An Example of the Vision our County Needs.

I found this article, and it struck me that the actions of the late mayor of Pittsburgh, Pa are something that would greatly help the wobbling BOCC. Not is not about volumes of words, paper and political games, but a simple well throughout, concise vision, and actions on one page and in plain English. What follows are some excerpts from the article.

From the Post-Gazette Now News- (excerpts)
O'Connor left behind one-page 'vision' for city through 2010

Eleven weeks after his inauguration, Bob O'Connor and key staff met with a consultant and began summarizing the vision critics had said he lacked and setting a course for the city during what they hoped would be just his first term as mayor.

That meeting started a behind-closed-doors process that resulted in a one-legal-size-page statement of 45 goals and strategies for the new administration. It was to be made available to all Pittsburgher's in an effort to quiet the critics and give voters the means to decide if he was fulfilling his promises.

...The vision was summarized in 33 words. "By 2010, Pittsburgh is one of the safest, cleanest cities in the country. It is a vibrant, developing city that is financially sound. All of us as Pittsburgher's are proud of our city."

Mr. O'Connor made sure that the vision and the strategies with which he would achieve it were concise. His years in the restaurant business taught him "that you had to have a clear sense of where you were trying to get to, and make it understandable so people can get behind it," said Kate Dewey, a consultant paid by a foundation to facilitate the effort.

The effort went on to involve heads of all departments, who met during the week and on Saturdays, at the Downtown office of McCrory & McDowell, where Ms. Dewey was a principal.

A set of goals emerged that were constrained by the city's iffy finances, but were all to be reached by 2010.

By early August, the plan "was wrapped up," said Ms. Dewey. "It was given back to the administration, and then so many things happened."

Under safety, Mr. O'Connor wanted to increase the visibility of the police force, the perception of safety, and the raw number of arrests. He was planning to launch a "youth-directed gun hot line," use data to target crime "hot spots" and upgrade equipment in all public safety bureaus.

He also wanted to get police out of their cars and walking streets -- a goal Mr. Ravenstahl has embraced -- improve paramedic response times and reduce fire fatalities. Potholes would be filled within 48 hours of a complaint.

He viewed cleanliness as part perception, part hard fact. He intended to track the number of clean-ups, number of residents involved in them, and how many tons of illegally dumped trash removed.

He intended to boost street resurfacing efforts and eliminate the backlog of 1,200 structures that the city condemned, but could not afford to demolish.

...A "vibrant, developing city," according to Mr. O'Connor's plan, was one with more building permits, more jobs, rising wages, affordable housing and growing population. Getting there would require a streamlined permit process and zoning, improvement of Downtown's retail core, wireless Internet access for the entire city and more public art.

...Finally, Mr. O'Connor sought "customer satisfaction." That included concrete changes like the institution of a 311 help line and better city Web site, and intangibles like "a can-do attitude." It included returning Pittsburgh "to its status as the most livable city in America."

Here are some of his "Strategies" in the one page plan:

"By 2010, Pittsburgh is one of the safest, cleanest cities in the country. It is a vibrant, developing city that is financially sound. All of us as Pittsburghers are proud of our city."

* Increase police positive interaction with residents by increasing the number of "park and walks."

* Repair potholes on average within 48 hours from identification.

* Raze/demolish more structures annually than condemn to reduce the spread of blight throughout the neighborhoods and Downtown.

* Create opportunities and a sense of pride in the city that gets Pittsburghers actively in keeping our streets, parks and public spaces clean.

* Streamline city functions and services in ways that increase productivity through better use of technology, staff and data.

* Create the systems that enable the City to be held accountable by its residents.

* Reduce zoning hurdles to stimulate more investment and development activity.

* Implement the plan for the Fifth and Market district.

* Create Internet access to city services.

* Have a "can-do" attitude and focusing on "the basics" to ensure Pittsburgh returns to its status as the most livable city in America.

Can you imagine if our BOCC had such a simple clear and concise vision/action plan, instead of volumes of paper that the staffs use to gum up the works. (See our post of September 4, 2007 Enemies of Innovation.) I believe it is called courge and leadership!