Municipal Budget Crunch
A Handbook for Professionals
Herausgeber: Kemp, Roger L
Municipal Budget Crunch
A Handbook for Professionals
Herausgeber: Kemp, Roger L
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This book is based on a national literature search focusing on the best practices of cities, of all sizes and geographic locations, intended to maintain public services while holding down taxes. Many public officials have great ideas, but tend to work in a vacuum, so they don't know what other cities are doing. This volume codifies knowledge in this new field for the first time. Every case study included in this book has the city's website listed. This reference work makes it easy for professionals seeking additional information on any and all budget reduction methods that seem to work somewhere.…mehr
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This book is based on a national literature search focusing on the best practices of cities, of all sizes and geographic locations, intended to maintain public services while holding down taxes. Many public officials have great ideas, but tend to work in a vacuum, so they don't know what other cities are doing. This volume codifies knowledge in this new field for the first time. Every case study included in this book has the city's website listed. This reference work makes it easy for professionals seeking additional information on any and all budget reduction methods that seem to work somewhere.
Produktdetails
- Produktdetails
- Verlag: McFarland and Company, Inc.
- Seitenzahl: 278
- Erscheinungstermin: 1. Mai 2012
- Englisch
- Abmessung: 254mm x 178mm x 15mm
- Gewicht: 529g
- ISBN-13: 9780786463749
- ISBN-10: 0786463740
- Artikelnr.: 35557592
- Verlag: McFarland and Company, Inc.
- Seitenzahl: 278
- Erscheinungstermin: 1. Mai 2012
- Englisch
- Abmessung: 254mm x 178mm x 15mm
- Gewicht: 529g
- ISBN-13: 9780786463749
- ISBN-10: 0786463740
- Artikelnr.: 35557592
Roger L. Kemp, Ph.D., ICMA-CM, has been a city manager on both the East and West coasts for more than 25 years. He is presently Distinguished Adjunct Professor of Public Administration at Golden Gate University and a Fellow of The Academy of Political Science.
Table of Contents
Acknowledgments viii
Preface
Part I. Introduction
1. The Fiscal Crisis and America's Cities
Derek Okubo
2. Balancing Budgets with Job and Service Reductions
Christopher W. Hoene and Jacqueline J. Byers
3. Prudent Options for Balancing City Budgets
Roger L. Kemp
4. Saving Money by Contracting for Public Services
Amanda M. Girth and Jocelyn M. Johnston
5. Innovative Staffing Options Help Balance Budgets
Laura Kushner
6. Evaluating the Results of Staffing Decisions Beforehand
Lisa Rund and
Alan Kemp
8. Strategies to Ensure Long-Term Fiscal Health
Jeff Schott
9. Financial Measures to Restore America's Infrastructure
Nancy Mann Jackson
Part II. Best Practices
10. Ann Arbor Uses Economic Development to Increase Its Revenues
Craig Chavez
11. Arlington and Other Cities Share Services to Reduce Costs
Monte Mercer
12. Auburn and Adjoining City Consolidate Services
Liz Chapman Mockler
13. Boca Raton Develops Long-Range Financial Plans
Linda C. Davidson
14. Chandler and Other Cities Use Volunteers to Provide Services
David Bigos
15. Charlotte and Other Cities Implement Employee Wellness Programs
Robert Barkin
16. Chicago Uses Citizen Input to Make Budget Decisions
Josh Lerner
17. Cincinnati and Other Cities Improve Public Trust in Government
Sheryl Sculley
18. Colorado Springs Uses Citizens to Evaluate Public Services
Zach Patton
