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In 2013 and 2014, some of Massachusetts’ wealthiest and most powerful individuals hatched an audacious plan to bring the 2024 Summer Olympics to Boston. Like their counterparts in cities around the world, Boston’s Olympic boosters promised political leaders, taxpayers, and the media that the Games would deliver incalculable benefits and require little financial support from the public. Yet these advocates refused to share the details of their bid and only grudgingly admitted, when pressed, that their plan called for billions of dollars in construction of unneeded venues. To win the bid, the public would have to guarantee taxpayer funds to cover cost overruns, which have plagued all modern Olympic Games. The United States Olympic Committee (USOC) chose Boston 2024’s bid over that of other American cities in January 2015—and for a time it seemed inevitable that the International Olympic Committee (IOC) would award the Games to Boston 2024. No Boston Olympics is the story of how an ad hoc, underfunded group of diverse and engaged citizens joined together to challenge and ultimately derail Boston’s boosters, the USOC, and the IOC. Chris Dempsey was cochair of No Boston Olympics, the group that first voiced skepticism, demanded accountability, and catalyzed dissent. Andrew Zimbalist is a world expert on the economics of sports, and the leading researcher on the hidden costs of hosting mega-events such as the Olympics and the World Cup. Together, they tell Boston’s story, while providing a blueprint for citizens who seek to challenge costly, wasteful, disruptive, and risky Olympic bids in their own cities.

The steady expansion of college enrollment rates over the last generation has been heralded as a major step toward reducing chronic economic disparities. But many of the policies that broadened access to higher education—including affirmative action, open admissions, and need-based financial aid—have come under attack in recent years by critics alleging that schools are admitting unqualified students who are unlikely to benefit from a college education. In Passing the Torch, Paul Attewell, David Lavin, Thurston Domina, and Tania Levey follow students admitted under the City University of New York’s “open admissions” policy, tracking its effects on them and their children, to find out whether widening college access can accelerate social mobility across generations.

Unlike previous research into the benefits of higher education, Passing the Torch follows the educational achievements of three generations over thirty years. The book focuses on a cohort of women who entered CUNY between 1970 and 1972, when the university began accepting all graduates of New York City high schools and increasing its representation of poor and minority students. The authors survey these women in order to identify how the opportunity to pursue higher education affected not only their long-term educational attainments and family well-being, but also how it affected their children’s educational achievements. Comparing the record of the CUNY alumnae to peers nationwide, the authors find that when women from underprivileged backgrounds go to college, their children are more likely to succeed in school and earn college degrees themselves. Mothers with a college degree are more likely to expect their children to go to college, to have extensive discussions with their children, and to be involved in their children’s schools. All of these parenting behaviors appear to foster higher test scores and college enrollment rates among their children. In addition, college-educated women are more likely to raise their children in stable two-parent households and to earn higher incomes; both factors have been demonstrated to increase children’s educational success.

The evidence marshaled in this important book reaffirms the American ideal of upward mobility through education. As the first study to indicate that increasing access to college among today’s disadvantaged students can reduce educational gaps in the next generation, Passing the Torch makes a powerful argument in favor of college for all.

Public-service executives, both elected and appointed within the public and nonprofit sectors, are retiring at record levels, and the number of Americans reaching age sixty-five annually will continue to rise over the next decade and is expected to surpass four million in 2020. Finding qualified, motivated leaders to fill vital public-service positions will challenge the public and nonprofit sectors.

Unfortunately, recent studies show that few proactive steps are being taken by public-service organizations to plan for the next generation. Passing the Torch: Planning for the Next Generation of Public-Service Leaders provides an outline for those who will be facing and managing these looming changes.

In this valuable guide, the factors that influence selection of a career in public service are explored through the authors’ years of experience as leaders in public-service organizations and through interviews with other public-service professionals. Passing the Torch will be essential for leaders of nonprofit organizations, university faculty, researchers in the field of nonprofit management, and students in nonprofit management courses.