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HomeMy WebLinkAboutPacket Special Council Jul 22 2020Whatcom County Council (Special) COUNTY COURTHOUSE 311 Grand Avenue, Ste #105 Bellingham, WA 98225-4038 (360) 778-5010 Meeting Agenda Wednesday, July 22, 2020 2:30 PM Virtual Meeting VIRTUAL MEETING - VIEW ONLINE (1NTERLOCAL COLLABORATION MEETING WITH CITIES) COUNCILMEMBERS Rud Browne Barry Buchanan Tyler Byrd Todd Donovan Ben Elenbaas Carol Frazey Kathy Kershner CLERK OF THE COUNCIL Dana Brown -Davis, C.M.C. Council (Special) Meeting Agenda July 22, 2020 Call To Order Roll Call Announcements {\rtfl\ansi\deff0{\fonttbl{\f0\fnil\fcharset0 Arial;jj \viewkind4\ucl\pard\lang1033\fs24 The Council is currently holding all meetings remotely. View meeting schedules, agendas, minutes, videos, and archives at www.whatcom.legistar.com. For instructions on how to watch or participate in this meeting, please visit us at www.whatcomcounty.us/joinvirtualcouncil or contact the Council Office at 360.778.5010.\par Discussion 1. AB2020-304 Discussion with city leaders to explore ways to collaborate to improve efficiency for the benefit of taxpayers Other Business Adiournment Whatcom County Page 2 Printed on 211412025 File ID: AB2020-304 File Created: 07/16/2020 Department: Council Office Assigned to: Council (Special) Agenda Date: 09/09/2020 Whatcom County Agenda Bill Master Report File Number: AB2020-304 COUNTY COURTHOUSE 311 Grand Avenue, Ste #105 Bellingham, WA 98225-4038 (360)778-5010 Version: 1 Status: Discussed Entered by: DBrown@co.whatcom.wa.us File Type: Discussion Primary Contact Email: RBrowne@co.whatcom.wa.us TITLE FOR AGENDA ITEM: Final Action: 09/09/2020 Enactment #: Discussion with city leaders to explore ways to collaborate to improve efficiency for the benefit of taxpayers SUMMARY STATEMENT OR LEGAL NOTICE LANGUAGE: Discussion with city leaders to explore ways to collaborate to improve efficiency for the benefit of taxpayers HISTORY OF LEGISLATIVE FILE Date: Acting Body: 07/22/2020 Council (Special) 09/09/2020 Council (Special) Action: DISCUSSED DISCUSSED Sent To: Attachments: AGENDA FOR JULY 22, 2020, Memo - Interlocal Collaboration - Aug 19 2020, AGENDA FOR SEPTEMBER 9, 2020 Whatcom County Page 1 Printed on 2/14/2025 CLERK OF THE COUNCIL Dana Brown -Davis, C.M.C. COUNTY COURTHOUSE 311 Grand Avenue, Suite #105 Bellingham, WA 98225-4038 (360)778-5010 WHATCOM COUNTY COUNCIL JULY 22, 2020 2:30 P.M. VIRTUAL MEETING COUNCILMEMBERS Rud Browne Barry Buchanan Tyler Byrd Todd Donovan Ben Elenbaas Carol Frazey Kathy Kershner Discussion with city leaders to explore ways to collaborate to improve efficiency for the benefit of taxpayers (AB2020-304) Introductions: Discuss and confirm the mission of the group is to explore ways to maintain, even increase certain services to our communities in the face of declining revenues 2. Some existing government functions have already been successfully consolidated across the County such as Treasury management, Jail services and the Health Department. Can we better serve our constituents if additional government functions are consolidated? 3. Affirm we recognize that no matter the circumstances or organizations involved that discussions regarding consolidation almost always automatically creates uncertainty and resistance within the organizations impacted. We must respect the impact this sense of uncertainty has on our respective staff members but also respect our constituents expect us to explore all options available to maintain or even increase the level of services in this crisis. No matter how uncomfortable some of the discussion may be. 4. Which of functions would it be impossible to consolidate? 5. Which of functions could it be possible to consolidate? 6. Deciding what is worth consolidating: Measure and compare the Cost Per Constituent (CPC) of providing comparable services between member jurisdictions. Measure and compare the CPC of providing comparable services between member jurisdictions AND other, larger non-Whatcom jurisdictions. If the CPC is comparable between the local jurisdictions AND the average CPC is comparable to other larger non-Whatcom jurisdictions then it likely doesn't make sense to consolidate. However, if there is a material difference in the CPC then consolidation is an option we have an obligation to explore. 