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Public Sector Optimization: Civic finances are in a quandary. Surveys of city finance directors indicate that eight out of 10 American cities were unable to meet their financial needs in 2003. Driven by marked cost increases in health care, pensions, and infrastructure and significant decreases in state aid and tax revenue, spending grew faster than revenue by more than 3 percent. In previous eras, government might have been insulated from similar economic and demographic shifts. No more. Now there are severe resource limitations to contend with. At the same time, customer service expectations and security threats are rising while the workforce undergoes a major transition. Governments are reacting to current realities in many ways. Budget cuts and layoffs are commonplace. So, too, increased user fees and the elimination of non-essential government services. None of these options is attractive. Fortunately there is another way.
Proven Methods, Experienced People
Problem: The citizens of Corpus Christi, TX, never knew who to call when they spotted a pothole to report or a water main in need of repair. Making a report involved wading through the telephone book to locate the right number to call. Responding to the report was even more complicated for city employees who were dealing with a a mélange of index cards, paper files, and stand-alone computer systems. Solution: The City’s new customer call center is a one-stop shop for customer inquiries, work order status reports, and new work requests for all departments. Call center representatives can track customer contact histories, report the status of ongoing work, and create new work requests for the departments. Working with EMA, the city implemented first-call resolution, providing one number that citizens call for answers. Web-based technology, extensive workforce training, and management restructuring make it possible Result: Higher customer satisfaction. Lower cost of doing business Public service organizations everywhere are feeling the same pressure. Are your big problems among the most common issues listed here
Using a comprehensive, long-term approach to fiscal realities, your organization can manage the situation in a positive, forward-thinking manner. By improving productivity through optimization of technology, the organization, and its business practices, you can deliver maximum value (Figure 1).
Hundreds of public agencies have relied on EMA to help improve operating performance via implementation of high-productivity management strategies, work practices, and technology improvements (Figure 2). Our goal is to help you develop and implement sound, cost-effective business strategies that are supported by performance-based metrics while work practices, organizational alignment and integrated technology solutions provide structure and direction for you and your workforce. Working together, we produce customer-focused results. Proven Methods, Experienced People In-depth knowledge and our approach to sharing that knowledge is what makes EMA a valuable resource for the public sector. By combining real know-how with a thorough understanding of analysis and implementation methods, proven business process models, best work practices, and subject matter expertise, we can help your organization operate as efficiently as possible Experienced practice consultants will help simplify your decisions, departments, and processes, stretching available funds along the way. By helping improve service delivery, managing assets more effectively, and making prudent technology investments, EMA can improve your bottom line. We’ll help you with:
In Akron, OH, the city is moving toward a comprehensive approach to the big problems. It began by implementing a public utility competitive action program. Eleven quick wins in field operations yielded $250,000. Another 42 recommendations at the plant level produced $7.8 million in savings. Staff requirements were halved without a reduction in service levels, yet Akron is the only major Ohio city that has not laid off workers in recent years. The total savings now exceeds $13 million and the process is being expanded to encompass all of city government. Akron residents see the improvements every day. City streets are now cleared within 20 hours after a major snowfall, down from 48 hours at the same cost. Improved city streets used to be swept once every eight weeks. Today, the city sweeps all streets twice every eight weeks. The results are clear:
By implementing best practices and new technology, developing a flexible workforce, and streamlining work practices, public service organizations are reinventing themselves. The first step is a opportunity assessment to determine your organization’s current status in order to calculate the potential for improvement. Contact us to learn more.
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