ASD REVIEW PROCESS
The City of Winnipeg’s Alternative Service Delivery model arose out of city council’s 1997 commitment to make “civic government more affordable and efficient.” Special Operating Agencies were identified as one method to be explored, having proven to produce cost-savings while enhancing customer satisfaction, promoting operational flexibility and improving bottom-line accountability. The City established an Alternative Service Delivery Committee, which reports to city council and meets as necessary to consider administrative reports concerning innovative service approaches and the submissions of the city’s various SOAs.
Following a comprehensive review of all civic services by the City, The Chamber developed a policy outlining an appropriate process for reviewing services and identifying alternative service delivery methods.
Winnipeg Chamber of Commerce Recommendations:
- Consult with stakeholders prior to the ASD review team formulating its recommendations.
- Ensure proper process has been adhered to and that recommendations are consistent with the overall objectives of the ASD process by having the ASD Committee consult with the review team.
- Determine the best ASD option by evaluating: whether it is a core versus non-core service, private-sector presence and impact on the private sector.
- If the service is deemed to be a core service or a non-core service that is not properly provided by the private sector or if there is concern over the City’s ability to control escalating costs or to protect a valuable resource, then the ASD options should be: SOA, employee takeover, government owned/contractor operated, utility, employee owned.
- If the service is deemed to be non-core then the ASD options should be: privatization, contracting out, service shedding.
Adopted by The Winnipeg Chamber of Commerce board of directors, March 2001