Roger L. Kemp, Ph.D., ICMA-CM, has been a city manager on both the East and West coasts for more than 25 years. He is presently Distinguished Adjunct Professor of Public Administration at Golden Gate University and a Fellow of The Academy of Political Science.

• Table of ContentsAcknowledgments      viiiPreface      Part I. Introduction1. The Fiscal Crisis and America’s CitiesDerek Okubo      2. Balancing Budgets with Job and Service ReductionsChristopher W. Hoene and Jacqueline J. Byers      3. Prudent Options for Balancing City BudgetsRoger L. Kemp      4. Saving Money by Contracting for Public ServicesAmanda M. Girth and Jocelyn M. Johnston      5. Innovative Staffing Options Help Balance BudgetsLaura Kushner      6. Evaluating the Results of Staffing Decisions BeforehandLisa Rund and       7. Options to Ensure Fiscal Health During Tough TimesAlan Kemp      8. Strategies to Ensure Long-Term Fiscal HealthJeff Schott      9. Financial Measures to Restore America’s InfrastructureNancy Mann Jackson      Part II. Best Practices10. Ann Arbor Uses Economic Development to Increase Its RevenuesCraig Chavez      11. Arlington and Other Cities Share Services to Reduce CostsMonte Mercer      12. Auburn and Adjoining City Consolidate ServicesLiz Chapman Mockler      13. Boca Raton Develops Long-Range Financial PlansLinda C. Davidson      14. Chandler and Other Cities Use Volunteers to Provide ServicesDavid Bigos      15. Charlotte and Other Cities Implement Employee Wellness ProgramsRobert Barkin      16. Chicago Uses Citizen Input to Make Budget DecisionsJosh Lerner      17. Cincinnati and Other Cities Improve Public Trust in GovernmentSheryl Sculley      18. Colorado Springs Uses Citizens to Evaluate Public ServicesZach Patton      19. Coral Springs and Other Cities Focus on Financial PlanningShayne Kavanagh      20. Denver and Other Cities Use Performance Results to Make Budget DecisionsMelanie McKinney-Gonzales      21. Des Moines and Other Cities Seek Citizen Input on Public ServicesBarbara J. Cohn Berman      22. Elgin and Other Cities Use Public Managers to Address Fiscal IssuesElizabeth Kellar      23. Eugene Uses Citizens to Improve Its Budget ProcessDonald J. Borut, Melissa Germanese and William Barnes      24. Gardena’s Public Manager Improves City FinancesLynn Peisner      25. Hanover and Other Cities Implement Generic Service ReductionsJoe Casey and Shayne Kavanagh      26. Harrisburg and Other Cities Revise Their Property Tax StructureWalter Rybeck      27. Las Vegas and Other Cities Reassess Their Basic ServicesKaren Thoreson and James H. Svara      28. Lewiston and Other Cities Consider Property Tax Relief for Senior CitizensDouglas Rooks      29. New York Provides Special Services to Low-Income CitizensGordon Berlin and James Riccio      30. Peoria Uses Performance Measures to Improve Its Budget ProcessPeter Christensen and Katie Gregory      31. Philadelphia and Other Cities Reconsider Their Contract ServicesRussell Nichols      32. Portland Uses a New Financial Management Assessment ProcessMichael Bailey, Karen Feher and Shayne Kavanagh      33. Provo Uses Employees and Citizens to Balance Its BudgetJohn Borget      34. Redlands Uses Citizens to Provide Public ServicesJohn Buntin      35. Roanoke Encourages Citizens to Provide Tax ReliefAnn H. Shawver      36. Rochester and Other Cities Seek Additional Funding SourcesKathleen Gray      37. Rockland and Other Cities Are Impacted by Senior CitizensJeff Clark      38. St. Paul and Other Cities Consider Flexible Scheduling to Save MoneyClaudia Hoffacker      39. San Diego Uses Management and Labor to Solve Budget ProblemsJay M. Goldstone      40. San Jose Solicits Feedback on Services