My latest column is in the November issue of Governing Magazine. It’s called “Stopping the Civic Decline Cycle.” In it I urge cities to get a real grip on their problems and restructure for new realities rather than simply managing an endless, painful decline cycle year after year. Sadly, facing fiscal challenges right in the face rather than kicking the can down the road and trying to survive another year has proven to be quite rare. I don’t want to claim this is some preferred solution. But cities are where they are and have to respond to reality.
Here’s an excerpt.
The cycle of municipal decline looks the same in a lot of places. People and businesses leave, which causes tax revenues and quality of place to degrade. That, in turn, leads to tax increases and service cuts, which makes more people and businesses leave. This repeats in an endless cycle as a city slowly dies.
Rather than an endless stream of crisis management, cities should instead take a realistic forward look at their civic trajectory—medium-term revenue forecasting, demographic and economic forecasting, capital asset replacement cycles, and so on—and restructure the services delivered and revenues raised in order to create a sustainable baseline that can be defended over at least the medium term. This would enable cities to provide some degree of predictability to current and prospective residents and businesses about what their tax bills and services received will be. That right there will improve the business climate by reducing uncertainty and the, often correct, belief that most cities just don’t have a handle on their problems.