CURT JOHNSON: In Boston last week, I ran into David Luberoff, who’s just been named to succeed Charles Euchner at Harvard’s Rappaport Center. Luberoff handed me a working paper entitled Civic Leadership and the Big Dig (PDF). My oxymoron meter must have flashed because he quickly said, “No, this is really worth looking at. It’s a niche approach for business, organizing around a particular project.” Luberoff was describing something called the Artery Business Committee (ABC) — a group of 60 business types who rode herd for 15 years on the project to put the I-93 interstate underground and release 27 acres of prime downtown land.
A day later I listened to Steve Adams, who in his role as head of the Boston’s Pioneer Institute, was sure to have a contrarian view of this. He did. “Does it occur to anyone that this is the last vestige of the old business civic model, mostly designed to keep the public from seeing the problems too closely?”
Ric Dimino heads the ABC . So I asked him, which is it? Is the ABC a leading edge of a new form of business in public affairs or a vestigial reminder of how things were once done? His answer: “It’s both.”
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