ENHANCING MUNICIPAL SERVICE DELIVERY CAPABILITY

7/30/2019 ENHANCING MUNICIPAL SERVICE DELIVERY CAPABILITY

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ENHANCING MUNICIPAL SERVICEDELIVERY CAPABILITY

an Asian Development Bank regionalinitiative for local government

Co-sponsors

ADB INSTITUTE

ADB Institute: sponsor of the Mayors’

Forums, project Web site and publications

and manuals.

German Development Cooperation:

sponsor of Bandung and Surabaya.

Urban Management Program of UNCHS/Habitat: sponsor of Lahore.



Challenges for City Managers

• Inadequate Infrastructure

• Growing urban poor

• Service demands exceeding capacityto deliver

• Insufficient power sharing withProvincial and State Governments





Seeking a change process

Options

• Consultant lead diagnostic funded bya development authority

• Mayoral set of imperatives used to

sustain focus on chosen concerns

• Looking at what has worked in theprivate sector (and more recently, the

public sector).



Benefits of Benchmarking

• Compares how you do something tohow others do it.

• Reveals the performance gaps you

need to close.• Helps you to find the “best

practices” in your industry.

• Will help you deliver better servicesand achieve greater residentsatisfaction



Types of Benchmarking

• Internal BenchmarkingComparison of similar operations or functions within an organisation.

• External Benchmarking

Competitive

Benchmarking in the same markets against organisations that producecompeting products or services.

Industry

Benchmarking externally against others in the same industry who are

not direct competitors.

“Best-in-Class” Benchmarking

Benchmarking externally but not necessarily in the same industry.



The Benchmarking Cycle

1

23

45

6

7

81 Choose Service

2 Form Team

3 Analyze process

4 Get partners

5 Compare

6 Identify best

practice

7 Initiate change

8 Assess

improvement



How to turn benchmarking into acontinuous improvement culture

• Capitalize on staff by creating trainedteams to address selected problems

• Involve management through thesteering committee andmeasurement of change

• Involve the community throughconsultation

• Providing visible leadership



The ADB Project

• Objective – test if benchmarking and continuous

improvement can be applied to Asian cities

– if so, how should it be facilitated

• Scope

– use six selected services

– use ten selected cities – allow for 18 month elapsed time



Launching the ADB Project

• 6 services chosen

• 10 cities made writtencommitment

• trained 20 coordinators• established city steering

committees

• hired consultants asfacilitators

• launch took 3 months

Public complaintsSolid waste

education

and enforcement

ParkingProperty Taxes

Street Vendors

Computerisation

Project has involved over 200 persons exposure to benchmarking



Shanghai

ADB INSTITUTE

Asian Development Bank

Cebu City

ACIG

SurabayaSemarang

Bandung

KuantanColombo

Bangalore

LahorePeshawar

http://www.asiancities.benchmarking.acig.com.au

0

2

4

6

8

10

12

Million

B a n d u n g

B a n g a l o r e

C e b u C i t y

C o l o m b o

K u a n t a n

L a h o r e

P e s h a w a r

S e m a r a n g

S h a n g h a i

S u r a b a y a

Population



Commitment ResourcesCoordination/ Facilitation

Skills Communication Attitude

Form TeamsDefine

ProcessesMeasure

ProcessesFix the

Obvious

EstablishPartners

AnalyseDifference

Identify BestPractice

EstablishCauses

DevelopSolutions

Implement

FacilitateFacilitate

AnalyseAnalyse

BenchmarkBenchmark

InnovateInnovate

ImplementImplement

SustainSustainOur framework for change



Improvements

identified

Improvements

implemented

Skill retentionNetwork began

Results to Date

• Solid waste education

• Solid wasteenforcement

• Public complaints

• Parking

• Property taxes• Street vendors

• Use of computer

services



Some highlights:

Colombo‟s “Public Day”.

Shanghai: “United Action” single point of

access and “One Call Solution” policy / „110‟

hot line & SESAP.

Indonesian cities‟ “Satu Atap” (One Roof =

“One Stop Shop”) for permit processing.

