LAFCO
Miscellaneous Government Services Municipal Service Review (June 2004)
Read the report at Miscellaneous Government Services (June 2004) ↗
MISCELLANEOUS
GOVERNMENT
SERVICES
SSPPHHEERREESS OOFF
INFLUENCE
&&
MUNICIPAL SERVICE
REVIEWS
Municipal Government Services
Spheres Of Influence
&
Municipal Service Reviews
Report to the
Local Agency Formation Commission
For Los Angeles County
Submitted to:
LAFCO for Los Angeles County
Larry J. Calemine, Executive Officer
700 North Central Avenue, Suite 350
Glendale, CA 91203
(818) 254-2454
Submitted by:
LAFCO Staff
Sandor L. Winger, Deputy Executive Officer
Alisha O’Brien, Local Government Analyst
Wilda Turner, Administrative Assistant/ CIS
Adopted
June 23, 2004
TABLE OF CONTENTS
INTRODUCTION .................................................................................................. 3
CHAPTER I: CEMETERY DISTRICTS ................................................................. 6
Enabling Act ................................................................................................................................................. 6
Artesia Cemetery District ....................................................................................................................... 8
Downey Cemetery District .................................................................................................................... 12
Lancaster Cemetery District ................................................................................................................. 15
Little Lake Cemetery District ............................................................................................................... 18
Wilmington Cemetery District ............................................................................................................. 21
CHAPTER II: COMMUNITY SERVICES DISTRICTS ...................................... 24
Enabling Act ............................................................................................................................................... 24
Bradbury Estates Community Services District ................................................................................. 27
Pasadena Glen Community Services District ...................................................................................... 30
Point Dume Community Services District ........................................................................................... 33
CHAPTER III: GARBAGE DISPOSAL DISTRICTS ......................................... 36
Enabling Act ............................................................................................................................................... 36
Athens-Woodcrest-Olivita Garbage Disposal District ........................................................................ 38
Belvedere Garbage Disposal District .................................................................................................. 41
Firestone Garbage Disposal District .................................................................................................... 44
Lennox Garbage Disposal District ....................................................................................................... 47
Malibu Garbage Disposal District ........................................................................................................ 50
Mesa Heights Garbage Disposal District ............................................................................................. 53
Walnut Park Garbage Disposal District .............................................................................................. 56
CHAPTER IV: HEALTH CARE / HOSPITAL DISTRICTS ............................... 59
Enabling Act ............................................................................................................................................... 59
Antelope Valley Health Care District .................................................................................................. 61
Beach Cities Health District .................................................................................................................. 65
CHAPTER V: LIBRARY DISTRICTS .............................................................. 69
Enabling Act ............................................................................................................................................... 69
Altadena Library District ..................................................................................................................... 71
Palos Verdes Library District ............................................................................................................... 74
CHAPTER VI: MOSQUITO ABATEMENT AND VECTOR ............................... 78
CONTROL DISTRICTS ...................................................................................... 78
Enabling Act ............................................................................................................................................... 78
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Antelope Valley Mosquito and Vector Control District ..................................................................... 80
Compton Creek Mosquito Abatement District ................................................................................... 83
Greater Los Angeles County Vector Control District ........................................................................ 85
Los Angeles County West Vector Control District ............................................................................. 88
San Gabriel Valley Mosquito and Vector Control District ................................................................ 91
CHAPTER VII: RECREATION AND PARK ..................................................... 94
DISTRICTS ......................................................................................................... 94
Enabling Act ............................................................................................................................................... 94
Miraleste Recreation & Park District .................................................................................................. 96
Ridgecrest Ranchos Recreation and Park District ............................................................................. 99
Westfield Recreation and Park District ..............................................................................................101
CHAPTER VIII: RESOURCE CONSERVATION ........................................... 103
DISTRICTS ....................................................................................................... 103
Enabling Act ..............................................................................................................................................103
Antelope Valley Resource Conservation District ...............................................................................105
Santa Monica Resource Conservation District ..................................................................................108
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INTRODUCTION
Abbreviated
Miscellaneous Government Services Providers
Sphere Of Influence
&
Municipal Service Review
Effective January 1, 2000, Local Agency Formation Commissions (LAFCO) are required
to conduct reviews of municipal services provided by local agencies when updating
Spheres of Influence.
Pursuant to Section 56430 of the Cortese-Knox-Hertzberg Local Government
Reorganization Act of 2000 (LAFCO Act):
(a) In order to prepare and to update spheres of influence in accordance with
Section 56425, the commission shall conduct a service review of the municipal services
provided in the county or other appropriate areas designated by the commission.
(b) In conducting a service review, the commission shall comprehensively review
all of the agencies that provide the identified service or services within the designated
geographic area.
(c) The Commission shall conduct a service review before, or in conjunction with,
but no later than the time it is considering an action to establish a sphere of influence…or
to update a sphere of influence…
Although service reviews may not directly change how services are provided, they are
intended to furnish affected agencies, the public, and LAFCOs with a tool to understand
public services conditions.
Review Parameters
The statute does not specifically prescribe which agencies and what service(s) are subject
to municipal services reviews. Likewise, the statute does not dictate whether reviews are
to be service based or agency based. Therefore, it is left to each LAFCO to establish
review parameters.
In determining the parameters for their reviews, LAFCO considered a number of factors;
the prevailing definitions of municipal services, the agencies that are subject to sphere of
influence determinations, and certain characteristics of local governments and the
services they provide, which would support their inclusion or exclusion from the services
review matrix.
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Services Subject to Review
LAFCO has concluded that the answer to the question of which services are subject to
review lies in the origin of the services review requirement. The legislatively-established
Commission on Local Governance for the 21st Century (the Hertzberg Commission)
recommended that LAFCOs prepare reviews of municipal services provided by local
governmental agencies. In their final report, entitled Growth Within Bounds, the
Hertzberg Commission identifies the following as the principal “municipal services”:
1. Police and fire protection
2. Streets and traffic circulation
3. Water and sewer
4. Power generation and distribution
5. Storm water drainage
6. Solid waste collection, and
7. Land use planning
The Hertzberg Commission further identified water, sewer, power, streets, and roads as
major “backbone” services and infrastructure necessary to accommodate the growth and
development expected to occur in the future.
In the opinion of many LAFCO’s other “miscellaneous” governmental services such as
parks and recreational facilities, street lighting, mosquito abatement, library buildings and
services, transportation services, ambulances and airport operations may be desired in a
community, and may enhance the standard of living and “attractiveness” of an area, these
are neither mandated services nor, from the LAFCO perspective, would the presence or
absence of these “non-essential” services necessarily be the determining factor in a
LAFCO future sphere of influence and/or annexation decision. Therefore, this LAFCO
has determined that the services subject to municipal services reviews shall be: Police
Protection, Fire Protection, Streets and Traffic Circulation, Water Storage, Treatment and
Distribution, Waste Water Collection, Treatment and Disposal, Power Generation and
Distribution, Solid Waste Collection and Disposal, Storm and Water Drainage.
Agencies Subject to Abbreviated MSR Review
LAFCO has concluded that the following local agencies in Los Angeles County provide
services which are municipal in nature, and, as such are subject to the services review
requirement per Government Code Section 56430:
1. County of Los Angeles
2. Cities
3. Water Districts
4. Fire Protection Districts
Conversely, LAFCO has concluded that while the cemetery districts, community services
districts, garbage disposal districts, health care districts, mosquito abatement and vector
control districts, library districts, recreation and park districts, and resource conservation
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districts in Los Angeles County are subject to a sphere of influence determination, these
types of districts do not provide services that are classified as essential municipal
services. Therefore, it is the position of this LAFCO that these “Non-Essential Districts”
and the services that they provide will be subject to an abbreviated municipal review.
However, these agencies will be reviewed to determine the compliance level with the
four (4) elements of growth required by Code Section 56425, as follows:
1. The present and planned land uses in the area, including agricultural and open-
space lands.
2. The present and probable need for public facilities and services in the area.
3. The present capacity of public facilities and adequacy of public services that the
agency provides or is authorized to provide.
4. The existence of any social or economic communities of interest in the area if the
commission determines that they are relevant to the agency.
The following are the Dependent and Independent Special Districts to be reviewed:
Cemetery Districts Mosquito Abatement and Vector Control Districts
Artesia Antelope Valley Mosquito & Vector Control
Downey Compton Creek Mosquito Abatement
Lancaster Greater Los Angeles County Vector Control
Little Lake Los Angeles County West Vector Control
Wilmington San Gabriel Valley Mosquito and Vector Control
Community Services District Library Districts
Bradbury Estates Altadena
Pasadena Glen Palos Verdes
Point Dume
Recreation and Park Districts
Garbage Disposal Districts Miraleste
Athens-Woodcrest-Olivita Ridgecrest Ranchos
Belvedere Westfield
Firestone
Lennox Resource Conservation Districts
Malibu Antelope Valley
Mesa Heights Santa Monica Mountains
Walnut Park
Health / Hospital Districts
Antelope Valley
Beach Cities
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CCHHAAPPTTEERR II
CEMETERY DISTRICTS
Artesia
DDoowwnneeyy
Lancaster
Little Lake
Wilmington
CHAPTER I: Cemetery Districts
Enabling Act
(Health and Safety Code Section 9000 Et Seq.)
Formation
The formation process is initiated by a petition, signed by not less than 25 percent of the
registered voters within the proposed district or by adoption of a resolution of application
by a city or county containing the territory proposed to be included in the district, and
filed by LAFCO (Health and Safety Code §§ 9011, 901.).
Prior to circulating petitions, the proponent shall file with the LAFCO Executive Officer
a Notice of Intention that includes the name and mailing address of the proponent and a
written statement, not to exceed 500 words in length, setting forth the reasons for the
proposal (Health and Safety Code § 9012).
If the proposal is approved, the Commission also will adopt terms and conditions for the
formation, and establish a sphere of influence for the new district. The Commission will
then conduct protest proceedings and depending on the number of protests filed and not
withdrawn, terminate the proceeding or order the formation subject to confirmation by
election. (Health and Safety Code § 9014)
Governing Body
The governing body, which is established by law to administer the operation of a
cemetery district, is composed of three or five trustees as specified by the petition for the
formation of the district. These trustees are appointed by the board(s) of supervisors.
However, the governing body may instead be composed of the board of supervisors by its
resolution after public hearings are held (Health and Safety Code §§ 9020, 9021).
If formed pursuant to a consolidation or reorganization of two or more districts into a
single district, LAFCO may increase the number of directors of the consolidated or
reorganized district to 7, 9, or 11. As terms expire, the number of directors shall be
reduced through attrition until the number of directors is in conformance with the
district’s principal act or a larger number specified by LAFCO. (Health and Safety Code
§ 9027)
Functions
The specific powers that the trustees may exercise are set forth in Health and Safety §§
9040-9056, and include:
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1. To maintain a cemetery or cemeteries, or acquire and maintain a mausoleum, if
such mausoleum was built prior to May 1, 1937.
2. To construct, improve, maintain, or repair a columbarium for the placement of
cremated remains.
3. In addition to these specific powers, the district may do all acts necessary or
proper for the carrying out of the purposes of this part.
There are five Cemetery Districts (CD) in the County of Los Angeles;
1. Artesia CD
2. Downey CD
3. Lancaster CD
4. Little Lake CD
5. Wilmington CD
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Artesia Cemetery District
The Artesia Cemetery District (CD) is an Independent Special District, formed on
September 24, 1927. The purpose of the CD is to:
Provide the general public with a cemetery (within the constraints of the Enabling
Act).
Provide burial services at reduced costs.
The CD provides local residents with “at need” and “pre-need” sales, endowment care,
vaults, cremation sites, cremation urn vaults, burial rights, opening and closing of graves,
and marker settings.
Artesia CD is comprised of approximately 13.1 square miles, located in the Cities of
Artesia, Hawaiian Gardens, portions of Cerritos, Lakewood, Long Beach, Norwalk, and
unincorporated county territory (See enclosed map). The cemetery property is situated in
the City of Cerritos. The actual cemetery operation began in 1882.
The CD’s financial statement for Fiscal Year 2002-2003 ending June 30, 2003 reflects
$259,709.00 revenue and $243,287.00 expenses with a year end balance of $16,422.00.
The CD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CD boundary infrastructure, that is water supply and sewers, is the
responsibility of the surrounding Cities, the County of Los Angeles and other
local agencies and/or utilities that serve the CD with the exception of those
preceding services.
2. Growth and Population
For the most part the area contained in the cemetery districts Sphere of Influence
is mostly built out and the population growth is static. The cemetery itself is
limited by its own physical boundaries of 13 acres.
3. Financing Constraints and Opportunities
The general financing of the CD’s operation is basically constrained in that it is
limited to its base tax revenue, endowment funding, grave and flower vase sales,
setting markers and other minor limited financial activities. Opportunities for
larger income sources are relatively non-existent.
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4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
The CD leases 2.5 acres of park space to the City of Cerritos. The CD and the
City of Cerritos are in the process of writing a new draft lease that will provide
added revenue for the CD. The increased lease revenue will help hold down the
existing rates. It is strongly felt by the Board that published rates be held at a
minimum due to the depressed income level of the surrounding community.
6. Opportunities for Shared Facilities
The CD has a small structure for administration that must be contained within the
cemetery area.
7. Government Structure Options
The CD has a three-member Board of Trustees appointed by the Los Angeles
County Board of Supervisors.
8. Management Efficiencies
This is a very limited operation with a working staff of three (3) employees.
9. Local Accountability and Governance
The CD meets monthly. Members present concerns through the Board of
Trustee’s meeting.
Sphere of Influence Determinations
In reviewing and updating the Artesia Cemetery District (CD) Sphere of Influence (SOI),
LAFCO is required to adopt written determinations for the following four items specified
Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is low density residential, medium density
residential, commercial and light industrial. The boundaries are contiguous with
the sphere of influence of the CD and the community is largely built out. The
present cemetery property is 13 acres. 10.5 acres are used for the operation of the
cemetery and 2.5 acres are used for open park space leased to the City of Cerritos.
The CD may expand at anytime into the park area to facilitate additional grave
sites.
2. Present and Probable Need for Public Facilities and Services in the Area
The CD performs about 80-100 funerals per year. The CD will be able to
continue to operate for approximately the next 70 years given the current
statistical trend for burials and cremations.
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3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The cemetery has approximately 8,000 filled grave sites with a present capacity of
approximately 1,200 open plots and 180 open plots for in-ground cremation
burial. Eight (8) cremations can be buried in one (1) plot. If more cemetery space
is needed, the CD can expand into the park area which can accommodate
approximately 5,000 additional open plots.
4. Existence of any Social or Economic Communities of Interest
The CD is comprised of five (5) Cities and unincorporated county territory. It has
displayed the ability to provide those services required by the Health and Safety
Government Code Section 9000 Et Seq. for the past 77 years and appears capable
of continuing to do so for the foreseeable future.
Recommendations
The report concludes and recommends that:
The Artesia Cemetery District Sphere of Influence not be expanded or revised at
this time.
The Artesia Cemetery District Municipal Service Review be approved as
recommended.
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C
ONQUI ATS
SANTA FE SPRINGS
NORWALK CO ARTESIA CEMETERY 91 ARTESIA 605 CERRITOS
LAKEWOOD CO Orange County HAWAIIAN GARDENS CO LONG BEACH Artesia Cemetery District
Legend
Roads, Thomas Bros.
Artesia Cemetery District 1:38,000
(SOI same as district bounday) Miles
LLAAFFCCOO
0 0.2 0.4 0.8 December 12, 2003
Downey Cemetery District
The Downey Cemetery District (CD) is an Independent Special District, formed in 1928.
The purpose of the CD is to:
Provide funding for maintenance and care of cemetery property.
The population of the CD is approximately 95,000 people. Downey CD is comprised of
approximately 10.7 square miles, located in the Cities of Bellflower, Downey,
Paramount, and Southgate (See enclosed map). The cemetery property is situated in the
City of Downey.
The CD’s projected budget for Fiscal Year 2003-2004 is $44,830.00 total revenue which
includes a reserve of $1,530.00. The expenses are projected to be $43,300.00. The
previous year balance of $8,130.00 is applied to a beginning year fund of $136,494.00,
with a total of $144,624.00 in a year end fund balance. The CD has no public dept.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CD boundary infrastructure, that is, water supply and sewers is the
responsibility of the surrounding Cities, the County of Los Angeles and other
local agencies and/or utilities that serve the CD.
2. Growth and Population
For the most part, the area contained within the cemetery’s Sphere of Influence is
mostly built out and population growth will remain mostly static. The cemetery
property is limited by its own physical boundaries of 6.92 acres.
3. Financing Constraints and Opportunities
The general financing of the CD’s operation is very constrained in that the
cemetery sites plots are either filled or allocated to capacity. It is basically limited
tax revenue and endowment funding and other minor financial activities.
Opportunities for larger income sources are non-existent.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
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5. Opportunities for Rate Restructuring
Burial rates published and are set by the Board of Trustees, however, while there
is some room for tandem burials, etc., rate restructuring would not necessarily aid
in significant financial growth or stability.
6. Opportunities for Shared Facilities
The CD has a small structure for administrative purposes. Such administration
must be contained within the cemetery area for the responsiveness to the
community.
7. Government Structure Options
The CD has a three-member Board of Trustees, appointed by the Los Angeles
County Board of Supervisors.
8. Management Efficiencies
Performance evaluations of operations are reviewed monthly at the Board of
Trustees meeting. Due to limited activities of the organization, efficiencies are
confirmed to cemetery activities only.
9. Local Accountability and Governance
The CD meets monthly. Agenda’s are posted at both entrances of the cemetery
and at a meeting site, 72 hours prior to a meeting. Agendas and minutes are
posted in three local newspapers, prior to a meeting. Each City Manager, whose
City is within the CD, are sent agendas and minutes, with all attachments.
Minutes with attachments are available at all meetings for the public. Local
newspapers are given “Press Releases” for special events, such as, the Memorial
Day Program.
Customers may contact the District Coordinator to resolve any complaints.
Complaints can be submitted in person and/or in writing to the District Manager
of the CD. The customer may also attend monthly Board of Trustees meetings.
Sphere of Influence Determinations
In reviewing and updating the Downey Cemetery District (CD) Sphere of Influence
(SOI), LAFCO is required to adopt written determinations for the following four items
specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use of the SOI is both low and medium density residential,
commercial, and industrial, the boundaries are contiguous within the sphere of
influence of the CD. The community is largely built out leaving little room for
growth. As noted, the present cemetery property is approximately 10.73 acres.
Seven (7) acres are allocated for burials and three (3) plus acres are allocated for a
Veteran’s Memorial Garden, where Memorial Day and Veteran’s Day events are
held at the cemetery. All cemetery plots are either filled or allocated.
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2. Present and Probable Need for Public Facilities and Services in the Area
This cemetery cannot expand, and with exception of burials to allocated plots, it
can no longer service the community within the SOI area.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The CD contains approximately 10,000 filled or allocated grave sites with no
additional open space for burials.
4. Existence of any Social or Economic Communities of Interest
The CD has displayed the ability to provide those services required, as stated in
the Comprehensive Annual Financial Report (CAFR). Its present services are
now limited to the maintenance of the cemetery only.
Recommendations
The report concludes and recommends that:
The Downey Cemetery District Sphere of Influence not be expanded or revised at
this time.
The Downey Cemetery District Municipal Service Review be approved as
recommended.
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VA FERINA ST VA ST HOPLAND 00351 VA ARUDREV ATOLLEB ST VAST 00351 ANATSAC ST 8200 JEFFER VA SON ST PIMENTA HEGEL ST FLORA VA VA DARNELL ST JEFFERSON ST TS LEGEH AV HOPLAND C RA AX F VA AJNARAN 8000 VA ODACOVA BIXLER AV BANCM VA VA 7700 WAHSNAF VA ALLIREP VA ANAZNAM TON DNGI WOO U YP S T L UC E A VA REMEIW 00551 00751 ENIALB ATUNROC ST E BELL GARDENS 5 PICO RIVERA BELL GARDENS SOUTH GATE DOWNEY 605 105 DOWNEY NORWALK CEMETERY YOUNG ISRAEL CEMETERY BELLFLOWER PARAMOUNT ODAROLOC
Downey Ceme
SN VE
tery District
REKABEDUTS
Legend
Roads, Thomas Bros.
Downey Cemetery District 1:38,000
(SOI same as district boundary) Miles
LLAAFFCCOO
0 0.2 0.4 0.8 June 17, 2003
Lancaster Cemetery District
The Lancaster Cemetery District (CD) is an Independent Special District, formed on
January 31, 1950. The purpose of the CD is to:
Provide in-ground burials for the community (within constraints of the Enabling
Act).
Provide burial services at reduced costs.
The CD provides local residents with “at need” and “pre-need” sales, endowment care,
liners or vaults, cremation sites (niches), burial rights, opening and closing of graves, and
marker settings.
Lancaster CD is located in the Antelope Valley and takes in the City of Lancaster,
portions of the City of Palmdale, and unincorporated county territory (See enclosed map).
The cemetery property is situated in the City of Lancaster.
The population of the CD is approximately 250,000 people. The cemetery property is
comprised of 11.34 acres. The CD service area is comprised of approximately 697.4
square miles. The actual cemetery operation began in 1896.
The CD has a negative projected Fiscal Year 2003-2004 budget of $210,500.00 revenue,
$221,100.00 expenditures, with a net loss of ($10,660.00). ($10,660.00) is deducted from
a reserve fund balance of $302,846.00. The CD net reserve fund balance is $292,186.00.
The CD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CD boundary infrastructure, that is, water supply and sewers is the
responsibility of the surrounding Cities, the County of Los Angeles and other
local agencies and/or utilities that serve the CD.
