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More Efficient Local Governments

Guest Citizens Civic Renewal
Guest Citizens Civic Renewal
in Ohio Politics

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Improved local government efficiency is a recurring topic throughout the United States.  These improvements can be looked upon at many levels.  One level that makes perfect sense here in Hamilton County is the fire service delivery system.  There is an extremely large amount of redundancy in the fire service delivery system in Hamilton County.  Fire service is a great opportunity for improved efficiency.

 

In a recent study, Management Partners, a local professional consulting firm that provides a variety of services to governmental organizations throughout North America, found that “while catastrophic and specialized emergency operations are well planned at the County and regional level, day-to-day operations of each fire department have evolved independently of each other over that past decades as our cities, villages and townships have grown, without any overall consideration.”  Look at this comparison table of fire service in Hamilton County, Ohio and Fairfax County, Virginia:

 

                Population Served Square Miles        Number of Stations

 

Hamilton Co., Ohio       822,596               407                    100

Fairfax Co., Virginia      1,077,000               395                    37

 

It is possible to protect the public with fewer fire stations and equipment.  Improved efficiency can happen.  Some jurisdictions are already combining fire departments in Hamilton County to eliminate this redundancy.  Currently there are four, including Loveland-Symmes, Madeira-Indian Hill, Deer Park-Silverton, and the Little Miami Joint Fire and Rescue District.  Not only would this improve the efficiency, but it can lead to potential cost savings as well.  Here is a map illustrating Hamilton County’s overlapping fire service:

 

Page 39 of this document:  http://www.hamiltoncountyohio.gov/hcrpc/partner/gcep/pdf/PROJECT_REPORT_GCEP_Phase_1_071214.pdf

 

What are your thoughts on the topic?

 

I think this a good topic.  For example, the parks and recreations departments could easily be merged.

Citizens for Civic Renewal is a Cincinnati based non-profit organization.

 

Quick history - CCR was founded on the belief that an informed and active citizenry is the key component of a healthy democracy. From its inception, CCR was designed to be an organization to amplify the voice of the people on vital community issues. In 1994, about 600 people met at the Seasongood Forum on Diversity and Governance and developed a recommendation “to form an alliance for civic renewal.” After consulting with the National Civic League, a group of citizen activists drafted regulations and announced the creation of CCR.

 

Since the actual press release announcing the birth of CCR in fall of 1996, CCR has been heavily involved with every aspect of the community. In the fall of 1997, CCR endorsed Issue 6, allowing the City Manager to hire police & fire chiefs, rather than civil service procedures. By the spring of 1998, CCR was supporting the decision by the I-71 Oversight Committee and OKI to move ahead on light rail. Also in that same year, CCR published the top-10 CCR priorities for Regional Capital Projects, in response to a business priority list issued in April 1997. By April of 1999, CCR had 200 plus members. In the fall of 2002, these members supported Issue 2, a bond issue for CPS building program; Issue 7, sales tax for SORTA; Issue 6, sales tax for Butler County Regional Transit Authority; and opposed Issue 8, partial repeal of Fair Elections Amendment.

 

Co-Sponsorship Actions:

Over the years, CCR’s members have been involved with various co-sponsored activities and events. CCR has as seat on the Board of OKI’s Regional Council of Governments, and were invited to be on the Board of the Metropolitan Growth Alliance. In the fall of 2000, CCR facilitated Cincinnati Metropatterns (the Myron Orfield study) with grant money from the Regional Initiatives Fund of the GCF. In September 2001, the Cincinnati Metropatterns report was issued.

 

Please visit http://www.citizenscivicrenewal.org/ for some more information.

 

Thanks for the welcoming remarks.

we are interested in having an open discussion and participation regarding local gov't efficiency - this is a great topic that local jurisdictions should be thinking about

 

  Why are fire trucks white? To make them more visible at night. Some jurisdictions still use red, and you might find a yellow one.

 

  Glendale paints their fire trucks BLACK. Why? because they want to be different.

 

  Getting jurisdictions to work together is a tough sell.

