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An analogy has been made in the recent past to the State of Indiana’s multi-layered government structures and services. These layers came under scrutiny during the property tax revolt and the Kernan-Shepard Report. It is conceived that these layers create a government system illustrating a series of silos (battling business units). I would like to take this opportunity to provide an example of service outcomes and government cost containment efforts under the new property tax reform policy.
The Proposed Legislative Solution was: Property Tax Reform hand-n-hand with Government Reform and Accountability.
Concept – building strong, prosperous communities
• Framework of support for local government reform
• More accountability to local citizens
• Higher levels of local services matched to needs defined by application of effective risk management processes
• Use of Evidence-based, high performance reporting
• Strong local leadership development
This legislative solution requires an emphasis of the city government’s role in establishing a strategic vision, creating a platform for local government sharing, and for setting minimum performance standards along with accountability processes and structures.
Empowering city departments the ability for the development and use of collaborations and partnerships for creative solutions to meet the local needs.
Indianapolis - Marion County Fire Service Consolidation Legislation could be used as a:
• Template for building strong, prosperous communities
• Risk Management as the lead towards reform in public safety
• Reporting requirements for fire to the elected governing body
• Establishing a center of excellence in fire service – training entity reporting to Professional Standards Board.
• Indianapolis works with the State to provide development of a risk management assessment and performance reporting templates that could be used by local governments.
• The City of Indianapolis partners with the State to establish a Local Government Performance Review Committee under the State Department of Management and Budget and the City Department of Budget and Management for independent audit and review of local government outcome-based reporting and strategic goal setting
Significant Challenges for Township Fire Departments
Circuit Breaker Revenue Loss:
o Decatur Township: 2010 - $709,000 2011 - $739,000
o Franklin Township: 2010 - $1,139,000 2011 - $1,185,000
o Lawrence Township: 2010 - $253,000 2011 - $279,000
o Pike Township: 2010 - $177,000 2011 - $179,000
o Wayne Township: 2010 - $1,680,000 2011 - $1,739,000
The numbers above represent the circuit breaker revenue loss that will affect the Marion County Townships. As illustrated these numbers represent serious cuts in service within two- to-three townships, if not all. Townships within Marion County will have to layoff firefighters, shut down fire stations, or make drastic cuts in service delivery and operations.
A firefighter cost an estimated $95,000.00 annually and a civilian EMS personnel cost an estimated $70,000.00 annually.
Double Taxation: With the implementation of the Public Safety County Option Income Tax in 2007 the citizens in the townships that still have a fire department essentially pay for two fire departments. Townships cannot collect these funds. There are other funds like the cumulative capital development tax (CCD) that township taxpayers pay through their property taxes that only goes to the city. IFD utilizes 2 million in CCD funds to support their budget.
Non “systems” approach: Because of the way in which the current Township and City systems in Marion County are operating, essential attributes recommended in the National Incident Management System have not been incorporated. Specifically, this includes taking a complete “systems” approach to the fire service operational design.
Inefficiency: The lack of key provider integration in the system has resulted in the absence of coordinated activities, inconsistent performance, and less efficient planning and system improvement. The current system in Marion County creates and environment of battling business units, very limited purchasing powers, incompatible equipment that cost taxpayers millions.
