October 29, 2005
Art and Technology Festival 2006 - INGENUITY RFP
CALL FOR PROPOSALS
CLEVELAND, OH July 2006
PREMISE: Technology and Art, conceptually, when integrated exhibited and performed, invites complex and creative responses from artists, researchers, scientists, and the diverse communities fortunate enough to experience it. The possibilities, of course, remain vast and relatively untapped. These relationships, intersections, and impact deserve greater exploration. This exploration will result in a future that dazzles the community of today and benefits communities of the future!
SUMMARY: “INGENUITY”, The Cleveland Festival of the fusion of Art and Technology seeks large and small exhibitions and/or performances that explore these intersections of technology and art. Inspired by the success of Ingenuity’s inaugural success in September 2005, festival organizers are presently in pursuit of “world class” state-of-the-art exhibitions and performances that will eventually position this festival as a unique international event, celebrating humanity’s creativity and ingenuity in the merging of the arts and technology. Proposals are hereby solicited for participation in its July 2006 and its Summer of 2007 Festivals, to take place in downtown Cleveland, Ohio. Proposal budgets should not exceed $250K. Proposals received will be reviewed and selected by an international panel of experts in the fields of art and technology.
A NOTE ON INGENUITY: The Ingenuity Festival (and its partners) expects to provide significant funding support for projects selected. Furthermore, as one component of the Ingenuity Festival is the celebration of the creativity of Northeast Ohio, preferences will be given to collaborations involving Northeast Ohio artists, arts organizations, engineers, scientists, and researchers. We stress that “a preference” is distinct from “a mandate” and that all proposals will be reviewed.
Statement of Interest Receipt Deadline: December 1, 2005
Formal Application Receipt Deadline: January 15, 2006
Notification Date: No later than February 1, 2006
Statement of Interest
Submit two copies of up to three pages that briefly describe your project that includes a rough estimate of costs. Be sure to include information on:
• The organizations and works of art or artists that will be involved in the project
• Briefly outline the types and sizes of venues or exhibition spaces that would be appropriate for the project.
• Briefly address the technical and technology requirements for your project.
• Major project activities including the public programming that will accompany the event.
• Schedule of key project dates. Include your availability during the festival dates (July 6 -16, 2006, and summer (precise dates not yet available) of 2007, and note any times that the project would not be available during the period of the festival. Provide an estimate of the time that you will need to be in Cleveland.
• Those individuals who will have major responsibility for the project.
• Some specific examples of previous activities from the past three years that demonstrate you or your organization's ability to carry out the project. Detail any experience with touring or international projects.
• An estimated cost analysis. Include potential sources of additional (perhaps in-kind) resources that you will bring to the project. Also discuss your ability to leverage outside project support.
Do not reduce type below 12 point font size; leave space between paragraphs. Make sure that pages have margins of at least one inch. Label the top of the first page of your Statement of Interest with:
• Your organization's name and address.
• The name, phone number, and e-mail of the contact person for the project.
• The title of the project
Label the top of pages two and three with the name of your
organization. A cover letter is not required and will not be reviewed. Also submit one copy of a work sample that demonstrates the artistic and/or technological excellence and merit of your project. Wherever possible, this should be a sample that represents the works of art or artists that will be involved in the project. Your work sample must be in one of the formats listed below: An audio cassette, CD, DVD, or VHS video cassette. –- For multidisciplinary projects, submit samples in two art forms.
3/4" video cassette format is not accepted. Audio and video cassettes should be a maximum of five minutes and cued to the appropriate point. Multimedia presentations (e.g., .mov, .rm, .dcr) are limited to five minutes in length and should run automatically from the CD-ROM. Up to 12 images may be presented in a Power Point or PDF file. (Images only, no additional text.) Digital images on CD-ROM should contain a maximum of 12 electronic images in JPEG. Image size should be consistent. Suggested image size is 640 pixels x 480 pixels.
If your Statement of Interest is favorably reviewed, you will be contacted by November 15 and you will receive instructions as to a more formal application.
Kindly send all letters of interest and support materials to:
CENTRAL ARTS MEDICAL BUILDING
2475 EAST 22ND STREET
CLEVELAND, OH 44115
October 28, 2005
Last week, higher education's technology held it's haj to mecca. This year's educause annual meeting was held in Orlando. Matt Pasiewicz from the educause staff interviewed a couple dozen attendees. Linked here is our podcast interview. Topics include innovation in higher education, security and budgets, OneCleveland, portal technology, virtual reality, and more.
In educause related news... I was honored to be asked to serve as editor of Educause Review's New Horizon's column for the next two years, beginning with January 2006 issue.
October 26, 2005
Welcome to the Digital City -- Cleveland Hopkins Airport and OneCleveland
So what's next?
As I meet Clevelanders and others who have followed Case's leadership in the OneCleveland initiative from around the world, the number one question is -- so what's next? From my perspective this is a design question. I think it may be time to think about designing the digital city and no better place to start than the gateway to the digital city, with more than 12 million annual visitors, than Cleveland Hopkins airport. A quick re-hash for those who are reading about OneCleveland for the first time in this blog entry.
OneCleveland continues to be an important catalyst for innovation and engagement in the region. This past week OneCleveland, the region's community network initiative had visitors from the U.S. General Accounting Office as well as an invitations and visits to help colleagues in Syracuse, New York and Boston explore the viability of a OneSyracuse and OneBoston initiative. Cisco flew into town to secure video testimonials from Cleveland's civic leadership on OneCleveland for an executive briefing center "video experience" for higher education customers. Dozens of new community contacts approach OneCleveland on a weekly basis. The mayor of Groningen in the Netherlands has invited us to help them in December and on and on ....So what's next?
OneCleveland is community-owned fiber optics + private-pubic partnerships for last mile fiber solutions + a growing number of wireless clouds + an emerging community computing initiative + a fascinating exploration of next generation identity management in the digital city with both open source and vendor solutions + a growing portfolio of provocative application initiatives in the library, museum, school, health care, research, and e-government solutions. Most important, OneCleveland is an "idea" about a possible future based on open-source leadership and addressing community priorities. So what's next?
OK. ok. I don't actually know what's next for OneCleveland but as I noted from the top here's an idea about a critical engagement. The answer is Cleveland Hopkins airport. Now what's the question?
The Cleveland view of the World -- a quick diversion to philosophy and epistemology
From my vantage point our community is nearly obsessed with the question of identity. Who belongs? Where are the boundaries? What do we call ourselves? What's the brand? Our perspective is constructed from a distinctly 19th century self-image. We imagine ourselves in many ways as competing, pre-modern city-states with walled cities, centurions, with no roads leading in to or out of our cities, without tollways and identity passes. Who belong and what we are and what we call ourselves would be, in this construction of the world, is a relatively simple answer. But this is a horse and buggy view of the world. At best, it is a view of the world which persists in trying to fit "us" as the center of the universe (round peg/square hole). Very much an early 20th century fading memory in which all roads and waterways lead to our steel mills as the core of identity system and our sense of place and who belongs.
