Peter HarknessPublisher’s Desk
Following the Leaders
Who was the most influential official in state and local government over the past two decades?
Beth Bronder, Peter Harkness and Mark Stencel
(Photo: Scott J. Ferrell)
When someone asked Peter Harkness that daunting question at Governing's annual technology conference in Seattle, our founding publisher and editor was too wise to offer a single answer. But he said the most significant trend during the 21 years he led this publication was the growing use of real-time data to evaluate policy and steer management decisions. And no one, Peter said, had been more effective at that than Los Angeles Police Chief Bill Bratton.
Nationally, Bratton is best known for the dramatic drops in New York City's crime rates that began during his 27 months as police commissioner there. But the most striking thing about his tenure in New York was not just the success he achieved, but the promise he began with. When Rudy Giuliani interviewed Bratton for the commissioner's job in late 1993, Bratton boldly told the newly elected mayor that he would reduce crime by 40 percent in three years.
Many managers, whether in the public or private sector, would be far too cautious to make such an audacious promise. Those sorts of managers argue for "under-promising and over-delivering" — an expectation-setting exercise that also can be a recipe for mediocrity. Most of the people we meet at Governing conferences, on the other hand, are more like Bratton.
The officials who subscribe to our magazine, attend our conferences and workshops and read our Web site and e-mail newsletters set high standards for themselves and for those around them. They seek solutions, build consensus and embrace accountability and change. They inspire, lead and — like Bratton — do not accept mediocrity.
Under Peter Harkness' leadership, Governing has aimed to recognize and even celebrate leaders like this. Governing also raises questions when policies, practices or politics get in their way. Our analysis is independent and nonpartisan — a heritage we take from our parent company, Congressional Quarterly Inc. If we have one institutional bias, it is in the possibility of good government.
Our goals are the same as the ones Peter articulated in our first issue in October 1987. "The purpose of Governing is to provide a lively forum where elected and appointed leaders can compare notes and exchange information," he wrote in this space. "We plan to cover politics, policy making, and the business of government, to identify and analyze trends, and to spotlight the people who make a difference."
In Governing's third decade, the way we provide that lively forum is changing quickly and dramatically. Our conferences and other events create opportunities for like-minded leaders to share best practices and build connections that transcend levels of government and job descriptions. We plan to build on those connections by taking advantage of the opportunities created by the Web. Over the next year, we will be looking into ways to use Governing.com to bring together leaders with similar interests, foster innovation and collaboration among them, and promote the benefits of professional networking.
The breed of public leader we write for still needs the insights and analysis one expects from a monthly magazine like this, and Governing will continue to deliver on that promise with high-quality journalism and commentary. But today's leaders also need information that is timely and easy to find. And with more of you working remotely on laptops and other mobile devices, we'll make sure we can serve you wherever you need.
Changing forms of communication and management are as challenging for us as they are for those of you who are working hard to make government more responsive and accountable. We will count on your ideas and feedback to guide us, as we hope you will continue to depend on Governing.
Beth Bronder is publisher of Governing. Mark Stencel is editor and deputy publisher.