from EmployeesBrooke A. Myhre      41. Sandy Springs and Other Cities Contract for Public Works ServicesRobert Barkin      42. Savannah Uses a Budgeting for Results ProcessEva Elmer and Christopher Morrill      43. Seattle and Other Cities Implement Joint Purchasing ProgramsConnie Kuranko      44. Springfield and Other Cities Reduce Their Energy CostsJohn W. DeWitt      45. Walnut Creek and Other Cities Implement New Budget ProcessesShayne Kavanagh, Jon Johnson and Chris Fabian      46. Waukesha and Other Cities Reduce Health Costs for Their Aging EmployeesRobert Barkin      47. West Palm Beach Provides Successful Social Service ProgramsAlan Brown      48. Westminster Uses Performance Results to Improve ServicesBrent McFall      49. Worcester Uses an Independent Source to Measure Service PerformanceRoberta R. Schaefer      Part III. The Future50. City Revenues, Budgets and the FutureChristopher W. Hoene      51. Financial Constraints and New Service OpportunitiesWilliam Barnes      52. Redefining the Quality of Life in Your CommunityThomas L. Miller and Shannon E. Hayden      53. The Condition of America’s InfrastructureRoger L. Kemp      54. Cities, New Technologies and Public ServicesMarcel Bullinga      55. City Government Options for Public Service InnovationsChristopher Hire      56. The Financial Future of America’s CitiesRoger L. Kemp      AppendicesA. Local Government Financial Terms      B. Regional Resource Directory      C. National Resource Directory      D. City Management Officials State Chapter Directory      E. Finance Officials State Chapter Directory      F. State Municipal League Directory      G. State Library Directory      About the Editors and Contributors      Index

Roger L. Kemp, Ph.D., ICMA-CM, has been a city manager on both the East and West coasts for more than 25 years. He is presently Distinguished Adjunct Professor of Public Administration at Golden Gate University and a Fellow of The Academy of Political Science.

• Table of ContentsAcknowledgments      viiiPreface      Part I. Introduction1. The Fiscal Crisis and America’s CitiesDerek Okubo      2. Balancing Budgets with Job and Service ReductionsChristopher W. Hoene and Jacqueline J. Byers      3. Prudent Options for Balancing City BudgetsRoger L. Kemp      4. Saving Money by Contracting for Public ServicesAmanda M. Girth and Jocelyn M. Johnston      5. Innovative Staffing Options Help Balance BudgetsLaura Kushner      6. Evaluating the Results of Staffing Decisions BeforehandLisa Rund and       7. Options to Ensure Fiscal Health During Tough TimesAlan Kemp      8. Strategies to Ensure Long-Term Fiscal HealthJeff Schott      9. Financial Measures to Restore America’s InfrastructureNancy Mann Jackson      Part II. Best Practices10. Ann Arbor Uses Economic Development to Increase Its RevenuesCraig Chavez      11. Arlington and Other Cities Share Services to Reduce CostsMonte Mercer      12. Auburn and Adjoining City Consolidate ServicesLiz Chapman Mockler      13. Boca Raton Develops Long-Range Financial PlansLinda C. Davidson      14. Chandler and Other Cities Use Volunteers to Provide ServicesDavid Bigos      15. Charlotte and Other Cities Implement Employee Wellness ProgramsRobert Barkin      16. Chicago Uses Citizen Input to Make Budget DecisionsJosh Lerner      17. Cincinnati and Other Cities Improve Public Trust in GovernmentSheryl Sculley      18. Colorado Springs Uses Citizens to Evaluate Public ServicesZach Patton      19. Coral Springs and Other Cities Focus on Financial PlanningShayne Kavanagh      20. Denver and Other Cities Use Performance Results to Make Budget DecisionsMelanie McKinney-Gonzales      21. Des Moines and Other Cities Seek