7. Items of what consolidation could look like: ■ Create a municipal services corporation "MSC", a special purpose LLC owned by all the participants in proportion to the number of constituents they are the primary provider of services to. ■ The MRC would primarily be staffed by employees from respective member governments ■ The MRC would be controlled by the respective member governments 8. If there is agreement to proceed, a facilitator would be hired, with financial management experience, to conduct research on ideas successfully employed in other counties and use these as an agenda to lead a series of six joint council discussions, and present a report with a list of joint councils' recommendations for possible areas for collaboration, no later than October 31, 2020. 9. Funding for the position would be shared by each of the participants in proportion to the number of constituents they are the primary provider of services to. 10. Consensus to proceed and possible next meeting dates. List of Departments / Functions 1. Information Technology 2. Cyber Security 3. Equipment/Materials procurement, 4. Financial Software systems 5. Parks & Recreation 6. Public Works 7. Planning and Development 8. GIS 9. 911 Dispatch 10. Emergency Medical Services 11. Human Resources 12. 13. 14. 15. Page 2 tG° M CO Gym �a3H1NG"�°t~ MEMO TO: ELECTED OFFICIALS, ADMINISTRATION STAFF, AND OTHER PARTICIPANTS OF THE INTERLOCAL COLLABORATION MEETING FROM: COUNCILMEMBER RUD BROWNE, WHATCOM COUNTY DATE: AUGUST 19, 2020 RE: GENERAL INFORMATION ON INTERLOCAL COLLABORATION In response to Whatcom County Resolution 2020-022, elected officials from agencies and jurisdictions within Whatcom County participated in an online meeting on July 22, 2020. Attendees discussed opportunities to consolidate services to create efficiencies and costs savings. The following information builds on that discussion and aims to further dialogue at the next meeting. VALUE OF COLLABORATION Washington State's Interlocal Cooperation Act (RCW 39.34) authorizes public agencies to contract with other public agencies to perform governmental or public services. Interlocal cooperation occurs to the mutual benefit of agencies involved and can reduce duplication, offer economies of scale, and improve governmental efficiency.' Contracts can be with a third party that provides service or with another governmental jurisdiction on a fee -for -service basis. Shared services can provide a new revenue stream for jurisdictions as well as offer that service at a lower cost. In cases where shared services do not create savings, there can be other benefits such as improved service delivery and increased interlocal communication.2 It can be more cost effective to cooperate on service delivery for major capital expenditures or when special skills are needed.3 The National Association of County Officials (NACO) recommends that shared service agreements begin with trust, allow the contract service recipient to maintain control over the service they receive, and maintain active management and open communication for all agencies involved. WHATCOM COUNTY PARTNERSHIPS Whatcom County collaborates with many jurisdictions through Interlocal agreements or contracts for jail services, aerial photography, emergency medical services, parks programming, health education and outreach, pollution prevention education, and payroll services, as well as other services. Below are some examples: • Whatcom County owns and maintains the Plantation Rifle Range and has interlocal agreements with law enforcement agencies and school systems to participate in safety training programs. 4 • Whatcom Humane Society provides animal services for Whatcom County, Bellingham, Blaine & Ferndale.' 1 httD://mrsc.oriz/Home/Explore-Tonics/Management/Service-Deliverv/Intergovernmental-Coor)eration.asr)x z https://www.naco.org/sites/default/files/event attach ments/Additional%20Service%20Sharing%20Resources.Pdf 3 https://dced.r)a.eov/download/intergovernmental-cooperation-handbook/?wr)dmd1=56790&ind=0 4 Skagit Valley College (201907029), US Customs & Border Protection (201907028), Bellingham Police (201905026) 1 https://www.whatcomhumane.org/services/ 1 • Interlocal agreement between Whatcom County and the Cities of Bellingham, Blaine, Ferndale, Lynden, Nooksack, and Sumas to use SHB 1406 revenue funds for low income housing and emergency shelter needs within Whatcom County. (200402021-2) • Whatcom County and San Juan County executed an interlocal cooperative agreement to implement youth marijuana prevention activities. (202007007) • The Whatcom County Medical Examiner's Office is an independent agency authorized by Whatcom County to perform forensic investigations for jurisdictions within the county. • The Port of Bellingham's Regional Economic Partnership (REP) office work collaboratively with local and regional partners on various economic development