STRA TEGIC PLAN
Three– Year
2022-2025
IN CONSULTATION WITH
KELLY ASSOCIATES MANAGEMENT GROUP
OCLAFCO page 2
OC LAFCO 2022-2025 Strategic Plan
August 10, 2022
The Commission
Douglass Davert, Chair
Donald P. Wagner, Vice Chair
Derek J. McGregor, Immediate Past Chair
Lisa Bartlett, County Member
Wendy Bucknum, City Member
James Fisler, Special District Member
Peggy Huang, City Member
Andrew Do, Alternate County Member
Kathryn Freshley, Alternate Special District Member
Lou Penrose, Alternate Public Member
Commission Staff
Carolyn Emery, Executive Officer
Consulting Staff
Kelly Associates Management Group LLC
William R. Kelly, President/CEO
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Introduction
The Orange County Local Agency Formation Commission (OCLAFCO) on November 10, 2021 adopted the 2021 Strategic Plan.
The process to prepare the 2021 plan included the following:
Ĉ Identification of the agency’s strengths, weaknesses, opportunities and threats (S.W.O.T process) Ĉ Adoption of new mission statement:
“OC LAFCO serves Orange County cities, special districts, and the county to ensure effective and efficient delivery of municipal services.”
Ĉ Established Three Year 2021-2024 Goals:
f Optimize external communication.
f Facilitate a continuing dialogue of South County governance options. f Refine and enhance the MSR process.
As of June 30, 2022, the goals and most objectives had been completed.
The Process
With an updated mission statement and substantial completion of the three-year goals and objectives identified in 2021, the Commission retained Kelly Associates Management Group (KAMG) to facilitate the process for the preparation of a new three- year plan 2022-2025. KAMG began the process by introducing the “Steps in the Strategic Planning Process” outlined as follows:
Mission
Monitor
Actions Strategies
Vision Goals
Why does the organization exist
and how does it meet
community needs?
How will progress be evaluated to
insure consistency with mission
and vision?
What specific work plans
and resource allocations will
be required?
What measurable objectives
will be required to meet the
Organization’s goals?
What does the future of the
community and organization
look like?
What needs to be accomplished
in order to fulfill the mission and
achieve the vision?
POLICY
OC LAFCO Commissioners
IMPLEMENTATION
OC LAFCO Staff
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Goal-Setting and Identification
The initial step in OC LAFCO’s most recent strategic planning process included an update to the agency’s S.W.O.T responses.
This was done by KAMG circulating a S.W.O.T questionnaire to Commissioners and staff to assist in the preparation of the new strategic plan. The cumulative summary of the S.W.O.T exercise responses is appended to this document.
At the strategic planning workshop conducted on July 13, 2022 the S.W.O.T responses were displayed for review and discussion by OC LAFCO Commissioners and staff. During the meeting, each commissioner was asked to identify his/ her top five out of 24 goals of the agency over the next three years. Based on this exercise, the following five goals were identified (not in priority order):
1: Succession Planning.
2: Further refine Municipal Service Reviews (MSRs) to develop an abbreviated document for future cycles. 3: Legislative Engagement – build coalitions with CALAFCO, CSAC, CSDA, cities, League of California Cities and LAFCOs statewide on policy issues of mutual interest.
4: Increased Communication with all interest groups – on agenda for organizations such as OCCOG, ACCOC, Special Districts, Regional Chamber/business groups etc.
5: Commission can create more analytics or performance standards for quantifying MSRs. 2022-2025 Work Plan
As directed by the Commission, the five goals identified by the Board have been refined by staff and KAMG to allow for implementation of respective objectives to effectively accomplish each goal. As a note, goals #2 and #5 were combined for efficiency as both are relative to the Commission’s goal to improve the MSR process.
The 2022-2025 Work Plan depicted in the following section clearly defines the agency’s goals, objectives, and schedules over the next three years. As a note, the multi-year work plan may be amended, if warranted, by the Commission.
