Foster teamwork, efficiency in government

By Gretchen Tegeler

In response to the shortfall of up to

$1 billion in the state budget, elected officials have been working hard to identify ways to close the gap. Their efforts are sincere and substantive.

Yet, we still are lacking leadership – the bringing together of political leaders, courts, state and local officials and interdisciplinary interests to rethink the structure of Iowa government for the 21st century.

Without a more systematic approach, well-intended but piecemeal efforts may end up being counterproductive. Worse, we will be missing a huge opportunity to improve services for Iowans.

Under the current approach, each function – education, human services, justice – though often serving the same individuals, is striving independently to adjust to lower levels of funding. Chief Justice Marsha Ternus refers to this approach as “de-facto reorganization.” The governor hired a consultant to find efficiencies, while the legislative branch conducted its own reorganization study. All efforts have been significant, but if we're not careful, the result could be even more confusion, less service and poorer quality.

Imagine instead the possibilities for improved results through big-picture thinking and creative use of technology. Never before have we had all the data and research tools needed to design win-win service delivery solutions that:

1. Foster teamwork among the agencies around the needs of the individual (the customer) to achieve better and more lasting results.

2. Achieve efficiencies through reduced duplication of administrative services.

3. Take maximum advantage of today's technology.

Imagine the many fragmented local and regional delivery systems of the Department of Human Services, Workforce Development, Justice System and Special Education being available in a one-stop shop – physically and/or virtually. These systems serve the same clients, but the current structure costs taxpayers and clients extra dollars from duplication and lack of coordination.

The failure of government in Iowa to speak with government in Iowa has resulted in silo-style governance and Iowans just can't afford that anymore.

In the rush to close the budget gap, let's not make changes that preclude or complicate potential future service delivery solutions. For example, while no fan of the Area Education Agencies as structured, I believe they could have a role in the future. One: Take on key bureaucratic functions such as payroll management, nutritional planning and accounting, freeing up staff dollars in our 361 school districts to be used for instructional purposes.

It would be a shame to have to re-create something like them in the future.

Another example is the restructuring of the Iowa State Extension Service. Were there missed opportunities to strengthen the capacity of local public health infrastructure in the process, at least as regards wellness education? We don't need multiple entities to deliver this service.

I understand budget solutions are needed now. Many of the operational improvements already identified can and should be moved ahead.

But a structure for 21st-century government needs to be well thought-out and developed in a collaborative fashion. This takes time. And leadership.

If dollars are needed immediately to stave off local property tax increases and to deal with pressing needs in public safety and education, let's think about redirecting the 1 cent school infrastructure tax for two years. It would make sense to delay some planned building improvements for a couple of years while this important work occurs. Those who have incurred debt obligations could be grandfathered.

Let's not miss this historic opportunity to rethink how Iowa government can improve service and results for Iowans, while living within the resources we already have. While the federal government may seem out of our control, Iowa is manageable and surely we can do it.

Gretchen Tegeler of Des Moines is an independent management consultant. She has served as a transportation planner for the Iowa Department of Transportation, director of Strategic Planning for the State of Iowa, eight years Director of the Iowa Department of Management (the Governor's policy and budget agency), chief of staff to Gov. Terry Branstad and Iowa vice president for the American Cancer Society.