Better Government

New Hope for College Towns

A strong collaborative relationship between a university and the city in which it is located is such an obviously good idea that it is remarkable that it has such a long history of not working very well. In my view, the classic analysis of this situation is contained in Not Well Advised, a 1981 book by the consultant and policy analyst Peter Szanton. While universities were seen as “potentially rich sources of useful advice to municipal governments,” little of that advice had any effect on cities, he wrote.

Not much has changed since then, and there are good reasons why it’s hard to create an effective and sustainable partnership between cities and universities. For one thing, both have relatively high turnover at the top; strong relationships take time to develop, but mayors, city managers and university presidents often have a relatively short tenure. And both cities and universities are dynamic, open systems that are hard to focus and direct. There are also misperceptions that get in the way: The idea that what universities offer is brainpower that cities lack is more than a little off-putting for some on the city side. In their view, the university’s best contribution is as an anchor institution -- employer, landowner and potential developer. READ MORE

The Complexity of Simplicity in Government

Complexity, says Brookings Institution social mobility expert Richard V. Reeves, “is the friend of the upper middle class.” To me, Reeves’ observation provides insight into the insidious way governments can, even without realizing it, work against the bulk of the people they seek to serve. It reminds me of my days as a social worker, when a lot of my clients would ask me to interpret government letters and forms for them. I worked for the state of Pennsylvania, but the forms they brought to me were from the city, the county, the state, the feds. It didn’t matter -- it was all “the government” to them, and the special skill I brought was that I could interpret bureaucratese.

If what Reeves says is true, then what Nick Macchione, director of health and human services for San Diego County, Calif., calls “potent simplicity” is the friend of everyone else. Macchione and his colleagues used the concept to create a clear, empowering message to underpin Live Well San Diego, the county’s strategic community health plan. They came up with notion of “3-4-50” to communicate the idea that three behaviors -- smoking, lack of exercise and poor nutrition -- contribute to four chronic diseases that cause more than half of the county’s deaths. READ MORE

Why America Should Redefine Political Losers

I served as mayor of Kansas City from 2007 to 2011, and was its first mayor in more than a hundred years to not win re-election. I left office with my reputation more or less in tatters, and the pundits and political players in Kansas City politics regard me as a failure.

I think of this discouraging and disappointing experience whenever I hear someone -- invariably a person who has never held elective office -- declare that what is needed to solve this or that problem is “political will.” What those people are really saying is that all that is required to solve a knotty, complex public policy issue is for a politician to be willing to lose the next election. READ MORE

The Problem With Evidence-Based Government

The drive for evidence-based policymaking has moved from the world of wonks and analysts into the mainstream. You would be hard-pressed to find anyone in government who opposes the idea, especially as it has now merged with an emphasis on big data and data analytics. There is even a federal Commission on Evidence-Based Policymaking.

As a former government auditor, I certainly stand foursquare for the use of evidence in drawing conclusions about what works well and how to improve what doesn’t. But there is an important challenge that advocates of evidence-based policymaking need to recognize: the human factor. READ MORE

Words of Wisdom for Public Officials Trying to Connect With Citizens

Many public officials feel that much of the cynicism and distrust surrounding government exists because they haven’t properly “told their story.” Yet when the occasional media report surfaces about a jurisdiction engaging marketing or public relations professionals, the tone is usually critical, as if this is something that governments should not do.

That’s odd when you consider that, more and more, public officials are being urged to see their constituents as customers. After all, what successful business does not do marketing? Certainly a case can be made that public officials should not spend public money to simply promote themselves. But devoting time and resources to communicating with constituents, understanding their needs and explaining what government is doing is vitally important. We could probably legitimize it by calling it transparency. READ MORE