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Local Government, the New Normal, and Benchmarking

Local Government, the New Normal, and Benchmarking. The View from Miami-Dade County. April 24, 2014 Ray A. Scher Assistant Director, Office of Management and Budget. 1. Managing for a Diverse Community. 2.5 million residents

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Local Government, the New Normal, and Benchmarking

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  1. Local Government, the New Normal,and Benchmarking The View from Miami-Dade County April 24, 2014 Ray A. Scher Assistant Director, Office of Management and Budget 1

  2. Managing for a Diverse Community • 2.5 million residents • Diverse (61% Hispanic, 18% non-Hispanic White, 18% Black and 3% Other) • Approximately 50% Foreign Born 2

  3. Managing for a Diverse Government • Strong Mayor / 13 District County Commissioners • Two-Tier Form of Government • 55.5% residents live in cities (including Miami and Miami Beach) • 44.5% live in Unincorporated Area. • Many County Services: Many Disparate Customers 3

  4. Recent Budget Picture…

  5. Recent Workforce Picture…

  6. Catalyst for Change… • Last few years - considerable transition: • Employee health insurance and retirement contributions + other pay cuts (~ 8% to 25%) • Downsizing of workforce • Additional pressure to save $s with little or no service impact • Managing with FACTUAL DATA(and using benchmarking!) 6

  7. Examples of Miami-Dade County’s Use of Comparative Analysis (a.k.a. Benchmarking) • Example 1: Solid Waste Transfer • Example 2: Animal Services • Example 3: IT Procurement 7

  8. Example 1: Solid Waste Transfer • Challenge: Lower the cost of transporting solid waste to disposal facilities in the County • Methodology: Lean Six Sigma / DMAIC (including comparative analysis with Palm Beach) 8

  9. Example 1: Solid Waste Transfer (continued) • Solution: Lower Tare Weights of Trucks and On Board Truck Scales for Greater Consistency 9

  10. Example 1: Solid Waste Transfer (continued) • Results: Pilot Project showing savings of over $350k annually 10

  11. Example 2: Animal Services • Challenge: Lower the overall cost • Methodology: Plan-Do-Check-Act (including comparative analysis with other jurisdictions) 11

  12. Example 2: Animal Services (continued) • Solution: included Comparative Research (benchmarking survey): • 8 jurisdictions including 5 in Florida • Obtained information about successful practices in licensing, customer service and enforcement • Also visited Broward County’s Animal Care and Regulation Division for more detailed information about its animal licensing process 12

  13. Example 2: Animal Services (continued) • Results: • 5 of 8 jurisdictions outsource data entry of rabies certificate information submitted by veterinarians • Several jurisdictions don’t respond to all stray calls; only aggressive or contained animals • Evaluation of different work schedules; (3 of 8 jurisdictions use 4x10s) • Revised tag/rabies citations procedure: hybrid with grace period for compliance 13

  14. Example 3: IT Procurement • Challenge: Improve the process and lower the cost • Methodology: Plan-Do-Check-Act (including comparative analysis with other jurisdictions) 14

  15. Example 3: IT Procurement (continued) • Solution: included Comparative Research (benchmarking survey): • MDC plus 5 other large counties in Florida • Obtained information regarding general IT demographics and purchasing related practices 15

  16. Example 3: IT Procurement (continued) • Results: 16

  17. Lessons Learned • Comparative analysis is often a beginning or means to an end, and not the end (result) itself • When selecting benchmarking partners, consider factors/differences but best to be open minded: Large vs. Small Govt, City vs. County, Public vs. Private Sector, etc. • There are always doubters/naysayers that will not support comparative analysis • Comparative Analysis (Benchmarking) is an important and useful tool in the New Normal 17

  18. The End • (Questions and Answers?)

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