Much of the last half of the 20th and now the 21st century and beyond represents a radical departure from that construction of reality. Fifty years of inter-state transportation has made northeast Ohio, a 21st century version of a logistics center for ancient camel caravan routes. Overlaying that image is a growing reality that the 21st century transportation system will evolve from 18-wheel trucks to trillions of daily transactions representing pedabytes of data transported over fiber optics in which, again, we in northeast Ohio are strategically positioned. But our vantage point needs to be fundamentally altered. Our 19th and 20th century vantage point is, I would argue, informed by a tendency to seeing the world as working from a centripetal force (center seeking) in which the dynamics of economy, jobs, wealth, learning, research and so forth combine and congeal centrally to create an inward gravitational force that creates a homeginized whole. This view of the world is deeply embedded in the recesses of our mind and is, in a funny way, a residual artifact and construct whose origins can be traced to the ancient idea that the sun revolves around the earth. The most powerful positive force from this view of ourselves is the strong sense that a centralizing identity matters. It is also at odds with the way the world works today.
The underlying dynamic of the 21st century however is centrifugal in which the same mix of dynamics of economy, wealth, jobs, learning, research and so forth are "pumped out" over the infrastructure of that has enabled a global economy to become our "reality". That infrastruture is a combination of modern transportation systems, the most important of which is the emerging optical networking transportation service. Identity in this world is more complicated, if for no other reason than we have to transform our identities from something we know (even if we are looking in the rear view mirror) to something that we need to construct and lies over the horizon. So as to not leave the question dangling, place, community, and identity are very much at the heart of the 21st century challenge. It is however a view that challenges the idea that the "heart" is the center of our identity systems and begins to reposition the "heart" as a pump that delivers identity messages and vitality throughout our more complex identity systems.
So, why does all this matter and more importantly, what does this have to do with seeing Cleveland Hopkins as the next BIG project for OneCleveland?
Welcome to the Digital City
Notwithstanding the ingenuity and brilliance of urban planners, there are almost no meaningful gateways to the modern city. There may be a city center, vibrant, eclectic, generating buzz and a messy vitality but you can't get there from here unless you are already "there". In the modern cityscape, road systems find their origins in the 1950s and 1960s "escape from the city" with population centers dispersing to the suburbs and away from the toxic mix of social discord in the City. To be sure, new green spaces, parkways and pedestrian systems have lured people back to some well planned city renewal projects but there is still no overall city architecture that has let people meaningfully walk, ride or even drive into "the city" as an experience. Welcome to the City is now, in large measure, a piece of nostalgia with only small towns and villages being able to "welcome" you as you pass through or more likely by them on your way from point A to point B.
But the concept of gateway matters. The experience you have as you pass through a carefully architected gateway helps to fashion your sense of identity, collective values, opportunities, and ultimately your relationship to the people, places, and experiences around you. In the digital city of the future, the touch point experience for creating a sense of identity, a portal to the diversity of vitality of the city is the reinvention of the airport as "place".
On a college campus, ask most faculty or students about what place other than their office or dorm room they associate with the "heart" of the campus and most will say the Library. The library world, which has transformed itself to being much more than dusty stacks and a location for meeting (more people experience the library through the intranet campus network than walking through its doors), is and should be a sense of "place". The analog for the digital city, I think should be the airport.
Admittedly, most people think of Cleveland Hopkins airport as little more than a modern version of the greyhound bus station and a frustrating experience at that. It is, however, the most potent portal we have to creating a "welcome to the digital city" experience. More than twelve million people experience Cleveland Hopkins Airport on an annual basis. It should be the focus of our efforts to create a unique sense of place and experience to acquaint the visitor, to welcome the returning resident, to facilitate community, communication, and commerce.
Draw a circle of 50 miles (1 hour drive) around Cleveland Hopkins airport. Even though most of us see the airport as "on the margins", turned around and viewed as the center of our 21st century universe it is very much the gateway and "pump". Draw another circle with 400 miles (or about 1 hour flying time) from Hopkins and of course Hopkins is at the center of a lot more of our daily experience.
For sake of argument, grant me this proposition and let's briefly explore what can be done to refashion Cleveland Hopkins as the gateway to the digital city.
Experiencing the Airport of the Future Digital City
It's all about a bold experience. Coming and going. It's about entering the digital city as a knowledge center, as health care, as culture, art, parks and nature, water, entertainment, family, and it is the experience itself of entering or leaving the digital city. New York may never sleep, and what happens in Vegas may stay in Vegas but Cleveland is a Connected Community that is always "wired and turned on".
Let's begin by exploring how people get to and from the airport. The regional transit experience needs to be reinvented. Start by making all the red line services wirelessly enabled with free wi-fi access and then work with the airport to promote it as an integral part of the digital city experience.
Garage systems with intelligence on open/available parking spaces have been around for nearly a decade, maybe we should explore. Service from the garages to the terminal could perhaps also include a modern twist with concierge transportation services available.
What about valet drop off and pick up at Hopkins. That service has been around and could be enabled through simple SMS technology, a phone call, or other innovative approaches.
Let's re-invent the public art on display around the airport so it looks less like Northeast Ohio in 1953 and more like the region it is today. Specifically, let's commission with Cleveland Public Art to secure a local and international set of artists who want to use Cleveland Hopkins as a digital canvass for digital art. Cleveland Museum of Contemporary Art is bringing an extraordinary exhibition of all digital art to MOCA in January, why not look for permanent installations along with shorter installations with artists from around the world who want to exhibit in the digital city.
We need music and libraries and movie theaters for shorts at Cleveland Hopkins. Live music, some of which can be digital, a branch of the Cuyahoga Library supporting its innovative ebooks, e-audio books, and now its pathbreaking work to deliver e-videos should all be "launched" at Cleveland Hopkins. Personal or small audience digital theaters should be established to showcase local digital movie shorts from both professional and amateur videographers. The Cleveland International film festival should have a small program at Hopkins. The same could be said for the outstanding folks festivals in the region, opera, house of blues, and chamber music. Why not have a presentation series at the airport in terminal "C" on Monday and Wednesday, in Terminal "B" on Thursday and in the waiting area on Friday, and in the concourse over the weekend. Let's share with 12 million people what makes northeast Ohio rock!
We need art at the Cleveland Hopkins. The Cleveland Museum of Art could create an experience over the next two years to both inform the public of its renovation efforts and also deliver art education and art experiences. The amazing installations that CMA exhibited at this year's Ingenuity Festival could be part of the Art program at Hopkins. MOCA could commission local digital artists.
Let's explore a regional museum and hall of fame annex at Hopkins. Inventors, Football, Rock, Western Historical, Great Lakes Science Center to name a few. The facility could be both a "taste of Cleveland" (more on that in a minute) as well as a chance to explore interactive programming with educators and curators.
Talking about food, this may not be hightech but somehow we've got to do better in creating a food experience at Hopkins than the mall eateries and collection of jams and syrups. When I smell grilled onions, perogies, gyros, falafels, and good knockwurst at Hopkins, along with a requisite amount of healthy food, I'll know I am in Cleveland.
Cleveland's world-class health care providers should have a real presence at Hopkins and not just still photography. Why not set up some sort of healthcare service at the airport. No one's ever done that? Why not look to create a Cleveland Health Care Urgent Care facility at airports around the country modeled after whatever it is that we can dream up at Hopkins. It should be projecting our high technology health care offering, because that is precisely what our providers give us every day at our hospitals and clinics. Lets just bring health care options to 12 million visitors.
I have encouraged Cleveland's Convention and Visitors Bureau to see the "welcome to the digital city" at Hopkins as an initiative worth pursuing. I arrive into Cleveland and at the welcome desk (that today looks like it must have in 1964) I might see a bank of interactive video conference screens with each of the major hotels in town. A concierge greets me (maybe in a tuxedo) and invites me to have an interactive quick video call with my hotel in downtown or in Akron or Beachwood. I can tell the hotel that I have arrived and that I am either looking for a ride, or that I am looking for tickets to a show, or an update on a meeting taking place and so forth. The experience could be enabled with modest investments and create a unique service to the business traveler.
