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Public Sector Collaboration in British Columbia
Prepared By: Julie ClementsShahdin FarsaiBob ParkerDavid Skerik
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LESSONS LEARNED
High level political champions are an asset to collaboration.
A well defined policy issue implies better collaboration
When objectives align, public sector collaboration is likely to be successful
Capacity and the legislative authority to act, are necessary conditions for collaboration
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RATIONALE
Why collaborate?Response to complex public policy challenges Improved service delivery through coordination
Significant variation in the nature and extent of collaborative arrangements
The challenge of collaboration
“Great discoveries and improvements invariably involve the cooperation of many minds.”
- Alexander Graham Bell
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INTRODUCTION
To identify determinants of success for public sector collaboration in British Columbia.
RESEARCH OBJECTIVE
1. Problem Definition2. Policy Formulation3. Decision Making4. Policy Implementation5. Policy Evaluation
Policy Process
1. Decision Making2. Resource Sharing3. Service Coordination4. Monitoring & Evaluation
Collaborative Governance
SCOPE OF ANALYSIS
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CASES STUDIED
1. Agricultural: The Growing Forward Agricultural Policy Framework
2. Pine Beetle/Forest: no formal agreement3. Urban Development: The Vancouver Agreement
*First Nations: The Vancouver Aboriginal Skills and Employment Program
3 POLICY SECTOR CASES
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ANALYTICAL FRAMEWORK
Decision MakingHorizontal or vertical?
Resource Sharing Existing funding or common pool?Equal contributions or Capacity-based?
Service CoordinationEliminate gaps or reduce overlaps?
FEATURES OF COLLABORATIVE GOVERNANCE
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POLICY SECTOR FEATURES
Impacts, Causes and TimeframePOLICY ISSUE DEFINITION
STAKEHOLDER CHARACTERISTICSGovernments involvedGeneral Characteristics
Diversity of stakeholders objectivesStakeholder capacityNon-governmental stakeholders
LEGISLATIVE AUTHORITY
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VisionA profitable and innovative agriculture industry with agri-food and agri-based products that seize opportunities in response to market demands and contributes to the health and well-being of Canadians
OutcomesA Competitive and Innovative Sector,A Sector that Contributes to Society's Priorities, andA Sector that is Proactive in Managing Risk.
Features of Collaborative GovernanceDecision MakingResource SharingService Coordination
CASE #1: GROWING FORWARD
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CASE #1: GROWING FORWARDPolicy Issue Characteristics
Regional vastnessSector diversityThis problem is concentrated on price stability, efficiency, and trade barriers.
Stakeholder CharacteristicsFederal Champion
Legislative AuthorityConcurrent authority between Federal and Provincial Governments
Lessons LearnedLegislative authority important collaborative factor to bind stakeholders togetherCross-Region initiatives need a champion for effective collaboration
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RESPONSE TO THE PINE BEETLE ISSUE
Background, Type of collaboration, Issue characteristics
CASE #2: FORESTRY POLICY
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PINE BEETLE INFESTATION AREA
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Decision making is vertical (mostly)
Resources are not formally pooled.
The response to the mountain pine beetle infestation is guided by the Mountain Pine Beetle Action Plan.
CASE #2: TYPE OF COLLABORATION
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RESPONSE TO THE PINE BEETLE ISSUE
ConclusionLegislative authority limits ability to act; therefore, common for only marginal change to resultShort term objectives attainable through collaboration whereas long term change may require legislative change.
CASE #2: FORESTRY POLICY
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CASE #3:VANCOUVER AGREEMENTEstablished in 2000; renewed 2005; expires 2010
Unanimous consent decision making
Pooled resources and ‘flexible financing’
Coordination across 41 pre-existing departments or programs
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Lessons learnedTask-based and problem-oriented teams work bestLong term/ systemic policy issues require more durable collaborative institutions to withstand changing actors and objectives (e.g. VPD’s Project Lockstep)
CASE #3: VANCOUVER AGREEMENT
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KEY FINDINGSPolicy Case Lessons Learned
First Nations PolicyVanASEP
Congruent objectives, political/ economic timing and incentives open policy window
High stakeholder capacity more favourableShort term objectives are more attainable through collaboration
when problems are not systemic
Agricultural PolicyGrowing Forward
Legislative authority is an important factor binding stakeholders together
Regional initiatives require a dominant policy champion for effective collaboration
Urban Development PolicyVancouver Agreement
Problem and task oriented focus was most effectiveLong term/ systemic policy issues require more durable
collaborative institutions to withstand changing actors and objectives.
BC Forestry PolicyResponse to the Pine Beetle
Legislative authority limits ability to actShort term objectives are attainable through collaboration whereas
long term change requires legislative change.
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CASE STUDY CONCLUSIONS
High level political champions are an asset to collaboration.
A well defined policy issue implies better collaboration
When objectives align, public sector collaboration is likely to be successful
Capacity and the legislative authority to act, are necessary conditions for collaboration
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LESSONS LEARNEDCase Study Lessons Learned
High Level Political
Champion
Well Defined Policy Issue
Congruent Objectives of Stakeholders
Legislative Authority to Act
Vancouver Agreement
YESChampions existed at beginning
YESDefined as
public health crisis
YES Not a significant impact on
collaboration
Growing Forward
YESFederal
champion
YES3 nationally
defined objectives
YES Concurrent Legislative Authority
Pine Beetle NONo clear
champion
NOConflicting objectives
NO Clear jurisdictional boundaries
make formal agreements problematic
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“Public sector collaboration is like an orchestra with the user as the conductor, leading a set of service providers- who may play different instruments, form different musical parts, but which together form a harmonic whole.”
Thank you.We invite your questions.