By Christine Andrysiak & David Asker
Given the current state of the economy, local governments are feeling the pressure of significantly reduced budgets. We’ve seen cuts as high as 30 percent in the past few years. It’s become clear that the current economy can no longer support the existing local governmental infrastructure.
Many communities have concluded that conducting business as usual is not an option, and a fundamental change is needed in order to survive and thrive. These communities are taking a holistic look at their entire organization and streamlining operations to create a leaner governmental structure.
Start With a Strategic Operational Review
This type of review involves strategically analyzing your operating practices to identify opportunity for cost reduction and efficiency gains.
The main objectives are to:
- Review overall department structure, supervisor and staffing levels, department scheduling, and overtime policies;
- Assess the efficiency and effectiveness of operations to eliminate redundancy within and between departments;
- Identify specific areas and operations where cost reductions and/or organizational structure changes are possible; and
- Develop a plan and a corresponding implementation strategy to guide the organization in achieving the outcomes of the assessment.
Methods of data collection often include staff surveys and in-person interviews with department heads and their staff. Where appropriate, benchmarking data is also utilized.
Hot Button Issues
Operations reviews often reveal opportunities for cost reduction and efficiency gains that can be challenging to implement. While staffing reductions may be a component of operational reviews, it’s important to remember these suggestions are strategic reductions rather than across-the-board cuts, and that they sometimes go hand-in-hand with recommendations for technology improvements. For example, a city may determine that it can become more efficient by limiting the number of clerical staff and purchasing an updated enterprise resource planning system instead.
Another hot-button issue is consolidation. If financial challenges are so great that dramatic changes will be necessary in order to continue delivery of key services, a recommendation toward consolidation or shared services may be in order. See the sidebar on dispatch consolidation for examples of communities who have elected to go this route.
Christine Andrysiak is a consulting manager at Plante & Moran. You may reach her at
248-223-3330 or [email protected].
David Asker is vice president at CRESA, Plante & Moran’s real estate division. You may reach him at 248-223-3413 or [email protected].