What about a personal gps enabled device for frequent users of the airport. I arrive back into town and I land at gate D17. Bummer. I agree to meet my wife at the Continental luggage area. A video screen at luggage displays in alphabetical order (real name or handle) that tells a visitor both in the luggage area and/or perhaps curbside my estimated time to arrival for pick up.
What about a "I missed the plane" luggage report that could be displayed in the luggage area reporting all the luggage that didn't quite make the handoff at Chicago O'Hare and is displayed for customers as they enter the luggage area (rather than waiting for 45 minutes before beginning the claim). And what about a more efficient way to attend to the claim?
What about a digital gaming room at Hopkins? Maybe one exists. Could be a lot of fun as well.
Leaving town for Vegas, LA, Cancun, or Toronto, why not explore networked video displays at each gate area that gives me the weekly chamber of commerce line up of activities, festivals, and special events in those towns. No service like that exists? OK. maybe that's a business waiting to happen.
The walls on those long concourses could certainly be a huge opportunity for creating the experiences we're after. Live videocams of our County Parks with families cross country skiing, tobogganing, hiking, or kayaking or swimming. Live shots of our CityTV van moving through the region with local stories and supported by local businesses. Sports, music, democracy walls with floor to ceiling live text and video feeds from major news sources around the world, and some of the video footage from the rock halls induction ceremonies along with digital walls for professional services and venue information could be part of a moving experience through the tunnel between terminals D&C and of course along the rest of the Hopkins complex.
The last stream of conscientiousness was just a 15 minute off the top of my head set of ideas that if they are bad belong entirely to me and if they are good, I'm sure I got them from someone else.
I think there is an imperative to rethink place in the digital city. Cleveland Hopkins can be the center of our region and the gateway to our digital cities. This doesn't mean that local communities are swept away. Hopkins is however, in the 21st century our community access portal to all that makes our individual neighborhoods unique and special. Of course, if only 10 percent of this kind of effort were to take place we need bold leadership, money, and a plan. OneCleveland helps us imagine what is possible and can very much help bring many of the right resources to join the leadership of the airport authority together to help imagine, design, fund, and build our gateway to our digital city.
October 21, 2005
Case Highlighted in Network World High-Tech Dorm Story
I don't know how many of you rss network world but this story is currently the #4 story of most online read stories from this week's issue of Network World.
From Network World:
This story appeared on Network World at
High-tech dorms move to head of the class at colleges
By John Cox, Network World, 10/17/05
Spanking-new student dormitories at Case Western Reserve University and Duke University show how living on campus increasingly means being networked and digitized.
The residence halls incorporate sophisticated wired and wireless data networks, environmental and building management systems backhauled over the campus IP network, and a wide range of services such as streaming video including cable TV over IP, networked clothes washers and improved cellular voice coverage. While full VoIP services are still rare on campus, dorm infrastructures are being planned with VoIP in mind.
Spending on new or retrofitted dorms varies widely depending on school size and on the private or public funds that can be raised to pay for them. But most schools plan to use networks to deliver more technology-based services to student residences; to improve security; and to monitor and control lighting, heating and cooling.
"Students spend 15 to 18 hours a week, at most, in classrooms," says David Futey, associate director of academic computing at Stanford University in Stanford, Calif., and chairman of the ResNet Symposium, a group of higher-education administrators and others who focus on IT for students in residences. "So [residence networks] are evolving at some institutions: as the [network] infrastructure matures, the goal is providing a more-consistent suite of services for students no matter where they are."
The Association of College and University Housing Officers International (ACUHO-I) in Columbus, Ohio, is tackling some of these issues as part of its 21st Century Project, which is charged with creating specifications for a prototype state-of-the-art residence hall. ACUHO-I consists of 5,800 individuals from more than 900 colleges and universities and more than 205 companies.The first summit meeting for the project is scheduled for early 2006.
Case Western Reserve, in Cleveland, shows what money and a comprehensive view of network technologies can create. The residential part of the new $126-million "Village at 115" hosts more than 700 students in seven separate "houses" to keep the number of students in each fairly small. The rooms in each house vary in size, for one to nine students.
The Village's distribution hub interconnects the school's Cisco-based 10G bit/sec fiber backbone to Cisco Catalyst 6500 switches and the premises' Cat6E cabling. A wall plate in every dorm room has one VoIP port and two data ports.
All areas in the residences are blanketed with an 802.11g wireless LAN (WLAN) based on 140 Cisco Aironet 1231g access points. Even the football and track fields are covered wirelessly by four Vivato VP2210 Wi-Fi base stations. To support the access points, Case Western uses Cisco's 6148 X2 line card. "It splits each gigabit port into two 100-megabit ports," says Steven Organiscak, special projects manager with the university's IT Services. "For applications where you don't need a full gigabit, and for [IP] phones, 100-meg is fine. It essentially doubles the density in that one blade slot."
The combination of wired and wireless is now standard operating procedure for Case Western dorms. "The theory is that 54M bit/sec WLAN is nice and convenient, but it's supplemental to the wired net," Organiscak says. "In high-density areas, it's a shared medium. The wired net gives us redundancy."
Each house has an information kiosk in a common area: a large plasma screen and keyboard that displays news via CNN, local weather from the campus weather station, water and electrical consumption, trend data gleaned from the building's monitoring systems and e-mail access. A dozen group-study areas at each site are designed to let students work together or with a faculty member: each has eight wired data ports, along with a projection screen and whiteboard.
To maximize energy efficiency, the new structures followed guidelines in the Leadership in Energy and Environmental Design project, organized by the U.S. Green Building Council. Part of it involves super insulation, low-flow toilets and sinks, gas-filled double-paned windows and motion sensors to regulate light levels. "We expect more than 25% reduction in energy costs," says Don Kamalsky, assistant vice president of student affairs and director of housing.
But Case Western also is trying to encourage efficient habits in students. "You can only do so much structurally, then it depends on the residents to live efficiently with energy," says Gene Matthews, director of facilities services for the university. Data on electric, water and other utilities is collected via a building management system from Johnson Controls. The data flows over the IP network to displays monitored by Matthews' staff. His group is working with the IT department to create an array of data management, analysis and display tools.
They're able to send summaries of the data back to the dorms.
"We're capturing data on utility consumption and we show the statistics on the big-screen TV in the lobby [of each residence], so they can see what's happening," Matthews says. "We're trying to involve our building occupants by giving them this feedback."
Wired and wireless Duke
Duke University's new Bell Tower residence hall in Durham, N.C., is a more-modest project: 130 freshman students, most in double rooms, with study space on each floor. Duke designed the site with wired and wireless networks in mind. In rooms, each student has a 10/100M bit/sec Ethernet LAN port.
For every three rooms, Bell Tower has a Cisco 1020 802.11a/b/g thin access point, and three 4136 controllers. Most of the traffic is 802.11g, which has a 54M bit/sec data rate in the 2.4-GHz band, though actual throughput is less than half of that.
The network group turned down the radio power, and disabled the slower 802.11 connection speeds to maximize throughput and signal quality for the users in a given area, says Kevin Miller, network architect with Duke's Network Technologies Group.
Those changes make it possible to run four channels of cable TV over the WLAN. "It requires multicasting, and we set it at a rate achievable in the dorm: 610K bit/sec," Miller says.