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GOAL 1:
Staff Development, Retention and Recruitment
Obj. No. Staff Assigned Objective Description Resources Schedule Status
1.1 EO Conduct Classification, Compensation
and Benefits Assessment.
Consultant 2023-2024
1.2 EO/AEO/CC Complete staff assessment and conduct
recruitment for vacancy(ies).
Consultant 2022-2023
1.3 EO/CC Complete cross-training of staff in
budgeting and auditing areas.
2022-2023
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GOAL 2:
Improve Municipal Service Review (MSR) Process For Future MSRs Obj. No. Staff Assigned Objective Description Resources Schedule Status
2.1 All Create MSR schedule that eliminates
the MSR cycles and identifies the next
scheduled comprehensive MSR as five
years from last date of agency MSR and
SOI review.
2022-2025
2.2 EO/AEO/
Analyst
Develop criteria for conducting the
following MSR and SOI review processes
for future reviews:
1. Comprehensive
2. Reconfirm
3. Update
Consultant 2022-2023
2.3 AEO/Analyst Develop and distribute the following
MSR questionnaires:
1. Pre-MSR/SOI – to assess which
process will be conducted.
2. Post-MSR/SOI process – to
receive feedback on the MSR/
SOI process.
2023-2025
2022
2.4 AEO/Analyst Continued use of web-based programs
(fiscal indicators, shared services, and MS
dashboard) to maintain agency data for
MSR determinations.
2022-2025
2.5 AEO/Analyst/CC Present year-end report to the
Commission that provides analytics on
MSR agency feedback and the use of the
agency’s web-based programs.
2023-2025
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GOAL 3:
Promote Legislative Engagement
GOAL 4:
Optimize External Communication
Obj. No. Staff Assigned Objective Description Resources Schedule Status
3.1 Commissioners/
EO/AEO
Establish a legislative ad-hoc committee
to develop engagement principles
and guidelines involving external
organizations (CSDA, CSAC, League of CA
Cities, OC League of CA Cities).
2022-2023
3.2 EO/AEO Monitor key legislation of LAFCO-interest
through participation on CALAFCO
legislative and advisory committees.
2022-2025
Obj. No. Staff Assigned Objective Description Resources Schedule Status
4.1 All Conduct annual OC LAFCO 101 sessions
(virtual) to engage agencies and public
to inform of OC LAFCO activities.
2023-2025
4.2 Analyst/CC Conduct visits and disseminate media
kits to OC legislators and stakeholders.
2023-2025
4.3 Analyst Deploy video FAQs on website to inform
OC LAFCO stakeholders.
Consultant 2022
4.4 EO/Analyst Distribute bi-annual news to inform of
OC LAFCO activities.
Consultant 2022-2025
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S.W.O.T ANALYSIS
Strengths | Weaknesses | Opportunities | Threats
STRENGTHS
Characteristics of the agency that will allow OC LAFCO to pursue the agency’s goals and be successful.
1. Experienced Staff.
2. Strong Legal Counsel.
3. Very competent executive director with
significant experience in LAFCO.
4. The LAFCO staff seemed to have been well trained
and competent in their roles within the agency.
5. Knowledgeable and forward-thinking staff.
6. Objective and thorough reports.
7. Legislative Updates to Commissioners.
8. The commitment of staff to uphold the OC LAFCO
mission and provide reports that serve the
Commission to make well informed decisions.
9. Commission updates.
10. Leadership.
11. Camaraderie among Commissioners.
12. Commissioners come prepared to meetings.
13. Consistent outcomes due to application of
standardized approach between staff and the
Commissioners.
14. Open door policy between staff and
Commissioners enhances communication,
collaboration and sets a high bar for productivity
and creativity in the decision-making process.
15. Experienced and diverse Board.
16. Governance is strong.
17. We can be an independent/third party oversight
aiding with efficiency and fiscal status.
