Harvard Case - City of Somerville:Using Activity-Based Budgeting to Improve Performance in the Somerville Traffic Unit
"City of Somerville:Using Activity-Based Budgeting to Improve Performance in the Somerville Traffic Unit" Harvard business case study is written by Linda J. Bilmes. It deals with the challenges in the field of Business & Government Relations. The case study is 29 page(s) long and it was first published on : Aug 15, 2013
At Fern Fort University, we recommend the City of Somerville implement an activity-based budgeting (ABB) system for the Traffic Unit, focusing on aligning resource allocation with specific traffic management activities. This approach will enhance efficiency, improve performance measurement, and foster a more data-driven decision-making process within the unit.
2. Background
The City of Somerville faces challenges in effectively managing its Traffic Unit. The current budgeting system, based on historical spending, lacks a direct link to specific traffic management activities. This leads to inefficiencies, difficulty in measuring performance, and limited ability to prioritize resources. The case study highlights the need for a more robust budgeting system that aligns resource allocation with measurable outcomes.
The main protagonists of the case study are:
- Chief Michael Cabral: The Chief of Police, responsible for the overall performance of the Traffic Unit.
- Captain John Smith: The head of the Traffic Unit, seeking to improve efficiency and effectiveness.
- City Council: Responsible for approving the budget and overseeing the Traffic Unit's performance.
3. Analysis of the Case Study
To analyze the situation, we can utilize the Operations Strategy Framework, focusing on the following key aspects:
- Process Analysis: The current system lacks a clear understanding of the activities involved in traffic management and their associated costs. ABB can provide a detailed breakdown of resources used for each activity, such as traffic enforcement, accident investigation, and traffic signal maintenance.
- Resource Allocation: By identifying the cost drivers for each activity, ABB can help allocate resources more effectively. This allows for prioritizing activities based on their impact on traffic safety and efficiency.
- Performance Measurement: ABB enables the development of specific performance metrics for each activity, allowing for objective evaluation of the Traffic Unit's performance. Metrics can include accident reduction rates, traffic congestion levels, and response times.
- Continuous Improvement: ABB fosters a culture of continuous improvement by providing data-driven insights to inform resource allocation and operational adjustments. This iterative process allows for ongoing optimization of the Traffic Unit's operations.
4. Recommendations
- Implement Activity-Based Budgeting: The City of Somerville should adopt an ABB system for the Traffic Unit. This involves identifying and defining all key activities, determining their cost drivers, and allocating resources based on the estimated cost of each activity.
- Develop Performance Metrics: The Traffic Unit should develop specific, measurable, achievable, relevant, and time-bound (SMART) performance metrics for each activity. These metrics should align with the City's overall traffic safety and efficiency goals.
- Invest in Data Analytics: The City should invest in data analytics capabilities to support the ABB system. This includes collecting and analyzing data on traffic flow, accident rates, and other relevant factors to inform resource allocation and performance evaluation.
- Engage Stakeholders: The City should engage with key stakeholders, including the City Council, residents, and businesses, to gather input on traffic management priorities and ensure the ABB system aligns with community needs.
5. Basis of Recommendations
These recommendations are based on the following considerations:
- Core Competencies and Mission: The ABB approach aligns with the City's mission to provide safe and efficient traffic management.
- External Customers and Internal Clients: ABB addresses the needs of both external customers (residents and businesses) and internal clients (the Traffic Unit) by promoting efficiency, effectiveness, and accountability.
- Competitors: While not directly applicable in this case, ABB can help the City of Somerville stay competitive in attracting residents and businesses by demonstrating efficient and effective traffic management.
- Attractiveness: ABB can improve the Traffic Unit's efficiency and effectiveness, leading to potential cost savings and resource optimization. This translates to a positive return on investment for the City.
- Assumptions: The success of ABB depends on the availability of accurate data, the willingness of the Traffic Unit to embrace change, and the support of the City Council.
6. Conclusion
Implementing an activity-based budgeting system for the Somerville Traffic Unit is a strategic step towards improving its performance and achieving its goals. This approach will enhance resource allocation, improve performance measurement, and foster a data-driven culture within the unit, ultimately contributing to a safer and more efficient traffic environment for the City.
7. Discussion
Other alternatives not selected include:
- Maintaining the current system: This option would continue to rely on historical spending patterns, potentially leading to inefficiencies and difficulty in measuring performance.
- Adopting a zero-based budgeting system: This approach requires justifying every expenditure from scratch, which can be time-consuming and resource-intensive.
The key risks associated with implementing ABB include:
- Resistance to change: The Traffic Unit may resist adopting a new budgeting system.
- Data availability and accuracy: The success of ABB depends on the availability of accurate and reliable data.
- Implementation costs: Implementing ABB requires initial investment in data collection, analysis, and training.
8. Next Steps
- Form a working group: The City should form a working group comprising representatives from the Traffic Unit, the City Council, and other relevant stakeholders to oversee the implementation of ABB.
- Develop a pilot program: The working group should develop a pilot program to test the ABB system in a specific area or activity within the Traffic Unit.
- Evaluate and refine: The pilot program should be evaluated, and the ABB system should be refined based on the results.
- Full implementation: Once the pilot program is successful, the ABB system can be fully implemented across the Traffic Unit.
This phased approach will help mitigate risks and ensure a smooth transition to the new budgeting system.
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Case Description
As first step, Somerville officials developed an inventory of the main programs of each of Somerville's 18 departments and the costs associated with each program. Calculating costs at the program level required a less detailed analysis than calculating costs at the activity level. They identified the activities associated with each program and established performance objectives for each activity. During the fall of 2004, HKS Prof. Linda Bilmes and her students helped Somerville officials accomplish these steps. Together, this information allowed officials and residents to understand for the first time how the City's expenditure of tax dollars translated directly into the City's delivery of services that constituents valued. Encouraged by the results, the Mayor asked Prof. Bilmes and her students to focus on a municipal activity of particular concern to officials and residents: traffic enforcement. Mayor Curtatone asked whether increasing enforcement of the City's traffic laws might pay for itself through increased citation revenue. The case walks through the steps Bilmes and her students took to determine the answer, including allocating personnel expenditures to the activity of traffic enforcement, allocating non-personnel expenditures to that activity through selection and use of an appropriate cost driver, and calculation of the revenue generated from traffic enforcement.
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