After extensive discussion, Duke opted to deploy 802.1X authentication and security throughout the campus. "The 802.1X authentication
October 16, 2005
The OneCleveland Effect: New Models of Open Source Leadership
New Rules – New Leadership
Open source leadership is a powerful new dynamic challenging, if not yet changing, the nature and quality of decision-making and management-styles in organizations across the world. From my vantage point, we might call the informing logic of open source leadership, the OneCleveland effect.
Predictably, the blogsphere got there before I did. Earlier this week I gave a breakfast talk at Cleveland’s City Club about leadership. For more than a decade, I have been observing and editorializing that there appears to be an ineluctable tendency, within the very DNA of the Internet, which challenges traditional forms of power and leadership. The Network does not respect borders, hierarchies, command and control organizational structures or traditional forms of power, including the power of centralized knowledge.
The study of leadership whether it is psychological, socio-political, military, religious, or a top 10 read from one of America’s corporate leaders has always been framed by what 19th century historian and social commentator Thomas Carlyle called hero and hero worship. E.H. Carr in his 1961 book, What is History, helped to contrast and ultimately critique what he called ‘great man of history’ lens from other socio-economic forces that help us to understand the march of history.
From sports heroes to American idols, from charismatic and powerful political leaders to Hollywood stars, ours has been a culture that creates its powerful myths of unity, cohesion and bonding through the well rehearsed story of triumph of the handsome and rugged ad copy- created Marlboro man.
Theories of organizational leadership and management follow, and actually help to reinforce the myths. The most dominant form of leadership style as any freshmen in an intro economics, business, or sociology course knows is the autocratic leader. They come with a “my-way-or-the-highway” attitude. They’re long on order-giving and short on listening, great at micro-managing and poor at motivation, great at caring for the company or organization’s results and poor at promoting the welfare of the people who must achieve those results. Through the 1980s and 1990s the autocrat ruled the American boardroom and most organizations.
A second tradition, which has roots that date back to the late 19th and early decades of the 20th century is generally known in the literature as the laissez faire approach to leadership. As complex, modern organizations are formed and reproduced, rational planning is supported by various forms of meritocracies, plutocracies, and technocrats. As the theory goes, in these “new” organizations defined by competent deputies, the leader’s passive, hands-off role leads to a “sink or swim” world, where more times than not, the leader is her or himself a career technocrat who has “made it.” Throughout the world, and especially in Asia and Europe, laissez faire leadership is an extension of management rules and behaviors.
In a more thoughtful and well crafted review, I think it would be possible to make a compelling case that both autocratic and laissez faire forms of leadership are themselves products of the deeply embedded communication patterns associated the industrial era. Efforts at crafting a sustained democratic form of leadership with shared decision making, employee centered goals, personal actualization, participation and team building are all constrained by the rules of the game and the nature of the market.
So, it’s time for new leadership rules to fully align to the realities of the networked economy. The combination of world-spanning fiber optical networking carrying transactions, services, and information at more than a billion bytes per second, globalization and new, differently-manageable generations coming into the workforce is creating the need for new kinds of leadership. Leadership is no longer like piloting an ocean liner but more like white water rafting that calls for flattened organizations that can change rapidly and accurately, decentralized decision-making, motivated employees, and inspiring relationships. This is the proverbial period of transition. Organizational behavior, including the role of leaders is only now beginning to come together in a coherent manner. Open source leadership is hardly a forgone conclusion. This is distinctly contested terrain. Incumbent leadership is likely to resist to the decentralizing of power that accompanies open source leadership.
Distributed and ultimately shared power in the networked economy in order to achieve common goals is in marked contrast to the zero sum game of corporate power playing. It is the networked economy that makes possible (but not inevitable) the break out strategy from the tradition prisoner’s dilemma. There are a number of other contrasting realities that help to distinguish traditional leadership from the growing open source leadership portfolio.
Traditional Leadership / Open Source Leadership
“Do as I say” / “Do as I do”
“Get out of my way” / “Get on my team”
Intolerant of ambiguity / Welcomes ambiguity
Concerned with long term / Concerned with the short term
Sequential / Multitasking
Encouraging / Evangelizing
Focused on strategy / Focused on the execution
Constrained by money / Constrained by time
Gets to “yes” / Able to say “no”
Focused on retention / Focused on recruitment
The single largest leadership challenge in the open source model is building a new civic consensus. Power in politics has usually been defined as power over other people, some agency, or some other set of players. The nature of open source leadership—informed by a distributed architecture that encourages distributed communications—means that power will consist of leveraging individual power to work together. Much more than semantics, power in the digital (in contrast to the industrial) city portends a new, inverse form of Robert Michel’s iron law of oligarchy, which asserts that rule by a few is unavoidable in a large, complex organization. Where we see open source leadership at work, we see the leveraging of technology and the redefinition of models to meet the needs of the public (either stockholder or civic good). In contrast to Michel’s early 20th-century concept that technology alignment, service models, and public needs were variables at odds, in the early 21st century, under an open source leadership model, technology can align with service models to meet public needs. To the extent that inter- and intra-agency and organizational functions can be combined and a new service framework derived in the 21st century, it is probable that the new law of the open source leadership is at work. The new logic is a truly new framework that acknowledges and fosters the inherent attributes of distributed power in a networked society.
Likewise, to the extent that investment in both human and technology bandwidth fails to produce more effective models of value creation, it is probable that the dead weight of the pre-digital bureaucratic and hierarchical order still dominates. To be clear, open source leadership in the digital city is all about new models of power, service, and civic engagement that are anything but ineluctable. Traditional forms of power are slow to give way, as patterns of human behavior and our sense of identity are slow to change. In the emerging digital city, new leaders committed to open source strategies are redefining power in order to collaborate and transform by leveraging the infrastructure, systems, and outcomes made possible by marrying human ingenuity, vision, and the institutional missions of various stakeholders.
OneCleveland and Open Source Leadership
OneCleveland is a replicable, scalable regional community network platform for next generation services and application development. Unlike most similar efforts around the world, OneCleveland owns much of the fiber optics infrastructure and electronics connecting the hundreds of assets across northeast Ohio to one another and to the Internet. More important, OneCleveland’s integrated strategy for both wired and nomadic computing through wireless deployment has been developed, in large measure, through a deliberate form of open source leadership.
OneCleveland is neither a destination nor a technology infrastructure. OneCleveland’s effort is a journey of re-inventing rules for leadership and a deliberate collaboration to help imagine, chart, and ultimately construct a new, common future for the region. There is no choice but to creatively and imaginatively build the region's future through technology. We missed the agricultural revolution and the industrial revolution. Our opportunity to help shape the revolutionary impact of information technology is our generation's. The last thing we want is a strategy for our economic and community future that does not explictly commit to using technology infrastructure and solutions to address community priorities. Future generations will look back and history will be written highlighting those examples of human ingenuity and new form of open source civic leadership that took the calculated "leap" to remain ahead of the curve.
Civic leadership in northeast Ohio while not uniformly engaged has nevertheless largely embraced OneCleveland as their own. This does not mean that our leadership has entirely or even significantly embraced the notion of open source leadership. Mayors, CEOs, technology leaders, leaders in the business, philanthropy, civic, education, museums, libraries, health care organizations, churches, newspapers, community centers, organized labor, and many entrepreneurs have all, to varying degrees come to own OneCleveland. OneCleveland strives to become “their” platform for innovation and provocative application development. The sandbox that has been created, and the extraordinary world-wide recognition that has come to the City and the region, invites even the most skeptical nay sayer (and we still have our share) to come under the tent and take ownership or create partnerships with others.
