Reorganizing Newton Government

The historical development of local government has produced a management structure that is based on artificial distinctions among operating areas creating redundancy and failing to focus the organization on priority functions, such as the delivery of services, revenue generation, and controlling costs.

Summary of Proposed Solution

Newton government should be reorganized to focus each department’s efforts on achieving desired results, including:

i) The creation of a Chief Financial Officer (CFO) Position;

ii) The creation of a Chief Information Officer (CIO) position;

iii) Reorganizing departments along functional lines;

iv) The creation of a financial advisory committee;

v) The creation of a health care advisory committee.

Discussion and Implementation Plan

i) Chief Financial Officer

A qualified CFO will bring professional approaches to our fiscal management and be a key driver in reworking the city’s budgetary processes, cash management techniques and other financial operations to maximize revenue generation and to control costs. The CFO will supervise the Treasury and will be actively involved with counterparts elsewhere in this state and across the country in developing innovative practices, benchmarking performance, and sharing knowledge.

ii) Chief Information Officer

A CIO will be valuable to the development and implementation of measurement and communication systems necessary to tracking and interpreting data on how well we are meeting objectives and customer satisfaction. The CIO will efforts to create a customer service database, to implement a 311 phone system, and to create the NewtonStat system. The CIO will work to break down the walls between departments, so that unified technologies are being applied across the entire city. The CIO will also play a central role in making information available to the public on budgets, planning decisions, and operations.

iii) Departmental Reorganization

Departments should be organized around the products and services they provide. For example, rather than having four different municipal departments managing various capital projects (Parks & Recreation, Public Works, Public Buildings, and Planning), we should have one Director of Capital Projects with expertise in working with the public bidding process, contractors, subcontractors, and all of the aspects of bringing a construction or renovation project to fruition. Snow removal is currently done by two departments and could be consolidated into one operation. Other functions that would benefit from similar treatment include information technology, human resources, and community education.

The goal of our departmental reorganization efforts will be to align all of our departments with our community’s priorities and with economic realities and to make sure that everyone is working together, tearing down barriers between departments. That includes reviewing and strengthening the relationships among the Mayor, Board of Aldermen, and School Committee to improve cooperation and collaboration.

iv) Financial Advisory Committee

The Blue Ribbon Commission and the Citizens Advisory Group on Newton’s Finances have both provided valuable information to city policymakers and the public. Newton has many committees and commissions, but none advising us on financial matters. Many communities benefit from having this type of group on an ongoing basis. We should create a standing Financial Advisory Committee to tap into the expertise of Newton residents and offer an outside perspective on our operations.

v) Health Care Advisory Committee

One of the fastest growing costs facing the City is providing health care for our employees and retirees. Newton has many residents who are knowledgeable about the health care industry and how we might improve coverage and control the rate of cost increases, including through use of inter-municipal cooperation to increase purchasing pools. We should create a standing Health Care Advisory Committee to provide this input.