2. Growth and Population
The CD’s Sphere of Influence is coterminous with the boundary of the CD. The
CD anticipates an increase of about 5% each year in burials based on population
influx of the Antelope Valley. The cemetery itself is limited by its own physical
boundaries of 11.34 acres.
15
3. Financing Constraints and Opportunities
The general financing of the CD’s operation is basically constrained in that it is
limited to its base tax revenue, endowment funding, grave and flower vase sales,
setting markers and other minor limited financial activities. As in the case of
other CDs opportunities for larger income sources are relatively non-existent.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
Burial rates published and are set by the Board of Trustees. They may be
reviewed and updated as necessary.
6. Opportunities for Shared Facilities
The CD has a small facility for administration and services that is contained
within the cemetery area.
7. Government Structure Options
The CD has a three-member Board of Trustees, appointed by the Los Angeles
County Board of Supervisors.
8. Management Efficiencies
This is a very limited operation with a working staff of three (3) employees.
9. Local Accountability and Governance
The CD meets monthly. There are weekly advertisements in local newspaper,
which publishes articles about upcoming activities and obituary listings. The
public can attend community association meetings with the Chamber of
Commerce and Board of Trade.
Sphere of Influence Determinations
In reviewing and updating the Lancaster Cemetery District (CD) Sphere of Influence
(SOI), LAFCO is required to adopt written determinations for the following four items
specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is low density residential and commercial,
the boundaries are contiguous within the sphere of influence of the CD. The
present land area of the cemetery itself contains six (6) developed acres and five
(5) undeveloped acres.
16
2. Present and Probable Need for Public Facilities and Services in the Area
The CD performs approximately 100 burials per year. The CD will be able to
continue to operate for approximately the next 83 years, given the current
statistical trend for burials and cremations.
3. Present Capacity of Public Facilities and Adequacy of Public Service that the
Agency Provides or is Authorized to Provide
The CD offers in-ground burials and cremation niches. The six (6) developed
acres have approximately 6,252 filled grave sites and 765 open plots. The five (5)
undeveloped acres can be used for the expansion of the cemetery, which the CD
can place up to 1,000 graves per (1) acre. The CD provides 50% of the graves
sites for companions (double-depth) and 50% for singles. The five (5)
undeveloped acres can be utilized at a later date for approximately 7,500 new
grave sites.
4. Existence of any Social or Economic Communities of Interest
The CD comprises two (2) Cities and unincorporated county territory. It has
displayed the ability to provide those services required by the Health and Safety
Government Code Section 9000 Et Seq.
Recommendations
The report concludes and recommends that:
The Lancaster Cemetery District Sphere of Influence not be expanded or revised
at this time.
The Lancaster Cemetery District Municipal Service Review be approved as
recommended.
17
LAN P C I A N S E T C E A R N R Y D ON RD 1 7 0 T H S T W 1 1 0 9 0 T H S T W AVE 6 0 T H S T W F AV 3 0 T H S T W E D S IE R R A H W Y AVE G 5 0 T H S T T H AVE H
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Good Shepherd
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LAKE HUGHES RD ELIZABETH
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AVE D Lancaster Cemetery 9 ELIZABETH
LAKE
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LANCASTER RD 5 0 T H
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Lancaster Cemetery District
Legend
Roads, Thomas Bros.
LLAAFFCCOO
Lancaster Cemetery District 1:386,000
Miles June 17, 2003
(SOI same as district boundary) 0 1.5 3 6
Little Lake Cemetery District
The Little Lake Cemetery District (CD) is an Independent Special District, formed in the
1920’s. The purpose of the CD is to:
Provide the general public with a cemetery (that meets the constraints of the
Enabling Act).
Provide burial services at reduced costs.
Little Lake CD is comprised of approximately 19.9 square miles, located in portions of
the Cities of Bellflower, Downey, La Mirada, Norwalk, Santa Fe Springs, and
unincorporated county territory (See enclosed map). The cemetery property is situated in
the City of Santa Fe Springs. The actual cemetery operation began in 1860’s.
The regulatory agency for the CD is the City of Santa Fe Springs (City). The CD has
received a license from the City.
The CD has a Fiscal Year 2002-2003 budget of $153,201.00 total revenue and
$173,963.00 total expenditures, with a net loss is ($20,762.00). The net loss of
($20,762.00) is added to the beginning year fund equity of ($113,757.00) and ($4,063.00)
for prior adjustments with a grand total net loss of ($138,582.00). The CD sends a
voucher to the Auditor-Controller’s Office to access tax revenue to drawn down debt.
The current balance in the CD’s revenue account is $176,076.52. This balance will
increase depending on the amount of tax revenue collected. The CD has no public dept.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CD boundary infrastructure for water supply and sewers is the
responsibility of the surrounding Cities, the County of Los Angeles and other
local agencies and/or utilities that serve the CD.
2. Growth and Population
For the most part, the area contained in the cemetery Sphere of Influence is
mostly built out and the population growth is static. The cemetery itself is
limited by its own physical boundaries of 9.7 acres.
3. Financing Constraints and Opportunities
The general financing of the CD’s operation is basically constrained in that it is
limited to its base tax revenue, endowment funding, grave and flower vase sales,
setting markers and other minor limited financial activities. As in the case of
other CDs opportunities for larger income sources are relatively non-existent.
18
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
Burial and other rates are periodically reviewed and set by Board of Directors.
6. Opportunities for Shared Facilities
The CD has a small facility for administration that must be maintained within
the cemetery area.
7. Government Structure Options
The CD has a three-member Board of Trustees, appointed by the Los Angeles
County Board of Supervisors.
8. Management Efficiencies
This is a very limited operation with a working staff of two (2) employees.
9. Local Accountability and Governance
The CD meets monthly. The monthly agenda’s are displayed on the CD
marquee.
Sphere of Influence Determinations
In reviewing and updating the Little Lake Cemetery District (CD) Sphere of Influence
(SOI), LAFCO is required to adopt written determinations for the following four items
specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is both low density residential and high
density residential, commercial, and light industrial. The boundaries are
contiguous within the sphere of influence of the CD and the community is largely
built out. The present cemetery property is comprised with 9.7 acres with no
undeveloped acres.
2. Present and Probable Need for Public Facilities and Services in the Area
The CD performs about 60 funerals per year. The CD will be able to continue to
operate for approximately the next 35 years, given the current statistical trend for
burials and cremations.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The CD is approximately 7,900 filled grave sites. The CD has removed a water
system to facilitate an additional 2,100 open plots.
19
4. Existence of any Social or Economic Communities of Interest
The CD is comprised of five (5) Cities and unincorporated county territory. It has
displayed the ability to provide those services contained by the Health and Safety
Government Code Section 9000 Et Seq.
Recommendations
The report concludes and recommends that:
The Little Lake Cemetery District Sphere of Influence not be expanded or revised
at this time.
The Little Lake Cemetery District Municipal Service Review be approved a
recommended.
20
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BELLFLOWER Orange County CO CERRITOS ARTESIA NTV A
Little Lake Cemetery District
Legend
Roads, Thomas Bros.
LLAAFFCCOO
Little Lake Cemetery District 1:60,000
Miles June 17, 2003
(SOI same as district boundary) 0 0.5 1 2
Wilmington Cemetery District
The Wilmington Cemetery District (CD) is an Independent Special District, formed on
December 2, 1958. The purpose of the CD is to:
Provide the general public with a cemetery (within the constraints of the Enabling
Act).
Provide burial services at reduced costs.
The CD provides local residents with vaults, opening and closing of graves, and marker
settings.
Wilmington CD is comprised of approximately 4.3 square miles, located in the
Wilmington area in the City of Los Angeles (See enclosed map). The actual cemetery
operation began in the late 1800’s.
The CD’s year end Budgetary Comparison Schedule, General Fund for June 30, 2003
reflects total revenues of $179,528.00 and expenditures of $158,045.00 with a year end
balance of $21,483.00. Unspent funds are retained and carried to the succeeding annual
budget. Each year the budget is submitted to the Los Angeles City finance department
for acceptance by the City Council. The CD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CD boundary infrastructure, that is, water supply and sewers is the
responsibility of the City of Los Angeles, and other local agencies and/or utilities
that serve the CD.
2. Growth and Population
For the most part, the area contained in the cemetery Sphere of Influence is
mostly built out and population growth will remain is static. The cemetery itself
is limited by its own physical boundaries of 8.32 acres.
3. Financing Constraints and Opportunities
The CD is not financially healthy because of low reserve funds and minimal
property tax revenue.
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4. Cost-Avoidance Opportunities
The CD considered implementing a non-resident fee and an endowment fee to the
Fee Schedule, however it is believed by the Trustees that the residents of the CD
and non-residents of the surrounding community can not pay additional fees set
by the CD.
5. Opportunities for Rate Restructuring
The Board of Directors periodically review and revise rates on an as needed basis.
The Directors are sensitive to the community’s general financial level, however,
as of January 2004, the CD did implement a new increase to the Fee Schedule
which was the first in ten years ago. The CD Fee Schedule is now comparable to
other CD’s.
6. Opportunities for Shared Facilities
The CD has a small facility for administration. It is maintained within the
cemetery by the cemetery employees.
7. Government Structure Options
The CD has a three-member Board of Trustees, appointed by the Los Angeles
County Board of Supervisors.
8. Management Efficiencies
This is a very limited operation with a working staff of three (3) part-time
employees.
9. Local Accountability and Governance
The CD meets monthly. Members present concerns through the monthly board
meetings or discuss concerns with personnel of the CD.
Sphere of Influence Determinations
In reviewing and updating the Wilmington Cemetery District (CD) Sphere of Influence
(SOI), LAFCO is required to adopt written determinations for the following four items
specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area contains various low and medium densities
residential, and commercial property. The boundaries are contiguous within the
sphere of influence of the CD and the community is largely built out. The present
cemetery property is comprised of approximately 8.32 acres with no further
development is possible.
2. Present and Probable Need for Public Facilities and Services in the Area
The CD performs about 30 funerals per year. The CD will be able to continue to
operate for approximately the next five (5) years, given the current statistical
trends for burials and cremations.
22
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The cemetery has approximately 10,650 filled grave sites and approximately 150
open plots. The CD has approximately 500 open plots which the CD can not
utilize due to advance purchase of gravesites that date back to the early 1900’s.
Legal action will have to occur to gain new ownership of the plots. Obtaining
newly acquired plots will allow for future needs of the CD.
4. Existence of any Social or Economic Communities of Interest
The CD situated in the Wilmington area in the City of Los Angeles, which has
displayed the ability to provide those services required by the Health and Safety
Government Code Section 9000 Et Seq.
Recommendations
The report concludes and recommends that:
The Wilmington Cemetery District Sphere of Influence not be expanded or
revised at this time.
The Wilmington Cemetery District Municipal Service Review be approved as
recommended.
23
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Legend
Roads, Thomas Bros.
Wilmington Cemetery District 1:28,000 Miles LLAAFFCCOO
(SOI same as district boundary) 0 0.125 0.25 0.5
June 17, 2003
CHAPTER II
COMMUNITY
SERVICES DISTRICTS
Bradbury Estates
Pasadena
Point Dume
CHAPTER II: Community Services Districts
Enabling Act
(Government Code Sections 61000 Et Seq.)
Formation
The formation process may be initiated by presenting to LAFCO a petition signed by at
least 10% of the registered voters residing in the area to be included in the district
(Government Code Section 61103), or by presenting to LAFCO a resolution of
application from the legislative body of any county or city, which contains territory
proposed to be included in the district (Government Code Section 61106).
If it is approved, the Commission also will adopt terms and conditions for the formation,
and establish a sphere of influence for the new district.
If LAFCO approves the formation of the district, the Commission, acting as the
Conducting Authority, shall call and give notice of an election to be held in the area of
the proposed district. After the election, if the majority of the votes cast favor for the
formation, the district shall be formed (Government Code Sections 61110 & 61117).
If the Commission of the principal county finds that the petition filed with LAFCO has
been signed by not less that 80% of the registered voters residing within the area to be
included with the district, the Commission may dispense with an election, adopt the
resolution declaring the district organized, and designate the members of the board of
directors (Government Code Section 61111).
Governing Body
The Governing Body of a Community Services district may be appointed or elected, and
is composed of a three or five-member board of directors. The method of selection and
the number of directors will be as set forth in the petition of formation. The initial board
of directors of a district formed on or after January 1, 1990, and containing only
unincorporated territory in a single county, may be elected or appointed by the board of
supervisors, which may appoint itself. Representation on the board of directors of
districts containing territory in more than one county, containing only incorporated
territory, or containing a combination of incorporated and unincorporated territory will
vary according to the territory included (Government Code Sections 61101 & 61120).
If formed pursuant to a consolidation or reorganization of two or more districts into a
single district, LAFCO may increase the number of directors of the consolidated or
reorganized district to 7, 9, or 11. As terms expire, the number of directors shall be
reduced through attrition until the number of directors is in conformance with the number
specified by LAFCO (Government Code Section 61210.1).
24
Functions
The specific powers that the board of directors may exercise are (Government Code
Section 61600):
1. Supply inhabitants of the district with water for domestic, irrigation,
sanitation, industrial, fire protection, and recreation use;
2. Collection, treatment, or disposal of sewage, and waste and storm water;
3. Collection or disposal of garbage or refuse matter;
4. Protection against fire;
5. Public recreation and parks, playgrounds, golf courses, etc.;
6. Street lighting;
7. Mosquito abatement;
8. Police protection and other security services;
9. Library buildings and library services;
10. Street improvement, maintenance, and repair (subject to consent of governing
body of city or county in which improvements are made). (Note: landscape
maintenance may be provided if the area to be maintained is in the right-of-
way of a road that is being maintained);
11. Construction and improvement of bridges, culverts, curbs, gutters, and drains
(subject to the consent limitations of item 10 above);
12. Conversion of overhead electric and communications facilities to underground
locations when such facilities are owned and operated by a “public utility” or
“ public agency,” subject to consent of the public utility or public agency
responsible to such facilities;
13. Contract for ambulance service if a majority of the voters in the district voting
in an election thereon, approve;
14. Provide and maintain public airports and landing places for aerial traffic;
15. Provide transportation services;
16. Abate graffiti;
17. Construct, maintain, and operate flood control facilities subject to the
following conditions: (a) the facilities are not within the authority of another
public agency, except that the public agency and the district are not precluded
from entering into agreements for the district to provide those services; and
(b) the governing body of the city or county in which the services are to be
provided by the district has consented to the district providing those services;
and
18. Establish improvement districts (Government Code Section 61710).
After formation, should the district’s board of directors determine that it is feasible,
economically sound, and in the public interest for the district to exercise its powers
for additional purposes not designated in the original formation petition, the board
may submit to the district voters the question of whether the district should perform
such additional purposes (Government Code Section 61601).
25
There are three Community Services Districts (CSD) in the County of Los
Angeles;
1. Bradbury Estates CSD
2. Pasadena Glen CSD
3. Point Dume CSD
26
Bradbury Estates Community Services District
The Bradbury Estates Community Services District (CSD) is an Independent Special
District, formed on December 28, 1995. The District is made up of approximately 139
parcels, all of which, except four, are located in the City of Bradbury. Those four parcels
are located in the City of Monrovia. The Sphere of Influence (SOI) is coterminous with
its existing boundaries (see attached map).
The purpose of the CSD is to:
Equip and maintain additional security services above and beyond that provided
by the Los Angeles County Sheriff to protect and safeguard life and property.
The construction, opening, widening, extending, straightening, surfacing, and
maintaining in whole or part of any street in the district: and
The construction and improvement of bridges, culverts, curbs, gutters, drains and
works incidental thereto.
It is a gated community of approximately 833 acres. The CSDS contains 92 homes with
a current population of approximately 458 people.
The CSD has a projected balanced budget for Fiscal Year 2003-2004 of $344,000.00.
The CSD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CSD infrastructure, that is, water supply, sewers, natural gas,
telephone service and electricity is the responsibility of the City of Bradbury, the
County of Los Angeles and other local agencies and/or utilities that serve the
CSD with the exception of those services listed above. The CSD does maintain
its own guard house, gate and gate area.
2. Growth and Population
Inasmuch, the CSD is considered to be built out on three sides and is restricted to
development to the north because of steep terrain, it is expected that population
growth will remain static with little or minimal future growth.
3. Financing Constraints and Opportunities
It appears that financing will remain constant except for increases that mirror
normally expected annual growth costs.
27
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
A five person board made up of CSD members.
8. Management Efficiencies
This is a very limited operation with a volunteer staff with security services,
above that provided by the County Sheriff, is supplied by an outside contracting
agency.
9. Local Accountability and Governance
The CSD meets monthly. Agenda’s are posed at the City of Bradbury City Hall
and the CSD security gate. Members present concerns through written and/or
oral communication.
Sphere of Influence Determinations
In reviewing and updating the Bradbury Estates Community Services District (CSD)
Sphere of Influence, LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section:
1. Present and Planned Land Uses in the Area
The present land use is low density residential, the boundaries are contiguous
within the sphere of influence of the CSD and the community is largely built out.
2. Present and Probable Need for Public Facilities and Services in the Area
The CSD provides municipal services to a population of approximately 458.
These services are described in the MSR on page 1. The CSD is presently
fulfilling the service needs for which it was created.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The CSD has the ability or can develop adequate sources to serve the needs of the
CSD.
4. Existence of any Social or Economic Communities of Interest
The CSD serves a compact community and has displayed the ability to provide those
services required by its Resolution of Services.
28
Recommendations
The report concludes and recommends that:
The Bradbury Estates Community Services District Sphere of Influence not be
expanded or revised at this time.
The Bradbury Estates Community Services District Municipal Service Review
be approved as recommended.
29
MONROVIA
DUARTE
BRADBURY
CO
Bradbury Estates Community Services District
Legend
Roads, Thomas Bros.
Bradbury Estates Comm Services Dist 1:18,000 LLAAFFCCOO
(SOI same as district boundary) Miles December 12, 2003
0 0.15 0.3 0.6
Pasadena Glen Community Services District
The Pasadena Glen Community Services District (CSD) is an Independent Special
District, formed on June 9, 1994. The purpose of the CSD is to:
Provide funding and administration for construction and maintenance of roads
including turnouts for fire engine access.
Maintain storm water culverts to divert the flow of water and avert mud away
from residences.
Pasadena Glen CSD is located in unincorporated county territory, situated northeast of
the City of Pasadena (See enclosed map). The District is comprised of 27.2 acres with 66
households. The current population of the CSD is approximately 120 people. The
Sphere of Influence (SOI) is coterminous with its existing boundaries.
The CSD has a projected budget of $17,584.50 total revenue, $30,824.09 total expenses,
and a net loss of $13,239.59. The net loss of ($13,239.59) is applied to a reserve of
$75,559.22, resulted in a reserve balance of $62,319.63. The CSD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CSD infrastructure, that is, water supply, sewers, natural gas,
telephone service and electricity is the responsibility of the County of Los
Angeles, other local agencies and/or utilities that serve the CSD with the
exception of the services listed above. The district does not own nor maintain any
additional infrastructure.
2. Growth and Population
Inasmuch, the CSD area is considered to be built out on all sides, it is expected
that population growth will remain static or with minimal future growth.
3. Financing Constraints and Opportunities
It appears that financing will remain constant except for increases that mirror
normally expected annual growth costs. While the projected budget reflects a
loss, it is a draw down on the existing reserve which still exceeds a normal reserve
percentage to budget ratio.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
30
5. Opportunities for Rate Restructuring
There does not appear to be a need for rate restructuring at this time.
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
Five person board made up of CSD members who are appointed at large.
8. Management Efficiencies
The CSD has joint powers with the Special District Risk Management Authority
to obtain insurance at reasonable rates.
9. Local Accountability and Governance
The CSD meets monthly. Notices are posted and members are mailed
correspondences as needed.
Sphere of Influence Determinations
In reviewing and updating the Pasadena Glen Community Services District (CSD) Sphere
of Influence, LAFCO is required to adopt written determinations for the following four
items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use is low density residential. Land within the sphere is
largely built out.
2. Present and Probable Need for Public Facilities and Services in the Area
The CSD provides municipal services to a population of approximately 120
people. These services are described in the MSR on page 1.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The CSD has the ability or can develop adequate sources to serve the needs of the
CSD.
4. Existence of any Social or Economic Communities of Interest
The CSD is a compact community that has displayed the ability to provide those
services. There are no other competing social or economic communities of
interest.
31
Recommendations
The report concludes and recommends that:
The Pasadena Glen Community Services District Sphere of Influence not be
expanded or revised at this time.
The Pasadena Glen Community Services District Municipal Service Review be
approved as recommended.
32
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Community Services District
Legend
Roads, Thomas Bros.
1:6,000
Pasadena Glen Comm Services Dist
(SOI same as district boundary) Miles
0 0.04 0.08 0.16 LLAAFFCCOO June 16, 2003
Point Dume Community Services District
The Point Dume Community Services District (CSD) is an Independent Special District,
formed on August 26, 1985 and has not had any boundary updates. The purpose of the
CSD is to:
Provide recreation programs to the residents of the City of Malibu, which
include;
1. Maintain position as primary service provider within the CSD.
2. Continuation of quality activity program offerings and community events.
3. Teen activities- evenings and weekend.
4. Sports workshop.
5. Fund-raisers.
6. Science or art classes offered through outside organizations.
7. Bus trips for the community: - museums, art galleries, sporting events, trips,
seniors, local transportation.
8. Provide for adequate fund-raising and revenue enhancement.
9. Establish better public relations & communications with local groups,
parents, agencies, and the community.