Make no doubt, these are new rules. Not everyone is going to be responsive. Case Western Reserve University, with support of the most senior leadership at the institution has remained committed to a new model of power sharing. We have never had any interest in building OneCleveland as anything but a world-class community network embracing next generation, fiber optical gigabit switched Ethernet to address community priorities. Like open source software development, Case’s commitment to open source leadership is premised on contributing “core” code (in this case an architected network infrastructure and vision). As other developers (or institutions, leaders, entrepreneurs) join the open source effort, they are welcome to use all the pre-existing infrastructure and partnerships to innovate and advance their own organizational mission or those of other partners. If they contribute new innovations and create new partnerships the only commitment that we have come to expect is that it will be shared and added to the repository of solutions that demonstrable change peoples lives and help organizations meet their mission.
This is, to be sure, easier said than done. Even in our region, with an enlightened new generation of leaders transforming their respective institutions, sometimes old values and norms kick in. Coordinating the autonomy of important institutions in support of an open source leadership strategy for our region is no simple recipe. There is a high probability that we will make our share of misteps along the way. However, the network effect will bit by bit reward and support those that embrace the new values and norms.
OneCleveland’s staff is and will in all likelihood remain flat and small. By design, our open source leadership and solutions orientation has invited vendor partnership to help build, manage and operate parts of the infrastructure. We also have a growing number of sole proprietor and small business entrepreneurs who are now helping to build solutions that creating real value for subscribers who are on the network.
Bring your solution to help connect, enable, and transform the region. OneCleveland’s open source leadership will help to fashion new opportunities that align to the emerging realities of a networked economy. We’re learning to ride this bicycle as we learn to build it. For those of us involved, I suspect we wouldn’t have it any other way.
Case Scores Top 10 Wireless Intel Campus
(Oct 17) Henry Gomez took umbridge to my winks on his column. I have sent him a short note. To anyone who might have taken offence, my humblest apologies. Have a good week. We're off to Educause tomorrow to participate in a panel on wireless at Case and OneCleveland.
Today (Oct 11), Intel issued its second annual most wireless campus list. For the second year in a row, Case scored in the top 10 (number 8 for 2005)in the nation. Later this month, Case will be extending the coverage of the wireless cloud in University Circle through a partnership with the Cleveland Institute of Art. Stay tuned.
In Sunday's (Oct 16) Cleveland Plaindealer, Henry "my fantasy is to be a gossip columnist" Gomez ;-) frames the Intel top 50 wireless colleges in the nation in an unfortunate manner.
When Henry called me on the 11th, I shared with him that I had already posted this short entry on my blog. I laughed and told Henry that I had no idea how or why Case was ranked #4 in the country last year and no idea how or why we were ranked number #8 this year. To the best of my knowledge, the team hired by Intel does not release its methodology nor does it have a formal team of peers review the data. That's actually ok with me. I laughed again and told Henry the delta was probably a matter for a team of forensic accountants. I think it is amazing that two universities in the same region are ranked so highly in a national survey for two years in a row. Akron was one of the first universities to offer wireless services to students and faculty. Case is proud of its pervasive cloud of wireless connectivity for its students, faculty, and staff. We receive solid grades from our campus stakeholders on our nomadic computing infrastructure. Even more exceptional is Case's commitment to leveraging our campus wireless infrastructure for vistors and guests to the university through our partnership with OneCleveland. I think it is fair to say that no other region in the country sports not one but two top 10 places in the survey. Given the rigor and robustness of the survey instrument, I'll settle for a top 10 anytime, even if it warrants a "knock down" headline from Henry.
If Intel was asking for my advise on an important set of indicators for their methodology section (and they have not), I would reject the silly notion that population size of the campus matters (as quoted in Henry's gossip column). The only post-deployment measures that make sense are how many people are using the wireless service and what are they using it for?
First, Case has deployed more than twice (1343 access points) as much wireless infrastructure as the #1 wireless school in the land (625 access points). I'm ok with that. Second, at any given time during the week more than 1700 simultaneous users are using Case's guest network! Year over year that represents a more than 100% increase over the same period in 2004. That's a good trendline for a campus that has, to paraphrase's Henry investigative journalism "lost it's lead." This year, nearly 85% of all of our first year students brought wireless notebooks fitted with gigabit network interface cards with them. That's another important measure.
Most important, what is the institution doing with its wireless infrastructure? While Henry and I were on the phone I did a quick check of the search engine on the BSU web site on "education and wireless" and I couldn't find any stories. I suspect there are lots of innovative examples at BSU which is an outstanding school. At Case our entire medical education offering is delivered through wireless infrastructure. Wireless is an integrated part of the curriculum delivery offering in most of our professional schools. All undergraduates are using their wireless notebooks to retrieve hundreds of searchable video streams related to their intro courses through mediavision courseware.
Knock down blows aside, wireless services are now a given at leading universities across this country. This is not a matter of deep discussion or debate. As many first and second year students have told me, "wireless is cool, but, like, we've already got it here. What are you going to do for me this year?". Akron, Case, and the other 20+ universities and colleges in Northeast Ohio are all working hard to continue to innovate and bring "top line" value to our respective institutions. Now, that's the story (IMHO).
For more juicy gossip ;-), see the continiung saga second only to "as the world turns" on Henry's blog.
October 07, 2005
From OneCleveland to AmAchad Net – A Contribution to the Future and Renewal of Cleveland’s Jewish Community
OneCleveland is Northeast Ohio’s regional community technology network platform for creativity and provocative application development. OneCleveland, which connects dozens of education, healthcare, government, and cultural institutions at unprecedented network speeds, has been recognized by Cisco Systems, the ComputerWorld Laureate program, and most recently by Intel Corporation as among the most innovative connected community projects anywhere in the world. Just this week, IBM's Global Services organization spent two days in Cleveland video taping OneCleveland leaders for a world-wide executive briefing session on community innovation and IBM's future strategic planning in the emerging digital cities space.
I am often asked, how can "my interest group" leverage OneCleveland to meet its strategic priorities. Elsewhere in this blog I have commented on everything from transportation and health care applications to inner city and education solutions that can leverage OneCleveland. Recently, Cleveland hosted a friend and colleague of mine, Jonathan Medved, from Israel Seed in Jerusalem. His visit was made possible by Case Western Reserve University, Thompson Hine, and Panzica Investments. Among many hours of conversation, we began exploring how faith communities, and in this case, Cleveland's Jewish Community could leverage OneCleveland to advance and help reinvigorate its mission. In the spirit of the Jewish New Years holiday season (5766), the extended entry below outlines a replicable and scalable strategy for faith communities, which I've titled AmAchadNet (OnePeopleNet)
In Cleveland, OneCleveland is more than just next generation transportation and application develop to help us provide better education, healthcare, and library services to the region’s population. OneCleveland is actually a key investment in a strategy for economic development for the region that may appear somewhat counter-intuitive. It is also at the core of why I believe the Jewish community should consider a leadership role in developing the next phase of OneCleveland. Almost all of Cleveland’s conventional wisdom for economic development is premised on how to attract people and investment to the region. I believe there are numerous realities that need to be confronted that together raise serious questions about the viability of this “import” strategy. OneCleveland takes a very different strategy which I believe is a strategy for the connected and networked economy of the future. OneCleveland believes that Cleveland’s core strengths is in “exporting” the virtuous elements of our core strengths and brand namely in healthcare, research, education, and cultural assets. This “export” strategy may mean that we need to embrace a “small is beautiful” view of our short and medium-term future and build our brand, our strategy for economic sustainability, and ultimately our future by taking our core strengths and leveraging the networked economy to take our Cleveland brands and build wealth and opportunities in innovative new ways. Over the longer haul this strategy may well be our best bet for rebuilding and growing our future.