19. Coral Springs and Other Cities Focus on Financial Planning
Shayne Kavanagh
20. Denver and Other Cities Use Performance Results to Make Budget
Decisions
Melanie McKinney-Gonzales
21. Des Moines and Other Cities Seek Citizen Input on Public Services
Barbara J. Cohn Berman
22. Elgin and Other Cities Use Public Managers to Address Fiscal Issues
Elizabeth Kellar
23. Eugene Uses Citizens to Improve Its Budget Process
Donald J. Borut, Melissa Germanese and William Barnes
24. Gardena's Public Manager Improves City Finances
Lynn Peisner
25. Hanover and Other Cities Implement Generic Service Reductions
Joe Casey and Shayne Kavanagh
26. Harrisburg and Other Cities Revise Their Property Tax Structure
Walter Rybeck
27. Las Vegas and Other Cities Reassess Their Basic Services
Karen Thoreson and James H. Svara
28. Lewiston and Other Cities Consider Property Tax Relief for Senior
Citizens
Douglas Rooks
29. New York Provides Special Services to Low-Income Citizens
Gordon Berlin and James Riccio
30. Peoria Uses Performance Measures to Improve Its Budget Process
Peter Christensen and Katie Gregory
31. Philadelphia and Other Cities Reconsider Their Contract Services
Russell Nichols
32. Portland Uses a New Financial Management Assessment Process
Michael Bailey, Karen Feher and Shayne Kavanagh
33. Provo Uses Employees and Citizens to Balance Its Budget
John Borget
34. Redlands Uses Citizens to Provide Public Services
John Buntin
35. Roanoke Encourages Citizens to Provide Tax Relief
Ann H. Shawver
36. Rochester and Other Cities Seek Additional Funding Sources
Kathleen Gray
37. Rockland and Other Cities Are Impacted by Senior Citizens
Jeff Clark
38. St. Paul and Other Cities Consider Flexible Scheduling to Save Money
Claudia Hoffacker
39. San Diego Uses Management and Labor to Solve Budget Problems
Jay M. Goldstone
40. San Jose Solicits Feedback on Services from Employees
Brooke A. Myhre
41. Sandy Springs and Other Cities Contract for Public Works Services
Robert Barkin
42. Savannah Uses a Budgeting for Results Process
Eva Elmer and Christopher Morrill
43. Seattle and Other Cities Implement Joint Purchasing Programs
Connie Kuranko
44. Springfield and Other Cities Reduce Their Energy Costs
John W. DeWitt
45. Walnut Creek and Other Cities Implement New Budget Processes
Shayne Kavanagh, Jon Johnson and Chris Fabian
46. Waukesha and Other Cities Reduce Health Costs for Their Aging Employees
Robert Barkin
47. West Palm Beach Provides Successful Social Service Programs
Alan Brown
48. Westminster Uses Performance Results to Improve Services
Brent McFall
49. Worcester Uses an Independent Source to Measure Service Performance
Roberta R. Schaefer
Part III. The Future
50. City Revenues, Budgets and the Future
Christopher W. Hoene
51. Financial Constraints and New Service Opportunities
William Barnes
52. Redefining the Quality of Life in Your Community
Thomas L. Miller and Shannon E. Hayden
53. The Condition of America's Infrastructure
Roger L. Kemp
54. Cities, New Technologies and Public Services
Marcel Bullinga
55. City Government Options for Public Service Innovations
Christopher Hire
56. The Financial Future of America's Cities
Roger L. Kemp
Appendices
A. Local Government Financial Terms
B. Regional Resource Directory
C. National Resource Directory
D. City Management Officials State Chapter Directory
E. Finance Officials State Chapter Directory
F. State Municipal League Directory
G. State Library Directory
About the Editors and Contributors
Index
Acknowledgments viii
Preface
Part I. Introduction
1. The Fiscal Crisis and America's Cities
Derek Okubo
