Memphis Mayor A C Wharton has an ambitious agenda that he laid out during his campaign, but the goal he set recently surpasses all of them for its audaciousness: To make Memphis one of the country’s best-run cities.
That is of course why he supports consolidation to correct the broken business models of both Memphis and Shelby County Governments, two governments which he has seen up and close and personal as the mayor for both. In addition, he is launching a “Strategic Business Assessment” process whose ambitious goal is to retool and reengineer city government from top to bottom.
It couldn’t come at a better time. This year’s budget hearings were challenging, but they are kid’s stuff compared to what awaits city government next year if it does nothing to shake things up. Hopefully, the Tennessee Supreme Court will soon rule in favor of the Memphis City Council on whether city government is required to continue the funding for Memphis City Schools that was widely considered as discretionary for decades by everyone in city and county governments.
If the court says city government will be required to fund city schools, the hurdle for City of Memphis is substantially higher, but even if the court rules in favor of logic and fairness and says city government is not legally required to fund schools, City of Memphis will face tough sledding ahead.
Perfect Storm
With property taxes as the largest source of city revenues, any negative shift can be devastating, and right now, there a lot more than one.
There are high commercial vacancy rates, the epidemic of foreclosures has left 60,000 vacant houses (doubling in eight years), median household income has been flat since 1990; poverty is climbing, especially among children; an average of three middle class families and five college-educated 25-34 year-olds leave Memphis every day; and about $25 million in city taxes is waived in tax freezes to business.
To top it off, the Ponzi scheme that is city annexation policy is collapsing as the expected riches from new taxpayers are unable to backfill the increased costs of an urban core that is less dense, making costs there more expensive.
The convergence of these trends was already under way but the recession super-charged them. Developing the city budget in the midst of the current economy is like changing a tire on a car going 70 miles per hour (or at least finding a way to change tires without spending $1 million a year on it as it did in one of the questionable contracts Mayor Wharton inherited from the Herenton Administration).
Principled Plans
As the work of Mayor Wharton’s BRAC-inspired task force begins its work, there are several principles that should guide it:
There are no sacred cows. Every part of city government should be under the microscope regardless of political considerations and political support.
* City government is not a jobs program. Ultimate loyalty is to taxpayers who pay the bills. City Council members who act as if their responsibility is to keep any city jobs from being cut have misplaced priorities.
* City government doesn’t have to do it all. It should focus on its core business and consider new ways to deliver it better and cheaper. This means that managed competition, right-sizing and outsourcing have to be on the table as options for the future.
* Strategic planning must move from an afterthought to a necessity. Planning in city government is haphazard, and better planning must be institutionalized and mandatory so there is a game plan for administrators and Council members as they set priorities for city funding.
* Data and measurements are absolutely critical to make judgments about what’s working and what’s not. The Wharton Administration’s plan to establish a set of Citistat-like data needs to be at the top of the to-do list.
Making the Right Things the Right Things
While we don’t blindly subscribe to the principle that government needs to act more like business, one thing is inarguable: In the marketplace, consumers are king, creating pressure to improve services and lower costs. It’s a dynamic missing from the public sector but Mayor Wharton said a top aim for the task force is to find ways to increase productivity and improve customer service.
The heart of the problem is that government rewards spending, not results, and more prestige and higher pay largely come with a growing empire. To compound the problem, budget systems track spending, not results. Without a fully loaded cost of the service, there’s no way to make a realistic comparison of internal costs to outside options. Of course, the nature of the beast – a monopoly – does little to restrain costs, because old methods, redtape and technology abound.
It seems to us that progress starts with technology. Everything that can be done at a counter in City Hall should be available online. Every service and function in city government should look for ways that technology can be imbedded to cut costs. City government should adopt a self-service attitude, looking for ways to allow citizens to conduct their transactions when they want to, not just when city offices are open. The opportunity to consolidate a variety of citizen services and support them with web-based self-help tools and self-reporting of problems is dramatic, and it’s encouraging that Kerry Hayes in the mayor’s office has made this a passion of his.
It is no secret that the City of Memphis website is a mess (of course, it looks state-of-the-art compared to the dismal Shelby County website), presenting citizens with a confusing and bureaucratic maze that in its digital form replicates the one found in the real world.
Targets
The five broad areas for city management analysis are:
* Financial Management: Rigorous is the watchword from contingency planning so that City Council has exhaustive information in front of it when it makes its decisions on budgets and the impact of those decisions.
* Human Resources: Professional training for workers, transparent personnel systems and programs to identify and unleash agents of change inside city government
* Information Technology: Information management provides for involvement of departments and offers opportunities to eliminate turf wars.
* Capital Management: Sophisticated capital planning processes need serious five to seven-year plans, backed with data to inform the public.
* Managing for Results: Vision and core values that are communicated and inculcated throughout the entire culture of city government. It’s also about getting citizen input and involvement. It’s about taking pride in innovation and improvement.
In the end, how city government does things matter as much as what it does. And that is exactly why the task force created by Mayor Wharton is the right idea at the right time for City of Memphis. Only the future of city government hangs in the balance.
Good content, Tom. Your font went haywire in a couple of places as viewed on my machine, IE8 with all the standard web fonts, I think.
Wintermute:
Thanks for pointing that out. We can’t figure out why we can’t use bullets without that happening. We’ve got it fixed.
I truly hope the Strategic Business Assessment process is able to create real change. Not just a plan for change. This change will have to be driven by people who are willing to put their necks out (and some may get their heads chopped off). The Mayor will be asking citizens to trust him (something we don’t do easily, even with Mayor Wharton) that the future can and will be brighter and more efficient. Jobs will likely be lost, services will be different,and some folks may ending up paying more than they do now.
To use a very simple metaphor, our ship is sinking fast. Either we plug the holes and get rid of some of the excess weight, or we’re doomed. For far too long we’ve been trying to save the ship one cupful of water at a time. Tough choices will have to be made as to what stays and what goes. There’s no way to please everyone.
Any “rightsizing” must be done in the context of a comprehensive strategic plan. Otherwise, not only is our ship sinking, but we don’t even know where we’re going once we fix things.
It’s no longer enough to continue to fund programs that are not showing strong results. As Michael Bloomberg said, “In God we trust. Everyone else bring data.” If City Hall can’t show the citizens of Memphis that their tax dollars are producing positive results, then they have not been good stewards of our money.
Mayor Wharton is a great leader, but one man alone cannot create the giant change necessary to get city government functioning well. The Strategic Business Assessment process is a great opportunity for new leaders to rise up. As I said, the folks taking on the rightsizing will need to be pretty darn brave. Leading through change is no picnic in the park. It is my hope, though, that Mayor Wharton will support the group and make every resource available to them. Our ship is sinking, and our Dixie cup won’t save it.
Gwyn:
Thanks. We wish we had said it that well.
Well said Gwyn.
I would welcome a study of city project turn over rates. How quickly do our projects get executed compared to peer cities or top cities in the U.S? If we’re lagging then where are the bottlenecks or nodes? Who will have the courage to eliminate them?
What are the costs of Memphis projects compared to other cities? What percentage of the projects go over budget? Why? Can we create a system where citizens can help prioritize projects rather than project needing a political representative to get it done?
Mayor Wharton getting city contracts online is a positive step in the right direction.
Mayor Wharton’s stated goals and initiatives are definitely a sign for hope. However, running with the monopoly comparison, such organizations have a poor track record when it comes to right-sizing or reinventing themselves. A more thorough turnover on the city council might supply the necessary fuel to really get this fire going seeing as so much of the budget process is in the hands of the council members.
Who is on the task force?