We are already seeing ‘first to market’ strategies pointing in this direction. The e-Cleveland Clinic initiative under the leadership of Dr. Martin Harris takes the core competency and brand of the Cleveland Clinic and leverages the use of the network to deliver Cleveland Clinic health services to large corporations all across the country (and hopefully worldwide). Symbionix, the Israeli medical simulation center located in University Circle are now actively exploring how to develop new networked application for simulation technology in collaboration with Case’s Mt. Sinai Foundation Simulation Center project. The result will be a networked simulation curriculum and research platform that could change the world. CampusEAI, a new company attracted to Cleveland from New Jersey is delivering high-definition quality broadcast television over Internet 2 to university residential life environments all across the country from head-end equipment located at Case Western Reserve University and changing the way in which television services will be delivered in the 21st century.The Siegel College of Jewish Studies under the leadership of David Ariel is a world leader in distance learning for Jewish education growing its strategic plan not only by providing world-class master’s level education certification and adult education to Cleveland’s Jewish community but by “exporting” this core competency to communities across the land.
One of the other core competencies of the Cleveland Jewish community is its leadership in the organized Jewish world. Over the past decade, our own leaders have provided the Jewish world with vision, management and organizational skill at this critical moment in history. Why not look to create a networked strategy and help reinvent the meaning and future of the organized Jewish world. If not here in Cleveland, where? Enter the idea of a strategy to connect the Jewish world and build the foundations for a new generation of strategies for solidarity and renewal.
AmAchadNet (OnePeopleNet) will be informed by a mission to be a big, bold 21st-century Jewish community-oriented project that delivers advanced information technology capabilities to achieve community priorities for the well being, formal and informal education, organizational development, economic and business development, learning, job training, and research support for a united Jewish community.
Today, when we think of connecting with others, we think in terms of telecommunications based on voice transmission and computing based on isolated desktops PCs. The convergence of voice, data and video, the growth of communications bandwidth, and the low cost of access devices (fixed and mobile) are paving the way for a new inclusive model of connectivity. It's time now to look the impact and plan for leveraging the next-generation broadband on the Jewish community, both here in Cleveland but much much more importantly world-wide.
The Jewish community has not yet considered this essential new "utility" and it is my distinct impression that we do not understand how advanced broadband services will affect the future of organized Jewish life. In order to have a viable plan, we must understand where we are in the continuum of communication to ensure that the Jewish community remains socially inclusive and engaged.
I think there are at least 5 BIG buckets for early clustering consideration.
1) Organizing the organized Jewish world. I continue to be struck by how 19th century focused the organized Jewish world remains. I know that might seem harsh, but to this one person's view of the world, the organized Jewish world has yet to fully embrace not only the new communications environment (ie. internet-based video conferencing, blogging, podcasting, virtual conferencing...) but more importantly, it has not really found a way to touch the broader (and younger/emerging) community because the new generation is wired in a fundamentally different way than much of the organized Jewish world. AmAchadNet might well help to change the paradigm and support everything from the way executive meetings are held all the way to how committee work is conducted, solidarity campaigns are held etc...
2) Education and cultural exchange. Imagine a Live 8 concert focused on the Jewish world. A dozen Jewish communities around the world celebrating the songs, music, dance, drama, fashion, simultaneously around the world over the AmAchadNet. Imagine being able to create education content with a video on demand service to help Jewish educators develop everything from travel logs, to video pen pals, to education master teachers all connected together at ultra broadband speeds of the AmAchadNet. The key is that the services for education over AmAchadNet are not only inherently interactive but they can also happen in multiple (more than two) locations at once. The education and cultural value of AmAchadNet is enormous.
3) New Technology from Israel and the Jewish World. Amazing technology emerges on to the scene and it needs a sandbox for demonstrating its function, robustness, viability, efficacy, and relevance to the broader marketplace. AmAchadNet could support demonstration technologies for network services, computing services, identity management services (middleware), mobility services, edge routing technology, video and video on demand, cataloguing, mining, and virtual reality by seeding those services and products in the AmAchadNet. The result would both advance the value of AmAchadNet and provide the technology vendors an important, enterprise proof point for the viability and value of their products and services in the broader marketplace. I would also add, such a strategy would fundamentally alter the entire "hasbara" dynamic because this new amazing forward-looking space that would represent Israel and Jewish creativity and ingenuity presents a very very different reference point from the current painful and IMHO untenable position of the current Jewish community effort to "defend" itself and Israel.
4) Community Development and Peer to Peer Services. The success of the parntership2000 program has been based on careful and sustained set of person exchanges. The combination of leadership, community engagement, and realized value have made some partnership2000 type programs work. Whether it is exactly partnership 2000 or variations on that theme, there is a HUGE, largely unmined value to augmenting those face to face and human interactions with the creation and populating of virtual communities. One of the activities of the AmAchadNet would be the creation of a virtual world of Jewish communities around the world (following some reasonable methodology) for creating 3d fly throughs, virtual community centers, oral history repositories, interactive video for local Jewish tv broadcast or narrowcasts from remote communities, school to school and child to child, professional consultations (medicine, education, law...) among peers within the virtual Jewish community project of a partnership 2050 to bring the stories, exchanges, laughter, pain, and repository of learned experiences to this augmented online presence.
5) Online Museum of the Jewish World and other projects. There have been some absolutely amazing projects to digitize Jewish archives, museum artifacts, and other multimedia projects. Much of the world of Jewish museums are premised on the visitor's experience. Even new museums (like our own Maltz Museum here in Cleveland) are largely "disconnected from the Net". I think just one of many many projects would be a concentrated effort in a 21st century Museum of the Jewish World online which I imagine building on the strength of the existing digitzing projects but taking them to a whole new place. Imagine, for example, the power of some of the video at the American Holocaust Museum that was assembled 10 years ago in DC. These were designed as a largely passive two-dimensional experience for those sitting in front of computer screens. Imagine putting on a set of VR glasses and being able to "enter" the past and walk through Jewish history. Imagine being able to join some of the great Jewish musicians on stage during a performance at Carnegie Hall from your Jewish school or library or museum connected to AmAchadNet. Some of this relates to education, but much of it relates to making Jewish history come alive and to help transform people's experiences as they interact with their heritage.
Cleveland’s Jewish Community needs an integrated technology strategy that connects our valuable community assets to OneCleveland and through OneCleveland to the world. Building out AmAchadNet is building a foundational platform for the future of the Jewish world. It can happen here in Cleveland because… after all this is Cleveland. No apologies required.
Lev Gonick, Cleveland OH October 7, 2005
October 06, 2005
Time for New Rules: E-Voting and the Future of Democracy in Cleveland
Time for new rules, everybody.
What would you say if the democratic process in the City of Cleveland along with our region turned out 90% or more of registered voters? Even the most skeptical among us would probably nod with some approval. Civic engagement matters. The 16% turnout at the polls on Tuesday's Mayoral primary probably had little to do with the first day of Ramadan or Yom Kippur. We need new rules.
