Office of the Director, Policy Team
Coming together is a beginning. Keeping together is a progress. Working together is success. - Henry Ford
County Department of Job and Family Services Modernization Best Practice Guide
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A MESSAGE FROM ODJFS DIRECTOR
MICHAEL COLBERT
Local agencies responsible for public assistance and human services have faced many challenges in recent years, including elevated caseloads and limited funding. These challenges highlight the need for all government agencies to operate as efficiently and effectively as possible. We all must consider new ways to streamline and modernize operations. Many of you already have made great strides, and I hope this guide helps you continue that work. Hocking, Ross and Vinton counties are excellent examples of how the challenges we face can become opportunities for improvement. These three counties consolidated to form the new South Central Ohio Job and Family Services. Through this arrangement, the three counties will improve business processes, take advantage of staff expertise in three counties and use flexible technology to live within the counties’ means, all while maintaining personal interaction and good customer service. ODJFS supports county modernization efforts, whether they involve full-scale consolidations or other creative or collaborative solutions. To aid in these efforts, ODJFS is committed to information technology investments, including maintenance and enhancement of the Client Registry Information System-Enhanced, Support Enforcement Tracking System, County Finance Information System, Statewide Automated Child Welfare Information System, Child Support Web Portal and Child Care Information Data System. I welcome your ideas for how the job and family services system can work better, and my team stands ready to help. If you’re planning a modernization project, please contact us during your planning phase so we can arrange for technical assistance. Thank you for all you do on behalf of those we serve.
Michael B. Colbert, Director
Ohio Department of Job and Family Services
ODJFS Contacts for Technical Support
Policy – Gerrie Cotter (614) 728-9655
Turn “Change or Die” into “Change and Prosper.” -Arthur Petty
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TABLE OF CONTENTS
IDENTIFY OPPORTUNITIES FOR COLLABORATION ..................................................................................................... 6 - ABOUT SHARED SERVICES - SWOT ANALYSIS
DETERMINE FEASIBILITY ............................................................................................................................................ 7 - REASONS TO CONDUCT A FEASIBILITY STUDY
- IMPORTANT CONSIDERATIONS ................................................................................................................. 7 IDENTIFY STAKEHOLDERS .......................................................................................................................................... 8 ASSESS POTENTIAL BENEFITS OF COLLABORATION .................................................................................................. 9
CHOOSE A LEVEL OF COLLABORATION ...................................................................................................................... 10 - POSSIBLE LEVELS OF COLLABORATION
CONSOLIDATING OPERATIONS AND DUE DILIGENCE ................................................................................................ 11 - QUESTIONS TO CONSIDER
- SHARED RESOURCES AND SERVICES ......................................................................................................... 11 DEVELOPING A BUSINESS CASE ................................................................................................................................. 12
- FEASIBILITY STUDY AND THE BUSINESS CASE - BUSINESS CASE - PARTNER SELECTION - WINNING STAKEHOLDER SUPPORT
REACHING AGREEMENT ............................................................................................................................................ 13 - FOLLOW THE RULES
CHOOSING YOUR ACTION TEAM ............................................................................................................................... 14 - KEY CONSIDERATIONS
SUGGESTED MODEL TO CONSOLIDATE OPERATIONS ............................................................................................... 15 FISCAL CONSIDERATIONS .......................................................................................................................................... 16
- HUMAN RESOURCE CONSIDERATIONS PROJECT PLANNING ................................................................................................................................................... 17
- WHAT YOUR SCOPE DOCUMENT SHOULD INCLUDE EXECUTION ................................................................................................................................................................ 18 - IMPORTANCE OF COMMUNICATION AND TESTING NEW PROCESSES - KEY PROJECT MANAGER RESPONSIBILITIES PRIOR COLLABORATION PROJECTS ........................................................................................................................... 19 RESOURCES ................................................................................................................................................................ 20 - BEST PRACTICES - EMPLOYER RESOURCES - FINANCIAL RESOURCES APPENDICES ............................................................................................................................................................... 21 APPENDIX A: DUE DILIGENCE CONSIDERATIONS ....................................................................................................... 22 APPENDIX B: OHIO REVISED CODE ............................................................................................................................ 23
WHAT CAN WE DO?
WHAT SHOULD WE DO?
HOW DO WE DO IT?
