How to take advantage of technology, data, and the collective wisdom in our communities to design powerful solutions to contemporary problems The challenges societies face today, from inequality to climate change to systemic racism, cannot be solved with yesterday's toolkit. Solving Public Problems shows how readers can take advantage of digital technology, data, and the collective wisdom of our communities to design and deliver powerful solutions to contemporary problems. Offering a radical rethinking of the role of the public servant and the skills of the public workforce, this book is about the vast gap between failing public institutions and the huge number of public entrepreneurs doing extraordinary things--and how to close that gap. Drawing on lessons learned from decades of advising global leaders and from original interviews and surveys of thousands of public problem solvers, Beth Simone Noveck provides a practical guide for public servants, community leaders, students, and activists to become more effective, equitable, and inclusive leaders and repair our troubled, twenty-first-century world.

How can government leaders build, sustain, and leverage the cross-organizational collaborative networks needed to tackle the complex interagency and intergovernmental challenges they increasingly face? Tackling Wicked Government Problems: A Practical Guide for Developing Enterprise Leaders draws on the experiences of high-level government leaders to describe and comprehensively articulate the complicated, ill-structured difficulties they face—often referred to as "wicked problems"—in leading across organizational boundaries and offers the best strategies for addressing them. Tackling Wicked Government Problems explores how enterprise leaders use networks of trusted, collaborative relationships to respond and lead solutions to problems that span agencies. It also offers several approaches for translating social network theory into practical approaches for these leaders to build and leverage boundary-spanning collaborative networks and achieve real mission results. Finally, past and present government executives offer strategies for systematically developing enterprise leaders. Taken together, these essays provide a way forward for a new cadre of officials better equipped to tackle government's twenty-first-century wicked challenges.

Friedman discusses a government system that is no longer controlled by "we, the people." Instead of Lincoln's government "of the people, by the people, and for the people," we now have a government "of the people, by the bureaucrats, for the bureaucrats," including the elected representatives who have become bureaucrats.

Why a book defending government? Because for decades, right-wing forces in this country have engaged in a relentless and irresponsible campaign of vicious government bashing. Conservatives and libertarians have demonized government, attacked basic safety net programs like Medicare, and undermined vital regulations that protect consumers, investors, workers, and the environment. This book takes on this anti-government movement and shows that most of its criticisms of this institution are highly exaggerated, misleading, or just plain wrong. In reality, American government - despite its flaws - plays a valuable and indispensable role in promoting the public good. Most government programs are working well and are actually improving the lives of Americans in innumerable ways. Democratic government is a vital tool for making our world a better place; and if we want an America that is prosperous, healthy, secure, well-educated, just, compassionate, and unpolluted, we need a strong, active, and well-funded public sector. Part I: Why Government is Good. The section of the book describes how government acts as a force for good in society. One chapter chronicles a day in the life of an average middle-class American and identifies the myriad ways that government programs improve our lives. Other chapters describe the forgotten achievements of government; how government is the only way to effectively promote public values like justice and equality; and how a free market economy would be impossible without the elaborate legal and regulatory infrastructure provided by government. Part II: The War on Government. This section of the book chronicles the unrelenting assault on government being waged by conservative forces in this country. Chapters describe how cuts in social programs and rollbacks of regulations have harmed the health, safety, and welfare of millions of Americans and how these assaults have taken place on many fronts - in Congress, the administrative branch, and the federal courts, as well as on the state and local level. Also addressed: how the right's radical anti-government agenda is out of touch with the views and priorities of most Americans, and what the real truth is about government deficits. Part III: How to Revitalize Democracy and Government. There are, in fact, some problems with American government, and we need to address these if we are to restore Americans' faith in this institution. One of the main problems with our government is that it is not accountable and responsive enough to the public. Moneyed special interests too often win out over the public interest. Chapters in this section describe this problem and how we can fix it. There are several reforms - including public financing of elections - that could help our government live up to its democratic ideals. The final chapter discusses strategies for building a pro-government coalition in this country.

On any given day, policymakers are required to address a multitude of problems and make decisions about a variety of issues, from the economy and education to health care and defense. This has been true for years, but until now no studies have been conducted on how politicians manage the flood of information from a wide range of sources. How do they interpret and respond to such inundation? Which issues do they pay attention to and why? Bryan D. Jones and Frank R. Baumgartner answer these questions on decision-making processes and prioritization in The Politics of Attention. Analyzing fifty years of data, Jones and Baumgartner's book is the first study of American politics based on a new information-processing perspective. The authors bring together the allocation of attention and the operation of governing institutions into a single model that traces public policies, public and media attention to them, and governmental decisions across multiple institutions. The Politics of Attention offers a groundbreaking approach to American politics based on the responses of policymakers to the flow of information. It asks how the system solves, or fails to solve, problems rather than looking to how individual preferences are realized through political action.