What if the retention and matriculation rate of children in the Cleveland School District matched the very best numbers at the most prestigious suburban schools in the region? Even the most sceptical among us would agree that would be a good thing. Civic engagement matters. We have a long way to go and some would argue that we really can't there from here. We need new rules.
What if the health care and health profile of Clevelanders looked like the healthiest community in the nation. Even the most reticent among us would probably concede that better health care information and regular engagement with health care professionals could go a long way in improving the health of our community. Civic engagement matters. We need new rules.
Democratic rights, education, and our health are under attack. Most of the pundits are quick to blame the victims. Come on Cleveland... Wake Up! No matter how today's headlines beat us down, the reality is that ours has become a culture of poverty, disaffection, and alienation. It's also not just an inner city affliction or reality. And the truth is the challenge in Cleveland and the region is a microcosm of the broader challenge around the country.
We need new rules.
If all politics is local, then we've just managed to blow a couple million bucks on a very poor excuse for civic engagement this past Tuesday during the primary. There appears to be broad consensus that our school system writ large is in tatters. We spend too much money in the delivery of health care and the system that support it. We could stand around and write editorials and look in the mirror and grimace at how much our world is looking like Charlie Brown's world. Or we could make some new rules.
Over the weekend, the Cleveland PlainDealer's Joe Frolic noted the obvious. We are having an election about the future of Cleveland but there are no big ideas? And apparently nobody really cares. Strength of character, commitment to create jobs, and making city hall a kindler and gentler place to do business are necessary but really not sufficient conditions. None of that traditional politics has much to do with the future of the City and the region.
We need a big, hairy, audacious idea that is entirely doable but way out of the box. I've got one candidate. If you don't like this one, put your own out there. We need 'em all.
Let's make Cleveland the first city in the nation to re-invent democracy in America. If the New England townhall meeting represented the beginning of the democratic culture in this country, and the 12th Ammendment to the US Constitution in 1804 codified the paper ballot, then let's make Cleveland in 2006 the time and the place where networked e-democracy will have started as a cultural practice.
Seriously, how much worse could the current system get? Less than 15% of eligible (not only registered) voters actually voted for George W. Bush. Not withstanding the rhetoric, more and more people are voting against the 19th and 20th century versions of democracy as being less and less relevant to their lives. They are simply not bothering to register. The commitment to public life is being eroded through forces that make it all too convenient to simply shut off and walk away from civic responsibility. Those should be fighting words.
Let's reinvigorate democracy by connecting not only to the "act of voting" but to engagement with education and health care in our community. The instrument of this new democratic impulse is a network-enabled, personal voting-machine (PVM) that doubles as an interactive, communication and knowledge inquiry device for health care and that triples as a learning tool that supports the success of our students in school (and beyond). While we're at it, the machine can also, and relatively easily be turned into a communication device.
The costs are trivial. We could provide every household in the City of Cleveland with one for less than the cost of running one single primary and probably arrange a business plan for free network access. The security and authentication issues can be readily addressed. After all our health care records, tax records, banking records, credit cards, birth and death registration are readily knowable through networked access. Developing a trusted fabric for e-voting is pretty straight forward. Really. Election officials registering voters can become personal education and democracy enablers in training voters how to use the PVM. The "homepage" for the PVM is the City and/or Regional portal. We can bake it the operating system. There is a civic engagement channel that addresses the issues that impact our lives as citizens. There is an education channel that links us to either life long education and/or the education of our children. There is a health channel that is a link to our electronic portfolio of our health care records and that "pushes" information related to our health conditions and/or interests. Of course, the device is connected to the internet,so you can surf, email, instant message with your elected officials or anyone else in your life. Politicians and community organizers become teachers on how to use the technology to become engaged citizens. Teachers at schools and doctors and health staff become advocates for civic engagement through the use of the home voting machine to advance better education and healthcare.
Voting becomes a tradition. You can vote on the agenda for city hall. You can vote on anything where your opinion matters. You choose not to vote, you loose the entitlements that come with the home voting machine, including access to the internet. Loosing the PVM will become like loosing water, electricity or other key services. We won't tolerate it and it will become a part of our lives. We check our answering machines or our email routinely. We will do the same for our health care tip of the day, the status of our child's homework, or the community/ward/city issue of the day.
A networked community that embraces the right to express their views is an empowered community. The PVM is one step in that direction.
We are a culture that has become driven to distraction. The core, underlying principles of democratic life are at risk. We can continue to try and operate and improve the existing delivery system or we can ... invent new rules and re-invent democracy.
Now that's one big, hairy, and audacious goal.
Lev Gonick, Cleveland, OH, October 6, 2005
October 01, 2005
OneCleveland - Two Years Later ... A week in review
Not that anyone is counting... but OneCleveland is two years old as an Ohio registered non-profit (Oct 2003-Oct 2005).
OneCleveland and our support for Intel's digital city designation for the City of Cleveland featured prominently in this past week's Mayoral monologues (aka the Mayoral Debate). While our future Mayors basically spoke from the pulpit of surplus powerlessness and the disintegration of the City's spirit, OneCleveland and Digital Cities was one of the few "building blocks" cited as the foundation for future positive development.
At the same time, this week, we learned how much further we have to go in making OneCleveland an inclusive, color-blind project. Beyond our personal commitments, briefings and discussion directly with the Call and Post and many other important leaders and voices in the "community" not to mention public pronouncements here and here and here and here and even here, we got a reminder that important voices in the community see OneCleveland as a force of the "elite" and anti-community. Although there are countless errors of fact in the editorial of last week's Cleveland-edition of the Call and Post, it is important that we support its broad dissemination. Here is the editorial in its entirety.
Technology priorities are out of whack The idea of community wide WiMax communications is an idea whose time has come, but any telecommunications advances made in Cleveland must be accomplished in a manner that works in the best interests of city residents, most of whom are minorities.
The city has chosen to subsidize WiMax and turn the entire community into one big "hot spot," not unlike the localized single locations WiFi.
While some see that as a good thing, the WiMax as envisioned by OneCleveland is reserved for institutions - mostly based in University Circle - that already have or should have very high-speed
broadband connections. It is hard to imagine major institutions like the Cleveland Clinic or University Hospital needing "free" broadband from an elitist group to meet their telecommunications needs. These
institu-tions already have a service provider. A second one - that the public must subsidize - is a waste and could toad to cherry picking, a function whereby the best paying customers are stolen as the result of unfair competition.
WiMax functions like a cross between cellular telephone service and broadband. It is maximized for data and can be a transport for VolP telephone service. It is also capital intensive because of equipment and maintenance costs.
WiMax and Internet connectivity are services that should be provided by vendors from private enterprise that have the financial and technical capacity to deliver dependable service that is not dependent on donations and grants.
Other than allowing OneCleveland to virtually lock this community into single source vendors, what service improvements will come from the city's $500,000 donation? Bragging rights aren't enough when
the people that live here are on the same financial level as those who were left behind as New Orleans flooded .
If Cleveland has a half million dollars to sink technology it should start by investing in technology that serves a majority of its citizens. You cannot pay your water or sewer bill, get an accident or police report, file a complaint, and apply and pay for licenses and permits over the Internet. You can access government functions from your computer in Toledo and Columbus, but in Cleveland you must appear in person at City Hall.
Want a better result from the $500,000 expenditure than helping OneCleveland expand into Summit County? Try helping to close the digital divide by buying new or used computers and subsidizing Internet access for the disenfranchised of our community. Most people
access the Internet from home, work or school - not,the library. Why can't our investment improve community access and technical literacy?
If Cleveland has money to invest in technology, it should have a broader reach than serving elitist interests.
