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Please help us write our speech. About a month from now, we're giving a speech at the Governing Managing Performance conference in New York City titled, "The Seven Secrets of Good Public Management." We don't want to bore our audience with commonplace maxims ("long term planning is good"). Instead, we want to hit on critical elements of good management that are easily missed -- like, for example, the use of the "coffee-stain index" to measure the value of a strategic plan by the physical evidence that it's actually been used.
The cumulative knowledge of our B&G readers is so potent that we wanted to see what thoughts you might have. Please share. We'll give you credit in the speech, if you'd like.
One reason we're optimistic about getting lots of good answers to the question above was the astonishing response we received to questions we posed last month: Why are turnover rates in state and local government higher than they should be? Why do people leave government work?
The answers were absolutely riveting -- and they keep coming in. Lots of folks mentioned money -- but that really didn't seem like the biggest reason. Next month, we're going to put together a substantive piece to give you a solid idea of the range and breadth of the responses we got.
But just to keep you interested, here are short excerpts from a small sampling. KEEP READING
In a day when new electronic miracles are commonplace, it feels like reliance on old-fashioned written materials are the dodo bird of communications. But that's not necessarily so. A Canadian study found that self-help materials, delivered to problem drinkers, resulted in a 10 percent drop in binge drinking when the recipients were compared with a control group six months later. KEEP READING
Our journalist of the month award goes to Christopher Wills of the Chicago Sun-Times, who recently noted Illinois Governor Rod Blagojevich's ultimate good news/bad news decision. According to Wills, the governor cut half the money requested for a bridge-repair project, while approving a request for the other half of the money. The cut was applied to the half of the request that emanated from the Senate, while the half requested by the House was approved. KEEP READING
"The state-federal partnership is as troubled as it has been in many years," warns Marcia Howard in her generally excellent State Policy Reports. This is worthy of note for anyone examining state budgets that seem to rely on heightened federal dollars. KEEP READING
We can't count the number of times we've heard that one of the major obstacles to economic development in cities and states is the time-consuming process of filling out all the appropriate regulatory forms. Until very recently, Salt Lake City certainly fell into that boat. But now it's cut a deal with corporate giant Accela to coordinate the process into something it's calling "one-stop counter service." The idea is to create a vastly simplified process that will permit applications to be accepted at one office, using one centralized database. KEEP READING
Nobody ever seems to let us get away with missing a deadline. Or at least that's the way it feels. But when it comes time for states to get their comprehensive annual financial reports out, it sometimes looks like little more than a hit or miss affair. You should care about this because the information in CAFRs is pretty important for managers and policy makers, and the longer it takes for them to get it, the longer they're in the dark when it comes to decision making. KEEP READING
The Government Accountability Office (GAO) is often one of our first stops when we're shopping for good information about complicated topics. And we've been particularly pleased and impressed by Comptroller General David M. Walker's focus on management -- not just at the federal level, but for states and localities as well. So, it pleases us to congratulate the GAO for a really strong redesign of its Web site, which makes it a lot easier to find all the good stuff the office creates. Take a look. KEEP READING
It's a curious paradox that when you ask people to tell you how things are going for their street, neighborhood, city or county they tend to come up with far different answers than when they're asked to make the same observations about streets, neighborhoods, cities and counties generally. This phenomenon struck us in a recent survey done by the National Association of Counties and the National Center for the Study of Counties.
About 12 percent of county officials who responded, for example, thought that maintaining county infrastructure was the most important problem facing their county. Only five percent thought this was true for counties in general. Similarly, nine percent cited jobs and the economy as the biggest pitfall for their county; less than half that thought this was true for others. And three times as many people indicated that crime and drugs were problems for their county than thought they were for the rest. KEEP READING
We've spent a good part of our professional lives in the business of comparing and evaluating cities, counties and states. As we're in the midst of a handful of projects (including the Government Performance Project) that try to do just that, we felt like sharing one of our greatest frustrations. KEEP READING
Factcheck.org, a project of the Annenberg Public Policy Center, is a truly wonderful Web site -- particularly if you're tired of the plethora of misinformation that finds its way into the public's consciousness. To take a look, click here.
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