East San Gabriel Final MSR (July 2005)

E S G V AST AN ABRIEL ALLEY F M S R INAL UNICIPAL ERVICE EVIEW Report to the Local Agency Formation Commission for Los Angeles County Prepared by Burr Consulting Adopted on July 13, 2005 E S G V AST AN ABRIEL ALLEY F M S R INAL UNICIPAL ERVICE EVIEW 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 Blvd, Suite 350 Glendale, CA 91203 (818) 254-2454 Submitted by: Burr Consulting Beverly Burr, Project Coordinator 612 N. Sepulveda Blvd, Suite 8 Los Angeles, CA 90049 (310) 889-0077 Adopted on July 13, 2005 TABLE OF CONTENTS EXECUTIVE SUMMARY.........................................................................................................................................4 MUNICIPAL SERVICE REVIEW FINDINGS....................................................................................................................5 SPHERE OF INFLUENCE FINDINGS..............................................................................................................................8 INTRODUCTION.....................................................................................................................................................11 LAFCO OVERVIEW.................................................................................................................................................11 MUNICIPAL SERVICE REVIEW ORIGINS...................................................................................................................12 MUNICIPAL SERVICE REVIEW PROCESS...................................................................................................................17 CAVEATS.................................................................................................................................................................18 CHAPTER 1: MSR AREA.......................................................................................................................................19 AREA OVERVIEW.....................................................................................................................................................19 MUNICIPAL SERVICES..............................................................................................................................................21 GROWTH AND POPULATION PROJECTIONS...............................................................................................................24 CHAPTER 2: PUBLIC SAFETY.............................................................................................................................29 POLICE SERVICE......................................................................................................................................................29 FIRE AND PARAMEDIC SERVICE...............................................................................................................................42 CHAPTER 3: UTILITIES........................................................................................................................................53 WATER....................................................................................................................................................................53 WASTEWATER.........................................................................................................................................................55 SOLID WASTE..........................................................................................................................................................61 CHAPTER 4: PUBLIC WORKS.............................................................................................................................68 STORMWATER..........................................................................................................................................................68 STREET MAINTENANCE...........................................................................................................................................71 CHAPTER 5: COMMUNITY SERVICES.............................................................................................................74 PARKS......................................................................................................................................................................74 LIBRARIES...............................................................................................................................................................78 TRANSPORTATION...................................................................................................................................................79 HOUSING.................................................................................................................................................................80 CHAPTER 6: MSR CONCLUSIONS.....................................................................................................................82 INFRASTRUCTURE NEEDS OR DEFICIENCIES..............................................................................................................82 GROWTH AND POPULATION PROJECTIONS...............................................................................................................84 FINANCING CONSTRAINTS AND OPPORTUNITIES......................................................................................................86 COST AVOIDANCE OPPORTUNITIES.........................................................................................................................87 OPPORTUNITIES FOR RATE RESTRUCTURING...........................................................................................................88 OPPORTUNITIES FOR SHARED FACILITIES................................................................................................................88 GOVERNMENT STRUCTURE OPTIONS........................................................................................................................88 EVALUATION OF MANAGEMENT EFFICIENCIES........................................................................................................89 LOCAL ACCOUNTABILITY AND GOVERNANCE.........................................................................................................89 CHAPTER 7: SOI UPDATES..................................................................................................................................91 CITY OF BALDWIN PARK.........................................................................................................................................91 CITY OF CLAREMONT..............................................................................................................................................92 CITY OF COVINA.....................................................................................................................................................94 CITY OF DIAMOND BAR..........................................................................................................................................95 CITY OF GLENDORA................................................................................................................................................97 I CITY OF INDUSTRY..................................................................................................................................................98 CITY OF LA PUENTE..............................................................................................................................................101 CITY OF LA VERNE...............................................................................................................................................102 CITY OF POMONA..................................................................................................................................................104 CITY OF SAN DIMAS..............................................................................................................................................105 CITY OF WALNUT..................................................................................................................................................106 CITY OF WEST COVINA.........................................................................................................................................107 CREDITS.................................................................................................................................................................109 REFERENCES........................................................................................................................................................110 LIST OF TABLES AND FIGURES FIGURE 1-1. EAST SAN GABRIEL AREA MAP.............................................................................................................20 TABLE 1-2. EAST SAN GABRIEL SERVICE PROVIDERS..............................................................................................22 TABLE 1-3. RESIDENTIAL POPULATION BY PLACE, 2000..........................................................................................24 FIGURE 1-4. ANNUAL POPULATION GROWTH RATES, 2005-25.................................................................................25 FIGURE 1-5. JOBS 2005 & 2025.................................................................................................................................26 TABLE 1-6. POPULATION MEASURES, 2005..............................................................................................................27 TABLE 1-7. GROWTH AREAS AND GROWTH CONSTRAINTS......................................................................................28 FIGURE 2-1. PUBLIC SAFETY FACILITIES MAP...........................................................................................................30 TABLE 2-2. POLICE SERVICE CONFIGURATION.........................................................................................................31 FIGURE 2-3. POLICE SERVICE CALLS PER CAPITA, 2003...........................................................................................32 FIGURE 2-4. CITATIONS, ARRESTS, AND CRIMES PER CAPITA...................................................................................33 FIGURE 2-5. FBI CRIME INDEX OFFENSES, 1994-2004..............................................................................................34 FIGURE 2-6. FBI CRIME INDEX RATE, 2003..............................................................................................................34 TABLE 2-7. POLICE FACILITY CONDITIONS, NEEDS AND DEFICIENCIES...................................................................35 TABLE 2-8. FBI INDEX CRIME CLEARANCE RATES, 2000-2002...............................................................................37 FIGURE 2-9. POLICE RESPONSE TIMES, 2003 ............................................................................................................38 FIGURE 2-10. SWORN STAFFING PER 1,000 POPULATION, FY 03-04...........................................................................39 FIGURE 2-11. ANNUAL POLICE-RELATED COMPLAINTS..............................................................................................40 FIGURE 2-12. POLICE REGIONAL COLLABORATION ACTIVITIES..................................................................................41 TABLE 2-13. FIRE SERVICE PROVIDERS.....................................................................................................................42 FIGURE 2-14. INCIDENTS PER CAPITA (1,000), 2004....................................................................................................44 TABLE 2-15. FIRE STATIONS......................................................................................................................................45 TABLE 2-16. FIRE AND MEDICAL RESPONSE TIME STANDARDS (MINUTES)...............................................................48 TABLE 2-17. AVERAGE RESPONSE TIMES..................................................................................................................50 TABLE 2-18. COUNTY MUTUAL AID AREAS..............................................................................................................52 FIGURE 3-1. EAST SAN GABRIEL UTILITIES...............................................................................................................54 TABLE 3-2. WASTEWATER SERVICE PROVIDERS......................................................................................................55 TABLE 3-3. WASTEWATER SERVICE AREA...............................................................................................................56 TABLE 3-4. WASTEWATER COLLECTION DEFICIENCIES AND NEEDS........................................................................58 TABLE 3-5. REPORTED SEWAGE SPILLS (GALLONS).................................................................................................59 FIGURE 3-6. TRASH DISPOSED (TONS), 1995-2002...................................................................................................61 FIGURE 3-7. TRASH (TONS) DISPOSED PER CAPITA, 2002.........................................................................................62 TABLE 3-8. LANDFILL DIVERSION RATES BY AGENCY, 2002...................................................................................62 TABLE 3-9. TOP 10 DISPOSAL SITES USED...............................................................................................................63 TABLE 3-10. LANDFILL REGULATORY COMPLIANCE HISTORY..................................................................................65 FIGURE 3-11. MUNICIPAL SOLID WASTE RATES (PER TON), 2004...............................................................................66 TABLE 4-1. STORMWATER MAINTENANCE PROVIDER..............................................................................................69 TABLE 4-2. DRAINAGE SYSTEM AND CONDITION.....................................................................................................70 TABLE 4-3. STREET MAINTENANCE SERVICE CONFIGURATION...............................................................................71 II TABLE 4-4. STREET MILES AND STREET LIGHTS......................................................................................................72 TABLE 5-1. MUNICIPAL PARK ACRES PER 1,000 PEOPLE, 2005...............................................................................76 TABLE 5-2. PARK FACILITY NEEDS AND DEFICIENCIES............................................................................................77 TABLE 5-3. LIBRARY RESOURCES............................................................................................................................78 TABLE 5-4. LIBRARY SERVICE CIRCULATION, FY 02-03.........................................................................................78 TABLE 5-5. EAST SAN GABRIEL VALLEY PUBLIC TRANSIT SERVICES.....................................................................79 FIGURE 5-6. MEDIAN HOME PRICE, 2000..................................................................................................................80 TABLE 5-7. RHNA HOUSING NEEDS, 1998-2005.....................................................................................................81 III E X E C U T I V E S U M M A RY The purpose of this report is to provide a comprehensive review of municipal services delivered in the East San Gabriel Valley area. The Municipal Service Review (MSR) area is a built-up urban environment in the San Gabriel watershed below the San Gabriel Mountains. The area has a resident population of 1,015,626 and a job base of 366,727 in 2005. Visitors to the area are attracted by the Angeles National Forest, the Los Angeles County Fairgrounds in Pomona, the Glendora Bougainvillea and several historic town centers, wildness parks, universities, and golf courses. The area is within the jurisdictional boundaries of the County of Los Angeles. There are 13 cities and 16 special districts under LAFCO’s jurisdiction, which provide municipal services in the area. Cities Independent Special Districts Dependent Special Districts Azusa1 Central Basin Municipal Water Consolidated Fire Protection District District of Los Angeles County Baldwin Park Greater Los Angeles County County Sanitation District 15 Vector Control District Claremont La Puente Valley County Water County Sanitation District 18 District Covina Rowland Area County Water County Sanitation District 21 District Diamond Bar San Gabriel Valley Mosquito County Sanitation District 22 Abatement District Glendora San Gabriel Valley Municipal Water District Industry Three Valleys Municipal Water District La Puente Upper San Gabriel Valley Municipal Water District La Verne Valley County Water District Pomona Walnut Valley Water District San Dimas Water Replenishment District of Southern California Walnut West Covina 1 LAFCO adopted a Municipal Service Review and Sphere of Influence Update for the City of Azusa on February 11, 2004. Additional determinations on this City are not required; therefore, the City is excluded from the MSR Findings and Conclusions. The City is within the MSR area and is included elsewhere in this report for comprehensiveness and comparison. 4 MUNICIPAL SERVICE REVIEW FINDINGS The following MSR Findings apply to one or more of the local agencies listed above. Infrastructure needs or deficiencies The Baldwin Park, Covina, and Pomona police stations and dispatch systems, the West Covina and Glendora police stations, and the Sheriff’s Industry and San Dimas Stations need replacement or upgrades (see Table 2-7). Current facilities are either too small and/or require technological updates. La Verne and Industry identified areas that could not be properly served without additional fire stations. La Verne is planning to construct a third fire station, in conjunction with the U.S. Forest Service, to meet service demands in northern hillside communities (see Table 2-15). Some of the wastewater collection lines serving the MSR area are at or approaching capacity, are aging and in need of rehabilitation or need to be extended to serve new areas (see Tables 3-3 and 3- 4). Aging sewer systems in Pomona and La Verne are in need of rehabilitation in order to expand their capacity. Portions of San Dimas, La Verne, Glendora, Claremont, Covina, Diamond Bar, Pomona and Walnut are on septic systems, which are subject to failure and potential groundwater contamination if not properly maintained (see Table 3-2). A number of septic system refurbishments are needed in unincorporated areas. Four of the MSR area’s cities face pressure from the California Integrated Waste Management Board (CIWMB) to increase solid waste diversion rates (see Table 3-8). Five of seven primary landfills where solid waste is disposed will be closing between 2007 and 2013. Beginning in 2010, remote landfills will be phased in as replacement disposal sites (see Table 3-9). The local agencies face significant challenges in financing the infrastructure and staffing levels to meet new regulatory requirements to prevent trash from flowing through the storm drains, to monitor discharges, and to identifying illicit wastewater connections into the stormwater system (see Chapter 4, Stormwater section). All of the cities face ongoing needs for resurfacing, slurry-sealing, traffic signals, and street widening in high-traffic areas (see Chapter 4, Street Maintenance section). The heavily traveled Valley Boulevard corridor between the City of Industry and the City of Walnut must expand its capacity in order to meet increasing through traffic and reduce strains on arterial streets. Additionally, the cities of Claremont and San Dimas must install amenities to facilitate growing pedestrian traffic needs. Park availability in seven cities does not meet national guidelines for at least 2.5 acres of park land per 1,000 residents (see Table 5-1). However, regional parks in the MSR area offer nearby park space to residents in these areas. 5 Growth and population projections Over the next 20 years, the MSR area population is projected to grow at about 1.1 percent annually, slightly higher then the rate of growth in the County as a whole. The MSR area population is currently 1,015,626, and is expected to reach 1,258,047 by the year 2025. The most rapid growth in the residential population is anticipated in the unincorporated communities, San Dimas and La Verne (see Figure 1-4). Unincorporated areas that are likely to experience the most growth include new residential development areas southwest of Diamond Bar. The pace of growth in the MSR area is expected to slow in the long-term. The daytime population (job base) is projected to grow most quickly in Walnut, Baldwin Park and Diamond Bar, where cities plan to expand regional and local commercial developments to serve growing populations and increasing through traffic. Most of the cities identified residential growth areas and opportunities as primarily involving infill development and redevelopment. Most of the jurisdictions cited a shortage of vacant, developable land as a significant growth constraint. In the foothill cities, topography and related concerns about fire, flood hazard, and street access in hillside areas were also cited as growth constraints. Financing constraints and opportunities General fund revenues per capita (24-hour population) are most ample in the City of Industry where revenues per capita exceed the countywide average of $543. Claremont’s revenue per capita was close to the countywide average. In the remainder of the cities in the MSR area, revenues per capita are less than the countywide average. In Baldwin Park, Diamond Bar, Glendora, La Puente, and Walnut, general fund revenues per capita were less than half of the countywide average. For the most part, the jurisdictions maintained fund balances that meet Government Finance Officers Association recommendations. The City of Industry does not maintain contingency reserves, but does maintain a significant capital reserve fund. Stormwater infrastructure financing opportunities include bonded indebtedness. The City of Los Angeles passed a ballot measure in November 2004 to use this approach to finance stormwater system improvements. Cost avoidance opportunities Law enforcement agencies indicated that regional collaboration efforts have reduced costs and provided the agencies access to services they could not otherwise afford. Several fire service providers indicated that regional sharing of training facilities and classes could reduce costs. 6 Opportunities for rate restructuring Wastewater and solid waste disposal rates charged by the County Sanitation Districts are likely to increase in the long-term.2 Opportunities for shared facilities Future opportunities include regionalized dispatch, SWAT, and holding facilities. Shared municipal fire and U.S. Forest Service facilities may relieve both local and federal agencies from service demands created from increased urban-wildland interface in the Foothill communities. Government structure options Special district formation for stormwater financing purposes is one of many options currently being studied by the County Department of Public Works in collaboration with local agencies throughout the County. The stakeholders are expected to recommend the most viable option within the next several years. Evaluation of management efficiencies Seven cities conduct workload monitoring and performance evaluation, and were able to provide recent examples of these efforts. La Puente, Walnut and Baldwin Park stated they conduct performance evaluations but do not track workloads. The City of Industry indicated that it neither conducts performance evaluations nor workload monitoring. San Dimas did not respond to the LAFCO questionnaire regarding management efficiencies. Local accountability and governance For the most part, the local agencies are accountable to their citizens, publicize governing body meetings and actively solicit community input in decision-making. 2 LSA Associates, Inc., March 2005. 7 SPHERE OF INFLUENCE FINDINGS Most of the cities face significant financing constraints in servicing existing territory and in meeting current infrastructure needs and regulatory requirements. In most cases, extending services into additional territory is not financially feasible at present. Based on this municipal service review, this report recommends that the spheres of influence (SOIs) of four agencies be amended at this time: Covina: The report recommends that the joint SOI area shared with West Covina (see Appendix B, Map 5), be removed from Covina’s SOI to promote logical boundaries. The affected area is primarily residential. Adjacent territory in West Covina is comparable and used for residential purposes, while adjacent territory in Covina is used by a business park. The existing street network in West Covina is more integrated with the joint SOI area than in Covina. The affected area is not included in either city’s land use plans. The City of West Covina is interested in retaining the area in its SOI. Covina has stated it lacks the policing infrastructure needed to service any areas outside its existing city limits. The City of Covina wishes to remove the shared SOI area from the City’s SOI. Diamond Bar: The report recommends that the Diamond Bar SOI be expanded to the west and south to include 2,084 acres of the proposed Aera/Shell development and a 100-acre developed residential community (see Appendix B, Map 7). The Aera/Shell SOI expansion area is the site of a proposed residential development of 3,000 homes, neighborhood retail and open space. The only planned street access to this area is Brea Canyon Road from the City of Diamond Bar. The developer proposes the area be annexed to Diamond Bar in the future. The 100-acre SOI expansion area is primarily residential, and current inhabitants identify themselves as part of the Diamond Bar community. The City has recommended that its SOI be expanded to include both areas. The City contracts for most of its services and it would not face any major challenges in providing services to this area once developed. Industry: The report recommends that the Industry SOI be expanded to include six of eight adjacent unincorporated areas proposed by the City (see Appendix B, Map 8). The report recommends that the Commission defer SOI expansion proposals for two areas not designated for industrial purposes until the City formally applies for SOI amendment in these areas. The report recommends that the Industry SOI be expanded to include area 1-A, 86 acres of primarily industrial land located between the southern Union Pacific rail line and Workman Mill Road. Neither the SOI change nor annexation would affect the area’s land use. The City’s land use policy is to automatically zone all newly annexed land for industrial use, resulting in no change in land use for the affected area. This report recommends that the Industry SOI be expanded to include area 3-A. The area is a small pocket (five acres) of land just northwest of the intersection of Clark Avenue and Jarrow Avenue. The area is zoned for industrial use. LAFCO originally included the area in the City’s SOI in 1980, but removed it in 1991 to accommodate the Hacienda Heights incorporation proposal. This SOI change would promote logical boundary formation. The report recommends that the Industry SOI be expanded to include area 3-B. The area is a 20-acres pocket just northwest of the intersection of Clark Avenue and Jarrow Avenue. Five acres 8 of this land is occupied by a solid waste facility. The area is zoned for industrial use. LAFCO originally included the area in the City’s SOI in 1980, but removed it in 1991 to accommodate the Hacienda Heights incorporation proposal. This SOI change would promote logical boundary formation.. This report recommends that the Industry SOI be expanded to include area 3-C, approximately 6.6 acres of land located southeast of the Valley Boulevard and 9th Street intersection. The industrial area is significantly surrounded by the City of Industry and its inclusion into the SOI would promote logical boundary formation. This report recommends that the Industry SOI be expanded to include Area 4-A. The area is a three-acre industrial area northwest of Santar Street and Jellick Avenue. The land is primarily used for industrial purposes and the SOI change would promote logical boundary formation. The report recommends that the Industry SOI be expanded to include Area 4-B. The area consists of approximately 80 acres of unincorporated land to the east and west of Nogales Street, extending south to the Pomona Freeway and including the northern clover leafs of the Pomona Freeway. Although the City has not proposed to include the clover leaf area north of the Pomona Freeway, its inclusion in the City’s SOI area would promote logical boundary formation and logical provision of municipal services. The land in area 4-B is primarily used for industrial purposes and the SOI change would promote logical boundary formation. Currently, the City of Industry has recently submitted an application for annexation of a portion of area 4-B. The annexation area is bounded by Gale Avenue to the south and Nogales Street to the east. The report recommends that the Commission defer consideration of the City’s proposal to expand its SOI to include 1-B until the City submits a formal SOI amendment request. The area is approximately six acres of land adjacent to a residential neighborhood. The County has zoned the area for light agricultural and industrial uses. The City’s General Plan contemplates residential use for the area, although the City’s policy is to pre-zone potential annexation areas for industrial use. The City has recommended the SOI be expanded to include this area to provide service to a City of Industry landowner whose property extends into area 1-B. Similarly, this report recommends that the Commission defer consideration of the City’s proposal to expand its SOI to include Area 2 until the City submits a formal SOI amendment request. The area is approximately 25 acres of open space located along the San Gabriel River. The City’s policy of automatically zoning potential annexation areas as industrial would not be consistent with the current land use in the affected area. The expansion of the SOI to this area could indirectly contribute to a reduction in regional open space. Pomona: Although the Draft MSR report recommended that LAFCO expand the City’s SOI to include the California State Polytechnic University, Pomona (Cal Poly Pomona) campus area, recent acknowledgement of potential and existing water service jurisdictional issues has resulted in a change to this recommendation. It is henceforth recommended that LAFCO defer consideration of this area until the City submits a formal SOI amendment request. The City has proposed to expand the City of Pomona SOI to include the Cal Poly Pomona campus and detach portions of the Walnut Valley Water District (WVWD) lying within the proposed SOI, except for the area north of Temple Avenue and Campus Drive which is currently served by WVWD. The SOI expansion area is located southwest of the City border and south of the San Bernardino Freeway. The area is bounded by the City of Walnut to the southwest and Forest Lawn Memorial Park to the northwest. Cal Poly 9 Pomona covers 1,438 acres of rolling hills. Originally the winter ranch home of cereal magnate W.K. Kellogg, the campus retains his working Arabian horse ranch alongside rose gardens and avocado groves. The University’s daytime population includes 20,300 students, 1,205 faculty and 1,250 staff. Expansion of the Pomona SOI into this area could result in future water service jurisdiction issues. 