2. Balancing Budgets with Job and Service Reductions
Christopher W. Hoene and Jacqueline J. Byers
3. Prudent Options for Balancing City Budgets
Roger L. Kemp
4. Saving Money by Contracting for Public Services
Amanda M. Girth and Jocelyn M. Johnston
5. Innovative Staffing Options Help Balance Budgets
Laura Kushner
6. Evaluating the Results of Staffing Decisions Beforehand
Lisa Rund and
Alan Kemp
8. Strategies to Ensure Long-Term Fiscal Health
Jeff Schott
9. Financial Measures to Restore America's Infrastructure
Nancy Mann Jackson
Part II. Best Practices
10. Ann Arbor Uses Economic Development to Increase Its Revenues
Craig Chavez
11. Arlington and Other Cities Share Services to Reduce Costs
Monte Mercer
12. Auburn and Adjoining City Consolidate Services
Liz Chapman Mockler
13. Boca Raton Develops Long-Range Financial Plans
Linda C. Davidson
14. Chandler and Other Cities Use Volunteers to Provide Services
David Bigos
15. Charlotte and Other Cities Implement Employee Wellness Programs
Robert Barkin
16. Chicago Uses Citizen Input to Make Budget Decisions
Josh Lerner
17. Cincinnati and Other Cities Improve Public Trust in Government
Sheryl Sculley
18. Colorado Springs Uses Citizens to Evaluate Public Services
Zach Patton
19. Coral Springs and Other Cities Focus on Financial Planning
Shayne Kavanagh
20. Denver and Other Cities Use Performance Results to Make Budget
Decisions
Melanie McKinney-Gonzales
21. Des Moines and Other Cities Seek Citizen Input on Public Services
Barbara J. Cohn Berman
22. Elgin and Other Cities Use Public Managers to Address Fiscal Issues
Elizabeth Kellar
23. Eugene Uses Citizens to Improve Its Budget Process
Donald J. Borut, Melissa Germanese and William Barnes
24. Gardena's Public Manager Improves City Finances
Lynn Peisner
25. Hanover and Other Cities Implement Generic Service Reductions
Joe Casey and Shayne Kavanagh
26. Harrisburg and Other Cities Revise Their Property Tax Structure
Walter Rybeck
27. Las Vegas and Other Cities Reassess Their Basic Services
Karen Thoreson and James H. Svara
28. Lewiston and Other Cities Consider Property Tax Relief for Senior
Citizens
Douglas Rooks
29. New York Provides Special Services to Low-Income Citizens
Gordon Berlin and James Riccio
30. Peoria Uses Performance Measures to Improve Its Budget Process
Peter Christensen and Katie Gregory
31. Philadelphia and Other Cities Reconsider Their Contract Services
Russell Nichols
32. Portland Uses a New Financial Management Assessment Process
Michael Bailey, Karen Feher and Shayne Kavanagh
33. Provo Uses Employees and Citizens to Balance Its Budget
John Borget
34. Redlands Uses Citizens to Provide Public Services
John Buntin
35. Roanoke Encourages Citizens to Provide Tax Relief
Ann H. Shawver
36. Rochester and Other Cities Seek Additional Funding Sources
Kathleen Gray
37. Rockland and Other Cities Are Impacted by Senior Citizens
Jeff Clark
38. St. Paul and Other Cities Consider Flexible Scheduling to Save Money
Claudia Hoffacker
39. San Diego Uses Management and Labor to Solve Budget Problems
Jay M. Goldstone
40. San Jose Solicits Feedback on Services from Employees
Brooke A. Myhre
41. Sandy Springs and Other Cities Contract for Public Works Services
Robert Barkin
42. Savannah Uses a Budgeting for Results Process
Eva Elmer and Christopher Morrill
43. Seattle and Other Cities Implement Joint Purchasing Programs
Connie Kuranko
44. Springfield and Other Cities Reduce Their Energy Costs
John W. DeWitt
45. Walnut Creek and Other Cities Implement New Budget Processes
Shayne Kavanagh, Jon Johnson and Chris Fabian
46. Waukesha and Other Cities Reduce Health Costs for Their Aging Employees