^I understand what you're saying, but that is a terrible example.  I have seen many instances where there is a regional fire department that operates on a unified basis, but still pays tribute to each unique community that would like to have different looking fire trucks for instance.  This happens quite often in uni-govs where the entire county is controlled through one jurisdiction, but essentially has neighborhood breakdowns.

 

Essentially what it all boils down to isn't something like the paint color, but the overlap/unnecessary services (i.e. back office operations).  You also don't need multiple department heads when the work could be done by one.  Local governments could operate much more efficiently in that regard, but in others, it is almost the governments responsibility to slow things down and be a safety check in the whole process of things.

Ohio has over 600 local governments, which is the fourth highest number in the nation, if I recall correctly from my Poli Sci class.  That is a source of inefficiency.  The best efforts so far have been combining school districts.

 

Accountability is lacking in the governments that are appointed members, like metroparks for example.  Metroparks boards are appointed by the county probate judge.  Probate?

 

Accountability is especially lacking in the Port Authorities and it has led to the appearance of conflicts of interest (in Cleveland).  Port Authorities are leveraging their influence into projects that have nothing to do with ports or transportation.  If there is economic development to be done, it should be done by local governments or the governor's Ohio Department of Development.  I advocate ending port authorities in Ohio.  It would likely take a constitutional amendment.

 

  Why are fire trucks white? To make them more visible at night. Some jurisdictions still use red, and you might find a yellow one.

 

  Glendale paints their fire trucks BLACK. Why? because they want to be different.

 

  Getting jurisdictions to work together is a tough sell.

 

Why do firemen wear red suspenders?

 

... Ooooops. I think I meant that for the Bad Joke thread.

I agree with Uncle Rando - one way to keep the fire departments unique is different forms of branding (i.e. village logos, etc.) - and still combining into regional fire departments.  The redundancy of having two fire departments within four blocks of each other when all feasibility studies show that they could improve efficiency (and save money!) by collaborating is unnecessary.  This is just one example of how/why local governments can become more efficient.

Another issue with the fragmentation of police/fire is the confusion over who is to respond.  This can result in slower response times and overall poorer customer service for things like reported quality of life issues.  These can fall through the cracks and it's not a sexy project to work on.

 

I had reported that my car was vandalized (dent kicked in the side) and I was right on the Green Twp/Cincinnati border.  I was transfered back and forth between both departments who didn't seem to want to take care of my issue.

^ A house one block outside of Niles, Ohio burned completely while the Niles Fire Department stood and watched.  The Niles FD claimed that the did not know the township fire department had not been called.  The house was less than half a mile from the township fire department.  Could have walked there.

Well there is something called "Best Practices" in the business world.  I would imagine there is something akin to that in government.  From looking at well run city governments vs poor ones you see how concerned a well run city government is to provide services and provide cost savings to its citizens.  The good governments are quite proactive. 

 

I think a lot of the fire/police issues could probably be handled by better county government structures.  Otherwise, I have no care if various cities/townships/villages want to merge their fire departments to save money and be more efficient.

Speaking of government reform and structure - how has the charter government in Summit County worked?

 

The fire districts stuff drives me crazy.  We also bitch and moan in Cincinnati that we don't have enough money to fund transit but its because we spend all our local revenue on duplication of services!  Just imagine if we used the money for those extra fire trucks on buses and the capital dollars from all those extra fire stations on light rail.  It seems we have made our decision - stubborn civic pride and double coverage in fire and the worst transit system in the nation for a region of our size.

Cincinnati, like Cleveland, has suffered staggering losses in population over the years. Our cities are still structured as if there were 750K+ residents and hence we still have the "amenities" of that of a large city. Really these amenities are nothing more than cost suckers that make for great political posturing. Of course it makes sense to make fire deployment more efficient by closing stations, but local leaders will never entertain the false notion of compromising the safety of their citizens by doing so.

Another issue with the fragmentation of police/fire is the confusion over who is to respond. This can result in slower response times and overall poorer customer service for things like reported quality of life issues. These can fall through the cracks and it's not a sexy project to work on.

 

I had reported that my car was vandalized (dent kicked in the side) and I was right on the Green Twp/Cincinnati border. I was transfered back and forth between both departments who didn't seem to want to take care of my issue.