10 I N T R O D U C T I O N This report is prepared pursuant to a new legislative requirement that LAFCO conduct a comprehensive review of municipal service delivery and update, as necessary, the spheres of influence of agencies under LAFCO’s jurisdiction not less than every five years. This chapter provides an overview of LAFCO’s history, powers and responsibilities. It explains spheres of influence and the legal and procedural requirements for updating the spheres of influence. It discusses the origins and legal requirements for preparation of the municipal service review (MSR). The chapter explains spheres of influence and the legal and procedural requirements for updating the spheres of influence. Finally, the chapter reviews the process for MSR review, MSR approval and sphere of influence updates. LAFCO OVERVIEW After World War II, California experienced dramatic growth in population and economic development. With this boom came a demand for housing, jobs, and public services. To accommodate this demand, the state approved the formation of many new local government agencies, often with little forethought as to the ultimate governance structures in a given region. The lack of coordination and adequate planning led to a multitude of overlapping, inefficient jurisdictional and service boundaries, and the premature conversion of California’s agricultural and open-space lands. Recognizing this problem, in 1959, Governor Edmund G. Brown, Sr. appointed the Commission on Metropolitan Area Problems. The Commission's charge was to study and make recommendations on the "misuse of land resources" and the growing complexity of local governmental jurisdictions. The Commission's recommendations on local governmental reorganization were introduced in the Legislature in 1963, resulting in the creation of Local Agency Formation Commissions operating in each county. In 1964, the Legislature formed a Local Agency Formation Commission in each county, including Los Angeles, as a regulatory agency with countywide jurisdiction to discourage urban sprawl and encourage the orderly formation and development of local government agencies. Each LAFCO is responsible for coordinating logical and timely changes in local governmental boundaries, including annexations and detachments of territory, incorporations of cities, formations of special districts, and consolidations, mergers, and dissolutions of districts, as well as reviewing ways to reorganize, simplify, and streamline governmental structure. Each LAFCO's efforts are directed toward seeing that services are provided efficiently and economically while agricultural and open- space lands are protected. To better inform itself and the community as it seeks to exercise its charge, LAFCO conducts service reviews to evaluate the provision of municipal services within the county. Each LAFCO regulates the boundary changes proposed by other public agencies or individuals by approving or disapproving such changes, with or without amendment, wholly, partially or conditionally. Each LAFCO is empowered to initiate updates to the spheres of influence as well as proposals involving the dissolution or consolidation of special districts and the merging of subsidiary districts. Otherwise, LAFCO actions must originate as applications from affected homeowners, developers, cities or districts. 11 Los Angeles County LAFCO (hereafter, “LAFCO”) consists of nine regular members: two members from the Board of Supervisors, two city representatives, one City of Los Angeles representative, two special district representatives and two public members (one of which represents the San Fernando Valley Statistical Area). There are six alternates to the regular members. Commissioners are appointed to four-year terms. Table Intro-1: Commission Members, 2004 Appointment Source Members Alternative Members Two members from the Board of Supervisor Yvonne Burke Supervisor Don Knabe Supervisors appointed by the Supervisor Zev Yaroslavsky Board of Supervisors. Two members representing the 88 Mayor Carol Herrera Councilwoman Judith cities in the county. Must be a city City of Diamond Bar Mitchell officer and appointed by the City Mayor Margaret Finlay City of Rolling Hills Estates Selection Committee. City of Duarte One member from a city Councilwoman Cindy Councilman Grieg Smith representing 30% of the total Miscikowski City of Los Angeles population of the county who is a City of Los Angeles member of the legislative body from that city. Two members appointed by the Jerry Gladbach Norm Ryan Independent Special District Castaic Lake Water Agency Water Replenishment District Selection Committee. Donald Dear of Southern California West Basin Municipal Water District One public member from the San James DiGiuseppe Richard Close Fernando Valley statistical area, not a member of the Board of Supervisors, appointed by the Board of Supervisors. One member from the general Henri F. Pellissier Kenneth Chappell public appointed by the other eight Commissioners MUNICIPAL SERVICE REVIEW ORIGINS The municipal service review requirement was adopted after the Legislature’s consideration of two studies recommending that each LAFCO throughout the State conduct reviews of local agencies. The Little Hoover Commission study focused on the need for oversight and consolidation of special districts, whereas the Commission on Local Governance for the 21st Century study focused on the need for regional planning to ensure efficient service delivery as the California population continues to grow. 12 LITTLE HOOVER COMMISSION In May 2000, the Little Hoover Commission3 released a report entitled Special Districts: Relics of the Past or Resources for the Future? This report focused on governance and financial problems among independent special districts, and the barriers to LAFCO’s pursuit of district consolidation and dissolution. The report raised the concern that “the underlying patchwork of special district governments has become unnecessarily redundant, inefficient and unaccountable.”4 The report raised concerns about independent districts with the following problems: • a lack of visibility; • a lack of accountability as evidenced by relatively low voter turnout rates, infrequency of contested elections, and inadequate notice of public meetings; • excessive reserve funds; • questionable receipt of property tax revenue by utility districts; • inadequate financial reporting; • outdated boundaries; and • outdated missions. The report questioned the public benefit provided by health care districts that have sold, leased or closed their hospitals, and asserted that LAFCOs consistently fail to examine whether they should be eliminated. The report pointed to service improvements and cost reductions associated with special district consolidations, but asserted that LAFCOs have generally failed to pursue special district reorganizations. The report called on the Legislature to increase the oversight of special districts by mandating that LAFCOs identify service duplications and that LAFCOs study reorganization alternatives when service duplications are identified, when a district appears insolvent, when district reserves are excessive, when rate inequities surface, when a district’s mission changes, when a new city incorporates and when service levels are unsatisfactory. To accomplish this, the report recommended that the state strengthen the independence and funding of LAFCOs, require districts to report to their respective LAFCO, and require LAFCOs to study service duplications. COMMISSION ON LOCAL GOVERNANCE FOR THE 21ST CENTURY The Legislature formed the Commission on Local Governance for the 21st Century (“21st Century Commission”) in 1997 to review current statutes on the policies, criteria, procedures and precedents for city, county and special district boundary changes. The 21st Century Commission released its final report Growth Within Bounds: Planning California Governance for the 21st Century in January 2000.5 The report examines the way that government is organized and operates, and 3 The Little Hoover Commission, formally known as the Milton Marks "Little Hoover" Commission on California State Government Organization and Economy, is an independent state oversight agency that was created in 1962. The Commission's mission is to investigate state government operations and—through reports, recommendations and legislative proposals—promote efficiency, economy and improved service. By statute, the Commission is a balanced bipartisan board composed of five citizen members appointed by the Governor, four citizen members appointed by the Legislature, two Senators and two Assembly members. 4 Little Hoover Commission, 2000, page 12. 5 The Commission on Local Governance for the 21st Century ceased to exist on July 1, 2000, pursuant to a statutory sunset provision. 13 establishes a vision of how the state will grow by “making better use of the often invisible LAFCOs in each county”. The report points to the projected doubling of California’s population over the first four decades of the 21st Century, and raises concerns that, without a strategy, open spaces will be swallowed up, expensive freeway extensions will be needed, job centers will become farther removed from housing, and this will lead to longer commutes, increased pollution and stressful lifestyles. The 21st Century Commission recommended that effective, efficient and easily understandable government be encouraged through consolidation of small, inefficient or overlapping providers, transparency of municipal service delivery to the people, and accountability of service providers. The sheer number of special districts, the report asserts, “has provoked controversy, including several legislative attempts to initiate district consolidations”6 but cautions LAFCOs that decisions to consolidate districts should focus on service adequacy, not simply on the number of districts. Growth Within Bounds cautions that for LAFCOs to achieve their fundamental purposes, they must have a comprehensive knowledge of the services available, service efficiency within various areas of the county, future service needs, and expansion capacity of each service provider. Comprehensive knowledge of water and sanitary providers, the report argued, would promote consolidations of water and sanitary districts, reduce water costs and promote a more comprehensive approach to the use of water resources. Further, the report asserted that many LAFCOs lack such knowledge, and should be required to conduct such a review to ensure that municipal services are logically extended to accommodate growth and development. The state-mandated municipal service review would require LAFCO to look broadly at all agencies within a geographic region that provide a particular municipal service and to examine consolidation or reorganization of service providers. The 21st Century Commission recommended that the review should include water, wastewater, garbage, and other municipal services that LAFCO judges to be important to future growth. The Commission recommended that the service review be followed by consolidation studies and be performed in conjunction with updates of spheres of influence. The recommendation indicated that service reviews be designed to make nine determinations, each of which was incorporated verbatim in the subsequently adopted legislation. 6 Commission on Local Governance for the 21st Century, 2000, page 70. 14 MUNICIPAL SERVICE REVIEW LEGISLATION The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 requires LAFCO to review municipal services before updating the spheres of influence.7 The requirement for service reviews arises from the identified need for a more coordinated and efficient public service structure, which will support California’s anticipated growth. The service review provides LAFCO with a tool to comprehensively study existing and future public service conditions and to evaluate organizational options for accommodating growth, preventing urban sprawl, and ensuring that critical services are efficiently and cost-effectively provided.- Effective January 1, 2001, Government Code Section 56430 requires LAFCO to conduct a review of municipal services provided in the county by region, sub-region or other designated geographic area, as appropriate, for the service or services to be reviewed, and prepare a written statement of determination with respect to each of the following: 1) Infrastructure needs or deficiencies; 2) Growth and population projections for the affected area; 3) Financing constraints and opportunities; 4) Cost avoidance opportunities; 5) Opportunities for rate restructuring; 6) Opportunities for shared facilities; 7) Government structure options, including advantages and disadvantages of consolidation or reorganization of service providers; 8) Evaluation of management efficiencies; and 9) Local accountability and governance. The municipal service review process does not require LAFCO to initiate changes of organization based on service review findings; it only requires that LAFCO make determinations regarding the provision of public services per Government Code Section 56430. However, LAFCO, other local agencies, and the public may subsequently use the determinations to analyze prospective changes of organization or reorganization or to establish or amend spheres of influence Municipal service reviews are not subject to the provisions of the California Environmental Quality Act (CEQA) because they are only feasibility or planning studies for possible future action, which LAFCO has not approved. (Cal. Pub. Res. Code § 21150) The ultimate outcome of conducting a service review, however, may result in LAFCO taking discretionary action with respect to a recommended change of organization or reorganization. Either LAFCO, if acting on its own, or the local agency that submits a proposal to LAFCO, will be considered the lead agency for purposes of CEQA and must conduct an appropriate environmental review prior to LAFCO taking action. 7 California Government Code §56430(c). 15 SPHERE OF INFLUENCE UPDATES LAFCO is charged with developing and updating the sphere of influence for each city and special district within the county.8 A sphere of influence is a planning boundary that designates the agency’s probable future boundary and service area. Spheres are planning tools used to provide guidance for individual proposals involving jurisdictional changes, and are intended to encourage efficient provision of organized community services and prevent duplication of service delivery. Territory must be within a city or district's sphere in order to be annexed. The purpose of the sphere of influence is to ensure the provision of efficient services while discouraging urban sprawl and the premature conversion of agricultural and open space lands by preventing overlapping jurisdictions and duplication of services. LAFCOs cannot tell agencies what their planning goals should be. Rather, on a regional level, LAFCO coordinates the orderly development of a community through reconciling differences between agency plans so that the most efficient urban service arrangements are created for the benefit of area residents and property owners. The Cortese-Knox-Hertzberg (CKH) Act requires LAFCO to develop and determine the sphere of influence of each local governmental agency within the county, and to review and update the SOI every five years. LAFCO is empowered to adopt, update and amend the SOI. It may do so with or without an application. Any party may submit an application proposing a SOI amendment.9 LAFCO may recommend government reorganizations to particular agencies in the county, using the SOIs as the basis for those recommendations. In determining the SOI, LAFCO must make determinations on four additional topics: 1) present and planned land uses in the area, including agricultural and open-space lands; 2) present and probable need for public facilities and services in the area; 3) present capacity of public facilities and adequacy of public service that the agency provides or is authorized to provide; and 4) existence of any social or economic communities of interest in the area if LAFCO determines that they are relevant to the agency. CKH stipulates several procedural requirements in updating SOIs. The CKH Act requires that special districts file written statements on the class of services provided, and that LAFCO clearly establish the location, nature and extent of services provided by special districts.10 LAFCO must notify affected agencies 21 days before holding the public hearing to consider the SOI, and may not update the SOI until after that hearing.11 8 The initial statutory mandate, in 1971, imposed no deadline for completing sphere designations. When most LAFCOs failed to act, 1984 legislation required all LAFCOs to establish spheres of influence by 1985. 9 If a city submits an application for a SOI amendment, it must first negotiate the boundaries, development standards, and zoning requirements within the annexable sphere area with county representatives. If an agreement is negotiated, LAFCO must give it great weight in making its final determination. 10 In conducting the MSRs, the Commission has required written statements entitled Requests for Information on the nature of services from all agencies including special districts. 11 The Commission may update the SOI at a Commission meeting held on the same day as the public hearing. 16 MUNICIPAL SERVICE REVIEW PROCESS LAFCO is charged with preparing municipal service reviews and updating the spheres of influence of 180 local agencies. Given the enormity of this task, the Executive Officer has divided the county into the following nine geographic areas for which MSRs are being prepared: 1) Catalina Island (completed) 6) Gateway 2) High Desert (completed) 7) East San Gabriel Valley 3) Las Virgenes (completed) 8) South Bay 4) Santa Clara (completed) 9) Los Angeles 5) West San Gabriel Valley (completed) LAFCO has determined that certain special districts (cemetery, community services, garbage disposal, health care, library, recreation and park, resource conservation and mosquito abatement) are subject to sphere of influence reviews and updates, but are not considered providers of “backbone” municipal services. These special districts were subject to abbreviated municipal service reviews and sphere of influence updates, which have been adopted by LAFCO. The MSR process involves the following steps: 1) Draft Municipal Service Review. During this step, LAFCO has sent questionnaires (Requests for Information) to the agencies about their delivery of municipal services. LAFCO prepares the draft municipal service review report, and submits that report to the affected agencies for review. During the 30-day review period, LAFCO invites the agencies to discuss their comments and related policy options with the Executive Officer. 2) Draft Final Municipal Service Review: After receiving the agencies’ comments and holding a public workshop, LAFCO makes report revisions and releases the draft final municipal service review report. 3) Final Municipal Service Review: At a duly noticed public hearing, LAFCO may consider the nine written determinations regarding the municipal service review or may request revisions or additional analysis be conducted for the MSR. In the latter case, the report will be revised and resubmitted to LAFCO at the next meeting. 4) Sphere of Influence Update: After making the nine written determinations, LAFCO may proceed to update the sphere of influence of the agencies covered in the particular municipal service review report. Affected agencies must be notified 21 days in advance of this hearing. 17 CAVEATS This municipal service review report includes analysis of service delivery providers and policy options for LAFCO to consider as it makes its determinations with respect to municipal service reviews and sphere of influence updates. The decision whether or not to approve or disapprove any policy options, with or without amendment, wholly, partially or conditionally, rests entirely with LAFCO. This report is not a substitute for those discretionary decisions yet to be made by LAFCO. This report and the policy options herein are subject to revision as may be directed by LAFCO during the course of its deliberations. 18 C H A P T E R 1 : M S R A R E A This chapter provides an overview of the MSR area covered in this report, municipal service providers, and growth and population projections. For overviews of each local agency, please refer to Appendix A. AREA OVERVIEW The East San Gabriel Valley area is interspersed with densely developed urban areas along with large open spaces and semi-rural communities. It lies just southeast of the San Gabriel Mountains and the Angeles National Forest. The area includes the northern and central portions of the San Gabriel watershed. The Gabrieleños occupied the valley for millennia. Spaniards entered the area in 1769, shortly thereafter establishing the San Gabriel Mission. In the early American period, the area was renowned for its citrus orchards, vineyards and resorts.12 The area grew significantly in the 1940s. Today, the area contains a mixture of heavily urbanized areas, low-density suburban neighborhoods, as well as a large amount of open space and preserved hillsides. While many areas are urbanized with largely built-out communities, most cities in the East San Gabriel Valley have preserved the historic character of their town centers and suburban dwellings. The area includes the foothill cities of Azusa, Glendora, San Dimas, La Verne, and Claremont. The central portion includes the cities of Baldwin Park, West Covina, Covina, and Pomona. The southern cities in the area include Industry, La Puente, Walnut, and Diamond Bar. In addition to the 13 cities, the East San Gabriel Valley area includes the unincorporated communities of Hacienda Heights, Rowland Heights, West Puente Valley, Valinda, South San Jose Hills, Avocado Heights, Vincent, Citrus, and Charter Oak. Visitor attractions in the area include the Angeles National Forest, the Glendora Bougainvillea, Azusa Canyon, multiple historic town centers, universities, and several golf courses. While the economic base in the East San Gabriel Valley is diverse, the area is primarily residential. Major employers include public and private universities including California State Polytechnic University, Claremont Colleges, University of California La Verne, Citrus College, and Azusa-Pacific University. The transportation infrastructure serving the MSR area includes commercial rail, passenger rails, and five major freeways: the Foothill Freeway (I-210), the San Bernardino Freeway (I-10), the Pomona Freeway (60), the Orange Freeway (I-57), and the San Gabriel River Freeway (I-605). 12 Pitt and Pitt, 1997. 19 Figure 1-1. East San Gabriel Area Map 20 MUNICIPAL SERVICES There are 29 municipal service providers in the MSR area that are local government agencies under LAFCO’s jurisdiction. These providers include the cities, the Consolidated Fire Protection District of Los Angeles County (CFPD), four County Sanitation Districts, nine water districts, a mosquito abatement district, and a vector control district. There are various private providers of street maintenance, park maintenance, and solid waste collection services, in addition to public providers that are not under LAFCO’s jurisdiction. Municipal services are provided to the 13 cities and the unincorporated communities under different service configurations. • Police: Eight cities are served by their own police departments and five cities contract with the County Sheriff for service. • Fire and Paramedic: Two cities are served by their own fire departments and 11 cities are served by the CFPD. • Hospitals: There are general acute care hospitals in six of the cities. • Water Retail: Four cities provide retail water service directly, two cities are served by private water companies, and seven cities are served by a combination of public and private purveyors. • Wastewater Treatment and Disposal: All of the cities are served by County Sanitation Districts, with eight of those cities relying in part on private septic systems. • Wastewater Collection: Six cities maintain their own collection systems, and seven cities rely on the Consolidated Sewer Maintenance District. • Stormwater: Two cities maintain their local storm drains directly, and 11 cities contract with the County Department of Public Works (DPW) for catch basin maintenance and other services. All of the cities rely on the Los Angeles County Flood Control District and the U.S. Army Corps of Engineers for regional flood control facilities. • Street Maintenance: Four cities provide street maintenance services directly. Five cities rely on a combination of direct and contract service provision. Two rely on both private providers and LA County, one relies on private providers only, and one provides street services directly, through County DPW and through private providers. • Street Lighting: Eight cities provide street lighting services directly or in conjunction with Southern California Edison (SCE), three cities rely entirely on SCE for service, and two cities rely on the County. • Park Maintenance: Ten cities provide park maintenance services directly, two cities use both direct and contract service providers, and one does not provide park service. • Recreation: Twelve cities provide recreation services directly, and one city does not provide recreation services. • Library: Five cities provide library services directly, seven cities rely on the County for library services, and one city does not provide library service. • Transit: Five cities provide transit services directly, and the remainder relies on a combination of public and private providers. • Land Use: All 13 cities provide land use and planning services directly. 21 Table 1-2. East San Gabriel service providers Azusa Baldwin Park Claremont Covina Diamond Bar Glendora Industry Public Safety Police Direct Direct Direct Direct LA County Direct LA County Fire & Paramedic LA County LA County LA County LA County LA County LA County LA County Ambulance AMR AMR AMR AMR AMR AMR AMR East Valley Hospital, Hospital None Kaiser Hospital None Citrus Valley Med. Ctr. None Foothill Presbyterian None Utilities Walnut Valley Water District, San Gabriel Valley Water Valley County Water District, Co., Rowland Water District, Valley View Mutual Water Suburban Water Systems, La District, San Gabriel Valley Southern California Water Puente Valley County Water Water Retailers Direct Water Company Co. Direct Walnut Valley Water District Direct District Wastewater Collection Direct LA County DPW Direct Direct LA County DPW LA County DPW LA County DPW Wastewater Treatment CSD 22; Septic CSDs 15 & 22 CSD 21 & Septic CSD 22 & Septic CSD 21 & Septic CSD 22 & Septic CSDs 15, 18 & 21 Wastewater Disposal CSD 22; Septic CSDs 15 & 22 CSD 21 & Septic CSD 22 & Septic CSD 21 & Septic CSD 22 & Septic CSDs 15, 18 & 21 Solid Waste Direct Waste Management Direct Athens Services Waste Management Athens Service City of Industry Disposal Co. Public Works Stormwater Mainenance Direct LA County DPW LA County DPW LA County DPW LA County DPW LA County DPW LA County DPW Street Maintenance Direct Direct & Private Direct & Private Direct Direct & Private Direct LA County & Private Street Lighting Direct Direct & SCE Direct & SCE Direct SCE Direct & SCE DPW Other Services Park Maintenance Direct Direct Direct Direct and Private Direct and Private Direct None Recreation Direct Direct Direct Direct Direct Direct Direct Library Direct LA County LA County Direct LA County Direct None Direct, Foothill Transit Foothill Transit Authority & Foothill Transit Authority & Foothill Transit Authority & Transit Foothill Transit Authority Authority, MTA Pomona Transit Authority Foothill Transit Authority MTA Foothill Transit Authority MTA Land Use Direct Direct Direct Direct Direct Direct Direct 22 La Puente La Verne Pomona San Dimas Walnut West Covina Public Safety Police LA County Direct Direct LA County LA County Direct Fire & Paramedic LA County Direct LA County LA County LA County Direct Ambulance AMR Direct AMR AMR AMR Direct Hospital None None Pomona Valley Hospital San Dimas Community None Citrus Valley Med. Ctr. Utilities La Puente Valley Water Valencia Heights, Suburban District, Suburban Water Water Systems, City of Systems, San Gabriel Water Direct & Southern California Southern California Water Azusa, Walnut Valley Water Water Retailers Co., Rowland Water District Direct Water Co. Co. Walnut Valley Water District District Wastewater Collection LA County DPW Direct Direct LA County DPW LA County DPW Direct Wastewater Treatment CSDs 15 & 21 CSDs 21 & 22; Septic CSD 21 & Septic CSDs 21 & 22; Septic CSDs 21 & 22; Septic CSDs 15, 21 & 22 Wastewater Disposal CSDs 15 & 21 CSDs 21 & 22; Septic Direct, CSD 21 & Septic CSDs 21 & 22; Septic CSDs 21 & 22; Septic CSDs 15, 21 & 22 Solid Waste Valley Vista Services Waste Management Direct Waste Management Waste Management Athens Disposal Public Works Stormwater Mainenance LA County DPW Direct LA County DPW LA County DPW LA County DPW LA County DPW Street Maintenance Direct & LA County Direct Direct Direct LA County & Private Direct Street Lighting SCE Direct Direct Direct & SCE LA County DPW & SCE Direct Other Services Park Maintenance Direct Direct Direct Direct Direct Direct Recreation Direct Direct Direct Direct Direct Direct Library LA County LA County Direct LA County LA County LA County Pomona Valley Transit Pomona Valley Transit Pomona Valley Transit Southland Transit & Foothill Authority & Foothill Transit Authority & Foothill Transit Authority & Foothill Transit Southland Transit & Foothill Transit Transit Authority Authority Authority Authority Foothill Transit Authority Transit Authority Land Use Direct Direct Direct Direct Direct Direct 23 GROWTH AND POPULATION PROJECTIONS This section reviews the residential and commercial populations, the jobs-housing balance, projected growth and growth areas. Residents Table 1-3. Residential Population by Place, 2000 Total MSR Area 932,378 The 2000 Census enumerated 704,012 residents in Cities 704,012 the incorporated cities, and 228,366 in the unincorporated areas. 