Professional Documents
Culture Documents
LEVINE
Presented by Pitri Rahayu
Prologue Fiscal Stress and Service Delivery Alternatives Community-based Crime Prevention Group The Promise of Coproduction conclusion
The great taxpayers revolt of 1978 Californias Proposition 13 During the late 1960s and throughout the 1970s
Fiscal stress is an overlay on the anti-government/ bureaucracy framework that conditions the relationship between citizenship and public administration Dua masalah pokok administrasi publik: 1. Bagaimana sebuah pemerintah dapat membangun dukungan untuk perpajakan membiayai pelayanan publik ketika WN tidak mempercayai pemerintah untuk menghasilkan pelayanan yang layak? 2. Dan, bagaimana pemerintah dapat menyediakan pelayanan yang layak jika WN tidak mau membayarnya melalui mekanisme kolektif seperti perpajakan?
Privatizing SD
Intergovernmentalizing SD arrangements
Alternative methods
Privatizing SD
Intergovernmentalizing SD arrangements
Deprofessionalizing bureaucracies
A.
Privatizing service delivery 1. Contracting with a private for-profit firm 2. Franchising services to a private firm 3. Vouchers 4. User fees and charges to ration demand for services 5. Shedding service responsibility to a private firm or non-profit organization Intergovernmentalizing service delivery arrangements 1. Shedding services to another unit of government or authority 2. Sharing service responsibility 3. Sharing functions like data processing, planning, and communications Improving operating productivity 1. Methods to monitor performance 2. Methods to maximize output per dollar 3. Methods to improve financial decision making 4. Methods to track costs 5. Methods to monitor and manage contract
B.
C.
Deprofessionalizing bureaucracies 1. Civilianizing sworn personnel 2. Using volunteers and paraprofessionals 3. Using reserves and auxiliaries Devolving service responsibility 1. Neighborhood organization of service delivery 2. Self-help 3. Coproduction 4. Public/private partnerships to solve community problems
E.
Alternative SD arrangement
1) Professionalized bureaucracy 2) Privatized SD 3) Intergovernmentali zed SD arrangements
Dominant Strategy
Specialization Contracting out/user fees Shedding and sharing service responsibility
Citizen Role
Client Consumer Client
Client
Coproduction
Coproducer
Causes Reporting inconvenient; takes too much time; dont want to bother police; difficulties with police
Fear of involvement
Solutions Simplify reporting; pamphlets on what to report; limit work hours; support from police, positive attitude
Anonymous reporting
No official recognition; no support Awards, media coverage, ID cards; from police, neighborhood, faster response time by police; members, other organizations community involvement Novelty wears off; lost interest; dont think important; nothing to do Other activities; other affiliations; increased responsibilities; show successes
Causes Loss of community pride; apathy; not important; not seen as effective; no sense of security
Solutions Develop community support; sense of community, neighborhood unity; contact members frequently; show success; support of and by policy Include other issues; redevelop goals
Seek contributions; decrease amount of work by each member; environmental changes
First
how generalizable is this example to other services 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 in government, citizen efficacy, and a concern for the common good?
The 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. public administrators 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)
Wealthier, 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 the advantaged and disadvantaged classes.
Generalizability
Equity
At the minimum, such a bridge needs three stands: inovation, participation, and loyalty.
Bridges to citizenship
The 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. public administrators 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)
Wealthier, 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 the advantaged 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)
At the minimum, such a bridge needs three stands: innovation, participation, and loyalty.