The Tragedy of the Commons

Transcription

1 S1

2 The Tragedy of the Commons S2

3 The Tragedy of the Commons

4 The Tragedy of Local Government?

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6 Why This Framework? Makes finance everyone s business Everyone is involved in using resources, everyone needs to be involved in solidifying them Goes beyond the numbers Accounting records don t tell the whole story Based on more accurate models of behavior Compatible with findings in behavioral sciences It works! Demonstrated by real governments, experimental evidence, and mother nature!

7 S7 What Does the Framework Include? 6 Leadership Strategies Local government leaders cannot order people to behave in a way that promotes financial health. Instead, leaders must inspire pride, loyalty, and enthusiasm so that followers will want to support a strong financial foundation for the local government 8 Institutional Design Principles The rules of the game for local government for a strong financial future. They provide the context in which the leadership strategies operate. They also provide for continuity of good financial practices through changes in leadership.

8 S8 Strong Reciprocity Reciprocity is the practice of exchanging with others for mutual benefit. Two features to consider: People cooperate as long as others do too People are willing to punish others for taking advantage of the system, even at a cost

9 Financial Sustainability Long-Term Vision Trust & Open Communication Collective Decision-Making Set the Rules Treat People Fairly

10 Pillar #1 - Establish a long-term vision: Give people a reason to cooperate. S10 Promote Collaboration. The only thing better than an inspiring vision is an inspiring shared vision. Turn stakeholders into co-creators as you define the long-term vision. Balance Long-Term Goals with Short-Term Needs. Seek balance in all things. Advocate for both the big picture and day-to-day needs.

11 Convince Stakeholders of the Benefit of Working Together Over the Long-Term Experimenter Multiplies the Contribution Contribute Money to a Common Pool Money is redistributed evenly

12 Convince Stakeholders of the Benefit of Working Together Over the Long-Term No multiplier! The below-average contributor gains Contribute Money to a Common Pool Money is redistributed evenly

13 S13 San Bernardino County Largest County in USA Very diverse geographies Diverse stakeholders

14 An Unsustainable Path In 2009, $80M deficit rolled into next year (10% of total budget), even while salary and benefit increase approved

15 County Vision & Strategic Plan Where does the County and the community want to be in 20 years and how it will get there? Highlights everyone s shared interest Defines why County should be financially sustainable Provided tangible demonstration of benefits available from collaboration Led to shared vision of management of water resources between previously isolated agencies Coordinate County & city resources (e.g., Parks)

16 Financial Sustainability S Long-Term Vision Trust & Open Communication Collective Decision-Making Set the Rules Treat People Fairly

17 Pillar #2 - Build trust and open communication: Create the conditions for encourage cooperation S17 Create open lines of communication. Communication is key. It allows people to realize their shared interests and to arrive at an understanding of how common resources can be used for the benefit of all. Cultivate trustworthy reputations. Trust is everything. If someone is asked to forgo trying to get the most resources for themselves and, instead, advance the group s well-being, then that person must trust that their concerns will be addressed too.

18 Building Trust with the County S18 Sherriff

19 We ve Got Your Back S19 Departments pad budgets to manage risk Across all departments this really adds up So, provide support for the unexpected

20 S20 More on Improving Trust

21 S21 What is the most important thing your local government can do to improve trust with the community? 1 minute to think about it 2 minutes to talk with a neighbor Optional 4 minutes to talk with three others

22 Financial Sustainability S Long-Term Vision Trust & Open Communication Collective Decision-Making Set the Rules Treat People Fairly

23 Pillar #3 - Use collective decision-making Develop forums for participation S23 Engage key stakeholders. Building a sturdy financial foundation is a team effort. We must be proactive and responsive. Let people voice their concerns. Ask for their feedback. Adjust as needed. Collective Choice Arrangements. Give citizens a seat at the table. They re more likely to support decisions when they have a say in how public resources are used.

24 The standard process called for our City S24 manager to work behind closed doors until she proposed a budget to the elected body, which then held public hearings. Insiders could object to proposed cuts, and new cuts were substituted too late for opposition to gather or be effective. That process favors insiders and leads to conflict, pitting individuals against each other and against their own elected representatives.

25 How Citizens Contribute to S25 Good Decisions Most qualified to frame value conflicts They are uniquely placed to adjudicate tradeoffs Slows the decision-making process down Sometimes you need to go slow to go fast

26 S26

27 S27 A New Approach Set a clear purpose Make trade-offs between service levels What are residents willing to pay for? Give a convincing reason to participate Hampton was a cross roads. Does the community: o Invest? o Preserve? o Disinvest?