1 Pomona 150,283 2 West Covina 105,886 Pomona, West Covina and Baldwin Park are the 3 Baldwin Park 76,304 largest residential communities in the MSR area. 4 Diamond Bar 56,543 Pomona had 150,283 residents, West Covina had 5 Glendora 49,665 105,886 residents, and Baldwin Park had 76,304 6 Covina 47,038 residents, according to the 2000 Census. Walnut and 7 Azusa 44,889 Industry have the smallest residential populations 8 La Puente 41,240 among the cities. 9 San Dimas 35,146 10 Claremont 34,333 The unincorporated areas in the MSR area include 11 La Verne 31,774 Hacienda Heights, Rowland Heights, West Puente 12 Walnut 30,132 Valley, Valinda, South San Jose Hills, Avocado 13 Industry 779 Heights, Vincent, Citrus, and Charter Oak. Hacienda Unincorporated Areas 228,366 Heights is the largest unincorporated community in 1 Hacienda Heights CDP 53,122 the MSR area with 53,122 residents in 2000. 2 Rowland Heights CDP 48,553 3 West Puente Valley CDP 22,589 Residents’ average income levels in the MSR area 4 Valinda CDP 21,776 as a whole are 12 percent lower than income levels 5 South San Jose Hills CDP 20,218 countywide. However, the cities vary significantly in 6 Avocado Heights CDP 15,148 residential income levels. Claremont, San Dimas, La 7 Vincent CDP 15,097 Verne, Glendora, Diamond Bar, and Walnut residents enjoy the highest income levels in the area. In Covina, 8 Citrus CDP 10,581 West Covina, and the unincorporated communities of 9 Charter Oak CDP 9,027 Hacienda Heights, Rowland Heights, and Charter Oak residents’ incomes are above-average. Residents in Azusa, Pomona, Baldwin Park, La Puente, Industry, and the unincorporated communities of Citrus, Vincent, Avocado Heights, Valinda, West Puente Valley, and South San Jose Hills have the lowest income levels in the MSR area. Similarly, population density tends to be lower in the foothill communities where residents’ incomes are higher and where there is a greater amount of open space. Population density is highest in Baldwin Park, La Puente, and Covina. 24 Residential Growth Rates Figure 1-4. Annual Population Growth Rates, 2005-25 In both the short-term West Covina 2005-10 2005-25 (2005-2010) and long-term Walnut (2005-2025), growth in the MSR area population is projected to San Dimas occur at a higher rate than Pomona countywide growth. La Verne La Puente Within the MSR area, SCAG projects the fastest growth to Industry occur in San Dimas, the Glendora unincorporated communities, Diamond Bar and La Verne. Minimal growth Covina is anticipated in Claremont and Claremont Industry. Baldwin Park As a result of short-term Azusa growth, San Dimas is expected to Unincorporated become larger than La Puente MSR Area Total and La Verne is expected to LA County become larger than Claremont within the next five years. 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% In the long term, SCAG expects the pace of growth in most of the MSR area to slow. 25 Jobs Figure 1-5. Jobs 2005 & 2025 Between the years 2005 and West Covina 2005 2025 2025, SCAG projects that 71,491 jobs will be created in Walnut the East San Gabriel area. San Dimas Pomona SCAG projects a lower rate of job creation will occur in the La Verne East San Gabriel Valley than La Puente countywide. Industry Glendora The number of jobs created is projected at 12,806 for Diamond Bar Pomona, 6,718 in Covina, and Covina 6,258 in Baldwin Park. Claremont The pace of job creation, or Baldwin Park in other words the job growth Azusa rate, is projected to be fastest in Baldwin Park, Claremont, - 20,000 40,000 60,000 80,000 100,000 Diamond Bar, and Walnut. Job creation is projected to occur most slowly in Industry and La Puente. Jobs-Housing Balance The jobs-housing balance in the MSR area is comparable to the countywide jobs-housing balance. However, the number of jobs per housing unit is expected to grow in the MSR area and to decline countywide. Among the communities in the MSR area, Industry, Covina, Claremont, Glendora, and Pomona had the highest ratio of jobs to housing units in the year 2000. In Industry, there were 663 jobs per housing unit in 2000; whereas, there were 1.3 jobs per housing unit in the MSR area as a whole. In Covina, there were 1.8 jobs per housing unit. In Claremont, there were 1.6 and in Glendora there were 1.5 jobs per housing unit in 2000. Most of the communities in the MSR area are bedroom communities with a relatively low ratio of jobs to housing units. SCAG growth projections indicate job growth in the MSR area is not expected to keep pace with population growth; hence, the East San Gabriel Valley area is expected to increasingly become bedroom communities in the long-term. 26 24-Hour Population Table 1-6. Population Measures, 2005 In addition to residential population Agency/Area Residents Jobs 24-Hour and jobs, this report makes use of a LA County 10,193,317 4,503,683 10,193,317 concept called the 24-hour population in MSR Area 1,015,626 366,727 953,759 order to draw meaningful per capita Unincorporated 255,273 41,655 201,609 comparisons. Azusa 48,783 14,939 43,793 Baldwin Park 82,160 18,667 68,857 The cities and communities in this Claremont 36,677 18,861 38,681 study vary significantly in the relative size Covina 50,298 28,640 55,139 of their respective commercial Diamond Bar 59,667 16,402 52,152 populations. Car accidents and crimes Glendora 53,978 24,895 54,767 happen not only to residents, but also to Industry 796 80,407 61,193 businesses, workers, and commuters. La Puente 43,159 7,725 34,601 Not only residents but also businesses La Verne 34,854 9,260 30,222 require water, wastewater, and Pomona 163,943 51,898 148,449 stormwater services. San Dimas 39,557 15,357 37,957 Walnut 33,059 7,379 27,606 In order to draw meaningful West Covina 113,422 30,642 98,732 comparisons across agencies, and specifically to include cities like Industry in comparisons, the 24-hour population metric was developed for each of the communities.13 The metric is based on the number of residents and jobs in a community, but is calculated taking into consideration that workers spend less time in the jurisdiction than do residents. Because the metric is used only as a denominator for purposes of developing comparable per capita indicators, it must simply be effective at measuring differences between communities in the population served. Hence, for convenience, the metric is calculated by normalizing countywide 24-hour population to the countywide residential population. Table 1-6 provides the three population measures—residents, jobs, and 24-hour population. For communities like Claremont and Glendora with a (nearly) average balance of jobs and residents, the metric is not substantially different from the residential population. But for a community like Industry, the metric is closer to the daytime population for this community than to the residential population. Similarly, for a bedroom community like La Puente, the metric is lower than the residential population, reflecting the reality that most working La Puente residents are not in La Puente much of the time. 13 The 24-hour population is calculated as the sum of a) 2/3 of the residential population, and b) 1/3 of the product of the commercial population multiplied by the countywide ratio of residents to jobs. 27 Growth Areas and Constraints Table 1-7. Growth Areas and Growth Constraints Growth Areas/Opportunities City Residential Commercial/Industrial Growth Constraints Hillside development restrictions; Infill, mixed-use development; Downtown redevelopment; commercial historic preservation; community Azusa Monrovia Nursery corridor development preferences City center redevelopment; conversion Infill, mixed use, conversion from of blighted industrial to commercial; Lack of developable vacant land, need Baldwin Park commercial to residential commercial development along freeways for more open space Infill; mixed-use projects near Metro line & city center; development of Hillside development restrictions, vacant land (Johnson's Pasture & Redevelopment: city center, retail near historic preservation, low-density Claremont Gale Ranch) Gold Line, I-10 Auto Center community preferences Conversion of vacant/underutilized industrial along Metro line to commercial, historic center Lack of vacant developable land, Infill, Mixed-use projects in revitalization, medical cluster west of city community preferences for low-density Covina downtown center and historic preservation of downtown Development of vacant lands; Hillside development density Development of vacant land; commercial & office development south restrictions; community low-density Diamond Bar expansion of SOI to the west of Grand Ave. & Golden Springs Dr. preferences Route 66 Mixed-use and Residential areas, Monrovia Nursery Town Center mixed use, Kaiser Property Hillside development restrictions, medium/high density residential, potential for 250-500 thousand sq. ft. of historic preservation issues in Town Glendora Rain Bird property mixed use commercial Center Foreign Trade Zone, commercial and retail land use; decreased congestion with completion of Alameda Corridor Topography; commuity preference for Industry NA East grade seperation industrial land use Industrial expansion along Old Valley Blvd; commercial development near residential areas; commercial Lack of available undeveloped land; redevelopment along low-density preferences; need for open La Puente Infill; mixed-use in downtown Hacienda/Glendora Corridor space Retail & mixed use in Lordsburg; Hillside development constraints, tree commercial redevelopment along preservation ordinance, ridgeline Foothill Corridor; industrial preservation, wildfire risks, and water Mixed-use along Foothill Corridor, development in South La Verne; Bracket constraints; low density residential & La Verne West La Verne, and Lordsburg Field Airport developments historic preservation Infill of vacant land (5.3% of city's Downtown redevelopment; commercial Environmentaly Significant Areas in area) and Metrolink station areas; node development along commercial Elephant Hill; hillsides to the mixed-use in downtown and corridors; Innovation Village adjacent to northwest and southwest; low-density Pomona commercial corridors Cal-Poly Pomona community preferences Redevelopment:downtown, business Low density community preferences; Infill; development of vacant land; park & light industrial, and retail city-designated rural themes; hillside San Dimas redevelopment development; infill preservation and density limitations Commmunity preference for low- Development of vacant land in Commercial development within retail density residential; hillside Walnut Walnut Hills centers development constraints Infill; mixed-use and multifamily development; recycling of school Central business district development; West Covina lands Eastland regional commercial Lack of available land; housing needs 28 C H A P T E R 2 : P U B L I C S A F E T Y This chapter discusses the provision of public safety services—police, fire and paramedic—in the East San Gabriel area. The section is designed to address questions relating to the efficiency and adequacy of services, the adequacy of infrastructure, and opportunities for sharing facilities and reducing costs. The chapter provides first an overview of the service configuration, a description of the level and type of workload, service quality indicators, facility descriptions, explanation of current and potential regional collaboration between service providers, a discussion of service delivery challenges, and an analysis of potential policy alternatives relevant to the particular service. POLICE SERVICE Eight cities in the MSR area staff independent police departments, while five cities contract with the Los Angeles County Sheriff for service. For the contract cities, the Sheriff provides patrol and criminal investigations as well as dispatch, SWAT, canine services, and temporary holding of arrestees. The Sheriff’s service area includes the five contract cities—Diamond Bar, Walnut, Industry, La Puente, and San Dimas—as well as the unincorporated areas. In addition to the unincorporated areas of Hacienda Heights and Rowland Heights, the Sheriff serves other unincorporated areas around Industry, areas between La Puente and West Covina, territory southeast and north of the city of Covina, and other unincorporated areas in the Foothill cities and Angeles National Forest. The other eight cities in the MSR area provide police services directly. In addition to law enforcement and criminal investigations, the city police departments provide various services including dispatch, SWAT, canine services, and temporary holding of arrestees. All of the direct service providers provide dispatch services directly; for other police services, some of the direct providers use various regional service providers, as depicted in Table 2-2. All of the direct service providers rely on the Sheriff for search and rescue services. The City of Baldwin Park relies on its own jail facilities for temporary holding; the jail is operated by CSI, a private firm. The City of Claremont does not use academy training because all of its officers are hired laterally only after completing academy training. The Sheriff provides regional police services in the MSR area, with crime lab services, long-term jailing, and bomb squad services provided to all of the cities in the MSR area, and search and rescue, canine services, and academy training for a majority of cities. Regional training providers for agencies in the MSR area include the San Bernardino County Sheriff's Academy and the Rio Hondo Police Academy, which is associated with the Rio Hondo Community College. Three law enforcement agencies in the MSR area are members of the Foothill Air Support Team (FAST) shared helicopter service provide by the City of Pasadena, two cities contract with the City of El Monte, and others receive services from Los Angeles County. 29 Figure 2-1. Public Safety Facilities Map Camp 19 CO SIERRA MADRE MONROVIA PASADENA Camp BRADB C U O RY AZUSA COCFPD GLENDORA 17 DUARTE CFPD 97 CFPD CFPD LA VERNE ARCADIA 32 151 CFPD FS 62 CO CO 210 86 2210 CFPDCO CO IRWINDALE CFPD 102 CLAREMONT 85 CFPD FS COC C O O TEMPLE CITY CO CF 2 P 9 D FS C 1 F 5 P 2 D COV C IN F A PD C 1 F 5 P 3 D SAN DIMAS 64 1 C 1 F 8 P 6 D CFPD SAN GABRIEL 3 154 CFPD 101 ROSEMEAD EL MONTE BALDWIN PARK 10 FS FS 141 CFPD CFPD CFPD CO 1 2 184 182 183 CO WEST COVINA POMONA CFPD CO SOUTH EL MONTE CFPD FS CFPD CFPD 181 87 CFPD 4 146 187 CFPD CFPD LA PUE 2 N 6 TE CO C W FP A D LNUT CFPD 188 185 121 CFPD 61 INDUSTRY PICO RIVERA CFPD 43 CFPD CFPD 91 118 CFPD 60 120 DIAMOND BAR CO 145 CFPD 57 119 WHITTIER LA HABRA HEIGHTS SANTA FE SPRINGS CO CO CO Legend East San Gabriel MSR Area Roads, Thomas Bros. Consolidated Fire Protection District Stations and Camps Public Safety Facilities Other Fire Stations Police Stations Sheriff Stations Hospitals 1:200,000 LAFCO Sheriff Satelite Station Miles MSR Boundary 0 1.25 2.5 5 April 22, 2005 30 Table 2-2. Police Service Configuration Search & Canine Temporary Service Area Patrol Dispatch Training SWAT Air Support Rescue Services Holding Azusa Direct Direct NP Sheriff FAST Sheriff Sheriff Direct Baldwin Park Direct Direct Sheriff Sheriff El Monte Sheriff Direct Direct/Private Claremont Direct Direct None Sheriff Sheriff Sheriff Sheriff Direct Covina Direct Direct Rio Hondo Academy Sheriff FAST Sheriff Direct Direct Diamond Bar Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Glendora Direct Direct Sheriff Direct Sheriff Sheriff Direct Direct Industry Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff La Puente Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff La Verne Direct Direct Sheriff Sheriff El Monte Sheriff Sheriff Direct San Bernardino Sheriff, Rio Hondo Pomona Direct Direct Academy Direct Direct Sheriff Direct Direct San Dimas Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Walnut Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff West Covina Direct Direct Rio Hondo Academy Direct FAST Sheriff Direct Direct Unincorporated Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff Sheriff 31 SERVICE DEMAND The demand for service is related to the size of the population, the size of the area being policed as well as crime levels. Calls for Service Figure 2-3. Police Service Calls Per Capita, 2003 In 2003, there were approximately 494,000 total calls Unincorporated for service in the MSR area. West Covina Walnut The volume of service calls per capita was highest in San Dimas Pomona, Covina, and West Pomona Covina. The service call volume was lowest in Baldwin Park, La Verne Industry, and Diamond Bar. The La Puente number of service calls per capita Industry is depicted in Figure 2-3.14 Glendora In the jurisdictions reporting Diamond Bar detailed information on service calls, the majority (75 percent) of Covina calls for service were non- Claremont emergency and routine calls, such Baldwin Park as filing traffic incident reports. About 14 percent of the calls for Azusa service were 911 calls; however, MSR Area some of the 911 calls involve situations that are not - 500 1,000 1,500 emergencies. Hence, the proportion of service calls that represent actual emergencies is lower than 14 percent. The proportion of service volume that involved 911 calls varied across jurisdictions. In Walnut, very few service calls are 911 calls; whereas, in La Puente and the unincorporated areas served by the Sheriff stations, a much higher share of service calls were received as 911 calls. Citations and Arrests There were a total of 128,096 citations issued in the MSR area in 2003, according to the local agencies. Citations involve the issuance of tickets for moving violations, parking violations, failure to wear a safety belt, pedestrian jaywalking, and, among other violations. 14 2003 service calls were reported by the agencies. Service calls per capita is calculated as the number of service calls per 1,000 people, based on the 2003 24-hour population. For discussion of the 24-hour population metric, please refer to Chapter 1. Azusa did not respond to the LAFCO Request for Information on police services. 32 In the MSR area as a whole, there were 139 citations issued per 1,000 people. Claremont, La Verne, and Diamond Bar issued a relatively large number of citations on a per capita basis. The number of citations issued per capita in the unincorporated areas, Azusa, and Covina was relatively low by comparison. Figure 2-4. Citations, Arrests, and Crimes per Capita There were a total of Service Calls Citations per Arrests per FBI Crimes 33,330 arrests made in the Service Area per 1,000 1,000 1,000 per 10,000 MSR area cities in 2003, MSR Area 5 35 139 46 354 according to the California Azusa NP 87 45 389 Attorney General’s statistics. Baldwin Park 2 00 129 36 294 Nearly two-thirds of the Claremont 5 81 529 70 316 arrests were related to Covina 8 39 82 60 420 misdemeanor offenses, and one-third of the arrests Diamond Bar 2 64 227 11 197 involved felony offenses. Glendora 3 51 126 26 250 Industry 2 14 104 25 297 Overall, there were 46 La Puente 3 90 217 55 318 arrests made in 2003 per 1,000 La Verne 5 23 283 49 298 people in the MSR area. By Pomona 1,300 146 44 467 comparison, there were 36 San Dimas 3 43 118 22 270 arrests made countywide per Walnut 3 40 121 13 206 1,000 people in 2003. West Covina 7 78 190 38 471 The arrest rate was Unincorporated 2 96 24 27 NA highest in Claremont, Covina, Notes: La Puente, and Azusa. Arrest (1) 2003 citations were provided by the agencies. rates were lowest in Walnut, (2) 2003 arrests and FBI Index Crimes were provided by the California Glendora, San Dimas, and Attorney General's Law Enforcement Information Center. Industry. (3) Population reflects the 24-hour population. Serious Crime Serious crime—FBI Crime Index15 offenses—has generally decreased in the last decade countywide and in the MSR area, but has increased slightly in the past few years.16 Previously, from 1983 to 1991, crime had been increasing throughout the State. The crime rate decline is associated with a steep short-term decline in violent juvenile and youth crime, particularly in large cities. A study by the California Attorney General’s Office argues that violent periods tend to occur when gang-controlled illegal substances are in high demand.17 This study notes that 15 Both the FBI and the California Attorney General’s Office have suspended the used of the FBI Crime Index. The index is currently being redefined in order to represent a more robust depiction of crime in the US and California. U.S. Department of Justice, 2004. 16 FBI Crime Index offenses include murder, rape, robbery, aggravated assault, burglary, larceny, motor vehicle theft, and simple assault. 17 Marowitz, 2000. 33 community policing, crime mapping and increased incarceration rates have also contributed to declining crime rates. Figure 2-5. FBI Crime Index Offenses, 1994-2004 The declining trend in 50,000 serious crime has occurred throughout the MSR area. 40,000 Similarly, the recent slight increase in serious crime has 30,000 also occurred in the cities in the MSR area. 20,000 The crime rate reflects 10,000 the ratio of FBI Crime Index 0 offenses (serious felony crimes) per capita, and is 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 expressed as crimes per 10,000 population. Figure 2-6. FBI Crime Index Rate, 2003 Crime rates in the MSR area are relatively low, compared to the countywide crime rate. In the MSR area cities, the 2003 FBI crime index rate was 354. By comparison, the countywide crime rate was 402, which is 13 percent higher than the crime rate in the MSR area. Throughout the MSR area, serious crime rates are significantly lower than the countywide average. However, the West Covina crime rate (471) and Pomona crime rate (467) are much higher compared to the countywide average (407). Although serious crime is generally lower in the MSR area than countywide, certain communities have higher crime rates than others. Serious crime rates are highest in Pomona, Covina, Azusa, and West Covina. Diamond Bar, Walnut, and Glendora have the lowest serious crime rates in the MSR area. 34 semirC xednI IBF MSR Area Cities Countywide Unincorporated West Covina Walnut San Dimas Pomona La Verne La Puente Industry Glendora Diamond Bar Covina Claremont Baldwin Park Azusa MSR Area Countywide - 100 200 300 400 500 INFRASTRUCTURE NEEDS OR DEFICIENCIES In the context of police service, infrastructure needs signify facilities that do not provide adequate capacity to accommodate current or projected demand for service for the region as a whole or for the jurisdictions within the region. Most of the law enforcement agencies provide service from a single facility where headquarters, patrol, crime lab and temporary holding facilities are located. The County Sheriff operates multiple facilities in the MSR area. The police departments provided the facility age and an assessment of each facility’s condition and deficiencies. Table 2-7 provides a summary of each facility’s age, condition and deficiencies, as well as the police department’s assessment of its infrastructure needs. Table 2-7. Police Facility Conditions, Needs and Deficiencies Year Service Built/ Provider Facility Name Condition Acquired Infrastructure Deficiencies Infrastructure Needs Azusa Azusa Police Department Good 1999None None Facility is Too Small, need Modernization of evidence facility, Baldwin Park Baldwin Park City Hall Fair 1978improvements to dispatch vehicles, electronic equipment Entire PD is experiencing Claremont Claremont Police Department Poor 1970'sdeficiencies NP The department has outgrown its facility, need dispatch Covina Covina Police Department Fair 1975improvements Need new facility Expansion of existing facility, Glendora Glendora Police Department Good 1966None physical fitness facility Need newer technology to maintain La Verne La Verne Police Department Fair 1980None operability with others Department facility and dispatch system are in need of Pomona Pomona Police Department Poor 1962upgrade/replacement New facilities & dispatch system Yes. Department is in need of a West Covina West Covina Police Department Fair 1967new or expanded station New station upgrade/replacement Walnut/Diamond Bar Station Good 1987None None Diamond Bar Service Station Good 1999None None Rowland Heights Asian Community Center Good 1995NP NP Dispatch technology is outdated, County Sheriff facility is too small and currently Facility expansion and updated uses nearby trailers for additional dispatch technology, remediation of Industry Station Fair 1963space fuel-contaminated soil Bassett Community Service Center NP NPNP NP The station and equipment is Replacement of station, vehicle San Dimas Station Poor 1958outdated. service building, and parking lot SERVICE STANDARDS There are no established standards for law enforcement agencies relating to emergency response times, crime clearance rates, patrol staffing levels, or citizen satisfaction levels. Voluntary accreditation programs establish standards for law enforcement agencies as well as crime laboratories. In the arenas of police training and selection, there are clear standards for California law enforcement agencies. 35 General The Commission on Accreditation for Law Enforcement Agencies (CALEA) is a national organization that functions as an independent accrediting authority. Law enforcement agencies may voluntarily choose to apply for CALEA accreditation. CALEA offers an accreditation program as well as a law enforcement recognition program in which the agency is required to meet a more modest list of standards. CALEA law enforcement accreditation does not require the law enforcement agency to meet specific benchmarks in terms of response time, staffing levels or crime clearance rates. CALEA accreditation requires the police service provider to pass inspection and to meet dozens of requirements such as annual documented performance evaluation of each employee, investigation of all complaints against the agency and its employees, and annual review of allocation and distribution of personnel. None of the service providers in the MSR area is accredited by CALEA. Although the Los Angeles County Sheriff has not opted to pursue CALEA accreditation, the Sheriff Contract Law Enforcement Bureau does conduct annual documented performance evaluation of each employee, investigates all formal complaints against the agency and its employees, and annually reviews the allocation and distribution of personnel. In the MSR area, the Sheriff is in compliance with CALEA accreditation standards. The California Peace Officers Association has developed sample law enforcement agency policies on use of force, use of safety belts, review of complaints about personnel, fitness for duty evaluations, and law enforcement values. For example, the sample policy on conduct review states, “it should be standard practice for all law enforcement agencies to conduct comprehensive and thorough investigations into any allegation of misconduct or substandard service, whether such allegations are from citizen complaints or internally generated.”18 Hence, policies relating to ethics and evaluation standards are readily available to law enforcement agencies. The Los Angeles County Sheriff maintains written policies on use of force, use of safety belts, review of complaints about personnel, fitness for duty evaluations, and law enforcement values, among other issues.19 Hence, the Sheriff abides by CPOA standards in the East San Gabriel area and throughout its larger service area. Crime Laboratories Crime laboratory standards are established by the American Society of Crime Laboratory Directors—Laboratory Accreditation Board (ASCLD/LAB). Accreditation is a voluntary program whereby a lab is inspected to determine whether the lab’s polices, procedures, staff, physical plant, and work product meet published peer-based standards.20 The accredited Los Angeles County Sheriff laboratory serves all law enforcement agencies in the MSR area. 18 California Peace Officers Association, 2004. 19 Interview with County Sheriff Contract Law Enforcement Bureau Lt. Richard Mouwen, 2004. 20 Three states—New York, Oklahoma and Texas—require accreditation of all crime laboratories, California does not. 36 Training The California Commission on Peace Officer Standards and Training (POST) has developed standards for the testing and selection of police officer applicants as well as the training of police officers, dispatchers and detectives. All of the cities in the MSR area and the Los Angeles County Sheriff conduct training to POST standards. SERVICE ADEQUACY Crime clearance rates, response time for serious crimes in progress, patrol staffing, complaints and awards are potential benchmark indicators. Table 2-8. FBI Index Crime Clearance Rates, 2000-2002 Crime Clearance Rates West Covina 21% Walnut 16% The effectiveness of a law enforcement San Dimas 22% agency can be gauged by many factors, Pomona 15% including serious crime clearance rates, or the La Verne 20% proportion of serious (FBI) crimes that are La Puente 23% solved. Again, however, there are no clear-cut Industry 23% standards or guidelines on the proportion Glendora 24% that should be solved. Diamond Bar 15% Covina 22% The median jurisdiction in the MSR area Claremont 14% cleared 19 percent of serious crimes between Baldwin Park 17% 2001 and 2003. Cleared crimes refer to Azusa 11% serious (FBI Crime Index) offenses for which MSR Area 19% at least one person was arrested, charged with Countywide 21% the offense, and turned over to the 0% 10% 20% 30% appropriate court for prosecution. Law enforcement agencies may also clear crimes when the offender dies, the victim refuses to cooperate, or extradition is denied, by reporting clearance by exceptional means to the FBI. Relatively low crime clearance rates were reported in Azusa, Pomona, Claremont, and Diamond Bar. The cities of Glendora, Industry, La Puente, and San Dimas had relatively high crime clearance rates. Response Times Although police response times for serious crimes in progress are an important indicator of service adequacy, there are not clear standards as to what that response time should be. Police response times were traditionally used to measure effectiveness. However, more recent research indicates that response time does not have a significant effect on crime-solving, because most crimes are “cold” crimes and victims do not tend to call police immediately after the crime is committed. The modern approach to response time—differential response—is to ensure quick response to serious crimes (Priority 1) in progress, when there are opportunities to save a victim and/or to 37 apprehend the criminal, and to inform lower-priority callers that response time may be lengthy. Experiments indicate that differential response leads to both citizen and officer satisfaction.21 Figure 2-9. Police Response Times, 2003 The median jurisdiction’s average Priority One response time to serious crimes in Average progress was four minutes and 50 seconds Response in 2003. Service Area Time MSR Area Median 4:50 La Verne, unincorporated areas served La Verne 3:00 by the Sheriff’s San Dimas station, and Uninc. San Dimas 3:22 Covina reported the fastest response times Covina 3:30 to serious crimes. La Verne attributed its rapid response times to the high number La Puente 3:46 of officers per capita and its smaller Claremont 3:57 service area compared to the County. Industry 4:18 Similarly, Covina attributed its rapid Pomona 4:40 response times to its small service area. In Uninc. Industry 5:00 the case of Azusa and Glendora, the Walnut 5:04 departments were unable to provide an Uninc. Walnut/Diamond 5:14 average response time. Diamond Bar 5:20 Response times in Baldwin Park, West San Dimas 6:11 Covina, and San Dimas were longer than West Covina 6:12 in other jurisdictions. Baldwin Park’s Baldwin Park 9:45 average response time is based on a Glendora NP sample of Priority One calls, and therefore Azusa NP may explain its high response time in comparison with other agencies. Additionally, Baldwin Park explained that staffing levels have not kept up with growth in service demand, which may be another factor explaining its longer response times. In the case of San Dimas, there may be issues relating to access to hillside areas. West Covina mentioned problems accessing southern areas of the city. 21 Walker and Katz, 2002. 