Public sector collaboration in British Columbia works best when: 1) There are high-level political champions to support the collaboration. 2) The policy issue being addressed is well-defined so objectives can be aligned. 3) Participants have both the capacity and legislative authority to act on the issue.

1. Public Sector Collaboration in British ColumbiaPrepared By: Julie ClementsShahdin FarsaiBob ParkerDavid Skerik

2. LESSONS LEARNED High level political champions are an asset to collaboration.A well defined policy issue implies better collaborationWhen objectives align, public sector collaboration is likely to be successfulCapacity and the legislative authority to act, are necessary conditions for collaboration

3. Rationale“Great discoveries and improvements invariably involve the cooperation of many minds.”- Alexander Graham BellWhy collaborate?Response to complex public policy challenges Improved service delivery through coordinationSignificant variation in the nature and extent of collaborative arrangementsThe challenge of collaboration

4. IntroductionRESEArch ObjectiveTo identify determinants of success for public sector collaboration in British Columbia.Collaborative GovernanceScope of analysisDecision MakingResource SharingService CoordinationMonitoring & EvaluationPolicy ProcessProblem DefinitionPolicy FormulationDecision MakingPolicy ImplementationPolicy Evaluation

5. CASES STUDIED3 Policy Sector CasesAgricultural: The Growing Forward Agricultural Policy FrameworkPine Beetle/Forest: no formal agreementUrban Development: The Vancouver Agreement *First Nations: The Vancouver Aboriginal Skills and Employment Program

6. Analytical FrameworkFeatures of collaborative governanceDecision MakingHorizontal or vertical?Resource SharingExisting funding or common pool?Equal contributions or Capacity-based?Service CoordinationEliminate gaps or reduce overlaps?

7. Policy Sector FeaturesPolicy Issue definitionImpacts, Causes and TimeframeStakeholder characteristicsGovernments involvedGeneral CharacteristicsDiversity of stakeholders objectivesStakeholder capacityNon-governmental stakeholdersLegislative authority

8. Case #1: Growing ForwardVisionA 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 CanadiansOutcomesA 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

9. Case #1: GROWING FORWARDPolicy Issue CharacteristicsRegional vastnessSector diversityThis problem is concentrated on price stability, efficiency, and trade barriers. Stakeholder CharacteristicsFederal ChampionLegislative AuthorityConcurrent authority between Federal and Provincial GovernmentsLessons LearnedLegislative authority important collaborative factor to bind stakeholders togetherCross-Region initiatives need a champion for effective collaboration

10. Case #2: Forestry PolicyResponse to the pine beetle issueBackground, Type of collaboration, Issue characteristics

11. Pine beetle infestation area

12. Case #2: type of collaborationDecision 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.

13. Case #2: Forestry PolicyResponse to the pine beetle issueConclusionLegislative 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.

14. Case #3:Vancouver AgreementEstablished in 2000; renewed 2005; expires 2010Unanimous consent decision makingPooled resources and ‘flexible financing’Coordination across 41 pre-existing departments or programs

15. Case #3: Vancouver agreementLessons 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)

16. Key findings

17. CASE STUDY CONCLUSIONS High level political champions are an asset to collaboration.A well defined policy issue implies better collaborationWhen objectives align, public sector collaboration is likely to be successfulCapacity and the legislative authority to act, are necessary conditions for collaboration

18. LESSONS LEARNED

19. “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.