The Leadership Dilemma: Why Prince George’s Doesn’t Need Another ‘Big Thing’—It Needs Good Governance
The Leadership Dilemma: Why Prince George’s Doesn’t Need Another ‘Big Thing’—It Needs Good Governance
Introduction: A Crowded Ballot and a Narrow Conversation
Prince George’s County is heading into another election cycle, and the political field is already swelling. New candidates are announcing their intentions for local, state, and even national office almost weekly, while familiar names are returning to reclaim relevance or defend their records. With so many voices entering the arena, residents are once again being asked to choose who will lead them through the county’s next chapter.
Many will talk about “growth,” “innovation,” and “economic development,” but few will confront the structural failures that have left residents paying some of the highest taxes in the region while receiving some of the weakest public services.
This article is meant to be a guide for voters navigating that noise.
In my previous Substack piece, The Great Giveaway, I laid out how Prince George’s County has spent decades subsidizing private development while neglecting the public institutions that actually determine our quality of life.1 This follow‑up examines the political dilemma behind those choices: why leaders keep chasing “sexy projects” instead of fixing the systems that matter, and why so many candidates—old and new—are still selling the same story.
I. The High‑Tax, Low‑Return Paradox
Prince George’s County residents shoulder some of the highest tax burdens in Maryland. And yet, they consistently experience:
Underperforming schools
Delayed or deteriorating infrastructure
Slow permitting and business approvals
Inconsistent public safety responses
Limited transit reliability
Lackluster snow and ice removal during recent winter events
This mismatch between what residents pay and what they receive has added to the crisis of confidence—not only in our leaders, but also in ourselves. It raises doubts about whether we, as a community, truly have what it takes to attract new businesses, create jobs, and foster the growth and development we aspire to achieve.
II. The Political Incentive Problem: Visibility Over Value
In modern politics, results are often measured not by long‑term improvements but by visibility.
A new building.
A ribbon‑cutting.
A press conference.
A glossy rendering of a future skyline.
These are the political equivalents of instant gratification—high‑impact visuals that can be packaged into campaign ads and social media posts.
Governance reforms, by contrast, are slow, technical, and unglamorous. No one cuts a ribbon on a streamlined procurement process.
As a result, politicians and policymakers gravitate toward projects that look like progress, even when they don’t produce progress. Unfortunately, this is not unique to local politicians, leaders at the state and national levels also do this because they know it works—they understand that by spotlighting a shiny new initiative or project, they can distract citizens from ongoing systemic failures. The focus shifts to the appealing, tangible development, allowing people to feel good about visible change and drawing attention away from the deeper issues that remain unresolved.
III. The Long History of “Sexy Projects” That Delivered Little
Prince George’s County has a long track record of chasing marquee developments that promised transformation but delivered far less than advertised.
1. FedEx Field (Washington Commanders Stadium)
Heralded as an economic engine, the stadium never produced the promised revitalization of Landover. The surrounding area remains underdeveloped, and the team is now leaving—taking its economic footprint with it.2 Other than the Wayne K. Curry Sports and Learning Center, there is little to show for the massive public concessions that supported the stadium. It leaves residents wondering whether it was all worth it.
2. National Harbor
National Harbor is undeniably a striking destination that draws tourists, but its real impact on the lives of Prince George’s residents remains uncertain. Most jobs generated are in low-wage service sectors, and the project has done little to improve economic conditions or quality of life for the neighboring community. Despite its high-profile status and appeal to visitors, National Harbor has largely contributed to service industry employment, which tends to offer lower wages and limited upward mobility for local residents. Numerous local news articles and economic reports have highlighted the lack of substantial improvement in the surrounding community’s quality of life, calling into question the broader benefits of such marquee developments.
3. MGM Casino
Promised to be a major revenue generator, but the economic spillover into the county has been inconsistent. When pressed for concrete examples of benefits to Prince George’s County residents as a result of the MGM Casino, politicians and former supporters often find it difficult to identify clear, lasting improvements. While the casino has contributed revenue, evidence of substantial, direct positive impacts—such as significant job growth in well-paying sectors, measurable improvements in community services, or meaningful enhancements to residents’ quality of life—remains limited. This struggle to point to tangible outcomes further underscores the pattern of high-profile projects failing to deliver on their promises for the broader community.
