In a guest opinion of April 22, Terry Burnes' 12 ideas to improve the development review process seem like a no-brainer to me. But perhaps more importantly, the credentials of the writer carry instant credibility so our local leaders need to pay attention and take action.
There is a serious vacuum of vision and true leadership in Douglas County. We are like a boat without a captain at the helm, with no set course, no destination, and a crew that can't get along and won't follow established rules of the sea. We drift with the winds of perceived short-term opportunity, our course is far too personality-driven, and mutiny is too-often considered. The consequences of which can be seen in the squalls of such fiascos as: north county retail redevelopment, Question 4 and residential growth limits, the county master plan, the airport master plan, and the string of new same-o, same-o casinos up and down Highway 395.
Meanwhile, there are more gale force storms on the radar that threaten to sink our ship. For example, jobs and the economy, water rights, dwindling ranching land, declining gaming taxes, unfunded mandates from the feds and state, county employee entitlements, and management of growth or shrinkage. This is not a time to be adrift without a charted course to a prized destination, strong leadership, and an enthusiastically involved citizenry. We must change the way the county operates by strengthening the leadership process.
Progress has recently been made on the urgent short-term challenges, but this has not been matched for the longer term.
First and foremost, our ship needs a new initiative to define a heading; a shared vision for who we are and where we are going. The county master plan provides no true vision or pathway to get there.
Our county leaders must define exactly who is responsible to construct a vision for our future, and the best process to get it done. Perhaps establish informal committees to work on specific projects, under guidance from one qualified leader. Any such effort must start by defining our known long-term threats, opportunities, unique assets, weaknesses, and crazy new ideas.
Secondly, we need a crew that works together. A new tone of mutual cooperation amongst government, politicians, business, special interests, and the citizenry must be established to navigate towards a shared future vision. Mutual cooperation often comes naturally once folks can see a vision around which they can rally.
This will take strong leadership that is willing and able to seriously listen and respond; bend over backwards to explain why, and why not; embrace old adversaries; stop getting wrapped around the axle on minutia and start thinking fundamentals and big picture; and quit the old habits of listening to just the "inner circle". Nothing less than a whole new attitude will do, and earned-mutual-respect must be the pre-cursor.
There is an impressive pool of talent in this county, but much of it lies dormant in retired residents with incredible career credentials. Many of these people would be willing to lend a hand if they thought it was genuinely welcome and would be productive. This would not burden the county budget.
Political and administrative leaders have the burden of responsibility to make it really happen through vision, attitude, specific processes, strategies and plans. This is actually fun, challenging, and rewarding work. I challenge our leaders to step up " this is at the core of their job responsibilities.
Jim Herd is a Gardnerville resident.