10. Establish and implement contingency plans regarding possible loss of site.
11. Work with others to establish a permanent site.
12. Explore cooperative efforts with the City of Malibu, Santa Monica-Malibu
School District, and CA State Parks.
13. Protection and beautification of the Point Dume community, Cameron Park
& the District’s natural resources.
Point Dume CSD is comprised of 873.13 acres or 1.364 square miles, which is situated in
the City of Malibu (See enclosed map). The CSD has approximately 680 households
with an estimate population of 1,852 people.
The CSD has a projected budget of $18,285.05 total revenue, $56,973.84 total expenses,
and a net loss of ($38,688.79). The net loss of ($38,688.79) is applied to a reserve of
$56,538.88, resulted in a reserve balance of $17,850.09. The CSD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing CSD infrastructure, that is, water supply, sewers, natural gas,
telephone service and electricity is the responsibility of the County of Los
Angeles, the City of Malibu and other local agencies and/or utilities that serve the
33
CSD with the exception of those recreation programs listed above. The CSD has
no infrastructure of its own.
2. Growth and Population
Inasmuch, the CSD is considered to be built out, it is expected that population
growth will remain static or with minimal future growth.
3. Financing Constraints and Opportunities
Funding is provided by raising money at special events & other occasions,
donation appeal letters, and donations from local service clubs and grants from
governmental and private organizations, as determined by the Strategic Goals of
the CSD. It appears that financing will remain constant with the except for
increases that mirror normally expected annual growth costs. While the projected
budget reflects a loss, it is a draw down on the existing reserve which still exceeds
a normal reserve percentage to budget ratio.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
The Board of Directors may recommend revised rates for the approval of its
members.
6. Opportunities for Shared Facilities
The CSD utilizes other public facilities, either from the City of Malibu or the
County for their activities.
7. Government Structure Options
The CSD consists of Board of Directors, Executive Director, Administrative
Assistant, and Custodian. The Board of Directors are elected at large.
8. Management Efficiencies
The CSD’s mission is to work cooperatively with other local agencies and groups
operating within the District, to provide educational and recreational programs,
services and community use opportunities for the CSD residents and others
in the community.
Point Dume CSD is currently working to develop a Joint Powers Agreement
(JPA) with the City of Malibu to provide savings in service cost, insurance, and
access to Bond funds.
The CSD has entered into a Joint Operating Agreement (JOA) with the Santa
Monica-Malibu Unified School District and the City of Malibu to provide
community access to recreational areas.
34
9. Local Accountability and Governance
The CSD meets monthly. Public posting meeting dates and times posted per the
Brown Act. Minutes are available upon request. Information is disseminated
through the CSD board members by making presentations to their constituents,
public/city workshops, and newsletters. Customer complaints can be submitted in
writing, in person, or by telephone to the Executive Director.
Sphere of Influence Determinations
In reviewing and updating the Point Dume Community Services District (CSD) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use of the property within the CSD is low density residential and
largely built out. The SOI boundary is coterminous with the CSD boundary.
2. Present and Probable Need for Public Facilities and Services in the Area
The CSD provides services to an estimated population of 1,852 people, within the
western portion of the City of Malibu and include participants from the
surrounding areas. These services are described in the MSR on page 1. Inasmuch
as the CSD utilizes other public facilities for their activities there not a need for
separate facilities in the future.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The CSD has the ability or can develop adequate sources to serve the needs of
the CSD if necessary, however, as previously mentioned, the CSD does not have
need for additional facilities.
4. Existence of any Social or Economic Communities of Interest
The CSD serves a compact community and that has displayed the ability to
provide those services contained by the CSD Vision to that community.
Recommendations
The report concludes and recommends that:
The Point Dume Community Services District Sphere of Influence not be
expanded or revised at this time.
The Point Dume Community Services District Municipal Service Review be
approved as recommended.
35
ME ** R ** R * * * I * * * T * Z T *** U * B D M A R A D ** E * B ** N E A P C L H ACCE * B * S U * S * S C * H R * D * R D *** B O N S A L L P A D C R R C I L F I F I F C R D C R O R D A S T H W * * * * * Y **** W * A N D E R M E R E R MALIBU P O R T S H E A D R D SE B L O F N R I I F D A G C E E * ** R * D * D R R W IL D L IF E R * * * * * D
Z U M
IR E Z D R * * * * *
Z U M
A V IE * W * Z * U * P M * L IR E Z D R * * * * *
* * * *
*
*****
E E D D
H W L W
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WI L D
F L O GRAYFOX ST
F E R
N HI L H IT
E S A
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G P
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BLUEWATER RD
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GREENWATER RD D
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D B E
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A V SI D E
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LOS ANGELES
A C H
R
C LI F F CO
D
MALIBU
Point Dume Community Services District
Legend
Roads, Thomas Bros.
Point Dume Community Services District 1:18,000 LLAAFFCCOO
(SOI same as district boundary) Miles
0 0.125 0.25 0.5 December 12, 2003
CHAPTER III
GARBAGE DISPOSAL
DISTRICTS
Athens-Woodcrest-Olivita
Belvedere
Firestone
Lennox
MMalliibbu
Mesa Heights
Walnut Park
CHAPTER III: Garbage Disposal Districts
Enabling Act
(Public Resources Code Section 49000 Et Seq.)
Formation
The formation process is initiated only by the adoption of a resolution by the board of
supervisors. Upon the submission to LAFCO of such a resolution, the Commission shall
fix a time and place for a hearing on the matter of the formation of the district (Public
Resources Code § 49006).
After the formation proceedings have been initiated, LAFCO must conduct a noticed
public hearing. After hearing public testimony, the Commission may either, approve,
modify, or deny the proposed formation. If it is approved, the Commission also will
adopt terms and conditions for the formation, and establish a sphere of influence for the
new district. Then the proposed formation is scheduled for a conducting authority
hearing where no further modifications may be made.
At the conducting authority stage, the Commission shall either terminate further
formation proceedings, or order the matter submitted to the registered voters of the
proposed district (Public Resources Code§§ 49009 & 49010).
If, at the election, a majority of all those voting upon the question of creation of the
district and a majority of those voting thereon, in each city, is in favor of formation of the
district, the territory shall be formed into a district (Public Resources Code§ 49016).
1. Any portions of one county;
2. Any contiguous or noncontiguous territory that is at least a full subdivision or
contains at least 10 privately owned acres; and
3. Any unincorporated or incorporated territory. However, if incorporated
territory is included, the unanimous consent of the governing body of the city
must be obtained if only a portion, rather than the total city, is in the proposed
district.
Governing Body
The governing body which is established by law to administer the operation of a garbage
disposal district, is the Board of Supervisors.
36
Functions
The specific powers that the Board of Supervisors may exercise are:
1. The collection and disposal of garbage and other refuse matter in the district, and
2. The operation and maintenance of a garbage and refuse disposal site
In addition to these specific powers, the Board of Supervisors also has the general power
to perform all acts necessary or proper to accomplish the purposes of this chapter.
There are seven Garbage Disposal Districts (District) in the County of Los Angeles;
1. Athens-Woodcrest-Olivita District
2. Belvedere District
3. Firestone District
4. Lennox District
5. Malibu District
6. Mesa Heights District
7. Walnut Park District
37
Athens-Woodcrest-Olivita Garbage Disposal
District
The Athens-Woodcrest-Olivita Garbage Disposal District (District) is a Dependent
Special District, formed on November 28, 1939. The District boundary is approximately
1.8 square miles of unincorporated county territory bounded mostly by Manchester Blvd.
(north), Vermont Ave. (east), El Segundo Blvd. (east) and Van Ness Ave. (west). There
is a small area of a couple hundred square feet located at the corner of Yukon Ave. and
Marine St. (See enclosed map). The Sphere Of Influence (SOI) boundary is coterminous
to the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with the Consolidated Disposal Service, LLC.
The District’s final adopted balanced budget for Fiscal Year 2003-2004 is $3,606,000.00.
The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The District contracts with an outside refuse company for services. The contract
is administered by the County of Los Angeles. No service infrastructure is
required.
2. Growth and Population
The population of the District is estimated to be approximately 41,720 people and
services 7,100 parcels of property. The parcels are made up of the following
estimated units:
4,700 single-family residences
2,000 multi-family residences
320 commercial properties
100 miscellaneous properties; i.e., churches, hospitals, etc.
The bounded areas are mainly built out. Population growth is expected to be, for
the most part, relatively static or less than 1% for the next five years.
38
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved through
competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Athens-Woodcrest-Olivita Garbage Disposal District. The members of the Board
of Supervisors are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to
door), and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Athens-Woodcrest-Olivita Garbage Disposal District
(District) Sphere of Influence (SOI), LAFCO is required to adopt written determinations
for the following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
39
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Athens-Woodcrest-Olivita Garbage Disposal District Sphere of Influence
not be expanded or revised at this time.
The Athens-Woodcrest-Olivita Garbage Disposal District Municipal Service
Review be approved as recommended.
40
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INGLEWOOD
CO
LOS ANGELES HAWTHORNE
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GARDENA
CO
15100 ALOP LY AV thens-Woodcrest ANDREWS -Ol HARVARD ivita RAYMOND
Garbage Disposal District
Legend
Roads, Thomas Bros.
1:34,000
Athens-Woodcrest-Olivita GDD
(SOI same as district boundary) Miles LLAAFFCCOO January 8, 2003
0 0.25 0.5 1
Belvedere Garbage Disposal District
The Belvedere Garbage Disposal District (District) is a Dependent Special District,
formed on October 31, 1927. The District boundary is approximately 7.15 square miles
of unincorporated county territory bounded by the Cities of Los Angeles to the north and
west, Monterey Park to the east and Commerce to the south (See enclosed map). The
Sphere Of Influence (SOI) boundary is conterminous to the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with the Consolidated Disposal Service, LLC.
The District’s final adopted budget for Fiscal Year 2003-2004 is $8,734,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The district contracts with an outside refuse company for services. The contract is
administered by the County of Los Angeles. No service infrastructure is required.
2. Growth and Population
The population of the District is estimated to be approximately 129,100 people
and services 19,000 parcels of property. The parcels are made up of the following
estimated units:
9,700 single-family residences
6,850 multi-family residences
2,300 commercial properties
150 miscellaneous properties; i.e., churches, hospitals, etc.
The bounded areas are mainly built out. Population growth is expected to be, for
the most part, relatively static or less than 1% for the next five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
41
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved
through competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Belvedere Garbage Disposal District. The members of the Board of Supervisors
are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Belvedere Garbage Disposal District (District) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2, above.
42
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Belvedere Garbage Disposal District Sphere of Influence not be expanded
or revised at this time.
The Belvedere Garbage Disposal District Municipal Service Review be
approved as recommended.
43
DEL PASO H N EID A LEM CAMPUS
FREMONT
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A A L L 8 A V E V E 1 V I N L 0 G L S B 0 A L N E R G O T LE R O W RD A V M V E A P A S N A V A D R M S R L B T R I R O I N D B R A R C O O - N E B A O H V I K E B V V T P R R A A S R R K O E K A S W T S C C V S LA M A O K R V W O A O AO IA O L D B D L R L L V D S R R A E E L N D A D N A R - - V D A A I R VSG Z I M S T D V V R T R BA T A O A I O L R V P W GE V B C B O E A LL R I H A G E A D A N I N W N C E D E R W L A A GE O D R E N M L O E S T D E Y A N T B A R D R O S A T D ND O O T E I K V L N I A - N W G -D V E R P U A N D R S A L R S B T E T R V S E N O R AT L R R O S T VR S Y M U O O A A A Y D A T K N O B E V G T M N R S R A ET P E O R R N B SD L D V 8 O A 0 I S C A NR 4 U K R A D D 3 D I V D V E W P V E P B L R L O R A IS O O O A R W 8 A D O V D V M 5 R K K A E S O B R 0 N G A I D R L S 0 E M M C R L A A H O E S V A C R L T E I R R N B O X D E E N B R R A N S S L V I T I R T N D V S C A T D E A H M V B P A B S EL I R M R O S NT K RC T FT DH E O E R A L A N E S V L K AD A EL T E E A F V S V G A IS R V A F D A E V A E T R V A R L N E V A BI R E R C P C D HBAR E K O R E D L D H S A A A R V A - V S L A T A T V E M FL R A O L D R 8 X N S S K O A I T 6 S E N R C D L M 0 D E L E E O A 0 N L O M L A R S R T L C L O R I M N B N O I D A R A S WS C N E R H S E A Z L - L Y A E R D M A A N L R F V I A N E R L A A E V G X D I M T N A G O T 8 A C 3 O N 0 R N A 0 V X O - V G A S I A R S L N R W L I A N A E S T G Y IN T H O R N D ADE
Belvedere Garbage Disposal District
Legend
Roads, Thomas Bros.
Belvedere Garbage Disposal District
(SOI same as district boundary) 1:54,000 LLAAFFCCOO
Miles
0 0.35 0.7 1.4 January 8, 2003
Firestone Garbage Disposal District
The Firestone Garbage Disposal District (District) is a Dependent Special District,
formed on January 21, 1941. The District boundary is approximately 7.12 square miles
of unincorporated county territory west of Alameda St., east of the City of Los Angeles,
as far north as Slauson Ave. and as far south to and area equivalent to the northern
boundary of the City of Compton (See enclosed map). The Sphere Of Influence (SOI)
boundary is coterminous to the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with BFI Waste Systems of North America, Inc.
The District’s final adopted budget for Fiscal Year 2003-2004 is $8,608,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The district contracts with an outside refuse company for services. The contract is
administered by the County of Los Angeles. No service infrastructure is required.
2. Growth and Population
The population of the District is estimated to be approximately 111,109 people
and services 19,700 parcels of property. The parcels are made up of the following
estimated units:
13,800 single-family residences
4,100 multi-family residences
1,650 commercial properties
190 miscellaneous properties; i.e., churches, hospitals, etc.
The bounded areas are mainly built out. Population growth is expected to be, for
the most part, relatively static or 1% for the next five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
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4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved
through competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Firestone Garbage Disposal District. The members of the Board of Supervisors
are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Firestone Garbage Disposal District (District) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
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4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Firestone Garbage Disposal District Sphere of Influence not be expanded or
revised at this time.
The Firestone Garbage Disposal District Municipal Service Review be approved
as recommended.
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MCKINLEY
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1600 BLVD AORB D A 149TH 5 S 00 ST CROWNVISDTRA S 14900 15100 AV E14S9TT DEE H ST CLYMARAV AV E AV 150TH ST ST100 100 N W1400 MAG 1 N 2 O 00 LIAN SERC N N VA W 900VA NST 800 PLCT 600 S COMPTO VA N PALMCT N ST300 NBLVD 100 STAMARIND CUETL QRCUA S U T P VA 001 500 E 001 001 VA C 10 O 00VA MPT VA ON VA 100PE1 A 4 L 0 M 0 STDR VAVAVA 100 0012100 VA 001 4208 VA VAVA VA S VA B TS00 149 S FFATSTC AVALON BLVD 2500 STS W1700151ST VA VAST 001PALMST MATTHISE W N PALM AV DR ESOR VA VA VA VA VAST VA VA 00151 VAE ROSEST NOSBIG NEWOB & 152ND5S0T0 W BEA CO C M H PTO 3 N 00 BLVD 1 1 0 0 0TS 0 1 1 0 0 0 0 E E V LA LAB 2 R 1 0 5 0 E E 2N D D O S N T D 30 O 0 COM B P E T A O C N H 15100 15300 500 500E 6 15100 10504TH TARRATN AVB S L T V 70 D 0 VISALIA1S5 AV T3ERD MCKINLEYAV S W AV SAPRILIA W 15 C 4 O T R H YD W ON 2 W2 1 1 0 0 S0 0 T AMA K N E T E H N A E AV S 200 S 153R W D W AV ROTSEN S1 1 S 1 5 5 5 4 T 5 2 T T H N H D S ATUAJA T T 003ST EIAM S VA S VA T AV THGIWD W W THGIWDW M A Y L R M S L R A O PMEK 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COECOA 007 007ST AVS DLEIFDARB RICT US LCO CITNALTA AVALON VISALIA CYPRESS CYPRESS ST VA VA S ATITSENIOP B 1 1 59 5 T 8 H TH ST ELL 6 REST A A 0 V AV O 0 LLASNOB YWRF W W1 1 1 5 V 5 A 1 5W 5 6 P 6 S S S 9 W S T T L 0 T T T T S T H H T H T H 00751 00161 A YRUTNEC WEN LO RD N YAWDAORB D 1 R RETNEC57 A T 3 H 00 00751 B 00161 L ST VD 10 NIAM 0 00751 1E00 E S1T62ND VA 1 LLAB VA 57 N T E E H WF 1 I 5 E 8 L T D E H S E M T A VA PLE 1AV5 3 S 9 S 0 T T AV T 0 H DA A A V R S L T L LO A RELL N A AV ON A AV I N R D E L W CIR I R N AV FI E MIC E ON A LSDT ST AV DEBLY W NN Y 16100 6 BL 0 VD B 0 L E V A D I C SHID 1 A O 5 AV 7 M TTA H R A RANT D S HA R S T KINS AV HASKINS LN AV LN VISA A L V IA MCKINLEY AV AV NO E RDHBARWILL Y W AV AV ST 1 MAL 6 LOY 3 C R CA D S S Y WE T LL P AV R26E0 W S0 AV S AV APRI S LIA 1200 A W V W W CL A A V R U R S E A D T E Y E V A M W S V E W K O EE 1 NE N 5 1 2 8 EV D A 5 RG 2 TS9 HT 0 T 2 0 A H V 0 S 0 A S S V KE S E 0 T N T E A 9 M 0 A 0 NTHA AV S HILLFORD ST S S T W W T W VA ROTSEN S 1 C 6 T A 3 I L C R D VA H AUT AAJ ST D W E E N L O VA RNAL L HA R ST ST VA ODOWHRTONSVA T VA RWES VA ETVEVA HTGIWD 0001 VA 90W0 TS PMEK VA VA VA009 0021 L 8 AROC 0 R W 0 C A A O Y RLR M EO T O G IC N IN W D H D O E DR N R O 5 R A 0 5 MATTHISEN S 0 0 T 0 VA 009S C T ARRON OSTC S O T A C AV A S L BA D RRO W N E 4 L 0 L 4 0 00 REDNAELO W W 0021 W W W R C E R WO A E S T CT Y V O IC M C J A E O H L O AICACA A H N E B U3 D N N 0D0O S L E S S O R V T T N 1 D 0S S S 0T T S T1200 T WI C LLOWBR K OO EOS AV TCOA E E E E E R C R2 S E A T TAMA A R 0 IND I E L Y C 0 D V M H J W E O E O E S N H N T L O D N L R3 S S S 0 O T T 0 3 S N0 T 0 ST VAA LIORETP S ALAMEDA 009 E ST EF TANAS S S 7 0 T 031 0 E 0 S C S A LRAEP L VA D 009 W S OYAM E 1 L 0 L 0 A E 0 L CA O L E D W T N STE M IC L D L A H R E R C 1N B 1 A E E O0 L N R SSLOAN 0 L N ES S E AV T S T 1 T T 300 A ELPM C ET V RANE ST SEC S SH T TIN 13 N 00 SETR BEACH JO S E E SCETP S H C E U I Z E C N O YESSE E L S I E AE Z V A W D B S 0036 Y 1 UTM M E M S E A EO T A R H R E C S VA T ES E NNAP S L 19 3 L 0 P8 E 0 A0 V UA 0LIN 0001 E 00416 VA S S T VA T NOSROHT S 00361 T VA 009 SIRRAH 230 B 0 C VA A V L A L V DW D VA ELL 009 0 V 07 A 51 S VA T 0031 S RD LONG E PL 6 H 0 U E 0 1 AV N 62 S 00 A 7 K 1 E S R T LLAB SALNOBVA ES16T3RD APEL M AV TARRANTST 2700WWADSWORTH AV TIC 23 H 0 E 0 NO AV R W165TH ST EEDNARG 0031 100 E BENNETT ST E 370B0ENNESTTT LEIURM SSERAC S RETLBU ETAGELTSACS ERCAENOTS ONTGNIHSAW CTINALAT ATLANTIC OL 164TH ROBRAH REVNED OA U RE GIF ST GARDENA BLVD EGARDENABLVADVCL W AUD 8 E00 S MCKINLA EV Y ST ST WSBTENNETT 2100 AVW166TH ST DEN VEICL ES CR DAA ORBS S 0031S ROOMXE W RETNEC BEN4N0E0TT S 0051 WGLSENCO3E0S0T ST BENTLEYEAV200 0015S RETSEHC VA LRAEPS VA OYAM S VA AINROFILAC S VA SIRRUB SEGLENCOE SBL A V V D E IVA ST S S 99761 00861SSADSAT B N LV A D SS S SPORTSMAN DR ATLANTIC VA VA GARDENA YAWDAORBBLVD E 400 VA VISALIA WBENNETT VASSS KCOLNUG HRS MA TEIHW BLVD AV GREENLEAF 400 800 1100 W 70TH ST E50GREENLEAF2O0R0LEANSN WGYALLIARD DR E 69TH W3Y00BLEYLNL EASTONDALE 0041 300 100100 SAN TARRANT HASKINS LANTANA ST NALRAHWBENNETTST GREENLEAF 100100 200 ST RR SS TARTAR LN VA AV LN VA TS AV500 00561 STPEDRO CALD AV WELL BILLINGS STAV 1 W 000 GREENLEAFDR 500 400 ST SANTA
FE
TAYLOR ST E 69TH WY ST300 7000VA AV VA VA 00561 00561 6500 1 AV 2600 1400 0061 ADR ZALPAUTO DR N1900 CLEMMER E 69TH TSRUHLEB AV YELHCEEB REVOOH AL REL EST DENVER ST 169TH ST DR AV BUTLER 0086 ELADNOTSAE 0071 CHERIE TTUCRO 00861 00861 BELFOERST 16900 LARTNEC MAYWOOD VERNON HUNTINGTON PARK BELL CO CUDAHY SOUTH GATE LOS ANGELES 110 CO LYNWOOD 105 CO CO CO CO CO COMPTON CO CARSON LONG BEACH
Firestone Garbage Dis
NOTGNIMLIW
posal Dist
NTE
E
R
COT
U
D
A
R
rict
Legend
Roads, Thomas Bros.