4. Six Flags America
Once touted as a regional attraction, Six Flags has struggled for years and ultimately announced closure—leaving behind little economic value for the county. The loss of Six Flags America is especially painful for Prince George’s County residents, not just because of the jobs that disappeared, but also because the park offered a relatively affordable and safe place for local teens to spend their summer days. With nothing in the pipeline to replace this type of facility, families and young people are left without a comparable option for recreation and community connection.
5. The Proposed “Sphere” at National Harbor
Maryland leaders are promoting the Sphere as a transformational entertainment venue, using a it will create 3,600 temporary construction jobs and 3,500 permanent jobs and potential revenues impacts of upwards of one billion dollars.3 But the job mix follows the same trajectory as previous examples: temporary construction work followed by predominantly low‑wage service positions.
However, as with previous projects, the Sphere relies heavily on tax‑increment financing, diverting future tax revenue to subsidize the development. While the long‑term public benefit remains uncertain, the trends suggests the proposed “Sphere” is more of the same.4
IV. What Leaders Won’t Say: The Governance Deficit
In, “The Great Giveaway,” I discussed what leaders avoid saying about financial deficit in P.G. County. However, there is another important factor that leaders either refuse to mention, fail to acknowledge, or sometimes simply ignore, which is the governance deficit. The county’s true difficulty doesn’t stem from a shortage of ambition or ideas; rather, it lies in limited administrative capacity and accountability, in short, doing the everyday things well.
A. School Construction Delays (Bowie High School as Exhibit A)
Bowie High School has been overdue for replacement for decades. Plans have been announced, delayed, revised, and delayed again.5 Meanwhile, billions have flowed into stadiums, casinos, and entertainment venues. Crumbling schools vs. subsidized private development is the clearest evidence of misplaced priorities.
B. Slow and Unpredictable Permitting
Small and mid‑sized businesses routinely cite Prince George’s as one of the most difficult jurisdictions in Maryland for obtaining permits. Examples include lengthy processes to establish restaurants, entertainment venues, premium cigar establishments, and other businesses that could make P.G. more attractive to local entrepreneurs and potential new entrants. These delays create unnecessary barriers, deterring investment and slowing economic growth, as business owners often wait months or even years to secure the approvals needed to open their doors.
C. Weak Contract Oversight
Cost overruns, delays, and opaque procurement processes plague major public projects. For instance, the construction of the new Bowie High School has faced repeated postponements and revisions, with significant increases in projected costs and little transparency regarding contractor selection. Similarly, the Purple Line light rail project experienced hundreds of millions of dollars in overruns and years of delay, largely attributed to poor oversight and contract mismanagement.6 The MGM National Harbor development also drew criticism for its procurement process, which lacked public visibility and resulted in higher-than-expected public infrastructure expenses.6
E. Fragmented Coordination
County and state agencies often operate in silos, slowing down everything from infrastructure upgrades to school modernization. While it’s important to recognize the efforts of the current Maryland governor and Prince George’s County executive to foster better coordination between local and state agencies, this longstanding issue has hindered progress for decades. Fragmented communication and cooperation have resulted in delayed projects, cost overruns, and missed opportunities for economic growth. For example, the construction of the new Bowie High School has suffered repeated postponements and escalating costs, partly due to poor coordination between agencies.7 Similarly, the Purple Line light rail project experienced years of delay and hundreds of millions of dollars in overruns, much of which can be attributed to weak oversight and fragmented interagency collaboration.8 The MGM National Harbor development also faced criticism for its procurement process, which lacked transparency and resulted in higher-than-expected public infrastructure expenses.9 These examples underscore the negative impact that fragmented coordination has had on Prince George’s County’s ability to deliver timely and cost-effective public projects.
V. The False Choice: “Sexy Projects” or Nothing
Politicians and others who often argue in favor of these “sexy” projects often present a binary choice, that goes something like this, “Either support this marquee development, or accept stagnation.”
