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Dr. Beverly A. Cigler, Ph.D. Professor of Public Policy and Administration Penn State Harrisburg The...
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Dr. Beverly A. Cigler, Ph.D. Professor of Public Policy and Administration Penn State Harrisburg The South Central Assembly Regional Summit York, Pa. June 13, 2012 LOCAL GOVERNMENT/ MUNICIPAL SERVICES PANEL
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Transcript of Dr. Beverly A. Cigler, Ph.D. Professor of Public Policy and Administration Penn State Harrisburg The...
Dr. Beverly A. Cigler, Ph.D.Professor of Public Policy and Administration
Penn State Harrisburg
The South Central Assembly Regional Summit
York, Pa.June 13, 2012
LOCAL GOVERNMENT/MUNICIPAL SERVICES
PANEL
Our vocabulary is optimistic: we talk about the business “cycle,” “recovery,” and “prosperity, all implying a return to the status quo or the “normal”
IS THERE A NEW NORMAL?
Will likely be different and with slower growth
Requires new ways of thinking and operating
More interaction and collaboration
Reducing duplication via consolidation of functions
Elimination or reduction in programs and services of marginal benefit
BUT, THE ‘NEW NORMAL’
Streamlined internal processes Public-private relationships Shared services (intermunicipal,
municipal-county; with authorities; with schools)
Declining or flat revenues: sales, property, income taxes; fees; state payments; federal/state grant opportunities; impact fees--EVERYTHING
THE ‘NEW NORMAL
Assumes changed operations and structures
Need to clear away old assumptions to get to new ideas
Not doing more with less but doing less with less
THE ‘NEW NORMAL’
THE CHALLENGE
RECONCILING INCREASING
DEMANDS WITH LAGGING
RESOURCES
TODAY’S PROBLEMS
ARE NOT “TEMPORARY’’WON’T LIKELY BE SOLVED EASILY
WON’T LIKELY BE SOLVED THROUGH TRADITIONAL APPROACHES
MUNICIPALITIES FACE THE NEED TO
REALIGN SERVICE DELIVERY MAKE BETTER USE OF EXISTING
TECHNOLOGY DEVELOP NEW TECHNOLOGIES CENTRALIZE INFORMATION
TECHNOLOGIES DEVELOP SHARED FACILITIES AND
VENTURES PERFORM SHARED SERVICE DELIVERY AND FIND OTHER WAYS TO IMPROVE
EFFICIENCY
TO DO THIS…
THINK, PLAN, MANAGE AND ACT STRATEGICALLY
THE “HOW TO” IS AVAILABLE—ABOUT 3 DOZEN ALTERNATIVE SERVICE DELIVERY OPTIONS
A PLAN FOR SERVICE DELIVERY INVOLVES
SYSTEMATIC AWARENESS OF OPPORTUNITIES
DEVELOPING A NEW VISION FOR STEERING THE MUNICIPALITY TOWARD INNOVATION
ENCOURAGING SHARED SERVICES AND FACILITIES
A PLAN FOR SERVICE DELIVERY INVOLVES
ADJUSTING THE WORKPLACE CULTURE AND WORKFORCE ITSELF TOWARD ELIMINATING BARRIERS TO INNOVATION AND TOWARD CREATING INCENTIVES TO PROMOTE INNOVATION
ACTIVELY SEEKING CITIZEN ENGAGEMENT THAT HELPS SHAPE PLANS AND EXPECTED OUTCOMES
AREAS RIPE FOR SHARED SERVICES
INFORMATION TECHNOLOGY
PROVISION OF INFORMATION AND REPORTING
PROCUREMENT AND FOOD SERVICE FACILITIES AND REAL PROPERTY
MANAGEMENT
AREAS RIPE FOR SHARED SERVICES
FLEET AND DISPATCH ACTIVITIES
FINANCE, HUMAN RESOURCES AND ADMINISTRATION
SERVICES SUCH AS PARKS AND LIBRARIES, AMONG OTHERS
LESSONS FROM PA AND NATIONAL RESEARCH
BARRIERS TO USE OF ALTERNATIVE SERVICE DELIVERY TOOLS
CHARACTERISTICS OF THE SERVICE SHOULD DETERMINE THE MODE OF DELIVERY
LESSONS…FINDINGS ON MUNICIPAL SIZE AND
EFFICIENCY
FINDINGS ON CAPITAL OR INFRASTRUCTURE INTENSIVE VS. LABOR INTENSIVE SERVICES
FINDINGS ON MUNICIPAL CONSOLIDATION OR MERGERS AND EFFICIENCY AND ECONOMIC COMPETITIVENESS
LESSONS… FINDINGS ON FUNCTIONAL
CONSOLIDATIONS AND EFFICIENCY—MIXED
EFFICIENCY VS. EFFECTIVESNESS VS. OTHER VALUES
MEASURING PERFORMANCE, BENCHMARKING, DATA-BASED REVIEWS
LESSONS…
PRODUCTION VS. FINANCING VS. DELIVERY
EXAMPLES FROM PUBLIC WORKS AND PUBLIC SAFETY
BEST PRACTICES?
COUNTIES WITH MUNICIPAL FUNCTIONS, LAKEWOOD PLAN, URBAN COUNTIES
MANY SHARED SERVICES
SOME FUNCTIONAL CONSOLIDATIONS
