Having served four years on the local city council, and
another seven years on the board of the park district, I have a good idea who
the newsmakers are in town, as well as the issues they have to deal with for
the good of the community. Of course
those issues shift around a bit over time, having high interest at one time, no
interest at a later time, only to be raised again to high interest. This
shifting of issues is constant. Understanding the issue is one thing. Knowing
the context of the issue is a completely different animal altogether!
Over the past several years I assembled an issues list, or
an Issues Scorecard for the town. A total of 22 issues are itemized, and a
small blurb explaining what the issue is and its current status. I publish the
Scorecard at least every six months in the local newspaper, sometimes more
often if issues are changing rapidly. The piece runs about 2000 words so it
takes up a lot of space in the newspaper. However, the Scorecard is an
accountability tool for the newspaper (are we keeping up on the items that
matter), the elected officials (are they keeping these issues in mind and
managing them) and the readers (are they keeping up with the issues that
matter).
The Scorecard has another value: a live demonstration to all
that issues are not one or two, but many, all operating at the same time, and
many of them interacting with other issues on the list.
Governance is not a simple matter. It is complex. It has
many moving parts. The basics of local government are these: public utilities
working reliably, growing as the community grows, keeping pace with the
changing demands of users (water and sewer systems are the main components
here); public safety (police, fire, emergency responders, traffic controls and
accident response and prevention); streets, curbs, sidewalks, intersection
hardscapes; stormwater management and flood mitigation management; financial
management (controlling taxes and long term debt); economic development and sustainability
of the community; quality of life issues for the community (arts, culture,
humanitarian services, beautification, etc.); long range planning that
guarantees the community’s identity is well-founded and maintained, while
managing both accidental and intended changes as they occur over time.
A citizen may complain about public authority and what it is
doing at any given time. Or why a stop sign hasn't been installed at particular
intersection. Or why is the electric power out so much. Or,…the list goes on
and on. Although each complaint or issue is important in its own right, it is
only one of many in the context of the on-going business of the community. Not
all things deserve immediate attention; nor are they likely to get that
attention while other items of importance are under active management.
The Scorecard demonstrates all these matters for one and
all. Also, for those living in neighboring communities, they can witness what
our town is doing with its time, attention and resources. So many communities
do not attend as closely to their business as our town does. I am firmly
convinced on that point. And here is
where it matters: we actively consider
adopting change that is good for the community; we actively repel change we do
not need or want, or would do damage to our identity and sense of community; we
accept responsibility for all the ‘to do’ items on a timely basis and make
financial preparations to afford paying for them; and we do all of this without
any long term debt.
Our community has actively pursued economic development.
Although our population is just over 13,000, more than 20,000 work in our town
each day. We have massive flows of traffic through our town north and south,
and east and west. We are visible in the county and are holding our own in
quality of life.
In short we have attended to the business of business and
the business of citizenship. That makes Warrenville ,
Illinois
A sewer lift station boring? A repainting of fire hydrants
dull? Repaving all streets on a timely basis a dull routine? Redesigning
traffic routes for public safety and air quality goals unexciting? Yes, much of
these items are bland. But taken together they mean everything for a community
intending to manage its own affairs well. It takes time, dedication and a lot
of people with goodwill to make all of this happen.
And we report all of that so it doesn't get taken for
granted.
Oh, and one other thing. In Warrenville collaboration is not
a dirty word. The Park District shares its expertise with the City and the
Library. The City and Fire District share information and equipment all the
time. Joint purchasing agreements are worked out for best pricing of needed
equipment and supplies among all the local governmental units.
What goes on in the city is of interest to everyone in the
city. So the tasks are coordinated whenever possible. And resources and managed
jointly when it makes sense and saves taxpayer money.
The result is a well-governed and managed community. That
matters a lot to those who live here. But the story would not be known if it
weren't printed in the paper often.
That’s why I cover the bland. The combination of the dull
details build exciting environments in which to live and thrive.
July 31, 2014
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