Shared Services Program Information Page



The Shared Service concept is designed to facilitate a collaborative effort with agencies and organizations to look for more efficient service provision and possible cost-savings. However,

the shared services process takes this effort one step further by including school districts, homeowner associations, the Orange County Business Council as well as the County, cities and special districts. Expanding the participation to other agencies and groups increases the number of service providers and opens the door for LAFCO to create a closer relationship with these agencies.

**Members – To access the Shared Services Program (Click Here). All public agencies require a username and password to enter the program.**

Capital Improvement Plan (CIP Map)

For information on the CIP Map please use the following link (Click Here).


Shared Services Survey

On December 30th, 2010, LAFCO staff distributed a survey to approximately 125 representatives via email and received a forty-percent (40%) response rate. The email sent included a summary report, which contained a project description and examples of current sharing of services by agencies. To view the survey result, please click on the following link PowerPoint Presentation.


Shared Services Progress Reports

On June 8, 2011, the Comission received and filed the Shared Services Report, which described the entire process of the program. The progress report also indicated the Shared Services website will be able for all local agencies (cities and special districts) by the beginning of July 2011. The website’s goal is to create a virtual forum for all local agencies to building relationships and potentially save money by working together in providing municipal services throughout the County.

Shared Services – Success Stories

  • Northern OC Cities form a Collaborative Group known as the NOCC

by Ron Garcia – May 2012

Given the new economic environment facing California cities, shared services are becoming an increasingly popular strategy to reduce costs in the public sector. It is more important than ever for city councils and their management teams to identify potential resource-sharing opporunities and begin shifting the traditional public management paradigm.

Full Article Here

  • Collaboration gives Park-Poor Santa Ana Neighborhood Hope

by Lauren Tyler – May 2012

Historically, no public open space has existed in the half-mile radius surrounding the school, where 13,000 people live, many in proverty. But some hope has emerged. Through a collaboration involving the city, the Santa Ana Unified School District and Latino Health Access, the grounds of Roosevelt Elementary have been opened to the public on weekends and soon will be throughout the week.

Full Article Here

  • Santa Ana to sign fire contract with County
by Ron Gonzales – March 2012

Officials from the city of Santa Ana and the Orange County Fire Authority (OCFA) are set to sign a contract that will merge the Santa Ana Fire Department and OCFA. Mayor Miguel Pulido and OCFA Board Chairman Mark Tettemer will sign the contract at a City Hall ceremony at 6pm (March 5th, 2012).

Full Article Here

  • Shared Services Study between Cities of Anaheim, Fullerton and Orange

Anaheim staff report – February 2012

In the summer of 2010, the cities of Anaheim, Fullerton and Orange agreed to move forward jointly with an independent consultant evaluation to explore the feasibility of a fire services consolidation, merger or contract for service partnership among the three cities.

Full Report Here

  • Fountain Valley reconsiders sharing fire services with Huntington Beach

by Annie Kim – February 2012

The loss of redevelopment funding has prompted the city (Fountain Valley) to revisit its earlier proposal to share fire services with Huntington Beach and to put off the process of hiring a new fire chief.

Full Article Here

  • A New Normal? Another Look at Shared Services – Reader’s Top Choice*

by David Raths – January 2012

For all the business sense it makes for neighboring governments to share resources, these efforts have often been hamstrung by turf politics, mistrust and technology shortcomings. But thanks to the toughest economy since the Great Depression and technological advances like web-based applications and broadband connectivity, there appears to be an uptick in regional activity.

Full Article Here

  • Santa Margarita Water District eCurrents Newsletter – Local Collaboration

January 2012

Following a recent analysis of staffing levels and projected workload, Santa Margarita Water District signed an agreement with El Toro Water District to utilize El Toro staff to supplement sewer cleaning services on an “as needed basis”.

“SMWD and El Toro have contracted for these services in the past and have a good track record and history of working together,” shares John Schatz, SMWD General Manager. “This long-standing partnership has been a benefit to both districts.  One example is SMWD’s purchase of additional storage in El Toro’s R-6 reservoir that resulted in water rate savings for El Toro customers and doubled SMWD’s water system reliability.”

“This is a great example of how special districts work together to optimize resources, operate efficiently and continue to provide the highest quality of service to our respective customers,” says Bob Hill, ETWD General Manager.

Building on this relationship, SMWD partnered with four other water agencies to design, construct and operate the newly completed Upper Chiquita Reservoir, which also further enhances local water supply reliability for the region.

  • Producing a Future Glimpse of Orange County through Current Collaboration

by Deborah Diep- November 2011

The Center for Demographic Research (CDR) was initially established at California State  niversity, Fullerton (CSUF) in 1996, following the County of Orange bankruptcy, to ensure that Orange County continued its strong tradition of a presence in the development and support of demographic information within the Southern California region.  The primary goal of the CDR is to  provide accurate and timely information regarding population, housing, and employment  characteristics to public agencies, local jurisdictions and regional planning authorities, as well as private citizens and business.

The CDR’s activities are located at CSUF, ensuring data consistency through the maintenance of a centralized data source of Orange County demographic characteristics. As a bridge between public and private agencies, the CDR fosters mutual cooperation and achievement of goals in an efficient, cost-effective manner.

The CDR is a joint partnership between the County of Orange, the Orange County Council of  governments, the Orange County Sanitation District, the Transportation Corridor Agencies, the  Orange County Transportation Authority, the Municipal Water District of Orange County, the Orange County Water District, the Orange County Local Agency Formation Commission, and California State University, Fullerton.

  • IT Jobs Saved in Local Governments Thanks to Staff Sharing
by Cindy Waxer – June 28, 2011

When Gwen Simmons, CIO of Mecklenburg County, N.C., received orders last year to cut staff, she could have simply let the ax fall. Instead, Simmons devised a plan that not only salvaged the county’s relationship with other government agencies, boosted employee morale and recouped a whopping $100,000 in profit for the cash-strapped county.

Full Article Here

  • Shared Services & Cost-Saving Collaboration Deserve Respect

by Monte Mercer – May 2011

Shared services, many of which are public-private partnerships (PPPs), refer to the operational philosophy that involves centralizing functions once performed by individual organizations. In day-to-day operations, problems and opportunities arise that are ideal for collaboration. This abundance of possible shared services and partnership opportunities can be overwhelming though, and it can lead to difficulty identifying which projects to try. The best determining factor for success is for the customer to be the driving force behind any collaborative effort.

The North Central Texas Council of Governments (NCTCOG) serves 240 member governments—or customers—of which 170 are cities. It has had the opportunity to spearhead a large number of shared services and PPP initiatives in recent years, and in this article I want to share what we’ve learned.

In fact, shared services fulfill NCTCOG’s mission to strengthen the individual and collective power of local governments and to help them recognize regional opportunities, resolve regional problems, and make joint decisions. These initiatives are primarily designed to solve common needs of NCTCOG’s member governments, but they often reach a statewide audience as well.

Full Article Here

  • Fountain Valley to Borrow Garden Grove’s City Clerk

by Deepa Bharath – April 2011

The Garden Grove City Council will consider an agreement with Fountain Valley to contract out the services of its city clerk. According to a staff report, Garden Grove City Manager Matthew Fertal was approached by Fountain Valley’s City Manager Raymond Kromer, who requested help with their “city clerk function.”

Full Article Here