As some of the largest employers globally, governments hold a dual responsibility of effectively serving both their citizens and employees. Civil servants worldwide are entrusted with safeguarding citizens' freedoms, delivering efficient public services, enhancing public health, and fostering a conducive environment for stable economic growth. Additionally, the government must take care of civil servants by supporting their professional growth, well-being, and job security. (Exhibit 1)

Unlocking Government's Dual Mission for Better Outcomes

Alignment: Focusing on the Common Goal

A clearly defined vision and strategic priorities allow government employees to center their efforts on benefiting citizens and witnessing the fruits of their labor. High levels of citizen participation and transparency in the vision, along with tangible progress towards its realization, build trust in the government. For instance, in the United Arab Emirates, Saudi Vision 2030 anchors strategies for all public entities, and in Belgium, Go Vocal (formerly CitizenLab) gathers citizens' ideas for urban planning improvements. However, when public employees' focus wavers or becomes misaligned with strategic priorities, and when the public feels disengaged and perceives the public sector's impact on their lives as minimal, the outcomes may not be as ideal.

Leaders play a crucial role in aligning employees around the organization's vision, strategy, and values. They need to ensure that everyone is working towards a common goal and understands how their individual efforts contribute to the greater good. This requires effective communication and a clear understanding of the organization's mission and values.

Execution: Preparing for Success

Preparing employees with the right capabilities and motivation is essential for delivering on their roles. This involves providing them with the necessary training and development opportunities to enhance their skills and knowledge. For example, the Canada School of Public Service offers training for public servants at all levels, focusing on the latest trends in people leadership. The Australian Major Projects Leadership Academy helps project leaders transform culture, productivity, and sustainability.

Effective resource allocation and decision-making are also key aspects of execution. Leaders need to ensure that resources are allocated efficiently and that decisions are made based on data and evidence. This helps to optimize operations and achieve better results.

Renewal: Adapting to the Changing Environment

Ensuring that the organization understands, interacts with, responds to, and adapts to its context and external environment is crucial for long-term success. This requires a continuous learning and improvement mindset. For instance, healthy innovation and learning are driven by top-down innovation and employee innovation, knowledge sharing, data-driven decision-making, and capturing external ideas.

Leaders need to encourage a culture of innovation and continuous improvement within the organization. They should foster an environment where employees feel empowered to take risks and try new things. This helps the organization to stay relevant and competitive in a rapidly changing world.

Coordination and Control: Managing Risks and Challenges

The ability to consistently measure and manage both business and risks and address problems promptly is vital. In the public sector, the focus on multiple priorities and the need to foresee and mitigate risks complicate operational and financial efficiency. For example, Estonia provides nearly 100 percent of public services online, with digital signatures introduced as early as 2002. However, if public servants prioritize processes over outcomes and the burden of additional administrative work delays result delivery, the impact can be slowed down.

Effective coordination and control require clear accountability and defined escalation pathways. This helps to ensure that issues are addressed promptly and that the organization can adapt to changing circumstances.

Accountability: Ensuring Responsibility

Ensuring that individuals understand their responsibilities, have sufficient authority, and feel accountable for delivering results is a challenge for governments. The larger number of stakeholders and approvals involved can dilute ownership of outcomes, and applying consequence management can be more difficult compared to the private sector.

Leaders need to establish clear accountability frameworks and ensure that individuals are held responsible for their actions. This helps to promote a culture of responsibility and accountability within the organization.

External Orientation: Engaging with Stakeholders

The ability to engage effectively with external stakeholders such as customers, suppliers, and partners is important. In the public sector, improving citizen experience may require more attention. For example, Danish Parliament's e-petitions enable citizens to suggest new legislation.

Leaders need to foster strong relationships with external stakeholders and ensure that their needs and expectations are taken into account. This helps to build trust and collaboration with stakeholders and enhance the organization's reputation.

Motivation: Attracting and Retaining Talent

A deeper sense of purpose in the public sector attracts motivated employees. However, the public sector often lags behind private organizations in measures of employee recognition and meritocratic performance management. For example, bottom-quartile entities struggle more with these aspects, leading to top performers feeling unappreciated and leaving for the private sector.

Leaders need to create a work environment that motivates employees and recognizes their contributions. This includes providing opportunities for growth and development, as well as offering competitive compensation and benefits.

Improving and maintaining organizational health is a long-term endeavor, but a holistic approach can maximize impact. Government organizations face unique challenges that require tailored solutions. By setting pragmatic goals based on positive socioeconomic impact and increased trust in government, public sector leaders can drive change and create a more effective and efficient organization.

Decades have passed since the internet's emergence, yet millions of Americans remain without access to high-speed broadband. The BEAD program, a crucial part of the 2021 Infrastructure Investment and Jobs Act, has allocated $42.45 billion to expand internet service nationwide. By 2024, all US states will reach a significant milestone - they can start their subgrantee selection programs and distribute the funds. This presents both opportunities and challenges for state broadband offices.

Unlock the Potential of High-Speed Internet with BEAD

BEAD: A Foundation for Universal Connectivity

Amy Grenfell emphasizes the significance of BEAD, stating, "This is truly a once-in-a-lifetime chance for states to build the essential infrastructure that will benefit us today and in the future. I've written numerous broadband plans over the years, but nothing like this. BEAD gives us the opportunity to drive real change." Eric Frederick echoes this sentiment, saying, "We've been working towards better broadband for a long time. With BEAD, we have the resources and the direction to make a real impact."Digital equity is not only about infrastructure but also about enabling people to use technology effectively. Kevin Hughes highlights the importance of workforce development in the District of Columbia, stating, "We want to train our residents in emerging fields like cybersecurity and AI. Broadband will allow them to not only connect socially but also gain economic empowerment. Their lives will be transformed."Peter Voderberg shares a story from northwest Ohio where an entrepreneur initially struggled with only a phone for business. "But through our training program, she got a laptop and the skills to grow. Now she has multiple employees, and her business has flourished because of broadband."

Different Approaches to BEAD in Each State

Each state has its unique challenges. Frederick explains, "In Michigan, the short construction seasons due to the weather make it difficult to complete projects on time. With only four years to build everything, it's a tough task." Elaina Zempel points out Wyoming's challenges, saying, "We have vast empty spaces and mountain passes. Serving people in these areas is a logistical nightmare. And getting construction permits on public lands can be a major obstacle."For Hughes, sustainability is key. "Once the grants end, we need to ensure these projects continue. Creating smart partnerships with various organizations is crucial to maintaining the progress."

Stakeholder Engagement for Successful Implementation

Voderberg advises, "If there's a digital-equity coalition in your state, engage with them. Show them that you value their input and are committed to making a difference." Hughes adds, "Going out into the community and interacting with people is essential. It shows them how broadband can improve their lives."In Michigan, the BEAD initiative focuses on "listening tours" where the public votes on and ranks the most significant issues. Frederick notes, "When we shared the news of upheld consumer challenges to the FCC's broadband map, the audience was excited. It showed that we are doing something meaningful for them."During project implementation, close engagement with ISPs is vital. States need to monitor progress and help overcome obstacles.

Staying Agile throughout the BEAD Project

The interviewees stress the need to be flexible. Grenfell says, "We have to react quickly as the program develops. Selecting subgrantees and supporting ISPs requires constant attention." Frederick notes, "Anticipating challenges and being prepared to act is key. We need to ensure our grantees succeed, as their success is our success."Broadband access impacts various aspects of life. Leaders implementing BEAD face challenges but also have the opportunity to bridge the digital divide and provide universal high-speed internet services.