38 Staffing Some jurisdictions point to the ratio of sworn officers to residents as an important indicator of police service level. No established State or national standards for police staffing levels were identified. Each city contracts for a particular staffing level. Figure 2-10. Sworn Staffing per 1,000 Population, FY 03-04 There are 1,066 sworn officers serving the Per 1,000 MSR area. There are 1.1 sworn officers per 1,000 # Sworn Pop people in the service area.22 MSR Area Total 1,066 1.1 Azusa 61 1.41 The sworn staffing level per capita is highest in Baldwin Park 75 1.11 La Verne and Azusa, and lowest in Glendora, Claremont 40 1.05 Claremont, and Covina. Covina 58 1.07 Sworn staffing per capita at the Sheriff’s Glendora 52 0.96 contract cities cannot be calculated in a form La Verne 48 1.62 comparable to the cities with independent police Pomona 180 1.23 departments. Each of these cities contracts for a West Covina 124 1.27 specific staffing level involving patrol and traffic deputies, with contract service payments calculated Sheriff Service Area 428 1.0 to include other sworn staffing such as detectives and supervisory staff. The contracted staffing level is not directly comparable to the total for the Sheriff station service area or to staffing per capita in jurisdictions that provide police services directly. Among the Sheriff contract cities, San Dimas contracts for the highest staffing service level on a per capita basis, and Diamond Bar contracts for the lowest staffing service level on a per capita basis. Distinguished Service and Complaints Several jurisdictions reported that they had received the following awards or commendations for distinguished service: • Covina was one of 82 agencies nationwide selected to participate in a DARE study. • West Covina earned the Foundation for Improvement of Justice award in 1999. • West Covina has also been awarded a YWCA Women of Achievement award for serving as advocates for victims of domestic violence. 22 Sworn staffing per capita is calculated as the sworn staffing level in FY 03-04 divided by the 2004 24-hour population (in 1,000s). 39 Figure 2-11. Annual Police-Related Complaints Most of the police service providers reported the Complaints number of complaints received annually. Complaints Azusa NP may be initiated by citizens or by fellow officers. Baldwin Park 4 Complaints may involve improper use of force, Claremont 12 demeanor, failure to maintain confidentiality, or other issues. Each of the law enforcement agencies reported Covina 1 that it conducts investigations of serious complaints. Glendora 3 La Verne 10 Among the smaller police departments, there may be Pomona 70 difficulties in conducting impartial investigations of West Covina 12 officer complaints due to camaraderie between the investigator and the officer being investigated, and the Sheriff Stations past and future working relationship between the Walnut/Diamond Bar 78 investigator and the officer investigated. Industry Station 120 San Dimas Station 76 SERVICE CHALLENGES Most of the jurisdictions cited financing constraints as a service challenge. In particular, many of the law enforcement agencies raised concerns about available financing in light of state budget pressures. Several jurisdictions indicated that they had reduced staffing, had frozen staff positions, or had refocused efforts on core responsibilities as a result of budget pressures. In addition, several logistical challenges were raised in providing effective law enforcement service in the MSR area: • Claremont: Hillside areas have longer response times due to the geographic isolation from the remainder of the community. • Covina: The department would face serious service constraints if the City were to expand its service area. • West Covina: Remote areas in the southern tip of the City and along hillsides provide challenges to keeping response times low. • Sheriff Walnut/Diamond Bar Station: Population expansion in the coming years will result in the need for enhanced facilities and staffing levels. • Sheriff Industry Station: Increased high density housing in the service area is resulting in greater demand for law enforcement. Winding roads and lack of street lights in Hacienda Heights creates difficulties in providing services. Additionally, major street construction in Industry is causing delays in response times. As discussed earlier in this chapter, a number of the jurisdictions reported challenges relating to outdated dispatch technology. Another dispatch-related issue involves the routing of 911 calls from cellular phones. Most service calls on the freeway are made via cellular phone. Calls from cellular phones are difficult to locate and are received by the California Highway Patrol rather than local agencies. By 2006, new cellular telephones are expected to be equipped with GPS, allowing most 911 calls from cellular phones to be dispatched directly to the locale. This will require new dispatch technology. 40 REGIONAL COLLABORATION The law enforcement agencies within the MSR area are already collaborating in a number of areas through contract service arrangements, mutual aid, JPAs, and regional task forces. The departments cited these regional collaboration efforts as offering services that they could not otherwise afford and as examples of management efficiencies. Figure 2-12. Police Regional Collaboration Activities Helicopter: member of Foothill Air Support Team, Narcotics: member of LA IMPACT, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs, Auto Theft: member of a taskforce for regional auto theft prevention, Azusa Mutual Aid: member of mutual aid Area C. Helicopter: Contracts with El Monte PD. Narcotics: member of regional taskforces HIDTA (high-intensity drug trafficking areas) and LA IMPACT Baldwin Park Auto Theft: membert of regional task force (TRAP). Claremont Narcotics: member of regional taskforce (LA IMPACT) Helicopter: member of FAST shared helicopter program Covina Narcotics: member of regional taskforce (LA IMPACT) Glendora Auto Theft: membert of regional task force (TRAP) Helicopter: Contracts with El Monte PD. Narcotics: member of regional taskforceLA IMPACT La Verne Auto Theft: membert of regional task force (TRAP). Pomona Narcotics: member of regional taskforce (LA IMPACT) Helicopter: Contracts with FAST helicopter transport Narcotics: member of regional taskforceLA IMPACT West Covina Auto Theft: membert of regional task force (TRAP). Sheriff Service Area Walnut/Diamond Bar Station Mutual Aid: Member Industry Station Mutual Aid: member San Dimas Station Mutual Aid: member Opportunities The police departments identified a number of opportunities for sharing not only facilities but also more extensive approaches to regional collaboration. • Dispatch: Although there are clear economies of scale in dispatch, the individual law enforcement agencies are generally providing their own dispatch services. Staffing levels and redundant equipment costs could be reduced through regionalized efforts. • SWAT: Regionalization of SWAT could reduce training and management costs, and potentially enhance service by standardizing response and providing economies of scale in purchasing and training. Monrovia, Arcadia and Glendora are forming the Foothill Regional Tactical Team, a joint unit to provide SWAT missions in the three participating cities. • Jail: A regional jail facility for the San Gabriel Valley could benefit participating agencies. 41 • Parking Enforcement: A regional approach to parking enforcement could enhance efficiency, such as the approach used in the Las Virgenes area where Calabasas administers a parking citation program for three other cities. • Internal Affairs: Shared investigators for Internal Affairs cases may promote impartiality and camaraderie. • Probation: There is potential for collaboration with probation and parole officers. POLICY ALTERNATIVES There are no potential major changes in law enforcement provision in the MSR area. FIRE AND PARAMEDIC SERVICE The majority of fire, emergency medical, and fire inspection services in the MSR area are provided by the Consolidated Fire Protection District of Los Angeles County. Other service providers are the West Covina and La Verne Fire Departments and the U.S. Forest Service. American Medical Response is the provider of ambulance services for eleven of the cities and the unincorporated areas. West Covina has recently begun to provide ambulance transport service directly and the City of Pomona receives ambulance service from Cole-Schaffer Ambulance. Table 2-13. Fire Service Providers There are fire hazards within the MSR area in the foothills CFPD and mountainous areas of the Angeles National Forest, where Direct Contract severe fire hazards exist during dry weather. The wildland Providers Cities interface areas in the cities and county areas that border the forest La Verne Azusa are increasing as more people are building homes in the foothills. West Covina Baldwin Park Wildland interface areas are where structures and other human Claremont development meet or intermingle with undeveloped wildland or vegetative fuel. Access to structures in and around the Angeles Covina National Forest is difficult as many of the structures are a long Diamond Bar distance from fire resources and facilities. Glendora Industry Hazardous materials (haz-mat) incidents receive two types of La Puente response. First responders are the initial unit deployed, and serve to stabilize the situation. Second responders are responsible for Pomona supervising the clean-up and site mitigation measures. Those San Dimas cities that are direct providers of fire service provide first- Walnut responder haz-mat service either directly of through aid agreements. All of the cities in the MSR area contract with CFPD for second-responder haz-mat service. County Fire and Building Codes require standards for construction of all buildings and structures in the unincorporated areas. Similar Fire and Building Code standards are required from cities in their service areas. 42 La Verne The La Verne Fire Department is the primary provider of fire suppression, emergency medical, and ambulance transport service in the City of La Verne. The CFPD provides second-responder response, air rescue, and ambulance helicopter service per mutual aid request. La Verne also relies on CFPD and the US Forest Service for fire suppression helicopter service per mutual aid request. All 911 calls are received at the La Verne Police Department dispatch center. Once that call has been determined to be fire or medical emergency related, it is passed off to the fire service dispatcher for the dispatch of fire personnel to the incident. West Covina The West Covina Fire Department is the primary provider of fire suppression, emergency medical, and ambulance transport service in the City of West Covina. Hazardous materials response is provided directly and by the CFPD per Mutual Aid agreement for larger spills. The City contracts with Mercy Air for air ambulance helicopter service. The City receives fire suppression helicopter service per mutual aid agreement with CFPD. All 911 calls are received at the West Covina Communications center. Once that call has been determined to be fire or medical emergency related, it is passed off to the fire service dispatcher for the dispatch of fire personnel to the incident. Consolidated Fire Protection District The CFPD Divisions II and VIII (Battalions 2, 12, 15, 16, and 19) carry primary responsibility for fire and emergency medical service in the unincorporated areas and eleven cities in the MSR area. The eleven cities served by the CFPD and the unincorporated areas lie within the boundary of the CFPD, with services financed primarily through property taxes. The wildland camp provides brush fire suppression, sandbagging, control burns, maintenance of motorways and other manual labor. Specialized services like hazardous materials, air rescue helicopter, air ambulance helicopter, and fire suppression helicopter are provided by the CFPD centrally. A helicopter responds to heavy trauma incidents when street congestion precludes timely response by ground-based units. 911 phone calls are dispatched by the CFPD Command and Control facility in Los Angeles. The California Highway Patrol provides initial dispatch of cell phone 911 calls; CHP dispatches law enforcement related calls to Sheriff Stations and dispatches fire and emergency medical calls to the CFPD Command and Control facility. 43 SERVICE DEMAND Figure 2-14. Incidents per Capita (1,000), 2004 CFPD (Unincorporated) 57.21 There were 56,632 calls for fire and West Covina 58.52 paramedic service in the MSR area in 2004. In Walnut 25.54 other words, there were 155 service calls San Dimas 45.08 throughout the MSR area on an average day. Pomona 59.85 Most of the La Verne 74.31 incidents (74 percent) La Puente 47.50 in the MSR cities were medical emergencies. Industry 24.01 Fires, fire alarms, and hazardous materials Glendora 41.29 calls accounted for 13 percent of the call Diamond Bar 34.18 volume. Other calls, including non- Covina 49.40 emergencies, accounted for 15 percent of Claremont 49.69 service demand. Baldwin Park 43.69 Although the largest number of Azusa 46.45 incidents occurred in Pomona and the 0 20 40 60 80 smallest number occurred in Walnut, this is not surprising since Pomona is the largest city and Walnut is the smallest city in the MSR area. By comparing the incident counts on a per capita basis, La Verne, Pomona, and West Covina have the largest volume of service calls on a per capita basis.23 On the other hand, service calls per capita were lowest in Walnut, Industry, and Diamond Bar. The volume of service demand may vary between jurisdictions based on age, access to primary health care, visitor counts, and freeway miles within the agency’s boundaries. Also, proximity to forested areas may also contribute to fire service demand, especially in areas where residential meets natural areas. 23 In 2004, incidents per capita is calculated as the ratio of total calls for fire and paramedic services (less false alarms and calls not requiring fire and paramedic services) to the 24-hour population (in 1,000s). 44 FACILITIES Table 2-15. Fire Stations Built/ Fire Facilitlies Location Acquired Condition Staff per Shift Apparatus Azusa 1 Captain 2 Firefighters 1 Engine No. 32 Azusa 1961 Fair 3 Firefighter/Paramedics 1 Squad Car 1 Captain 1 Engine No. 97 Azusa 1956 Fair 3 Firefighters 1 Patrol Baldwin Park 2 Captains 1 Engine 4 Firefighters 1 Squad No. 29 Baldwin Park 1965 Fair 3 Firefighter/Paramedics 1 Quint Claremont 1 Captain 1 Firefighter No. 62 Claremont 1992 Good 1 Firefighter/ Paramedic 1 Assessment Engine 1 Captain 1 Firefighter 1 Engine No. 101 Claremont 1980 Fair 3 Firefighters/ Paramedics 1 Squad 1 Captain 1 Engine No. 102 Claremont 1958 Fair 2 Firefighters Covina 1 Captain 1 Firefighter No. 152 Covina 1958 Fair 1 Firefighter/Paramedic 1 Assessment Engine 1 Captain 2 Firefighters No. 153 Covina 1961 Fair 1 Firefighter/Paramedic 1 Assessment Quint 1 Battalion Chief 1 Assistant Fire Chief 1 Assessment Engine 1 Captain 1 Squad 1 Firefighter 1 Utility Vehicle 3 Firefighters/Paramedics 1 1 Battalion Chief Vehicle No. 154 Covina 1974 Fair Utility Driver 1 Assistant Chief Vehicle Diamond Bar Battalion Chief 1 Assessment Engine Captain 1 Patrol 2 Firefighters 1 Utility Vehicle No. 120 Diamond Bar 1968 Fair 1 Firefighter/Paramedic 1 Battalion Chief Vehicle 1 Captain No. 121 Diamond Bar 1989 Good 2 Firefighters 1 Engine ** Table 2-15 reflects staffing by occupation, but not by detailed position level. The MSR does not review staffing at the detailed position level as position definitions vary across agencies. The Fire Fighter category in Table 2-15 includes the CFPD position of Fire Fighter as well as the position of Fire Fighter Specialist. 45 Built/ Fire Facilitlies Location Acquired Condition Staff per Shift Apparatus Glendora 1 Captain 1 Engine No. 85 Glendora 1962 Fair 4 Firefighters 1 Emergency Support Team 2 Captains 1 Engine No. 86 Glendora 1965 Fair 5 Firefighters 1 Truck 1 Captain 1 Firefighter 1 Engine No. 151 Glendora 1965 Fair 3 Firefighters/Paramedics 1 Squad Industry 1 Captain No. 87 Industry 1959 Fair 3 Firefighters 1 Engine Deputy Fire Chief 1 Engine 2 Captains 1 Squad 4 Firefighters 1 Truck No. 118 Industry 1998 Good 3 Firefighters/Paramedics 1 Deputy Chief Vehicle La Puente Captain 2 Firefighters 1 Engine No. 26 La Puente 1965 Fair 3 Firefighters/paramedics 1 Squad 2 Captains Engine No. 43 Industry 1963 Fair 7 Firefighters HazMat Squad La Verne 1 Batallion Chief 2 Type-1 Engines 1 Captain 1 Aerial Ladder Truck 1 Engineer 1 Ambulance No. 1 La Verne 1980 Fair 3 Firefighter/Paramedics 1 Command Vehicle 1 Captain 2 Engines 1 Engineer 1 Ambulance No. 2 La Verne 1975 Good 3 Firefighter/Paramedics 1 Utility Vehicle No. 3 La Verne NA NA NA NA Pomona 1 Battalion Chief 1 Assistant Fire Chief 1 Quint 1 Captain 1 Utility Vehicle 3 Firefighters 1 Battalion Chief Vehicle No. 181 Pomona 1963 Fair 1 Utility Driver 1 Assistant Chief Vehicle 1 Captain 1 Firefighter 1 Engine No. 182 Pomona 1962 Good 3 Firefighter/Paramedics 1 Squad 1 Captain No.183 Pomona 1954 Good 2 Firefighters 1 Assessment Engine 1 Captain No. 184 Pomona 1956 Fair 2 Firefighters 1 Engine 1 Captain 1 Firefighter 1 Engine No. 185 Pomona 1962 Fair 3 Firefighter/Paramedics 1 Squad 1 Captain No. 186 Pomona 1964 Fair 2 Firefighters 1 Engine 1 Captain 3 Firefighters 1 Quint No. 187 Pomona 1979 Fair 1 Utility Driver 1 Utility Vehicle 1 Captain No. 188 Pomona 1981 Fair 2 Firefighters 1 Engine ** Table 2-15 reflects staffing by occupation, but not by detailed position level. The MSR does not review staffing at the detailed position level as position definitions vary across agencies. The Fire Fighter category in Table 2-15 includes the CFPD position of Fire Fighter as well as the position of Fire Fighter Specialist. 46 Built/ Fire Facilitlies Location Acquired Condition Staff per Shift Apparatus San Dimas 1 Battalion Chief 2 Captains 2 Engines 3 Firefighters 1 Squad 3 Firefighters/paramedics 1 Utility Vehicle No. 64 San Dimas 1992 Good 1 utility driver 1 Battalion Chief Vehicle 1 Captain No. 141 San Dimas 1973 Good 2 Firefighters 1 Engine Walnut 1 Captain 1 Firefighter 1 Engine No. 61 Walnut 1984 Good 3 Firefighter/paramedics 1 Squad 1 Captain No. 146 Walnut 1969 Good 2 Firefighters 1 Engine West Covina 1 Captain 1 Engineer No. 1 West Covina 1950's Fair 2 Firefighters/ Paramedics 1 Engine 1 Captain 1 Engineer No. 2 West Covina 1994 Good 2 Firefighters/ Paramedics 1 Engine 1 Captain 1 Engineer No. 3 West Covina 1960's Fair 2 Firefighters/ Paramedics 1 Engine 1 Captain 1 Engineer No. 4 West Covina 1980 Good 2 Firefighters/ Paramedics 1 Engine 1 Captain 1 Engineer No. 5 West Covina 1980's Good 2 Firefighters/ Paramedics 1 Engine CFPD (Unincorporated) 1 Captain 2 Firefighters 1 Assessment Engine No. 91 Hacienda Heights 1959 Fair 1 Firefighter/Paramedics 1 Patrol 1 Engine 1 Battalion Chief 1 Emergency Support Team 1 Captain 1 Utility Vehicle No. 145 Rowland Heights 1974 Fair 4 Firefighters 1 Battalion Chief Vehicle 1 Captain 1 Firefighter 1 Engine No. 119 Rowland Heights 1986 Good 3 Firefighter/paramedics 1 Squad 2 Captains 12 Firefighters 2 Trucks Camp 19 Unincorporated NA Fair 125 Inmates 6 Crew Buses ** Table 2-15 reflects staffing by occupation, but not by detailed position level. The MSR does not review staffing at the detailed position level as position definitions vary across agencies. The Fire Fighter category in Table 2-15 includes the CFPD position of Fire Fighter as well as the position of Fire Fighter Specialist. There are currently 41 fire stations, one wildland fire suppression camp, and one fire station being planned in the East San Gabriel MSR area. All 41 fire stations are classified as in either good or fair condition by their agencies. Among those classified as in fair condition, seven are housed in buildings that were built before 1960. 47 The City of La Verne Fire Department currently has plans to construct a new fire station which would relieve facility strains on Fire Station No. 1, jointly used by the police department. The Fire Department has requested funding to locate a potential site for Fire Station No. 3 in northern La Verne. Construction of the station is a joint project between the La Verne Police Department and the U.S. Fire Service. There is a growing need for new fire facilities in the City since the completion of the 210 Freeway. The City estimates that the alarm volume has increased by nearly 100 calls per year since the completion of the Freeway.24 Additionally, increasing construction of homes in wildland-urban interfaces is resulting in growing danger of structure fires in the Foothills. CFPD facilities in other Foothill cities are also facing this challenge. There is one wildland fire suppression camp located in the MSR area. Camp 19 is located near Azusa, is owned by the CFPD, and is in fair condition. Two captains, twelve fire fighters and 125 inmates staff Camp 2. Opportunities for shared facilities identified by the agencies include the planned facility in La Verne, which will be jointly used by the City’s fire department and the U.S. Fire Service. This type of facility may become more prevalent with increasing hillside development in the MSR area. SERVICE STANDARDS For fire and paramedic service, there are service standards relating to response times, dispatch times, staffing, and water flow. Table 2-16. Fire and Medical Response Time Standards (minutes) Full- Structure Basic Life Advanced Ambulance Agency Providing Guideline Fire Fire Support Life Support Transport National Fire Protection Association 6 10 6 10 Commission on Fire Accreditation 5:50 5:50 CA EMS Agency Urban/Metro 5 8 8 Suburban/Rural 15 20 20 Wilderness (1) AQAP AQAP AQAP (1) AQAP means as quickly as possible. Particularly in cases involving patients who have stopped breathing or are suffering from heart attacks, the chances of survival are related to how quickly the patient receives medical care. Similarly, a quick fire suppression response can potentially prevent a structure fire from reaching the “flashover” point at which very rapid spreading of the fire occurs—generally in less than 10 minutes.25 The guideline established by the National Fire Protection Association26 (NFPA) for fire response times is six minutes at least 90 percent of the time, with response time measured from the 911-call 24 City of La Verne Fire Department website. 25 NFPA Standard 1710, 2004. 26 The National Fire Protection Association is a non-profit association of fire chiefs, firefighters, manufacturers and consultants. 48 time to the arrival time of the first-responder at the scene.27 The six minute response time guideline includes one minute for dispatch handing, which includes the time between the 911-call received and notification of the emergency to the fire units; one minute . The fire response time guideline established by the Commission on Fire Accreditation International is 5 minutes 50 seconds at least 90 percent of the time.28 For medical response times, NFPA recommends a six-minute response time for basic life support (BLS) and ten minutes for advanced life support (ALS) at least 90 percent of the time. The BLS medical response time guideline established by the California EMS Agency is five minutes in urban areas, 15 minutes in suburban areas, and as quickly as possible in wilderness areas; for ALS first-response, the guideline is eight minutes in urban areas and 20 minutes in suburban areas. NFPA recommends a 60-second standard for dispatch time—the time between the placement of the 911 call and the notification of the emergency responders. The Commission on Fire Accreditation International recommends a 50-second benchmark for dispatch time. For structure fires, NFPA recommends that the response team include 14 personnel—a commander, five water supply line operators, a two-person search and rescue team, a two-person ventilation team, a two-person initial rapid intervention crew, and two support people. The NFPA guidelines recommend that fire departments establish overall staffing levels to meet response time standards, and consider the hazard to human life, firefighter safety, potential property loss, and the firefighting approach. NFPA recommends that each engine, ladder or truck company be staffed by four on-duty firefighters, and that at least four firefighters (two in and two out), each with protective clothing and respiratory protection, be on scene to initiate fire-fighting inside a structure. The Occupational Safety and Health Administration standard states that when at least two firefighters enter a structure fire, two will remain on the outside and maintain visual or voice contact to assist in emergency rescue activities.29 For emergency medical response with advanced life support needs, NFPA recommends the response team include two paramedics and two basic-level emergency medical technicians. For structure fires, NFPA recommends the availability of an uninterrupted water supply for 30 minutes with enough pressure to apply at least 400 gallons of water per minute. 27 For a full structure fire, the guideline is response within ten minutes by a 12-15 person response team at least 90 percent of the time. 28 Commission on Fire Accreditation International, 2000. 29 29 CFR 1910.134 49 SERVICE ADEQUACY Measures for fire and emergency medical service adequacy include response times, ISO ratings, and awards for distinguished services. Table 2-17. Average Response Times Covina 4:03 Response Times Pomona 4:07 Response times reflect the time elapsed between the dispatch of Claremont 4:10 personnel and the arrival of the first responder on scene. As such, Glendora 4:33 response times do not include the time required to transport a victim La Verne 4:33 to a hospital. The response times listed in Table 2-17 are 2004 annual Azusa 4:36 averages, except for the City of La Verne and the City of West La Puente 4:36 Covina, which are 2003 annual averages.30 San Dimas 4:41 Overall, response times in the MSR area are comparable to West Covina 4:48 countywide response times for urban areas. The quickest responses Baldwin Park 4:51 occur in Covina where the average response time is 4 minutes and 3 Industry 5:09 seconds, and Pomona where the average response time is 4 minutes Walnut 5:09 and 7 seconds. By comparison, the CFPD average response time for Unincorporated 5:35 all urban areas in the County is 4 minutes and 38 seconds. Diamond Bar 5:53 All of the response times in the MSR area are quicker than the Median 4:38 NFPA standards. Several of the cities have response time performance objectives for fire and EMS calls. The La Verne fire department follows the National Fire Protection Association (NFPA) 1710 guidelines for fire and emergency medical response times. One response time policy that differs includes West Covina with an ALS response time. Response times in the unincorporated areas of the MSR area are comparable to CFPD response times in urban areas of Los Angeles County. But in remote areas, it may take 20 minutes for the CFPD to reach a victim.31 There are eight area hospitals, which service the MSR area with emergency medical services. Area hospitals with the most emergency room visitation are Kaiser Hospital in Baldwin Park and the Pomona Valley Hospital Medical Center in Pomona. Some of the agencies indicated why their response times might differ from neighboring jurisdictions. The City of West Covina stated its first-in area is relatively small compared with County service areas, allowing quicker response times. The City of La Verne Fire Department stated that its low number of full-time medics on duty per capita limits response times. 30 Response times were reported by the agencies to the LAFCO Request for Information Part III—Fire Services. 31 CFPD commented that: “The response times in remote areas would normally be less than 20 minutes. These remote areas and extended response times would be applicable to any of the foothill cities in this MSR area.” 50 ISO Classifications The Insurance Service Office (ISO), an advisory organization, classifies communities from 1 to 10. Communities with the best systems for water distribution, fire department equipment, firefighting personnel and fire alarm facilities receive a rating of 1. A Pubic Protection Classification (PPC) rating has a direct bearing on the cost of property insurance for every home and building in a community.32 The Public Protection Classification rating for the cities of La Verne and West Covina is Class 4, as awarded by the ISO. The cities in the MSR area served by CFPD have a Class 3 rating. Distinguished Service The Consolidated Fire Protection District receives one to two dozen letters of commendation for service provided in the area each year. Other cities did not mention any awards received for distinguished service. SERVICE CHALLENGES There are numerous challenges in providing adequate fire and paramedic service in the MSR area, particularly in the urban wildland interface areas along the foothills of the San Gabriel Mountains. Another service challenge is access difficulties for certain communities or open space areas and community growth increasing demands on service. One service challenge raised by the City of West Covina is a rising number of adult care facilities. Emergency calls to these facilities have been increasing with the growth of the elderly population. This trend will place increasing strains on the City’s emergency response units. However, general population growth is not expected, since the City is mostly built-out. The City of La Verne also identified service challenges including increased traffic between Los Angeles County and the Inland Empire33 along Interstate 210. The City has experienced an increase of 100 calls per year after completion of the 210 Freeway in 2002. The City’s fire department handles eastern-bound freeway calls into Pomona and expects that an increase in commuter traffic will result in greater strains on its services from freeway accidents. In addition, the wildland interface areas to the north are difficult to reach, providing additional service constraints. The primary service challenge raised by CFPD relates to difficult access to structures in and around the Angeles National Forest. Many of the structures are a long distance from fire resources and facilities. More people are building homes in the foothills and other urban wildland interface areas. In addition, maintaining an acceptable level of training, especially for specialized services is an ongoing challenge for CFPD. Occasionally, neighborhoods with security gate access can delay arrival time. Population growth that is combined with increased density development, both large/high apartment and business complexes built in cities that no longer grow out, but up, such as Pomona, are expected to cause increased demand on services, especially EMS. 32 The ISO classification affects fire insurance rates for both residential and commercial properties. Generally, property owners in communities with a lower PPC rating pay a lower fire insurance premium than property owners in communities with a higher PPC rating. 