1:58,000
Firestone Garbage Disposal District
(SOI same as district boundary) Miles LLAAFFCCOO October 3, 2003
0 0.35 0.7 1.4
Lennox Garbage Disposal District
The Lennox Garbage Disposal District (District) is a Dependent Special District, formed
on November 20, 2002. The District boundary is approximately 1.09 square miles of
unincorporated county territory bounded by the City of Inglewood to the north and east,
the City of Los Angeles to the west and the City of Hawthorne to the South (See enclosed
map). The Sphere Of Influence (SOI) boundary is coterminous to the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with BFI Waste Systems of North America, Inc.
The District’s final adopted budget for Fiscal Year 2003-2004 is $1,137,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The district contracts with an outside refuse company for services. The contract is
administered by the County of Los Angeles. No service infrastructure is required.
2. Growth and Population
The population of the District is estimated to be approximately 22,750 people and
services 2,410 parcels of property. The parcels are made up of the following
estimated units:
1,300 single-family residences
1,000 multi-family residences
150 commercial properties
10 miscellaneous properties
The bounded areas are mainly built out. Population growth is expected to be,
relatively static or less than 1% for the next five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
47
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved
through competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Lennox Garbage Disposal District. The members of the Board of Supervisors
are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Lennox Garbage Disposal District (District) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
48
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Lennox Garbage Disposal District Sphere of Influence not be expanded or
revised at this time.
The Lennox Garbage Disposal District Municipal Service Review be approved
as recommended.
49
INGLEWOOD
W 104TH ST V A
L
R U B S V A E LENNOX BLVD RI
LOS ANGELES 405 CO R AI P S
105
*****
HAWTHORNE
105
W IMPERIAL HWY
METRO GREEN LINE
CONDON
AV
V
A
N RI W 102ND ST U B S
SAN DIEGO FRWY
D V L V B V A A A A G D N
E R O N O M L A CI E S B U F S FI R S
V V A A D N O A O M W E
E E R L F N G S S I
S
HAWTHORNE
BLVD
W 101ST ST
W 103RD ST V A N
O T L E F S V A A
E W 106TH ST
L L VI E R G S
S
MANSEL AV
V
A
V E
A T
N G A
WI N L R E A P I C W O O S T G S S H A C
L R G A L W 105TH ST V A O
R
U R T S W 107TH ST V A
N R E W 108TH ST F D E V S R W W 1 1 0 1 9 0 T T H H S S T T E A V C A CI A A R C H A V O D A V E A V S A A O G
R O S L T W S A E S O
W 111TH ST A L C E A S D E
D S A
W 111TH PL R
A
V V
A
HI N
D
R
Y W 112TH
G
S
LE
T
NN
ANDERSON FRWY &
TRANSIT
WY
W 113TH ST
S
REDFERN
AV
W 101ST ST
W 102ND ST W Y D A W 104TH ST F R L E
O R G O N DI E S E A V W 105TH ST W 105TH ST A S
W 106TH ST
W 106TH ST W 107TH ST
V A V N A W 109TH ST O L T E L S E V N W 110TH ST F A A
S R O S M
U W 111TH ST W 111TH ST R W 111TH ST W 111TH ST T
S *****
W 111TH PL
GLENN ANDERSON
FRWY &
TRANSIT
WY
*****
C
H
A V
W 111TH PL
W 112TH ST
R
* * * * * ***** * * * * * L A
Lennox Garbage Disposal District
Legend
Roads, Thomas Bros.
Lennox Garbage Disposal District
LLAAFFCCOO
(SOI same as district boundary) 1:12,000
Miles January 8, 2003
0 0.125 0.25 0.5
Malibu Garbage Disposal District
The Malibu Garbage Disposal District (District) is a Dependent Special District, formed
on March 8, 1949. The Sphere of Influence (SOI) boundary is approximately 8.4 square
miles. The District boundary is approximately 1.0 square miles. Both the SOI and the
District boundaries encompass portions of the City of Malibu and unincorporated county
territory (See enclosed map).
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with Waste Management-G.I. Industries, a Utah
Corporation.
The District’s final adopted budget for Fiscal Year 2003-2004 is $2,434,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The district contracts with an outside refuse company for services. The contract is
administered by the County of Los Angeles. No service infrastructure is required.
2. Growth and Population
The population of the District is estimated to be approximately 8,200 people and
services 2,470 parcels of property. The parcels are made up of the following
estimated units:
2,200 single-family residences
160 multi-family residences
100 commercial properties
4 miscellaneous properties, including two private schools.
The District’s boundaries contain relatively rough terrain. New building is
expected to be slow and population growth is projected to be +/- 6% over the next
five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
50
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved
through competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Malibu Garbage Disposal District. The members of the Board of Supervisors are
elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Malibu Garbage Disposal District (District) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
51
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Malibu Garbage Disposal District Sphere of Influence not be expanded or
revised at this time.
The Malibu Garbage Disposal District Municipal Service Review be approved
as recommended.
52
D
R
N
O
Y
A N LOS ANGELES
C
U
B
ALI
CO
M
N
S
M
A
LIB
U
C
A
N
Y
O
N
R
D
MALIBU
PACIFIC
COAST HWY
Malibu Garbage Disposal District
Legend
Roads, Thomas Bros.
Malibu Garbage Disposal District LLAAFFCCOO
1:70,000
Sphere of Influence, Miles September 30, 2003
Malibu Garbage Disposal District 0 0.5 1 2
Mesa Heights Garbage Disposal District
The Mesa Heights Garbage Disposal District (District) is a Dependent Special District,
formed on July 27, 1931. The District boundary is approximately 2.47 square miles of
unincorporated county territory located in two areas. The first, and largest portion of the
District, is located southeast of the City of Culver City, the second portion is a small area
located along and south of the 90 Freeway and approximately a quarter of a mile
southwest of the 90 /405 Freeways (See enclosed map). The Sphere Of Influence (SOI)
boundary is coterminous to the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with Consolidated Disposal Service, LLC.
The District’s final adopted budget for Fiscal Year 2003-2004 is $2,153,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The District contracts with an outside refuse company for services. The contract
is administered by the County of Los Angeles. No service infrastructure is
required.
2. Growth and Population
The population of the District is estimated to be approximately 19,120 people and
services 6,300 parcels of property. The parcels are made up of the following
estimated units:
5,700 single-family residences
440 multi-family residences
140 commercial properties
25 miscellaneous properties; i.e., churches, hospitals, etc.
The bounded areas are mainly built out. Population growth is expected to be, for
the most part, relatively static or 2% for the next five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
53
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved through
competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by garbage disposal districts under the administration
of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Mesa Heights Garbage Disposal District. The members of the Board of
Supervisors are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Mesa Heights Garbage Disposal District (District) Sphere
of Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
54
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Mesa Heights Garbage Disposal District Sphere of Influence not be
expanded or revised at this time.
The Mesa Heights Garbage Disposal District Municipal Service Review be
approved as recommended.
55
GL 4 1 O 00 1 S B A 0 2 V E T 00 39 B 00 L A B A V L V V B V E D D N N T U L T E ME Y G P H A C T I V E G U N O O IN P N O T A R T T V L A I L V N H E 1 D U T R 1 Y 4 R 1 H 1 0 O 0 0 N A 0 V
PR
A A C O V V A S T O V P C A 4 U M E 3 R E 0 C L 0 M V T N L E B O E T E L E V R N H T D A R A W I V L R D E T G E S H N E A T L U L O R N T B M T S H E 10 L I T 9 A L 0C E 0 H T A V Y A A W A L A O V V E A R V T G L N H T E N A O A S U L E V R B I R N R 1 E L 1 D G A 2 O A V S B R 0 O V L 0 I D N Z N A O 1 D M 0 N E A 9 A A R 0 IE V 0 TTA EL A A G V A V E S RL N A C A N A D E O A D V S A O V S C A T P K G I S A R E V A T I L R U N T E O DR L N A A B V V C V R A I B R G V A E A A D 1 R 1 A 0 R L D A F 1 8 V D M A N O 0 0 R D 0 0 A R C C 0 A A N I C K G R U O C T S M S O D T M R T S O O TC N A M IR W R A B E V A S LTH DR GA A R N A F V V I I C E F L S H R D A A O N I K L N F K A E A T L S R Y I R M N S K A A E G A T V U R N O T E T N N O A E V N C E O AV T OC D E A A R N E A F R W M HO V E Y A D R A A R L D 4 D W P R 4 Y R A 0 B A 0 R V LV G K D IR U S G T T A IN U V K A I D A I V N IO W S Y D T R O A N W 5 V Y 10 A 0 V JA D S A R W A M V J Y O V R R I D N A E A V N V E AV E AV RE A M P V AY A L TI V ME S J A E M R F A A I T F N - P L O R L S N E D G I U E A I R A T L M S N H N T L M N O A O W E L N R O L S T O O P U I M W D M E M RA E E R I A N N R S T T D R I C R M E T E O L E L O R S N C R I E D L 1 R N O R N 0 A E N 1 T F R R S H S T E H T 2 A 3 O S 1 R N H Y A Y T G M 1 1 C 0 K R A EE 1 N 9 O 0 A 0 TE D T R R C E A F 4 C S S K A 8 A S D C I R A 7 N T DE E S T 6 LO 5 T B R C B U T U O IS C T C U T I B T E M N L R N A F T V IE R Y C E L T D R L L V O N C E N T E L S N O S S P T T HO S M S T O T RE DR 1 1 9 7 8 5 6 4 0 2 3 1 1S R S G C W H T S S S H A H I O A U A A A M I O L I O S L L C P L N B D W E E E L W P K B E E M I M M E F B G O B R R I R O H W O N V V V N L F A T I I N I A S E A L L L I T E T L L L S L K L E L A A A N P S E N L N D G G G L N L T D E E L E N E N C P R D L T R S LA CIENEG A S CLO 4200 V TE E RRA R ZA D DR ALE PADILLA PU P N L TA NA T M O V A E V L R E T A O A L N DR IC 4 M 00 D 0 A R IRADO D A AL O BE V R N RT P O L D D O D N O R N D 5 O 2 N 0024 0 D S 0 T O DO DO Z N N CAR A D L N O R O D N S E P M R O Q D B D T D R P O I R M O U N L F D O O O N N I T R I J E I X P O O M O A 3899 D D B P S D O A L O L O R D I E R R N O G T T D U O N E R N U D T O O O D N N D E IT R P O O I Y S EVE T L E L V L O D N G A V O D D L O 4 E R D 6 D N D 0 R O O D E 0 M R D R N S L O N M F O R R U I O R N A S LU I D N R L C T 4 A E A D 4 R E D O I G 0 A N T D N P O 0 L 4 R H N O O L E I 2 C N G OLET 0 O R R 0 S D E P O L S R D T D 4 R A R 2 C O N D O 0 D C D O 0 T R O D R C N O C H O O O N R I T T L G E D A L G D E O K P C A L L D O R N F B E E E N O R E S R T ID T P A S F L N R O G L P T T P I D A HT ENI A A E I L N 4 P A O L T 7 S O I 0 E Y O R M 0 DR N P M M A W A L R D D A EL V P A L A S A K I N O A M E A L S I S O E 4 U A Y 4 A N 0 B D I 0 R N W D N D F O L 4 I O S I W 0 O E W N N 0 L 0 E A D S Y P M T A P I L B B 4 L O A A 0 L B R U 0 R U L R R R 0 V A N I I D D A S E D N D R R O R B D 3 U O M 9 R R C 0 S T D K 0 I A N 3 SO 9 G D L 4 M 0 H A 1 R 0 I E A A 0 V D R M 0 D S R E R M T V A D 3 R 9 E R L 0 R T 0 D O R L N O N C O K D B LA N L R 00 44 N L D V O N P O L C D D R R T K HL L A A N ND H D O S M D M E U R LL L H B E A O S N L D N M R C T V IRC D L E A 3 E D D 7 W 0 U 0 R A R P V A I Y L E B E M F W E L A O R BL O I A V VD R N L B G D D E W L A L R V E I A V S V D 3 E 3 B I Y L W A 6 B 6 L L A A L S 0 0 D V Y V W 0 0 I D C D I T N O V R R IS I B A T L A 420 D 0 B 4100 R L C RE NS H A W CM CLUNG VD A DR V W S BRONSON AV 34 3 D 0 W 5 0 0 W R 0 NO S A RTON V 4 M AV S 1 S S A A 4 T S T V DEGNAN 3 BLVD O 0 460 R R C D T K I E N R B N O GT WASHIN BERRYMAN PURDUE AV GARFIELD AV CIR PL 10800 ST ST 4800 LORENZO PARKGLEN MONTEITH RDMONTEITH AV FAIRLAND BLVD RYNHURST AV VISTA FRANKLIN LUCERNE STEVENS ST DESHIRE ST ST 4800 DR YE LL ADDINGTON WY 3500 ESCA AV AV AV HUN A TL V EY PL GR B E E E L N O - IT SYCAMOR B E LVDCIR WESTWOOD FAIRBANKS PICKFORD 10800 CLARMON GALVIN AV SAINT 5000 SOUTHRIDGE VALLEYDALE DR ON L VA VACRESTWAY DR OLYMPIAD KNOLLCRESTAV DE CU M L C V S L E A TO U R A G N V E H S R L T IN 11800 PL S S L T A D U A S W ON ESAV BARMAN DR COOLID T G AV E ENER ARGAN HAVELO A C V K AV S A A V Y W O P UN U W G T - O R R E D TH S U T L E UT I L M OP E IA L N A I N L Y A A W C N U A L V V P ER L A D V R AV DR ST TS TS 5 A 1 V J K 0 A A 0 N L I E S I A N N B N LA D D 1 N R O C B O BA S L A O L W O V N N Y 3 2 A 53 M 0 R A 0 C D W L H N A Y DO 2 3 1 B L H A A G E L N R U T V I S T A T A D N I G N A E L L K N P N INS L TON K ST A E V E L V S M E T O R R V E OV A ERLAND F W S E L L C T W H E A Y T V I X R T E S I R N E T R D B T V C E O W U O A N R R N D S N T RA TE N LL N O EF S S C T DRAKEWOOD L H U N B C BS R LU A GO NK UN O G Y W W S O Y C R U T S R L H T H V D I I L E L W R RD D EST R E D R J INA R A L D I M N W W Y D E Y A S DR 5200 PEN C D T L VA ETO L N A 54 D 0 E 0 R ALLEGHEN A Y CT CR S E H S E T V N A AN D D R OAH AV B LV D STOCK 5 E 00 R S 0 5000 5300 49 S 0 T 0 5000 ONACR W EST MT 4 O 8 V 0 E 0 M R A D Y D A I M R N LE O A M N D AR T A S V L A E LE M 440 A 0 RBU D R R N 42 IN 00 A V G E L W E 5 R Y 0 N AV 0 D 0 UN V O A A N L V L A E K Y NO AV L A L V WY R A ID V GE RO O A AV V NDA RI O AV RESIDIO P LO C R H A ON ST IN KE A D D N O R S C O RE F N W S L T O Y W R V A E Y IS S T T A A PL D W R 3 Y 700 M W ULLEN 4 P DR 9 L 00 F 5 L 2 O N C W R D R E E E S S S T T T M A W O A S O U V T L N D T A A V V VA 11700 AV RD STEPHO T N ER AV ESNFORD VA VA VA 0015 D ACERB RE A ST W D N R VIEW MAYMONT AV 5300AV AV VA 11900 LINDBLADE AV MARIONWOOD RB ADSON BER A R V YMA W N OOL OF RD ORVILLE HAYTER DR RD RD YW D V LB BU VA SH VA W YW Y RD GE RDI AY GR RD S 11200 B O D ERN U A R R D D N O T R O H RTH 5900 RD MOLONY H N S E A AV RD W 00 53 FAIRFAX B R E A PL MIOLANDDR 4600 5300 DR DR DR HA B R R C A R D O N S A S DR 5300 AV BLVD W BLVD 54TH 3 S 40 T 0 N 4799 BRADDOCK DR DAWES AV RD RYANDALE BERRYM KRAPAN AV NAM UD RST MARJAN DOAH RE R N EYI W AV54 S T T H A L NORTHRIDGE CHASAR PL SUMMERHILL DR CHARLENE 0045 ST PL MCDONALD 55TH WHELAN NELLUM ST NOSUALS S AV POR C T OOLIDGE AV SNE EV TS T A AL M PLAYA AV W 55TH 5300 ST 0045DR VALDINA PL DR ANGELES GE DIR AV DVLB 12000 LINDBLADE INGLEWOOD ALLIN MESME E R THE E L M DO PO SE R L IA MARAINE AV AV DILLER PATOM CULVER P M NU NAH LAYA CT ST HOLT 5500 S DR DR PLDR SP DR RINGDALE DR DR GLE V N ALLEY AVAV DR W 57TH HILLCREST ST CHESLEY AIROTCIV S ST CULVER HANNU 1 M 1300 PKWY BEDFORD GARTH PL VA TSRUHNYRB 0075 DR 550 BUCKINGHAM W SECREST WY 1 MARS A H L A L L IN L M A AR V SHALL DR RAN S A D T A D V LL R S D A R R N US F S O O R S D T S C T M U C L D V W O E N E R A IR L F D R ST W ST B Y RAY PO S R T TR S D T MARG A AR V ET AV AV D EM R PORIP A L PLPARK 5600 SEGREL B L L PL V R 1 S D Y E 1 N L C E - 4 O 0 R- 0 W AV SL 60 A 00 USO H N ANN C U OR M P 8 O 0 RA 0 TE PK WY POIN W T A E K V 100 A CA V 5 M 7 B 0 R 0 IDGE DR AV AV SS 5 58 TL 0 7 0 A A T U H VSWO AV N W W S AV S S HER L BO A UR 5 N A U V E 7 S S TH ON AV S CORNING AV S 5800 S A S V T CHARITON W 58 G T O H LDLEAF PL CIR 4 5700 900 W AV 57T CO S H NDO T N ST W L4 AD 7 ER 0 A 0 PARK VA TSERCHCRA ORCHID HEATHE D RDALE R AV 5800 OVERD W ALE SPRINGHI 4 LL W4 P 0 L V 0 A ADALE 5600 AV SLAU VA ALS S ACE ON VA 59 5 T 8 H 5 T VA EY LL 9 H TH 390 VA 0 TRUOCRAH RIMPAU AV DEANE PL3600 S PL S W T AV5 S 8 P T L H W 5 BEAT C R U I L C V E E E J D A R S A N E V D L Y KE P A L L V I WES C T T LAWN AV G S RO T SVE 53 N 0 W O 0 E R S L TL U A A B W C L L N V I B L D L E S E R T T M A AN IL E L B T E A H 5 L N A 5 R D 0 N V M A 0 R 1 N I M D U 2 D A 5 A M L 0 C L 0 K L B U S E C S T C A T I A L M T P E R US B I J C L U E V M N CE D I N I L T E E L R T E W D T N A R T E N LA 1 E I K U 2 S R E 0 M F T 5 0 R 0 6 O 0 CN E 0 T N A T V ER N D C R R S 1 E 1 E T K 9 J 0 W 0 Y E ST F ARTISAN F S KE E NT T W E 5 R O A 8 D O L S R 0 D K E 0 E O N B T N L S W UF T FS M DR O A M O J N O E A C D K N S R C C T E M S Y E T N E R T A A R N IG A G W V V S V T O I O N AR D E A IZ R L O I A Z N O A N 6 A 30 BA C M 0 N A K R I F A I R E IN LD P E VA L A D V R 620 D 0 R W CENTER G F R O E X EN H 5 D IL 9 O 0 L 0 S VE B R R D V R W A IS O L T L O E O D Y L A DR V C U IR PLAN B D U E C VA R K LLEY IN C G IR W W Y H Y A K M EN W SI O N O G S T T O P E S N R K U S W W H M E Y N Y W A N N A D E I V O N C A R A H W D NT S Y E B R E A O B D W U V FO R R A Y W R Y S V D EN S F A H W O V E O R R B O O D S U T R W E N R E 6 D S 2 H R H W N E A N LM A D 6 N 6 D 4 3 O 00 A R A 6 H V D 4 H S T O W L H T T RA S B D A E S L S D 6 V T O 5 F T C 1 S O T P A 5 K R V R S I D N 0 G A P T L 0 V A E A RN R V K R S 5 A H S S A 4 D L A L 0 M G 6 V O W 0 A 2 C RT W H N A K V S S D P H R S O I L N T S G C P T A 6 O R C K O P 4 A R V P N T G S E IN O A H G R M L G 5 W A D 3 B R 0 T E O E H 0 N A R O W S V W S D O O O O C L D H A D V D A E R RIT D DOOWLERUAL O R D N OU T FL X IGH L VA A R LA D S LP YELD A A V RB T GA ENECI 0046 YW TSEW 5900 W TFORC A S V 1200 W S S 5 F W 1 KIN T G 0 A S O W RLAN 0 DO I I J R 140 E A V F V 0 R LOR R I D ES E W A W A BEAC V H TS W W E 6 H L 4 MOR 6 L L I EY 4 T L 4 I W 0 S L H T 0 BL V D A S V 6 S H 6 5 D 3 T 9 2 0 A N R ICA 0 C A A D 5 D L 9 A E C T S A T CIA ST H EL Y SOM 1200 1400 VA A S V KS T AMAD 5900 S AV T N INGLEWO C O O D NDO W N N AV EUCALYPTUS PL B 1 A 6 L 0 V 2 1 0 V 500 N LA D D A 62 V 0 B 0 R EA W N PL E 1 1 S 200 6 0 M 6 A 4 S N 0 T D N S 2 F L T EI N H M D S F A O P R S R E T TS C K L I E TRUS E OVE RHILL 4 H 5 B 1 0 400 A R 0 W R 6 E 100 P G T L T R W FA FA IR I W R A N V W 40 P W E L 0 EL W LIS E AV RELKCUB FIELD 590 S 0 S AV AV T 44 BUCK 0 LER 0 EDGEMAR 6 6 3 1 6 R A S 2 V D S T N T D 1300 1200 6 M 4 E WELTON CH T AM H HA MAHXEW 4 R YW 1 W 0 G Y 0 R 6 F A 0 V 0 N UN A RD VE E HGUORBLRAM IR S S AV 6 V E T 0 I T P E A H RK W N C ALVISO HEST A E 9 90 R 0 L 0 6300 P 0 B H EILEEN R A P E A TT S R T KENISTON K 6 1 5 0 T 00 H HA V RC A OURT S N T E BL S B G V A L Y D V 6000 D LONG ST 66 1 T 1 H 0 1 S N 0 1 T L 0 O 0 NG S ST S T T S S T S S T S T T 3 T 6 E 00 TSEW W 0046 3 W 500 H AV YD BRYNHURST E VICTORIA AV C RE NS H A W T DR PL E 800 BRYNHURST 6 JEFFERSON RD BLUFF HEDDING RD AV ST ARIZONA RET CENT 1 ER 2 GRE 6 E 4 N 00 6800 S S SW STALVER C N ENTINE W LA 5200 600 SHO C RT E S N T TINELA 1400 TS N 300 AV ST V A AV E FIELD 5 H E 0 I 0 L H L Y S D D E A P LE ARK PL ST 1100 WY N HYDE E E VA AV 67TH ST ST 0086 BNS W F N A D E V RUNWAY AV SEWER ST HENEFE A R V MCCOOL OGELSBY MANOR AV AV AV S LU P S E 1 RK PA PROMENADE PZ DR 5700 CENTINE A LA V CIR AV S K T NOW 6 L 8 T 0 O 0 N EVERGRE ST EN ST AV AV ST 900 800 E EAE68TH BLVD S YWKP TS 2 ENTERTAINMENT WY N RADEC NE ETPRISE 900 GDE E- WOOD ST 500 STEPNEY PL EREDONDO R EL HILL - 6 DUNBARTON ALTAMOR FIREBRAND ST MCCOOL DUNFIELD ALVERSTONE HOWARD TER PARK HUGHES PKWY SAN DIE THO G RN O BURN ST F A L V IGHT AV RAMSGATE 009 W ST KINC N AID TS N TS W ACAC P IA LYMOUTHN ST N LAMOS ST N E P N LYMOUTH ST ST WY WELTON STHIGH N HCAEB RADEC ANDOVER DR AV AVOGELSBY AV AV AV AV BL W 74TH ST ALVER S N T FLIGHTLA BL PL AV PL B G EV R E W E R E - NHILL ST VICTOR W BEACH ST N INGLEWOOD EUCALYPTUS LA MARKET TSPARK EXTON CENTINELA VA ESTE S P T NEY PARKAV REDONDO BLVD AV VA VICTORIAW7 3 3 40 R 0 D L DENROCK L A N V COWAN AV HENEFER ST AV AV S W 6000 75TH 5800 AV AV D V AV AV LAMOS ST DOOWEGDE 300BL 500 ST RR WSAV WOGSALG W 77TH 600 RUHNYRB WYNK HE O NEF O ER P HOSFORD DUNFIELD ARIZONA AV AIRPORT 76TH AV FRW Y TIJERA GLASGOWWY HARDIN WY HYDE STEPNEY TS A 7433 V 7700 ALVERSTONE SEPULVEDA W75TH PL ST W PIPER PL ST DR FLORENCE
B
DVL CULVER CITY CO 405 90 LOS ANGELES CO INGLEWOOD INGLEWOOD AV
Me
STETSON
s
AV
a Heights
PIP
G
ER
arbag
KITTYHAW
e
R K AMSGATE
D
KNOWLTON
A
CIE
NE G A
isposal District
MARLBOROUGH
L
Legend
Roads, Thomas Bros.