18. We have a diverse commission that represents all
public agencies.
19. Diverse Commission and ability to make
countywide decisions.
20. Independent and objective agency.
21. Unincorporated Islands program – waiver of
application fees.
22. Diverse Commission and ability to make
countywide decisions.
23. Independent and objective agency.
24. Provide an unbiased analysis of the level of
municipal services provided by local agencies
located within the County through municipal
service reviews.
25. A Commission committed to uphold the CKH
Act and making decisions on what is best for the
County and its residents.
26. OC LAFCO is a forward-thinking agency that
provides reports and programs to further assist
the agencies.
27. Engaged Commissioners who are policy focused in
decision making process.
28. Good relationship with County and clients we
serve.
29. OC LAFCO has no competitors as an organization.
30. Increased stakeholder outreach has been
successful (i.e., Website).
31. Outreach to stakeholders has improved (e.g.,
OCLAFCO.org).
32. Success achieved when process is proceeded by
thorough outreach.
33. Implementation of the new communication plan.
34. Customer Service – Staff assistance with public
inquiries, representatives from agencies, and
application processing.
STRENGTHS (continued)
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35. Communication and External outreach to
agencies and unincorporated communities.
36. OC LAFCO’s ability to collaborate with agencies
to find solutions that will meet the requirements
provided within the CKH Act.
37. Community outreach.
38. Budget is dependable.
39. Revenues are guaranteed.
40. Both staff and Commissioners partake in continued
education to learn the latest best practices and
organizational development techniques.
41. Records Management has significantly improved
(digitized).
42. New web site has provided more information to
elected officials and the community at-large.
43. Innovative tools (shared services, MSR dashboard,
fiscal indicators) to assess agencies and keep data
relevant.
STRENGTHS (continued)
WEAKNESSES
Characteristics of the agency that hinder OC LAFCO’s ability to achieve the agency’s goals.
1. Succession planning.
2. At times, less than market rate compensation has
led to staff turnover.
3. Small employee team limits upward mobility in the
organization and reduces the overall bandwidth of
taking on additional MSR and other types of work.
4. We need to provide a greater level for personal
growth and career enhancement for the Executive
Director and staff members.
5. Milestones delayed (i.e., MSRs).
6. Commissioners could be more collaborative with
each other and stakeholders.
7. The ability to discuss other agencies’ effectiveness.
8. Competing mandated applications – Limited
staffing directs office focus to applications.
9. Misconception that LAFCOs are proactively
seeking to dissolve and consolidate agencies.
10. Misunderstanding the purpose and mandates
associated with municipal service reviews.
11. LAFCOs have a bigger role than just processing
application.
12. Political influences.
13. Lack of knowledge of what LAFCO does/our role.
14. Letting social media influence our decisions.
15. Historically, poor communication with the public.
Improvements have been made the past year
with revised web site and monthly report to
elected officials.
16. The public at-large does not know or understand
the existence and role of the commission.
17. Not clear understanding by external stakeholders
of LAFCO’s purpose and authority.
18. Difficult to inform and make aware 3M resident of
LAFCO’s existence, resources and value.
19. Unincorporated areas don’t understand fiscal
impacts of incorporation.
20. Need to spend more time with special districts so
they understand the LAFCO laws and procedures.
21. We need to be more proactive in promoting the
work and services of OC LAFCO.
22. Reliance on consultants.
23. Budget is very modest.
24. Resources – Consider studying internal and
external resources to improve OC LAFCO’s
economical, effective, and efficient performance…
particularly related to the cost, quality, and
timeliness of MSRs.
25. Limited staff and budget resources.
26. Limitations in OC LAFCO fees changes to member
agencies has a domino effect in not being able to
attract and retain more senior employees with
significant LAFCO experience.
27. Website Analytics – Provide monthly updates
during Commission meetings.
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OPPORTUNITIES
Factors that are available in the environment that can help OC LAFCO achieve the agency’s goals.