33 Includes the counties of Riverside and San Bernardino. 51 REGIONAL COLLABORATION Since most cities within the MSR area receive fire service through the County, the CFPD facilitates regional collaboration throughout its service area. The most significant regional collaboration effort by municipal fire departments is the La Verne/U.S. Forest Service partnership. Through this partnership, the agencies will become better equipped to handle increasing calls to forest fires and freeway accidents. Table 2-18. County Mutual Aid Areas Two of the agencies in the MSR area Area A Area B Area C receive mutual aid from the CFPD, Beverly Hills CFPD Alhambra especially for some specialized services Culver City Arcadia such as hazardous material response and LA City Burbank air rescue and fire suppression helicopter Santa Monica Glendale service. Emergency helicopter evacuation Monrovia and support is provided primarily by the Monterey Park CFPD’s Air Operations. Area D Area E Pasadena The county is broken up into several La Habra Heights Compton San Gabriel mutual aid areas. The CFPD makes up La Verne Downey San Marino Area B, which includes the cities that West Covina Montebello Sierra Madre contract for service, while the other cities Santa Fe Springs South Pasadena in the MSR area are part of Area D. In Vernon Area D, two of the three agencies are in the MSR area. The CFPD also has mutual aid agreements with the National Forest Service and several local city fire departments. The fire agencies have automatic aid agreements for the provision of additional fire services or to provide fire services for specific areas. The CFPD has automatic aid agreements with the cities La Verne and West Covina. Calls for aid from local city fire departments make up less than five percent of service calls. The City of La Verne has automatic aid agreements with CFPD and the U.S. Forest Service. The City of La Verne’s automatic aid agreement with the U.S. Forest Service includes response on all structure fires to the north and extending into the Angeles National Forest. The West Covina Fire Department has automatic aid agreements with the CFPD. The CFPD sends emergency and fire response to the City during peak calls for service. The West Covina Fire Department in return responds to calls for service in adjacent unincorporated areas. POLICY ALTERNATIVES There are no potential major changes in fire and emergency medical service provision in the MSR area. 52 C H A P T E R 3 : U T I L I T I E S This chapter discusses the provision of utility services—water, wastewater, storm water and solid waste—in the MSR area. The section is designed to address questions relating to the efficiency and adequacy of services, the adequacy of infrastructure, along with opportunities for sharing facilities, reducing costs and rate restructuring. The chapter provides an overview of the service configuration, the level and type of service demand, facilities, current and potential regional collaboration between service providers, service delivery challenges, and an analysis of potential policy alternatives relevant to the particular service. WATER There are nine water districts, five cities, and three private companies providing water services within the East San Gabriel Valley MSR area. The local agencies under LAFCO jurisdiction providing water services to the area are reviewed in a separate MSR report and that do not require further review of water services in this report. Dudek and Associates has prepared the detailed MSR study of water providers in the East San Gabriel Valley area (“Water MSR”). The local agencies providing water services to the area are: 1) City of Azusa, 2) City of Covina, 3) City of Glendora, 4) City of La Verne, 5) City of Pomona, 6) Central Basin Municipal Water District 7) La Puente Valley County Water District, 8) Rowland Area County Water District, 9) San Gabriel Valley Municipal Water District, 10) Three Valleys Municipal Water District, 11) Upper San Gabriel Valley Municipal Water District, 12) Valley County Water District, 13) Walnut Valley Water District, and 14) Water Replenishment District of Southern California. In addition, there are four private purveyors of water to the MSR area. The private purveyors are not under LAFCO jurisdiction, and are not subject to review. These purveyors are San Gabriel Water Company, Valley View Mutual Water Company, Southern California Water Company, and Suburban Water Systems. 53 Figure 3-1. East San Gabriel Utilities Lancaster Landfill 5 Antelope Valley Landfill 14 Chiquita Canyon Landfill Sunshine Canyon Landfill Bradley West Landfill 210 Azusa Land Reclamation Co. Landfill Nu-Way Live Oak Landfilll 10 Pomona Water San Jose Creek Water Reclamation Plant Whittier Narrows Water Reclamation Plant Reclamation Plant Puente Hills Landfill Puente Hills Materials Recovery Facility East San Gabriel Utilities Legend Freeways Recycling Facililty Water Reclamation Plants 1:475,000 LAFCO Landfills MSR Boundary Miles 0 4.5 9 18 April 22, 2005 54 WASTEWATER For the most part, the wastewater generated in the MSR area is conveyed through local collection systems to Los Angeles County Sanitation Districts (CSD) trunk lines, and then to CSD water reclamation plants.34 From there, the treated effluent flows to the Joint Water Pollution Control Plant in Carson for further treatment, and is then discharged through an outfall that extends two miles off the coast into the Pacific Ocean. Table 3-2. Wastewater Service Providers Area Collection Treatment Disposal There are four CSDs servicing the MSR area. The Azusa Direct CSD 22; Septic CSD 22; Septic CSDs are the primary Baldwin Park LACCSMD CSDs 15 & 22 CSDs 15 & 22 providers of wastewater Claremont Direct CSD 21 & Septic CSD 21 & Septic treatment and disposal Covina Direct CSD 22; Septic CSD 22;Septic services in the MSR area. In Diamond Bar LACCSMD CSD 21; Septic CSD 21; Septic addition to the CSDs, the City Glendora LACCSMD CSD 22 & Septic CSD 22 & Septic of Pomona is the only other provider of disposal services Industry LACCSMD CSDs 15, 18 & 21 CSDs 15, 18 & 21 in the MSR area. Pomona La Puente LACCSMD CSDs 15 & 21 CSDs 15 & 21 sewage is also drained into CSDs 21 & 22; CSDs 21 & 22; San Bernardino County sewer La Verne Direct Septic Septic systems.35 Within San Dimas, Direct, CSD 21 & La Verne, Glendora, Pomona Direct CSD 21; Septic Septic Claremont, Azusa, Covina, Diamond Bar, Pomona and CSDs 21 & 22; CSDs 21 & 22; Walnut, some households rely San Dimas LACCSMD Septic Septic on private septic systems CSDs 21 & 22; CSDs 21 & 22; rather than centralized Walnut LACCSMD Septic Septic wastewater treatment and disposal. West Covina Direct CSDs 15, 21 & 22 CSDs 15, 21 & 22 Unincorporated LACCSMD CSDs 15, 18, 21 & 22; Septic In the unincorporated CSD is Los Angeles County Sanitation District areas, the Los Angeles County LACCSMD is Los Angeles County Consolidated Sewer Maintenance District Consolidated Sewer Maintenance District (LACCSMD) is responsible for maintaining the wastewater collection system laterals and pumps. Each of the cities is responsible for maintaining the local wastewater collection system. Seven of the cities contract with LACCSMD for this service. 34 The County Sanitation Districts span multiple MSR areas, and were reviewed in a separate MSR report focused on all County Sanitation District operations. 35 According to City of Pomona, Sewer System Master Plan, 1990. 55 SERVICE AREA The wastewater service area for each of the four CSDs is listed in Table 3-3. Although many of the CSDs straddle city boundaries, most of the cities lie predominantly within one CSD. Areas that do not lie within the service area of these providers do not receive central wastewater treatment services, but rather rely on septic systems. Most of the areas on septic systems lie in the northern portion of the MSR area. Septic systems are fairly common in Azusa, San Dimas, Walnut and unincorporated areas east of La Verne. There are few septic systems scattered around the cities of Glendora, La Verne, Covina and Claremont. Diamond Bar has 144 septic systems in the Country Estates community and Pomona has a few in the northwestern portion of the City south of the 10 Freeway. Septic systems are also used in the unincorporated territory east of the City of La Verne. Table 3-3. Wastewater Service Area Area CSD 15 CSD 18 CSD 21 CSD 22 Septic Azusa Most of City Northern Baldwin Park Most of City Eastern sliver Claremont Most of City Scattered in City Covina Most of City Scattered in City Southwest Diamond Bar All (Country Estates) Glendora Most of City Scattered in City Industry Central Western Eastern La Puente Most of City Southern sliver Southern & Northern & La Verne Eastern Western Scattered in City Pomona All Southwest Southeast Northern & San Dimas Portion Most of City scattered in City Northern Central & Walnut Most of City sliver Southwest West Covina Southern Southern sliver Most of City South of East of Eastern Diamond Bar & Several Unincorporated Pockets Industry Pockets Pockets East of La Verne W. San Other MSR Areas Gabriel * Gateway * W. San Gabriel * indicates another MSR area is the primary MSR area for this district SERVICE DEMAND Wastewater demand is affected primarily by growth in residential populations and commercial development, and secondarily by factors such as water usage and conservation efforts. 56 FACILITIES The wastewater facilities include collection, treatment and disposal. Wastewater Treatment Plants There are three upstream wastewater reclamation plants in the MSR area, and two major downstream wastewater treatment plants from which the effluent is discharged into the Pacific Ocean. The Pomona Water Reclamation Plant (WRP) treats wastewater originating from the cities of Pomona, La Verne, and Claremont. The plant was built in 1954, and is owned and operated by the CSD. The plant provides primary, secondary and tertiary treatment for 13 million gallons of wastewater per day. Approximately 8 million gallons per day of the purified water is reused for the irrigation of parks, schools, golf courses, landscaping and greenbelts, irrigation and dust control at the Spadra Landfill and industrial used by local paper manufactures. The remainder of the purified water is put into the San Jose Creek channel where it makes its way into the San Gabriel River and eventually percolates into the ground. The San Jose Creek Water Reclamation Plant treats most of the wastewater originating in the MSR area, and is located within the MSR area in unincorporated territory near Industry. The plant was built in 1971, and is owned and operated by the CSD. The plant provides primary, secondary and tertiary treatment for 100 million gallons of wastewater per day. Sludge is placed back into the sewer system, conveyed to the Joint Water Pollution Control Plant (JWPCP) in Carson for further treatment, and disposed in the Pacific Ocean. Approximately 35 million gallons per day of the purified water from San Jose Creek Plant is sent to percolation basins for groundwater recharge. In 1994, the San Jose Creek Plant was connected to the Rio Hondo Water Recycling projects which supply the water recycling needs of more than a dozen cities in the Central L.A. Basin. These projects are owned and operated by the Central Basin Municipal Water District. The Whittier Narrows WRP treats much wastewater originating in the western portion of the MSR area, and is located adjacent to the MSR area in unincorporated territory north of Whittier. The plant was built in 1962, and is owned and operated by the CSD. The plant has a 15 million gallon per day (mgd) design capacity. Treatment at the facility includes primary sedimentation, activated sludge biological treatment, secondary sedimentation with coagulation, filtration, chlorination, and dechlorination. Sludge is placed back into the sewer system, conveyed to the Joint Water Pollution Control Plant (JWPCP) in Carson for further treatment, and disposed in the Pacific Ocean. The Whittier Narrows WRP currently recycles nearly all of the treated effluent. Recycled water is used for irrigation and for groundwater recharge. Effluent that is not recycled is discharged to the San Gabriel River and to Rio Hondo, a tributary of the Los Angeles River. The Joint Water Pollution Control Plant (JWPCP) in Carson receives and disposes waste from the upstream San Jose Creek and Whittier Narrows WRPs. The plant is owned and operated by the CSD. The facility provides both primary and secondary treatment for approximately 320 million gallons of wastewater per day. The plant was recently upgraded to full secondary treatment, with an increase in the amount of sludge that must be processed. The District is acquiring off-site locations for composting sludge. Prior to discharge, the treated wastewater is disinfected with hypochlorite and sent to the Pacific Ocean through a network of outfalls. These outfalls extend two miles off the 57 coast of the Palos Verdes Peninsula to a depth of 200 feet. The CSD is building another tunnel for the ocean outfall to allow the existing tunnel and outfall to be inspected and maintained. In portions of San Dimas, Walnut, La Verne, Glendora, and Claremont property owners use on- site septic systems. Septic systems that are not properly cleaned, maintained and replaced are believed to be sources of bacterial contamination in groundwater. Septic system failure rates have been estimated to be 20 to 30% in the unincorporated parts of Los Angeles County. Cities are responsible for identifying and correcting sources of bacteria from septic systems that affect surface waters. Wastewater Collection Facilities The 13 cities in the MSR area are responsible for maintaining the local collector sewer lines that are connected typically to CSD trunk lines. The wastewater collection lines are maintained by the cities or, as a contract service provider, by Los Angeles County. The trunk sewers convey sewage to the respective wastewater treatment facilities. Table 3-4. Wastewater Collection Deficiencies and Needs Area Deficiencies/Needs LA County Septic system refurbishments throughout the County Azusa None Baldwin Park None The City upgrades sewers citywide to meet increased capacities and repairs Claremont deficiencies as needed Covina None Diamond Bar None Glendora None Industry None A recent sewer infrastructure study identified needed improvements to La Puente increase sewer system capacity and repair deficient sewer lines. Sewer system improvements are needed in the City's drainage areas four and La Verne five. Rehabitation of aging sewer pipelines are needed within the Ganesha Hills area. The City's 2005 Sewer Master Plan has identified over 1.5 miles of Pomona sewer pipeline that need replacement to improve flow capacity. San Dimas None Walnut None West Covina Various main sewer lines need to be extended. There are no wastewater collection facilities in certain parts of the MSR area—in portions of Azusa, Covina, Diamond Bar, Pomona, San Dimas, Walnut, and isolated unincorporated areas. These areas rely on on-site septic systems. Septic systems are located on individual properties, provide treatment of wastewater, collect sludge, and discharge effluent into a leach field. Property owners are responsible for septic system maintenance and sludge disposal. The life span of a properly maintained septic system is about 30 years. The amount of use can shorten a septic system’s lifetime. 58 Due to corrosion of CSD trunk sewer lines, the CSDs are installing corrosion-resistant liners in the sewers throughout the MSR area. SERVICE ADEQUACY For wastewater service, the most appropriate benchmarks for evaluating service adequacy are the number of spills, regulatory sanctions, and pollution of the water. Sewage Spills There have been a moderate number of sewage spills in the East San Gabriel MSR area in the last two years.36 The reported spills do not include all incidents as jurisdictions reporting frequent back-ups did not appear in the hazardous spills data. Table 3-5. Reported Sewage Spills (gallons) Date Jurisdiction Location Cause Gallons Contained LA County Public Works/Diamond Sewage overflow due to a Southern 1/10/2005 Bar Residence California Edison power failure. 1,500 Yes Vacant school parking lot on 9/11/2004 Pomona Mission Blvd. Spill from a manhole due to a stick. 5,000 Yes Alcoa Fastening Systems Treatment A containment area was overfilled 4/19/2004 Industry Facility and spilled into an adjacent field. 200 Yes Released from a broken line due to a malfunction at a lift station into a LA County Public East of Castle Rock flood control channel. The rate of Works/Diamond Rd. & south of release was approximately 15 gallons 8/21/2003 Bar Diamond Bar Blvd. per minute. Unknown No While renovations being done at Business on E. Gale business, a strong odor of sewage is in 4/29/2003 NRC/Industry Ave. the air. Unknown Unknown Village Loop at Debris in sewage line caused a 1/19/2003 Pomona Gunsmoke Rd. backup. 1,000 Yes 36 California Governor’s Office, Hazardous Waste Spills Database. 59 Regulatory Actions The RWQCB per federal mandate requires sewage discharges to have a National Pollutant Discharge Elimination System (NPDES) permit, which includes various sewage system requirements for disposal of treated water and sludge. The Board also monitors sewage and other hazards spills that contaminate waterways. California Regional Water Quality Control Board (RWQCB) has taken various types of enforcement actions against the Water Reclamation Plants in the MSR area region due to discharge of effluent into the Los Angeles River that exceeds TMDL standards for ammonia, nitrogen and metals. The County Sanitation Districts are investing in additional treatment processes to address these water quality concerns. Generally, the CSD facilities in this area have abided by water quality requirements. The San Jose Creek WRP received a Silver award in 2002, and the JWPCP received a Gold award for 100% compliance with permit effluent limits in 2002. The Whittier Narrows WRP received the Platinum award in 2002 for 100% compliance with permit effluent limits for five consecutive years. SERVICE CHALLENGES In the MSR area, service challenges include capacity for increased development, the regulation of the onsite septic systems and minimizing the causes of sewage contamination in the regions waterways. For the County Sanitation Districts, service challenges include complying with requirements for further treatment of effluent discharged into the Los Angeles River and the San Gabriel River. In the areas served by septic systems, the primary service challenge also relates to regulatory issues. The cities are now responsible for inspecting and monitoring septic systems, and for devising a plan to ensure that septic systems are properly sited and maintained. OPPORTUNITIES FOR RATE RESTRUCTURING The Districts’ on-going cost control policies have allowed both wastewater connection fees and service charge rates to remain stable. The County Sanitation Districts have indicated that increases in wastewater service charge rates will be necessary, but the Districts have postponed those rate increases until the Los Angeles Regional Water Quality Control Board resolves regulatory uncertainties about more stringent waste discharge requirements.37 POLICY ALTERNATIVES In the areas served by septic systems, centralized wastewater collection is an alternative to the use of septic systems. No other government structure options were identified. 37 CSD, Comprehensive Annual Financial Report, FY 02-03. 60 SOLID WASTE The solid waste generated in the MSR area is disposed at several different landfills, some of which are owned by local agencies and others are owned by private companies. Solid waste collection and hauling services in the cities are provided by private operators or by the respective city. Most of the cities arrange for residential trash collection, although some also arrange for commercial collection. Twelve cities arrange for curbside recycling services for residents. All 13 cities arrange for curbside recycling services for businesses as well. A new regulatory environment has had a profound effect on solid waste disposal in the MSR area and throughout the County. In 1989, California passed historic legislation that sought to radically decrease the amount of materials deposited in the state’s landfills. Assembly Bill 939 mandates that cities must have 50 percent less trash going to landfills in the year 2000 than it was estimated to be sending in 1990. Under the law, the state can fine a city $10,000 a day for failing either to prepare an approved diversion plan or to make a good faith effort to implement such a plan.38 A Senate bill passed in 1997 offers extensions through 2005 to jurisdictions falling short of the AB 939 standards that have made a “good faith effort” to comply. Service Demand Figure 3-6. Trash Disposed (Tons), 1995-2002 The incorporated portion of the 1,400,000 MSR area disposed 944,006 tons of solid waste in 2002. This represents a 1,200,000 decline of 28% percent since 1998 when the tonnage disposed peaked. 1,000,000 This decline in tons disposed has 800,000 occurred despite growth over this 600,000 period in population and employment. 400,000 Businesses generate more trash than residents. Overall, 72 percent of 200,000 the disposed trash is collected from businesses in the MSR area. The - average resident in the MSR area 1995 1996 1997 1998 1999 2000 2001 2002 generated 2.4 pounds of trash daily, whereas, the average employee generated 13.7 pounds daily. Restaurants, medical services and construction are the industries generating the most trash in the MSR area. 38 California Integrated Solid Waste Management Act of 1989, California Public Resources Code §40050 et seq. 61 Figure 3-7. Trash (Tons) Disposed per Capita, 2002 Overall, The City of Industry, La West Covina 0.7 Puente, and Pomona generated the most trash per capita in the MSR Walnut 0.9 area.39 La Puente, La Verne, Glendora, San Dimas 1.2 and Azusa generated the largest amount of household trash per capita Pomona 1.7 that was disposed in landfills.40 La Verne 1.2 Businesses in La Puente, Baldwin Park, Pomona, and La Verne La Puente 2.1 generated the largest amount of City of Industry 2.6 business trash per employee in the Glendora 1.0 MSR area. Diamond Bar 0.7 West Covina, Diamond Bar, and Covina 1.0 Claremont generated the least trash per capita in the MSR area. Claremont 0.8 Baldwin Park 1.4 The amount of trash disposed is not the only indicator of service Azusa 1.1 demand. While each jurisdiction has MSR Area 1.3 faced decreasing demand for trash disposal in landfills, the agencies have - 0.5 1.0 1.5 2.0 2.5 3.0 faced increasing demand for recycling services over the period. In order to meet A.B. 939 requirements, the agencies have encouraged recycling actively by collecting and hauling recyclables and green waste. Table 3-8. Landfill Diversion Rates by Agency, 2002 Although data on the tonnage Azusa 51% La Puente 36% recycled was not available from the Baldwin Park 4% La Verne 54% California Integrated Waste Claremont 55% * Pomona 31% Management Board (CIWMB), the Covina 54% * San Dimas 66% * Board releases the landfill diversion Diamond Bar 59% * Walnut 58% rates achieved by each jurisdiction. By Glendora 42% West Covina 56% * 2002, the median jurisdiction in the City of Industry 58% * MSR area had succeeded in diverting 54 * indicates CIWMB has approved the agency's diversion rate percent of its trash from landfills compared with 1990. Of the agencies, nine have succeeded in meeting the A.B. 939 requirement of diverting at least 50 percent of its trash. Four of the agencies have not yet met the requirement, although the Board has extended the deadline for each of these agencies due to good-faith efforts. None of the cities in the MSR area has been penalized for failing to meet the diversion requirements. 39 Tons of trash disposed per capita represents the total amount disposed in 2002 divided by the 24-hour population in that year. 40 Household trash per capita represents the annual tons disposed by households in 2000 divided by the residential population in that year. Business trash per capita represents the annual tons disposed by businesses in 2000 divided by the daytime population. 62 Facilities The solid waste originating in the cities in the MSR area is disposed in 25 different landfills, which are located throughout southern California. The top five landfills accommodate 83 percent of the MSR area’s solid waste, and the top ten landfills accommodate 96 percent of the MSR area’s waste. Table 3-9. Top 10 Disposal Sites Used Disposal Facility Location Tons Disposed 2003 Closure MSR Agencies Using Facility MSR Area Total Azusa, Covina, City of Industry, Pomona, 1 Sunshine Canyon County Ext. Los Angeles 1 ,618,738 1,803,586 2011 Walnut, West Covina 2 Puente Hills Whittier 1 ,062,808 3,722,408 2013 All agencies Baldwin Park, Claremont, Covina, Diamond Bar, Glendora, City of Industry, La Puente, La Verne, Pomona, San Dimas, Walnut, West 3 Chiquita Canyon Valencia 8 13,623 1,541,294 2019 Covina Azusa, Baldwin Park, Claremont, Covina, La Puente, La Verne, Pomona, San Dimas, 4 El Sobrante Corona 4 94,104 2,218,560 2030 Walnut, West Covina Azusa, Baldwin Park, Covina, Diamond Bar, Bradley West and West Glendora, La Puente, La Verne, Pomona, San 5 Extension Los Angeles 3 47,284 461,012 2007 Dimas, Walnut, West Covina 6 Olinda Alpha Brea 2 92,041 2,069,289 2013 All agencies Azusa, Baldwin Park, Covina, Diamond Bar, Glendora, La Puente, La Verne, Pomona, San 7 Waste Management of Lancaster Lancaster 1 46,478 374,558 2012 Dimas, Walnut, West Covina Simi Valley Waste Recycling 8 Center Simi Valley 83,286 752,794 2022 Azusa, City of Industry, Pomona, San Dimas Azusa, Baldwin Park, Covina, Diamond Bar, Glendora, City of Industry, La Puente, La Southeast Resource Recovery Verne, Pomona, San Dimas, Walnut, West 9 Facility Long Beach 75,948 498,146 N/A Covina 10 Frank Bowerman Irvine 56,278 2,194,832 2022 All agencies The Sunshine Canyon County Extension in Sylmar receives 31 percent of the MSR area’s waste. The landfill is owned and operated by the Browning Ferris Industries (BFI). The disposal area is 125 acres, and most of the site has a liner. The landfill is permitted to receive up to 6,600 tons per day. The waste originating in the MSR area – mostly originating in Pomona – accounted for 90 percent of all waste disposed at the landfill in 2003. It is just a Class III landfill and only accepts routine household and commercial waste. The site contains a gas collection system,41 environmental control systems, and a flare system. The landfill is projected to be filled by 2008, when it is expected to close. One-fifth of the MSR area’s waste is disposed at the Puente Hills Landfill in unincorporated territory adjacent to Whittier. The landfill is owned and operated by the Los Angeles County Sanitation Districts (LACSD). The Puente Hills Landfill is one of the largest landfills in the world, second to New York City's Fresh Kills. The disposal area is 433 acres, and most of the site is lined. 41 The landfill gas—a natural by-product of waste decomposition—is collected through an extensive network of wells and trenches and is burnt with the flare system. 63 The landfill is permitted to receive up to 13,200 tons per day. The waste originating in the MSR area accounted for 29 percent of all waste disposed at the landfill in 2003. Over 40 cities outside the MSR area also dispose of waste at this landfill. There is a recycling and materials recovery facility at the landfill. The site contains a gas collection system,42 power generation plant,43 natural gas auto fuel facility,44 environmental control systems, and five groundwater monitoring wells. The landfill is projected to be filled by 2013, when it is expected to close. The Puente Hills materials recovery facility is the site from which the Sanitation Districts plan eventually to load and ship solid waste by rail to more remote disposal sites—the Eagle Mountain Landfill in Riverside County and the Mesquite Regional landfill in Imperial County. Chiquita Canyon Landfill in Santa Clarita receives 16 percent of the waste originating in the MSR area. The landfill is owned and operated by a private company—Republic Services of California. The disposal area is 257 acres, and is fully lined. The landfill is permitted to receive up to 6,000 tons per day. The landfill accepts municipal solid waste, but does not accept hazardous waste. Chiquita Canyon receives most of its waste from larger capacity transfer vehicles rather than small collection trucks. The waste originating in the MSR area—mostly originating in Pomona and Baldwin Park—accounted for 53 percent of all waste disposed at the landfill in 2003. The landfill accepts waste from various communities throughout southern California. The cities of Los Angeles and Santa Clarita are the largest users of the landfill. The site contains a gas collection system and groundwater monitoring wells. The landfill is expected to be filled by 2019, when it is expected to close. El Sobrante Landfill in Corona receives nine percent of the waste originating in the MSR area. The landfill is owned and operated by a private company—USA Waste Services of California. The disposal area is 495 acres, and is fully lined with geosynthetic materials.45 The landfill is permitted to receive up to 10,000 tons per day. The landfill accepts municipal solid waste, but does not accept hazardous waste. The waste originating in the MSR area—mostly originating in Baldwin Park, La Verne, Pomona, San Dimas, and Walnut—accounted for 22 percent of all waste disposed at the landfill in 2003. The landfill accepts waste from various communities throughout southern California. The cities of Ontario and Corona are the largest users of the landfill. The site contains a gas collection system and groundwater monitoring wells. The landfill is expected to be filled by 2030, when it is expected to close. Bradley West and Bradley West Extension in Los Angeles receive seven percent of the waste originating in the MSR area. The landfill is owned and operated by Waste Management, Inc. The disposal area is 126 acres, and has no liners. The landfill is permitted to receive up to 10,000 tons 42 The landfill gas—a natural by-product of waste decomposition—is collected through an extensive network of wells and trenches and is converted on site into electricity and auto fuel. 43 The landfill gas is burned in a boiler, creating steam which is processed through a turbine to generate electricity. This gas-to-energy facility generates 50 megawatts of electricity—enough to provide the electrical needs of 100,000 homes. 