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Feasibility Study
Business Case
What can we do?
What should we do?
Project Plan
How do we do it?
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IDENTIFY OPPORTUNITIES FOR COLLABORATION
A good way to start thinking about the pros and cons of a potential collaboration is to conduct a Strengths, Weaknesses, Opportunities and Threats (SWOT) Analysis. This strategic planning tool also can help identify potential partners for collaboration. Use the Strengths and Weaknesses portions of the tool to assess your current internal operations and the Opportunities and Threats portions to analyze your external environment.
The SWOT analysis is one way to explore opportunities for collaboration. The following pages describe additional recommended steps, including conducting a feasibility study, assessing stakeholder perspectives and identifying the potential benefits of collaboration.
About Shared Services
Continued high demand for government services and reductions in funding have made the need to identify efficiencies more critical. In separate studies, the Ohio and regional chambers of commerce, the Compact with Ohio Cities Task Force, and the Ohio Commission on Local Government Reform and Collaboration each recommended shared services to increase efficiencies and improve service delivery. Shared services is a collaborative strategy designed to optimize public resources—including staff, equipment and facilities—across regions. Shared services can be an effective way to reduce costs and improve service.
SWOT Analysis Internal
Strengths Weaknesses
Strength Defined:
A strength is a core capability of your business that gives it an advantage over your competitor(s) and that your customers value.
Weakness Defined:
A weakness is an area in which your competitors have an advantage over your business, which your customers value.
External
Opportunities Threats
Opportunity Defined:
An opportunity is an environmental condition that can improve your organization’s competitive position relative to that of your competitor(s).
Threat Defined:
A threat is an environmental condition that is out of your control and has the potential to harm your business.
Ohio’s individual cities and townships have taken on expenses that are unsustainable, and the state’s ability to assist them is limited. Regional approaches to collaboration and coordination are necessary to preserve services to Ohioans and achieve affordability. - Compact with Ohio Cities Task Force, 2010
WHAT CAN WE DO?
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DETERMINE FEASIBILITY
If the SWOT analysis shows that collaboration may be beneficial to your agency, consider conducting a more detailed feasibility study. There are many ways to collaborate, from shared services to agency consolidation. Your feasibility study will help you choose the type of collaboration that best suits your agency needs. Be certain to involve staff from each agency considering consolidation. Also, be sure to appoint a facilitator or project manager to set deadlines and keep the study focused.
IMPORTANT CONSIDERATIONS
Be sure your feasibility study considers the following: Local levy funding Pilots and waivers Labor and employment laws Environmental regulations Employee insurance and other benefits (group health, liability, workers’ compensation, unemployment) Group health insurance or workers’ compensation that may have
volume dependencies and time sensitivity
Collective bargaining contracts
Local cost-sharing pools
Local contracts
Licenses and permits
Data-sharing agreements that may not automatically transfer to
the new entity
Counties may opt to renegotiate some contracts, especially where
economies of scale may lower costs.
Avoid miscommunication by keeping union
leadership apprised of potential changes to
employee benefits or work assignments.
Reasons to Conduct a Feasibility Study
Provide a framework for you to consider all available options for modernization. Help define potential scope of any proposed collaboration. Evaluate all available resources and total anticipated costs. Identify potential risks. Provide flexibility to alter/expand a proposal. Help define potential commitment from affected parties.
WHAT CAN WE DO?
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IDENTIFY STAKEHOLDERS
Identifying potential stakeholders will help in developing a thorough feasibility study to define stakeholder needs and desires, how the stakeholder relationship impacts both organizations and how modernization may impact the stakeholders. Involve stakeholders early to gain their support, explain potential benefits and discuss any concerns. Below is a stakeholder analysis worksheet to assist in defining stakeholders’ needs and relationships.
Potential stakeholders:
Senior executives Customers The public/taxpayers Other government entities and regulatory bodies (ODJFS, federal agencies) Staff Coworkers/peers Business partners Vendors Labor partners Local officials (directors, commissioners, auditors, prosecutors, recorders, treasurers) Associations (Ohio Job and Family Services Directors’ Association, County Commissioners’ Association of Ohio, Public Children Services Association of Ohio, Workforce Investment Boards)
Stakeholder What do we need from them?
What do they need from us?
