It is highly recommended that you determine which state organizations and structures currently in place address and support interoperable communications. The governance report included below, titled A Perspective on Governance: Building a State Model on SAFECOM Principles, provides suggestions and guidelines for governance; these are founded upon the SAFECOM philosophy and principles. This report is aligned with the participation, roles, responsibilities, and operating guidelines for Virginia. SAFECOM endorses an evolving model of governance that includes local practitioner leadership in each stage of development.
The following should be considered before inserting a new governing body into the state system:
-
Begin by identifying current organizational structures in place that support interoperable communication efforts.
-
Begin to consider how or if they are locally-driven and practitioner- focused.
-
The support of local and state level leadership is critical to the successful development and implementation of a statewide interoperability plan. Your state should support a governance approach that encourages transparent, accountable, and collaborative governance.
A Perspective on Governance
Building a State Model on SAFECOM Principles
Introduction
The following suggestions and guidelines for governance are founded upon the SAFECOM philosophy and principles and describe the membership, roles, responsibilities, and operating guidelines for each party within the Virginia Interoperability Governance structure.
SAFECOM has a mission to serve as the umbrella program within the federal government to help local, tribal, state and federal public safety agencies improve public safety response through more effective and efficient interoperable wireless communications. Communications interoperability is the ability of public safety agencies to talk across disciplines and jurisdictions via radio communications systems, exchanging voice and/or data with one another on demand, in real time, when needed, and as authorized.
SAFECOM’s process for assisting the Commonwealth of Virginia (hereafter referred to as Virginia) with its development of a public safety wireless interoperability strategic plan is participative and inclusive. Virginia’s Department of Public Safety’s leadership is working closely with the SAFECOM team throughout this process to provide direction, feedback and subject matter content as requested. The Virginia and SAFECOM leadership are in the process of designating, as appropriate, the involvement of planning participants. The participants may include representatives from other public safety related organizations and councils at the local and state level, as well as policy experts, and representatives of related federal initiatives. Once defined, the roles and responsibilities of the stakeholder group will feed into a collaboratively designed governance model to support an ongoing participatory approach to drive the implementation of the strategic plan for interoperability.
Governance
Definition
Because the support of local and state level leadership is critical to the successful development and implementation of a statewide interoperability plan, SAFECOM supports a governance approach that encourages transparent, accountable, and collaborative governance through:
-
leadership representative of a broad spectrum of local level first responders
-
participatory decision making
-
the support of legislation that enforces timely and cost efficient implementation of statewide interoperability
-
relationship building at the local, state and federal level
-
outcome based strategic planning
Objectives
The design of a state interoperability governance model should rely on two primary objectives:
-
Performance – The arrangement of the governance model contributes to the overall performance and delivery of services to the public safety community and ultimately the larger constituency they serve.
-
Adherence – Governance arrangements committed to ensuring that requirements of the law, regulations, and community standards of accountability and transparency are met.
These objectives are best supported by a risk management perspective which consistently evaluates how the governing board can best achieve its objectives and strategic initiatives with minimal risk.
Employing a collaborative approach to design necessitates an evolving model of governance. A mature model, detailed in structure and process, emerges from the strategic planning process. The core group, around which this model is defined, will organize themselves around the initiatives identified during the strategic planning session.
As we enter the strategic planning process it is important to hold up a framework and mental model through which we can make sense of our experience. Collaborative efforts depend on introducing intentionality into how and when stakeholders are invited into the design and planning process. The relationships that are built along the way help lay the groundwork for leadership by a governing body that demonstrates shared ownership in the success of this effort. To arbitrarily insert a governing structure, prematurely and as a directive of state level leadership, runs contrary to the principles under which the SAFECOM program and Virginia are operating.
The key elements that appear to contribute to collaborative governance include:
-
Attention to stakeholder satisfaction
-
Strategically defined outcomes or Defining long and short term outcomes
-
Sound budgeting and financial planning
-
Performance monitoring and reporting
-
Existence of control systems such as policies, guidelines, quality assurance and fiscal compliance
-
Awareness of diversity across agency, jurisdiction, discipline, topography, geography and level of government
The Relationship between the State Governing Body and Local Public Safety Community
The local public safety community must have a way to provide input into the decision making processes for any statewide interoperable communications effort. Public safety personnel may participate in governance as members of three essential groups: (1) the Executive Committee, (2) the Advisory Committee, and (3) the work package (as outlined in the strategic plan).