44 The facility processes and concentrates landfill gas, compresses it and stores it for vehicle use. The resultant high octane fuel is a form of compressed natural gas, and is less expensive to produce than conventional fuels. 45 A geosynthetic liner contains a layer of clay, usually bentonite, sandwiched between two geotextiles or attached to a geomembrane with adhesive. 64 per day. The landfill accepts municipal solid waste, but does not accept hazardous waste. The waste originating in the MSR area—mostly originating in Pomona—accounted for 75 percent of all waste disposed at the landfill in 2003. The landfill accepts waste from various communities throughout southern California. The cities of Los Angeles, Torrance, and Carson are the largest users of the landfill. The site contains a flare station. The landfill is expected to be filled by 2007, when it is expected to close. In addition to the five landfills described above, the MSR area relies on 20 other landfills and disposal facilities. Service Adequacy At present, all of the top ten landfills used by the MSR area meet the State minimum standards for solid waste handling and disposal.46 State minimum standards regulate the design and operation of solid waste facilities in order to protect public health and safety and the environment. Each of the landfills is inspected monthly. Among the top five landfills used by the MSR area, only the Chiquita Canyon Landfill has been recently notified by regulatory agencies of areas of concern. The enforcement agency raised concerns about Chiquita Canyon’s alternative daily cover practices, reporting of disposal site information, and failure to comply with the terms and conditions of the landfill permit. Table 3-10. Landfill Regulatory Compliance History Recent Regulatory Concerns Landfill Compliance Study Gas emissions Sunshine Canyon Excavation without an excavation management plan 1 County Ext. None Dust emissions Gas impacts to groundwater from unlined cell Odor nuisance 2 Puente Hills None Gas emissions Alternative Daily Cover Late reporting Gas impacts to groundwater 3 Chiquita Canyon Failure to comply with permit Gas emissions Dust emissions 4 El Sobrante None Gas emissions Bradley West and Gas emissions 5 West Extension None Linoleum and vinyl management A Landfill Facility Compliance Study commissioned by the Integrated Waste Management Board documented regulatory violations, concerns, and enforcement actions taken.47 This study provides perspective on the challenges faced by the various landfills in meeting regulatory requirements. 46 Integrated Waste Management Board, Inventory Of Solid Waste Facilities Violating State Minimum Standards, last updated April 14, 2004. 47 GeoSyntec Consultants, Inc., August 2004. 65 The Regional Water Quality Control Boards have raised concerns over landfill gas impacts to groundwater at the two of the top five landfills. Puente Hills Landfill has enhanced groundwater and gas containment systems to improve the situation. Chiquita Canyon Landfill has installed an additional gas extraction network to improve the situation. All five of the top landfills used by the MSR area have been cited by the Air Quality Management District (AQMD) for excess landfill gas emissions. These emissions have related to landfill gas collection system inadequacies, mal-functioning, and wildfire damage. The Puente Hills Landfill has been issued several notices of violation for odor nuisance by AQMD relating to green waste and garbage odors. In response, the landfill has shifted the working face farther away from residents, used fans to blow air away from residents, and used more soil as alternative daily cover. The El Sobrante Landfill has been issued several notices to comply for dust emissions by AQMD, and asked to provide a dust control plan. Opportunities for Rate Restructuring Figure 3-11. Municipal Solid Waste Rates (per ton), 2004 The rates currently charged for disposing solid waste differ between the top landfills used by cities in the MSR area. Generally, Puente Hills Bradley West $36 charges rates substantially less than the other landfills used by cities in the MSR area. Clearly, there are opportunities for Puente Hills to El Sobrante $31 increase its rates. The County Sanitation Districts plan to Chiquita Canyon $55 increase in the future at Puente Hills Landfill as part of the transition to waste-by-rail. The estimated cost of waste-by-rail is $55 to $60 per ton, almost triple current rates. To transition to Puente Hills $21 these unavoidable higher rates, the Districts plan to phase in waste-by-rail by 2010 while the Sunshine Canyon Puente Hills Landfill is still in operation and $42 blend the waste-by-rail fees with the landfill fees. County Ext. According to the Districts, gradually increasing the $21 per ton landfill fee to the higher rail haul $- $20 $40 $60 fee would allow the County to transition to waste-by-rail sooner and make it more economically viable. Service Challenges Many of the cities face challenges in meeting landfill diversion requirements through the promotion of recycling and other best management practices. Four of the cities have not yet met A.B. 939 diversion requirements. 66 The landfills face challenges in preventing waste from entering groundwater and in preventing landfill gas from violating air quality requirements. Policy Alternatives The Landfill Compliance Study found generally that landfill gas migration is a significant environmental problem, and is inadequately addressed in the existing regulations. That study recommended that landfills be explicitly required to monitor and control gas leakage into water bodies. 67 C H A P T E R 4 : P U B L I C WOR K S This chapter discusses the provision of public works services—storm water, flood control, street maintenance, and street lighting—in the East San Gabriel area. The section is designed to address questions relating to the efficiency and adequacy of services, the adequacy of infrastructure, along with opportunities for sharing facilities and reducing costs. The chapter provides an overview of the service configuration, current service delivery challenges, and an analysis of any potential policy alternatives relevant to the particular service. STORMWATER Los Angeles County Flood Control District (LACFCD) manages major flood control facilities. LACFCD owns mainline storm drain pipelines, and the cities own lateral lines and catch basins connecting with the LACFCD main lines. Flood Control Due to heavy, seasonal rainwater flowing down the San Gabriel Mountains and historical flooding in the MSR area, the LACFCD and the U.S. Army Corps of Engineers have constructed several dams in the area—Eaton, Santa Anita, Sawpit, and Santa Fe—as well as spreading grounds, spreading basins, and the Montebello Forebay. Most of the flood control channels in the area have been covered with concrete. The LACFCD plans flood control improvements according to a Master Plan of Drainage program. Flood-prone areas include areas along the Reed Canyon Channel in Diamond Bar and in Diamond Bar’s SOI area along Tonner Canyon Creek. During heavy rains, some flooding occurs around Walnut Creek in Covina. The City of Industry is subject to flooding west of the 57 Freeway from Temple Avenue to Lemon Avenue. There are two areas along the San Dimas Canyon wash in the City of San Dimas where flood occurs; one south of Golden Hills Road and another southwest of the Foothill Freeway north of Arrow Highway. The run-off in the MSR area drains through the canyons and washes into the San Gabriel River, which drains into the Los Angeles River through Long Beach and ultimately into the Pacific Ocean. The major tributaries to the San Gabriel River include Walnut Creek, San Jose Creek, Coyote Creek, and numerous storm drains. Water Quality Regulations The run-off not only raises concerns about flooding, but also about water quality. Pollutants— nitrogen, trash, pesticides, metals, and coliform—in the San Gabriel watershed have been attributed, in large part, to stormwater runoff.48 Much of the San Gabriel River is recharged directly into the groundwater, where it becomes a major local water supply source. To reduce pollution in a watershed, the Clean Water Act directed the states to establish Total Maximum Daily Loads (TMDLs) of pollutants. The Regional Water Quality Control Board (RWQCB) has indeed 48 Los Angeles Regional Water Quality Control Board, Watershed Management Initiative, October 2004. 68 established a TMDL for trash in the East Fork of the San Gabriel River, as well as the Los Angeles River. The trash TMDL for the San Gabriel requires the local agencies in the watershed to eliminate trash from stormwater run-off by installing and maintaining catch basins to prevent trash from flowing downstream. Table 4-1. Stormwater Maintenance Provider Under the new requirements, the cities are Area Provider responsible for performing routine maintenance Azusa Direct and clean-up of debris in City-owned laterals. Baldwin Park LA County DPW LACDPW provides maintenance of City-owned Claremont LA County DPW catch basins and pumping stations under a contract Covina LA County DPW service arrangement to 11 cities, while two of the cities maintain their catch basins. Diamond Bar LA County DPW Glendora LA County DPW Financing Constraints and Opportunities Industry LA County DPW La Puente LA County DPW The new TMDL requirements impose new La Verne Direct costs on the local agencies. Certain agencies— Pomona LA County DPW Santa Monica and Santa Clarita—had already imposed special stormwater assessments prior to San Dimas LA County DPW the passage of Proposition 218, and have a Walnut LA County DPW dedicated funding source for implementing the West Covina LA County DPW TMDLs. A few agencies, such as San Clemente, have succeeded in getting a super-majority of voters to approve stormwater assessments. Bond financing is another option; in the City of Los Angeles a stormwater bond was passed by the voters in November 2004 to finance its costs of meeting the requirements. In newly developing communities, such as Santa Clarita, cities have transferred the local storm drains and catch basins in new developments to the County, and transferred the maintenance responsibility to the County. However, cities may only transfer storm drains that meet all County requirements, so this approach is not likely to be viable for established communities. Many local agencies have not yet identified a funding stream to finance their new responsibilities. Many—including eight of the 13 cities in the MSR area—litigated the matter on the grounds that the TMDLs are unfunded mandates and reach beyond the Clean Water Act requirements. The Los Angeles Superior Court rejected the challenge brought by the County and 46 cities.49 49 According to a Los Angeles Regional Water Quality Control Board press release dated March 28, 2005. 69 Infrastructure Needs and Deficiencies Table 4-2. Drainage System and Condition Agency Drainage System Condition Three dams north of the City; San Gabriel Dam, Morris Dam, and Cogswell Dam control drainage which flows into the San Gabriel River or spreading Azusa grounds during heavy rain. San Gabriel River, the Big Dalton wash and Walnut Baldwin Park Creek wash. Storm drain improvements are needed along Indian Hill Boulevard from city 147 storm drains, San Antonio Dam and channel, and limits on the south to San Jose on the Claremont Thompson Creek. north. Six large channels including San Dimas wash and Drainage deficiencies exist on various Covina Walnut Creek, and smaller channels below the ground. streets through out the City. City storm drains, ditches, catch basins and inlets, as well as three major natural drainages; San Jose Creek, Diamond Bar Diamond Bar Creek, and Brea Canyon Creek. None mentioned Three washes; Big Dalton, Little Dalton, and San Dimas, as well as debris basins, check dams, and storm Glendora drains. None mentioned Industry San Jose Creek La Puente Puente Creek Marshall Creek, Emerald wash, and Live Oak wash Storm drain improvements are needed that flow into the Puddingstone Reservoir just south along Grove St. from Fulton to White La Verne of the City; in addition to City storm drains. streets. As a result of over capacity, deficiencies Curbside catch basins, inlet structures, lateral and main exist at East End Ave. between Mission lines, and five channels (San Antonio Creek, Chino and Grand, Ninth St, between the Railroad Creek, Thompson Creek, North San Jose Creek, and and East End, and Cul-de-sacs bounded by Pomona South San Jose Creek) the 60 Freeway. Four washes; Wildwood Canyon, Sycamore Canyon, San Dimas San Dimas Canyon, and Walnut Creek. Storm drains are needed along Meadowpass Rd. between Amar Rd. and Walnut Storm drains and catch basins Pierre Rd. Several storm drains are needed through out the City; along Azusa, Rowland, West Covina Storm drains and catch basins Puente, California and Vine Avenues. 70 Government Structure Options As lead agency for the Los Angeles County NPDES MS4 Stormwater Permit, the County Department of Public Works (DPW) is studying various alternatives for financing the costs associated with meeting the RWQCB requirements for filtering, maintaining, and monitoring the stormwater systems. Potential options include increasing the countywide stormwater assessment charge, bond finance, and creation of countywide or watershed-based entities through JPA or special district formation. The DPW indicated that the study is in its early stages, that special district formation is only one of many alternatives, and that the various government structure options would be analyzed and discussed amongst the agencies for quite some time. STREET MAINTENANCE Street maintenance services in the MSR area are provided by the cities, the County, and private companies. Four of the cities provide street maintenance services directly, while the remainder rely on a mix of direct, County, and private providers. Several of the direct street maintenance providers contract with private providers for specific street services such as asphalt overlay, street sweeping, and center line painting. Street lighting maintenance is provided by the cities, the County, and by Southern California Edison (SCE). SCE provides street lighting maintenance solely to the cities of Diamond Bar, La Puente, and West Covina, and partly to the cities of Baldwin Park, Claremont, Glendora, San Dimas, and Walnut. Table 4-3. Street Maintenance Service Configuration Asphalt Sidewalk, Curb Street Maintain Overlay/ Slurry Street & Pot & Gutter Painting & Street Maintain Intersection Agency Sealing Hole Repair Repair Marking Sweeping Street Signs Signals Azusa Direct Direct Direct Direct Private Direct Direct Direct & Baldwin Park Direct Direct Direct & Private Private Direct Direct Private Direct & Direct & Direct & Claremont Private Private Private Private Direct Direct Direct Covina Direct Direct Direct Direct Direct Direct Private Diamond Bar Private Private Private Private Private Private Private Direct & Glendora Private Direct Private Private Direct Direct Private LA County & LA County LA County LA County & Industry LA County LA County Private & Private Private & Private Private Direct, LA Direct & LA County, La Puente Private LA County County Private Private Direct LA County La Verne Direct Direct Direct Direct Direct Direct Direct Pomona Direct Direct Direct Direct Direct Direct Direct & Private San Dimas Direct Direct Direct Direct Direct Direct Direct LA County & LA County & LA County & LA County LA County & Walnut Private Private Private Private Private & Private Private West Covina Direct Direct Direct Direct Direct Direct Direct Several agency capital street programs include annual asphalt overlay and slurry sealing. Other street infrastructure is repaired as problems occur or as demand increases. Several of the cities provide daily regular and emergency street service and contract with private providers for larger capital projects. 71 Street infrastructure needs in the MSR area include the following: Table 4-4. Street Miles and Street Lights Azusa - General resurfacing, street Street City Owned overlay/paving and traffic signal Agency Miles Street Lights installation at major intersections. Azusa 170 2,137 Baldwin Park – Routine resurfacing of Baldwin Park 104 2,544 City streets is needed as well as Claremont 122 419 sidewalk repair and street light Covina 109 131 installation. Diamond Bar 137 None Claremont – Street resurfacing and Glendora 330 NP sidewalk repairs throughout the City Industry 65 NP must be completed along with streetlight installation at increasingly La Puente 72 None busy intersections. Also, pedestrian La Verne 112 NP traffic signals and other amenities must Pomona 360 6500+ be installed as part of the City’s “Safe San Dimas 120 300 Routes to School” project. Walnut 107 None Covina – The City has plans to increase the West Covina 230 None amount of roadside parking available for retail areas within the City Center. It also must provide for safe pedestrian routes to schools. Diamond Bar – Street resurfacing and slurry sealing are needed in various locations citywide. Landscaping and streetscaping are needed along portions of Grand Avenue. Glendora – General repaving is needed throughout the City. Also, durable street marking must be completed throughout the City. Curb and sidewalk replacement is needed in multiple areas. Industry - Street overlay is needed throughout the City. Valley Boulevard must also be widened to enhance capacity. The street widening is a joint project between the cities of Industry and Walnut and Los Angeles County. La Puente – Lane additions must be made to major intersections within the City. Temple Avenue needs resurfacing and bike paths must be built. La Verne – Street widening is needed on Bradford and Bowdin Street. Renovations are planned for the Emerald Bridge on North Foothill. Also, the City plans to replace street name signs citywide. Pomona – Street improvements are needed as part of the Holt Avenue Corridor Improvement Plan. Improvements along Bonita Avenue are also needed. Additional street improvements are required on Mission Boulevard as well as a planned grade separation from SR 71. San Dimas - The City must install wheelchair ramps on older streets as well as install traffic control devices to accommodate pedestrian traffic in commercial areas. Walnut – Various locations throughout the City need street asphalt overlay and slurry seal. The City is also working on the widening of Valley Boulevard in conjunction with the City of Industry and Los Angeles County. Additionally, intersection improvements are required near Mount San Antonio College. West Covina – Various street improvements are needed citywide, including residential street and bus routes. Median landscaping must be performed an Azusa Avenue and traffic signals must be installed at increasingly congested intersections. 72 Los Angeles County Public Works Department The Los Angeles County Public Works Department provides street maintenance services to all of the unincorporated areas in the MSR area and to the cities of Industry, La Puente, and Walnut. The County maintains over 3,100 miles of roads and local streets in the unincorporated areas and over 1,700 miles in 22 incorporated cities. County Public Works maintains streets, signalized intersections, traffic and street name signs, streetlights, as well as pavement markings, painted curbs, and raised traffic markers. The street services include street sweeping, pothole repair, and tree trimming. The County also provides road design and improvements, check plans, and road inspections. Service Challenges Street maintenance service challenges in the MSR area include high traffic flow areas and the need for increased pedestrian amenities. In the City of Covina, the north-to south corridors of Azusa Avenue and Grand Avenue are experiencing increased congestion with growth in through traffic along Freeway 10 and 210 The City of Diamond Bar projects that traffic volume along the City’s major streets of Diamond Bar Boulevard and Golden Springs Drive will exceed desirable volumes by the year 2010. The City of Glendora must update its traffic signal technology to an automated traffic surveillance and control system. The City of Industry expects to experience significant traffic congestion as a result of street widening along Valley Boulevard and the Alameda Corridor East rail line grade separation projects. The City of La Puente is faced with increasing usage of public transportation and is enhancing pedestrian routes to schools to reduce congestion on local streets. In the City of Pomona, arterial streets are facing congestion primarily in two areas: the Temple Avenue/Valley boulevard intersection and the Mission Boulevard/Temple Avenue intersection. In the City of West Covina, traffic flow deficiencies exist along Azusa Avenue. Additionally, the City must discourage through traffic in hillside areas to the east. Policy Alternatives No policy alternatives have been identified regarding street maintenance services. 73 C H A P T E R 5 : C O M M U N I T Y S E RV I C E S This chapter discusses the provision of community services—parks, libraries, transportation and housing—in the East San Gabriel area. The section is designed to address questions relating to the efficiency and adequacy of services, the adequacy of infrastructure, along with opportunities for sharing facilities and reducing costs. The chapter provides an overview of the service configuration, current service delivery challenges, and an analysis of any potential policy alternatives relevant to the particular service. PARKS There are adequate amounts of park and open space resources in only a few of the cities in the MSR area. Where there is inadequate park space, this is mainly due to lack of land available to the cities. All of the residents have access to regional park space both within and adjacent to the MSR area. Park and recreation service providers in the MSR area include the 13 cities, the County, and the National Park Service. REGIONAL PARK SERVICE There are adequate amounts of regional open space recreational areas in the MSR area. The County maintains most of the large regional parks in the MSR area including: • Schabarum Regional Park, Unincorporated - This 640-acre wilderness park is located just south of the City of Industry. It is comprised of open space and natural areas and contains canyons and hills suitable for hiking, biking and horseback riding. The park contains a variety of plants and wildlife. There is an eighteen-station fitness trail as well as an equestrian center, picnic areas, soccer fields, and playgrounds. • Frank G. Bonelli Regional Park, San Dimas - This 1980-acre park has a 250-acre lake for swimming, water skiing, wind surfing, and sailing. The lake is also stocked with trout, bluegill, catfish, and largemouth bass. Raging Waters, a water theme park, is located at the south end of the lake. The park provides: boat rentals, hot tubs, an equestrian center, a wedding chapel, RV camp sites, trails, play equipment, gazebos, and picnic areas. The park services the communities of Glendora, San Dimas, Claremont, Pomona, Walnut, La Verne, Diamond Bar, Covina, and West Covina. • Devil’s Punchbowl Nature Center, Unincorporated - This 1,310-acre park is located outside of the MSR area, north of Glendora. The natural park is known for its unusual rock formations. The park contains rugged wilderness and is one mile away from the San Andreas Fault. Hiking with a ranger, geology walks, live reptile programs, horseback riding and a natural history museum is available. The park also provides seasonal activities such as "Full Moon Hikes" and "Meteor Shower Viewing” as well as other activities include: rock climbing, campfire programs, bird watching, picnicking, junior ranger program, and outreach presentations. • San Dimas Canyon Nature Center, San Dimas – This 125-acre park is located near the Angeles National Forest. This park offers visitors a variety of nature trails 74 that traverse over one thousand acres of chaparral and riparian vegetation. There is also a natural history museum and a zoo. The park sponsors wildlife fairs that include animal exhibits, crafts, native Indian dance programs, and food booths. The park also has a junior ranger program. The park services San Dimas, Glendora, Claremont, and La Verne. • Whittier Narrows Recreation Area, Unincorporated - This 1,400-acre park is located in the MSR area and serves Baldwin Park, West Covina, La Puente, and City of Industry residents. The park provides fishing lakes, picnic areas, playgrounds, and equestrian facility, trails, a multi-purpose athletic complex, a military museum, soccer fields, volleyball courts, and archery, skeet, pistol and trap ranges. The park also features the Whittier Narrows Nature Center, which includes over 200 acres of natural woodland and four lakes. The Angeles National Forest, which is partly located within the MSR area, is maintained by the National Park Service (NPS). The Forest contains 650,000 acres of open space and accounts for 72 percent of the open space in Los Angeles County. The Forest’s 656,000 acres provide 557 miles of trails, 66 campgrounds, 36 picnic areas, boating and fishing on three lakes, fishing only on two additional lakes, day use at three major recreation areas, four ski areas, managed target shooting areas, five visitor centers, and several off-highway vehicle areas, as well as hunting, stream fishing and sight-seeing opportunities. LOCAL PARK SERVICE The National Recreation and Park Association (NRPA) has developed widely-used municipal park space standards. While the 1983 NRPA standards were set at 10 acres of park space per 1,000 inhabitants, the NRPA has since determined that it is not possible to set the same standards for all localities. Rather, municipalities must determine their own set of standards, taking into consideration the more general standards set by the NRPA. The 1996 NRPA minimum standards for park acres per 1,000 people, park site size, and service area are as follows: Type of Facility Minimum Acres Ideal Site Size Radius of Area Per 1,000 People Served Mini Parks 0.25 acres 0.5 – 1.0 acre 0.25 miles Neighborhood Parks 1.00 acres 5.0 – 10.0 acres 0.25 – 0.5 miles Community Parks 5.00 acres 30 – 50 acres 0.5 – 3 miles 75 Table 5-1. Municipal Park Acres per 1,000 People, 2005 All of the cities maintain neighborhood Total Park Space and community parks, except for the City of Park Per 1,000 Population Industry. Since there are relatively few Agency Acres People Density residents residing within the City of Total MSR Area 6,857 6.8 2,074 Industry, residents utilize regional parks and Azusa 68 1.4 4,921 surrounding cities’ facilities. Visitors to the Baldwin Park 200 2.4 10,339 City of Industry have access to private open areas, which include an equestrian park and Claremont 1,610 43.9 2,944 golf course. Covina 76 1.5 7,911 Diamond Bar 143 2.4 3,533 All cities with parks meet the Glendora 1,610 29.8 2,861 neighborhood parks standard of one acre of Industry 0 0.0 5,221 park space per 1,000 residents. The Cities of La Puente 62 1.4 9,914 Claremont, Glendora, and San Dimas far La Verne 141 4.9 3,637 exceed this amount due to large municipal Pomona 205 1.3 6,500 wilderness parks within city bounds. Lower park acreage per resident occurs in areas of San Dimas 2,437 61.6 2,447 high population density. Due to its high Walnut 95 2.9 3,074 population density, the City of Baldwin West Covina 180 1.6 6,129 Park contracts for use of school facilities for park and recreational space in order to increase park acreage per capita. Covina, West Covina, Azusa, and La Puente also have relatively high population density and relatively low park and recreational facilities per capita. Less than half of the cities within the MSR area meet the NRPA Community Parks criterion of at least five acres of park space per 1,000 residents. Cities that exceed the NRPA ratio are Claremont at 43.9 acres, Glendora at 29.8 acres, La Verne at 22.3 acres, and San Dimas at 61.6 acres per 1,000 residents. All of the MSR cities except Industry provide a recreation center or some sort of recreational facility. The cities of Baldwin Park, San Dimas, and Covina contract for use of school facilities. The various recreational programs include youth, family, and senior activities. Eleven of the thirteen cities operate a senior center. Additional recreational facilities include skate parks, municipal pools, fitness centers, sport fields, and playgrounds. For most of the cities, park maintenance services are provided directly. The cities of Covina and Diamond Bar provide services directly and contract with private providers for some services. 