28 S28 A New Approach Provide the medium Provide basic facts about taxes Make the experience interesting Require trade-offs Least successful meetings are where it is public vs. officials

29 S29 Use Technology Wisely Pros Low friction Provide access to unique data Can meet new people more easily Cons Less nuance, no body language Reduces empathy Poor preparation for real life decision-making Think of tech and in-person engagement as complements, not substitutes.

30 Financial Sustainability S Long-Term Vision Trust & Open Communication Collective Decision-Making Set the Rules Treat People Fairly

31 Pillar #4 - Create clear rules: Reinforce constructive behavior. S31 Well-Defined Boundaries. When the game has clear rules, everyone is set up to win. Create and share expectations about how decisions get made, who makes them, and when. Monitoring. Everyone must follow the same rules. Hold people accountable. When they understand their reputations are at stake, they re more likely to play fair. Sanctions and Rewards. Incentives can encourage both good and bad behaviors. Know the difference and design institutions accordingly.

32 Financial Policies Guidelines for operational & strategic decision making Ideally, adopted by the governing board Identify acceptable, preferred and / or unacceptable courses of action Provide a standard to judge performance

33 S33 Examples of Key Policies General Fund Reserves Target amount of reserves The conditions for using reserves Revenue The use of one-time revenues Covering costs with user fees Budgeting and Financial Planning Structurally balanced budget Long-term planning

34 Monitoring: City of Tempe Case Study

35 Big Picture Monitoring S35

36 Reserves and Long-Term S36 Forecasts The starting point: A reserve policy Target is between 20% and 30% Reserve target is combined with long-term forecasts to monitor the big picture financial position

37 The Golden Cone of Prosperity S37

38 S38 The Council s Goals Only five goals for the City Quality of life Strong community connections Financial stability and vitality Sustainable growth and development Safe and secure communities

39 S39 Detailed Monitoring

40 S40 An Incremental Budget Danger! Departments may try to capture funds to build it into their base budget to insulate themselves from future competition

41 S41 Tempe s Solution Base budget: Same amount from year to year Supplemental: Any additional funding All supplementals reviewed by the entire City Management team using agreed upon criteria

42 S42 Budget Controls Each department s budget has two parts: Personnel budget Everything else ERP automates controls so all departments must respect this boundary

43 S43 Monitoring During the Year Distribute budgets across the year and monitor variances quarterly

44 Power of the Purse Strings Can budget authority be used to reward those who cooperate Set expectations by what it means to cooperate

45 Look for Lighter Touch Penalties S45

46 Remove Barriers to Doing the S46 Right Thing Use-it-or-lose-it budgeting encourages unnecessary spending So, provide a constructive alternative

47 Remove Barriers to Doing the S47 Right Thing Exaggerating legal restrictions on funds is an attempt by departs to fund what they think is important, so Help them use the funds for a sustainable purpose

48 Financial Sustainability S Long-Term Vision Trust & Open Communication Collective Decision-Making Set the Rules Treat People Fairly

49 Pillar #5 Treat everyone fairly: Promote and protect mutual trust and respect. S49 Conflict resolution. We can t please everyone all the time. Disputes around financial decisions will happen. Anticipate that. Prevent destructive conflict. Promote constructive debate. Fairness Matters Evidence: The Ultimatum Game

50 S50 Procedural Justice People are willing to accept & support decisions that aren t in their self-interest, if: Decisions are based on accurate information. Transparent & consistent decision-making criteria applied equally Stakeholders given opportunity for input Mistakes are recognized & corrected

51 Decisions are Based on S51 Accurate Information May need to take time to find the facts and define the problem Picking salary comparables Hampton s tax experience

52 Transparent Decision-Making S52 Introducing Criteria Consistently Applied Traverse City Area Public Schools

53 Traverse City Area Public Schools

54 S54 TCAPS Three Principles Education priorities should drive the budget You can t be all things to all people Get the most bang for our buck

55 All Effected Stakeholders Have S55 This could include Opportunity for Input The opportunity to articulate interests Provide input on options under consideration Define decision-making criteria Collective decision-making

56 Mistakes are Recognized and S56 Corrected Acknowledge risks that decisions may not work out Evaluate how decisions are going Use pilot projects, where possible

57 S57 The End You can look for a lot more on this subject from GFOA in the months ahead GFOA annual conference New book: Financial Foundations for a Thriving Community and much more!

58 S58 What is the most important thing you could do improve perceived fairness in financial decision-making? 1 minute to think about it 2 minutes to talk with a neighbor Optional 4 minutes to talk with three others