Mesa Heights Garbage Disposal District
1:32,000
LLAAFFCCOO
(SOI same as district boundary) Miles
September 29, 2003
0 0.25 0.5 1
Walnut Park Garbage Disposal District
The Walnut Park Garbage Disposal District (District) is a Dependent Special District,
formed on November 28, 1939. The District boundary is approximately .86 square miles
of unincorporated county territory located south and west of the City of Huntington Park,
north of South Gate and east of Alameda St. (See enclosed map). The Sphere Of
Influence (SOI) boundary is coterminous the service boundary.
The purpose of the District is to:
Provide refuse collection and recycling services. Those services are provided to
the District under contract with Consolidated Disposal Service, LLC.
The District’s final adopted budget for Fiscal Year 2003-2004 is $982,000.00. The
District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The District contracts with an outside refuse company for services. The contract
is administered by the County of Los Angeles. No service infrastructure is
required.
2. Growth and Population
The population of the District is estimated to be approximately 17,678 people and
services 2,950 parcels of property. The parcels are made up of the following
estimated units:
2,130 single-family residences
540 multi-family residences
270 commercial properties
10 miscellaneous properties; i.e., churches, hospitals, etc.
The bounded areas are mainly built out. Population growth is expected to be
relatively static for the next five years.
3. Financing Constraints and Opportunities
It is expected the needs for each of the subject Garbage Disposal Districts would
grow to offset anticipated increases in contract costs for providing enhanced
refuse collection and recycling services.
56
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
Customers are charged directly for services based upon contract achieved through
competitive bidding.
6. Opportunities for Shared Facilities
Facilities are already shared by all garbage disposal districts under the
administration of the Los Angeles County Department of Public Works.
7. Government Structure Options
The Los Angeles County Board of Supervisors is the governing board of the
Walnut Park Garbage Disposal District. The members of the Board of
Supervisors are elected in alternate General Elections.
8. Management Efficiencies
The District is an efficient organization as it is governed by one entity, the County
Board of Supervisors and its management is consolidated with other garbage
disposal districts in the County. Financial and services efficiencies are achieved
through competitive bidding.
9. Local Accountability and Governance
The Board of Supervisors meets every Tuesday with the agenda being made
available the Thursday prior to the Board meeting. Customers may voice
complaints at meetings, the WEB, mail or telephone. Information concerning the
District’s activities is disseminated quarterly via the Internet, flyers (door to door)
and local newspapers.
Sphere of Influence Determinations
In reviewing and updating the Walnut Park Garbage Disposal District (District) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Garbage Disposal District in
that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present administrative facilities are expected to support the services of the
existing community boundary.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
57
4. Existence of any Social or Economic Communities of Interest
The garbage disposal districts are community based agencies which were formed
for the community’s best interest in having these services provided.
Recyclables and green waste separation, using the latest technology, is an added
benefit.
Recommendations
The report concludes and recommends that:
The Walnut Park Garbage Disposal District Sphere of Influence not be
expanded or revised at this time.
The Walnut Park Garbage Disposal District Municipal Service Review be
approved as recommended.
58
E FLORENCE AV
HUNTINGTON PARK
WALNUT ST
CALIFORNIA
ST
P
A C IF LIVE OAK ST
IC
B
L
S E
V
FLOWER ST
V
D
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L E HOPE ST
A
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AV
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A
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* M * * E 74TH ST A
R
E 75TH ST ***** B R FLORENCE AV
IS
E 76TH ST A
A
***** V
E 76TH PL
*****
E 77TH ST
WALTER ST ***** *****
E 78TH ST LEOTA ST
HILL ST
* * M * * A * R
L B O U
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A A V RT ST SANTA ANA ST
L O
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B
MAD S R A ID N T P A L ANA ST
S
O U T H G A T E
A V
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L V D SANTA ANA ST PINE PL
V V
* * * * * G R A P E S T
*
H IC K O R Y S T E
*
M E A 8 N 5 C TH H E S S T TER AV S SANTA FE AV INDEPENDENCE
AV
C H E S T N U T A M A DI S O N A V D E A R B O R N A VI C T O RI A A V E LI Z A B E T H A V
* *
* * * *
* *
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E 76TH ST
* * * * * PALM PL
* *
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AV
* * * * *
Walnut Park Garbage Disposal District
Legend
Roads, Thomas Bros.
Walnut Park Garbage Disposal District 1:12,000 LLAAFFCCOO
(SOI same as district boundary) Miles January 8, 2003
0 0.125 0.25 0.5
CCHHAAPPTTEERR IIVV
HOSPITAL DISTRICTS
Antelope Valley
BBeeaacchh CCiittiieess
CHAPTER IV: Health Care / Hospital Districts
Enabling Act
(Health and Safety Code 32000 Et Seq.)
Note: Any reference in any statute to a hospital district is deemed to be a reference to a
health care district (Health and Safety Code § 32000).
Formation
The formation process is initiated by a petition signed by registered voters residing in the
proposed district equal to 12% of the voters registered within the boundaries of the
proposed district 30 days prior to the filing of the petition. There is no provision for
initiation by resolution (Health and Safety Code 32003). No hearing upon the petition to
form a health care district shall be held until it has been certified with the appropriate
voluntary area health planning agency.
Upon the filing of an application for the formation of, annexation to consolidation of or
dissolution of a hospital district, or the initiation by the Commission of any of these
changes of organization or reorganization, the Commission shall notify all state agencies
that have oversight or regulatory responsibility over, or a contractual relationship with,
the hospital district that is the subject of the proposed change of organization or
reorganization. Referral agencies shall have 60 days from the date of receipt of
notification to comment on the proposal. For a listing of agencies to be notified, refer to
Government Code Section 56131.5.
After the formation proceedings have been initiated, LAFCO must conduct a noticed
public hearing. After hearing public testimony, the Commission may either; approve,
modify, or deny the proposed formation. If it is approved, the Commission also will
adopt terms and conditions for the formation, and establish a sphere of influence for the
new district. Then the proposed formation is scheduled for a conducting authority
hearing where no further modifications may be made.
The following territory may be included within the proposed boundaries of a health care
district (Health and Safety Code 32001):
1. Contiguous or noncontiguous territory, but territory of a city may not be
divided; and
2. Unincorporated or incorporated territory.
Governing Body
The governing body, which is established by law to administer the operation of a health
care district, is composed of an elected five-member board of directors. This five-
member board of directors may be increased to seven members in any district that
59
provides at least 225 hospital beds, if such measure is approved by a majority of the
registered voters of the district (Health and Safety Code 32100 & 32100.01).
If formed pursuant to a consolidation or reorganization of two or more districts into a
single district, LAFCO may increase the number of directors of the consolidated district.
Functions
The specific powers that the board of directors may exercise are to establish, maintain,
and operate, or provide assistance in the operation of, one or more health facilities or
services, including but not limited to: outpatient programs, services and facilities;
retirement programs; chemical dependency programs, services and facilities, or other
health care programs, services and facilities; activities at any location inside and outside
the district for the benefit of the district and people served by the district; to acquire,
maintain, and operate ambulance, or ambulance services inside and outside the district;
and to establish a nurses’ training school, or a child care facility for the benefit of
employees of the hospital or residents of the district (Health and Safety Code 32121).
In addition to these specific powers, the board of directors of the district has the general
powers to perform acts necessary or proper to carry out the provisions of the division.
For a listing of these general powers, it is advisable to review Sections 32121-32137 of
the Health and Safety Code.
There are two Health Care/Hospital Districts (District) in the County of
Los Angeles;
1. Antelope Valley Health Care District
2. Beach Cities Health District
60
Antelope Valley Health Care District
The Antelope Valley Hospital District (District) is and Independent Special District,
formed on January 20, 1953 under the Health and Safety Code Section Et Seq. 32000.
The District is governed by an elected five member Board of Directors. The Director is
elected for a four-year term; any vacancies are filled via appointment by the remaining
members of the Board of Directors. The District encompasses the Cities of Lancaster,
Palmdale, and unincorporated county territory (See enclosed map).
The District provides an invaluable service to the community and has a stated mission to
provide quality service with care, compassion and respect utilizing the most qualified
personnel and the latest technology. To further that mission, the District has a
comprehensive performance improvement plan to set quantifiable and achievable
objectives to ensure high service levels throughout the District.
See Budget Information under item #3.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The District is administered from the City of Lancaster. The District operates a
total of 24 facilities that include a medical office building, business offices, home
care, clinics, regional surgical center and various other facilities that provide
medical and administrative support services. These facilities range in distance of
1 to 20 miles from the main hospital facility in the City of Lancaster. On August
20, 2002 $55,000,000.00 Variable Rate Revenue Bonds were issued to fund the
conversion of an existing facility to a women and infant health care center and for
the construction of a new 125 bed facility in the City of Palmdale. The District is
extremely proactive in assessing and improving their present and future
infrastructure needs. As the population of the Valley expanded the needs for
additional facilities will be addressed.
2. Growth and Population
The district currently estimates its total population at approximately 500,000
people. The territory within the District is one of the fastest growing areas within
Los Angeles County. The 2000 Census Tract forecasts an increase in population
of more than 130,000 over the next ten years.
3. Financing Constraints and Opportunities
The District’s budget for the current fiscal year shows a net surplus of
$652,000.00. However, the prior fiscal year left the District with a net deficit of
$2,345,000.00. The District will make up the shortfall by increasing patient days
61
to increase net patient revenue and by reducing costs. The District has no public
debt.
4. Cost-Avoidance Opportunities
The District appears to be an efficiently run organization and currently attempts to
keep costs and expenditures in line with revenues.
5. Opportunities for Rate Restructuring
As a health care provider, opportunities for rate restructuring are few. The cost of
providing quality health care services is contingent on not only the Districts’
internal mechanisms for rates, but also a variety of outside factors that a health
care provider may or may not have any input, or recourse in controlling costs or
rates.
6. Opportunities for Shared Facilities
The District currently shares operation of an outpatient imaging facility with
Renaissance Imaging. Ownership in the joint venture is 30% Renaissance
Imaging and 70% Antelope Valley Health Care District. The facility provides
outpatient radiology services for the cities of Lancaster and Palmdale.
7. Government Structure Options
The Board meets every fourth Wednesday of the month. Special meetings may be
called at any time by the presiding officer of the Board or by a majority of the
members. The Board complies with the Brown Act and has a forum for public
comment. In addition, the District has clearly delineated Administrative and
Medical Policies and Procedures. The District Bylaws regarding the governing
body and management provide a sound and detailed framework for the purpose
and scope of the District, its directors’ powers and duties, committees, the
disposition of revenue surplus, the District Administrator (akin to the Chief
Executive Officer) and Medical Staff.
8. Management Efficiencies
The District’s Performance Improvement Plan is an integrated plan encompassing
all aspects of health care and services provided by the District.
Medical Staff Monitoring and Peer Review
Operative and Other Procedures Review
Blood Usage Review
Medication Administration and Usage
Special Care Functions
Medical Records and Information Systems
Hospital Wide Risk/Safety Management
Utilization Management
Infection Control
Patient Care Action Team
Clinical Support Services
Nursing Services
62
Administrative Services
The District Administrator reports quarterly to the Board on the continuous
quality improvement activities of the aforementioned areas. Each one of those
areas is organized by scope, staff composition and quality improvement functions.
While there is some slight overlap in standard quality improvement goals, the
District’s plan has a tightly focused set of quality improvement goals and
initiatives for each aspect. All available information indicates the District is
committed to delivering extremely high levels of service and medical care to
residents within the District.
The District also sponsors its own accreditation and training programs for nursing
staff in conjunction with local schools and colleges in an effort to offset the
shortage of available nurses that is a nation-wide crisis. In addition, the District
has budgeted over $21,000,000.00 for capital improvements to include, but not
limited to, the replacement of clinical equipment, strategic initiatives, new
services, and regulatory requirements.
9. Local Accountability and Governance
The procedures in place for patient complaints and grievance process is
predicated on resolving patient issues as quickly as possible and using the
grievance issue in the Performance Improvement Plan to prevent similar concerns
from arising in the future. The District includes the information necessary to file
a complaint to all inpatients and outpatients. Notices are posted throughout the
facility and the patient’s right to also file a grievance with the Department of
Health Services is clearly stated with the telephone number to call.
It is the District’s policy to begin an investigation of any and all complaints within
one hour of receipt and to conclude said investigation within 14 days. Various
advisory committees derived from members of the Board of Directors,
administrative and medical staff, monitor the complaint process throughout its
various stages. Complaints are trended by department and type and a clearly
defined follow-up process is required by the District after the resolution/remedy
has been finalized.
Sphere of Influence Determinations
In reviewing and updating the Antelope Valley Health Care District (District) sphere of
influence, LAFCO is required to adopt written determinations for the following four
items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
While land use is not a specific issue in the governance of a hospital district, as
the facilities expand, the needs for medical facility structures and their placement
must be addressed and coordinated with the regional local agencies.
63
2. Present and Probable Need for Public Facilities and Services in the Area
Growth within the Antelope Valley will undoubtedly affect future facility needs.
What shape expansion needs will take in terms of existing facilities or the creation
of new facilities will have to be determined as the need arises.
3. Present Capacity of Public Facilities and Adequacy of Public Service that the
Agency Provides or is Authorized to Provide
The present facilities are adequate for the level of service provided by an
extremely professional health care organization.
4. Existence of and Social or Economic Communities of Interest
The District provides comprehensive and extensive health care services to the
entire community.
Recommendations
The Antelope Valley Health Care District Sphere of Influence boundary not be
expanded or revised at this time.
The Antelope Valley Health Care District Municipal Service Review be approved
as recommended.
64
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Antelope Valley Health
Legend
Roads, Thomas Bros.
Care District
Antelope Valley Health Care District
(SOI same as district boundary) LLAAFFCCOO
1:390,000
Miles May 17, 2004
0 2.5 5 10
Beach Cities Health District
The South Bay Hospital District (District) is an Independent Special District, formed on
January 18, 1953 under the Health and Safety Code Section Et Seq. 32000. On June 1,
1984 the South Bay Hospital District leased the South Bay Hospital to American Medical
International, Inc. The long-term lease ended the South Bay Hospital District’s day-to-
day involvement in the operation of an acute general care hospital. The District is
governed by a five member Board of Directors duly elected by the residents within the
hospital district. A result of the long-term lease was a great deal of confusion on the part
of the residents within the district as to where to go for what services. The persistent
confusion between the South Bay Hospital District and the South Bay Hospital was such
that the South Bay Hospital District Board of Directors authorized by resolution a name
change. The South Bay Hospital District became Beach Cities Health District (District)
on January 7, 1993.
The District provides health and wellness services for residents within the district
boundaries (See enclosed map). The Community-Based Services Department is the
District’s principal vehicle for delivering a comprehensive array of programs and services
to enhance the health and well-being of beach cities residents and it addresses issues,
such as, domestic violence, substance abuse, divorce and other life issues.
The District provides for and underwrites a plethora of community based services and
events, including but not limited to, blood drives, public health screenings, in-home
services for older adults and counseling services to schools within the District.
See Budget Information under item #3.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The District is administered from Redondo Beach, California. The District has no
immediate need for any infrastructure changes. A large portion of the District’s
services are portable in nature. Staff visits to schools and public health fair
events. The District operates two facilities: Beach Cities Health Center (includes
the Center for Health & Healing and the Pilates Center) and AdventurePlex. The
District’s current facilities are more than sufficient for current levels of service
provided.
2. Growth and Population
The District currently estimates its total population at approximately 115,679
people. The 2000 Census Tract forecasts an increase in population of less than
1% over the next ten years. However, the population group aged 60 and over will
65
increase significantly over the next 10+ years, thereby increasing the demand for
Community Care Services provided by the District.
3. Financing Constraints and Opportunities
The District’s budget for the current fiscal year shows a net surplus of
$571,335.00. The majority of the department's budget is allocated to direct
services. However, the district is budgeting/forecasting a net loss of over
$500,000.00 for Fiscal Year 2004-2005. The District has no public debt.
4. Cost-Avoidance Opportunities
In acknowledgement of the budget issues in the upcoming fiscal year, the District
is implementing plans to reduce expenses. Two areas of reduction are expenses
related to the District’s service evaluation process and reductions in contract
service expenses.
5. Opportunities for Rate Restructuring
Part of the District’s mission is providing medical services to uninsured and/or
under-insured families. In addition, the District fund programs that help people
suffering from chronic diseases, such as, AIDS and cancer. Rates or fees for
services are affordable and sliding scale fees are available for most services.
6. Opportunities for Shared Facilities
The District currently operates three separate facilities, with the Beach Cities
Health Center serving as both the main administrative facility and a facility
providing medical services. At their current and forecasted population levels, the
District has optimized its opportunities for shared facilities.
7. Government Structure Options
The District is governed by the Board of Directors with the Chief Executive
Officer reporting directly to the Board. The Board of Directors are elected at
large to four year terms by the registered voters within the District. Total staffing
levels for the District is 81. The administrative staff for the District totals 30, the
Health and Fitness Center is staffed by 34 people, and the newest facility, the
AdventurePlex, has a total of 21 staff members. The District regularly
implements strategic plans in three year increments. The newest facility
(AdventurePlex) was the result one such three-year plan.
