Public Comment

There are no easy answers to the budget problems facing our cities and counties. There are strong disagreements about which services to reduce, which programs to eliminate and which fees to increase. Even the search for the elusive “unnecessary administrative costs” is contentious. Raising taxes, cutting services, and cutting administrative oversight can all result in unintended consequences and increased risk.  

One thing we should all agree in is improving the efficiency of our public services. The hard part is making the decision to invest in the improvements. What should be tackled, and by whom? How much will it cost? There is a lively debate going on at the University of California right now about UC’s decision to address efficiency by hiring Bain & Company for $3 million dollars in the hopes of finding savings of “tens of millions.” 

Many people feel that the public sector is particularly “efficiency-challenged” because of the lack of a profit motive—though some corporate workers, and customers,will tell you that the fictional world of Dilbert is more realistic than you’d like to think,and not very efficient. 

In some of our past audits, we have found that city operations have improved over the years and/or that Berkeley performs better than other cities; nevertheless, we have always found significant improvements to be made. In our June 9 2009 “Workers’ Compensation Costs Can Be Reduced” report, we found a sharp improvement in number of claims filed and costs, especially as compared to other cities. Over the five previous years, Berkeley’s incident rate fell by more than 50 percent, while the average rate for comparable cities studied decreased less than 17 percent. It took a significant investment of resources, and the whole-hearted cooperation of labor and management to make these improvements in employee safety. But we found in this audit that the city could definitely make still more improvements. 

Whether we compare Berkeley to the University, the private sector, or to other cities, we know that a rigorous analysis of performance will generally result in identification of improvements that can be made cost-effectively if there is a determination to continuously improve. 

Berkeley’s City Auditor’s office is working hard to increase efficiency in city service delivery, as part of our basic mission: to be a catalyst for improving city government. On Tues., Oct. 13, we bring to the City Council two reports with recommendations for improved efficiency: “Investing in Long Term Cost Savings: Workers’ Compensation and Wellness” and “Audit: Utilization of Public Works Sewer Staff Can Be Improved.” 

Our long terms savings suggestions, presented as part of the Council’s 5 p.m. budget work session, include investments to: improve tools and training, especially software, performance measures, and written procedures; further reduce workplace injuries; and evaluate the establishment of an employee wellness program. 

Our report on Public Works staffing efficiencies, on the 7 p.m. consent calendar, includes 35 recommendations for improvement, aimed at reducing costs, improving worker safety, and protecting public and private property from damage. We developed the objectives for this report with the assistance of Public Works staff, and the department is in full agreement. They report having made significant progress in implementing our recommendations. 

To make these improvements, the city will need to make exactly the kinds of investments discussed in our 5 p.m. presentation: investments in tools, training, and software, and improvements in performance measures and written procedures.  

To read these reports and others please visit www.cityofberkeley.info/auditor  

Contact me with your ideas for future performance audits, requests for information, and to continue to weigh in on the merits of establishing a whistleblower hot line for city employees.  

Ann-Marie Hogan is the City Auditor for the City of Berkeley.