PA 450
Terms
undefined, object
copy deck
-
10 Significant Trends
1 - Population shifts to the suburbs and to the western and southern regions of the country in the 1970-1980s
-
10 Significant Trends
2 - Consolidation of local government occurs
-
10 Significant Trends
3 - Increase in the workforce of state and local governments from 1950-present
-
10 Significant Trends
4 - Aging of populations; greater demand for workers to support social security
-
10 Significant Trends
5 - 1990s brings a massive wave of legal and illegal immigration
-
10 Significant Trends
6 - Shift from strong mayor to manager council structure in local governments
-
10 Significant Trends
7 - Entry-level jobs develop outside of the central cities while welfare to work laws create a spatial mismatch problem. Despite this, welfare rolls drop by 50% from 1996 to 2000
-
10 Significant Trends
8 - Gentrification and public-private ventures
-
10 Significant Trends
9 - Privatization and reinventing government (emphasizes performance measures, benchmarks, and a customer-orientation toward taxpayers)
-
10 Significant Trends
10 - Increase in gaming to enhance revenues partly for education because of tax revolts
- Colorado State Auditors Model
- ⬢Dealing with political resistance-design compromises into the contract, delay to a better time of year
-
CSA’s 9 Decision Factors for Service Contracting
1 - Market Strength- the commercial characteristics of the service or activity that may make the private sector more or less interested in providing it.
-
CSA’s 9 Decision Factors for Service Contracting
2 - Political Resistance- that amount of opposition to a change in the provider of a service or activity, as demonstrated by current recipients/beneficiaries, elected officials, citizens, or other interest groups (ex. Unions)
-
CSA’s 9 Decision Factors for Service Contracting
3 - Service Quality- the expected impact that contracting out will have on the effectiveness, timeliness, and other quality characteristics of the service or activity
-
CSA’s 9 Decision Factors for Service Contracting
4 - Impact on Public Employees
-
CSA’s 9 Decision Factors for Service Contracting
5 - Legal Barriers-the effect that any laws, statutes, or ordinances may have on a decision to contract out
-
CSA’s 9 Decision Factors for Service Contracting
6 - Risk- the degree to which contracting out exposes the government to additional hazards, including legal and/or financial exposure, service disruption, corruption, and other factors
-
CSA’s 9 Decision Factors for Service Contracting
7 - Resources- the efficient and effective use of government assets, including in-house or private sector advantages in terms of professional expertise, facilities or equipment, time constraints, and revenue or expenditure restrictions
-
CSA’s 9 Decision Factors for Service Contracting
8 - Control- the government’s ability to exercise ultimate control over the service
-
CSA’s 9 Decision Factors for Service Contracting
9 - Cost Efficiency- the expected cost of contracting out for a service, assuming no change in quantity or quality
- City of Cincinnati’s Model cost comparison methodology
- Computing the Costs of Contract Service Delivery- Contract price, contract admin. costs, one time conversion costs, revenue, disposal of assets, local income tax
- Pros for Contracting Out
-
1. Harnesses competitive forces
2. Takes advantage of specialized skills
3. Promotes minority entrepreneurs
4. All tasks are essentially similar
5. Emphasizes entrepreneurship - Cons for Contracting Out
-
1. Promotes corrupt practices
2. Costs in layoffs, wages, UE
3.job losses in minority community
4. public tasks are different/harder
5. Encourages insider deals (honest graft) - Examples of Privatization
- 5. Solid waste collection
- GAO top 1
- Political Champion- privatization can best be introduced/sustained when P leader C it
- GAO second
- Implementation Structure- gov’t leader need to establish a structure
-
GAO bottom
1 - Legislative & resource changes- gov’t may need to enact Lchanges & reduce resources
-
GAO bottom
2 - Reliable Cost Data- to support decisions & assess overall performance
-
GAO bottom
3 - Strategies for workforce transition- need strategies to manage workforce
-
GAO bottom
4 - Monitoring and oversight- MO needed to protect gov’t interests
-
Seven criterion for taxes
1 - 1.Revenue Productivity: Does the tax provide enough revenue? Will it work long-term?
-
Seven criterion for taxes
2 - 2.Neutrality: Taxes should not distort people’s decisions to work, save, etc. the broader the tax, the less likely the distortion.
-
Seven criterion for taxes
3 -
3.Equity: Vertical Equity- deals with ability to pay
Horizontal Equity- deals with equals being treated equally. -
Seven criterion for taxes
4 - 4.Tax Exporting: An increasing number of local governments are adopting sales taxes because a sizable portion is shifted to commuters.
-
Seven criterion for taxes
5 - 5.Investment/Economic Growth: A tax structure should relate to a jurisdiction’s competitiveness regionally, nationally, and internationally.
-
Seven criterion for taxes
6 - 6.Administrative Feasibility/Cost: A tax should be easy to collect and inexpensive to administer.
-
Seven criterion for taxes
7 - 7.Taxpayer Compliance Costs: A tax system should be relatively easy to understand.