Public Administration Commons^™

Study On Investment In Water And Wastewater Infrastructure And Economic Development, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management in the John W. McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston was tasked by the Massachusetts Water Resources Authority Advisory Board (MWRAAB) with asking and answering a very fundamental question relating to public infrastructure: “What is the relationship between investment in water and wastewater infrastructure and economic growth?” To do so, Center staff not only researched the positive results of investing in infrastructure, but also took time to consider what failing to invest in adequate water and wastewater infrastructure might mean. Additionally, the Center …

Review Of Proposed Plan For New Police And Fire Facilities, Carver, Ma, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management at the University of Massachusetts Boston was hired by the Town of Carver to perform an independent assessment of the Buildings Study Committee’s proposals for the construction/renovation of three new public facilities including a fire station, police station, and elementary school. Specifically, the team from the Center was asked to review: 1) the selected and considered sites for the facilities; and, 2) the funding plan recommended by the Buildings Study Committee.

This analysis has been divided into two components. This, first report presents the Center’s findings as they relate to the …

Public Works Department Organizational And Operational Analysis: Town Of Saugus, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Saugus Public Works Department conducted by the University of Massachusetts Boston’s Collins Center for Public Management (“the Center”). This first Section introduces the analysis – outlining principal objectives and how the analysis was conducted – and presents an Executive Summary.

The project team conducted a comprehensive organization and management analysis of the Department’s existing operations, service levels, infrastructure management, organizational structures and staffing levels. The analysis was to be fact-based and include all aspects of service provision by the Department.

Staffing And Organizational Assessment Of The Public Works Department Of The Town Of Watertown, Ma, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Watertown Public Works Department (the “Department”) conducted by the Edward J. Collins, Jr. Center for Public Management in the McCormack Graduate School of Policy and Global Studies at the University of Massachusetts Boston (“the Center”). This first section introduces the analysis, outlining principal objectives and how the analysis was conducted, and it offers a summary of the recommendations described in detail later in the document.

The project team conducted a comprehensive organizational and management analysis of the Department’s existing operations, service levels, infrastructure management, organizational structure, and staffing levels.

Staffing And Operational Assessment Of The Treasurer-Collector's Office: Town Of Sheffield, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Sheffield engaged the Collins Center (the Center) to conduct an analysis of the Treasurer/Collector’s office. This analysis was to focus on work practices, staffing, management systems, information technology use, policies and procedures, as well as other facets of operations.

The Treasurer/Collector’s Office has, in recent years, been staffed with an appointed Treasurer/Collector, an Assistant Treasurer/Collector and a Clerk. Earlier in the calendar year, the Clerk resigned to take a position outside Town government, and the Town wished to engage an outside consultant to determine whether the workload of the Treasurer/Collector’s office warranted filling the recently-vacate position of …

Managing Up: Managing Diversity In Challenging Times, Helen Levine

Commonwealth Compact

Commonwealth Compact is an organization formed to help make Massachusetts a location of choice for people of color and women in the belief that their contributions are vital to the region’s social and economic future. The need for an initiative such as Commonwealth Compact stems from a number of factors. As racial and ethnic diversity increases across the nation, business and civic leaders agree that it is critical to reverse the reputation that Massachusetts and Greater Boston, in particular, have not been seen as a welcoming, diverse place to live and work for people of color. Without a better reputation …

Aging In Hingham: A Community Affair, Jan Mutchler, Caitlin Coyle, Hayley Gravette

Gerontology Institute Publications

The purpose of this needs assessment is to investigate the needs, interests, and opinions of mature residents of Hingham, Massachusetts, relating to their aging experiences and needs for age-related services. This assessment was undertaken by the Gerontology Institute of the McCormack Graduate School at UMass Boston on behalf of the Town of Hingham Department of Elder Services (hereinafter referred to as the Department of Elder Services). The focus of this report is on Hingham residents aged 60+ (referred to here as “Seniors”) and residents aged 45-59 (referred to here as “Boomers”). Information about these two age groups was obtained both …

Organization And Efficiency Study Of Town Hall Departments: Town Of Carlisle, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Edward J. Collins, Jr. Center for Public Management (the Center) was retained by the Town of Carlisle to conduct an analysis of government operations for departments located at Town Hall. This analysis included the following departments.

• Town Accountant
• Treasurer/Collector
• Assessor
• Town Clerk
• Council on Aging
• Recreation
• Planning Board
• Conservation Commission
• Building Commissioner
• Housing Authority
• Board of Health

This report presents the results of the study, which began in June 2012, and was designed to provide an assessment of the efficiency and effectiveness of Town operations, identifying strengths and improvement opportunities relating to organization, staffing, and management.