1. Succession plan.
2. We will have new commissioners with new
perspectives.
3. Further streamline MSRs to develop an
abbreviated document for future cycles.
4. Improving on the accuracy of the fiscal trends
program.
5. Making sure everyone in the commission is using
the communication plan.
6. Assist agencies that are fiscally challenged
through studies or exploring opportunities.
7. Agencies use of the Shared Services and Fiscal
Indicators to assist with fiscal challenges.
8. OC LAFCO has the opportunity to provide
assistance to agencies by performing studies that
can assist an agency to find solutions to problems.
9. Assist agencies and residents with organizations
and reorganizations in the areas where there are
illogical boundaries.
10. The MSRs can provide agencies with the
information required to make decisions on the
delivery of services.
11. Homelessness.
12. If OC LAFCO can attract new business, it will be
able to augment the financial capacity and allow
for more variety in its service provider model and
gives staff an opportunity to expand the learning
curve.
13. Legislative Engagement – Build coalitions with Cal LAFCO, CSAC, CSDA, cities, League of California
Cites and LAFCOs statewide, on policy issues of
mutual interest.
14. Increased Communication with all interest groups
– on agenda for organizations such as OCCOG,
ACCOC, Special Districts, Regional Chamber/
business groups, etc.
15. Assist stakeholder entities on their
implementation/interest in Shared Services to the
extent that OC LAFCO needs to be involved.
16. Stakeholder Engagement and Transparency
– Study and learn from other LAFCOs and
stakeholders statewide to implement more
effective strategies and tactics for reporting OC
LAFCO performance.
17. Continued rebranding of LAFCO resources to keep
stakeholders engaged.
18. Commission can facilitate better communication
about the differences of county services versus
city services to unincorporated area or county
islands.
19. Commission can create more analytics or
performance standards for quantifying MSRs.
20. Hybrid zoom meetings.
21. Use social media wisely to the advantage of the
commission.
22. Continued use of technology as it continues to
evolve.
23. Seeking out the latest technology to utilize is
good for staff and can expand beyond the basic
service model of the organization.
24. Enhancing the website and messaging out to
current and potential clients reminds people of
what we do and how we can help them in their
decision-making process by providing analytical
data.
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THREATS
Pitfalls looming in the environment that could throw up roadblocks or otherwise keep the OC LAFCO from achieving the agency’s goals.
1. Executive Office retirement or movement to
another organization.
2. Lack of upward mobility with such a small team
means that talented employees will ultimately get
hired away elsewhere.
3. Noncompetitive compensation means that we will
continue to lose good employees to others in the
market.
4. If there is a lack in variation in the day to day work employees will get stagnant and seek out other
job opportunities elsewhere.
5. Leadership and staffing changes leave a void in
the overall organization.
6. South OC issue will be a politically challenging
process due to varied interests.
7. The commission is split on which direction the
commission should proceed in.
8. Not every commissioner is using the
communication plan.
9. If agency input is not balanced, the perception
of LAFCO’s mission and authority may be
misunderstood.
10. Economic impacts on cities and special districts.
11. Environmental threats on the delivery of
municipal services.
12. Rising gas prices.
13. State laws or mandates that omit LAFCOs from a
local government reorganization process.
14. The major threat to the commission is any
legislation that requires the commission to
operate differently or being required to become
involved with government agencies more broadly
than currently required.
15. Ill-informed entities.
16. Misperception that LAFCO is a “rubber stamp”
agency.
17. The perception agencies have of OC LAFCO.
18. The perception of what an MSR is intended
to provide for the Public, Local Agencies, and
Legislature.
19. Meeting space availability.
20. Fiscal instability.
21. Remote work – future pandemic.
22. Cybersecurity and Information Technology
– Like many government entities today, OC
LAFCO should protect the organization – and its
stakeholders – from online vulnerability.
23. Misuse of social media.