You Won Now What: How Americans Can Make Democracy Work from City Hall to the White House

Discusses the lessons learned by local, state, and federal politicians over the last twenty years

Guidebooks on government range from optimistic management theory to critical political science studies. Political adviser Goddard and journalist Riback transcend the genre's limitations by offering a lucid overview of how government really works?"what happens after the campaign is over" followed by realistic suggestions for change. Focusing on newly elected representatives, the authors highlight problems that neophyte politicians may encounter?avoiding personal responsibility, overly rosy expectations, inability to handle simultaneous conflicting tasks. Numerous examples of successes and failures in a range of government departments give weight to their advice. Decisions are examined in various ranks of public service, from a Texas state treasurer to a commissioner in Connecticut's Department of Transportation to a Philadelphia mayor. Goddard and Riback formulate recommendations that are applicable to every field, utilizing their expertise as seasoned political observers. This book would most benefit experienced officials and novice policymakers, though it will also be of interest to anyone seeking to understand how American politics operates and, more important, how politics can be changed.
Copyright 1998 Reed Business Information, Inc.

Is government the problem or the solution? Both, say Goddard, who has held both federal and state appointed positions, and Riback, an investigative reporter. Novice elected and appointed officials bring valuable energy and new ideas to government agencies, but most of these folks don't know how to get things done in government, so they often can't keep campaign promises, and public cynicism rises. The authors hope to make the new-government-official transition easier by challenging cliches ("reinventing government," "run government like a business") and analyzing effective approaches. Anecdotes about successes and failures of real-life local, state, and federal officeholders illustrate Goddard and Riback's recommended actions, summarized in their "Takeover Checklist": recognizing government is not a business; rethinking its main purpose; knowing what one wants to achieve; changing "the old guard, the old culture--or both"; getting control of bureaucracy; tackling many issues at once; managing one's message; and staying in touch with (and open to feedback from) citizens. Helpful concepts for voters as well as votees. Mary Carroll