8. Management Efficiencies
The District’s current three-year strategic plan provides for the following
objectives:
Streamline financial processes for a 30% reduction in staff time.
Reorganize and consolidate departments and eliminate $250,000.00 in
administrative costs.
Evaluate and implement the most financially responsible use of the 514
building upon the departure of the current tenant and incorporate the other
properties in the analysis.
Reduce internal administrative expenses.
66
Create a formal investment strategy that set objectives for growth and
diversification.
Reduce dependency of single source legal service to achieve reasonable
prices.
Incorporate a break-even strategy into the operating budget for the
AdventurePlex during Fiscal Year 2004-2005.
Achieve 10% of departmental operating budget through alternative sources,
such as, grants, client fees where appropriate, volunteer resources and
fundraising.
Through the use of its strategic plan, the District fosters an atmosphere of
quantifiable and achievable goals and objectives to ensure optimal and cost
effective services.
9. Local Accountability and Governance
The District has several formats for customers to register complaints. Member
comment cards, telephone, regular mail and email with a supervisory staff
member are the most utilized formats for District accountability. Also, the public
is invited to attend the regular board meetings that include a forum for public
comment.
Sphere of Influence Determinations
In reviewing and updating the Beach Cities Health District (District) sphere of influence,
LAFCO is required to adopt written determinations for the following four items specified
in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use within the District is residential, commercial, and industrial.
2. Present and Probable Need for Public Facilities and Services in the Area
The District currently operates three facilities, therefore, the need for public
facilities is minimal.
3. Present Capacity of Public Facilities and Adequacy of Public Service that the
Agency Provides or is Authorized to Provide
The present capacity of their facilities is adequate for its current level of service.
Strategic plans are being developed to provide for future increased service levels.
4. Existence of and Social or Economic Communities of Interest
The social and economic communities of interest exist within the District
boundaries are addressed through the District’s evaluative processes in order to
maximize service provision to the aforementioned groups.
67
Recommendations
The Beach Cities Health District Sphere of Influence boundaries not be expanded
or revised at this time.
The Beach Cities Health District Municipal Service Review approved as
recommended.
68
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Beach Cities Health District
Legend
Roads, Thomas Bros.
1:115,000
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LLAAFFCCOO
Beach Cities Health District 0 0.5 1 2 May 17, 2004
CCHHAAPPTTEERR VV
LIBRARY DISTRICTS
Altadena
Palos Verdes
CHAPTER V: Library Districts
Enabling Act
(Education Code Section Et Seq. 19400)
Formation
The formation process is initiated by a petition signed by the registered voters equal to
5% of voters casting votes at the last election for governor within the proposed district,
and presented to the LAFCO of the principal county. The petition shall specify whether
the proposed library district shall be governed by a three-member or five-member board
of library trustees.
After the formation proceedings have been initiated, LAFCO must conduct a noticed
public hearing. After hearing public testimony, the Commission may either; approve,
modify, or deny the proposed formation. If it is approved, the Commission also will
adopt term and conditions for the formation, and establish a sphere of influence for the
new district. Then the proposed formation is scheduled for a conducting authority
hearing where no further modifications may be made.
At the conducting authority stage, the proceedings for formation of the library district
may be terminated by written protest by the owners of the majority of land according to
the assessed valuation. The proceedings may also be terminated by written protest by the
registered voters within the proposed district equal to at least 50% of the number of votes
cast in the last election for governor (Education Code §§ 19406 & Government Code §
58103).
If an election is called and a majority of the qualified voters of the district vote in its
favor, the district shall be formed (Government Code § 58132).
The following territory may be included within the proposed boundaries of a library
district, but must consist of contiguous parcels only (Education Code § 19401);
1. Land located in one or more counties; and
2. Unincorporated and incorporated territory if the city is not divided.
Governing Body
The governing body, which is established by law to administer the operation of a library
district, is composed of a board of trustees consisting of three or five members. The
county board of supervisors shall appoint the required number of library trustees from the
district at large. Succeeding trustees will be elected (Education Code § 19420)
69
Functions
The specific powers that the trustees may exercise are to establish, equip and maintain a
public library for the dissemination of knowledge of that arts, sciences, and general
literature. In addition to thee specific powers, the district may do all acts necessary or
proper for the carrying out of the purposes of this part (Education Code § 19400)
There are two Library Districts (LD) in the County of Los Angeles;
1. Altadena LD
2. Palos Verdes LD
70
Altadena Library District
The Altadena Library District (LD) is an Independent Special District, formed on
December 8, 1926. The purpose of the LD is to:
Provide the citizens of Altadena with a library (within the constraints of the
Enabling Act).
The LD encompasses approximately 8.7 square miles of unincorporated county territory
that includes 13, 884 parcels situated north of the City of Pasadena. The LD is bounded
on the west, south and east by the City of Pasadena and by the Angeles National Forest to
the north (See enclosed map). The LD serves a residential community with a diverse
population.
The LD has a projected balanced budget for Fiscal Year 2003-2004 of $1,841,638.00,
which includes a projected surplus (reserve) in the amount of $6,869.00. The LD has no
public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The LD has a main library and a branch library. The branch had an existing
structure that was closed for some years and reopened in 1996. According to LD
staff, there are no plans for infrastructure expansion as the current main and
branch libraries provide comprehensive recreational and information materials
and services.
2. Growth and Population
The LD has a current population of 42,610 being diverse in its ethnic makeup.
The LD does not anticipate, or is unaware of any significant population growth
projections. The 2000 Census Tract information forecasts population growth at
an approximately rate 2.1% annually.
3. Financing Constraints and Opportunities
The LD has a variety of revenue sources in addition to revenues generated from
property taxes. The LD has a per parcel special assessment, investment earnings,
California literacy funds, public library funds, copier and printer fees, to name a
few. It appears the LD has optimized whatever opportunities exist to obtain
additional funding.
71
4. Cost-Avoidance Opportunities
The LD’s main commodity is the collection and dissemination of information.
Part of the LD’s goals and objectives is the acquisition of materials to meet the
needs of its diverse customer base. The budget data provided by the LD indicates
a commitment to prudent fiscal behavior while meeting the specific needs of the
residents within the district.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
The LD has a branch location and according to district staff, no additional
facilities are needed at this time.
7. Government Structure Options
The LD is governed by a Board of Trustees elected by residents within the
district. The simplicity of the organization limits structure options.
8. Management Efficiencies
According to the LD’s organization chart, there are 36 staff positions available for
both the main facility and the branch library. The positions are organized by
service; Administration, Circulation, Adult, Technical, and Children with at least
four staff and a supervisor for each service. Branch staff comes under
administrative services. In addition, the district has staff positions that are funded
by grants and utilize volunteers to ensure high levels of service. Total staffing
appears adequate.
9. Local Accountability and Governance
Board meetings are held every 4th Monday of the month in the Library where the
public can attend. Agendas are posted throughout the library and the minutes are
also available to the public. The LD’s constituents may write to the District’s
board of trustees, attend the board meeting to voice their complaints, or call the
trustees with complaints regarding services. The district Librarian is responsible
for resolving any issues or complaints. It should be noted that according
information provided by the LD, no complaints have been filed within the last
fiscal year.
Sphere of Influence Determinations
In reviewing and updating the Altadena Library District (LD) Sphere of Influence,
LAFCO is required to adopt written determinations for the following four items specified
in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The current land use is primarily residential and is largely built out.
72
2. Present and Probable Need for Public Facilities and Services in the Area
The LD has both a main library and a branch library which are adequate for its
current level of service.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The present capacity of their facilities is adequate for its current level of service.
4. Existence of any Social or Economic Communities of Interest
The diverse social and economic communities of interest exist within the district
boundaries and are the driving force behind the District’s traditional and
innovative library services. The LD’s Collection Development Policy exists to
provide guidance to staff in the evaluation and selection of materials to meet the
needs of the Altadena community.
Recommendations
The report concludes and recommends that:
The Altadena Library District Sphere of Influence not be expanded or revised at
this time.
The Altadena Library District Municipal Service Review approved as
recommended.
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ARROYO
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A
LINlCOLN taMENTONE
dena Library District
EESERB TIERRA
Legend
Roads, Thomas Bros. LLAAFFCCOO
Altadena Library District 1:43,000
(SOI same as district boundary) Miles June 17, 2003
0 0.25 0.5 1
Palos Verdes Library District
The Palos Verdes Library District (LD) is an Independent Special District, formed in
1929 under Education Code Section 19600 Et Seq. The LD encompasses a total area of
28 square miles in the Cities of Palos Verdes Estates, Rancho Palos Verdes, Rolling
Hills, and Rolling Hills Estates and unincorporated county territory (See enclosed map).
The purpose of the LD is to:
Provide the residents of the area with a library (within the constraints of the
Enabling Act).
Currently, the LD is in the second year of their four-year plan to promulgate its stated
mission to provide a balanced, unbiased and diverse collection of books and materials
that meet community information, educational and recreational library needs.
The LD has a projected balanced budget for Fiscal Year 2003-2004 of $4,461,768.00,
which includes a projected surplus (reserve) in the amount of $77,966.00. The LD has an
outstanding General Obligation Bond, which was effective August, 1991 for the amount
of $16,000,000.00. The terms of the bond allows for final payment in 2016. Present debt
is approximately $11,470,000.00.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The LD has three facilities to meet the library needs of the four cities within the
district’s boundaries: Peninsula Center (Main Library), Malaga Cove, and
Miraleste Library. The LD has already taken steps that address their infrastructure
needs. In August 1991, the LD issued general obligation bonds in the amount of
$16,000,000.00.
The proceeds for the bonds were used for the sole purpose of adding to and
renovating the main library facility. The project consisted of two components
renovation of the existing building and the addition of a new 36,000 square foot
facility with associated underground parking. The renovation included
remodeling for energy efficiency, disabled access, and health and safety
improvements.
2. Growth and Population
The Palos Verdes Peninsula consists of four incorporated cities and
unincorporated County territory. The aggregate population is 62,161 people with
32,569 people being actual cardholders or customers of the LD. Other population
data sources (SCAG and Census 2000) confirm the District’s numbers with a
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variance of 1 to 3%. SCAG forecasts indicate that growth within the LD to be at
0.9% per year. The 2000 Census forecasts a similar population increase of less
than 1% annually.
3. Financing Constraints and Opportunities
According to data provided by the LD, it has seven revenue sources, and they are:
Property Taxes, Internal Income, Gifts & Grants, Interest Income, State Funds,
Settlements and Miscellaneous Income. In August 1991, the LD issued general
obligation bonds in the amount of $16,000,000.00. The issuance of said Bonds is
one indication that when possible, and as necessity dictates, the LD utilizes
alternate means of financing.
4. Cost-Avoidance Opportunities
The LD’s main commodity is the collection and dissemination of information.
Part of the LD’s goals and objectives is the acquisition of materials to meet the
needs of its diverse customer base. The budget data provided by the LD indicates
a commitment to prudent fiscal behavior while meeting the specific needs of the
residents within the district.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The governing body is elected at large and has a total of five trustees including a
chairman.
8. Management Efficiencies
According to the LD’s Organizational Chart, staff is assigned to seven major
areas or departments: Administration, Automation Services, Circulation,
Information Services, Technical Services, Facilities and Young Readers. In
addition, the Malaga Cove, Miraleste, and the Peninsula Center libraries each
have dedicated clerks and supervisory staff. In total, only two staff positions
remain unfilled, a Facilities Administrator and a Library Manager for the Malaga
Cove Library. The LD has determined this to be the most efficient use of
personnel resources.
The core of the LD’s management efficiencies is their four year strategic plan.
The plan is based on staff training in the library planning process developed by
the Public Library Association. The training led to LD staff conducting a series
of community meetings and surveys. The combined efforts of LD staff and the
community produced six areas of library service. The LD developed measurable
and attainable goals and objectives for each library service area, which serves as
the District’s four year Strategic Plan.
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The LD provides information literacy that addresses the need to learn skills
related to finding, evaluating, and using information effectively;
Current Topics and Titles, a developed collection of materials in all formats
which meet residents’ need for information and recreation.
General Information, meeting the need for information and answers to questions
for work, school, and personal life.
Lifelong Learning, providing materials which address the desire for self-directed
personal growth.
Commons, providing a community meeting place to address the need of residents
to meet and interact with others.
Cultural Awareness, helping community residents to gain and understanding of
their own cultural heritage and the cultural heritage of others.
9. Local Accountability and Governance
Board meeting are held on the first Thursday of the month. The LD has several
mechanisms or forums for customers to address the District/Governing Board
with any issues they may have: public concern form, letter, telephone call,
suggestion form, and attendance at the Board meetings a forum is provided for
public comment.
Sphere of Influence Determinations
In reviewing and updating the Palos Verdes Library District (LD) Sphere of Influence,
LAFCO is required to adopt written determinations for the following four items specified
in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The current land use is residential in nature. The area is mostly built out and any
expansion would be extremely limited.
2. Present and Probable Need for Public Facilities and Services in the Area
The LD has three separate facilities that meet the existing and projected needs of
the residents within the LD.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The present capacity of their facilities is adequate for its current level of service.
4. Existence of any Social or Economic Communities of Interest
A variety of social and economic communities of interest exist within the LD
boundaries and the LD’s mission is directly tied to meeting the needs of those
diverse residents within their boundaries.
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Recommendations
The report concludes and recommends that:
The Palos Verdes Library District Sphere of Influence not be expanded or
revised at this time.
The Palos Verdes Library District Municipal Service Review be approved as
recommended.
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Legend
Roads, Thomas Bros. 1:74,000
Miles
Palos Verdes Library District
0 0.5 1 2 LLAAFFCCOO June 17, 2003
(SOI same as district boundary)
CHAPTER VI
MMOOSSQQUUIITTOO
ABATEMENT/VECTOR
CCOONNTTRROOLL DDIISSTTRRIICCTTSS
Antelope Valley
CCoommppttoonn CCrreeeekk
Greater Los Angeles County
Los Angeles County West
San Gabriel Valley
CHAPTER VI: Mosquito Abatement and
Vector Control Districts
Enabling Act
(Health and Safety Code Section 2000 Et Seq.)
Formation
The formation process may be initiated by a resolution of intention adopted by the
board of supervisors, or a petition signed by not less than 25 percent of the registered
voters residing in the area of the proposed district (Health and Safety Code §§ 2011 &
2013)
After the formation proceedings have been initiated with LAFCO, a noticed public
hearing will be held. After hearing public testimony, the Commission may either
approve, modify, or deny the proposed formation. If it is approved, the Commission
also will adopt terms and conditions for the formation, and establish a sphere of
influence for the new district. Then the proposed formation is scheduled for a
conducting authority hearing where no further modification may be made. The
Commission may terminate proceedings if a majority protest exists or if no majority
protest exists, authorize the formation of the district without an election unless
formation is subject to voter approval of a special tax or land area approval of a
special benefit assessment in which case an election must be held. (Health and Safety
Code § 2014).
Governing Body
The governing body, which is established by law to administer the operation of a
mosquito abatement or vector control district, is composed of an at least five member
board of trustees (Health and Safety Code § 2020). The makeup of the board shall be
as follows:
1. If the district is situated in one or more counties and consists wholly of
unincorporated territory, the board or boards of supervisors shall appoint the
trustees; or
2. If the district is situated in one or more counties and consists of unincorporated
and incorporated territory, the trustees shall be appointed by the board or boards
of supervisors, and the governing body of any city included.
The particular formula used to appoint trustees to the district’s board, if more than
one public jurisdiction is included within the district, is found in Section 2021 of the
Health and Safety Code.
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If formed pursuant to a consolidation or reorganization of two or more districts into a
single district, LAFCO may increase the number of directors of the district to 7, 9, or
11. As terms expire, the number of directors shall be reduced through attrition until
the number of directors is in conformance with the district’s principal act or a larger
number specified by LAFCO. (Health and Safety Code § 2026)
Functions
The specific powers that the district may exercise are the following (Health and
Safety Code § 2040):
1. Conduct surveillance programs and other appropriate studies of vectors and
vectorborne diseases
2. Take any and all necessary or proper actions to prevent the occurrence of vectors
and vectorborne diseases
3. Take any and all necessary or proper actions to abate or control vectors and
vectorborne diseases
4. Take any and all actions necessary for or incidental to the powers granted by this
chapter
What is a Vector?
A vector is an organism (usually an insect or other arthropod) which carries and
transmits a disease-causing pathogen or parasite from one host to another. Organisms
that cause direct harm and injury or significant annoyance to humans and animals can
also be referred to as vectors. Examples of vectors are mosquitoes, fleas, ticks, mites,
lice, flies, midges, rats, eye gnats, Africanized Honey Bees, spiders, scorpions, and
rattlesnakes. Aphids and nematodes are examples of vectors for plant diseases.
There are five Mosquito Abatement and Vector Control Districts (District) in
the County of Los Angeles County;
1. Antelope Valley District
2. Compton Creek District
3. Greater Los Angeles County District
4. Los Angeles County West District
5. San Gabriel Valley District
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Antelope Valley Mosquito and Vector Control
District
The Antelope Valley Mosquito and Vector Control District (District) is an Independent
Special District, formed on August 21, 1958. The purpose of the District is to:
“to protect the public health of the citizens, improve enjoyment of outdoor
recreation and enhance economic development.”
Their main objective is:
1. to reduce the number of mosquitoes to a tolerable level
2. monitor outbreaks of mosquito-borne diseases
3. respond to bee activity, most notably, the Africanized Honey Bees (AHBs)
or “Killer Bees”, and
4. offers programs that provide information and education to their community
and schools.
The District boundary is approximately 230 square miles including most of the Cities of
Lancaster and Palmdale and a small portion of unincorporated county territory, including
parts of Quartz Hill. The Sphere Of Influence (SOI) boundary is more than four times
the size of the district boundary estimated at 910 square miles (See enclosed map). The
District does have a Purchase Order from Kern County in the amount of $9,800.00 to
perform various duties in the Rosamond basin.
The District has a projected balanced budget for Fiscal Year 2003-2004 of $944,823.00.
The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing infrastructure adequately supports the present administrative, testing
and vehicle dispatch storage needed to provide all services to the District area.
2. Growth and Population
The population of the bounded areas includes the Cities of Lancaster, Palmdale
and the unincorporated territory is estimated to be in the range of 280,000 to
300,000 people. The area growth is expected to increase by as much as 20% in
the next ten years in accordance with SCAG and Antelope Valley Board of Trade
estimates.
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3. Financing Constraints and Opportunities
It is expected that financing will grow only to that level needed to service the
present boundary areas. Failure of a Proposition 218 vote has limited expansion.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The governing body comprises a five member Board of Trustees, one from the
City of Palmdale, one from the City of Lancaster and three appointed by the
County Board of Supervisors. The organizational description and organizational
chart reflects a well balanced working unit that is designed to meet the needs of
the entire community service area.
8. Management Efficiencies
This district, like the other county abatement districts, is efficient and very well
run organizations. Management constantly reviews all aspects of their
organization’s process for improvement.
9. Local Accountability and Governance
The Board of Trustees meets the fourth Tuesday of each month. All meetings are
open to the public and meet the requirements of the Brown Act. The District
provides outreach educational activities to the community, schools, and other
activities. Requests can be made via the internet or at the meetings.
Sphere of Influence Determinations
In reviewing and updating the Antelope Valley Mosquito and Vector Control District
(District) Sphere of Influence (SOI), LAFCO is required to adopt written determinations
for the following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Mosquito and Vector Control
District, in that the service provided, is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present facilities are expected to support the services of the existing
community boundary, however, due to the expected high growth; expansion of
the facilities will have to be continuously evaluated on an as needed basis.
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3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2. above.
4. Existence of any Social or Economic Communities of Interest
The District boundary includes community service organizations and schools that
are serviced by the District through educational programs.
Recommendations
The report concludes and recommends that:
The Antelope Valley Mosquito and Vector Control District Sphere of Influence
not be expanded or revised at this time.
The Antelope Valley Mosquito and Vector Control District Municipal Service
Review be approved as recommended.
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Miles September 9, 2003
0 2 4 8
Compton Creek Mosquito Abatement District
The Compton Creek Mosquito Abatement District (District) is an Independent Special
District, formed on October 18, 1927. The purpose and mission of the District is to:
Prevent human diseases from spreading through the contact of disease carrying
mosquitoes and to lessen the impact of nuisance mosquitoes and other vectors
within the District.
The District boundary is approximately 12.5 square miles and encompasses most of the
city of Compton, a small portion of the northwest corner of the City of Long Beach and
minor sections of unincorporated county territory. The Sphere Of Influence (SOI)
boundary is coterminous with District boundary (See enclosed map).
The District offers programs that provide information and education to their community
and schools.
The District has a projected balanced budget for Fiscal Year 2003-2004 of $182,450.00.
The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing infrastructure adequately supports the present administrative
services, testing and vehicle storage needed to provide all services to the District
area.
2. Growth and Population
The entire area is basically built out with very little expansion potential. The
population of the bounded areas is approximately 91,500 people.
3. Financing Constraints and Opportunities
It is expected that financial growth will only increase proportionally to projected
inflationary levels.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
N/A
83
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The governing body comprises a five member Board of Trustees.
8. Management Efficiencies
This district, like the other county abatement districts, is efficient and very well
run organizations. Management constantly reviews all aspects of their
organization’s process for improvement.
9. Local Accountability and Governance
The Board of Trustees meets the third Tuesday of each month. All meetings are
open to the public and must meet the requirements of the Brown Act. The
District provides outreach educational activities to the community. Requests can
be made via the internet or at the meetings.
