Setting the Stage for Intergovernmental Cooperation

By Ruggini, John | Government Finance Review, February 2008 | Go to article overview

Setting the Stage for Intergovernmental Cooperation


Ruggini, John, Government Finance Review


Laying the groundwork is key to the success of intergovernmental service sharing.

Previous articles in this magazine1 have made the case for intergovernmental service sharing economies of scale, greater uniformity and higher service levels, reduced duplication, optimization of less frequently used equipment, increased flexibility, and potential cost savings are all potential advantages of a service delivery arrangement whereby multiple governments collaborate to provide a single type of service. For jurisdictions that are considering taking the shared service plunge, successful agreements are most often developed in three phases: organizing for cooperation, ironing out the details, and minding the store.

ORGANIZING FOR COOPERATION

It is tempting to dive into the technical details of shared service arrangements - how costs will be allocated, how the service will be funded, and so forth. A key to success, however, is to first organize for cooperation by creating a deliberative process for involving stakeholders, identifying opportunities, and assessing the costs and benefits.

At its core, shared service delivery relies on trust and cooperation among elected officials and administrative staff in different communities - which may or may not occur naturally. Organizing for cooperation ensures that these necessary relationships are in place.

The first step in organizing for cooperation is creating a forum where relationships can be established and opportunities can be identified. The City of Flagstaff, Arizona, and Linn County Oregon, both organizations with successful shared service arrangements, established monthly meetings among all governmental entities in their respective geographic areas to discuss common concerns and to specifically seek shared service opportunities. This could occur at a staff or elected official level, depending on the circumstances. Alternately, a task force could be formed to specifically identify shared service opportunities. The City of Eau Claire, Wisconsin, took this approach and created a study group of three city council members to look at current service levels among their own departments and create a catalog of opportunities based on a self-assessment utilizing a shared service typology the city developed. Priorities were created and then agreements were pursued accordingly with surrounding jurisdictions. The role of elected officials is perhaps most critical during this first step, as they, often are in positions to broker relationships and begin conversations. It is also important not to organize for cooperation around the most complex initiative first, especially if jurisdictions have not worked together extensively before. Shared services often serve as a catalyst for other agreements, and in this way simpler initiatives can pave the way for larger ones.

As priorities are identified, governments should carefully study the feasibility of a shared service arrangement. A business case should be developed for the selected service before negotiations begin.2 For more complex arrangements, especially ones that may prove politically controversial, governments may find it beneficial to engage a third party to conduct the initial feasibility analysis. A third party may more easily identify difficult issues and get them resolved early in the process. Having a neutral "broker" communicate costs and benefits to key stakeholders also helps to establish trust and buy-in.

Involving key stakeholders is important during this process. They may include employees who may be affected, union representatives, elected officials, and community members anticipate who the supporters and the resisters will be, and involve both early and often. It is also important to stress to participants that not all benefits are cost-related. For example, a merged police department may result in shorter response times and increased deployment flexibility. There also may be cost savings that might not accrue for several years as staffing levels are adjusted through attrition. …

The rest of this article is only available to active members of Questia

Sign up now for a free, 1-day trial and receive full access to:

  • Questia's entire collection
  • Automatic bibliography creation
  • More helpful research tools like notes, citations, and highlights
  • Ad-free environment

Already a member? Log in now.

Notes for this article

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items

Items saved from this article

This article has been saved
Highlights (0)
Some of your highlights are legacy items.

Highlights saved before July 30, 2012 will not be displayed on their respective source pages.

You can easily re-create the highlights by opening the book page or article, selecting the text, and clicking “Highlight.”

Citations (0)
Some of your citations are legacy items.

Any citation created before July 30, 2012 will labeled as a “Cited page.” New citations will be saved as cited passages, pages or articles.

We also added the ability to view new citations from your projects or the book or article where you created them.

Notes (0)
Bookmarks (0)

You have no saved items from this article

Project items include:
  • Saved book/article
  • Highlights
  • Quotes/citations
  • Notes
  • Bookmarks
Notes
Cite this article

Cited article

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited article

Setting the Stage for Intergovernmental Cooperation
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this article

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Full screen

matching results for page

Cited passage

Style
Citations are available only to our active members.
Sign up now to cite pages or passages in MLA, APA and Chicago citation styles.

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

"Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Cited passage

Welcome to the new Questia Reader

The Questia Reader has been updated to provide you with an even better online reading experience.  It is now 100% Responsive, which means you can read our books and articles on any sized device you wish.  All of your favorite tools like notes, highlights, and citations are still here, but the way you select text has been updated to be easier to use, especially on touchscreen devices.  Here's how:

1. Click or tap the first word you want to select.
2. Click or tap the last word you want to select.

OK, got it!

Thanks for trying Questia!

Please continue trying out our research tools, but please note, full functionality is available only to our active members.

Your work will be lost once you leave this Web page.

For full access in an ad-free environment, sign up now for a FREE, 1-day trial.

Already a member? Log in now.