Management Insights

Public Projects and the Optimism Trap

On Dec. 31, 2007, the "Big Dig" in Boston was officially completed. The largest single highway project in the country's history, it was nine years late and had cost more than $14.6 billion, a stunning $12 billion over budget. And if that wasn't bad enough, the project was plagued by corruption, scheduling overruns, leaks, design flaws and the death of one motorist.

It's not that the project itself was unnecessary. On the contrary, for decades traffic to and from Boston's Logan Airport was terrible, and it was difficult for the most experienced Boston drivers to negotiate the tangled streets and constant congestion downtown. The project greatly reduced congestion, air pollution and confusion. But because of its well publicized problems, the Big Dig has become a symbol of big government at its worst -- unethical politicians, contractors who cheat, costly projects, shoddy quality. Whether it's highway projects, weapons systems for the Pentagon, or NASA's two shuttle disasters, the stories of botched government projects seem unending. Why is that? READ MORE

An Intriguing New Approach to Funding Social Programs

I've always been fascinated by the challenge of finding funding for front-end investment for programs that promise downstream, long-term savings. Early childhood education, geriatric fall prevention, prisoner recidivism, permanent supportive housing -- are examples of programs that appear to pay for themselves.

One set of challenges is programmatic: selection of an evidence-based intervention; identification of a sufficiently narrow group of high-risk individuals to avoid prohibitively high costs; execution of the intervention with sufficient fidelity to achieve expected outcomes; and rigorous evaluation to determine whether cost avoidance has been achieved. READ MORE

Participatory Democracy’s Emerging Tools

As we explore the role of new technologies in changing how government makes policies and delivers services, one form of technology is emerging that has the potential to foster decision-making that's not only more effective but also more legitimate: platforms for organizing communication by groups across a distance.

Long known as groupware in the business world, such tools now are either being adapted or purpose-built to facilitate conversation and collaboration between government and citizens with the goal of enabling democracy that is more participatory and inclusive of diverse voices. READ MORE

Government’s Management Failures to Come

As new governors build their administrations, their minds are understandably focused primarily on their policy legacies. After all, most of them ran to make a difference in the lives of their citizens. Now is the time they are asked to deliver on their promises and policy prescriptions. But while these are exciting times for governors, they should remember the words of one of their predecessors, the late governor Mario Cuomo of New York: "You campaign in poetry. You govern in prose."

What does this mean for new chief executives? Regardless of their high-minded and passionate promises, governors, like presidents, will be held accountable for all manner of policy-delivery and management failures that were never even thought about in their campaigns. READ MORE

The Government Workforce in an Era of Wage Stagnation

There's been a lot of talk lately about wage stagnation among middle-class workers, but there is growing evidence that this may be an even larger issue for state and local government employees -- one likely to make it harder for these governments to attract and retain the workforces they need.

Unlike the private sector, state and local government employment remains smaller than it was before the Great Recession. At its peak in 2008, these governments had 19,748,000 employees. In the six years after that, states and localities shed an estimated 565,000 jobs, according to the Bureau of Labor Statistics (BLS). READ MORE