Help those who need help instead of helping those who are able to help themselves.
Call & Post
September 15, 2005 - September 21, 2005
Page A4, Editorial Page
Readers of this blog will probably know that to the best of my knowledge, OneCleveland has not yet embraced a comprehensive wireless strategy. Our current deployments of wireless have been made by our subscribers. Case, as one subscriber to OneCleveland has made free public wireless access a cornerstone of our community outreach. Those who live around Case whether they are minority or majority members of the community have free public wireless access.
Of course, OneCleveland has, in addition to its terrific collaboration with the Cuyahoga Public Library system, has also worked with the Cleveland Clinic Foundation to provide all of Cleveland's middle and high schools with free access to Cleveland's gigabit internet infrastructure.
Working with the County-Wide, Voice and Choices initiative, OneCleveland is building a portal and infrastructure to support community computing solutions with huge, upside value for not only access and broad access to computing capacity, but also in facilitation community discussions and debates.
Finally, to the best of my knowledge the City of Cleveland has not provided OneCleveland with $500,000. I do know that there was a grant approved by the City of Cleveland for $200,000 for supporting application development for public safety, building inspectors, and other city electronic services. While cities all over the nation celebrate multi-million dollar investments in building out next generation infrastructure and services, it has taken herculian efforts in our City to see the most modest of investments in building the future. If the community and its political leaders are going to lead and help us take control and responsibility for shaping our destiny (rather than cheap potshots from the sidelines) than we need to remind them that they and the "expert" incumbent telecommunications players if they are not part of the solution might well be part of the problem. Exactly how much broadband connectivity, smart economy jobs, high-tech jobs training, and community access support has the current "leadership" of the private sector and our community leadership provided over the past 20 years?
To underscore the chasm that still needs to be crossed between the two solitudes of the "real community" and the "business community", Dan Hanson has just published a very upbeat message in this month's (Oct 2005) issue of Inside Business. As an equal opportunity blogger, I'll also offer his insights below.
As we celebrate two years of the OneCleveland initiative, there are important challenges ahead. Our ability to address and embrace the mandate for inclusivity will be one important basis for assessing our progress over the next year.
Cleveland is leading the nationwide tech charge, thanks to a dedicated group of Northeast Ohioans.
Ladies and gentlemen, help me welcome Cleveland’s new international superstar. Give me an L! Give me an E! Give me a V...
What? You don’t spell LeBron with a V. But you do spell Lev with a V — as in Lev Gonick, CIO of Case Western Reserve University and chair of the OneCleveland Board. While nobody may refer to him as "King Gonick" yet, Lev has achieved superstar status in the technology world.
Whether speaking in numerous cities hoping to follow Cleveland’s lead (doesn’t that sound nice for a change?) or appearing in business and technology publications, Gonick has replaced Drew Carey as the face of Cleveland to an important part of the world.
Ever since he arrived in Cleveland from the University of California, Monterey in 2001, Gonick has created a buzz. He says the opportunity to work on major projects "reached a new level when [Case Western Reserve President] Ed Hundert came in." But the buzz goes beyond Case.
In a 2003 interview, Gonick told me, "If we succeed in all this great technology at Case and we don’t do anything in University Circle it will be a failure. It’s just an enormous opportunity to create synergies." OneCleveland is now extending the opportunity beyond the amazing acreage in University Circle to the city and soon to the region. Cleveland’s recent selection by Intel as one of three digital cities in the world (along with Taipei and Corpus Christi) can be credited to OneCleveland.
The "godfather" of OneCleveland, Gonick now serves as chairman of the board. He says OneCleveland is now under adult supervision with professional people such as President Scot Rourke and COO Mark Ansboury.
He downplays his success. Instead he speaks of "lots of opportunities to share" and that "It’s terrific, I trust, for Cleveland." Hard to argue with that when the mayor of Philadelphia refers to "keeping up with Cleveland" in a press conference about their much-hyped wireless initiative.
Everyone knows that LeBron James wears number 23. Because of Gonick and his crew, the world may soon associate Cleveland with a different number: one.
Lev gets it. So do Rourke and Ansboury. A lot of other people in town get it, but too many don’t. Their "poor Cleveland" attitudes prevent them from even imagining world-class applications coming from Cleveland. And even more wonder just what the heck "it" is.
Any list is going to intentionally (space limits) or unintentionally (brain cramp) exclude deserving people. Plus there are a lot of people who get it that I have never met or even heard of. But the following, in no particular order, are some of the people I have witnessed as getting it.
Mike DeAloia, tech czar of the city of Cleveland, understands that clustering a lot of tech companies together in the heart of the city has Fibonacci-like growth results as they generate a buzz and share resources. DeAloia says to "start buying stock in Cleveland, because it’s a growth stock."
Jim Cookinham, president of NEOSA, gets it. He was pushing the importance of tech in Cleveland before it was cool. He knows that almost every company is an IT company because they have workers that use and rely on tech for their business — and he has the numbers to prove it. He is no longer one of the lone voices espousing tech, but his voice still stands out.
Thomas Mulready gets it. As founder of CoolCleveland.com and co-director of the Ingenuity Festival of Art and Technology, Mulready didn’t discuss the ideas to death. He went out and did things. Apologizing later is better than endlessly seeking approval.
Cathy Panzica of Thompson Hine LLP gets it. When she returned to Cleveland after working in the U.K., Panzica was "amazed at how downtrodden people seemed." She borrowed an idea from her time in Britain — the Downing Street Dialogues — and duplicated them here as the Red Room Dialogues. These meetings bring business, media and civic leaders to the Red Room at City Hall for frank discussions and planning sessions.
Tim Connors and Dan McMullen of Calfee, Halter & Griswold LLP get it. These lawyers understand how everyday business life is interwoven with tech — like intellectual property issues and securing customer data. And how managing and protecting digital and other rights (brands, trademarks, copyrights) is essential in the new economy.
Jaime Lebron of Anthem Blue Cross and Blue Shield gets it. He knows that the world has changed and that to reach people he has to go where they are — like the Internet. His early adoption of Internet marketing has led to numerous recognitions.
Chris Coburn, director of The Cleveland Clinic Foundations Innovations, gets it. He knows that even world-class research needs to be turned into products (and hopefully companies) that will create jobs and wealth in the city.
Hyland Software gets it. Everyone knows about the cool culture at Hyland — the slide, the spinning wheel, the Silicon Valley perks. But they really get it in how they attract qualified talent — they create it. They have been able to take "average" Cleveland people and train them to a far-above-average level, without the need to recruit them from outside the region. Their walls are plastered with certifications, mostly earned by Clevelanders.
Fred Lisy and his crew at Orbital Research get it. They hire brilliant science geeks and turn them loose on exciting projects. All from an unassuming building just past East 40th on Euclid. Jason Therrien of thunder::tech can relate. He gets that you can have a cool tech company on Payne Avenue.
Mark Geyman, Roy Church, Steve Gage, Len Steinbach, Gary Baney, Candace Jones, Steve Owendoff, Dan Davenport, George Nemeth, Fred Johnson, Rob Steinberg, Leroy Brooks — they all get it. Big time.
Know what’s great? I could go on and on. Sorry to the many I missed or ran out of space to include. You and your peers know who you are. You get it, and the Cleveland business and tech community are glad you do. Keep "it" up.
Entreprenerd Dan Hanson expects to see kids wearing Gonick jerseys soon. Tell him who you think gets it at firstname.lastname@example.org .