Citizenship and Service Delivery-edit-edit

8/3/2019 Citizenship and Service Delivery-edit-edit

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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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