Martin OMalley - Smarter Government: How to Govern for Results in the Information Age

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OMalley, Martin, 1963Smarter government : how to govern for results in the information age
LCCN 2018052375 (print)LCCN 2019006940 (ebook)ISBN 9781589485259 (electronic)ISBN 9781589485242 (pbk. : alk. paper) 1. Internet in public administrationMaryland. 2. Geographic information systemsMaryland.
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For the young people of the United States of America and the generous and compassionate nation they carry in their hearts.

Over the last fifteen years, I have directed the Innovations in American Government Awards and taught at the Harvard Kennedy School in Cambridge, Massachusetts. In the early years of my work there, students viewed a job in the federal government as the highest calling. Today, many more of those graduating students see local governance and local problems as the place to apply their talents. And these highly trained students need both what they learn in our classrooms, as well as inspiration from leaders who have made a difference. The author of this book, Martin OMalley, is such a leader, and has been one consistently over the last decade and a half. During that time, he has unfailingly advocated for leadership and management reforms that would improve the quality of life for residents of Baltimore and Maryland.

In 2004, I presented Harvards top award for innovation in government to then-mayor OMalley for his work with CitiStat. His words at that time frame his subsequent accomplishments and many of the themes in this book. He explained how he sought to introduce tools and procedures that, in his words, would transform the way our city government works, moving past political patronage to a results-based system. Even then, his attention was on mapping the quality of services to ensure equity and uniformity in services. His goal was to marry a new operational corporate culture with his progressive approach. In a thread from that presentation to this book, OMalley emphasized that performance management was also a way to identify high-quality public employees.

When I visited CitiStat in the early 2000s, I saw the now-famous interaction between the agency directors and the data-driven team that ran the process. But even more, I witnessed an engaged mayor who measured and demanded resultsjust the sort of inspiring conduct that has made OMalley, both as mayor and as governor, an example for students who are training for careers in public service and for current leaders.

In the years I have been working with governors, county executives, and mayors, I have seen a wide range of talents. There are leaders who charismatically rally the city, those who work well with communities, those who can manage well, and those who lead well. But what Martin OMalley brings in person and in this book is the full complement of those skills. In addition to addressing specific issues of streets, air quality, education, and crime, he shows us how to combine governing, leading, and managing. These lessons will be broadly important to our cities and states today where so many residents depend on high-quality, honest governance. At a time of rising cynicism, this book provides an upbeat optimism about what those dedicated to improving the quality of life can produce by combining high-quality leadership with an unrelenting commitment to operational details and excellence.

Stephen Goldsmith

Stephen Goldsmith is the Daniel Paul Professor of the Practice of Government and the Director of the Innovations in American Government Program at the Harvard Kennedy School. He served as the 46th mayor of Indianapolis and also as the deputy mayor of New York City for Operations.