76 Infrastructure Needs and Deficiencies Table 5-2. Park Facility Needs and Deficiencies Agency Facility Needs/Deficiencies Azusa None Baldwin Park Barnes Park Improvements, Teen Center and Skate Park Construct a public restroom facility at Chaparral Park. Develop construction ready designs for El Claremont Barrio Park. Develop El Roble Gym with CUSD. Rennovate Memorial Park Community Center. Covina None Sycamore Canyon Park needs an ADA retrofit and trail head improvement. Pantera Park gets two Diamond Bar picnic shelters. The City needs to design an ADA retrofit for Starshine Park. Install walkways to serve the mobility-impaired for Centennial Heritage Park. Install two sections Glendora of tall fencing neare Washington School for Glenoaks Golf Course. Industry NA Community Center needs ADA improvements, including restrooms and access. Complete La Puente designs for the construction of a Youth/Learning/Activity Center. Bonita High School's gym needs refinishing. The City plans on rennovating Heritage Park. The City needs to provide equipment for several centers and playgrounds. Add improvements to La Verne Rustic Canyon Park. A new park, Cesar Chavez Park and play areas for Lincoln Park, Ted Greene Park, and Pomona Philadelphia Park. San Dimas NP Walnut None Needs to implement ADA compliance with several parks. Improvements are needed for several West Covina parks. A new skateboard park is being planned. The County of Los Angeles Department of Parks Recreation operates a variety of local parks in unincorporated communities: • Rowland Heights Park, Rowland Heights – This site provides sport facilities, picnic areas, a recreation center, and playgrounds. • Avocado Heights Park, Avocado Heights – This site provides sport facilities, picnic areas, and playgrounds. • Bassett Park, Bassett – This site provides sport facilities, a recreation center, picnic areas, and playgrounds. • San Angelo Park – This site provides sports facilities, a recreation center, picnic areas, and playgrounds. • Sunshine Park – This site provides sports facilities, picnic areas, and playgrounds. There is one County golf course in Diamond Bar and a number of municipal and private golf courses in the MSR area. Policy Alternatives No policy alternatives have been identified regarding parks and recreation services. 77 LIBRARIES Library services in the MSR area are provided by the cities of Azusa, Covina, Glendora, and Pomona. The other nine cities in the MSR area contract with the County for library services. Library Resources50 Table 5-3. Library Resources Library Book Annual Service Book Volumes Per Land Land Area Hours Per Service Provider Outlets Volumes Capita Area Per Branch 100 Pop. Azusa 1 119,420 2.55 8.90 8.90 6.11 Covina 1 95,946 1.97 6.97 6.97 4.58 Glendora 1 126,610 2.45 19.14 19.14 5.41 Pomona 1 275,678 1.76 22.84 22.84 1.42 LA County 89 8,195,062 2.31 NA NA 1.88 Facilities The County operates nine library facilities in the MSR area while four library facilities are operated by direct providers. The city and County library facilities with needs and deficiencies include the following: • Azusa - A new library is needed. Measure L was authorized in 2001 allowing the City to fund the new library if State matching funds of 65% are granted. • Glendora - The City needs to complete the Plaza/Library roof capital project. • Pomona - The City's Library needs to complete re-carpeting on the lower level. Currently, the tiles are already purchased. Service Demand Table 5-4. Library Service Circulation, FY 02-03 The cities of Glendora and Total Circulation Covina have the highest circulation Service Provider Borrowers Circulation Per Capita per capita. The City of Pomona has Azusa 44,601 143,530 3.04 more than ten thousand more Covina 48,213 235,059 4.83 borrowers than the City of Covina, Glendora 41,258 425,739 8.27 which has the second largest number Pomona 60,912 270,163 1.73 of borrowers. The City of Glendora LA County 2,201,150 15,912,865 4.48 also has the highest circulation in the MSR area excepting all the County libraries. 50 California State Library, Library Development Services Bureau, 2004. 78 Policy Alternatives No policy alternatives have been identified regarding library services. TRANSPORTATION Regional transportation providers include the Metropolitan Transportation Authority (MTA), the Foothill Transit Authority (FTA), ant the Pomona Transit Authority (PTA). MTA public transit services include fixed route bus service and a light rail system that provider service throughout Los Angeles County. The FTA provides fixed route bus service throughout the San Gabriel and Pomona Valleys. The PTA provides dial-a-ride service for the cities of Pomona, San Dimas, Claremont, and La Verne. Private transportation providers are regulated by the California Public Utilities Commission. Table 5-5. East San Gabriel Valley Public Transit Services Transportation Service Area Provider Name Service Azusa JPA Foothill Transit Authority General public fixed route transit Direct Metrolink Shuttle Free shuttle service to Metrolink station in Covina Direct Dial-A-Ride Dial-A-Ride service for elderly and disabled Baldwin Park Direct Baldwin Park Transit Lines General public fixed route transit JPA Foothill Transit Authority General public fixed route transit Direct Dial-A-Ride Dial-A-Ride service for elderly, youth, & disabled Private Southland Transit Inc. General public fixed route transit and Dial-a- Ride Metropolitan Transportation MTA Authority General public fixed route transit Claremont JPA Foothill Transit Authority General public fixed route transit JPA Pomona Transit Authority Dial-A-Ride service for elderly and disabled Covina JPA Foothill Transit Authority General public fixed route transit Direct Dial-A-Ride Dial-A-Ride service for elderly and disabled Diamond Bar JPA Foothill Transit Authority General public fixed route transit Metropolitan Transportation MTA Authority General public fixed route transit Orange County Transportation OCTA Authority General public fixed route transit Glendora JPA Foothill Transit Authority General public fixed route transit Direct Mini-Bus Dial-A-Ride service for elderly and disabled Industry JPA Foothill Transit Authority General public fixed route transit La Puente JPA Foothill Transit Authority General public fixed route transit Direct La Puente Link General public fixed route transit Direct Dial-A-Ride Dial-A-Ride service for elderly and disabled Private Southland Transit Inc. General public fixed route transit and Dial-a- Ride JPA Pomona Transit Authority Dial-A-Ride service for elderly and disabled La Verne JPA Foothill Transit Authority General public fixed route transit JPA Pomona Transit Authority Dial-A-Ride service for elderly and disabled Pomona JPA Foothill Transit Authority General public fixed route transit JPA Pomona Transit Authority Dial-A-Ride service for elderly and disabled San Dimas JPA Foothill Transit Authority General public fixed route transit JPA Pomona Transit Authority Dial-A-Cab for all ages Walnut JPA Foothill Transit Authority General public fixed route transit West Covina JPA Foothill Transit Authority General public fixed route transit Private Southland Transit Inc. General public fixed route transit and Dial-a- Ride 79 HOUSING This section covers housing affordability, housing needs, and housing construction in the MSR area. Affordability Figure 5-6. Median Home Price, 2000 Generally, housing prices in the MSR area tend to be lower than the Azusa countywide average. The cities of Walnut, Claremont, and Diamond Bar Baldwin Park have the highest median housing prices Claremont in the MSR area, as demonstrated in figure 5-6. The median price for an Covina owner-occupied home countywide was $209,300, according to the 2000 Census. Diamond Bar In Walnut, the median home price was Glendora $279,700. In Claremont, the median home price was $251,000. In Diamond Industry Bar, the median home price was $245,800. Home prices were 25 percent La Puente lower than the county median in the La Verne cities of Pomona, La Puente, Baldwin Park, and Azusa. Pomona Housing Needs San Dimas The Regional Housing Needs Walnut Assessment (RHNA) quantifies the need West Covina for housing within each jurisdiction between 1998 and 2005. RHNA is LA County determined by SCAG based on growth forecasts, vacancy needs and $- $100,000 $200,000 $300,000 replacement needs. Growth forecasts are based on the most current Census data, general plan information, historical growth patterns and projected job creation. The RHNA future housing needs project the needs for families at different income levels. 80 Table 5-7. RHNA Housing Needs, 1998-2005 Income Level For the cities in the East San Very Above Gabriel area, SCAG projected a need for 4,798 new units to be Agency Total Low Low Moderate Moderate constructed between 1998 and Total Cities 4,798 1,046 800 1,040 1,817 2005. Much of the needed Azusa 677 183 135 156 203 housing construction is allocated Baldwin Park 475 119 81 100 176 to the cities of West Covina, Claremont 283 51 37 54 141 Azusa, and Pomona. Covina 100 21 18 23 38 Diamond Bar 144 23 17 27 76 For all of the cities, the actual Glendora 265 48 40 58 119 housing constructed through April Industry NA NA NA NA NA 2004 was available. In the cities of La Puente 515 134 113 134 139 Baldwin Park, Covina, Claremont, La Verne 79 15 12 16 36 Diamond Bar, La Verne, Pomona, Pomona 580 162 110 128 180 San Dimas and Walnut actual San Dimas 91 16 12 18 45 housing unit construction has Walnut 227 34 23 36 134 already exceeded the RHNA West Covina 1,362 240 202 290 530 housing needs.51 The cities of Azusa and Glendora are within twenty percent of meeting their housing need. All of the other cities still need additional housing constructed in order to meet the RHNA projection. Collectively, the housing need for all of the cities in the MSR area was met. Housing element law, enacted in 1969, mandates that local governments adequately plan to meet the existing and projected housing needs of all economic segments of the community. The law acknowledges that, in order for the private market to adequately address housing needs and demand, local governments must adopt land use plans and regulatory systems, which provide opportunities for, and do not unduly constrain, housing development. As a result, housing policy in the State rests largely upon the effective implementation of local general plans and, in particular, local housing elements. Housing element law also requires the Department of Housing and Community Development (HCD) review local housing elements for compliance with State law and to report its written findings to the local government. Municipalities are required to update the housing element of their respective general plans every five years.52 Of the 13 cities in the MSR area, 86 percent are in compliance. As of April 12, 2005, the cities of Covina and West Covina were not in compliance.53 51 Source for actual housing unit construction is U.S. Census Bureau Building Permit database. 52 California Government Code §65588. 53 HCD Housing Element Compliance Report, April 12, 2005. 81 C H A P T E R 6 : M S R C O N C LU S I O N S This chapter sets forth recommended findings with respect to the nine service-related evaluation categories based upon this review of municipal services for the East San Gabriel MSR area.54 INFRASTRUCTURE NEEDS OR DEFICIENCIES This determination refers to the adequacy of existing and planned public facilities in accommodating future growth and the efficient delivery of public services. The adequacy of public facilities depend on supply factors—location, regulatory and environmental constraints on the facility, capacity, condition, and other quality indicators—and demand factors—current and future customer base size, customer characteristics affecting service demand, proximity to related service providers like hospitals, and complexities such as terrain and elevation. In addition, the analysis considered infrastructure duplication among neighboring providers. Police Service Among eight municipal police service providers in the MSR area, the Baldwin Park, Covina, West Covina, Glendora, and Pomona stations were described as in need of expansion or replacement. The City of Claremont police facilities were described as being in poor condition, but the City did not mention whether station expansion or replacement was needed. Three jurisdictions—Baldwin Park, Covina, and Pomona—indicated that infrastructure needs include upgrades in dispatch technology. Pomona has identified financing for facility replacement through its Capital Improvement Plan. The County has identified facility deficiencies at both its Industry and San Dimas stations. The Industry station needs expansion and dispatch center updates. The San Dimas station requires replacement and the County indicated current plans for the construction of a new facility. Fire and Paramedic Service La Verne identified areas that could not be properly served without additional fire stations. La Verne currently has plans to finance a new station in conjunction with the U.S. Forest Service. The County is in the process of identifying an adequate site in eastern Industry for an additional fire station. Water According to a detailed MSR study of water providers in the MSR area prepared by Dudek and Associates (“Water MSR”), water supply is adequate to meet expected future demand. Although no infrastructure needs or deficiencies were identified that would affect the ability of the agencies to provide service, there are infrastructure needs, according to the Water MSR. 54 LAFCO adopted a Municipal Service Review and Sphere of Influence Update for the City of Azusa on February 11, 2004. Therefore, this chapter does not include the City of Azusa in its findings. 82 Wastewater Some of the wastewater collection lines serving the MSR area are at or approaching capacity. Claremont and La Puente expressed the need for increased capacity of several sewer lines. Pomona reported that its collection lines are aging and in need of rehabilitation. West Covina and Pomona stated that new sewer lines are needed to serve new service areas. Several areas within the MSR area—portions of Diamond Bar, Pomona, San Dimas, Walnut, and unincorporated areas near La Verne—are on septic systems, which are subject to failure and potential groundwater contamination, if not properly maintained. Solid Waste The MSR area, like the County as a whole, is rapidly exhausting landfill capacity. The primary landfills where solid waste is disposed will be closing between 2007 and 2013. Beginning in 2010, waste generated in the MSR area will begin to be exported by rail to remote landfills outside the County. Stormwater The jurisdictions in the MSR area are under new requirements—the Clean Water Act and related Regional Water Quality Control Board regulations—to install, inspect and maintain catch basins in their storm drains to prevent trash from flowing into Long Beach and the Pacific Ocean. The jurisdictions are also responsible for monitoring commercial and industrial discharges into the stormwater system, and identifying illicit wastewater connections into the stormwater system. The agencies face significant challenges in financing the infrastructure and staffing levels to meet the regulatory requirements. Streets All of the cities face ongoing needs for resurfacing, slurry-sealing, traffic signals, and street widening in high-traffic areas. Also, many cities are in need of enhancing pedestrian amenities and walking routes to schools. The cities address these needs through capital improvement programs, and have access to special funds to finance ongoing needs. Parks Park availability in seven cities does not meet national guidelines for at least 2.5 acres of park land per 1,000 residents. Specifically, Baldwin Park, Covina, Diamond Bar, Industry, La Puente, Pomona, and West Covina do not meet the guidelines. La Puente lacks parcels and is considering mini-parks as a means of increasing park space; the City is located near Schabarum Regional Park and Whittier Narrows Regional Park. Covina residents access park land in the adjacent City of San Dimas where there is a surplus of park land. The City of Industry does not provide any parks directly, but residents may use privately operated facilities and nearby regional parks—Schabarum Regional Park and Whittier Narrows Regional Park. West Covina is near Schabarum Regional Park, Whittier Narrows Regional Park, and the Frank G. Bonelli Regional Park. 83 Libraries Glendora reported that its existing library facility is in need of roof replacement. Pomona reported that its facility requires new flooring. Los Angeles County is currently planning to construct a library facility to service East San Gabriel Valley. However, the project is on hold until additional funding is identified. Other County plans include ongoing repair and replacement of air conditioning systems at various facilities. Housing Municipalities are required to update the housing element of their respective general plans every five years to plan to meet the existing and projected housing needs of all economic segments of the community. The cities of Covina and West Covina were not in compliance with this requirement as of June 4, 2004. GROWTH AND POPULATION PROJECTIONS Over the next 20 years, the MSR area population is projected to grow at about 1.1 percent annually, slightly higher then the rate of growth as in the County as a whole. The MSR area population is currently 1,015,626, and is expected to reach 1,258,047 by the year 2025. The most rapid growth in the residential population is anticipated in the unincorporated communities, San Dimas and La Verne. The pace of growth in all three areas is expected to slow in the long-term. The daytime population (job base) is projected to grow most quickly in Walnut, Baldwin Park and Diamond Bar. Most of the cities identified residential growth areas and opportunities as primarily involving infill development and redevelopment. Specific growth areas include Claremont growth on vacant land that was previously ranch land, Diamond Bar growth to the west when development on the proposed Aero site is approved, and Glendora growth along Route 66 corridor and at Monrovia Nursery site. La Verne growth areas exist along the Foothill corridor and Pomona growth areas exist along Metro line stations. Walnut growth will be development in the Walnut Hills. In West Covina growth areas include the reuse of former school land. Non-residential growth areas include Baldwin Park areas along the freeways, Covina growth along the Metro line, Diamond Bar commercial growth south of Grand Ave. and Golden Springs Drive, and Glendora town center and Kaiser Property. Industry growth areas include the foreign trade zone, La Verne growth areas exist along the Foothill corridor and at Bracket Airport, and La Puente growth areas are industrial expansion along Old Valley Blvd. Pomona growth areas exist at Innovation Village and along commercial corridors, San Dimas growth will occur downtown, and West Covina will grow in its central business district. Most of the jurisdictions cited a shortage of vacant, developable land as a significant growth constraint. In the foothill cities, topography and related concerns about fire, flood hazard, and street access in hillside areas were also cited as growth constraints. Community preferences in Claremont, Covina, Diamond Bar, Pomona, San Dimas, and Walnut were also cited as growth constraints. The 84 area’s growth is constrained by an environmentally degraded watershed, and related regulatory constraints imposed on stormwater and wastewater services. Police Service Serious crime tends to vary over the course of the business cycle, rising along with unemployment. Crime and calls for police service in the MSR area have declined in recent years. Over the same time period, paradoxically, the resident population has increased. Future demand for police service is unknown, but is expected to grow during times of relatively high unemployment. Fire and Paramedic Service calls for fire and paramedic providers have been increasing, and are expected to continue growing as a result of population growth and the aging of the population. Demand growth will be affected by the availability of alternative services like primary care and telephone-based service, and demand management practices, such as better fire prevention training, fire code improvements, and building rehabilitation. Water In addition to residential population growth, water demand is affected by economic growth among commercial and agricultural water users, temperature, rainfall, household size, conservation efforts, and pricing. Wastewater Wastewater service demand is affected by growth in the residential and visitor populations as well as rainfall. Wastewater demand is expected to grow over the next several years along with the population. Solid Waste The amount of solid waste disposed has declined over the last decade. Assembly Bill 939 mandates that cities must have 50 percent less trash going to landfills in the year 2000 than it was estimated to be sending in 1990, although not all of the cities in the MSR area have achieved this goal. Solid waste demand is expected to decline at a more rapid rate in the coming years. Stormwater The demand for stormwater facilities is projected to increase due to population growth and growth in the proportion of the surface paved. Rainfall is unpredictable, and has a significant effect on stormwater demand. Street Maintenance The use of streets is expected to increase along with the projected residential population and to also be affected significantly by the daytime population. Increased through traffic between Los Angeles and San Bernardino Counties is affecting most cities with the MSR area. 85 Parks The use of parks is expected to increase along with the projected residential population. Libraries The use of libraries is expected to increase along with the projected residential population. Transportation The use of public transportation services is expected to increase due to population growth and growth in the senior population receiving Dial-a-Ride services. FINANCING CONSTRAINTS AND OPPORTUNITIES Under this determination, a community’s public service needs are weighed against the resources available to fund the services. The municipal service review identified the financing constraints and opportunities that have an impact on the delivery of services. General fund revenues per 24-hour capita is most ample in the City of Industry where revenues per capita exceed the countywide average of $543 and Claremont’s revenue per capita was close to the countywide average. In the remainder of the cities in the MSR area, revenues per capita are less than the countywide average. In Baldwin Park, Diamond Bar, Glendora, La Puente, and Walnut, general fund revenues per capita were less than half of the countywide average. Contingency reserves and unreserved fund balances are one indicator of the financial health of a local agency. The City of Industry did not maintain contingency reserves, but did maintain ample capital reserves. The remainder of the jurisdictions maintained fund balances that meet Government Finance Officers Association recommendations. Long-term debt per capita was highest in Pomona and La Verne. Nine of 12 cities had outstanding long-term debt from bonded indebtedness. The remaining three cities have no outstanding bonded debt. Financing constraints will affect the ability to finance not only major infrastructure needs such as stormwater treatment and centralized wastewater treatment, but also infrastructure needs like fire station construction, parks, street improvements and libraries. Agencies providing municipal services are heavily dependent on State funding. Past and proposed preemption of certain revenue sources (i.e., VLF and property tax) has made major revenue streams vulnerable. In FY 2002-03, $4.9 billion statewide was shifted from local agencies to local schools due to the State Education Revenue Augmentation Fund (ERAF) created in the 1990s. As a result, city property tax shares are an average of 25% lower. Cities rely heavily on a portion of the State-collected VLF. Since 1998, these revenues have been steadily reduced and backfilled by the State. Some State-proposed changes to VLF, and to VLF related revenue programs might further reduce this critical revenue source. 86 Municipal service providers are constrained in their capacity to finance services by the inability to increase property taxes, requirements for voter approval for new or increased taxes, and requirements of voter approval for parcel taxes and assessments used to finance services. In addition, the State has required local agencies to contribute additional revenues to ERAF during FY 2004-05 and 2005-06. Proposition 1A, approved by the voters in November 2004, limits the State’s ability to continue the ERAF III property tax shifts after the two-year period. Financing opportunities that do not require voter approval include imposition of or increases in fees to more fully recover the costs of providing services, including false alarm fees, development impact fees, land dedications for fire station sites and fire infrastructure construction, and other fees to recover the actual cost of services provided. Agencies may also finance many types of facility improvements through bond instruments that do not require voter approval. Financing opportunities that require voter approval include special taxes such as parcel taxes, increases in general taxes such as utility taxes, sales and use taxes, business license taxes, and transient occupancy taxes. Agencies may finance facilities with voter-approved (general obligation) bonded indebtedness. Communities may elect to form business improvement districts to finance supplemental services, or Mello-Roos districts to finance development-related infrastructure extension. Additional financing opportunities involve the issuance of parking and moving citations. Cities with relatively inactive citation programs may wish to consider collaborating with another service provider, such as the traffic enforcement that Calabasas conducts on behalf of its neighboring cities. Stormwater infrastructure financing opportunities include bonded indebtedness. The City of Los Angeles voters approved a ballot measure in November 2004 to use this approach to finance stormwater system improvements. COST AVOIDANCE OPPORTUNITIES This determination relates to identifying service duplication issues, inefficiencies related to overlapping boundaries, and cost reduction opportunities related to economies of scale. The municipal service reviews shall identify cost avoidance opportunities by assessing duplicative services, duplicative costs, and other inefficiencies. Law enforcement agencies indicated that regional collaboration efforts have reduced costs and provided the agencies access to service they could not otherwise afford. The agencies identified a number of opportunities for additional regional collaboration that could potentially lead to cost savings. Several fire service providers indicated that regional sharing of training facilities and classes could reduce costs. There may also be opportunities to reduce stormwater-related water quality regulatory costs through regional collaboration by reaping economies of scale. 87 OPPORTUNITIES FOR RATE RESTRUCTURING Municipal service reviews describe the existing rate structure and compare it with those of neighboring service providers, where relevant. Service reviews identify strategies for rate restructuring, which would further the LAFCO mission of ensuring efficiency in providing public services. Further, the service review will assess conditions that may impact future rates. The service review may identify opportunities for rate reductions through annexations or other reorganizations. Wastewater rates charged by the County Sanitation Districts are likely to increase in the long- term to finance new regulatory requirements. Solid waste disposal rates at the Puente Hills Landfill—the primary landfill destination for trash originating in the MSR area—are expected to increase due to the gradual phase-in of more expensive rail shipment of waste to remote landfills in Riverside and Imperial counties. OPPORTUNITIES FOR SHARED FACILITIES Under this determination, LAFCO may consider how sphere of influence changes could create better opportunities for agencies to share facilities and eliminate costly duplications of service. The service review identified facilities used by local government agencies providing municipal services on the island as well as contract service providers. The service review evaluated whether efficiencies can be achieved by accommodating the facility needs of adjacent agencies, and assessed the compatibility between the facility needs of neighboring service providers. Options for planning for future shared facilities and services were also considered. Police Law enforcement agencies already engage in extensive sharing of resources and facilities. Future opportunities include regionalized dispatch, SWAT, and holding facilities. Fire Opportunities for shared facilities identified by the agencies include a fire facility planned to be utilized by both the La Verne fire department and the US Forest Service. GOVERNMENT STRUCTURE OPTIONS Although the objective of the service review is to update spheres of influence, LAFCO may determine that another type of policy change under its jurisdiction is warranted. LAFCO is empowered to initiate certain reorganizations such as district consolidation, dissolution, mergers and subsidiary district (Government Code §56375(a)). The Legislature has also encouraged the Commission to recommend governmental reorganizations to particular agencies in the county, using the spheres of influence as the basis for those recommendations (Government Code §56425 (g)). No policy alternatives were proposed by the affected agencies. The service review identified one government structure option. 88 Special District Formation Special district formation for stormwater financing purposes is a remote, long-term option, and is being studied by the County Department of Public Works, along with a variety of other options. EVALUATION OF MANAGEMENT EFFICIENCIES Where there are other potential service providers, the municipal service review shall consider the effectiveness of an agency’s internal organization to provide efficient, quality public services. Efficiently managed agencies contain costs and deliver adequate services. Best management practices are exemplified by Claremont, Covina, and Pomona. These cities conduct performance-based budgeting, explicitly connecting measurable workload indicators to department budgets on an annual basis. Seven of 12 cities conduct workload monitoring and performance evaluation, and were able to provide recent examples of these efforts. These cities include Claremont, Covina, Diamond Bar, Glendora, La Verne, Pomona, and West Covina. The City of Industry indicated that it neither conducts performance evaluations nor workload monitoring. Three of the cities, La Puente, Baldwin Park and Walnut, conduct performance evaluations but do not conduct workload monitoring. West Covina conducts workload monitoring but did not state whether it conducted performance evaluations. San Dimas did not respond to the LAFCO questionnaire regarding management efficiencies. LOCAL ACCOUNTABILITY AND GOVERNANCE This determination encompasses multiple policy-making goals. In evaluating spheres of influence and other potential reorganizations, LAFCO will consider which agency best meets the needs and desires of affected residents. In considering local governance issues, LAFCO will solicit and give great weight to the policy proposals initiated by the affected agency. In determining which agency is best poised to serve unincorporated territory, LAFCO shall also give weight to each agency’s accountability to affected residents. The service review documented the local agencies’ form of governance, accountability to constituents and contract service recipients. The service review assessed the agencies’ decision-making and operational and management processes, and found that, with few exceptions, the cities, the CFPD, and the independent districts: (1) include an accessible and accountable elected or appointed decision making body and agency staff; (2) encourage and value public participation; and (3) disclose budgets, programs, and plans. 