Citizen Input on Public ServicesBarbara J. Cohn Berman      22. Elgin and Other Cities Use Public Managers to Address Fiscal IssuesElizabeth Kellar      23. Eugene Uses Citizens to Improve Its Budget ProcessDonald J. Borut, Melissa Germanese and William Barnes      24. Gardena’s Public Manager Improves City FinancesLynn Peisner      25. Hanover and Other Cities Implement Generic Service ReductionsJoe Casey and Shayne Kavanagh      26. Harrisburg and Other Cities Revise Their Property Tax StructureWalter Rybeck      27. Las Vegas and Other Cities Reassess Their Basic ServicesKaren Thoreson and James H. Svara      28. Lewiston and Other Cities Consider Property Tax Relief for Senior CitizensDouglas Rooks      29. New York Provides Special Services to Low-Income CitizensGordon Berlin and James Riccio      30. Peoria Uses Performance Measures to Improve Its Budget ProcessPeter Christensen and Katie Gregory      31. Philadelphia and Other Cities Reconsider Their Contract ServicesRussell Nichols      32. Portland Uses a New Financial Management Assessment ProcessMichael Bailey, Karen Feher and Shayne Kavanagh      33. Provo Uses Employees and Citizens to Balance Its BudgetJohn Borget      34. Redlands Uses Citizens to Provide Public ServicesJohn Buntin      35. Roanoke Encourages Citizens to Provide Tax ReliefAnn H. Shawver      36. Rochester and Other Cities Seek Additional Funding SourcesKathleen Gray      37. Rockland and Other Cities Are Impacted by Senior CitizensJeff Clark      38. St. Paul and Other Cities Consider Flexible Scheduling to Save MoneyClaudia Hoffacker      39. San Diego Uses Management and Labor to Solve Budget ProblemsJay M. Goldstone      40. San Jose Solicits Feedback on Services from EmployeesBrooke A. Myhre      41. Sandy Springs and Other Cities Contract for Public Works ServicesRobert Barkin      42. Savannah Uses a Budgeting for Results ProcessEva Elmer and Christopher Morrill      43. Seattle and Other Cities Implement Joint Purchasing ProgramsConnie Kuranko      44. Springfield and Other Cities Reduce Their Energy CostsJohn W. DeWitt      45. Walnut Creek and Other Cities Implement New Budget ProcessesShayne Kavanagh, Jon Johnson and Chris Fabian      46. Waukesha and Other Cities Reduce Health Costs for Their Aging EmployeesRobert Barkin      47. West Palm Beach Provides Successful Social Service ProgramsAlan Brown      48. Westminster Uses Performance Results to Improve ServicesBrent McFall      49. Worcester Uses an Independent Source to Measure Service PerformanceRoberta R. Schaefer      Part III. The Future50. City Revenues, Budgets and the FutureChristopher W. Hoene      51. Financial Constraints and New Service OpportunitiesWilliam Barnes      52. Redefining the Quality of Life in Your CommunityThomas L. Miller and Shannon E. Hayden      53. The Condition of America’s InfrastructureRoger L. Kemp      54. Cities, New Technologies and Public ServicesMarcel Bullinga      55. City Government Options for Public Service InnovationsChristopher Hire      56. The Financial Future of America’s CitiesRoger L. Kemp      AppendicesA. Local Government Financial Terms      B. Regional Resource Directory      C. National Resource Directory      D. City Management Officials State Chapter Directory      E. Finance Officials State Chapter Directory      F. State Municipal League Directory      G. State Library Directory      About the Editors and Contributors      Index

Roger L. Kemp, Ph.D., ICMA-CM, has been a city manager on both the East and West coasts for more than 25 years. He is presently Distinguished Adjunct Professor of Public Administration at Golden Gate University and a Fellow of The Academy of Political Science.

