Salt Lake City, Utah, Grand America Hotel, October 11-14, 2015
Baltimore, Maryland, Hyatt Regency on the Inner Harbor, May 2-5, 2016
Orlando, Florida, JW Marriott, September 18-21, 2016
NASCIO is identifying and highlighting successful collaboratives that
demonstrate what is possible when jurisdictions and agencies "join up" to solve
a problem, address a need, or pursue a new opportunity. Through collaborative
governance structures, jurisdictions can pool funding; increase buying power;
remove or reduce redundant investments in technology, business processes
and organization; and make significant gains in the quality of service.
We are continually looking for great ideas that can be extended to include
additional jurisdictions or can be replicated. Please submit scenarios using our
10 element outline and form here. Scenarios should be submitted to Eric
Sweden at esweden@NASCIO.org.
This project was supported by Grant No. 2010-DJ-BX-K046 awarded by the Bureau of Justice Assistance. The Bureau of Justice Assistance is a component of the Office of Justice Programs, which also includes the Bureau of Justice Statistics, the National Institute of Justice, the Office of Juvenile Justice and Delinquency Prevention, and the Office for Victims of Crime. Points of view or opinions in this document are those of the author.
2012 Awards: Cross-Boundary Collaboration and Partnerships Recipient:
California - PUBLIC EMPLOYER READINESS TEAM (PERT)
Health and retirement benefits cannot be paid until the information in an employee's account is accurate. Years of regulations and needs created more than 109 different systems to coordinate the benefit information for 1.6 million California public employees, retirees, and their families. Data discrepancies were common. Reconciliation became onerous; reviews were often performed only at key life stages - the very time when people needed assistance most.
The California Public Employees' Retirement System (CalPERS) launched the $500 million "my|CalPERS" system in September, 2011, transforming multiple systems into a consolidated information exchange network. The new system established data integration and integrity for 3,125 business partners (public employers and benefit service providers) for all CalPERS pension and health program participants. To meet the launch date, CalPERS needed community buy-in.
The Public Employer Readiness Team (PERT) operated in parallel to my|CalPERS to foster collaboration with business partners with diverse interests and capabilities. PERT's task: ensure the voice of the customer was heard in the design and development stages, and secure their commitment, enthusiasm, and readiness for change.
PERT launched a coordinated series of campaigns and used the ADKAR cultural change model (Awareness/Desire/Knowledge/Ability/Reinforcement) to involve business partners in each phase of the my|CalPERS project. A multi-phase campaign progressively built excitement, ownership, and commitment by increasing stakeholder confidence and readiness.
PERT developed a collaborative approach to community readiness for large-scale change, treating stakeholder involvement as equal in importance to system development (which can be replicated by other projects). Using cross-boundary partnerships, CalPERS and its business partners created an integrated information exchange to transform the management of member benefits. Accurate information is now provided immediately to partners in the benefits community who serve state and public agency workers, their families, and beneficiaries.
Accenture, KPMG, Delegata
2011 Awards: Cross-Boundary Collaboration and Partnerships Recipient
California - Routing on Empirical Data (RED) Project
Seconds mean the difference between life and death when calling 9-1-1. In 2007 the California 9-1-1 division determined that 4.9 million (42.4 percent) of the state’s 11.6 million wireless enhanced 9-1-1 calls received a busy signal. State law requires the California Highway Patrol to answer wireless 911 calls but in 2007, the CHP only had 167 call-taking positions to manage the exponential growth of wireless calls.
The 9-1-1 division manages the statewide 9-1-1 system, but needed to meet regulatory criteria to allow the CHP to relinquish cell sectors to local public safety answering points (PSAPs). To improve cell phone routing and increase access, the 9-1-1 division initiated the Routing on Empirical Data (RED) Project, a cross boundary collaboration and partnership effort involving more than 500 stakeholders that included the private wireless sector, as well as state, county and city governments. After a successful proof of concept, RED Project implementation began in 2009 with analyzing millions of E9-1-1 calls from the 140,000 cell sectors. Calls were overlaid on jurisdictional PSAP maps showing the location of calls and the sector coverage area. Calls emanating from a local PSAP’s jurisdiction were rerouted to the local PSAP, speeding emergency response.