Sphere of Influence Determinations
In reviewing and updating the Compton Creek Mosquito Abatement District’s Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Mosquito and Vector Control
District in that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present facilities are expected to support the services of the community for an
extended period, inasmuch, as projected growth is limited.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
4. Existence of any Social or Economic Communities of Interest
The District works closely with all community organizations to provide
educational programs as necessary.
Recommendations
The report concludes and recommends that:
The Compton Creek Mosquito Abatement District Sphere of Influence not be
expanded or revised at this time.
The Compton Creek Mosquito Abatement District Municipal Service Review be
approved as recommended.
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ANA DE FOR C E E ST DAR ST CEDAR HULLE T T U J T R A N YMILLS HULLETT ST ST VA 0085 SOUTH 1085 DR PL CURTISS ST 18800 E 2900 AVAV TURN LESTER SOUT 3 H 00 VA LOYOLA AV RMIEP PERIMETER RD CENTRAL GLENN PARK AV ST 18700 SIDNEY CIR DR COOK 57THST ST E 57T S H T ST N E TER FERRIS AVNORTON 56TH VA 600 HO MOREHOUSE WAR GRAMBLING D LP LEA A PWOOD AV V HAIGLER PE PPE D RDINE R DR UNIVERSIT TILL Y MAN ANNALEE COLBECK HILLFORD NESTOR DR BROADACRES GRANDEE ANDMARK SKEMP 19000 1900 KCIWDAORB UNIVERSI DOMINGU T EZ HILLS DR Y DR 19000 E MARIA RD FR WY 5600 G B ARY LVD AV LESLIE AVAV E ELLIS E 560056TH AV S S T T E 0055 EDDINGTON ENSLOW FARIMAN B D ELSHAW R SCOBEY AV AV COSLIN BANKERS PRICETOWN DMIDTOWN RRADLETT TAJAUTA MILLMONT GUNLOCK ST ALAMEDA 1ST ST E 5500 AV55TH ST E55TH TUNTSEHC DUNBROOKE BR REI E NHART NN GA E LWAY R WADLEY CAMPAIGN CANEY AV TILLMAN AV ELSMERE MILLM DR OSNTT VA 00091 ELSMKERRAEMERDRDR19300 HARLAN NORTHWOOD CLIVEDEN AVAV AVCRAIGJON AV KRAMER CASHDAN ST LAUREL 19000 S REYES AV W 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ZANE ST SUNSET ST VERANADA E V V IA IA VA QUIXLEY KEMP ST W 51ST ST ST E VA VA GLADWICK CENTRAL DOOWHTRON EILRAE 51ST NEDEVILC SERCADAORB HELMIC ST K MCKOOL CIR PRICETOWN MIDTOWN EDOM ST AMAC B VAAV DR E IAVBARON PL PPLACIFICA RR 20000 AV S YS DAI E ST AIVBAROLA AHTNAMA AV A DR DIMONDALE VIA ARADO PACIFICA WHOME ST E HOME E N AV DIMONDALE NALEE DIMONDALE S AV DE FOREST AV 5000 N VIACARMELITOS ATUAJAT ST NALRAH KCOLNUG DR PLENTY VA DR CIR RAD NESTOR CYRENE L BL CYRENE TLI RIC ETT HILLFORD L E ST RDRDENSLOW DR BELSHA V W A SCOBEY AV MAN AV DEDNRWALL CIR KAISER AMANTHA AV 1600 EILRAE AVDENWALL DR UP PACIFIC
AV
NORAC GOMERO RANCHO WY 00302 DEL OVLACAMBA
CA M
SOUTH GATE CO LOS ANGELES 105 LYNWOOD CO CO CO PARAMOUNT CO CO COMPTON CO 91 LONG BEACH CARSON CO
GN
PAI Compton Creek Mosquito
Abatement District
Legend
Roads, Thomas Bros.
LLAAFFCCOO
Compton Creek MAD 1:47,000
(SOI same as district boundary) Miles June 20, 2003
0 0.2 0.4 0.8
Greater Los Angeles County Vector Control
District
The Greater Los Angeles County Control District (District) is an Independent Special
District that was originally established as the Southeast Mosquito Abatement District on
January 15, 1952. The Greater Los Angeles County Vector Control District contains the
largest boundary of the five Los Angeles County Vector Control Districts serving
approximately 1,300 square miles (See enclosed map). The District’s boundary and its
Sphere Of Influence (SOI) boundary are coterminous with each other. The governing
body comprises a thirty-four member Board of Trustees represented by one of each of the
members of the District. Those members are:
Artesia Diamond Bar Long Beach * San Fernando
Bell Downey L.A. City* San Marino
Bellflower Gardena L.A. County* Santa Clarita
Bell Gardens Glendale Lynwood Santa Fe Springs
Burbank Hawaiian Gardens Maywood Signal Hill
Carson Huntington Park Montebello South El Monte
Cerritos La Habra Heights Norwalk South Gate
Commerce Lakewood Paramount Whittier
Cudahy La Mirada Pico Rivera
*Only portions of these agencies are included.
The purpose and mission of the District is to:
1. Reduce populations below nuisance levels of the following vectors: mosquitoes,
midges, black flies, and Africanized Honey Bees.
2. Prevent human infection associated with mosquito-transmitted disease
3. Guard against human infection associated other vector-transmitted diseases
4. Prevent the loss of property values and commercial enterprise as the result of
vector occurrence and activity.
The District has a projected balanced budget for Fiscal Year 2003-2004 of $7,924,926.00.
The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
85
1. Infrastructure Needs and Deficiencies
The existing infrastructure adequately supports the present administrative
services, testing and vehicle dispatch and storage needed to provide all services to
the District’s area.
2. Growth and Population
The population of the District is approximately 4.5 million people. It is
anticipated that the major growth area will be in the Santa Clara Regional area in
and around the City of Santa Clarita. Such growth would affect the Districts
Sylmar office which would be expanded on an as need basis.
3. Financing Constraints and Opportunities
It is expected that financing will grow only to that level needed to service the
present boundary areas.
4. Cost-Avoidance Opportunities
While this particular Vector Control District is vast in size, it, like its peer
organizations, also has simplicity within the functional organization that limits
cost avoidance opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The organizational description and organizational chart reflects a well balanced
and fully represented working unit that is designed to meet the needs of the entire
community service area.
8. Management Efficiencies
This district, like the other county abatement districts, is efficient and very well
run organizations. Management constantly reviews all aspects of their
organization’s process for improvement.
9. Local Accountability and Governance
The Board of Trustees meets the second Thursday of each month. All meetings
are open to the public and meet the requirements of the Brown Act. The District
provides outreach educational activities to the community, schools, and other
activities. The District provides an outreach program staffed by Public Relations
Officer. Furthermore, there in an extensive education program staffed by an
Education Program Specialist. Complaints and requests to be heard can easily be
accomplished by the public through various media.
86
Sphere of Influence Determinations
In reviewing and updating the Greater Los Angeles County Control District (District)
Sphere of Influence (SOI), LAFCO is required to adopt written determinations for the
following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Mosquito and Vector Control
District, in that, the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present facilities are expected to support the services of the existing
community boundary. The anticipated growth and expansion of the facilities will
have to be continuously evaluated on an as needed basis.
3. Present Capacity of Public Facilities and Adequacy of Public Service
the Agency Provides or is Authorized to Provide
See 2., above.
4. Existence of any Social or Economic Communities of Interest
The District boundary includes community service organizations and schools that
are serviced by the District through educational programs.
Recommendations
The report concludes and recommends that:
The Greater Los Angeles County Control District Sphere of Influence not be
expanded or revised at this time.
The Greater Los Angeles County Control District Municipal Service Review be
approved as recommended.
87
CO
CO
CO COCO
CO
5 PALMDALE
14
SANTA CLARITA
CO
SAN FERNANDO
210
5
CO
405
LA CANADA FLINTRIDGE
CO
BURBANK
C C O O 1 C 0 C O 1 A H L M I A D A B D C L A E O I S B N A U H S ILLS CO BEVE C R O W LY E L H S O I T L S L H S A O N L G LY C E W O L C E O O S O 1 D 01 GLENDALE SOUT M H O P N P A A A T S L S E A H R A D A D E E S M E Y N A B N A N P S R A A A A M R N R A O K C G R S C O A I E N C O B M O O R E C T I S S E A E O I O L D M E U R P 1 T R L A 0 H E A R E C M E C L A L A I T D M D Y M I O R A C O E N O N M T T E C O E O NR C C O 6 O O B B 0 V R A I 5 R I A L A W D D C C W I B N O O D U I D N U R A A P Y L R A E R T W E K ES C A T Z O C C U O O S C A V O C C IN C C O O A 2 O C O C 1 C V O C O 0 O I C N O O A C C G O C O L O E C C N O C O D O C O S O R A C A N O DIM 5 A P 7 L S C O A C O M O V O E N R A NE
SANTA MONICA 10 CO WHITTIER CO LA PUENTECO WALNUT
MONTEBELLO CO
CO CUL C V O ER I N C G IT L Y EW C O O OD HUNTING V T E O R M N N A P O Y A N W R B O K E O L D L COMMERCE PICO RIVER C A O CO CO 60 I C N O DUSTRY C D O IAMOND BAR
INGLEWOOD
110 CO CUDAHYBELL GARDENS WHITTIER
LA HABRA HEIGHTS
CO SOUTH GATE710 DOWNEY CO CO
CO 105 SANTA FE SPRINGSCO
EL SEGUNDOHAWTHORNE
LYNWOODCO
MANHATTAN BEA L C C A O H W 4 N 0 D 5 A C L C E O O GARDENA CO CO COM 9 P 1 TON C C O O C P O ARAMOU B N E T LLFLOWER 6 C 0 O 5 N 9 O 1 RWALK 5 LA MIRADA
HERMOSA BEACH ARTESIACERRITOS
REDONDO BEACH CO CO LAKEWOOD
TORRANCE
CO
CARSON COHAWAIIAN C G O ARDENS
SIGNAL HILL
LOMITA
PALOS VERDES ESTATESCO
COROLLING HILLS ESTATES LONG BEACH
ROLLING HILLS
RANCHO PALOS VERDES LONG BEACH LONG BEACH
AVALON
CO CO
CO
Greater Los Angeles County
Vector Control
Legend
Roads, Thomas Bros.
Greater Los Angeles County VC
SOI, Greater Los Angeles County VC LLAAFFCCOO
1:549,489
Miles June 20, 2003
0 2.5 5 10
Los Angeles County West Vector Control District
The Los Angeles County West Vector Control District (District) is an Independent
Special District that was established on March 1, 1944. The District contains
approximately 610 square miles, making it the second largest boundary of the five Los
Angeles County Vector Control Districts (See enclosed map). The District’s boundary
and its Sphere Of Influence (SOI) boundary are coterminous with each other. Its
boundaries cover most of the western part of the Los Angeles basin including the Palos
Verdes Peninsula and the southeastern Santa Monica mountain range within the County
boundary. Those agencies served by the district are:
Agoura Hills Hermosa Beach L.A. County* Rolling Hills
Beverly Hills Hidden Hills Malibu Rolling Hills Estates
Calabasas Inglewood Manhattan Beach Santa Monica
Culver City Lawndale Palos Verdes Estates Torrance
El Segundo Lomita Rancho Palos Verdes West Hollywood
Hawthorne L.A. City* Redondo Beach Westlake Village
*Only portions of these agencies are included.
The purpose of the district is to:
1. The purpose of the District to protect the public health of the citizens, improve
enjoyment of outdoor recreation and enhance economic development.
2. Their main objective is:
3. to reduce the number of mosquitoes and reduce and control the number of vectors
that are able spread and amplify diseases.
4. monitor outbreaks of mosquito-borne diseases
5. respond to bee activity, most notably, the Africanized Honey Bees (AHBs) or
“Killer Bees”, and
6. offers programs that provide information and education to their community and
schools.
The District has a projected balanced budget for Fiscal Year 2003-2004 of $6,271,401.00
including General and Unappropriated Funds. The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing infrastructure adequately supports the present administrative
services, testing and vehicle dispatch and storage needed to provide all services to
the District’s area.
88
2. Growth and Population
The population of the bounded areas is approximately 3,183,000 people including
the unincorporated County territory. The greatest area of growth is expected to
increase mostly in the western portion of Los Angeles, Malibu, Calabasas and
Westlake Village sectors. Estimates of growth have been projected as much as
15%.
3. Financing Constraints and Opportunities
It is expected that financing will grow only to that level needed to service the
present boundary areas.
4. Cost-Avoidance Opportunities
The District, like its peer organizations, is vast in size, yet, has a simplicity in
organizational structure that keeps it as a, self contained, well run entity. The
mere distance of one Vector organization to another, or, for that fact, to other like
agencies limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
Its governing body may not have fewer than five Board Trustees; however, they
may have been represented by one of each of the agencies that it serves. Their
organizational description and organizational chart reflects a well balanced
working unit that is designed to meet the needs of the entire community service
area.
8. Management Efficiencies
This district, like the other county abatement districts, is efficient and very well
run organizations. Management constantly reviews all aspects of their
organization’s process for improvement.
9. Local Accountability and Governance
The Board of Trustees meets the second Thursday of each month beginning at
7:30 P.M. All meetings are open to the public and must meet the requirements of
the Brown Act. The District provides outreach educational activities to the
community to schools and other activities. Requests can be made via the internet
or at the meetings.
89
Sphere of Influence Determinations
In reviewing and updating the Los Angeles County West Vector Control District
(District) Sphere of Influence (SOI), LAFCO is required to adopt written determinations
for the following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Mosquito and Vector Control
District in that the service provided is not conditioned on land use assignment.
2. Present and Probable Need for Public Facilities and Services in the Area
The present facilities are expected to support the services of the existing
community boundary, however, due to the expected high growth; expansion of
the facilities will have to be continuously evaluated on an as needed basis.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
4. Existence of any Social or Economic Communities of Interest
The District boundary includes community service organizations and schools that
are serviced by the District through educational programs.
Recommendations
The report concludes and recommends that:
The Los Angeles County West Vector Control District Sphere of Influence not
be expanded or revised at this time.
The Los Angeles County West Vector Control District Municipal Service
Review be approved as recommended.
90
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Los Angeles County West
Legend Vector Control
Roads, Thomas Bros. LLAAFFCCOO
Los Angeles County West VC
September 15, 2003
(SOI same as district boundary) 1:371,000
Miles
0 2 4 8
San Gabriel Valley Mosquito and Vector Control
District
The San Gabriel Valley Mosquito and Vector Control District (District) is an Independent
Special District that was established on April 12, 1989. The District contains
approximately 221 square miles (See enclosed map). The District’s boundary and its
Sphere Of Influence (SOI) boundary are coterminous with each other. Its boundaries
cover the greater portion of the entire San Gabriel Valley. The agencies served by the
district are:
Alhambra Duarte La Verne San Dimas
Arcadia El Monte L.A. County* San Gabriel
Azusa Glendora Monrovia Sierra Madre
Bradbury Industry Monterey Park Temple City
Claremont Irwindale Pomona Walnut
Covina La Puente Rosemead West Covina
*Only portions of these agencies are included.
The purpose of the District is to:
prevent new sources of vectors from developing
control existing populations of vectors and abate their sources
enhance the quality of the environment
protect public health and comfort
reduce the amount of interaction between humans and vectors
Set-up and implement an integrated pest management program
Provide educational programs
The District has a projected balanced budget for Fiscal Year 2003-2004 of $1,873,879.00.
The District has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing infrastructure adequately supports the present level of administrative
services, testing and vehicle dispatch and storage needed to provide all services to
the District’s area.
2. Growth and Population
The population of the bounded areas is approximately 1,300,000 people including
the unincorporated territories. The greatest area of growth is expected to increase
91
mostly in the eastern and northeastern portion of the District. Estimates of growth
have been projected as much as 15% in those areas.
3. Financing Constraints and Opportunities
It is expected that financial growth will increase only to that level needed to
service the present boundary areas.
4. Cost-Avoidance Opportunities
The District, like its peer organizations, is vast in size, yet, has a simplicity in
organizational structure that keeps it a self contained, well run, entity. The mere
distance of one Vector organization to another, or, for that fact, to other like
agencies limits cost avoidance opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
Its governing body may not have fewer than five Board Trustees in accordance
with it enabling act, however, the District requires that there be a representative
from each of the agencies that it serves. Their organizational description and
organizational chart reflects a well balanced working unit that is designed to meet
the needs of the entire community service area.
8. Management Efficiencies
This district, like the other county abatement districts, is efficient and very well
run organizations. Management constantly reviews all aspects of their
organization’s process for improvement.
9. Local Accountability and Governance
The Board of Trustees meets the second Friday of each month beginning at 7:00
A.M. All meetings are open to the public and must meet the requirements of the
Brown Act. The District provides outreach educational activities to the
community, to the schools and other activities. Requests can be made via the
internet or at the meetings.
Sphere of Influence Determinations
In reviewing and updating the San Gabriel Valley Mosquito and Vector Control District
(District) Sphere of Influence (SOI), LAFCO is required to adopt written determinations
for the following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
Land use is not an issue in evaluating the SOI of a Mosquito and Vector Control
District in that the service provided is not conditioned on land use assignment.
92
2. Present and Probable Need for Public Facilities and Services in the Area
The present facilities are expected to support the services of the existing
community boundary, however, due to the expected high growth; expansion of
the facilities will have to be continuously evaluated on an as needed basis.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
See 2., above.
4. Existence of any Social or Economic Communities of Interest
The District boundary includes community service organizations and schools that
are serviced by the District through educational programs.
Recommendations
The report concludes and recommends that:
The San Gabriel Valley Mosquito and Vector Control District’s Sphere of
Influence not be expanded or revised at this time.
The San Gabriel Valley Mosquito and Vector Control District’s Municipal
Service Review be approved as recommended.
93
V A E K A N L SIERRA MADRE MONROVIA DUARTE
PASADENA BRADBURY CO
GLENDORA CO AZUSA ARCADIA CO CO
SAN MARINO CO 210 LA VERNE CLAREMONT SOUTH PASADENA CO IRWINDALE CO SAN DIMAS N E A V TEMPLE CITY CO CO O W CO E CYPRESS ST T SAN GABRIEL N COVINA 605 CO ALHAMBRA BALDWIN PARK 10 EL MONTE CO
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San Gabriel Valley Mosquito &
Legend Vector Control District
Roads, Thomas Bros.
San Gabriel Valley MAVCD LLAAFFCCOO
(SOI same as district boundary) 1:188,000
Miles May 17, 2004
0 1.25 2.5 5
CHAPTER VII
RECREATION & PARKS
DISTRICTS
Miraleste
Ridgecrest
Westfield
CHAPTER VII: Recreation and Park
Districts
Enabling Act
(Public Resources Code Section 5780 Et Seq.)
Formation
Territory, whether incorporated or unincorporated, contiguous or noncontiguous, may
be included in the district. However, territory that is already within a recreation and
park district may not be included within another recreation and park district (Public
Resources Code § 5781).
The formation process may be initiated by adoption of a resolution of application by
the legislative body of any county or city that contains territory proposed to be
included in the district, or by a petition presented to LAFCO signed by 25% of the
registered voters within the boundaries of the proposed district (Public Resources
Code Sections §§ 5782.1 & 5782.5).
After the formation proceedings have been initiated, LAFCO must conduct a noticed
public hearing. After hearing public testimony, the Commission may either; approve,
modify, or deny the proposed formation. If it is approved, the Commission also will
adopt terms and conditions for the formation, and establish a sphere of influence for
the new district. Then the proposed formation is scheduled for a conducting authority
hearing where no further modifications may be made.
At the conducting authority hearing, the Commission shall either terminate
proceedings if a majority protest exists, or the Commission shall request that an
election be called. If an election is called and a majority of the qualified voters of the
district vote in its favor, the district shall be formed.
Governing Body
Park and Recreation Districts are governed by a five-member board of directors
(Public Resources Code § 5784). The initial board of directors of a district formed on
or after January1, 2002 may be elected or appointed. The method of appointment
varies according the whether the district territory is unincorporated or incorporated or
a mixture of both. For a detailed discussion of the appointment process, refer to
Public Resources Code Sections 5783.1, 5783.5, 5783.7, and 5783.9. For a
discussion of the election process for the initial board of directors refer to Public
Resources Code Section 5783.11.
94
Functions
The general powers that the board of directors may exercise are to organize, promote,
conduct, and advertise programs of community recreation, including, but not limited
to, parks and open space, parking, transportation, and other related services that
improve the community’s quality of life. The board of directors may also establish
systems of recreation and recreation facilities, including, but not limited to, parks and
open space and may acquire, construct, improve, maintain, and operate recreation
facilities, including, but not limited to parks and open space, both inside and beyond
the district’s boundaries (Public Resources Code§ 5786). For a listing of specific
powers, see Section 5786.1 of the Public Resources Code. A district with all of the
powers of a recreation and park district, except the power of eminent domain, also
may be formed (Public Resources Code § 5786.5).
There are three Recreation and Park Districts (RPD) with the County of Los
Angeles;
1. Miraleste RPD
2. Ridgecrest RPD
3. Westfield RPD
95
Miraleste Recreation and Park District
The Miraleste Recreation & Park District (RPD) is an Independent Special District,
formed on June 14, 1940. The purpose of the RPD is to:
Provide for the development, operation, and maintenance of parklands.
Provide residents with public park maintenance of landscape improvements that
include medians, parking parcels, cul-de-sacs, and other open spaces.
Maintain and develop parkland areas in accordance with the needs and wishes of
the residents.
Provide fire prevention and clearing of parkland areas.