In this concluding …

Management Assessment Of The Public Works Department: City Of Lowell, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

This report presents the results of the management assessment of the Lowell Public Works Department conducted by the University of Massachusetts Boston’s Collins Center for Public Management.

The project team conducted a comprehensive organization and management analysis of the Department's existing operations, service levels, infrostructure management, organizational structures and staffing levels. The analysis was to be fact-based and include all aspects of service provision by the Department.

Organizational Assessment Of The Brookline Planning & Community Development Department, Richard Kobayashi, Monica Lamboy

Edward J. Collins Center for Public Management Publications

The immediate impetus for the organizational study of the Brookline Planning & Community Development Department (Department) was concern about the appropriate role for the Town in supporting the local business community, in particular whether the role performed by the Commercial Areas Coordinator position should continue.

In addition, the Town needed advice about the appropriate strategy for the Town to maintain planning and development services and staffing in light of the long‐term decline in Community Development Block Grant (CDBG) funding. Since its passage in 1974, CDBG has been a principal component of the Department’s financial architecture and a significant portion of …

Report Relative To The Organization And Operations Of The Town Of Sherborn, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

The Town of Sherborn has many important assets. The Town has skilled department heads and staff, a committed core of citizens and elected officials, one of the best school systems in the state, a stunning pastoral landscape, and a reputation as an extremely desirable place to live.

Despite these assets, no one will be shocked by our observation that the Town is also facing some very serious challenges. While the immediate prompt for this study and report was the vacancy in the Town Administrator’s position, it quickly became clear that the vacancy in the position is not the only challenge …

The Utility Of Trouble: Leveling The Playing Field: Giving Municipal Officials The Tools To Moderate Health Insurance Costs, Robert L. Carey

Edward J. Collins Center for Public Management Publications

According to the research, Boston could have reduced its 2010 health premiums by between 15.6 and 17.1 percent, for a savings of between $41.4 and $45.4 million by joining the state’s Group Insurance Commission, more widely known as the GIC. The City is unable to join the GIC, however, without first receiving 70% union approval, according to state law. This requirement and the associated tradeoffs involved are a major barrier to municipal participation in the GIC. Several cities and towns including Boston have called for cities and towns to have the same ability as the state to design health insurance …

Case Study: Saving Money Through Alternative Disposal Of Street Sweeping Debris, Town Of Natick, Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

In 2004, Natick submitted a Beneficial Use Determination Application for a restricted use determination by the state Department of Environmental Protection (DEP) for a pilot project to demonstrate that debris collected from sweeping Town roads could be reused to the benefit of the Town. By doing this, the Town would avoid the associated high landfill disposal costs of the sweeping debris, as well as of the cost of disposing excess compost that the Town could now mix with the debris. The majority of the “sweeping debris” is sand the Town uses on its roads during the winter. This pilot tested …

Controlling The Cost Of Municipal Health Insurance: Lessons From Springfield, Robert L. Carey

Edward J. Collins Center for Public Management Publications

The study finds that, by joining the Group Insurance Commission (GIC), Springfield cut increases in its health care costs an estimated $14 million to $18 million over two years. It saved an additional $5 million per year by requiring eligible municipal retirees to enroll in Medicare Part B as a precondition of receiving supplemental health coverage from the City. These two actions, together, reduced increases in the City’s health care costs an estimated 15-19% annually, on average, with savings growth each year due to compounding. Furthermore, the study estimates that if the GIC continues its past pattern of keeping its …

Operational Services Brief: 311 In Massachusetts, Edward J. Collins, Jr. Center For Public Management, University Of Massachusetts Boston

Edward J. Collins Center for Public Management Publications

Non-emergency constituent phone service (also known as “311”) is a growing nationwide trend among municipalities looking to provide more efficient services and improve communications with their citizens. According to an ICMA report, about 15% already use such a system, and another quarter are considering one. As an example of 311’s effectiveness, 43% of local governments reported a significant decrease in non-emergency 911 calls following implementation of a centralized customer service system.