The public safety community can be involved primarily through associations. There are two reasons for this approach: (1) the associations represent the leadership of their respective constituencies and (2) as demonstrated by National Institute of Justice’s (NIJ) experience with the National Task Force on Interoperability (NTFI), the associations are an excellent way to reach out to these communities. Achieving interoperability requires partnerships from all levels of government. As such, SAFECOM recommends that Virginia look to include representatives from local and state government associations in its governance structure. These groups represent the key public decision makers and those with the authority to fund public safety communication initiatives at the local and state levels.
The actual breakdown of the membership can be arrived at in any number of ways. A practice offered by the National Governor’s Association suggests:
One option is to have a representative of each major public safety agency and a cross section of representatives from various elected government entities.
Ultimately it should be a political decision when finalizing who exactly should be included.
An example of the above might include:
Establishing the criteria by which membership decisions will be made is a cornerstone for sustaining SAFECOM principles as a state governing body defines itself. As the scope of work packages is defined it will be important to clearly identify who the "right" people are to achieve the strategic goals the committee sets for itself. A creative tension must be held between who are the "right" people for the job and how they will work together to maintain participation across diverse groups.
While the internal design of the governing body is being addressed, the executive and advisory committees should also consider their relationship to the organizations in existence in the larger state context. In Virginia, these organizations might include:
Determining the lateral and/or vertical nature of these relationships may depend on the financial reporting structure, current legislation and/or how each group’s charter maps to the named powers of the executive and advisory committees.
The National Governor’s Association offers a suggestion on the ways in which the interoperability governing body may be empowered:
Powers of the body might include:
-
General authority to coordinate responses
-
A means of sharing information operationally and technologically to improve public safety
-
The ability to contract for services required to accomplish the body’s goals
-
Approval of systems users
-
System planning
-
Implementation of a comprehensive communication system
-
Fund generating and financial capability
-
Operational control of the system
Effective leveraging of organizations already in existence allows for a network to be established at the state level that exemplifies the effectiveness of a collaborative working model across all stakeholder groups.
Structure and Process
The ultimate success of a governance model is not only determined by an organizational chart but also by committing to shared principles. Clearly stating expectations and measures for success afford governing bodies the highest degree of collaboration across stakeholder groups. Governance leadership can be characterized in a variety of ways. Listed below is just one sample set of characteristics a governing body may strive towards.
Leadership as it appears in governance process may include:
-
Setting goals to encourage strategic thinking
-
Promoting a results driven approach
-
Cultivation of productive working relationships across diverse groups
Renewal and Growth
As with any new endeavor true learning cannot occur without regular review, evaluation and reflection. The establishment of metrics and a system of accountability will help support any governing body in its pioneering efforts. Determining who the executive committee will answer to should not solely depend on those bodies to which they are fiscally accountable. Maintaining efforts to gather feedback from the public safety community allows for repeated opportunities to upgrade approaches and organizational structure as needed. Setting a norm of constant growth and improvement creates an environment that is conducive to innovation and involvement.
Closing
In conclusion, SAFECOM promotes learning through action and implementation. Statewide interoperability is in the hands of the local first responders and it is SAFECOM’s intent to promote excellence in this effort by continually positioning that community in the role of expert. Virginia’s ability to involve the local community in the strategic planning efforts affecting that community will be the key to establishing interoperable communications and creating one model for collaborative excellence across local, state and federal lines.
Bibliography
National Governor’s Association - 29 March 2004
http://www.nga.org/center/divisions/1,1188,C_ISSUE_BRIEF^D_5853,00.html
Public Governance Institute - 25 March 2004
http://www.publicgov.org
State Interoperability Executive Committees – 30 March 2004
http://www.apco911.org/frequency/siec/documents/documents.htm