How does the government decide what’s a problem and what isn’t? And what are the consequences of that process? Like individuals, Congress is subject to the “paradox of search.” If policy makers don’t look for problems, they won’t find those that need to be addressed. But if they carry out a thorough search, they will almost certainly find new problems—and with the definition of each new problem comes the possibility of creating a government program to address it. With The Politics of Attention, leading policy scholars Frank R. Baumgartner and Bryan D. Jones demonstrated the central role attention plays in how governments prioritize problems. Now, with The Politics of Information, they turn the focus to the problem-detection process itself, showing how the growth or contraction of government is closely related to how it searches for information and how, as an organization, it analyzes its findings. Better search processes that incorporate more diverse viewpoints lead to more intensive policymaking activity. Similarly, limiting search processes leads to declines in policy making. At the same time, the authors find little evidence that the factors usually thought to be responsible for government expansion—partisan control, changes in presidential leadership, and shifts in public opinion—can be systematically related to the patterns they observe. Drawing on data tracing the course of American public policy since World War II, Baumgartner and Jones once again deepen our understanding of the dynamics of American policy making.

"From healthcare to workplace conduct, the federal government is taking on ever more responsibility for managing our lives. At the same time, Americans have never been more disaffected with Washington, seeing it as an intrusive, incompetent, wasteful giant. The most alarming consequence of ineffective policies, in addition to unrealized social goals, is the growing threat to the government's democratic legitimacy. Understanding why government fails so often--and how it might become more effective--is an urgent responsibility of citizenship. In this book, lawyer and political scientist Peter Schuck provides a wide range of examples and an enormous body of evidence to explain why so many domestic policies go awry--and how to right the foundering ship of state.Schuck argues that Washington's failures are due not to episodic problems or partisan bickering, but rather to deep structural flaws that undermine every administration, Democratic and Republican. These recurrent weaknesses include unrealistic goals, perverse incentives, poor and distorted information, systemic irrationality, rigidity and lack of credibility, a mediocre bureaucracy, powerful and inescapable markets, and the inherent limits of law. To counteract each of these problems, Schuck proposes numerous achievable reforms, from avoiding moral hazard in student loan, mortgage, and other subsidy programs, to empowering consumers of public services, simplifying programs and testing them for cost-effectiveness, and increasing the use of "big data." The book also examines successful policies--including the G.I. Bill, the Voting Rights Act, the Earned Income Tax Credit, and airline deregulation--to highlight the factors that made them work.An urgent call for reform, Why Government Fails So Often is essential reading for anyone curious about why government is in such disrepute and how it can do better"--

Governments fail to provide the public goods needed for development when its leaders knowingly and deliberately ignore sound technical advice or are unable to follow it, despite the best of intentions, because of political constraints. This report focuses on two forces—citizen engagement and transparency—that hold the key to solving government failures by shaping how political markets function. Citizens are not only queueing at voting booths, but are also taking to the streets and using diverse media to pressure, sanction and select the leaders who wield power within government, including by entering as contenders for leadership. This political engagement can function in highly nuanced ways within the same formal institutional context and across the political spectrum, from autocracies to democracies. Unhealthy political engagement, when leaders are selected and sanctioned on the basis of their provision of private benefits rather than public goods, gives rise to government failures. The solutions to these failures lie in fostering healthy political engagement within any institutional context, and not in circumventing or suppressing it. Transparency, which is citizen access to publicly available information about the actions of those in government, and the consequences of these actions, can play a crucial role by nourishing political engagement.

Policymakers and program managers are continually seeking ways to improve accountability in achieving an entity's mission. A key factor in improving accountability in achieving an entity's mission is to implement an effective internal control system. An effective internal control system helps an entity adapt to shifting environments, evolving demands, changing risks, and new priorities. As programs change and entities strive to improve operational processes and implement new technology, management continually evaluates its internal control system so that it is effective and updated when necessary. Section 3512 (c) and (d) of Title 31 of the United States Code (commonly known as the Federal Managers' Financial Integrity Act (FMFIA)) requires the Comptroller General to issue standards for internal control in the federal government.

Government That Works, The Results Revolution in the States, is the story of public servants at every level of state government, across the nation, who are transforming government. With real-world, hands-on stories from states including in part Oregon, Michigan, Maryland, Colorado, Tennessee, Washington, and New Mexico, the book chronicles the emerging best practices in results-driven government. Government That Works includes practical tools in use to implement sweeping cultural change by shifting the system of management from one that is reactionary to a system driven by clear goals and specific measures that gauge progress. The book addresses how a management system is what coalesces everything from being customer driven, to lean, and balanced scorecards, to regulatory reform, project management and employee engagement.