Cebu radio programs - daily.

Feedback to public on complaints resolvedvia weekly radio program at Kuantan.

Kuantan report weekly to the Mayor.

Customer Complaint Handling

0

200

400

600

800

1000

12001400

1600

B a n d

u n g

B a n g a

l o r e

C

e b u

C o l o m b o

K u a

n t a n

S h a n g h a i S E S A B

S h a n g h a i U n i t e d

A c t i o n

S u r a b a y a G e n .

S u r a b a y a P D A M

( w a t e r )

No. justifiable complaints per 10,000

adult population per year



Solid waste educationSome highlights:

• Financial crisis has curtailed programs in somecities.

• Colombo use “street dramas” to reach low

income people, as well as TV dramas.

• “Adipura” awards in Indonesia acted as a national

incentive.

• Innovative “K-3” program in Semarang.

• Kuantan use the health licence requirement forfood handlers to ensure health educationincluding solid waste practices.

• Shanghai waste recyclers – long culture of

separation at source for private sale. Reducesvolume by 30% and reduces littering.

• Cebu, Colombo – involvement of school childrenin composting & recycling – model schools.



Solid waste enforcement

Some highlights:

• Cebu – deputising private people andcommunity based organisations.

• Shanghai – annual refresher training,multiple agencies.

• Independence of programs frompolitical processes is difficult tomanage.

• Financial crisis has curtailed programsin some cities.



Tale of two cities - Colombo

• Central “Customer Information Centre”

• 24 hour telephone service• Specific budget allocated for complaint handling

• Trained 150 managers

• Promotion of Customer Service by the Mayor

• Publication of the City Service Directory

• WWW page with Service telephone

• New standards for complaint resolution

• Staff trained in dealing with the customer

• 7 staff, half time on education

• Door to door daily waste collection

• Provision of 20,000 dust bins one for each house,

450,000 in total



Tale of two cities - Bangalore

• Road sweepers better equipped

• Management status reporting by ward• Monitor dumping sites daily

• New uniforms for all health inspectors (enforcers)

• All road sweepers now carry identification tags

• Implementing revaluation of all properties in 2000ready for 2001 tax year

• Negotiating for tax on “exempt” Government

properties

• New legislation covering delinquent properties

• New computer system now in Tender stage

• Increase in Tax revenue $US20million pa

• Hawking licence now required, 6000 applicants



Our experiences in Asia

• Reluctance to document existing

processes• Reluctance to measure performance

• Cannot “see” some problems

• Proposed solutions are too simple andeconomic, resource, political, communityramifications not thought through

• Teams had difficulty in visualising the

implementation steps



Other barriers to address

• lack of political will – need to get „champion‟ and peer pressure

such as Mayors Forum

• ingrained bureaucratic working culture – need critical number of trained coordinators

and rewards for change

• alienated community

– need to establish consultation and credibility



What we would do different

• More team training and more coordinators

trained to create a critical mass

• Introduce additional change managementtechniques such as meeting agendas andminutes,, implementation planning, progressmonitoring

• Emphasise Steering Committees must decidequickly about proposed improvements

• Get community to monitor city performance asan added incentive for the Mayor andadministration

• Establish multiple lines of communication with

city - teams, coordinators, committee and mayor



What can you do tomorrow?

• Tell ADB, WB, GTZ UNDP etc you areinterested and get on „mail circuit‟

• Access the project website for moreinformation

• Seek training from local sources orone of current participating cities

• Consult with adjacent cities (or yourcities association) to establish a BMgroup

• Nominate for inclusion in the next TA



Disclaimer

The views expressed in this Toolkit are the views of the authors and do not necessarily reflect the views or policies of the Asian Development Bank (ADB) or Asian Development Bank Institute (ADBI), or their Board of Directors, or the governments they represent. ADB and ADBI do not guarantee the accuracy of the data included in this CD-ROM and accepts no responsibility for any consequences of their use. Terminology used may not necessarily be consistent with ADB official terms.

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ENHANCING MUNICIPAL SERVICE DELIVERY CAPABILITY