 

I had a similar problem between Fairfax/Mariemont/Cincinnati. I got into an argument with the woman on the phone and ended up screaming at her because she was obsessed with knowing EXACTLY where I was. She wanted me to walk down Columbia Parkway and find a mile marker. I said ARE YOU SERIOUS?

It's perpetually hard for government to become more efficient because there is no competition, and therefore no incentive. If company A becomes bloated, inefficient and spends twice per unit as company B, company A's prices will (likely) increase, or profits will decrease, and customers will purchase from whoever is perceived as the best.

 

In government, there is only government A. It's not like we can decide we don't like the way the Mayor A runs things so we will send our taxes to a Mayor B in town because we'll get more bang for our buck. True, we can vote out the people in power, but we then elect someone new based on their promises, we still have one person in charge at a time.

 

What's the solution? One extreme answer is to open most levels of government to competition with the private sector with vouchers.

 

In government, there is only government A. It's not like we can decide we don't like the way the Mayor A runs things so we will send our taxes to a Mayor B in town because we'll get more bang for our buck. True, we can vote out the people in power, but we then elect someone new based on their promises, we still have one person in charge at a time.

 

http://en.wikipedia.org/wiki/Tiebout_model

^

The Teibout model could be a good argument against merged governments.

 

One extreme answer is to open most levels of government to competition with the private sector with vouchers.

 

The reinventing government movement of a few years back talked to competetion as a means to efficiency.  A famous example was garbage pickup in Phoenix.  Phoenix divided the city into zones, and outsourced all but one zone, keeping that zone in-house as a benchmark and as an insurance that the city wouldnt be at the mercy of the waste disposal companies colluding on bids or underbidding and trying to get well on contract modifications if they went 100% private.

 

So it was a smart way of outsourcing. 

 

Whether one can do this with police and fire, not sure.  Maybe more with police as you could outsource to something like Blackwater (well, maybe not them, but some private security service)

 

 

I don't think mercenaries is the right way to go for our police force. 

 

Privitizing police is a horrible idea in my mind.

^

I dont think that has ever been tried.  Nearly all the privatization/outsourcing stuff Ive read stopped short of that.  I think it would be the extreme example of outsourcing.

 

 

Privatize the Cincinnati Recreation Commission.

Local governments can be successfully privatized at their creation and only for certain sectors.  Most city departments could be contracted out with the exception of things like Public Safety (police, fire, ems), City Clerk, and obviously elected officials.

 

But things like sanitation, building departments, planning & zoning, public works, and others can and have been effectively privatized elsewhere.  With things like Public Safety and a couple others it is in the best interests of the taxpayers to eliminate duplicate/unnecessary functions.  In Cincinnati the best example we have is the Cincinnati/Hamilton County Public Library system.  I can assure you that a private force would not be able to match the level of service that they give the citizens of HamCo.  Could you imagine if this level of service were replicated for police and fire across the entire county?

Privatization seems much less important than consolidation.  Why have a Cincinnati park system and a hamilton county park system?

It's ridiculous to make privatization the goal. The goal needs to be efficiency and effectiveness. Privatization is one possible means to that end. But sometimes privatization is incredibly wasteful, and sometimes the public sector can find a better way.

^You said it best. Privatization is not the end. Efficient and expedient is. Privatization is only 1 means to that end. Consolidation is another.

 

The private companies can be used as a model. They are constantly evaluating their efficiencies and forcing their employers to work smarter and use less resources. In this regard, governments can certainly take a page from their book.

I agree, but in most cases public operations are not willing to consolidate and share resources like a private company would be able to do within itself.  With this said, you would need one company doing the work for an area (if you don't want to go the unigov route) or have several companies working together.  In the end they accomplish the same thing by doing the ever popular more with less.

 

Just because it's private does not necessarily mean it is more efficient by that measure alone.  It is how they operate/function that makes it more efficient through economies of scale.  Right now a big killer for local governments is the retirement plans that just keep draining the resources of non-profit (even barely self-sustaining) public entity.  Privatization would mean the elimination of much of that burden and place it onto a private (for-profit) company that is much more able to deal with it.