Provide improvement of the trail system accessibility.
Balance and preserve woodland atmosphere.
Miraleste RPD is comprised of approximately 350 acres, located in the southeast portion
in City of Rancho Palos Verdes (See enclosed map). The RPD consists of 390 parcels
with a population of 970 people.
The RPD has a projected Fiscal Year 2003-2004 budget of $118,900.00 revenue,
$118,565.00 expenses, with a year end balance of $335.00. The RPD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing RPD boundary infrastructure, that is, water supply, sewers, natural
gas, telephone service and electricity is the responsibility of the City of Rancho
Palos Verdes, the County of Los Angeles and other local agencies and/or utilities
that serve the PRD. All facilities used are the property of Los Angeles County
and maintained by it.
2. Growth and Population
Inasmuch, the RPD area is considered to be built out on all sides, it is expected
that population growth will remain static or with minimal further growth.
3. Financing Constraints and Opportunities
It appears that financing will remain constant except for increases that mirror
normally expected annual growth costs.
4. Cost-Avoidance Opportunities
The RPD contracts out for maintenance services.
96
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The RPD has a five-member Board of Directors, elected by the residents of the
RPD, and confirmed by the Rancho Palos Verdes City Council.
8. Management Efficiencies
In the last five (5) years, the RPD has made capital improvements by installing
new automatic sprinklers and new electrical power for landscaping and lighting.
This is a very limited operation with un-paid staff.
9. Local Accountability and Governance
The RPD meets every other month. Information is disseminated to residents
through newsletters and posting of management notices on the community
bulletin board. Agendas are sent to homeowners of the RPD. Residents present
concerns by calling the district office or submitting a written complaint or request.
Sphere of Influence Determinations
In reviewing and updating the Miraleste Recreation and Park District (RPD) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is low density residential. The boundaries
are coterminous within the sphere of influence of the RPD and the community is
largely built out.
2. Present and Probable Need for Public Facilities and Services in the Area
The RPD provides municipal services to a population of approximately 970
people. These services are described in the MSR on page 1.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The RPD has the ability or can develop adequate sources to serve the needs of the
RPD.
4. Existence of any Social or Economic Communities of Interest
The RPD serves a compact community and has displayed the ability to provide
those services which it was formed to provide.
97
Recommendations
The report concludes and recommends that:
The Miraleste Recreation & Park District Sphere of Influence not be expanded or
revised at this time.
The Miraleste Recreation & Park District Municipal Service Review be approved
as recommended.
98
SPARTA DR DORADO DR
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Miraleste
Recreation & Park District
Legend
Roads, Thomas Bros.
Miraleste Recreation 1:8,000
& Park District Miles
(SOI same as district boundary) 0 0.05 0.1 0.2 LLAAFFCCOO June 16, 2003
Ridgecrest Ranchos Recreation and Park District
The Ridgecrest Ranchos Recreation and Park District (RPD) is an Independent Special
District, formed on November 13, 1961. The purpose of the RPD is to:
Maintain landscaping and at the entrance of the district and provide street
lighting, thereby improving the appearance of the community.
Ridgecrest Ranchos RPD is comprised of approximately .11 square miles or 70.4 acres,
located in the northeast portion in City of Rancho Palos Verdes (See enclosed map). The
RPD consists of 107 households and contains a population of 240 people.
The RPD has a projected Fiscal Year 2003-2004 budget of $11,508.00 revenue,
$15,025.00 expenses, with a net loss of ($3,517.00). ($3,517.00) is applied to a reserve
balance of $14,000.00, decreasing the reserve to $10,483.00. The fund equity balance for
Fiscal Year 2003-2004 is $21,963.00. The RPD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing RPD boundary infrastructure, that is, water supply, sewers, natural
gas, telephone service and electricity is the responsibility of the City of Rancho
Palos Verdes, the County of Los Angeles and other local agencies and/or utilities
that serve the PRD. All facilities used are the property of Los Angeles County
and maintained by it.
2. Growth and Population
Inasmuch, the RPD area is considered to be built out on all sides, it is expected
that population growth will remain static or with minimal further growth.
3. Financing Constraints and Opportunities
It appears that financing will remain constant except for increases that mirror
normally expected annual growth costs.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
N/A
99
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
The RPD has a five-member Board of Directors, elected by the residents of the
RPD, and confirmed by the Rancho Palos Verdes City Council.
8. Management Efficiencies
This is a very limited operation with a volunteer staff.
9. Local Accountability and Governance
The RPD meets approximately three times a year. The RPD posts an annual
budget for inspection.
Sphere of Influence Determinations
In reviewing and updating the Ridgecrest Ranchos Recreation and Park District (RPD)
Sphere of Influence (SOI), LAFCO is required to adopt written determinations for the
following four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is low density residential. The boundaries
are coterminous within the sphere of influence of the RPD and the community is
largely built out.
2. Present and Probable Need for Public Facilities and Services in the Area
The RPD provides municipal services to a population of approximately 240
people. These services are described in the MSR on page 1.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The RPD has the ability or can develop adequate sources to serve the needs of the
RPD.
4. Existence of any Social or Economic Communities of Interest
The RPD serves a compact community and has displayed the ability to provide
those services which it was formed to provide.
Recommendations
The report concludes and recommends that:
The Ridgecrest Ranchos Recreation and Park District Sphere of Influence not be
expanded or revised at this time.
The Ridgecrest Ranchos Recreation and Park District Municipal Service Review
be approved as recommended.
100
D
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SILVER
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IN O
D IA C
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P E O
A K R
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Ridgecrest Ranchos
Recreation & Park District
Legend
Roads, Thomas Bros.
Ridgecrest Ranchos 1:5,000
Miles
Recreation & Park District
0 0.04 0.08 0.16 LLAAFFCCOO June 16, 2003
(SOI same as district boundary)
Westfield Recreation and Park District
The Westfield Recreation and Park District (RPD) is an Independent Special District,
formed in August 1957. The purpose of the RPD is to:
Provide public park maintenance, recreation programs, land use planning, and
resource conservation.
Westfield RPD is comprised of approximately .31 square miles or 198.4 acres, located in
unincorporated County territory, situated among the Cities of Rolling Hills and Rolling
Hills Estates (See enclosed map). The RPD consists of approximately 294 households
with a population of 980 people.
The RPD has a Fiscal Year 2002-2003 budget of $23,699.09 total revenue, $12399.49
total expenses with a net of $11,299.60. The RPD has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The existing RPD boundary infrastructure, that is, water supply, sewers, natural
gas, telephone service and electricity is the responsibility of the County of Los
Angeles and other local agencies and/or utilities that serve the PRD.
2. Growth and Population
Inasmuch, the RPD area is considered to be built out on all sides, it is expected
that population growth will remain static or with minimal further growth.
3. Financing Constraints and Opportunities
It appears that financing will remain constant except for increases that mirror
normally expected annual growth costs.
4. Cost-Avoidance Opportunities
The simplicity of the functional organization does not allow for cost avoidance
opportunities.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
101
The CD has a five-member Board of Directors, elected by the residents of the
RPD.
8. Management Efficiencies
This is a very limited operation with a volunteer staff. The PRD contracts out for
maintenance services.
9. Local Accountability and Governance
The RPD meets monthly. Newsletters are sent to residents with the RPD. Notice
of meeting and agenda are posted for viewing at the district entrance.
Sphere of Influence Determinations
In reviewing and updating the Westfield Recreation and Park District (RPD) Sphere of
Influence (SOI), LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The present land use in the SOI area is low density residential. The boundaries
are contiguous within the sphere of influence of the RPD and the community is
largely built out.
2. Present and Probable Need for Public Facilities and Services in the Area
The RPD provides municipal services to a population of approximately 980
people. These services are included, as described in the MSR on page 1.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The RPD has the ability or can develop adequate sources to serve the needs of the
RPD.
4. Existence of any Social or Economic Communities of Interest
The RPD serves a compact community and has displayed the ability to provide
those services which it was formed to provide.
Recommendations
The report concludes and recommends that:
The Westfield Recreation and Park District Sphere of Influence not be expanded
or revised at this time.
The Westfield Recreation and Park District Municipal Service Review be
approved as recommended.
102
D
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Westfield
Recreation & Park District
Legend
Roads, Thomas Bros.
Westfield Recreation 1:10,000
& Park District Miles
(SOI same as district boundary) 0 0.05 0.1 0.2 LLAAFFCCOO June 16, 2003
CHAPTER VIII
RREESSOOUURRCCEE
CONSERVATION
DDIISSTTRRIICCTTSS
Antelope Valley
Santa Monica
Mountains
CHAPTER VIII: Resource Conservation
Districts
Enabling Act
(Public Resources Code Section 9151 Et Seq.)
Formation
A proposal to form a resource conservation district may be initiated by a petition signed
by not less than 10% of the registered voters residing in the area to be included in the
district (Public Resources Code § 9164). A proposal to form a district may also be
initiated by the adoption of a resolution of application by the legislative body of any
county or city that contains territory proposed to be included in the district (Public
Resources Code §. 9167). If the proposed district would include territory in more than
one county, the petition is presented to the Executive Officer of the LAFCO in the
principal county (Public Resources Code § 9165). The principal county is defined as the
county, which contains all or the greatest portion of the privately owned lands within the
proposed district (Public Resources Code § 9025).
After the formation proceedings have been initiated with LAFCO, a noticed public
hearing is held. After hearing public testimony, the Commission may either; approve,
modify, or deny the proposed formation. If it is approved, the Commission also will
adopt terms and conditions for the formation, and establish a sphere of influence for the
new district. Then the proposed formation is scheduled for a conducting authority
hearing where no further modifications may be made. The conducting authority will,
within 35 days of the adoption of the Commission’s resolution, call and give notice of an
election to be held in the territory of the proposed district (Public Resources Code §
9181).
The Commission may order formation of the district without an election, if the
Commission finds that the petition filed with LAFCO has been signed by not less than
80% of the registered voters residing within the area to be included in the district. If the
formation of the district is order without an election the commission will designate the
member of the board of directors (Public Resources Code § 9182).
At the election, if a majority of the qualified voters within the proposed district vote in
favor of formation, the district shall be established (Public Resources Code § 9188).
The following territory may be included within the proposed boundaries of a resource
conservation district:
1. Those generally of value for agricultural purposes, including farm and range
land useful for the production of agricultural crops or for the pasturing of
livestock.
103
2. Those necessary for the control of runoff, the prevention of soil erosion, and
the development and distribution of water; and
3. Those necessary for land improvement, and for fully accomplishing the
purposes for which the district is formed (Public Resources Code § 9152).
Governing Body
The governing body of a resource conservation district may be appointed or elected, and
is composed of 5, 7, or 9 members (Public Resources Code § 9301)
If formed pursuant to a consolidation or reorganization of two or more districts into a
single district, LAFCO may increase the number of directors of the consolidated or
reorganized district to 7, 9, or 11. As terms expire, the number of directors shall be
reduced through attrition until the number of directors is in conformance with the districts
principal act or a larger number specified by LAFCO (Public Resources Code § 9301.1).
Functions
A resource conservation district may be formed for the control of runoff, the prevention
or control of soil erosion, the development and distribution of water and the improvement
of land capabilities (Public Resources Code § 9151).
There are two Resource Conservation Districts (RCD) in the County of Los Angeles;
1. Antelope Valley RCD
2. Santa Monica Mountains RCD
104
Antelope Valley Resource Conservation District
The Antelope Valley Resource Conservation District (RCD) is an Independent Special
District, formed as an offshoot of the federal legislation establishing the Soil
Conservation Service in response to the “Dust Bowl” crisis of the 1930s. The RCD was
formed in 1942 for the purpose of providing leadership and technical assistance to land
users in conserving, improving and sustaining natural resources in Los Angeles County.
Resource Conservation Districts in general can function as both an enterprise agency and
a non-enterprise agency. RCD operates a fully functioning nursery in addition to
receiving revenues derived from property taxes.
RCD functions as a primary link between local populations and government on issues
relating to conservation. The RCD provides the public with the most up to date scientific
information and techniques to manage the natural resources of soil and water. In
addition, through contract services with the USDA Natural Resource Conservation, the
district provides technical assistance on cropland, rangeland, fish & wildlife, irrigation,
erosion control, and wind & water erosion. The RCD takes in much of the Antelope
Valley. The RCD provides services to the residents of the City of Santa Clarita and
surrounding unincorporated county territory (See enclosed map). Furthermore, the RCD
serves both Kern and Ventura Counties.
The RCD has a balanced budget for Fiscal Year 2003-2004 of $205,000.00. The RCD
has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The RCD is administered from two locations in the City of Lancaster. The
dissemination of educational materials is a primary function of the RCD.
Infrastructure does not play a vital role in the services the district provides.
2. Growth and Population
The high desert area has experienced the most accelerated growth in the county
of Los Angeles. The district currently estimates its total population at
approximately 600,000 people. The RCD has been serving communities such as
the City of Santa Clarita, and unincorporated county areas that are not within
district or sphere of influence boundaries.
During the 20 year period of 1983 through 2003 the cities of Lancaster and
Palmdale have averaged a population growth of 21% to 40% per year. The
105
surrounding unincorporated County territory located within the district’s
boundaries has experienced a similar growth rate. While growth and population
may not be a driving factor in the provision of services for Resource Conservation
Districts, the population increase will impact the demand on issues such as, water
quality and quantity, air quality, soil erosion, flooding, and horse management.
3. Financing Constraints and Opportunities
N/A
4. Cost-Avoidance Opportunities
The RCD appears to be an efficiently run organization and currently attempts to
keep costs and expenditures in line with revenues.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
N/A
7. Government Structure Options
Currently the district works jointly and/or subcontracts with the USDA Natural
Resources Conservation Service on a variety of projects.
8. Management Efficiencies
The district appears to be efficiently run with the majority of the staff are located
in the nursery facilities rather than the main office.
9. Local Accountability and Governance
The district’s major focus is community outreach and education. Constituents
can communicate directly with the district with questions and concerns and
district personnel try to resolve the issues as quickly as possible. In addition, the
rapport within the community is such that many will visit the nursery in person
with questions and/or complaints often obtaining on the spot resolution of issues.
Sphere of Influence Determinations
In reviewing and updating the Antelope Valley Resource Conservation District (RCD)
Sphere of Influence, LAFCO is required to adopt written determinations for the following
four items specified in Government Code Section 56425:
1. Present and Planned Land Uses in the Area
The current land uses are urban, rural, and protected lands.
2. Present and Probable Need for Public Facilities and Services in the Area
Since the majority of the service provided by the district is educational in nature,
the need for public facilities is minimal.
106
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The present capacity of their facilities is adequate for its current level of service.
However, in light of the devastation caused by the 2003 wildfires, the District is
currently in discussions with the California Department of Forestry (CDF) to
spear head the re-seeding of the affected areas. As a result, it is almost certain
that the nursery operated by the district will have to expand.
4. Existence of any Social or Economic Communities of Interest
A variety of social and economic communities of interest exist within the district
boundaries.
Recommendations
The report concludes and recommends that:
It is recognized that the RCD has provided services to residents both in the City of
Santa Clarita and unidentified areas of the surrounding County unincorporated
territory. The RCD recognizes that it will need to work with LAFCO to define an
SOI boundary and all potential future annexation areas. Presently, however, staff
recommends no change to either the Sphere of Influence or the district boundary
until a defined set of boundaries can be determined.
The Antelope Valley Resource Conservation District Municipal Service Review
be approved as recommended.
107
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Antelope Valley Resource
Legend Conservation District
Roads, Thomas Bros.
LLAAFFCCOO
Antelope Valley RCD 1:468,000
(SOI same as district boundary) June 17, 2004
Miles
0 3.75 7.5 15
Santa Monica Mountains Resource Conservation
District
The Santa Monica Mountains Resource Conservation District (RCD) is an Independent
Special District formed in February 1961. The RCD was established for the purpose of
providing technical assistance and resource protection and education programs to
landowners. Through its Federal partner, the USDA Natural Resources Conservation
Service, the district can provide a wide range of services to local landowners including
Emergency Watershed Protection programs. It also provides localized disaster assistance
to landowners. The district serves both southern Ventura and northern Los Angeles
Counties within its 207 square mile jurisdiction.
The RCD also provides contract services to other agencies including functions such as
restoration and re-vegetation services, watershed monitoring, and oak tree monitoring.
Although it is non-regulatory, the district has developed successful relationships.
Specifically, JPAs and MOUs which leverage the regions resources to accomplish
projects. In addition, the RCD provides a variety of educational field programs,
including partnering with the Audubon Society, and the Las Virgenes and Los Angeles
Unified School Districts. The district is extensively involved in both the Topanga and
Malibu Creek watershed community planning and implementation efforts. While the
RCD does provide service within the City of Malibu and Topanga State Park, neither of
these areas are within the district’s current boundary or sphere of influence (See attached
map).
The RCD has a balanced budget for Fiscal Year 2003-2004 of $259,600.00 which
includes a budget reserve of $2,389.00. Each year the RCD activity seeks a variety of
grants and contracts with local, state and federal agencies, and organizations. The RCD
has no public debt.
MSR Determinations
In approving a Municipal Service Review (MSR), LAFCO must adopt written
determinations for the following nine factors specified in Government Code Section
56430:
1. Infrastructure Needs and Deficiencies
The district’s primary functions include working with property owners, City,
County, State, and Federal agencies and other organizations to develop co-
operative watershed protection projects, as well as resource education programs.
The district is housed in a 40-year-old mobile home which is inadequate for
current and future needs, but it does not prevent the organization from delivering
its services.
2. Growth and Population
The RCD has some densely populated areas within their district’s boundary.
However, the bulk of the district is mountainous and coastal in nature. Population
108
does not necessarily impact the determination of the sphere of influence for the
district. The need to provide additional public educational services through
outreach programs and evolving watershed projects will impact the determination
of the sphere of influence more so than population.
3. Financing Constraints and Opportunities
N/A
4. Cost-Avoidance Opportunities
The RCD appears to be an efficiently run organization and has been successful in
keeping costs and expenditures in line with revenues.
5. Opportunities for Rate Restructuring
N/A
6. Opportunities for Shared Facilities
The district is looking to update its current facilities and is open to shared facility
opportunities should something become available.
7. Government Structure Options
Currently the RCD works jointly and/or subcontracts with the Natural Resources
Conservation Service of the U.S. Department of Agriculture, the Environmental
Protection Agency, National Park Service, California State Parks and Recreation,
California Department of Fish and Game, U.S. Fish and Wildlife Service,
National Marine Fisheries, California Department of Conservation, and the Los
Angeles Regional Water Quality Control Board, etc. The RCD also provides
contract services to the Los Angeles County Department of Public Works, City of
Calabasas, the Audubon Society and both the Las Virgenes and the Los Angeles
Unified School Districts.
8. Management Efficiencies
As the district’s efforts are focused on education, research and restoration. It
should be noted that staffing is tied directly to the age and space availability of its
current location. When new facilities have been obtained an increase in staffing,
programs, and resource demonstration offerings will occur.
9. Local Accountability and Governance
The RCD’s mission is mainly community outreach and education. The public can
call the district directly, attend Board meetings and request that an issue to be
placed on the agenda, or present the issue during the public comment portion of
the Board meeting. No complaints have been filed with the district within the last
several years, or ever been filed in the district’s history.
109
Sphere of Influence Determinations
In reviewing and updating the Santa Monica Mountains Resource Conservation District
(RCD) Sphere of Influence, LAFCO is required to adopt written determinations for the
following four items specified in Government Section Code 56425:
1. Present and Planned Land Uses in the Area
The topography of the RCD is primarily mountainous with pockets of developed
areas, agricultural, developed parkland, golf courses and open space.
2. Present and Probable Need for Public Facilities and Services in the Area
As much of the service provided by the district is carried out at field sites or is
educational in nature, the need for public facilities is minimal. However, the
district sees the need to develop a natural resource demonstration center for the
public and is currently preparing various options.
3. Present Capacity of Public Facilities and Adequacy of Public Service that
the Agency Provides or is Authorized to Provide
The present capacity of the district’s facilities is just barely adequate for its
current level of service. Increase in staff and programs offered increases the need
for other larger facilities.
4. Existence of any Social or Economic Communities of Interest
The district does not provide demographic information or services at this time.
Recommendations
The report concludes and recommends that:
It is recognized that the RCD has provided services to residents both in the City of
Malibu and other unidentified areas of the surrounding County unincorporated
territories. The RFD recognizes that it will need to work with LAFCO to define
an SOI boundary and all potential future annexation areas. Presently, however,
staff recommends no change to either the Sphere of Influence or district boundary
until a defined set of boundaries can be determined.
The Santa Monica Mountains Resource Conservation District Municipal Service
Review be approved as recommended.
110
CHATSWORTH ST
DEVONSHIRE ST Z D
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PLUMMER ST PLUMMER ST A H A B O A PLUMMER ST
V L
NORDHOFF ST B A NORDHOFF ST
V
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0 1.5 1:38 3 7,449 6 Miles AVALON P L A T T A V F A L L B R O O K A V VEN T O P A N G A C A N Y TU O R X A N B A L D E S O T R V D D ST WI N N E T K A A V T A M P A A V A S N H O E W R E M N R E S E D A B L V D A S N T WY VI W HI T E CTORY S B H L E V R D MAN WY
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S E P U L V E D A B L V D
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THOUSAND OAKS BLVD
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COAST
HWY PACIFIC COAST HWY
SAN
VICENTE
BLVD
Santa Monica Mountains Resource
Legend Conservation District
Roads, Thomas Bros.
Santa Monica Mountains RCD LLAAFFCCOO
(SOI same as district boundary) 1:185,000
Miles September 15, 2003
0 1.5 3 6