Robert Barkin
47. West Palm Beach Provides Successful Social Service Programs
Alan Brown
48. Westminster Uses Performance Results to Improve Services
Brent McFall
49. Worcester Uses an Independent Source to Measure Service Performance
Roberta R. Schaefer
Part III. The Future
50. City Revenues, Budgets and the Future
Christopher W. Hoene
51. Financial Constraints and New Service Opportunities
William Barnes
52. Redefining the Quality of Life in Your Community
Thomas L. Miller and Shannon E. Hayden
53. The Condition of America's Infrastructure
Roger L. Kemp
54. Cities, New Technologies and Public Services
Marcel Bullinga
55. City Government Options for Public Service Innovations
Christopher Hire
56. The Financial Future of America's Cities
Roger L. Kemp
Appendices
A. Local Government Financial Terms
B. Regional Resource Directory
C. National Resource Directory
D. City Management Officials State Chapter Directory
E. Finance Officials State Chapter Directory
F. State Municipal League Directory
G. State Library Directory
About the Editors and Contributors
Index
Table of Contents
Acknowledgments viii
Preface
Part I. Introduction
1. The Fiscal Crisis and America's Cities
Derek Okubo
2. Balancing Budgets with Job and Service Reductions
Christopher W. Hoene and Jacqueline J. Byers
3. Prudent Options for Balancing City Budgets
Roger L. Kemp
4. Saving Money by Contracting for Public Services
Amanda M. Girth and Jocelyn M. Johnston
5. Innovative Staffing Options Help Balance Budgets
Laura Kushner
6. Evaluating the Results of Staffing Decisions Beforehand
Lisa Rund and
Alan Kemp
8. Strategies to Ensure Long-Term Fiscal Health
Jeff Schott
9. Financial Measures to Restore America's Infrastructure
Nancy Mann Jackson
Part II. Best Practices
10. Ann Arbor Uses Economic Development to Increase Its Revenues
Craig Chavez
11. Arlington and Other Cities Share Services to Reduce Costs
Monte Mercer
12. Auburn and Adjoining City Consolidate Services
Liz Chapman Mockler
13. Boca Raton Develops Long-Range Financial Plans
Linda C. Davidson
14. Chandler and Other Cities Use Volunteers to Provide Services
David Bigos
15. Charlotte and Other Cities Implement Employee Wellness Programs
Robert Barkin
16. Chicago Uses Citizen Input to Make Budget Decisions
Josh Lerner
17. Cincinnati and Other Cities Improve Public Trust in Government
Sheryl Sculley
18. Colorado Springs Uses Citizens to Evaluate Public Services
Zach Patton
19. Coral Springs and Other Cities Focus on Financial Planning
Shayne Kavanagh
20. Denver and Other Cities Use Performance Results to Make Budget
Decisions
Melanie McKinney-Gonzales
21. Des Moines and Other Cities Seek Citizen Input on Public Services
Barbara J. Cohn Berman
22. Elgin and Other Cities Use Public Managers to Address Fiscal Issues
Elizabeth Kellar
23. Eugene Uses Citizens to Improve Its Budget Process
Donald J. Borut, Melissa Germanese and William Barnes
24. Gardena's Public Manager Improves City Finances
Lynn Peisner
25. Hanover and Other Cities Implement Generic Service Reductions
Joe Casey and Shayne Kavanagh
26. Harrisburg and Other Cities Revise Their Property Tax Structure
Walter Rybeck
27. Las Vegas and Other Cities Reassess Their Basic Services
Karen Thoreson and James H. Svara
28. Lewiston and Other Cities Consider Property Tax Relief for Senior
Citizens
Douglas Rooks
29. New York Provides Special Services to Low-Income Citizens
Gordon Berlin and James Riccio
30. Peoria Uses Performance Measures to Improve Its Budget Process
Peter Christensen and Katie Gregory
