Successful cities are marked by the quality of life families enjoy. Key areas of concern for our local families include neighborhood safety, good jobs, educational opportunity, access to quality health care, the affordability of housing, and even the availability of arts and entertainment.

Q&A WITH THE MAYORS

• What separates good cities from great cities? Mayors of the region's major cities answer Enquirer questions on how to become "great" cities. • How have you defined success for your city? • What does it take to raise a good city into a great city? • Do you try to run your city as a business? What investments are needed in housing, commercial development, industrial development, technological development and tourism to make a great city? • What do you need from partners to make a great city? • How do you reduce city vs. suburban rivalries and build a more united metro area? • Who is your competition for development and tourism? Each other? Out-of-state cities? Who are your benchmarks? • Would additional mayoral powers help you make your city more successful, and if so, what powers? • What action do you need to take if city "product lines" (housing, etc.) don't meet their goals? • What's your impression of Cincinnati, and what advice would you give Cincinnati? • Cincinnati Mayor Charlie Luken • Cleveland Mayor Jane Campbell • Columbus Mayor Michael Coleman • Indianapolis Mayor Bart Peterson • Louisville Mayor Jerry E. Abramson • Enquirer editorial: Great development strategies

Great cities are financially strong with a diverse economic base, people feel safe to visit or live there, families take pride in their property and live in neighborhoods that have their own unique identities, there is a vibrant arts community, and there is a quality educational infrastructure for children and adults. Great cities are more than just great parks or sports teams, although those things help build civic pride. A great city has to have an engaged team of civic leaders, from the neighborhoods, the private sector and all levels of government.

Yes and no. A mayor has to pay close attention to the bottom line, especially in a stagnant economy. At the same time, a mayor is not motivated by the same goals as a CEO or business president. For my city, a good profit is getting results that increase the quality of life for residents, or pave the way for future private investment. We all win when a neighborhood stands up against gangs and cuts the crime rate. We all profit when a new company brings jobs to downtown. You have to be willing to take the risk even if residents don't see the benefits immediately.

I have made it clear to the business community that I am willing to invest in the future, but only if they are willing to follow the public dollars with private funding. Today we are seeing the first real results from these initiatives in areas like the West Edge Business Center, or on the East Side, where a new housing subdivision replaced blighted, failed housing projects. Neither of these projects had a chance ... until the city sat down with private investors and helped draw a road map to success.

Every major metropolitan area has suburban rivalries, but in my experience these can be minimized by simply bringing everyone to the table. While we do have to compete for every business, that will not preclude the city of Columbus from moving forward on regional economic development initiatives, or regional growth policy discussions. Everybody has to be willing to speak honestly and to listen, so we can identify our shared regional assets as well as our shared challenges. Once each side understands that we do have a shared goal, it is easier to set a strategy to get the job done.

We compete with the world for jobs and tourism, and cities in Ohio could certainly use more help from the state in that effort. Nationally, Columbus is often in competition with Indianapolis, Chicago, Nashville, Austin and New York for jobs and attention. Every win is a major victory in this tough economy.

Columbus has a well-tested strong mayor system of government, but even with that there are challenges that can frustrate even the most patient leaders. In the last several years, the No. 1 power we have needed is the ability to get the anti-city state Legislature to listen to our ideas and respond proactively to help us continue to create a positive job market where businesses want to locate and grow. That is one of the key reasons that Ohio's mayors are working together so much more this year, because we have a stronger voice when we stand united for our common goals.

When mayors are afraid to try new things, the stagnation grows and innovation stops. I'd rather knock on every door and get no answer than miss a golden opportunity waiting around the corner.

It is a dynamic and very diverse city, filled with history, energy and culture. The No. 1 challenge seems to be that the community needs to step up in a united way and address the perception of racial disharmony. The tensions will not go away until leaders from every neighborhood, race, religion and party take a stand for unity.