Best Practices to Consider We also identified a list of best practices (see chart) that governments should consider when planning for a collaboration model. This includes defining the power-sharing structure and identifying what level of authority the resulting regional entity will exercise. In some cases, municipalities have created a structured process to evaluate collaboration opportunities. This includes developing a business case, identifying roles and responsibilities, conducting a comparative analysis and measuring impacts through established benchmarks or metrics. Best practice Supporting evidence Implication Provide the leadership critical to define power-sharing structure early • Each entity has one vote, regardless of the population of its city/county (Example: City/County Association of Governments of San Mateo) • Establish a special ratification procedure that requires 2/3 majority vote with representation from small and large entities • Divide power through centers of excellence—entities own different services based on which party has the best capability to deliver • The division of power plays a critical role in the effectiveness of any collaboration model • Final approval from both small and large entities forces collaboration early in the discussion • Consider what can/does the entity want to give up in terms of power • Determine what level of authority the resulting regional institution will exercise Create a structured process to evaluate collaboration opportunities • Entities commission studies to evaluate where collaboration can be implemented and/or the feasibility of a proposed partnership • Research and lessons learned from past mergers provide a tested approach to implement collaboration models • A structured process is essential to determine if a service should be contracted or shared—develop a business case, roles and responsibilities, and a comparative analysis and conduct a bidding process Engage the public and officials at all levels • Discuss proposed changes via town halls, road shows and conferences • Educate the public on the benefits and impact the new model will have on them • Involve the public at the onset to ensure a sense of ownership and inclusion in the decision making • Keep public officials engaged to ensure that they move parallel to the goals of the collaboration Establish benchmarks or metrics to track outcomes of collaboration model • Compacts/contracts may require entities to provide benchmarks to measure impacts on the community • Set a target service level agreement as part of the contracting process • Data can prove success to the public and may open doors for further collaboration opportunities Cross-Jurisdiction Collaboration accenture/crossjurisdiction 19
Posted on: Sun, 04 Aug 2013 18:16:51 +0000
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