In Massachusetts, 311 is just starting to gain popularity. It currently exists in at least five places (i.e., the cities of Somerville, Springfield, Boston and Worcester; and Dukes County), …

Research-Informed Models For Communicating The Value Of Court-Connected Alternative Dispute Resolution For Public Funding, Kevin Dye

Massachusetts Office of Public Collaboration Publications

The purpose of framing the research in the following models is to assist the court and its court-connected mediation programs in their ongoing dialogue with the funding decision-makers in addressing the question: Is state funding of community mediation centers and court ADR generally a worthwhile investment? As a means of setting forth components of an analytic framework, the following simplified financial models are offered to draw out salient aspects of the nature of the investment. The simplified models are employed primarily for the purpose of illustrating the investment in terms of classic financial models familiar to a budget analyst. These …

Slides: New England Forestry Foundation: Private Forests For The Public Good Since 1944, Frank Reed

Community-Owned Forests: Possibilities, Experiences, and Lessons Learned (June 16-19)

Presenter: Frank Reed, New England Forestry Foundation

9 slides

Community Forests: A Perspective, Robert Mccullough

Community-Owned Forests: Possibilities, Experiences, and Lessons Learned (June 16-19)

22 pages.

"Robert McCullough teaches in the University of Vermont Graduate Program in Historic Preservation. He wrote The Landscape of Community: Communal Forests in New England."

Food Stamps: Available But Not Easily Accessible: A Study Conducted For Project Bread, Michelle Kahan, Elaine Werby, Jennifer Raymond

Center for Social Policy Publications

Concerned with growing hunger among Massachusetts families eligible for Food Stamps, and the paradoxical decline in the number of program enrollees, Project Bread asked the Center for Social Policy at the John W. McCormack Institute of Public Affairs, University of Massachusetts Boston (CSP) to study the process of securing and sustaining Food Stamp Benefits. Concurrent with the planning process for the study, the Massachusetts legislature, in an override of the Governor's veto in early December 2001, included language in the FY 2002 budget designed to expand access to the program. Among other requirements, the language requires the Department of Transitional …

Who's In Charge? Appointments Of Latinos To Policymaking Offices And Boards In Massachusetts, Carol Hardy-Fanta

Gastón Institute Publications

As the Latino population in Massachusetts continues to grow, there has been a corresponding increase in the number of Latinos achieving elected office throughout the state. Twenty years ago there was only one Latino serving in elected office in Massachusetts—Nelson Merced. In 1995, there were only four elected officials who were Latino and no state representatives. Today, through the hard work of candidates, activists, and Latino community activists and organizations, there are three Latinos serving as state legislators, fourteen holding municipal office, and an increasing number of campaigns at all levels of municipal and state government being conducted.

While this …

A Policy Brief: Massachusetts (T)Afdc Case Closings, October 1993-August 1997, Donna Friedman, Emily Douglas, Michelle Hayes, Mary Ann Allard

Center for Social Policy Publications

When a DTA (Department of Transitional Assistance) worker assesses whether a family's (T)AFDC (Temporary Aid to Families with Dependent Children) case will be closed, s/he decides which one of 67 different codes best describes the reason cash benefits for the household will be stopped. To carry out the analyses, we sorted all of the 67 codes into clusters of codes that logically grouped together: Cluster I, Increased Income; Cluster H, Sanctions; Cluster III, Eligible Persons Moved; Cluster IV, Fraud; Cluster V, Client Request; Cluster VI, No Longer Eligible; Cluster VII, Other or Multiple Meanings. The Appendix displays a description of …

Eastward Ho: Issues And Options In Regional Development For The Metropolitan Boston Region, Robert C. Wood, Laura C. Ghirardini, Lori L. Prew, Aundrea Kelley

John M. McCormack Graduate School of Policy and Global Studies Publications

Conventional wisdom suggests that the basic job of public policy studies (and public institutions, for that matter) is to deal in a timely and practical fashion with pressing public issues of the day. The focus typically is on 'ripe' topics, 'hot' political problems. If a study can be ahead of the curve, in John Kingdon's apt phrase "an idea whose time has come," so much the better. But unlike more traditional academic research, where the focus is timeless — i.e., an explanation of previously inexplicable phenomena, timeliness is a prime reason for initiating a policy study.

In this context, analyzing …

A Comparative Analysis Fire, Police, And Public Works Departments Pelham, Massachusetts, Center For Economic Development

Center for Economic Development Technical Reports

In an ongoing effort to evaluate the effectiveness of its operations, the Town of Pelham engaged the services of the Center for Economic Development (CED) at the University of Massachusetts to examine the Highway (DPW), Police and Fire departments.

To that end, CED produced a detailed matrix comparing Pelham's three departments with those of three other communities; contacted professional and government organizations for potentially useful trends and researched additional information requested by the town. Herewith are the results of these efforts.

