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CHARLES H. LEVINE
Presented by Pitri Rahayu
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Prologue
Fiscal Stress and Service Delivery Alternatives
Community-based Crime Prevention Group The Promise of Coproduction
conclusion
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The great taxpayers revolt of 1978
Californias Proposition 13
During the late 1960s and throughout the1970s
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Fiscal stress is an overlay on the anti-government/
bureaucracy framework that conditions the relationshipbetween citizenship and public administration
Dua masalah pokok administrasi publik:1. Bagaimana sebuah pemerintah dapat membangun
dukungan untuk perpajakan membiayai pelayananpublik ketika WN tidak mempercayai pemerintah untukmenghasilkan pelayanan yang layak?
2. Dan, bagaimana pemerintah dapat menyediakan
pelayanan yang layak jika WN tidak mau membayarnyamelalui mekanisme kolektif seperti perpajakan?
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Alternative
methods
Privatizing
SD
Intergovern-
mentalizing
SD
arrangements
Improving
operating
productivity
Deprofession
alizing
bureaucracies
Devolvingservice
responsibility
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A. Privatizing service delivery1. Contracting with a private for-profit firm2. Franchising services to a private firm3. Vouchers4. User fees and charges to ration demand for services5. Shedding service responsibility to a private firm or non-profit
organization
B. Intergovernmentalizing service delivery arrangements1. Shedding services to another unit of government or authority2. Sharing service responsibility3. Sharing functions like data processing, planning, and communications
C. Improving operating productivity
1. Methods to monitor performance2. Methods to maximize output per dollar3. Methods to improve financial decision making4. Methods to track costs5. Methods to monitor and manage contract
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D. Deprofessionalizing bureaucracies1. Civilianizing sworn personnel2. Using volunteers and paraprofessionals3. Using reserves and auxiliaries
E. Devolving service responsibility1. Neighborhood organization of service
delivery2. Self-help
3. Coproduction4. Public/private partnerships to solve
community problems
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Alternative SDarrangement Dominant Strategy Citizen Role1) Professionalized
bureaucracySpecialization Client
2) Privatized SD Contracting out/user
fees
Consumer
3) Intergovernmentalized SDarrangements
Shedding and sharingservice responsibility
Client
4) Improved operating
productivity
Maximization of
output
Client
5) Deprofessionalizedbureaucracies
Use ofparaprofessionals/civilanization
Marginal employee
6) Devolved serviceresponsibility
Coproduction Coproducer
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Communities always have been concerned aboutcrime.
Where effective law enforcement was notdeveloped, citizens have always found ways of
apprehending criminals and preventing crime. Citizen activity in modern law enforcement
includes activities which can be performed byindividuals or groups with or without the
assistance or knowledge of the police. In 1980s, these activities has become a very
important deterrent to criminal activities.
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Causes SolutionsReporting inconvenient; takes toomuch time; dont want to botherpolice; difficulties with police
Simplify reporting; pamphlets onwhat to report; limit work hours;support from police, positiveattitude
Fear of involvement Anonymous reportingNo official recognition; no supportfrom police, neighborhood,members, other organizations
Awards, media coverage, ID cards;faster response time by police;community involvement
Novelty wears off; lost interest;
dont think important; nothing todo
Other activities; other affiliations;
increased responsibilities; showsuccesses
Its not my job; thats what policeare for
Offer tax credits for participation
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Causes SolutionsLoss of community pride; apathy;not important; not seen aseffective; no sense of security
Develop community support;sense of community,neighborhood unity; contactmembers frequently; show
success; support of and by policyBoredom; loss interest Include other issues; redevelop
goals
Members do not have time,money for gas, phones, access,etc.
Seek contributions; decreaseamount of work by each member;environmental changes
Not well organized; internalconflict; negative purpose
Other affiliations; simplifyactivities; develop multipupose,non-crime sctivity
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Three questions immediately arise about thefeasibility of the coproduction concept:
First, how generalizable is this example to otherservices that are not so central to citizens lives
or so crisis prone? Second, what are the equity considerations that
likely will arise from such administrative reforms? Third, how does a narrow citizen-based, service-
providing group promote the development of
such attributes of citizenship as trust ingovernment, citizen efficacy, and a concern forthe common good?
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GeneralizabilityThe crucial point about the coproduction
concept is that it highlights a different
understanding of urban service delivery, and of
productivity improvement, from that
incorporated in the dominant model [i.e. publicadministrators produce services, citizens
consume them]. Here, the assumption is not that
government officials perform for citizens, and
therefore bear total responsibility for
productivity improvements of lack thereof;
rather, the emphasis is upon service delivery as
a joint venture, involving both citizens and
government agents.
(Sharp argument)
EquityWealthier, better-educated, or nonminority
citizens may be more willing to engage in
coproduction activities. To the extent that
coproduction raises the quality of services
received, it may exacerbate gaps between theadvantaged and disadvantaged classes.
Rosentraub and Sharp Observation)
Decentralization will soon be followed by
disparities inpractices among the numerous
small units, brought on by differences in human
financial resources, that will engender demands
for central intervention to restore equality and
balance and concerted action.
(herbert kaufman)
Bridges to citizenshipAt the minimum, such a bridge needs three
stands: innovation, participation, and loyalty.
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Those who believe that citizenship, civic virtue, and publicservice should be an important part of our nationalculture should be distressed that these features ofdemocracy have come to be regarded as mere myths in apolicy that increasingly rewards narrow self-interest.
For those who wish a more communitarian arrangement of
their civic life, coproduction promises a beginning that canbe built upon, once working with public employee andwith neighbors become habitual and an integral part ofeveryday life.
For the public administrator, the lessons are clear: thestrategy of coproduction promises to be a powerful tool
for resolving fiscal stress and an auspicious start on theroad to restoring the trust and support of citizens for theirpublic institutions.
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