To overcome skepticism and organizational inertia, staff actively communicated with stakeholders and gave them decision-making power via a web-based geographic information system that enables PSAPs, county coordinators and the CHP to analyze emergency call data and collaboratively determine the most efficient routing for E9-1-1 calls.
RED Project results:
AT&T Mobility, AT&T (LEC), Alltel Wireless, Cleartalk, Cricket Communications, Inc., Intrado, Metro PCS, Public Safety Network, Sprint PCS, TeleCommunication Systems, T-Mobile, U.S. Cellular, Verizon Wireless, Verizon(LEC)
2010 Awards: Cross-Boundary Collaboration and Partnerships Recipient
Arkansas - Arkansas Universal Financial Aid Management System
The Arkansas Department of Higher Education worked with Governor Mike Beebe and the General Assembly to improve the financial aid process for students looking to attend college for the first time or continue with their education.
Millions of dollars in financial aid and scholarship funds went unused in Arkansas due to a cumbersome paper process and more than 21 different programs requiring individual processes and documentation. Students, parents, and counselors were not always aware of various programs or how best to gain access and apply.
In a matter of minutes, students answer a few basic questions and the “YOUniversal” Financial Aid System determines aid for which they may be eligible across all 21 programs. Students may then submit one application, simplifying the process into one easy step.
The financial aid, scholarship, and loan awarding process is managed through the system which electronically notifies the student. Students manage their financial aid profile throughout their higher education experience within a secure student module.
Finally, the Department of Higher Education personnel manage the eligibility and award process for all aid programs within the administrative components of the system that replaces outdated disparate databases and systems previously used. Integration with third-party sources is a key success factor and includes federal level FAFSA (family income) data, state level TRIAND high school transcript data, higher education institution enrollment verification data, and state financial integration for automated disbursement of funds. Data integration eliminates manual processing and errors, and also expedites the review and award process.
This year, 125,000 applications were received through the system, an increase of more than 441 percent over the previous year. $150 million in aid was awarded to over 50,000 college freshman, traditional, and non-traditional college students due in part to recent passage of the Arkansas lottery, and legislative changes that expanded many of the financial aid programs. In the first year of operation, every eligible high school graduate applying for aid received an award through the system.
"The Universal Financial Aid System has transformed how students apply for the financial aid they need to complete their college degrees. The system provides streamlined access to all financial aid programs in which a student may be eligible."
Governor Mike Beebe, State of Arkansas
2009 Awards: Cross-Boundary Collaboration and Partnerships Recipient
Washington - Enhanced Driver License/Identification Card Project
Washington became the first state in the nation to empower U.S. citizens with an Enhanced Driver License or ID card (EDL/ID) for land or sea border crossings. The EDL/ID was created in response to the Western Hemisphere Travel Initiative (WHTI), which requires all travelers to present a passport or other approved document in order to enter or re-enter the United States.
Governor Christine Gregoire recognized the potential for disruption of Washington’s robust trade relationship with Canada. Premier Gordon Campbell of British Columbia and Governor Gregoire jointly wrote President George W. Bush in December 2005, expressing concern over costly identification requirements that could dissuade travelers from crossing the border.
Secretary of Homeland Security, Michael Chertoff, expressed a willingness to consider passport-equivalent documents to meet the WHTI requirements in July 2006. On March 23, 2007, DHS signed a Memorandum of Agreement with the Washington State Department of Licensing to launch the EDL/ID program as an acceptable alternative document for crossing the United States’ land and sea borders.
Participation is voluntary, and the cost is only $15 more than a regular Washington driver license or ID card. Security enhancements in the EDL/ID are industry best practices:
EDL/ID success is attributable to collaboration between numerous stakeholders: Washington State Department of Licensing, Department of Information Services, Department of Personnel, and the Governor’s Office; the U.S. Customs and Border Protection, Department of Homeland Security, Department of State; the Provincial Government of British Columbia; and the card vendor.
"I’m very proud of our Enhanced Driver’s License, and it’s just one step of many we are taking and will continue to take to make it easier to grow our economies on a regional level . . . We know we need regional solutions if we want our families, our trade, and our shared economies to prosper. In fact, we have to get it right. We can’t afford not to."
