In the commercial world, meaningful change often appears to derive from
smaller entrepreneurs, performing highly focused, action-oriented innovation
on a well defined, practical target, often with limited initial investment
and frequently with one or more strategic partners. Our own experience with
Westchester PathMaster(TM), and the possible extensions in a partnership for
supporting the local electoral process, indicate that this approach could
work quite well in support of our County-wide governmental activities. WLS's
experience in effecting county-wide change in small increments across
multiple locations also supports this approach.
The objective should be to have the broadest based action-oriented
'coverage', not necessarily the most dramatic initial impact. At this stage
of development of the 'information highway' the greatest challenge is
attaining critical mass -- both of providers and users. Whenever critical
mass is attained, somehow resources, process changes, regulatory support,
etc. seem to follow. Big institutions, including big government, often
appear to address opportunity the other-way-round.
One of the challenges facing Westchester County is the high level of
fragmentation and duplication inherent in an autonomous hamlet, village,
town, city and county structure, that is our heritage from colonial days. In
the arena of emergency preparedness, for example, we have more police, fire,
ambulance and related EQUIPMENT investment than most communities with
substantially larger geography and population. This doesn't necessarily
translate into high levels of personal or community security, however.
Without a major political upheaval, the fundamentals in Westchester will not
likely change. BUT, information technology could cost-effectively provide a
level of understanding and coordination to maximize the value of our current
investment in equipment and personnel (whether paid or volunteer), and
possibly over time minimize the outlay. At the very least, this "virtual"
integration would at least focus attention and investment on filling the
gaps, not duplicating existing capability.
A partnership between WATPA/WLS and the County could apply Westchester
PathMaster to addressing this important need. A significant byproduct would
be that thousands of Westchesterites would be directly exposed to the
Internet, as users and/or providers, thereby raising the level of awareness
and skill. Telecommunications and information technology infrastructural
development would have to follow to keep pace, as it always does. The County
Legislature could derive significant credit, with minimal investment and
political risk.
I suspect that there are at least another half dozen examples in economic
development, public and private education and supply of governmental
services.
WATPA could accomplish its objectives and ‘do good’ at the same time. It
could also be a lot of fun!