Common use of Needs Assessment Clause in Contracts

Needs Assessment.  Consult your community to establish a broader vision and goals and fully understand members’ needs and aspirations  Identify short and long-term service gaps  Identify services that could be included in an agreement  Engage needed expertise to assist in the assessment FEASIBILITY STUDY  Evaluate alternate ways to address service gaps and determine if a MASA could be useful (see the Tobique case study for a mental health example)  Evaluate leadership buy-in; without this a formal community-to-community MASA is not possible o An informal MASA between aligned operational units may still be possible such as a handshake agreement between two fire departments  Evaluate the relationship with the potential partner to determine readiness to enter into a MASA  Evaluate which type of MASA is likely the best fit (mutual aid/sharing; formal/informal)  Hold a public meeting to gauge buy-in for entering into a MASA for the needed service  Evaluate the costs, as well as the logistical and technical challenges o Assess the compatibility of equipment – e.g. fire hydrant couplings and radio systems  Engage needed expertise to assist in the study, including third-party service providers NEGOTIATION  Research user fees and other costs prior to undertaking any negotiations  A successful agreement should lead to a win-win situation; partners should feel their goals and needs are better met by being part of the agreement. Although the evidence is mixed, there were several reported instances in the environmental scan and among our participants of prices being set at unfairly high levels, placing unnecessary burden on the First Nation community (see the Wawa case study for one way to come up with an equitable price).  Use available resources and expertise during the negotiations to develop an effective agreement  Accurately represent your organizations’ capabilities and be honest about all information and costs  Hold face-to-face meetings IMPLEMENTATION  Test-run the new agreement with a pilot project or mock exercise; follow up on noted tensions, issues or difficulties  Undertake joint training or other ways to build the operational relationship (see the PAGC case study for one example)  Report back to leadership and the community about how the MASA is working  Check-in with the partner community to monitor ongoing operations and deepen relationships  Address disputes and problems promptly to avoid escalation  Keep track of any improvements to consider when the MASA comes up for renewal

Needs Assessment.  Consult your community to establish a broader vision and goals and fully understand members’ needs and aspirations  • Identify short and long-term service gaps  • Identify services that could be included in an agreement  • Engage needed expertise to assist in the assessment FEASIBILITY STUDY  • Evaluate alternate ways to address service gaps and determine if a MASA could be useful (see the Tobique case study for a mental health example)  • Evaluate leadership buy-in; without this a formal community-to-community MASA is not possible o An informal MASA between aligned operational units may still be possible such as a handshake agreement between two fire departments  • Evaluate the relationship with the potential partner to determine readiness to enter into a MASA  • Evaluate which type of MASA is likely the best fit (mutual aid/sharing; formal/informal)  • Hold a public meeting to gauge buy-in for entering into a MASA for the needed service  • Evaluate the costs, as well as the logistical and technical challenges o Assess the compatibility of equipment – e.g. fire hydrant couplings and radio systems  • Engage needed expertise to assist in the study, including third-party service providers NEGOTIATION  • Research user fees and other costs prior to undertaking any negotiations  • A successful agreement should lead to a win-win situation; partners should feel their goals and needs are better met by being part of the agreement. Although the evidence is mixed, there were several reported instances in the environmental scan and among our participants of prices being set at unfairly high levels, placing unnecessary burden on the First Nation community (see the Wawa case study for one way to come up with an equitable price).  • Use available resources and expertise during the negotiations to develop an effective agreement  • Accurately represent your organizations’ capabilities and be honest about all information and costs  • Hold face-to-face meetings IMPLEMENTATION  • Test-run the new agreement with a pilot project or mock exercise; follow up on noted tensions, issues or difficulties  • Undertake joint training or other ways to build the operational relationship (see the PAGC case study for one example)  • Report back to leadership and the community about how the MASA is working  • Check-in with the partner community to monitor ongoing operations and deepen relationships  • Address disputes and problems promptly to avoid escalation  • Keep track of any improvements to consider when the MASA comes up for renewal