The Honorable Christine Gregoire, Governor, State of Washington
2008 Awards: Cross-Boundary Collaboration and Partnerships Recipient
California - Los Angeles Regional Transportation Management Center
In October of 2007, the California Department of Transportation (CalTrans), the California Highway Patrol (CHP), and the Los Angeles County Metro opened a world-class traffic management complex for Los Angeles and Ventura County freeways. The Los Angeles Regional Transportation Management Center (LARTMC) is a state-of-the-art facility that co-locates the three government entities responsible for the management of nearly 525 miles of freeway.
LARTMC uses innovative information gathering and communication technologies to transform Los Angeles’ freeway system into an Intelligent Transportation System (ITS). ITS encompasses a broad range of wireless and wire line communications-based information and electronic technologies. The system is “intelligent” because it generates information that allows freeway management officials in the LARTMC to pinpoint an incident or congestion and receive all relevant data on that congestion. CalTrans engineers, along with CHP dispatch teams, can then determine to either dispatch emergency personnel or alter on-ramp metering to ease the congestion on that specific stretch of freeway. This eases congestion of Los Angeles and Ventura County freeways, decreasing travel time and increasing freeway safety.
The LARTMC and ITS solution also encompasses 109 Changeable Message Signs, which give time estimates to drivers already on the road, 15 Highway Advisory Radio Stations to give traffic updates, and automates the dissemination of real-time traffic information to 20 websites/ISPs. This makes commuters partners in LARTMC traffic relief efforts.
The collaboration of government agencies that makes LARTMC a success extends past the bounds of incident and congestion management and into long-term congestion relief. All data collected by the ITS is sent from the LARTMC to the University of California at Berkeley to be analyzed to determine where valuable and scarce transportation infrastructure money would be best put to use. This means as Los Angeles County continues to grow, and the number of commuters continues to climb, California will be spending its valuable transportation fund in the most impactful ways.
Since its opening in October of 2007, the LARTMC and ITS have realized the anticipated benefits of the project: increasing mainline freeway speeds, decreasing the duration of traffic delays, and reducing incident response times. A cost-benefits analysis of the technologies within the LARTMC/ITS solution has shown that the reduction of oppressive traffic increases economic opportunities in the region and increases the prosperity of the people of Southern California. The effective collaboration of different state and county entities has bettered government operations and serves as an example of best practices in freeway management and cross-boundary collaboration.
“I would like to congratulate the innovative and hardworking CalTrans employees that made the Los Angeles Regional Traffic Management Center a success. Their recognition by the National Association of State CIO’s is a win for Information Technology in California. This award is an example of how the talent and dedication of IT employees can transform the way we do business in California.”
....Teri Takai, Chief Information Officer, State of California
2007 Awards: Cross-Boundary Collaboration and Partnerships Recipient
Texas - State of Texas Data Center Services (DCS) Project
In 2005, the 79th Texas Legislature gave state government agencies clear direction to improve services and lower costs for technology infrastructure. To fulfill this vision, 27 of the largest Texas agencies joined in a collaborative contracting effort to select a private sector provider to manage service delivery and consolidate operations. "Historically, Texas state agencies are fiercely independent. Collaboration on this scale is a trailblazing and significant event that I see as an example for future sharing across governmental lines."
Robert Duncan, State Senator, State of Texas
“Working together as an enterprise representing much of Texas IT presented an opportunity to raise all agencies to a higher standard for service and security. This level of performance simply would not be possible without the commitment of so many technology professionals to the process.”
Carl H. Isett, State Representative, State of Texas
The level of collaboration was remarkable. The DCS Project involved over 400 state employees in an array of expert workgroups and governance advisory committees. Cross-agency teams guided the project, executed project work tasks, and prepared state government, as an enterprise, to enter into a very large IT infrastructure sourcing agreement. Emphasizing broad representation, working teams included executive and management advisory councils (governance), a dedicated full time project staff, transition workgroups composed of chief financial officers, human resource directors, federal funds experts, and IT infrastructure technical experts.
