Returning from a business trip today at Boston’s Logan airport, I decided to take public transportation back to my office in Dedham. My decision was prompted by the new “Silver Line Service” from Logan airport to South Station. I could take a Silver Line bus directly from Logan to the commuter rail which has a stop very close to my office. My first step in this process was to inquire at a Massport information desk how to pick up the Silver Line. I walked over to the desk and stood in front of the Massport helper for several seconds. She did not acknowledge my existence but continued reading her newspaper. Finally I said “Excuse me, how do I get to the Silver Line?” Apparently irritated, she directed me to go outside terminal D, and then immediately became engrossed in her reading (the Herald, probably).
On my way outside I stopped to look at a Massport sign in the airport for guidance and discovered the sign below which showed me that the Silver Line was in service but also showed me that Massport can’t spell the word “Faneuil”. Symptomatic of Massport’s overall quality problem is the fact that their signs cannot correctly spell the name of Boston’s most famous landmark.

Massport has trouble spelling "Fanueil"
I walked outside terminal and waited for the bus which came quickly. The driver was courteous and professional and helped another passenger very considerately when he inquired about the differences between the various airport shuttle buses. Arriving at South Station I had a short wait for my train and then rode down to Dedham and in a car whose windows were so abraded and delaminated that they presented only a hint of the city beyond to the passengers (see the picture below).

Back Bay from a commuter rail window
So out of these 4 encounters with Massport and the MBTA (helpdesk, sign, bus, train), would say about 1 was high-quality and the other 3 less than satisfying. Was I surprised? Sadly, no.
Most of our government organizations are so constrained by regulation, budgetary decisions, by their own policies, by employee unions, patronage, and by unwanted interference from politicians that they have little energy left to adopt the models of continuous improvement and best practices which are the hallmark of successful organizations in any sector. This is not to denigrate the people who serve in these organizations, but rather simply to observe that we form, regulate and manage them in ways that are highly inflexible, cannot reward individual or group initiative, and do not value improvement or meaningful measures of quality.
These days the President of the United States is urging Congress to spend $200 billion to rebuild New Orleans and repair the damage caused by the recent hurricanes. I fear that all their new spending will be as effective as was the window cleaning budget for the train car I rode today.


