CHARLES H.

LEVINE
Presented by Pitri Rahayu

Prologue Fiscal Stress and Service Delivery Alternatives Community-based Crime Prevention Group The Promise of Coproduction conclusion

The great taxpayers revolt of 1978 Californias Proposition 13 During the late 1960s and throughout the 1970s

Fiscal stress is an overlay on the anti-government/ bureaucracy framework that conditions the relationship between citizenship and public administration Dua masalah pokok administrasi publik: 1. Bagaimana sebuah pemerintah dapat membangun dukungan untuk perpajakan membiayai pelayanan publik ketika WN tidak mempercayai pemerintah untuk menghasilkan pelayanan yang layak? 2. Dan, bagaimana pemerintah dapat menyediakan pelayanan yang layak jika WN tidak mau membayarnya melalui mekanisme kolektif seperti perpajakan?

Privatizing SD

Devolving service responsibility

Intergovernmentalizing SD arrangements

Alternative methods

Deprofession alizing bureaucracies

Improving operating productivity

A.

Privatizing service delivery 1. Contracting with a private for-profit firm 2. Franchising services to a private firm 3. Vouchers 4. User fees and charges to ration demand for services 5. Shedding service responsibility to a private firm or non-profit organization Intergovernmentalizing service delivery arrangements 1. Shedding services to another unit of government or authority 2. Sharing service responsibility 3. Sharing functions like data processing, planning, and communications Improving operating productivity 1. Methods to monitor performance 2. Methods to maximize output per dollar 3. Methods to improve financial decision making 4. Methods to track costs 5. Methods to monitor and manage contract

B.

C.

D.

Deprofessionalizing bureaucracies 1. Civilianizing sworn personnel 2. Using volunteers and paraprofessionals 3. Using reserves and auxiliaries Devolving service responsibility 1. Neighborhood organization of service delivery 2. Self-help 3. Coproduction 4. Public/private partnerships to solve community problems

E.

Alternative SD arrangement
1) Professionalized bureaucracy 2) Privatized SD 3) Intergovernmentali zed SD arrangements

Dominant Strategy
Specialization Contracting out/user fees Shedding and sharing service responsibility

Citizen Role
Client Consumer Client

4) Improved operating Maximization of productivity output

5) Deprofessionalized bureaucracies

Client

Use of Marginal employee paraprofessionals/civil anization

6) Devolved service responsibility

Coproduction

Coproducer

Communities always have been concerned about crime. Where effective law enforcement was not developed, citizens have always found ways of apprehending criminals and preventing crime. Citizen activity in modern law enforcement includes activities which can be performed by individuals or groups with or without the assistance or knowledge of the police. In 1980s, these activities has become a very important deterrent to criminal activities.

Causes Reporting inconvenient; takes too much time; dont want to bother police; difficulties with police
Fear of involvement

Solutions Simplify reporting; pamphlets on what to report; limit work hours; support from police, positive attitude
Anonymous reporting

No official recognition; no support Awards, media coverage, ID cards; from police, neighborhood, faster response time by police; members, other organizations community involvement Novelty wears off; lost interest; dont think important; nothing to do Other activities; other affiliations; increased responsibilities; show successes

Its not my job; thats what police are for

Offer tax credits for participation

Causes Loss of community pride; apathy; not important; not seen as effective; no sense of security

Solutions Develop community support; sense of community, neighborhood unity; contact members frequently; show success; support of and by policy Include other issues; redevelop goals
Seek contributions; decrease amount of work by each member; environmental changes

Boredom; loss interest

Members do not have time, money for gas, phones, access, etc.

Not well organized; internal conflict; negative purpose

Other affiliations; simplify activities; develop multipupose, non-crime sctivity

Three questions immediately arise about the feasibility of the coproduction concept:

First, how generalizable is this example to other services that are not so central to citizens lives or so crisis prone? Second, what are the equity considerations that likely will arise from such administrative reforms? Third, how does a narrow citizen-based, serviceproviding group promote the development of such attributes of citizenship as trust in government, citizen efficacy, and a concern for the common good?

Generalizability
The crucial point about the coproduction concept is that it highlights a different understanding of urban service delivery, and of productivity improvement, from that incorporated in the dominant model [i.e. public administrators produce services, citizens consume them]. Here, the assumption is not that government officials perform for citizens, and therefore bear total responsibility for productivity improvements of lack thereof; rather, the emphasis is upon service delivery as a joint venture, involving both citizens and government agents. (Sharp argument)

Equity
Wealthier, better-educated, or nonminority citizens may be more willing to engage in coproduction activities. To the extent that coproduction raises the quality of services received, it may exacerbate gaps between the advantaged and disadvantaged classes. Rosentraub and Sharp Observation) Decentralization will soon be followed by disparities inpractices among the numerous small units, brought on by differences in human financial resources, that will engender demands for central intervention to restore equality and balance and concerted action. (herbert kaufman)

Bridges to citizenship
At the minimum, such a bridge needs three stands: innovation, participation, and loyalty.

Those who believe that citizenship, civic virtue, and public service should be an important part of our national culture should be distressed that these features of democracy have come to be regarded as mere myths in a policy that increasingly rewards narrow self-interest. For those who wish a more communitarian arrangement of their civic life, coproduction promises a beginning that can be built upon, once working with public employee and with neighbors become habitual and an integral part of everyday life. For the public administrator, the lessons are clear: the strategy of coproduction promises to be a powerful tool for resolving fiscal stress and an auspicious start on the road to restoring the trust and support of citizens for their public institutions.