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<br />SECTIO.FIVE <br /> <br />Alternatives for Improved Stormwater Management <br /> <br />such as storm drain flushing and street sweeping that are mostly for drainage confined within <br />their jurisdictions, and not significantly impacted by drainage from upstream jurisdictions. <br /> <br />Regardless of whether or not a local jurisdiction is the most efficient method to provide an <br />activity, the question of adequate funding for that activity still exists. Many of the services are <br />not up to the Level of Service that they should be. <br /> <br />Services currently provided by the local jurisdictions that they should "give up" are limited to <br />activities of a regional nature or activities that are better performed by a unified organization. <br />For example, the local jurisdictions have jointly completed a limited amount of drainage basin <br />planning which would be given to the new organization. The local jurisdictions also enter into <br />agreements to construct capital projects and provide maintenance. Projects that qualify as multi- <br />jurisdictional would be coordinated by the new organization. <br /> <br />5.1.3 Overall Theme for Valley.wide efforts <br />Several overall themes regarding a valley-wide effort emerged from the Steering Committee's <br />work. <br />The Steering Committee determined that the valley-wide organization should: <br />. Be implemented and operated with the smallest possible amount of additional bureaucracy, <br />. Be as simple and efficient as possible, <br />. Primarily address multi-jurisdictional (regional) issues recognized by the Steering Committee <br />as priorities, <br />. Not engage in activities that are better handled by the local jurisdictions, <br />. Have limitations placed on it including: <br />The level of fees and rates it can assess, <br />The powers it has and the activities it can engage in, <br />The initial activities it engages in, and <br />Future activities it engages in. <br />. Be funded by a sustainable, equitable, and fair revenue source, and <br />. Fill gaps and gain efficiencies through eliminating some overlaps. <br /> <br />5.2 PRELIMINARY ORGANIZATIONAL ALTERNATIVES <br /> <br />A number of organizational alternatives to improve valley-wide service were reviewed from a <br />legal and financial standpoint and were tested against the Steering Committee's overall themes <br />and priorities. <br /> <br />The following "long list" of alternatives was developed by the project team: <br /> <br />Altematives not including an overall valley-wide organization: <br /> <br />. Alternative A - The Status Quo with and without more funding, and <br /> <br />URS <br /> <br />T:\PROJECTS\22236022_GRANO_VALlEY\SUB_00\6.0_PROJ_DE:LI'v'\FINAl REPORTlFINAL REPT REV 4.DOC\9-JUL-03\\ 5-2 <br />