To meet the demands on City government brought about by diminishing revenue and increased costs of labor, services and supplies, to the extent possible, by increasing efficiency in City Government.
To involve business, finance and industry leaders in the process and obtain the expertise of the community.
A. To conduct a detailed review of the method of operation of each City department and office, to:
Identify methods to increase efficiency and/or production.
Identify methods of operations which can reduce the cost of providing services to citizens.
B. Identify new methods and techniques in private business that might be appropriately used in City Government.
C. Identify, recruit and involve in the review process community-minded citizens who are currently in and/or retired from similar occupations/positions in private business.
D. To forestall increased costs to citizens, to the extent possible.
E. To identify and eliminate procedures or methods of operation in government which result in unnecessary waste and/or expenditures.
F. To identify and eliminate regulatory ordinances, codes and procedures which by their restrictive nature, result in greater cost to the community and private enterprise the benefit to the community.
III. PROCESS
A. Operational Review—the operations of government as a whole and in each department/office will be reviewed by a thorough analysis of:
1. The current allocation of resources to include:
Manpower
Equipment
Supplies
Budget
2. The current workload of the department and/or demand for services.
3. The anticipated workload of the department and/or demand for services.
The current methods/techniques used by the department to provide the services. The “How it’s Done” methods will be reviewed:
How workers are distributed (crews, etc)
What different crews are assigned.
How work is scheduled.
What work has priorities.
How priorities are assigned.
What the restrictions are in doing the work.
5. Known increases in costs.
6. Cost of providing specific functions within the department.
Similar operations in the public and private sector will be reviewed
to identify:
Similarities in operations
Differences in operations
Similarities in needs/demands
Differences in needs/demands
Similarities in resources
Differences in resources
Transferable and non-transferable methods/techniques
B. Resource Development—upon conclusion of the operational review, a report shall be made which will include:
1. Alternative and/or most appropriate allocation of resources which may reflect a change or no change to the current resource allocation:
Manpower
Equipment
Supplies
Budget
2. Appropriate performance levels for the department.
3. Alternative and/or most appropriate methods/techniques used by the department in providing the required services (which may or may not reflect a change in current methods/techniques).
4. Review as to whether or not contracting for services with private industries is more appropriate.
C. Regulatory Ordinance and Procedure Review
1. Regulatory city codes, ordinances and procedures which impact substantially on the cost of goods, services, and products regulated, but not provided directly by the City, will be reviewed for the:
Purpose of the ordinance, code, or procedure
Benefit of the ordinance, code, or procedure to the consumer
Cost of the ordinance, code, or procedure to the consumer
2. The cost and the benefits of the regulatory code, ordinance, and/or procedures will be compared to determine, which results in:
Cost to the community exceeds the benefit to the community
Benefit to the community equals or exceeds the cost to the community
3. Recommendations will be developed for alternate regulatory ordinances, codes, and/or procedures when cost exceeds benefit.
IV. COMMUNITY INVOLVEMENT
A. Functional Task Forces
Community-minded citizens desiring to assist the City Manager in the operational review and resource development will function through (P.F.R.G.) Task Force. Individuals will be assigned to specific committees based on their particular area of expertise and experience.
Four (4) reviews will be conducted in areas as follows:
1. Services which will include such functions as:
Sanitation collection
Recreation activities
Senior citizens programs
Vector control
Library services
Transportation
Tourism & events
Equipment Maintenance
Building Repairs and Maintenance
2. Construction and Maintenance which will include such functions as:
City Planning
Engineering
Inspection and Codes Enforcement
Water lines
Sewer lines
Streets
Ditch and canal maintenance
Storm Drainage construction
Park maintenance
Right-of-way maintenance
Traffic controls
Lakes maintenance
3. Administration and Finance (City’s Audit and Finance Committee) which will include such functions as:
Information Technology
Billing and collection of funds (w/meter reading)
Payroll
Accounts payable and disbursements
Purchasing
Human Resources/Personnel
Reports and records
Municipal court
Revenue investments
Retirement Programs
4. Operations which will include such functions as:
Water production
Liquid Waste treatment
Landfill operations
Cemetery operations and maintenance
Airport operations and maintenance
Animal control
Public health/safety
In addition to its membership, each Task Force will have a Chairman and a Vice Chairman, both of whom shall serve on the P.F.R.G. General Steering Committee.
An individual could serve on more than one Task Force Committee should there be a personal desire and the circumstances warrant.
B. Steering Committee—the P.F.R.G. Steering Committee shall be comprised of the chairman and vice-chairman of each task force.
C. Roles and Relationships
1. The Charter of the City of McAlester prescribes that the City Manager shall be responsible for the administration of the offices and departments of City Government. The City Manager desires to make sure that City Government is operating the most effective way and desires to use the expertise and experience of community-minded citizens who are willing to share their knowledge with the departments and offices of the City. Thus, review of operations envisioned herein shall then be made by his/her office with the assistance of community minded citizens.
2. The City Charter provision, which prohibits the City Council from becoming involved in administrative matters, precludes the Council from direct involvement in the operational review included herein. Policy recommendations and/or reports which are appropriate for Council action will be forwarded for Council consideration by the City Manager’s office.
3. Task Forces will make recommendations and/or prepare reports in the function area which they review.
4. Task Forces shall make recommendations through the Steering Committee to the City Manager.
5. Since City operations are intertwined and many departments depend on one another, the Steering Committee shall integrate Task Force recommendations into one workable document/report.
6. Committee and Task Force research work shall be conducted in such a manner as to have a minimum disruptive effect on daily department operations.
7. Individual members of the Task Forces shall not work independently with department personnel, but instead in the Task Force as a whole.
The exception to this will be the research volunteer who will be gathering information for the Task Force according to a pre-determined work schedule.
8. Individual improvements which are appropriate for implementation may be initiated either during the course of the review and/or upon completion of the report.
V. CITY EMPLOYEE INVOLVEMENT
City employees, department heads, and division directors will play an extensive and important role in the Partnership for Responsible Government program.
A. Division Directors shall serve as ex officio members of the Task Forces related to their area of responsibility.
B. All employees will be encouraged to submit suggestions and/or recommendations for improvements during the course of Partnership for Responsible Government. Suggestions will be reviewed by the City Manager, Task Forces, and Steering Committee employees submitting suggestions which are implemented and result in cost savings and/or greater production will be recognized. This recognition will vary depending on the value of the suggestion, with the person receiving the highest recognition receiving one week’s additional vacation.