The news that Boeing has scrapped its telework project at OC’s Poulsbo campus provided insight into the approach regarding a wide-reaching initiative, which has many tentacles and subtexts.

Telework and telecommuting initiatives are not implemented simply for their own sake. They occur when the benefits are understood and outweigh costs. This requires business process and social engineering to bring users — employer and employee alike — to a new way of thinking. It helps to also have an eye on prudent investment strategy, or the timely adoption of policies to the benefit of consumers and citizens — something not generally a public sector strength.

For example, the Kitsap PUD #1 invested $4.3 million to build its fiber backbone, when the private sector reputedly failed to provide. While a worthy cause, no business plan addressed how users could justify the tens of thousands required to hookup to this network. This, after the county, its cities and tribes spent $25,000 for University of Washington to help form a vision for delivering broadband to all county residents, another $25,000 to an economist and technical consultant to research how telework centers could save time, money and the personal and social costs of commuting, and now another $30,000 to study how the county’s governing agencies could benefit from broadband.

That’s nearly 5 million dollars to essentially produce the “aha” that the public sector can save money on high speed fiber. A solid case is being made for the need to save.

In reality, many other private sector firms are adding fiber and telecommunications facilities in a manner which exemplifies their expertise. They do it expediently with relatively low expense — what both citizens and businesses desire.

I personally have no issue with competition, or a public sector which decides it wants to play ball when legally afforded that right. However, when it enters the arena with better skilled players, it should be prepared. True success and skill go beyond advancing sustained PR campaigns, which evaporate after we’ve forgotten the headlines. They are a combination of vision, planning, and successful execution.

The foot ferry initiative failed because taxpayers are jaded by inefficiency dressed up in nice wrapping paper. The real answer is not 20th century public vs. private jockeying over who is best to lead the charge in telecom. If anything, failed initiatives and delays exemplify that better, faster, and cheaper government is an easier bite to chew. In any event, what is required is collaborative effort where both sectors benefit from their strengths and weaknesses for the ultimate benefit of the community.

Doña L. Keating
President and CEO, Professional Options
Gig Harbor