Current success in collaborating (low, medium, high)
Things that get in the way
Actions we can take to eliminate/ minimize obstacles
Owner
Individual commitment to a group effort—that is what makes a team work, a company work, a society work, a civilization work. - Vince Lombardi
WHAT CAN WE DO?
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ASSESS POTENTIAL BENEFITS OF COLLABORATION
There are many potential benefits to collaboration. Consider benefits from your perspective, as well as your stakeholders’ perspectives. The template below can help define and measure expected outcomes. (The information in red is an example.) When deciding how to measure outcomes, be sure to choose readily available data sources.
BENEFITS (objectives)
OUTCOMES (expected results)
INDICATORS (examples to confirm
outcomes)
METRICS Baseline Metric
Target Metric
Data Source
Improved Customer Service (tangible)
Improved accuracy of benefit determination
Improved cash payment accuracy review rate
70% 95% ODJFS
Improved SNAP payment accuracy review rate
80% 95%
Faster eligibility determinations
Improved application timeliness rate
75% 98% Business Intelligence Channel, Application Timeliness reports
Decreased customer complaints
Fewer “complaint cases” opened by internal quality review team
10% 5% Internal QR records
WHAT CAN WE DO?
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CHOOSE A LEVEL OF COLLABORATION
There are many possible levels of collaboration across functions, agencies and geopolitical lines. Use your analysis to weigh the pros and cons of collaborating, as well as the most appropriate level of collaboration.
POSSIBLE LEVELS OF COLLABORATION:
If everyone is moving together, then success takes care of itself. - Henry Ford
WHAT SHOULD WE DO?
Shared Resources Sharing internal staff, such as quality control reviewers, information technology staff, trainers, fiscal or human
resources staff.
Shared Services Combining multiple resources—for example, a call center
(the Collabor8 model).
Consolidate Operations Combining agencies across county lines (the South
Central Ohio Job and Family Services model).
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CONSOLIDATING OPERATIONS AND DUE DILIGENCE
If your feasibility study indicates that county consolidation is likely the best course of action, take time for due diligence. (See Appendix A for a detailed checklist of due diligence considerations.)
QUESTIONS TO CONSIDER
1. Does leadership believe workplace cultures can be blended successfully? 2. Can each county afford the financial costs associated with consolidating operations? 3. Are there any obstacles too significant to overcome?
SHARED RESOURCES AND SERVICES
Once the due diligence analysis is complete, you should draft the details of the proposed collaboration in a written agreement to ensure clarity, reduce misunderstandings and provide guidance for future leaders.
Be sure to review Appendix A, “Due Diligence Considerations.”
WHAT SHOULD WE DO?
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DEVELOPING A BUSINESS CASE
BUSINESS CASE
A thoughtfully prepared business case establishes the intended outcome of your proposal, addresses anticipated benefits and explains why the proposal is worthy of support.
PARTNER SELECTION
Identify potential partners for your proposal based on desired outcomes in your business case. Consider neighboring counties, counties of similar size, and counties that balance the strengths and/or weakness of your agency.
WINNING STAKEHOLDER SUPPORT
Your business case also will help you win stakeholder support. Be sure to clearly explain the benefits of modernization, include stakeholders early in the process and maintain regular communication.
Feasibility Study and the Business Case
If the feasibility study indicates that the project would be beneficial, the next step is to develop a business case to estimate the return on investment.
WHAT SHOULD WE DO?
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REACHING AGREEMENT
After all affected parties have
considered the proposal and
agreed to move forward, it’s
time to draft a formal written
agreement.
Consolidating operations to form
a single entity is much like starting
a new business. All local, state
and federal regulations and
policies must be reviewed and
followed.
If you are consolidating operations, be sure to consult Ohio
Revised Code (ORC) rule 329.40, “Formation of joint county
department of job and family services.” It stipulates that the
board of directors must be comprised of the county
commissioners. It also requires the agreement to contain
procedures for dividing resources and obligations if a county or
counties withdraw from the merger, and it outlines notification
requirements.
For greater detail, see “Follow the Rules” on the right, or read the
law at http://codes.ohio.gov/orc/329.40.
