The Work Management Plan is separated into two major sections: LAFCo and Shared Services. The LAFCo section addresses the workload involved in maintaining the legally mandated MSR/SOI (Municipal Services Review/Sphere of Influence) updates, applications, policy analysis and administrative duties associated with our LAFCo function. Shared Services reflects our proactive and evolving commitment to the Shared Services Initiative for agencies within Yolo County and promotes agency collaboration through Yolo Leaders and the Yolo managers group. As leaders of the Shared Services Initiative, LAFCO develops shared service programs including the existing broadband and animal services initiatives as well as consideration of a new procurement initiative.
LAFCO
MSR/SOI Updates Scheduled for Completion 2013/14
LAFCo is mostly on schedule with our target MSR completion dates; although some of the smaller agency issues have been more involved than previously anticipated. Some of the MSRs scheduled for completion this fiscal year may carry over to the first half of next year. Following the order of the attached update schedule, below is a status of each MSR/SOI update scheduled for FY 13-14.
• Wild Wings County Service Area (CSA) - This study is mostly complete. Staff is waiting for updated financial information from the County's CSA Coordinator and then staff will schedule a meeting with the CSA Advisory Committee to review the draft MSR.
• Esparto Community Services District (CSD), Madison CSD and Madison-Esparto Regional County Service Area (MERCSA) - This MSR has become rather involved because staff is trying to negotiate with various service providers to determine if the CSA should potentially be dissolved. The General Manager for Yolo County Flood Control and Water Conservation District has tentatively agreed to taking over MERCSA's storm drainage function, and the General Manager for the Esparto CSD has tentatively agreed to take over MERCSA's park maintenance function in Esparto. However, County Public Works staff are not supportive of a change. There are also additional details to be sorted out such as property tax/assessment transfers, the grant for a new pool awarded to MERCSA, and an upcoming Proposition 218 vote.
• Dunnigan County Service Area - Staff is just kicking this MSR off and will be meeting with the CSA Advisory Committee on February 25, 2014.
• Cacheville Community Service District - This MSR is mostly complete but we are waiting for response on a pending information request sent late November 2013. Staff does not anticipate any major issues or changes.
• Knights Landing Community Services District/Cemetery District - This study has not yet started. The first step would be evaluating what key information we need to get from the District and send them an official request. There apparently have been issues with filling board seats for both districts, so staff will look at potential solutions as part of the MSR process.
• Reclamation Districts - The Commission may recall that as part of the Central Valley Flood Protection Plan for Yolo County, the local agencies collaborated on and were awarded a grant to fund the preparation of the Lower Sacramento Delta North Regional Flood Management Plan. This flood management plan will identify projects, priorities and potential financing mechanisms to reduce flood risk in the region. One of the key issues to be addressed is governance issues associated with the multitude of agencies, including the reclamation districts, which currently provide flood protection service in Yolo County. The state is looking for a governance structure to ensure that the identified projects will be implemented and maintained over the long term and correspondingly a portion of the $1.5 million grant funded a governance study.
This governance study is being undertaken by the UC Davis Center for Collaborative Policy. Staff anticipates that this governance study will do a majority of the MSR research for us so we are waiting on the completion of this study (estimated for July) to avoid the duplication of work and resources. If a new governance structure is identified by this study, there may be some LAFCo related work to establish any suggested structural changes with the special districts. The governance study has taken longer than expected, so the MSR will likely be completed in FY 2014-15 instead of the current year.
MSR Update Schedule for FY 2014/15 and Beyond
The proposed update schedule and current status is included as Attachment A and is generally the same as last year with the exceptions noted above regarding pushing the Reclamation Districts MSR out to FY 2014/15. The update schedule can be modified by the Commission at any time to remain responsive to any new issues that may arise. There are two large MSRs scheduled for FY 2014/15 that staff will likely contract out: (1) the Fire Protection Districts and (2) the City of Davis and the CSAs it provides services to.
Project Applications
With the completion of the Yolo-Zamora Water District Dissolution, there are currently no other applications in process. Staff is tracking two annexations for the City of Woodland where the City and the County have been sporadically working on a property tax agreement. It is reasonable to expect these applications may be submitted in FY 2014/15.
The City of Winters is looking at potential annexation of 200 acres and the City of Davis is actively working on the Downtown-University Gateway Project (aka Nishi), however staff does not expect either of these projects to occur during this next fiscal year.
The County is also processing the Dunnigan Specific Plan but the timing for public hearings is uncertain. If the Specific Plan is approved, the project will likely require a community services district to be established to provide municipal services in the specific plan area.
Administrative Projects
Staff will be working on the following administrative projects during FY 2014/15:
• Preparing a comprehensive Project Policies and Procedures Manual
• Updating our project application forms
• Other general administration items as required including: policy analysis as requested by the Commission, responding to CALAFCO legislative issues, training and attending conferences, etc.
SHARED SERVICES
The Shared Services Initiative is a natural outgrowth of LAFCo’s independent status and State mandated role to conduct agency service reviews, specifically looking for opportunities for shared services and/or facilities. This Initiative offers an opportunity to be more proactive in identifying shared service opportunities and facilitating implementation.
Work Plan and Implementation
The work plan for shared services evolved somewhat in the last FY with the addition of the broadband initiative, which resulted in an update to the LAFCo Shared Services Strategic Plan in June 2013 (see Attachment B). Some key actions for FY 2014/15 are listed below.
• Implementation of the Yolo Broadband Strategic Plan targeted for completion in the current fiscal year. The Plan will identify follow up action items to be determined.
• Continue to support the potential Yolo County Animal Services transition to another governance model. Staff has been asked to prepare an RFP for services. Proposals received would help the agencies make a decision regarding forming a JPA for services or not.
• The CSUS Department of Public Policy and Administration graduate program has agreed to conduct some analysis regarding whether a shared services program for joint procurement would be feasible and would save agencies money. The student project will be completed this spring, but if their study concludes that a program would be advantageous, staff would begin developing a program in FY 2014/15.
• Continue to coordinate the Yolo Leaders Forum three times per year with the Planning Committee including developing topics, agendas and lining up speakers.
• Attend meetings of the SACOG Shared Services & New Initiatives Task Force, ensuring our respective shared service efforts remain complementary and coordinated where appropriate.
• Attend monthly Yolo Managers meetings to promote collaboration on shared service efforts.
SUMMARY
This work plan provides a general overview of the major projects expected in the next fiscal year. It’s challenging to anticipate in detail what staff will be working on 4 – 16 months in advance, however, this will generally form the ‘big picture’ basis of the FY 2014/15 budget that will be initially presented to the Commission in draft form at the March meeting. |