Better, Faster, Cheaper

How New Orleans Is Winning a War against Murder

In 2010, New Orleans was suffering not only from the effects of Katrina but also from troubled leadership and raging crime. I remember a conversation with its then-new Mayor, Mitch Landrieu, about innovation in the public workforce in which he emphasized that accountability and the delivery of higher-quality public services needed to come first.

Landrieu believed there was plenty of room for improvement in both of these areas. In 2011, New Orleans had more murders per 100,000 residents than any other city in the country, earning it the title -- not for the first time -- of murder capital of the United States. A U.S. Justice Department investigation of the city's police department had revealed systemic misconduct and discriminatory practices. Yet just two years later, the city saw its lowest number of homicides in 30 years. READ MORE

Data Analytics and the Soup that Made You Sick

For public leaders, it's a familiar conundrum: Many governments are perpetually cash-strapped, but demand for their services never wanes. The rise of predictive analytics gives the public sector a tool to deal with the problem by providing data that allows agencies to deploy their resources more efficiently.

It's been nearly two decades since New York City deployed CompStat to identify where crimes were most likely to occur and inform then-Police Commissioner William Bratton's decisions about where to deploy officers. Predictive analytics have come a long way during that time. READ MORE

Protecting Taxpayers When a Privatization Partner Goes Bust

Last month the company that won a 75-year concession to operate the Indiana Toll Road filed for Chapter 11 bankruptcy. That's bad news for the company, but not for the road's users. The bankruptcy demonstrates that, if structured correctly, roadway privatization deals can successfully shift risk to the private sector and protect taxpayers.

In 2005, two companies came together to form the Indiana Toll Road Concession Co. (ITRCC), which won the right to operate the toll road in exchange for a $3.8 billion up-front payment. The deal limited how much tolls could rise and included a trigger requiring the consortium to expand the roadway if certain congestion benchmarks were reached. The $3.8 billion threw off about $250 million that was used to fund other state transportation priorities. READ MORE

Turning the RFP Upside Down

Public-sector procurement typically means issuing requests for proposals (RFPs) that describe exactly what government wants vendors to do. The process generally includes long timelines, mind-numbing rules and almost no flexibility. Too often, the winner is whichever company is best at navigating the contracting-compliance maze. And vendors have an interest in limiting the number of potential contractors, with less competition translating to higher costs and lower quality for taxpayers.

But what if the approach prescribed in an RFP isn't the best way to solve the underlying problem? A Philadelphia program called FastFWD recognizes that government doesn't have all the answers and invites collaboration from entrepreneurs. READ MORE

The Worst Way to Manage a Transportation Project

The recent news that the estimated cost of an ongoing Boston-area subway-line extension has risen from $1.4 billion to nearly $2 billion surprised exactly no one. The more-than-two-decade history leading up to this most recent cost overrun contains a lifetime's worth of cautionary tales for state and local governments.

Almost everyone reading this should have some familiarity with Boston's "Big Dig." After all, you probably helped pay for it. The project included taking down an unsightly elevated roadway and running it underground, extending the Massachusetts Turnpike to Boston's Logan Airport and constructing a bridge over the Charles River. When it was finally completed in 2007 (nine years late), the original $2.8 billion price tag had swollen to $14.6 billion, more than a quarter of it covered by federal taxpayers. READ MORE