FOLLOW THE RULES
Ohio Administrative Code (OAC) rule 5101:4-1-16 allows formal county collaborations to serve customers across county lines without the need for a new application or case closure. ORC rule 329.40 outlines the requirements for county agency mergers. It states that all agreements must include the following information:
The obligations of each board of county commissioners, including the requirement that each board provide state, federal and county funds to the joint operation
How and which facilities, equipment and personnel will be shared
Procedures for dividing resources and obligations if a county or counties withdraw(s) from the joint agency or if the agency ceases to exist
Any contributions of participating counties and the rights of those counties in lands or personal property
The full text of ORC 329.40 is provided in Appendix B.
WHAT SHOULD WE DO?
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CHOOSING YOUR ACTION TEAM
If you have decided to move forward with modernization, the next step is creating an action team. Team members should have some key characteristics in common, as well as varied skills and abilities (see “Key Considerations,” below). After you have chosen your action team, choose a project manager to assign tasks and ensure accountability. Consider leveraging services from local universities or third-party vendors, and be sure to write a formal plan of action.
KEY CONSIDERATIONS
WHAT SHOULD WE DO?
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SUGGESTED MODEL TO CONSOLIDATE OPERATIONS
The model below was developed based on input from counties previously involved in a consolidation.
HOW DO WE DO IT?
Define Service Delivery Model
Survey customers to understand roadblocks to new processes
Develop service level agreements and identify core strengths and market niche in each community
Determine the level of integration; 100% standardization has costs
Involve staff at all levels in developing the new business model
Divide work, but look for commonalities across areas
Leverage taxonomy, forms and processes from others
Eliminate positions through attrition and consolidate part-time positions to save costs
Be mindful that workers shared across county lines may impact cost allocation plans
Test cross–county serving to define staff capacity and soft handoffs
Expect bumps in the road
Create a structured environment for staff to provide input, including innovative solutions
Ease integration pains by phasing in new concepts, such as case banking and document imaging workflow, at the county level before implementing full-scale transformation
Streamline and Standardize Operations
Streamline Administration
Integrate Business Processes and
Technology
Execute New Operations
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FISCAL CONSIDERATIONS
The ODJFS Office of Fiscal and Monitoring Services will provide guidance to counties considering consolidation. Keep these policy considerations in mind:
The joint agency will function as one fiscal entity.
Fiscal periods will remain aligned with the state fiscal budgeting calendar even though county financial statements and audit periods are reviewed on a calendar-year basis.
Sub-grant agreements between ODJFS and the counties will be modified after operations are joined.
The statutory fund structure that existed previously will be maintained.
The current statewide cost allocation plan will apply to the joint agency, and the same cost-pool structure will be used. This is true regardless of what agency functions are combined.
County levies must be used only for the benefit of residents of the levied county.
No change is required for random moment sampling procedures, but the number of observations may increase when adding staff. The joint agency will be viewed as one entity.
The joint agency, not the individual counties, will maintain all changes.
The fiscal entity will compile cash and report expenditures for the joint agency as a combined entity.
The combined agency, not the individual counties, will conduct all performance measurement.
All reporting will be of the combined agency, not the individual counties.
Human Resources Considerations
Classifications
Position descriptions
Pay
Health insurance
Pay period
Overtime
Travel expenses
Holidays
Vacation
Sick leave
Lunch
Breaks
Hours of operation
Work hours
Professional development
Probationary period
Service time
Dress code
Flex time
Collective bargaining
HOW DO WE DO IT?
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PROJECT PLANNING
A project plan will keep your team on time and within budget. The first step in developing a project plan is to create a scope document. The scope document will tie your planning work to your ultimate objectives and provide a list of the deliverables, potential costs, expected benefits and measures of success. The scope document will establish a solid agreement between the action team and agency leaders’ vision for the consolidation. Make sure you are comfortable with the scope of your plan. Is it clear, specific, measurable and obtainable? Are your intentions clearly stated? Have the action team break down tasks into smaller action steps and plan to complete them in a logical order. The team will need to allocate staff and financial resources and create a schedule. The schedule must include important deadlines, names of responsible team members and a set protocol for meetings and other communications. The action team should also propose a budget and identify any variables.
WHAT YOUR SCOPE DOCUMENT SHOULD INCLUDE:
The results you would like to achieve in a comprehensive opening statement.
A definition of all terms you use in the document.
A statement of expectations, deliverables and deadlines for all team members.
A statement of results for employees and stakeholders.
