1. 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

2. 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?

3. Will likely be different and with slower growth Requires new ways of thinking and operating Requires new ways of thinking and operating More interaction and collaboration More interaction and collaboration Reducing duplication via consolidation of functions Reducing duplication via consolidation of functions Elimination or reduction in programs and services of marginal benefit Elimination or reduction in programs and services of marginal benefit BUT, THE ‘NEW NORMAL’

4. Streamlined internal processes Streamlined internal processes Public-private relationships Public-private relationships Shared services (intermunicipal, municipal- county; with authorities; with schools) 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 Declining or flat revenues: sales, property, income taxes; fees; state payments; federal/state grant opportunities; impact fees--EVERYTHING THE ‘NEW NORMAL

5. Assumes changed operations and structures Assumes changed operations and structures Need to clear away old assumptions to get to new ideas Need to clear away old assumptions to get to new ideas Not doing more with less but doing less with less Not doing more with less but doing less with less THE ‘NEW NORMAL’

6. THE CHALLENGE RECONCILING INCREASING DEMANDS WITH LAGGING RESOURCES

7. TODAY’S PROBLEMS ARE NOT “TEMPORARY’’ ARE NOT “TEMPORARY’’ WON’T LIKELY BE SOLVED EASILY WON’T LIKELY BE SOLVED EASILY WON’T LIKELY BE SOLVED THROUGH TRADITIONAL APPROACHES WON’T LIKELY BE SOLVED THROUGH TRADITIONAL APPROACHES

8. MUNICIPALITIES FACE THE NEED TO REALIGN SERVICE DELIVERY REALIGN SERVICE DELIVERY MAKE BETTER USE OF EXISTING TECHNOLOGY MAKE BETTER USE OF EXISTING TECHNOLOGY DEVELOP NEW TECHNOLOGIES DEVELOP NEW TECHNOLOGIES CENTRALIZE INFORMATION TECHNOLOGIES CENTRALIZE INFORMATION TECHNOLOGIES DEVELOP SHARED FACILITIES AND VENTURES DEVELOP SHARED FACILITIES AND VENTURES PERFORM SHARED SERVICE DELIVERY AND PERFORM SHARED SERVICE DELIVERY AND FIND OTHER WAYS TO IMPROVE EFFICIENCY FIND OTHER WAYS TO IMPROVE EFFICIENCY

9. TO DO THIS… THINK, PLAN, MANAGE AND ACT STRATEGICALLY THE “HOW TO” IS AVAILABLE—ABOUT 3 DOZEN ALTERNATIVE SERVICE DELIVERY OPTIONS

10. 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

11. 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 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 ACTIVELY SEEKING CITIZEN ENGAGEMENT THAT HELPS SHAPE PLANS AND EXPECTED OUTCOMES

12. AREAS RIPE FOR SHARED SERVICES INFORMATION TECHNOLOGY INFORMATION TECHNOLOGY PROVISION OF INFORMATION AND REPORTING PROVISION OF INFORMATION AND REPORTING PROCUREMENT AND FOOD SERVICE PROCUREMENT AND FOOD SERVICE FACILITIES AND REAL PROPERTY MANAGEMENT FACILITIES AND REAL PROPERTY MANAGEMENT

13. AREAS RIPE FOR SHARED SERVICES FLEET AND DISPATCH ACTIVITIES FLEET AND DISPATCH ACTIVITIES FINANCE, HUMAN RESOURCES AND ADMINISTRATION FINANCE, HUMAN RESOURCES AND ADMINISTRATION SERVICES SUCH AS PARKS AND LIBRARIES, AMONG OTHERS SERVICES SUCH AS PARKS AND LIBRARIES, AMONG OTHERS

14. LESSONS FROM PA AND NATIONAL RESEARCH BARRIERS TO USE OF ALTERNATIVE SERVICE DELIVERY TOOLS BARRIERS TO USE OF ALTERNATIVE SERVICE DELIVERY TOOLS CHARACTERISTICS OF THE SERVICE SHOULD DETERMINE THE MODE OF DELIVERY CHARACTERISTICS OF THE SERVICE SHOULD DETERMINE THE MODE OF DELIVERY

15. 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

16. LESSONS… FINDINGS ON FUNCTIONAL CONSOLIDATIONS AND EFFICIENCY— MIXED FINDINGS ON FUNCTIONAL CONSOLIDATIONS AND EFFICIENCY— MIXED EFFICIENCY VS. EFFECTIVESNESS VS. OTHER VALUES EFFICIENCY VS. EFFECTIVESNESS VS. OTHER VALUES MEASURING PERFORMANCE, BENCHMARKING, DATA-BASED REVIEWS MEASURING PERFORMANCE, BENCHMARKING, DATA-BASED REVIEWS

17. LESSONS… PRODUCTION VS. FINANCING VS. DELIVERY PRODUCTION VS. FINANCING VS. DELIVERY EXAMPLES FROM PUBLIC WORKS AND PUBLIC SAFETY EXAMPLES FROM PUBLIC WORKS AND PUBLIC SAFETY

18. BEST PRACTICES? COUNTIES WITH MUNICIPAL FUNCTIONS, LAKEWOOD PLAN, URBAN COUNTIES COUNTIES WITH MUNICIPAL FUNCTIONS, LAKEWOOD PLAN, URBAN COUNTIES MANY SHARED SERVICES MANY SHARED SERVICES SOME FUNCTIONAL CONSOLIDATIONS SOME FUNCTIONAL CONSOLIDATIONS

19. ENDINGS QUESTIONS AND COMMENTS? Contact: Bev Cigler cigler@psu.edu 717-566-5851