Issue Position: Administration

Issue Position

If the true purpose of government is to improve the lives of people, those working in government must continually ask whether that purpose is being served to the best of its abilities, or whether a new course should be charted. While not an exact science, the performance of the administration can be measured in ways that move us closer to that goal, and lead to improvements both in short-term service delivery and long-term policy development and success. I believe that the next Lieutenant Governor can play an important part in helping the people of Massachusetts lead happier and healthier lives by leading a few of these key efforts:

MassStat Initiative
As a longtime professional public administrator for the USDA and U.S. Peace Corps, I hope to lead the next administration's performance management strategy to set the governor's strategic goals and track progress, better execute policy priorities and programs, and to develop more transparency and public accountability for all state departments. Not only would a formal MassStat Initiative for its key departments lead to the more effective management of public resources and rebuild trust with Massachusetts residents who both provide and count on them, but an increased effort to make data more open and accessible could provide a platform for innovative, citizen-led solutions to some of the Commonwealth's seemingly most intractable problems. Several communities are already collaborating on developing common indicators and data sets to better analyze what works well and what does not. Massachusetts should follow the lead of these communities and states like Maryland and Washington that have pioneered a commitment to data-driven decision-making to get better results.

Additional Local Aid
During the Great Recession, cities and towns endured layoffs, local aid decreases, decreased property values, increased burdens because of various state and federal mandates, and soaring pension and health insurance costs. Though some revenues are starting to return, none as of yet are able to keep pace with increasing costs, most pronounced among them, municipal unfunded liabilities. Although new rules for these costs can be made, and long-term systemic change is necessary, local aid in the short-term must be increased to at least maintain basic public services--schools, police and fire protection, and public works. A program like the anti-gang Shannon Grants can offer an important form of supplementary support in areas where the need might exceed current local revenues. Opportunities for different sources of revenue collected both by the state and municipalities in the form of local option taxes must be reviewed as well. Other efforts can ensure that the current level of direct local aid from state government is used as effectively as possible to further a community's vision, so that we are not just adding more resources but multiplying their effect.

Local Aid Multiplier
While I intend to strongly support the submittal of a performance-based state budget, I would also propose a plan to encourage and support similar efforts at the local level as part of the MassStat Initiative. Upfront, unrestricted local general government aid appropriation incentives could be used to jumpstart performance-stat and sound management strategies locally. Many good examples already exist--first with Somerville, then Springfield, Amesbury, Lowell, and now Woburn--of cities and towns adopting best practices to save money, improve services and better work toward local goals. Those that choose to adopt or enhance performance management programs should qualify for temporary additional aid in order to tunnel through perceived short-term cost barriers, and make the most of state aid in the long-term.

Interdepartmental & Intergovernmental Collaboration
The nature of complex problems is that no one department can solve them without working to address their wider contexts. Policymakers cannot separate issues of the economy, environment, housing or transportation from each other without inadvertently impacting all of the issues and potentially adversely impacting many. Nor could you deal with issues of public health without considering homelessness and hunger, the economy, environment, transportation and education. While the current administration has made great strides in breaking down departmental barriers in order to tackle various issues, more progress could be made by conducting analyses for the next Governor of administrative processes and progress toward goals. For example, applications and timelines for interrelated grants could be streamlined to improve service to cities and towns or their residents. Moreover, with my assistance, overall policy goals would be set first by the Governor so that the work plans of various departments--whether traditionally tasked with a particular issue or not--are designed to reach those goals together.

Cultivating Community Innovation
I understand that state government cannot provide for cities and towns all the solutions to the problems they face, in a way that is sensitive to local contexts. Yet state government can lead by example, and it can encourage and reward well-designed community-based strategies while removing barriers to others, so that government is working more effectively at all levels, for the people of Massachusetts. The current administration has, through new grant programs and incentives, strongly supported regionalization efforts and community innovation. This initiative ought to be extended into the next administration. For each of the 351 communities, I would expect there to be unique problems that each city or town faces within their own set of unique circumstances. That is why it is so important to have a Lieutenant Governor and administration that cultivates local solutions sprouting out of local knowledge and creativity, and looks to eliminate barriers to spreading their growth.

For the only way to know and understand issues is to listen when local officials and citizens bring them up, to do your best to resolve them, to reflect on which issues are common to many communities, propose ways to resolve regional or statewide issues, and again support cities and towns and regions to find appropriate solutions together. Throughout the campaign--and if I am elected, throughout the term--I will always be willing to listen to your concerns, your thoughts, and offer my own ideas or approach. Indeed, the idea central to this campaign is a renewal of our social compact--conceived of so many years ago and continually broadened ever since--a commitment and understanding that we are all in this together.

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