A good product is the result of a good process. - BusinessAccent.Com
HOW DO WE DO IT?
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EXECUTION
Once your project plan is finalized, you can begin execution. Ask the project manager to assign tasks to team members. The action team and project manager will make sure that all assigned tasks are delivered on deadline. Be prepared to assign staff temporarily and/or to seek other assistance to keep the work moving forward. Monitor progress closely so you and your project manager can make adjustments as new challenges arise.
IMPORTANCE OF COMMUNICATION AND TESTING NEW PROCESSES
Whether you are implementing shared services or consolidating operations, it is important to regularly communicate progress and test new processes. Make sure staff, customers and stakeholders are aware of upcoming changes.
Key Project Manager Responsibilities
Ensure work is delivered on time.
Ensure expenses are accounted for and necessary.
Ensure the quality of the work meets stakeholder needs.
Address unforeseen challenges and update the action plan as needed.
Lead other team members.
Provide regular progress reports.
HOW DO WE DO IT?
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PRIOR COLLABORATION PROJECTS
Collabor8
Seven counties — Marion, Delaware, Hancock, Knox, Morrow,
Sandusky and Wood — have teamed up to jointly process applications
and redeterminations for cash and food assistance and Medicaid.
Customers are encouraged to apply for these programs over the
phone and are helped by customer service representatives at a virtual
call center. Caseworkers also share cases across county lines.
South Central Ohio Job and Family Services (SCOJFS)
In an effort to maximize resources and capitalize on each other's strengths, Hocking, Ross and Vinton counties merged their departments of job and family services, child support enforcement agencies, children services agencies and OhioMeansJobs Centers into a single agency. To enhance customer service, each county has adopted the same process for caseload management. SCOJFS also uses voice-over-Internet protocol to direct calls to employees who can best answer certain questions, regardless of which county they’re based in. The new agency’s board has commissioner representatives from each county.
Collabor8
David Wigent, Director 1928 East Gypsy Lane Rd., P.O. Box 679 Bowling Green, OH 43402-9396 Phone: (419) 352-7566 or (855) ASK-DJFS (275-3537) Fax: (419) 353-6091 TTY/TTD: (419) 352-4606
SCOJFS
Jody Walker, Director 475 Western Ave., Suite B P.O. Box 469 Chillicothe, OH 45601 Phone: (740) 596-2581, (740) 596-4310 or (855) 726-5237 Fax: (740) 385-1911
HOW DO WE DO IT?
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RESOURCES
Below are some resources that may help with your collaboration efforts.
BEST PRACTICES
Kent State University, The Center for Public Administration and Public Policy: www.kent.edu/cpph/index.cfm
Ohio Auditor of State Shared Service Idea Center: www.skinnyohio.org/stabilization/sharedservices/ideacenter.html
CIO Business Technology Leadership, 10 Steps to Business Process Transformation: www.cio.co.uk/article/3356174/10-steps-to-business-process-transformation
The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change During a Merger - Kavanaugh, M. H., & Ashkanasy, N. M. (2006), British Journal of Management, 17, 1, B1-103
EMPLOYER RESOURCES
Funding sources and incentive programs: www.jobs-ohio.com Unemployment compensation: www.unemployment.ohio.gov/EmployerChoice.html Bureau of Workers’ Compensation: www.ohiobwc.com/employer/default.asp Ohio New Hire Reporting Center: www.oh-newhire.com
FINANCIAL RESOURCES
Local Government Innovation Fund: www.development.ohio.gov/cs/cs_localgovfund.htm Energy Loan Fund for Public Entities: www.development.ohio.gov/bs/bs_energyloanfund.htm Cooperative purchasing:
www.das.ohio.gov/Divisions/GeneralServices/ProcurementServices/CooperativePurchasing/tabid/304/Default.aspx
Sourcing Office: www.sourcingoffice.org Fund for Our Economic Future: www.futurefundneo.org
It takes less time to do a thing right than it does to explain why you did it wrong.
- Henry Wadsworth Longfellow
HOW DO WE DO IT?
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APPENDICES
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APPENDIX A
DUE DILIGENCE CONSIDERATIONS I. COMPATIBILITY
COMPLETE TO HELP CONSIDER THE EFFORT REQUIRED TO SUCCESSFULLY JOIN OPERATIONS.
