Our government is in crisis, mired in bureaucracy and often unable to fix tough problems. This book provides an essential new model for transforming the system and getting things done. Covid. Climate change. Refugee resettlement. Global supply chains. We are facing a new generation of complex problems, stretching across the public and private sectors and flowing over organizational boundaries. Historically we have looked to government for big solutions, but the reality is, the government we have now is a poor match for the problems we face. It is trapped in organizational boxes and handicapped by leaders who, too often, try to manage problems from the top down. We need a fresh, new approach. As executive director of Deloitte's Center for Government Insights, William D. Eggers and public management scholar Donald F. Kettl show in this indispensable book, we need a government of bridgebuilders, public managers and leaders who collaborate with partners, both inside and outside government, to get the job done. They manage horizontally instead of vertically; they see their role as connectors; and they identify which players have the assets needed to solve the problems at hand. Each chapter examines one of the ten core principles of bridgebuilding and features practical tips and dynamic cases of how effective leaders have put each principle to work. Also included: a special section on creating a 100-day bridgebuilding plan. Throughout, Eggers and Kettl tell fascinating and instructive stories of bridgebuilders who are transcending boundaries, partnering across sectors, and getting sh*t done. Government can't reorganize itself out of the challenges it faces or muscle its way through with a command-and-control approach to problem solving. Bridgebuilders provides a new model that current public managers and leaders, as well as young people aspiring to public service, can learn and apply right now to transform government performance and restore public trust.

Unhyped and therefore unnoticed, technology is altering the behavior and mission of city halls, statehouses, schools, and federal agencies across America. From transportation to education to elections to law enforcement (or, as we're now referring to it, "homeland security"), the digital revolution is transforming government and politics, slashing bureaucracies; improving services; producing innovative solutions to some of our nation's thorniest problems; changing the terms of the Left/Right political debate; and offering ordinary people access to a degree of information and individual influence until recently accessible only to the most powerful citizens, finally redeeming the Founding Fathers' original vision for our democracy, and enriching American life and society in the process. Based on interviews with over 500 leading politicians, researchers, technology industry CEOs and leaders, futurists and front-line public employees, Government 2.0 journeys across America and overseas to demonstrate the promise and perils of this emerging world and offer a likely road map to its implementation. You'll hear from technology executives preparing for an onrushing future when, for many citizens, most government interactions could take place on private-sector websites; from bureaucrats like OSHA's Ed Stern fighting to get their agencies to adopt expert systems technology; from William Bennett, whose virtual education company offers a glimpse into one possible future of American education; and from Governor Jeb Bush and former Mayor Rudolph Giuliani as they endeavor to overcome bureaucratic inertia to provide more open, efficient, and effective governments. Rich with anecdotes and case studies, Government 2.0 is a must read for every entrepreneur frustrated by paperwork, every parent who's sick of being surprised by bad report cards, every commuter stuck in traffic, every activist trying to fight City Hall, and every taxpayer who cares about the future of government.

Unhyped and therefore unnoticed, technology is altering the behavior and mission of city halls, statehouses, schools, and federal agencies across America. From transportation to education to elections to law enforcement (or, as we're now referring to it, 'homeland security'), the digital revolution is transforming government and politics, slashing bureaucracies; improving services; producing innovative solutions to some of our nation's thorniest problems; changing the terms of the Left/Right political debate; and offering ordinary people access to a degree of information and individual influence until recently accessible only to the most powerful citizens, finally redeeming the Founding Fathers' original vision for our democracy, and enriching American life and society in the process. Based on interviews with over 500 leading politicians, researchers, technology industry CEOs and leaders, futurists and front-line public employees, Government 2.0 journeys across America and overseas to demonstrate the promise and perils of this emerging world and offer a likely road map to its implementation. You'll hear from technology executives preparing for an onrushing future when, for many citizens, most government interactions could take place on private-sector websites; from bureaucrats like OSHA's Ed Stern fighting to get their agencies to adopt expert systems technology; from William Bennett, whose virtual education company offers a glimpse into one possible future of American education; and from Governor Jeb Bush and former Mayor Rudolph Giuliani as they endeavor to overcome bureaucratic inertia to provide more open, efficient, and effective governments. Rich with anecdotes and case studies, Government 2.0 is a must read for every entrepreneur frustrated by paperwork, every parent who's sick of being surprised by bad report cards, every commuter stuck in traffic, every activist trying to fight City Hall, and every taxpayer who cares about the future of government.

A fundamental, but mostly hidden, transformation is happening in the way public services are being delivered, and in the way local and national governments fulfill their policy goals. Government executives are redefining their core responsibilities away from managing workers and providing services directly to orchestrating networks of public, private, and nonprofit organizations to deliver the services that government once did itself. Authors Stephen Goldsmith and William D. Eggers call this new model "governing by network" and maintain that the new approach is a dramatically different type of endeavor that simply managing divisions of employees. Like any changes of such magnitude, it poses major challenges for those in charge. Faced by a web of relationships and partnerships that increasingly make up modern governance, public managers must grapple with skill-set issues (managing a contract to capture value); technology issues (incompatible information systems); communications issues (one partner in the network, for example, might possess more information than another); and cultural issues (how interplay among varied public, private, and nonprofit sector cultures can create unproductive dissonance). Governing by Network examines for the first time how managers on both sides of the aisle, public and private, are coping with the changes. Drawing from dozens of case studies, as well as established best practices, the authors tell us what works and what doesn't. Here is a clear roadmap for actually governing the networked state for elected officials, business executives, and the broader public.

The American people are frustrated with their government-dismayed by a series of high-profile failures (Iraq, Katrina, the financial meltdown) that seems to just keep getting longer. Yet our nation has a proud history of great achievements: victory in World War II, our national highway system, welfare reform, the moon landing. We need more successes like these to reclaim government's legacy of competence. In If We Can Put a Man on the Moon, William Eggers and John O'Leary explain how to do it. The key? Understand-and avoid-the common pitfalls that trip up public-sector leaders during the journey from idea to results. The authors identify pitfalls including: -The Partial Map Trap: Fumbling handoffs throughout project execution -The Tolstoy Syndrome: Seeing only the possibilities you want to see -Design-Free Design: Designing policies for passage through the legislature, not for implementation -The Overconfidence Trap: Creating unrealistic budgets and timelines -The Complacency Trap: Failing to recognize that a program needs change At a time of unprecedented challenges, this book, with its abundant examples and hands-on advice, is the essential guide to making our government work better. A must-read for every public official, this book will be of interest to anyone who cares about the future of democracy.