Applying the advice of leading sourcing advisory services, the DCS Project executed a procurement process that was ground-breaking in its sophistication, quality, and inclusiveness. Over 60 evaluators worked on specialized evaluation teams to develop the request for offer (RFO) specifications and evaluate bid responses. Employing a highly structured, iterative methodology of individual scoring followed by group analysis and consensus scoring, the evaluation process yielded thoroughly considered and fair evaluation results that delivered best value to the state.
In November 2006, the nearly two-year collaboration culminated in a signed agreement with a major integrator to deliver comprehensive data center and disaster recovery services. The seven-year contract, valued at $863 million, was one of the largest public or private sector IT sourcing agreements signed in 2006. It addresses 31 independent data centers, 16 mainframes, approximately 7,000 servers located in 1,300 locations, and 563 full time equivalent (FTE) positions.
The contract leverages the buying power of the state to modernize and refresh the state’s technology infrastructure, allows agencies to enjoy high-quality service at an affordable price, and provides flexibility to meet changing business requirements. Overcoming a lack of consistent levels of service, security, and disaster recovery preparation, the new agreement brings (1) heightened security levels for assets, (2) uniform, measured, and continuously improving service levels, (3) predictable costs based on actual consumption, (4) standardized processes and governance based on industry best practices, and (5) detailed reporting not currently seen in Texas state government. After taking all new and retained costs into account, the agreement is expected to save Texas $25 million in 2008–09 and $178 million over the seven-and-a-half-year base contract period. The arrangement will also return 210,000 square feet of state-owned space for alternative use.
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2006 Awards: Cross-Boundary Collaboration and Partnerships Recipient
California - California Statewide Information System for Prenatal and Newborn Screening Program
The Screening Information System (SIS) implemented by the California Department of Health Services (CDHS) is the critical cornerstone of California's prenatal and newborn genetic disease screening program, one of the largest and most comprehensive genetic screening programs in the world.
CDHS implemented SIS in July 2005 with two major goals in mind: to enhance their existing outdated information technology system and to expand the number of rare genetic diseases they screen for. Today, SIS enables physicians to diagnose and treat a wider range of genetic disorders than previously possible. Using the system, newborns throughout the state are now screened for 75 inherited and congenital disorders rather than the previous 39. Undetected, these rare disorders can cause devastating disabilities. But if caught quickly, they are often treatable. Changes as simple as altering an infant's diet can mean the difference between a normal life versus mental retardation or even early death."This is the largest program of its kind in the world. No baby in this program will fall through the crack."
Kimberly Belshé, Secretary, Health and Human Services Agency, State of California
SIS also allows the state to better manage test results and reporting and to achieve more efficient communications and collaboration between the multiple public and private entities involved in genetic screening, diagnosis and treatment. Once identified as having a genetic disease, SIS helps facilitate extraordinary follow-up for affected babies and their families until the disorder is fully diagnosed and treatment is initiated. This process involves an extensive amount of cross-boundary collaboration between labs, case coordinators, counselors, physicians and staff of the CDHS Genetic Disease Branch. The benefits of this collaboration are clear from the lives that have been affected.
“Austin is, as you can see, very healthy… right in line with his development… We’re thankful for the newborn screening that he had. We believe that it saved his life. We all sleep better now knowing that he sleeps well and that he will wake up in the morning.”—Linda Fernandez, speaking about her grandson, Austin, at a July 26, 2005 press conference announcing the kick-off of California’s expanded newborn screening system.
“I think it’s a miracle that parents can find out this information ahead of time….”—Sue Warner, speaking about her infant son, Bradley, at a July 26, 2005 press conference announcing the kick-off of the state’s expanded newborn screening system.
Ultimately, SIS allows CDHS to intervene earlier with more effective treatment of children with a wider range of genetic disorders, thereby radically increasing the chances that a baby born with a genetic abnormality in California can live a healthy life.
Cross-Jurisdiction Collaboration – A Formula for Sucess
IT Governance Capability: Laying the foundation for government interoperability
Theresa A. Pardo and G. Brian Burke
Improving Government Interoperability: A capability framework for government managers
Theresa A. Pardo and G. Brian Burke