What is everybody's thoughts on the GCEP (Government Cooperation and Efficiency Project) that began last year?  A list of projects and an explanation can be found at http://www.hamiltoncountyohio.gov/hcrpc/partner/gcep/pdf/sharedServicesProjects.pdf

 

I think this is a step in the right direction in dealing with local jurisdictional collaboration.  Savings of $1.5 million is substantial and can be used for many other needed things.  As merger options arise, such as the Mariemont/Little Miami Joint Fire & Rescue District, these jurisdictions can find proof that money is being saved, and things such as level of service (and others) are not compromised, but as good as, if not better, than before.

^There isn't much information in that PDF.  Do you have more information on that program with more specific information?

One thing that I find very interesting is that the communities who would seemingly have the most to gain, from this partnership, are not participating members.  What gives Delhi, Norwood, St. Bernard, Golf Manor, Amberly Village, Woodlawn, and Lincoln Heights?

 

HamCoPlanningPartnershipMap.jpg

Completely agree.  I believe this would become highly successful if all jurisdictions would participate.  I really like the guiding principles behind GCEP and I believe it is already saving money and improving efficiency locally. 

 

Guiding Principles

- Highly functional services should not be degraded through service consolidation simply for the purpose of providing lower cost services.

- Services should not be combined to the detriment of local control or home rule just to make life easier for individual organizations or special interests.

- Service mergers should not form mega-departments for the benefit of the administrator (i.e., salary, power); service mergers should be primarily for the benefit of participating communities and their residents.

  • 3 weeks later...

    Merging fire departments with neighboring communities in "low call volume" communities such as Mariemont and Little Miami should be done.  When there are two different Fire departments within a mile or two apart, it is much more cost efficient to make this merger.  If it saves money and service can be maintained to the same level for the community then why not?

Speaking of merging depatments, there have been several NKY police departments merge or attempting to merge in the last few years.  I believe this trend is a must and will help the working people and provide better/safer streets.

  • 2 weeks later...

we are interested in having an open discussion and participation regarding local gov't efficiency - this is a great topic that local jurisdictions should be thinking about.

 

Combine city and county health districts. 

 

  • 3 weeks later...

Speaking of merging health districts

 

Hearing about health services

County to offer Norwood plan

By Steve Kemme

 

City officials and an anticipated large crowd of Norwood residents will listen to a presentation tonight from representatives of Hamilton County Public Health about what services it would provide for Norwood if the city decides to abolish its health department and contract with the county.

 

The meeting of Norwood's Committee of the Whole, which includes all council members, will take place at 7:30 p.m. today at City Hall, 4645 Montgomery Rd.  Residents will have a chance to ask questions and offer comments, said Councilman John Mumper, committee chairman.  No decisions will be made at tonight's meeting.

 

Read full article here:

http://news.cincinnati.com/apps/pbcs.dll/article?AID=/AB/20080925/NEWS01/809250323/

  • 4 weeks later...

whoops!

Economy Bad = More Local Government Collaboration

 

State grants would let communities share costs, effort

Some local municipalities consider pooling resources

Business Courier of Cincinnati - by Laura Baverman

 

Bob Harrison, city manager of Wyoming, has brought 15 northern Hamilton County municipalities together to study the idea of operating one large fire district.  As the cost of running a municipality rises, small communities like Mariemont and Wyoming are looking at ways to share expenses with their neighbors.

 

“The county is struggling. The state is looking at cutting the budget. Municipalities just don’t have the revenue where they are, and people don’t want to be taxed any more,” said Bob Harrison, Wyoming’s city manager.

 

Read full article here:

http://cincinnati.bizjournals.com/cincinnati/stories/2008/10/20/story5.html

Deja vu!

State grants would let communities share costs, effort

Some local municipalities consider pooling resources

Business Courier of Cincinnati - by Laura Baverman

 

As the cost of running a municipality rises, small communities like Mariemont and Wyoming are looking at ways to share expenses with their neighbors.

 

“The county is struggling. The state is looking at cutting the budget. Municipalities just don’t have the revenue where they are, and people don’t want to be taxed any more,” said Bob Harrison, Wyoming’s city manager.