• Table of ContentsAcknowledgments      viiiPreface      Part I. Introduction1. The Fiscal Crisis and America’s CitiesDerek Okubo      2. Balancing Budgets with Job and Service ReductionsChristopher W. Hoene and Jacqueline J. Byers      3. Prudent Options for Balancing City BudgetsRoger L. Kemp      4. Saving Money by Contracting for Public ServicesAmanda M. Girth and Jocelyn M. Johnston      5. Innovative Staffing Options Help Balance BudgetsLaura Kushner      6. Evaluating the Results of Staffing Decisions BeforehandLisa Rund and       7. Options to Ensure Fiscal Health During Tough TimesAlan Kemp      8. Strategies to Ensure Long-Term Fiscal HealthJeff Schott      9. Financial Measures to Restore America’s InfrastructureNancy Mann Jackson      Part II. Best Practices10. Ann Arbor Uses Economic Development to Increase Its RevenuesCraig Chavez      11. Arlington and Other Cities Share Services to Reduce CostsMonte Mercer      12. Auburn and Adjoining City Consolidate ServicesLiz Chapman Mockler      13. Boca Raton Develops Long-Range Financial PlansLinda C. Davidson      14. Chandler and Other Cities Use Volunteers to Provide ServicesDavid Bigos      15. Charlotte and Other Cities Implement Employee Wellness ProgramsRobert Barkin      16. Chicago Uses Citizen Input to Make Budget DecisionsJosh Lerner      17. Cincinnati and Other Cities Improve Public Trust in GovernmentSheryl Sculley      18. Colorado Springs Uses Citizens to Evaluate Public ServicesZach Patton      19. Coral Springs and Other Cities Focus on Financial PlanningShayne Kavanagh      20. Denver and Other Cities Use Performance Results to Make Budget DecisionsMelanie McKinney-Gonzales      21. Des Moines and Other Cities Seek Citizen Input on Public ServicesBarbara J. Cohn Berman      22. Elgin and Other Cities Use Public Managers to Address Fiscal IssuesElizabeth Kellar      23. Eugene Uses Citizens to Improve Its Budget ProcessDonald J. Borut, Melissa Germanese and William Barnes      24. Gardena’s Public Manager Improves City FinancesLynn Peisner      25. Hanover and Other Cities Implement Generic Service ReductionsJoe Casey and Shayne Kavanagh      26. Harrisburg and Other Cities Revise Their Property Tax StructureWalter Rybeck      27. Las Vegas and Other Cities Reassess Their Basic ServicesKaren Thoreson and James H. Svara      28. Lewiston and Other Cities Consider Property Tax Relief for Senior CitizensDouglas Rooks      29. New York Provides Special Services to Low-Income CitizensGordon Berlin and James Riccio      30. Peoria Uses Performance Measures to Improve Its Budget ProcessPeter Christensen and Katie Gregory      31. Philadelphia and Other Cities Reconsider Their Contract ServicesRussell Nichols      32. Portland Uses a New Financial Management Assessment ProcessMichael Bailey, Karen Feher and Shayne Kavanagh      33. Provo Uses Employees and Citizens to Balance Its BudgetJohn Borget      34. Redlands Uses Citizens to Provide Public ServicesJohn Buntin      35. Roanoke Encourages Citizens to Provide Tax ReliefAnn H. Shawver      36. Rochester and Other Cities Seek Additional Funding SourcesKathleen Gray      37. Rockland and Other Cities Are Impacted by Senior CitizensJeff Clark      38. St. Paul and Other Cities Consider Flexible Scheduling to Save MoneyClaudia Hoffacker      39. San Diego Uses Management and Labor to Solve Budget ProblemsJay M. Goldstone      40. San Jose Solicits Feedback on Services from EmployeesBrooke A. Myhre      41. Sandy Springs and Other Cities Contract for Public Works ServicesRobert Barkin      42. Savannah Uses a Budgeting for Results ProcessEva Elmer and Christopher Morrill      43. Seattle and Other Cities Implement Joint Purchasing ProgramsConnie Kuranko      44. Springfield and Other Cities Reduce Their Energy CostsJohn W. DeWitt      45. Walnut Creek and Other Cities Implement New Budget ProcessesShayne Kavanagh, Jon Johnson and Chris Fabian      46. Waukesha and Other Cities Reduce Health Costs for Their Aging EmployeesRobert Barkin      47. West Palm Beach Provides Successful Social Service ProgramsAlan Brown      48. Westminster Uses Performance Results to Improve ServicesBrent McFall      49. Worcester Uses an Independent Source to Measure Service PerformanceRoberta R. Schaefer      Part III. The Future50. City Revenues, Budgets and the FutureChristopher W. Hoene      51. Financial Constraints and New Service OpportunitiesWilliam Barnes      52. Redefining the Quality of Life in Your CommunityThomas L. Miller and Shannon E. Hayden      53. The Condition of America’s InfrastructureRoger L. Kemp      54. Cities, New Technologies and Public ServicesMarcel Bullinga      55. City Government Options for Public Service InnovationsChristopher Hire      56. The Financial Future of America’s CitiesRoger L. Kemp      AppendicesA. Local Government Financial Terms      B. Regional Resource Directory      C. National Resource Directory      D. City Management Officials State Chapter Directory      E. Finance Officials State Chapter Directory      F. State Municipal League Directory      G. State Library Directory      About the Editors and Contributors      Index