efforts. • Whatcom County area public safety agencies combine emergency dispatch into one call receiving and law enforcement dispatch communications center. (201908010) • Whatcom County and other jurisdictions work with the Opportunity Council to provide coordinated entry services for county area residents in need of affordable housing or emergency shelter. EXAMPLES IN OTHER JURISDICTIONS Erie County, New York reorganized its technical infrastructure to create shared IT services across the county's departments and agencies, including integrating 26 police services answering points into one and increasing quality of its 911 emergency response system. The County saved millions of dollars and improved services.6 King County, Washington provides police services through contracts to 12 cities and saves millions of dollars. Each local jurisdiction selects their own police chief, wears distinctive uniforms, and displays its town seal on its vehicles thus maintaining the image as an independent jurisdiction.' Atlantic County, NJ officials established a utility district, Atlantic County Utilities Authority, in the 1969 to address the need to provide comprehensive wastewater services and later expanded to include solid waste management, a landfill gas energy project, and refueling and vehicle charging stations. Local jurisdictions contract with the ACUA for services. (www.acua.com) Many regions have partnered on cooperative purchasing. The Kansas City Regional Purchasing Cooperative has helped its members achieve nearly $12 million in savings by fostering more cooperative purchasing.' The Houston -Galveston Area Council (H-GAC) Cooperative Purchasing Program assists local governments in reducing costs through this government -to -government procurement service. Oakland County, Michigan in partnership with various jurisdictions developed a Collaborative Asset Management System for public assets such as water, sanitary sewer, and storm sewer infrastructure9 ADDITIONAL PROGRAMS* Agriculture Support Services Animal Control Appraisal and Equalization Behavioral Health Services Building Inspections Court Services Facility Sharing Agreements Financial administration Fleet Maintenance Geographic Information Systems (GIs) Grant Writing Human Resources Information / Technology Services Infrastructure Maintenance Inspections Joint insurance Landfills Lawn and Grounds Maintenance Parks and Recreation Services and Programs Planning and Zoning Administration Personnel Sharing Police Services 6 https://www.governing.com/blogs/bfc/Shared-Services--Less.htm1 7 https://www.governing.com/columns/mgmt-insights/col-shared-services-jurisdiction-identity-velveteen-rabbit.html 8 https://medium.com/coprocure/the-benefits-and-risks-of-cooperative-purchasing-202460993c8b 9 https://www.oakgov.com/it/Training%20Documents/B1.15 2017%20Exhibit%20XV%20CAMS.pdf Public Works Coverage Senior Services Transportation Purchasing Social Services Wastewater Treatment Records management Solid Waste Management and Water Treatment and Delivery Recycling Recycling Website Design and Maintenance Restaurant Inspections Tax Billing and Collection Youth Services *Some listed programs may be underway in existing partnerships with potential for expansion. OTHER RESOURCES & REFERENCES MRSC: Interlocal Cooperation: http://mrsc.org/Home/Explore-Topics/Management/Service-Delivery/I ntergovernmental-Cooperation.aspx A County Manager's Guide to Shared Services in Local Government: https://www.naco.org/sites/default/files/event attach ments/Additional%20Service%20Sharing%20Resources.pdf Shared Services: Less Costly than "Free" Services: https://www.governing.com/blogs/bfc/Shared-Services--Less.html Shared Services and the Velveteen Rabbit Factor: https://www.governing.com/columns/mgmt-insights/col-shared-services-Iurisdiction-identity-velveteen-rabbit.html The Pandemic's Opportunity to Improve Government Procurement: https://www.governing.com/finance/The-Pandem ics-Opportunity-to-Improve-Government-Procurement.htmi The benefits and risks of cooperative purchasing: Cooperative purchasing is increasingly part of the public procurement toolkit. Here's what you need to know about its benefits and risks: https://medium.com/coprocure/the-benefits-and-risks-of-cooperative-purchasing-202460993c8b XBC: Creating public value by unleashing the power of cross -boundary collaboration: https://www2.deloitte.com/content/dam/Deloitte/globa I/Documents/Public-Sector/dttl-ps-xbc-08082013.pdf The Power of Cross -Boundary Collaboration: https://www.governing.com/columns/mgmt-insights/power-cross-bounda ry-collaboration.html Collaboration Done Right: https://www.governing.com/columns/mgmt-insights/pu blic-private-coalition-adoption-services-texas-collaboration.html Will Massive Collaboration Work for You? https://www.governing.com/columns/mgmt-insights/W ill-Massive-Collaboration-Work.html Politics in Bulk (March 2006): https://www.governing.com/topics/politics/Politics-Bulk.html The benefits and risks of cooperative purchasing: https://medium.com/coprocure/the-benefits-and-risks-of-cooperative-purchasing-202460993c8b RCW 39.34: https://app.leg.wa.gov/rcw/default.aspx?cite=39.34 Kirkland, WA: Interlocal Agreements: https://www.kirklandwa.gov/depart/Finance and Administration/Public Records/Interlocal Agreements.htm US GSA Cooperative Purchasing Program https://www.gsa.gov/buyi ng-selli ng/pu rchasi ng-programs/gsa-schedules/schedule-buyers/state-and-local- governments/cooperative-purchasing AGENDA INTERLOCAL COLLABORATION MEETING September 9, 2020 - 3:30pm — S:OOpm Virtual Meeting Online: www.whatcomcounty.us/joinvirtualcouncil 1. Welcome - Whatcom County Councilmember Barry Buchanan a. Roll Call of attendees 2. Feedback from discussions with Department Heads 3. Elements for potential collaboration and partnerships 4. Next steps a. Action items b. Next meeting date/time CLERK OF THE COUNCIL Dana Brown -Davis, C.M.C. COUNTY COURTHOUSE 311 Grand Avenue, Suite #105 Bellingham, WA 98225-4038 (360)778-5010 WHATCOM COUNTY COUNCIL JULY 22, 2020 2:30 P.M. VIRTUAL MEETING COUNCILMEMBERS Rud Browne Barry Buchanan Tyler Byrd Todd Donovan Ben Elenbaas Carol Frazey Kathy Kershner Discussion with city leaders to explore ways to collaborate to improve efficiency for the benefit of taxpayers (AB2020-304) Introductions: Discuss and confirm the mission of the group is to explore ways to maintain, even increase certain services to our communities in the face of declining revenues 2. Some existing government functions have already been successfully consolidated across the County such as Treasury management, Jail services and the Health Department. Can we better serve our constituents if additional government functions are consolidated? 3. Affirm we recognize that no matter the circumstances or organizations involved that discussions regarding consolidation almost always automatically creates uncertainty and resistance within the organizations impacted. We must respect the impact this sense of uncertainty has on our respective staff members but also respect our constituents expect us to explore all options available to maintain or even increase the level of services in this crisis. No matter how uncomfortable some of the discussion may be. 4. Which of functions would it be impossible to consolidate? 5. Which of functions could it be possible to consolidate? 6. Deciding what is worth consolidating: Measure and compare the Cost Per Constituent (CPC) of providing comparable services between member jurisdictions. Measure and compare the CPC of providing comparable services between member jurisdictions AND other, larger non-Whatcom jurisdictions. If the CPC is comparable between the local jurisdictions AND the average CPC is comparable to other larger non-Whatcom jurisdictions then it likely doesn't make sense to consolidate. However, if there is a material difference in the CPC then consolidation is an option we have an obligation to explore. 7. Items of what consolidation could look like: ■ Create a municipal services corporation "MSC", a special purpose LLC owned by all the participants in proportion to the number of constituents they are the primary provider of services to. ■ The MRC would primarily be staffed by employees from respective member governments ■ The MRC would be controlled by the respective member governments 8. If there is agreement to proceed, a facilitator would be hired, with financial management experience, to conduct research on ideas successfully employed in other counties and use these as an agenda to lead a series of six joint council discussions, and present a report with a list of joint councils' recommendations for possible areas for collaboration, no later than October 31, 2020. 9. Funding for the position would be shared by each of the participants in proportion to the number of constituents they are the primary provider of services to. 10. Consensus to proceed and possible next meeting dates. List of Departments / Functions 1. Information Technology 2. Cyber Security 3. Equipment/Materials procurement, 4. Financial Software systems 5. Parks & Recreation 6. Public Works 7. Planning and Development 8. GIS 9. 911 Dispatch 10. Emergency Medical Services 11. Human Resources 12. 13. 14. 15. Page 2