B&G REPORT.

Late last year, Bill Eggers, executive director of Deloitte's Center for Government Insights, wrote on LinkedIn that "Over my decades working on government reform, my one major complaint has always been that think tanks have focused so much time and resources on policy and too little on policy execution and the nitty-gritty of government operations He was playing our song, and we’d like to add that we find the same unfortunate phenomenon doesn’t just exist in think tanks but

In a surprising number of conversations in recent months, we find that political tensions are depressing our friends and giving them a sense that government has ceased to function in a way that gives them hope for the future. And that’s when we try to cheer them up ( at least a little bit). We point out that cities, counties and states are doing a good number of positive things – in both red and blue portions of the country. Sometimes, this takes a little convincing. The page

Some time ago, in a conversation with a high-ranking county official, he told us about the three attributes that he sought when hiring a new employee: “attitude, aptitude and adaptability.” Subsequently in looking up those words online, we’ve realized that he didn’t make the “three A’s” up himself, but the idea remained with us as a sensible one. Clearly, the fundamental hurdles before someone should be hired for a job in state or local government are attitude and aptitude. I

It feels like just yesterday when, during the pandemic, we were writing about the potential of remote work to make employees happier without diminishing the services they provide. What’s more, it appeared that there was the potential for large amounts of savings when cities, counties and states could cut back at least part of the office space they used. Yet a growing number of state and local governments have eliminated or drastically reduced the capacity of employees to work