It was agreed that a comparative analysis of an extensive list of descriptive characteristics between Pelham's and three other …

Commonwealth's Choice: Results From The Massachusetts Public Opinion Survey, Barry Bluestone, Mary Ellen Colten, Thomas Ferguson

John M. McCormack Graduate School of Policy and Global Studies Publications

From November 11 through December 4, 1989, the Center for Survey Research of the University of Massachusetts at Boston conducted a random digit dial survey of adults aged 18 and over in Massachusetts. A total of 423 individuals were interviewed in a sampling procedure that yielded a 63 percent response rate. In contrast to most media polls, this survey was carried out over a period of four weeks permitting extensive efforts at locating and interviewing difficult-to-reach, reluctant, or less interested respondents. This survey is likely to be more representative of the true population of Massachusetts than most state polls.

The Economic Status Of Older Women In Massachusetts, Elba Caraballo, Nita Goldstein

Gerontology Institute Publications

This report presents a list of current state legislative initiatives which directly or indirectly, affect older women in Massachusetts.

Despite the progress made by the Commonwealth in the area of elder services, a significant portion of this population continues to live in dire need. It is important that State Legislators, State Administrators, policymakers and community leaders understand the needs of this population and work to increase the financial resources and enhance the dignity of older women in the Commonwealth.

Boston's Recurring Crises: Three Decades Of Fiscal Policy, Joseph S. Slavet, Raymond G. Torto

John M. McCormack Graduate School of Policy and Global Studies Publications

The word "deficit" has dominated the most recent 35 years of Boston's fiscal history. This report probes the experience and lessons of this history in order to propose a more permanent resolution of Boston's financial difficulties.

Three deficit categories are identified and analyzed: appropriation deficits, revenue deficits and overlay deficits. Over the past 35 years, the City has had 12 years of appropriation deficits, 19 years of revenue deficits and 28 years of overlay deficits. In each year the City's budget was certified as in balance. Deficits became a way of life. Fortunately the overlay deficit problem, except for the …

Boston In Transition: A Financial Analysis, Raymond L. Flynn, Financial Analysis Research Group, John W. Mccormack Institute Of Public Affairs, University Of Massachusetts Boston

John M. McCormack Graduate School of Policy and Global Studies Publications

The new Mayor of Boston must earn the confidence of the taxpaying public in his financial leadership by employing credibility and candor in the management of city affairs.

To begin the process of re-enfranchising Bostonians who have come to mistrust financial decisions seemingly determined by political calculations, the new Mayor must make an accurate disclosure of the City's financial picture, rely on the commitment of the state to properly support its capital city and restore integrity and strong management controls to government operations. Recommendations for budget cuts, hiring freezes and adjustments in tax rates, when they are necessary, should only …

Future Issues Facing Boston: The Assessing Department, Janet L. Hunkel

John M. McCormack Graduate School of Policy and Global Studies Publications

Taxpayers' opinions of municipal government often focus on the property tax. Taxpayers are stingy, and they are critical as to whether their money is purchasing competent services. For citizens to have faith that government is democratic, taxes must be equitable — everyone must pay their fair share. For government to function efficiently, tax administration must be efficient in order to support city services.

The property tax is a complex, difficult tax to administer; it is vulnerable to misuse. However, there have been recent, dramatic changes to the tax laws. Municipal government in Massachusetts now has the political and legal wherewithall …

Future Issues Facing Boston: Financing Of The City's Operating And Capital Construction Program, J. Chester Johnson

John M. McCormack Graduate School of Policy and Global Studies Publications

This paper reviews the important factors affecting the current status of debt finance and debt management by the City of Boston, including the City's significant credit problems and the financing implications. While significant challenges to Boston's finance and debt management have recently been met in part through a combination of fiscal austerity measures and altered operating and financing approaches, there are important new debt financing challenges facing Boston in 1984 and beyond.

Boston's Fiscal Future: Prognosis And Policy Options For 1984 To 1986, Joseph S. Slavet, Raymond G. Torto

John M. McCormack Graduate School of Policy and Global Studies Publications

The finances of the City of Boston have been variously affected throughout its long history by regional and national economic cycles, by legal constraints and changes in the state-local tax system and by inter-municipal resource and expenditure disparities.

In more recent years, however, a series of tremors converged to propel Boston's seemingly chronic fiscal problem to the crisis stage. As inflation climbed to unprecedented double-digit levels, an overwhelming majority of the state's populace supported specific limits on property taxes, the primary source of municipal revenue. As a result, Boston was forced to reduce property tax levies by $144 million during …