31. Philadelphia and Other Cities Reconsider Their Contract Services
Russell Nichols
32. Portland Uses a New Financial Management Assessment Process
Michael Bailey, Karen Feher and Shayne Kavanagh
33. Provo Uses Employees and Citizens to Balance Its Budget
John Borget
34. Redlands Uses Citizens to Provide Public Services
John Buntin
35. Roanoke Encourages Citizens to Provide Tax Relief
Ann H. Shawver
36. Rochester and Other Cities Seek Additional Funding Sources
Kathleen Gray
37. Rockland and Other Cities Are Impacted by Senior Citizens
Jeff Clark
38. St. Paul and Other Cities Consider Flexible Scheduling to Save Money
Claudia Hoffacker
39. San Diego Uses Management and Labor to Solve Budget Problems
Jay M. Goldstone
40. San Jose Solicits Feedback on Services from Employees
Brooke A. Myhre
41. Sandy Springs and Other Cities Contract for Public Works Services
Robert Barkin
42. Savannah Uses a Budgeting for Results Process
Eva Elmer and Christopher Morrill
43. Seattle and Other Cities Implement Joint Purchasing Programs
Connie Kuranko
44. Springfield and Other Cities Reduce Their Energy Costs
John W. DeWitt
45. Walnut Creek and Other Cities Implement New Budget Processes
Shayne Kavanagh, Jon Johnson and Chris Fabian
46. Waukesha and Other Cities Reduce Health Costs for Their Aging Employees
Robert Barkin
47. West Palm Beach Provides Successful Social Service Programs
Alan Brown
48. Westminster Uses Performance Results to Improve Services
Brent McFall
49. Worcester Uses an Independent Source to Measure Service Performance
Roberta R. Schaefer
Part III. The Future
50. City Revenues, Budgets and the Future
Christopher W. Hoene
51. Financial Constraints and New Service Opportunities
William Barnes
52. Redefining the Quality of Life in Your Community
Thomas L. Miller and Shannon E. Hayden
53. The Condition of America's Infrastructure
Roger L. Kemp
54. Cities, New Technologies and Public Services
Marcel Bullinga
55. City Government Options for Public Service Innovations
Christopher Hire
56. The Financial Future of America's Cities
Roger L. Kemp
Appendices
A. Local Government Financial Terms
B. Regional Resource Directory
C. National Resource Directory
D. City Management Officials State Chapter Directory
E. Finance Officials State Chapter Directory
F. State Municipal League Directory
G. State Library Directory
About the Editors and Contributors
Index
Acknowledgments viii
Preface
Part I. Introduction
1. The Fiscal Crisis and America's Cities
Derek Okubo
2. Balancing Budgets with Job and Service Reductions
Christopher W. Hoene and Jacqueline J. Byers
3. Prudent Options for Balancing City Budgets
Roger L. Kemp
4. Saving Money by Contracting for Public Services
Amanda M. Girth and Jocelyn M. Johnston
5. Innovative Staffing Options Help Balance Budgets
Laura Kushner
6. Evaluating the Results of Staffing Decisions Beforehand
Lisa Rund and
Alan Kemp
8. Strategies to Ensure Long-Term Fiscal Health
Jeff Schott
9. Financial Measures to Restore America's Infrastructure
Nancy Mann Jackson
Part II. Best Practices
10. Ann Arbor Uses Economic Development to Increase Its Revenues
Craig Chavez
11. Arlington and Other Cities Share Services to Reduce Costs
Monte Mercer
12. Auburn and Adjoining City Consolidate Services
Liz Chapman Mockler
13. Boca Raton Develops Long-Range Financial Plans
Linda C. Davidson
14. Chandler and Other Cities Use Volunteers to Provide Services
David Bigos
15. Charlotte and Other Cities Implement Employee Wellness Programs
Robert Barkin
16. Chicago Uses Citizen Input to Make Budget Decisions
Josh Lerner
17. Cincinnati and Other Cities Improve Public Trust in Government