 

He has brought 15 northern Hamilton County municipalities together to study the possibility of operating one large fire district. The contingent has applied for a new state grant to fund work by a consultant.

 

Read full article here:

http://cincinnati.bizjournals.com/cincinnati/stories/2008/10/20/story5.html

  • 2 weeks later...

Sadly, this sounds like one local government jumping ship and leaving MSD with the bill.

 

Loveland pulls out of MSD contract

By Jeanne Houck • [email protected] • October 30, 2008

 

The city of Loveland has decided to pull out of the Metropolitan Sewer District of Greater Cincinnati, which is predicting a 40 percent rate hike over the next three years.  Loveland agreed in 1985 to allow Hamilton County to operate the city-owned Polk Run Sewer Plant under the auspices of the county's Metropolitan Sewer District.

 

City officials now believe they can operate the plant better and more cheaply - thus saving residents money on their rates - especially since the Metropolitan Sewer District is facing huge costs to comply with environmental standards. A spokesperson for Hamilton County could not be reached for comment.

 

Read full article here:

http://communitypress.cincinnati.com/apps/pbcs.dll/article?AID=/C2/20081030/NEWS01/810300317/

  • 3 weeks later...

whoops ... again

Maybe loveland can share their cherry pickers....

 

LIEUTENANT GOVERNOR FISHER ANNOUNCES LOCAL GOVERNMENT SERVICES

AND REGIONAL COLLABORATION PROGRAM GRANTS

 

For Immediate Release

October 28, 2008

 

Columbus—Finding new and exciting ways for our regions and cities to collaborate is part of Ohio’s Economic Development Promise.  Lieutenant Governor Lee Fisher today announced that 15 communities will receive a total of $1 million through the Local Government Services and Regional Collaboration Grant Program.

 

This new program encourages local governments to explore collaboration on endeavors such as brownfield redevelopment; equipment sharing; and the standardization of building, fire, and zoning codes.  The program is administered by the Department’s Office of Housing and Community Partnerships.

 

“Collaboration and cooperation among local governments is essential to provide the best services to Ohio’s citizens and businesses,” said Lt. Governor Fisher, who also serves as Director of the Ohio Department of Development.  “This program will help entities plan and invest in strengthening regional economies, lower operating costs, and provide high quality services for a more prosperous Ohio.”

 

The program was established in the current biennium budget through an amendment sponsored by State. Rep Larry Flowers (R-Canal Winchester).  “I am pleased that the state, through the Administration and legislature, has established these grants to allow local governments to review the way they provide services,” said Rep. Flowers. “I am optimistic that new efficiencies will come out of these studies.”

 

The program provides grants to local governments such as counties, cities, and villages, interested in working together to provide services to citizens.  This new initiative is included in the Ohio Department of Development’s Ohio, Home of Innovation & Opportunity Strategic Plan as part of the Department’s mission to invest in our regional assets.

 

Lt. Governor Fisher acknowledged that all eligible applications submitted were worthy, but noted that the program budget of $1 million limited the number of awards. The 15 communities receiving Local Government Services and Regional Collaboration Grant Program awards include:

 

Ashland County will receive an $80,000 grant to conduct a study to estimate the implementation and maintenance costs of providing a collaborative high-speed Internet service for Ashland County, its municipalities, villages, and townships.  The Internet service will increase opportunities for economic development, provide more efficient emergency management, and better access to public services such as county Web sites and Geographic Information Systems.

 

The Village of Carrollton (Carroll County) will receive a $75,000 grant to conduct a feasibility study that will assess the potential for cooperation of Geographic Information Systems (GIS) services.  The study will research, identify, evaluate, and make recommendations for end-user needs, GIS software, GPS units, personnel requirements, project costs, and project implementation plans.

 

The City of Cincinnati (Hamilton County) will receive a $63,350 grant to complete a feasibility study to identify opportunities for sharing the operation and maintenance of heavy vehicle equipment among participating jurisdictions within Hamilton County.  Mutual aid sharing and the creation of a stand-alone organization that would own and lease the vehicle material will be studied.

