Letters

The buck stops where: Jim Schutze’s review of The Dallas Morning News‘ “Dallas at the Tipping Point” was right on the money (“Talkin’ Doo-doo,” April 22). I read the entire section, cover to cover, every word, and came to similar conclusions. I gave the study very good marks for comparing Dallas to other cities, suggesting a performance measurement culture and highlighting the importance of building a long-term strategy. Then I read what I believe to be an amazing flaw. In the “Lessons” section of the paper, which I read to be consulting “recommendations,” the report stated that “The executive Mayor vs. City Manager debate is a distraction.” Really?

This statement as a consulting recommendation would not see the light of day inside any corporate boardroom. Just imagine–you are the project partner on a consulting engagement for a $2 billion organization that has been hemorrhaging cash. You know that there are two leaders in the organization who both think they are in charge. You stroll into the boardroom, pressed out in an $800 suit, and tell the board, “You know, you guys really shouldn’t focus so much on who is the leader and therefore accountable for performance. You should really focus on having clearer roles for the corporate officers.” The life expectancy of that consulting relationship would be measured in minutes.

I digress back to my days in business school. After winning an entrepreneurial business competition, my partner and I were convinced of our mastery of the universe. The panel of judges, composed of venture capitalists, congratulated us on our accomplishment and then proceeded to grill us on our leadership structure. My partner and I had recommended balanced and equivalent leadership roles for the startup. In point-blank fashion one of the venture capitalists asked me, “Who is in charge?” My answer was fleeting. He followed up with a rifle shot. “I have plenty of money, but you are not going to see one dime of it until I know who is in charge!” Our lesson had been learned.

In every high-performance organization there is always a single point of accountability. Dallas does not have one. This point of accountability should always be accountable to the stakeholders. I think the stakeholders of Dallas would prefer to vote for their chief executive directly. Our city has been trying to execute under a combination of a legislative branch and a fourth-branch bureaucracy. Perhaps we should look to our founding fathers’ model and establish an executive branch of government for our city.

Judd D. Bradbury

Maverick Consultant Management

Dallas

Fourteen tiny kingdoms: Jim Schutze wrote a very insightful article. For those of us who love Dallas, the DMN‘s “Dallas at the Tipping Point” was, as Mr. Benavides opined, “doo-doo.” Dallas won’t work if we allow the wealthy to fleece the hardworking people of Dallas to build their arenas and stadiums. Dallas will not work if big companies are allowed to “muscle” the city council into giving them what they want to the detriment of the citizens at large. Dallas will not work if businesses considering moving to Dallas see the poor academic output of the public schools. Dallas will not work if its citizens don’t collectively start following the law, reducing crime and making Dallas the “Emerald City” that it should be.

Dallas will not work, because 14-1 gives each council member a kingdom unto itself. This minimizes the role of the mayor, as she has only one vote, herself.

We need a more powerful mayor and a council that works for the good of their districts specifically and the city collectively.

When we see a “Pull it Together Dallas” campaign and EVERYONE gets on board, then “Dallas at the Tipping Point” will have a new meaning.

Here’s the “tip,” Belo. Report the news, don’t make it.

Jim Hairston

Dallas

Will Write for Food

Homeless signs: This is one of the best articles I have read in the Dallas Observer, journalistically and informationally (“Cardboard Currency,” by Charissa N. Terranova, May 6). I read the Observer on a regular basis, and a lot of what I read deserves consideration and contemplation, but this article still has me thinking. I have read it several times. Thanks for a great piece.

Rebecca Berry

Grand Prairie

Belo’s Revolution

Today’s news tomorrow: Is it really a wonder for the folks at the DMN that readership is on the decline? (“Ch-ch-change,” by Eric Celeste, May 6.) They’re suffering from content-itis: The Internet serves up today’s news that appears tomorrow in the DMN. Rigor mortis for local politics has finally set in. Feed them the same nonsense year after year…what do you expect? Quick, someone open a window at the DMN before they all asphyxiate on their own arrogant and insipid air.

Greg “Velvet” Jones

Via e-mail

No More Encores

Calling Steppenwolf: I used to hold season tickets to many local theaters. Now that I look at the seasons of shows many theaters have posted on their Web sites, I realize I won’t be buying any season tickets this year. Moreover, I’m not even sure how many, if any, individual shows I’ll see.

What happened to D-FW theater? Dallas Theater Center hasn’t done a good show in years. WaterTower looked promising with The Laramie Project, but they’ve floundered since. Kitchen Dog had the outstanding Hedwig, but the rest of their year has been so-so at best. And none of the independent theaters are doing quality work.

In the last six years I’ve seen maybe three good shows in the metroplex. That’s pretty bad odds, and I’m at the end of my rope. What is a local theater fan to do? Should I be lobbying the Guthrie and Steppenwolf to start Webcasts of their shows?

Craig Robertson

Via e-mail