Sheryl Sculley
18. Colorado Springs Uses Citizens to Evaluate Public Services
Zach Patton
19. Coral Springs and Other Cities Focus on Financial Planning
Shayne Kavanagh
20. Denver and Other Cities Use Performance Results to Make Budget
Decisions
Melanie McKinney-Gonzales
21. Des Moines and Other Cities Seek Citizen Input on Public Services
Barbara J. Cohn Berman
22. Elgin and Other Cities Use Public Managers to Address Fiscal Issues
Elizabeth Kellar
23. Eugene Uses Citizens to Improve Its Budget Process
Donald J. Borut, Melissa Germanese and William Barnes
24. Gardena's Public Manager Improves City Finances
Lynn Peisner
25. Hanover and Other Cities Implement Generic Service Reductions
Joe Casey and Shayne Kavanagh
26. Harrisburg and Other Cities Revise Their Property Tax Structure
Walter Rybeck
27. Las Vegas and Other Cities Reassess Their Basic Services
Karen Thoreson and James H. Svara
28. Lewiston and Other Cities Consider Property Tax Relief for Senior
Citizens
Douglas Rooks
29. New York Provides Special Services to Low-Income Citizens
Gordon Berlin and James Riccio
30. Peoria Uses Performance Measures to Improve Its Budget Process
Peter Christensen and Katie Gregory
31. Philadelphia and Other Cities Reconsider Their Contract Services
Russell Nichols
32. Portland Uses a New Financial Management Assessment Process
Michael Bailey, Karen Feher and Shayne Kavanagh
33. Provo Uses Employees and Citizens to Balance Its Budget
John Borget
34. Redlands Uses Citizens to Provide Public Services
John Buntin
35. Roanoke Encourages Citizens to Provide Tax Relief
Ann H. Shawver
36. Rochester and Other Cities Seek Additional Funding Sources
Kathleen Gray
37. Rockland and Other Cities Are Impacted by Senior Citizens
Jeff Clark
38. St. Paul and Other Cities Consider Flexible Scheduling to Save Money
Claudia Hoffacker
39. San Diego Uses Management and Labor to Solve Budget Problems
Jay M. Goldstone
40. San Jose Solicits Feedback on Services from Employees
Brooke A. Myhre
41. Sandy Springs and Other Cities Contract for Public Works Services
Robert Barkin
42. Savannah Uses a Budgeting for Results Process
Eva Elmer and Christopher Morrill
43. Seattle and Other Cities Implement Joint Purchasing Programs
Connie Kuranko
44. Springfield and Other Cities Reduce Their Energy Costs
John W. DeWitt
45. Walnut Creek and Other Cities Implement New Budget Processes
Shayne Kavanagh, Jon Johnson and Chris Fabian
46. Waukesha and Other Cities Reduce Health Costs for Their Aging Employees
Robert Barkin
47. West Palm Beach Provides Successful Social Service Programs
Alan Brown
48. Westminster Uses Performance Results to Improve Services
Brent McFall
49. Worcester Uses an Independent Source to Measure Service Performance
Roberta R. Schaefer
Part III. The Future
50. City Revenues, Budgets and the Future
Christopher W. Hoene
51. Financial Constraints and New Service Opportunities
William Barnes
52. Redefining the Quality of Life in Your Community
Thomas L. Miller and Shannon E. Hayden
53. The Condition of America's Infrastructure
Roger L. Kemp
54. Cities, New Technologies and Public Services
Marcel Bullinga
55. City Government Options for Public Service Innovations
Christopher Hire
56. The Financial Future of America's Cities
Roger L. Kemp
Appendices
A. Local Government Financial Terms
B. Regional Resource Directory
C. National Resource Directory
D. City Management Officials State Chapter Directory
E. Finance Officials State Chapter Directory
F. State Municipal League Directory
G. State Library Directory
About the Editors and Contributors
Index