___ A. WHAT ARE CURRENT AGENCY STRUCTURES AND RESPONSIBILITIES? CONSIDER LOCALLY SUPPORTED PROGRAMS, PILOTS/WAIVERS AND GRANTS. ___ B. WHAT EXPERIENCE DO THE COUNTIES HAVE WITH OTHER COLLABORATIONS? ___ C. HOW ARE THE ORGANIZATIONAL STRATEGIES SIMILAR OR DIFFERENT BETWEEN THE COUNTIES? CONSIDER LEADERSHIP, STRUCTURE, CULTURE, MISSION, VISION, OBJECTIVES, ACCREDITATION, STRENGTHS, WEAKNESSES, OPPORTUNITIES AND THREATS. ___ D. ARE THERE STATE LEGISLATURE OR LOCAL POLITICAL CONSIDERATIONS? CONSIDER COUNTY COMMISSIONERS’ ROLES, TENURE AND ADMINISTRATIVE TRANSITION. ___ E. HOW WILL OTHER LAYERS OF GOVERNMENT AND COMMUNITY CULTURE IMPACT OPERATIONS? II. CUSTOMER SERVICE DELIVERY AND OPERATIONS COMPLETE TO ASSIST IN ESTABLISHING PERFORMANCE MEASURES AND CUSTOMER SERVICE LEVEL AGREEMENTS. CONTROL BASED ON DOCUMENTED POLICIES, PROCEDURES AND TOOLS.
___ A. HOW ARE THE COUNTIES PERFORMING IN REGARD TO STATE AND FEDERAL PERFORMANCE MEASURES? ___ B. HOW DO THE DEMOGRAPHICS OF THE CLIENT BASE COMPARE BETWEEN COUNTIES? HOW DO THEY COMPARE THROUGHOUT THE COMMUNITY AT LARGE? ___ C. WHAT IS THE CUSTOMER SATISFACTION LEVEL FOR EACH SERVICE DELIVERY CHANNEL? (WALK-IN / WEB / CALL CENTER / OTHER) ___ D. HOW DO OPERATIONAL PERFORMANCE MEASURES COMPARE? ___ E. TO WHAT EXTENT ARE OPERATIONAL DOCUMENTS USED — FOR EXAMPLE, PROCESSES AND QUALITY MANUALS? III. FISCAL AND LEGAL SERVICES IN ADDITION TO THE COUNTY DIRECTOR, COUNTY OPERATIONAL DECISIONS ALSO ARE MADE BY OTHER LOCAL LEADERS SUCH AS COMMISSIONERS, TREASURERS, AUDITORS, PROSECUTORS, RECORDERS. COMPLETE THIS SECTION TO BETTER UNDERSTAND HOW THESE OFFICES WORK TOGETHER.
___A. WHAT ARE THE FISCAL AND LEGAL PHILOSOPHIES OF COUNTY LEADERS? ___B. HAVE REVIEWS BEEN PERFORMED TO EVALUATE FINANCIAL STATEMENTS, AUDIT AND MONITORING REPORTS, LEGAL CONTRACTS, ORGANIZATIONAL STRUCTURE, OR STAFFING ISSUES? ___C. ARE LOCAL FUNDS BEING ALLOCATED TO SUPPORT AGENCY OPERATIONS? ___D. WHAT IS THE FINANCIAL LIABILITY OF OPEN LOANS, CONTRACTS OR OTHER LIABILITIES — SUCH AS LONG-TERM COMMITMENTS FOR FACILITIES? ___E. HOW ARE ASSETS VIEWED? WHAT ASSETS WILL NEED TO BE MANAGED AND TRACKED? IV. HUMAN RESOURCES COMPLETE TO IDENTIFY ACTIVITIES THAT CAN BENEFIT FROM HUMAN RESOURCE EXPERTISE. ___A. HAVE YOU CONSIDERED A CULTURAL ASSESSMENT/CHANGE MANAGEMENT PLAN OR EMPLOYEE COMMUNICATION PLAN? ___B. ARE SUCH THINGS AS POSITION DESCRIPTIONS, PAY AND WORK HOURS DOCUMENTED AND EQUITABLE FOR EMPLOYEES? ___ C. ARE EMPLOYEE RELATIONS AND COLLECTIVE BARGAINING RELATIONSHIPS COMPATIBLE? ___D. REVIEW EMPLOYEE BENEFIT PLANS AND INSURANCE. CHANGING INSURANCE PLANS CAN AFFECT THE COST TO EACH COUNTY AND CAN BE AN IMPORTANT CONSIDERATION. ___E. ARE INTERNAL POLICIES, PRACTICES AND PROCEDURES IN PLACE? V. INFORMATION TECHNOLOGY A STRATEGY IS NEEDED TO BALANCE START-UP AND MAINTENANCE INVESTMENT COSTS WITH FUTURE UPGRADES TO TAKE ADVANTAGE OF CONTINUALLY ADVANCING TECHNOLOGY. WHEN YOU DEVELOP THIS STRATEGY, BE SURE TO CONSIDER THE FOLLOWING QUESTIONS. ___A. WHAT LEVEL OF TECHNOLOGY EXPERTISE DOES EACH AGENCY HAVE? FOR EXAMPLE, WHAT LEVEL OF SUPPORT WILL BE REQUIRED FROM AN ODJFS OFFICE OF INFORMATION SERVICES SERVICE-LEVEL AGREEMENT? ___B. ARE THE SOFTWARE APPLICATIONS AND CONTRACTS IN PLACE TO SUPPORT COMPATIBLE BUSINESS OPERATIONS? ___C. DOES EXISTING TECHNOLOGY HAVE THE FLEXIBILITY TO CHANGE WITH BUSINESS NEEDS? ___D. WHAT SYSTEMS OR SOLUTIONS REQUIRE CONTROLLED ACCESS? ___E. DOES THE CURRENT IT INFRASTRUCTURE SUPPORT FUTURE CAPACITY REQUIREMENTS?
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APPENDIX B
OHIO REVISED CODE I. ORC 329.40
329.40 Formation of joint county department of job and family services.
(A)