 

The City of Cleveland (Cuyahoga County) will receive a $38,751 grant to study regional collaboration on energy efficiency through Smart Metering.  Smart Metering uses utility meters that allow users to see and record consumption and cost in real-time.

 

The City of Columbus (Franklin County) will receive a $50,000 grant to study the feasibility of developing an Airport Development Corporation.  The Airport Development Corporation would execute the economic development and real estate strategies of the Airport Economic Development District.  The Corporation would also leverage and advance the existing aviation industry cluster located in and around Port Columbus International Airport.

 

The Village of Genoa (Ottawa County) will receive a $42,000 grant to perform a feasibility study to examine impacts of the formation of a Joint Law Enforcement District.  Currently, multiple smaller districts in the Western Ottawa County area duplicate policing efforts that can be consolidated.

 

Hamilton County will receive a $59,725 grant to complete a feasibility study that will focus on how consolidation can bring uniformity to the substance and process of code enforcement.  The study will highlight differences in local law and include building, property maintenance, zoning, and fire codes.

 

Henry County will receive an $80,000 grant to conduct a feasibility study that will provide detailed estimates of cost for the provision of water and sewer services in various communities of Henry County.  The study will provide an implementation plan for the recommended alternatives including financial, political, geographic, legal, logistical, and other relevant issues.

 

Huron County will receive an $80,000 grant to conduct an economic impact study that will estimate the value of airport construction and operations.  The economic value of startups and technology transfers associated with the NASA Plum Brook Reactor Facility and the proposed industrial park will also be examined.

 

Lorain County will receive an $80,000 grant to conduct a storm water management study that will investigate the options and feasibility of alternatives to the existing fragmented approach by individual governments to address flood control issues.  The goal is to implement a storm water management plan that will save local governments money, promote regional collaboration and cooperation, and enhance compliance with Ohio laws and EPA regulations for water quality.

 

The City of Marietta (Washington County) will receive a $70,000 grant to conduct a study to examine the feasibility of implementing a Rural Resource Alliance.  The Alliance would consist of a regional circuit rider, technical consultant pool, capacity building assistance, and advanced technology services.  The components would allow local governments to share resources and expertise, thus increasing the effectiveness of local government services and leveraging additional resources for communities.

 

Montgomery County will receive an $80,000 grant to conduct a study for the creation of a multi-county collaborative that will invest in state and local resources for projects that advance the Dayton region’s strategic economic advantages, foster expansion of start-up firms, and attract firms interested in the region’s supply chain assets.

 

The City of Parma (Cuyahoga County) will receive a $41,174 grant to perform a feasibility study to consolidate several municipal emergency medical services into one dispatch facility.  The study will include an implementation plan that will delineate specific aspects of operating a regional center.

 

Ross County will receive an $80,000 grant to complete an analysis to determine the feasibility of implementing and maintaining an integrated financial management and payroll software package for interested county auditors.

 

The City of Youngstown (Mahoning County) will receive an $80,000 grant to conduct a feasibility study that will establish a regional urban economic development and brownfield revitalization plan.  The study will establish a strategy to create a sustainable revenue stream for the eight incorporated communities along the Mahoning River corridor through economic development, enhanced public recreational amenities, and conservation measures.

 

The Ohio Department of Development's Community Development Division administers a variety of state- and federally funded programs that benefit Ohio individuals and families. The Community Development Division coordinates its programs to form a comprehensive strategy to build stronger, healthier communities throughout the state.

 

Working with our partners across business, state and local governments, academia, and the non-profit sector, the Ohio Department of Development works to attract, create, grow, and retain businesses through competitive incentives and targeted investments. Engaged every day in marketing, innovating, investing, and collaborating, the Ohio Department of Development works at the speed of business to accelerate and support the teamwork that is absolutely necessary for success by providing financial, informational, and technical assistance to those making an investment in Ohio’s future.

 

# # #

 

Media contacts:  Eileen Turner at 614.728.6674 or

the Communications & Marketing Office at 614.466.2609

 

http://development.ohio.gov/newsroom/releases/press.htm?id=1534

 

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