The local government is under immense pressure to improve the services offered by the public sector while containing the ever-increasing government expenditure. Although factors such as an increase in pension cost, health care cost and the aging population have dogged down the ability of the government to provide better and improved services, the local population has pressurized the government to be accountable for every contribution made through taxes, (Cepiku & Bonomi Savignon, 2012). In this article, I am going to recommend the best possible way the homeland department can improve the government facility sector and mostly stress on the adoption of one of the recommendations.
Services offered in this sector is uniquely governmental, most of these facilities are mostly government-owned or provided by governmental entities. These facilities obtain importance from the services they give to the local populace. It allows citizens to interact with government officials on a daily basis. They exist in order to conduct primary governmental services.
There is no one way in which government services can be improved. The local government has thus implemented several approaches to improve its education institutions, commercial offices building, and the federal government facilities. Some of the adopted approaches is decentralization of government services, transforming the local government workforce composition, adoption of new changes in the budgetary structure, resizing the human resource department and emphasizing on results-oriented practices, (Van der Voet & Vermeeren, 2017). Although the local government has adopted some transformative reforms, their impact on the overall service delivery efficiency is very limited. This is particularly due to the lack of enough resources to carry out performance evaluation, the challenge of isolating the impact of an institution from external variables and the lack of pre-performance reforms within the government.
However, it is evident that the following factors if adopted will greatly improve service delivery in the government facility sector.
Progressive transformation of local government service delivery cannot be considered to be a panacea. It has its merits and demerits. Progressive transformation of service delivery critically depends on the design, implementation and the prevailing governmental arrangements, (Graaf, Hengeveld-Bidmon, Carnochan, Salomone, & Austin, 2018). The paper has critically recommended three actions that can be adopted by the local government to improve its service delivery on education institutions, commercial office building, and federal government facilities. The most viable option is the adoption of decentralized service delivery. However, this is only possible if the local government will encourage a local governance democracy. Democracy can be attained by ensuring that the local population is economically homogeneous and the decentralization of governance powers to the tax structure will create societal vertical externalities in relation to the high tax rates. In order to realize transformational development in this sector, the devolution of powers is highly recommended.
Cepiku, D., & Bonomi Savignon, A. (2012). Governing cutback management: is there a global strategy for public administrations?. International Journal of Public Sector Management, 25(6/7), 428-436.
Graaf, G., Hengeveld-Bidmon, E., Carnochan, S., Salomone, M., & Austin, M. J. (2018). Change Communication in Public Sector Cutback Management. Public Organization Review, 1-20.
Jones, D. M. (2016). Downsizing the Federal Government: Management of Public Sector Workforce Reductions: Management of Public Sector Workforce Reductions. Routledge.
Schmidt, E., Groeneveld, S., & Van de Walle, S. (2017). A change management perspective on public sector cutback management: Towards a framework for analysis. Public Management Review, 19(10), 1538-1555.
Singaravelloo, K. (2017). PPP: The right marriage between local government and the private sector in Malaysia?. Institutions and Economies, 142-166.
Van der Voet, J., & Vermeeren, B. (2017). Change management in hard times: Can change management mitigate the negative relationship between cutbacks and the organizational commitment and work engagement of public sector employees?. The American Review of Public Administration, 47(2), 230-252.
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