This framing is false.
Counties and cities across the country have demonstrated that good governance—not spectacle—is the true engine of sustainable growth.
Businesses invest where systems work.
Families move where schools are strong.
Developers build where permitting is predictable.
Prince George’s County doesn’t need another “big thing.”
It needs a government that works.
VI. What Real Leadership Would Look Like
A governance‑first agenda would include:
1. Modernizing Schools and Infrastructure
Deliver long‑delayed projects like Bowie High School and prioritize maintenance over new subsidies.
2. Fixing Permitting and Business Processes
Make Prince George’s the easiest place in Maryland to start or expand a business.
3. Strengthening Transparency and Accountability
Public dashboards for spending, contracts, and project timelines.
Independent oversight of major development deals.
4. Building Institutional Capacity
Invest in staff, systems, and technology—not just buildings.
5. Learning From Baltimore’s Example
Baltimore City has demonstrated what effective leadership can achieve when governance takes precedence over spectacle. For example, in 2023, the city’s homicide rate fell to its lowest level since 2014, with 262 homicides reported—a 20% decrease from the previous year.10 This progress was made without a significant increase in new revenue, reflecting the mayor’s focus on reducing crime and enhancing essential services.
6. Prioritizing Public Services Over Publicity
Focus on outcomes residents feel every day, not projects that look good in campaign mailers.
VII. Conclusion: The Courage to Choose Substance Over Spectacle
Prince George’s County stands at a crossroads. It can continue chasing high‑profile projects with uncertain returns, or it can invest in the unglamorous but essential work of governance.
Sustainable growth requires discipline, transparency, and competence—not another shiny object.
As new and familiar candidates flood the ballot, residents must listen closely to what they promise—and what they avoid.
Author’s Note
This essay is part of Dispatches from the Synthetic Empire, my ongoing exploration of how power operates in the everyday decisions of local, state and national institutions. The Synthetic Empire is more than a book title; it serves as a framework for examining the ways in which economic, financial, religious, cultural, media, and political forces influence society.
Thank you for reading and engaging with this work. My goal is to spark a deeper conversation about what real leadership looks like in local, state and federal level—and what it will take to build a government worthy of the people who live here and pay taxes. If this piece resonates with you, consider sharing it with neighbors, colleagues, or anyone who cares about the future of our society.
Your voice matters. Let’s use it.
Dr. Lawrence Anderson
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Anderson, L., “The Great Giveaway: Unmasking the Quiet Deals That Drain Our Communities”, https://open.substack.com/pub/larrybutch/p/the-great-giveaway?utm_campaign=post-expanded-share&utm_medium=web.
Source: Fenit Nirappil & Sam Fortier, “How D.C. won the Commanders stadium sweepstakes, for now,” The Washington Post, January 8, 2024.
The Sphere Economic Analysis Impact Report, Ernst and Young
For information on the modernization and reconstruction plans for Bowie High School, see the Prince George’s County Public Schools Capital Improvement Program: Bowie High School Project and related updates provided by Prince George’s County Public Schools.
See “Tax Abatements,” “PILOT Agreements (Payment in Lieu of Taxes),” and “Concessions” in the preceding section for details on the types of incentives commonly used in such deals.
Maryland Department of Transportation, “Purple Line Project Updates,” and Maryland State Legislative Audit Reports, 2021–2023.
Prince George’s County Council Meeting Minutes, 2016; Washington Post, “MGM National Harbor Opens Amid Cost Concerns,” December 2016. See the Prince George’s County Public Schools Capital Improvement Program: Bowie High School Project and updates from Prince George’s County Public Schools.
Maryland Department of Transportation, “Purple Line Project Updates,” and Maryland State Legislative Audit Reports, 2021–2023.
Prince George’s County Council Meeting Minutes, 2016; Washington Post, “MGM National Harbor Opens Amid Cost Concerns,” December 2016.
Baltimore’s crime rate dropped dramatically in 2025. A look at what the city did, Source: https://www.npr.org/2026/01/01/nx-s1-5660740/baltimores-crime-rate-dropped-dramatically-in-2025-a-look-at-what-the-city-did