(1) The boards of county commissioners of any two or more counties , by entering into a written agreement, may form a joint county department of job and family services to perform the duties, provide the services, and operate the programs required under this chapter. The agreement shall be ratified by resolution of the board of county commissioners of each county that entered into the agreement. Each board of county commissioners that enters into an agreement shall give notice of the agreement to the Ohio department of job and family services at least ninety days before the agreement's effective date. The agreement shall take effect not earlier than the first day of the calendar quarter following the ninety-day notice period. The director of job and family services shall adopt, as an internal management rule under section 111.15 of the Revised Code, the form in which the notice shall be given.
(2) The boards of county commissioners of the counties forming a joint county department shall constitute, collectively, the board of directors of the joint county department of job and family services. On the effective date of the agreement, the board of directors shall take control of and manage the joint county department subject to this chapter and all other sections of the Revised Code that govern the authority and responsibilities of a single board of county commissioners in the operation of a single county department of job and family services.
(B)
(1) An agreement to establish a joint county department shall specify all of the following: (a) The obligations of each board of county commissioners in operating the joint county department, including requiring each board to provide state, federal, and county funds to the operation of the joint county department and the schedule for provision of those funds; (b) How and which facilities, equipment, and personnel will be shared; (c) Procedures for the division of resources and obligations if one or more counties withdraw from the joint county department or the department ceases to exist; (d) Any contributions of participating counties establishing the joint county department and the rights of those counties in lands or personal property, or rights or interests therein, contributed to or otherwise acquired by the joint county department.
(2) An agreement to establish a joint county department may set forth any or all of the following: (a) Quality, timeliness, and other standards to be met by each county; (b) Which family service programs and functions are to be included in the joint county department; (c) Procedures for the operation of the board of directors, including procedures governing the frequency of meetings and the number of members of the board required to constitute a quorum to take action; (d) Any other procedures or standards necessary for the joint county department to perform its duties and operate efficiently.
(C) An agreement may be amended by a majority vote of the board of directors of the joint county department, but no amendment shall divest a participating county of any right or interest in lands or personal property without its consent.
(D) Costs incurred in operating a joint county department shall be paid from a joint general fund created by the board of directors, except as may be otherwise provided in the agreement.
(E) A joint county department established under this section is a public office as defined in section 117.01 of the Revised Code.
Amended by 129th General Assembly File No.141,HB 509, §1, eff. 9/28/2012.
Amended by 129th General Assembly File No.127,HB 487, §101.01, eff. 9/10/2012.
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