89 The cities of Covina and West Covina were not in compliance with the requirement to update the housing element of their general plans every five years. The cities of Walnut and Industry are relying on General Plans prepared in the 1970’s (see Data Sources section in References). Although California state law does not require entire General Plans to be updated within a given time period, law does require that the housing element be updated every five years. Additionally, agencies are expected to keep General Plans consistent with internal zoning and planning policies through updates and amendments.55 55 California Government Code §65300.5 90 C H A P T E R 7 : S O I U P DAT E S This chapter sets forth recommended findings with respect to the four agency-specific determinations related to updating the spheres of influence for the local agencies in the East San Gabriel MSR area. 56 CITY OF BALDWIN PARK LAFCO has previously adopted a sphere of influence (SOI) for the City of Baldwin Park that includes unincorporated territory south of the San Bernardino Freeway past the southern city limits. The City’s SOI to the south includes a small strip of an unincorporated territory lying between Baldwin Park and the City of Industry, along with a larger portion of unincorporated territory lying between Baldwin Park, Industry, LA Puente, and West Covina. The larger SOI area is fully developed with mostly residential land use and is surrounded by neighboring cities’ SOIs, except for a small unincorporated territory adjacent to its southwestern boundary along Amar Road. This unincorporated area is not contiguous to the Baldwin Park city limits. The affected area is primarily residential, and is contiguous to the Industry and La Puente city limits. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area Baldwin Park is primarily a residential community. Over half of the land in the City (50 percent) is zoned for residential development. Present land uses in the City of Baldwin Park mostly include residential, public facilities, which occupy ten percent of land use, and commercial, which occupy seven percent of land use. Planned land uses in the area include residential and commercial mixed- use developments. Present and Probable Need for Public Facilities and Services in the Area The City is mostly built out with residential areas, as are the unincorporated areas in the vicinity of the City. The City expects a minimal increase in municipal service demands. However, maintenance and upkeep of current facilities will be necessary. Additionally, a shortage of open space is resulting in the City’s search for land acquisition opportunities to provide residents with nearby recreational areas. 56 LAFCO adopted a sphere of influence update for the City of Azusa on February 11, 2004. 91 Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. The municipal services provided in this area are adequate. The City does not currently provide services to the affected SOI area. Existence of Any Social or Economic Communities of Interest The City of Baldwin Park has a long and rich history, and some areas within the City maintain a high degree of community identity. A community of interest includes the SOI area to the south of City boundary, which includes mostly higher density residential development. Lot sizes are small, with homes for mostly lower income residents. The City, however, has not shown interest in proposing annexation of the area as it would create strains on municipal services. There is little incentive for the City to annex the territory, and City planners do not see it likely that the City will propose the annexation. Annexation proposals are more like to be initiated by area residents or community groups. Economic communities within the City include the City Center and commercial corridors along the various freeways running through the City. Recommendation It is recommended that LAFCO retain the existing SOI for the City of Baldwin Park at this time. CITY OF CLAREMONT LAFCO has previously adopted a sphere of influence (SOI) for the City of Claremont that includes a number of unincorporated territories. Unincorporated territory within the SOI includes portions of land located between the north and northwest city limits and the Angeles National Forest. Two small unincorporated islands are also included with the city’s SOI. One is located in the northeastern area just west of Mt. Baldy Road. The other is located in an area northwest of the intersection of Mountain Avenue and Baseline Road. The SOI area is surrounded by Pomona and La Verne SOIs to the west and south, San Bernardino County to the east and the Angeles National Forest to the north. In its response to the LAFCO Request for Information, the City indicated that it would like to annex all remaining properties within its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area The City of Claremont is a residential community. Present land uses in the City of Claremont mostly include residential and open space, with little commercial use. Planned land uses in the area include residential and mixed-use commercial developments as well as retention of open space. 92 Present and Probable Need for Public Facilities and Services in the Area The City is expected to experience modest commercial and residential growth. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow modestly in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. The municipal services provided in this area are adequate. With regard to public services provided to the existing sphere area, the present capacity of public facilities is limited for wastewater and public safety. A portion of the community currently lacks central wastewater treatment services, and relies instead on septic systems. Additionally, the Sheriff ‘s San Dimas station serving the area is in poor condition. Existence of Any Social or Economic Communities of Interest The City of Claremont has a long and rich history, with a high degree of community identity. The City is a mostly residential community with its primary economic base built around the Claremont Colleges. Commercial mixed-use development is occurring around the colleges and the Gold Line Metro station. Communities of interest include low density residential areas within the City’s SOI between Thompson Creek and Baseline Road. The area consists of homes for upper income residents. Since the area is primarily residential development, there is little incentive for the City to annex the territory. Annexation proposals are more likely to come from area residents. Economic communities of interest include the Village, where new retail and entertainment developments are occurring, the Claremont Colleges, and a cluster of auto dealerships along Interstate 10. Recommendation It is recommended that LAFCO retain the existing SOI for the City of Claremont at this time. 93 CITY OF COVINA LAFCO has previously adopted an SOI for the City of Covina that includes unincorporated areas surrounding the City, along with multiple unincorporated islands. The SOI is bordered by the Azusa and Glendora SOIs to the north, the San Dimas SOI to the east, West Covina to the south and southwest, and Irwindale SOI to the west. Bordering Covina’s SOI to the southeast is a sizeable unincorporated territory not currently within the SOI of any city. This area, however, is not contiguous with Covina city limits but is adjacent to West Covina, Walnut, and San Dimas city boundaries. A joint SOI with West Covina, adopted in 1973, is located in the unincorporated territory to the west of the Covina city limits. The joint SOI area is depicted in Appendix B, Map 5. The affected area is primarily residential with relatively large lots. Adjacent territory in West Covina is comparable and used for residential purposes, while adjacent territory in Covina is used by a business park. The existing street network in West Covina is more integrated with the joint SOI area than in Covina. The affected area is not included in either city’s land use plans. The City of West Covina is interested in retaining the area in its SOI. Covina has stated it lacks the policing infrastructure needed to service any areas outside its existing city limits. The City of Covina has not attempted to annex the territory since 1973 when LAFCO adopted the joint SOI. The City of Covina recommends that the joint SOI area be removed from its SOI.57 Reduction of the City’s SOI is recommended at this time in order to assign the joint SOI area exclusively to West Covina. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area The City of Covina is a residential community, with commercial development located within the City’s historic center. Present land uses in the City of Covina mostly include residential. Planned land uses in the area include conversion of light industrial use to mixed use and commercial developments downtown. Present and Probable Need for Public Facilities and Services in the Area The City is expected to experience modest growth. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow modestly in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is limited for public safety due to infrastructure deficiencies at the local police station. 57 Letter from City of Covina Director of Community Development to the LAFCO consultant, May 16, 2005. 94 Existence of Any Social or Economic Communities of Interest The City of Covina has a long and rich history, with a high degree of community identity. Economic and social communities of interest include Downtown Covina, where a large portion of commercial development in the City is located. Communities of interest include low-density unincorporated residential areas within the City’s northeast, northwest, and southeast SOI. Since these areas are primarily residential development, there is little incentive for the City to annex the territory. Annexation proposals are more likely to come from area residents. Additionally, Covina shares an SOI area with West Covina. The area is primarily single family residential and is zoned low-density residential by Los Angeles County. The City does not include this area in its planning area and the City has not mentioned interest in annexation of the territory. Recommendation This report recommends that LAFCO reduce the City of Covina SOI to exclude the joint SOI area shared with the City of West Covina. CITY OF DIAMOND BAR LAFCO has previously adopted a sphere of influence (SOI) for the City of Diamond Bar, which extends beyond the city’s southern boundary to the Orange County border. The SOI includes the City and unincorporated territory to the south, bordered by the Orange Freeway to the west, Orange County to the south, and San Bernardino County to the east. Diamond Bar’s SOI is bordered by Industry and Pomona SOIs to the north. In response to the LAFCO Requests for Information the City of Diamond Bar stated that it intends to seek a SOI modification to include vacant land and developed areas west of the current City SOI boundaries. The City is proposing an SOI change and annexation of 2,048 acres of the proposed Aera/Shell development to the southwest and a 100-acre developed residential community to the west (Appendix B, Map 7). The 100-acre area is currently comprised of approximately 150 single-family homes, a church, and a two-story office building. The residents of this area identify themselves as part of the Diamond Bar community. In addition, the proposed Aera/Shell development involves 3,256 acres on which the developer proposes to build 3,600 homes and neighborhood-serving retail and to set aside about half of the area as open space. Portions of the development front on La Habra Heights and Brea, and are not proposed for future annexation to Diamond Bar. However, the developer proposes that the vast majority of the planned project (2,064 acres and 3,000 homes) be annexed eventually to Diamond Bar. The only planned street access to the development is Brea Canyon Road from the City of Diamond Bar. The area would be served by the Los Angeles County Sheriff Walnut/Diamond Bar station and CFPD fire stations. The Environmental Impact Report for the Aera/Shell project is scheduled for completion by the County in the summer of 2005. Expansion of the City’s SOI is recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. 95 Present and Planned Land Uses in the Area The City of Diamond Bar is a primarily residential community. Present land uses in the City mostly include residential and parks. Planned land uses in the area include a sizeable residential development to the west and south, extending 2,064 acres beyond the current Diamond Bar SOI into unincorporated territory to the southwest. Present and Probable Need for Public Facilities and Services in the Area The City’s residential population is growing. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide With regard to public services provided to the existing SOI area, the present capacity of public facilities is adequate. The properties within the City receive services from a variety of local agencies. The first proposed SOI expansion area already receives services from the same service providers serving the city limits. The second proposed SOI expansion area would also be served by these providers, but has not yet been developed. The second area would be served by the existing Sheriff station, and may be served by existing or new fire stations to be financed by development impact fees. With regard to public services provided to the existing sphere area, the present capacity of public facilities is adequate since the County facilities currently serving the area are not experiencing any deficiencies. Municipal services provided in this area are adequate. Existence of Any Social or Economic Communities of Interest The City of Diamond Bar has a long and rich history, with a high degree of community identity. Communities of interest include multi-family housing along Diamond Bar Boulevard south of Grand Avenue and the affluent suburban gated community, “The Country Estates.” One of the City’s economic communities of interest is the Gateway Corporate Center, just east of the intersection of the 57 and 60 freeways. Recommendation It is recommended that LAFCO expand the existing SOI for the City of Diamond Bar to include 2,084 acres of the proposed Aera/Shell development and a 100-acre developed residential community. The Aera/Shell SOI expansion area is the site of a proposed residential development of 3,000 homes, neighborhood retail and open space. The only planned street access to this area is Brea Canyon Road from the City of Diamond Bar. The developer proposes the area be annexed to Diamond Bar in the future. The 100-acre SOI expansion area is primarily residential, and current inhabitants identify themselves as part of the Diamond Bar community. The City has recommended that its SOI be expanded to include both areas. 96 CITY OF GLENDORA LAFCO has previously adopted a sphere of influence (SOI) for the City of Glendora that includes multiple unincorporated islands within northern and western Glendora city limits. It also includes a small portion of unincorporated land between Azusa and Glendora’s city boundaries in the southwest. The City’s SOI is surrounded by territories that fall within other municipal SOIs with the exception of its northern boundary, which extends approximately one mile north of Glendora’s current city boundary, into the Angeles National Forest. In its response to the LAFCO Request for Information, the City indicated that it is not proposing or anticipating the proposal of any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area In Glendora, most of the developed land in the City is zoned for residential uses. Additionally, multiple areas of the City are zoned for commercial use. Present land uses in the City of Glendora include primarily residential uses. Planned land uses in the area include residential, commercial, and mixed-use developments. Present and Probable Need for Public Facilities and Services in the Area The City is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. The City’s capacity and adequacy of public facilities is adequate. With regard to public services provided to the existing sphere area, the present capacity of public facilities appears adequate. The municipal services provided in this area are adequate. Existence of Any Social or Economic Communities of Interest Communities of interest include the Town Center and hillside residential areas to the north and northeast. Although a large concentration of housing exists in these areas, density growth is constrained by hillside development regulations and community preferences. Former corporate office land in the west offers potential for more residential, office, and industrial land use, and a former nursery provides space for residential development. Economic communities within the City include multiple areas along the commercial corridor of Route 66 and the City’s Town Center area. 97 Recommendation It is recommended that LAFCO retain the existing SOI for the City of Glendora at this time. CITY OF INDUSTRY LAFCO has previously adopted an SOI for the City that includes several small unincorporated areas located within or adjacent to City boundaries, including unincorporated territory extending to the center line of Valley Boulevard.58 Due to the voters’ rejection of the Hacienda Heights incorporation proposal, 24.9 acres of land along Industry’s southwest border which had previously been removed from Industry’s SOI is available to be returned to the City. A large amount of unincorporated territory not assigned to any city’s SOI surrounds Industry’s SOI to the west and south. In its response to the LAFCO request for information and MSR preparation, the City indicated that it is proposing to add multiple areas to its SOI and is proposing the annexation of additional areas within the current SOI.59 The proposed SOI expansion areas are depicted in Appendix B, Map 8. Area 4-B includes additional territory not proposed by the City but recommended to be included with the City’s proposed territory. These areas have been divided into the following designated groupings for the purpose of this report: Area 1: This is the area to the southwest of the intersection of the San Gabriel and Pomona Freeways. The City has proposed SOI changes for two sub-areas within this area. Sub-area 1-A consists of 86 acres (124 acres including streets) located between the southern Union Pacific rail line and Workman Mill Road Area, west of Rio Hondo College. Sub-area 1-B is a small 6.36-acre triangular territory, southeast of where Peck Road crosses the San Gabriel River; this sub-area is zoned by the County for light agricultural and industrial uses and is adjacent to a built-out residential neighborhood. Area 2: This area is located at the northwestern end of the City and includes 25 acres of land that the City is proposing to add to its SOI. The area lies west of the unincorporated community of Bassett and is bordered by the San Gabriel River to the west and the San Gabriel Freeway to the east. It is designated as open space both in the County’s and the City’s land use maps. Area 3: This group of SOI changes is located in the western area of Industry, just northwest of Turnbull Canyon Road, including three separate sub-areas. Two of the sub-areas (3-A and 3-B) had been adopted as part of the City’s SOI in 1980, but were removed in 1991 to accommodate the Hacienda Heights incorporation proposal. Area 3-A is a small pocket (five acres) of land just northwest of the intersection of Clark Avenue and Jarrow Avenue. Area 3-B is a larger territory (20 acres) northwest of the intersection of Clark Avenue and Turnbull Canyon Road. Area 3-C is a smaller piece of land (6.6 acres) south of the intersection of Valley Boulevard and 9th Avenue.60 58 The City of Industry plans to propose annexations of territory within the SOI, including 5.62 acres of unincorporated land located at 15058-15120 E. Valley Boulevard and 0.285 acres of unincorporated county territory located at 16201 E. Temple Avenue. 59 City of Industry Proposed Sphere of Influence maps, CNC Engineering, April 15, 2005. 60 Sub-areas 3-A and 3-B were removed from Industry’s SOI in 1991 due to an incorporation proposal. Sub-area 3-C has not been in Industry’s SOI. 98 Area 4: This industrial area is located in the southeastern portion of the City, along the Pomona Freeway between Fullerton Road to the west and the intersection of the Pomona Freeway and Walnut Drive to the east. The area consists of 71 acres within parcels, and a total of 83 acres including streets. Sub-area 4-A is a small portion of land northwest of Santar Street and Jellick Avenue. Sub-area 4-B consists of approximately 80 acres of unincorporated land to the east and west of Nogales Street, extending south to the Pomona Freeway and including the northern clover leafs. Although the City has not proposed to include the clover leaf area north of the Pomona Freeway, its inclusion in the City’s SOI area would promote logical boundary formation and logical provision of municipal services.. The City of Industry has recently submitted an application for annexation of a portion of area 4-B, bounded by Gale Avenue to the south and Nogales Street to the east. Present and Planned Land Uses in the Area The City of Industry serves as a major industrial employment center for the San Gabriel Valley, supporting over 80 thousand jobs. Although most land is zoned for industrial use, commercial development is increasing. The Industry Urban-Development Agency has plans for the extension of an Auto Mall along Gale Avenue between Azusa Avenue and Fullerton Road, just east of the Puente Hills Mall. Also, street and utility improvements are currently occurring to the east near the intersection of the northern Union Pacific rail line and Grand Avenue. Additionally, to the City’s western end around the intersection of Union Pacific rail line and the Pomona Freeway, 80 acres of land has been rezoned from industrial to commercial/industrial, permitting retail in the Crossroads Business Park area. Area 1-A: This area includes 86 acres of primarily industrial land located between the southern Union Pacific rail line and Workman Mill Road. Land northeast of Peck road is occupied mostly by Viking Freight Company, but also includes two churches and land owned by Southern California Edison. Another commercial use is a 5-acre parcel owned by Wells Fargo Bank. Area 1-B: According to the City’s General Plan, this land is zoned for low-density residential purposes. The Los Angeles County Department of Regional Planning states the area is partially zoned for light agricultural and industrial use. A private landowner occupies a large portion of this area. This landowner also owns adjacent property to the south, located within the City’s boundaries. The City is interested in annexing the territory in order to promote logical boundaries. The property owner is currently waiting for approval of development plans from Los Angeles County Regional Planning. Area 2: This land is zoned as open space in the City of Industry’s General Plan. The Los Angeles County Department of Regional Planning states the area is zoned for light agricultural purposes. Three property owners own most of the various parcels within the territory, while Southern California Edison owns less than 3 acres of the land. Area 3: Areas 3-A and 3-B were part of the failed Hacienda Heights incorporation proposal. The land is zoned as industrial, consistent with the remainder of the City of Industry’s land use. Five acres of this land is occupied by a solid waste facility. 99 Area 4: This area is zoned for industrial purposes. While most land is occupied by industrial activities, this area also includes storage facilities, an Islamic Center, and the Santana Continuation High School, which is part of the Rowland Unified School District. Present and Probable Need for Public Facilities and Services in the Area The City is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, and street maintenance is expected to grow in the future. Regulatory considerations affecting water quality increase the need for wastewater collection systems. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local and contract agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is limited for wastewater collection but otherwise adequate. The municipal services provided in this area are adequate, except that the area is faced with temporarily reduced public safety response times as a result of major roadway construction for the Alameda Corridor East project. Existence of Any Social or Economic Communities of Interest The City of Industry has a long and rich history as one of Southern California’s major industrial centers, with a high degree of community identity. Since the City is primarily industrial land and less than one thousand people live within the City’s limits, the City contains mostly economic communities of interest. However, the City is home to an equestrian center and golf course in the central northern area bordering La Puente. The City of Industry as a whole considers itself an economic community of interest for the entire San Gabriel Valley. Particular economic areas of interest within the City include its Foreign Trade Zone, the Puente Hills East Business Center, and the 110-acre Crossroads Business Park located near the intersection of the 60 and 605 Freeways. Recommendation The report recommends that the Industry SOI be expanded to include multiple adjacent unincorporated areas and also recommends that the City submit formal SOI amendment requests to LAFCO for consideration of two proposed SOI expansions. The report recommends that the Industry SOI be expanded to include area 1-A, 86 acres of primarily industrial land located between the southern Union Pacific rail line and Workman Mill Road. The SOI change will not have any effect on the area’s land use. The City’s land use policy is to automatically zone all land within its SOI for industrial use, resulting in no change in land use for the affected area. The report recommends that the Commission defer adding sub-area 1-B to Industry’s SOI until receipt of a formal SOI amendment request from the City. This sub-area is approximately six acres of land adjacent to a residential neighborhood. The County has zoned the area for light agricultural and industrial uses. The City’s General Plan contemplates residential use for the area, although the 100 City’s policy is to pre-zone potential annexation areas for industrial use. The City has mentioned interest in expanding its SOI in order to provide service to a City of Industry landowner whose property extends into area 1-B. At present, it is undeterminable whether Industry’s expansion into this territory would promote logical boundary formation. This report also recommends that the Commission defer adding sub-area 2 to Industry’s SOI until receipt of a formal SOI amendment request from the City. This area is approximately 25 acres of open space located along the San Gabriel River. Industry’s policy of automatically zoning potential annexation areas as industrial would not be consistent with the current land use in the affected area. The expansion of the SOI to this area could indirectly contribute to a reduction in regional open space. This report recommends that the Industry SOI be expanded to include areas 3-A and 3-B. Both areas are zoned for industrial use. LAFCO originally included the areas in the City’s SOI in 1980, but removed them in 1991 to accommodate the Hacienda Heights incorporation proposal. This SOI change would promote logical boundary formation. This report recommends that the Industry SOI be expanded to include area 3-C, approximately 6.6 acres of land located southeast of the Valley Boulevard and 9th Street intersection. The industrial area is significantly surrounded by the City of Industry and its inclusion into the SOI would promote logical boundary formation. This report recommends that the Industry SOI be expanded to include industrial areas 4-A and 4-B. Sub-area 4-A is a small piece of adjacent land northwest of Santar Street and Jellick Avenue. Sub-area 4-B consists of approximately 80 acres of unincorporated land to the east and west of Nogales Street, extending south to the Pomona Freeway and including the northern clover leafs. Although the City has not proposed to include the clover leaf area north of the Pomona Freeway, its inclusion in the City’s SOI area would promote logical boundary formation and logical provision of municipal services. The City of Industry has recently submitted an application for annexation of a portion of area 4-B, bounded by Gale Avenue to the south and Nogales Street to the east. CITY OF LA PUENTE LAFCO has previously adopted an SOI for the City La Puente that includes unincorporated territory lying between the City’s northern boundary and West Covina. Industry’s SOI bounds La Puente’s SOI to the south and east. West Covina’s SOI is adjacent to the north. To the northwest of the SOI, just past La Puente Avenue, there is unincorporated land not within any city’s SOI. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. 101 Present and Planned Land Uses in the Area The City of La Puente is primarily a residential community. Present land uses in the City of La Puente mostly include residential, commercial, and public lands. Planned land uses in the area include residential, commercial, and mixed-use developments. Present and Probable Need for Public Facilities and Services in the Area The City is mostly built out with residential areas, as is the unincorporated area in the vicinity of the City. The City expects a minimal increase in municipal service demands. However, maintenance and upkeep of current facilities will be necessary. Additionally, a shortage of open space is resulting in the City’s search for land acquisition opportunities to provide residents with nearby recreational areas. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is limited for stormwater, wastewater, and solid waste. Fire and policing services are provided by the County and have been determined to be adequate. Existence of Any Social or Economic Communities of Interest The City of La Puente has a long and rich history, with a high degree of community identity. The City’s center has a small-town and historic environment. Communities of interest include the central area of the City. Economic communities within the City include commercial corridors of Hacienda Avenue and Glendora Avenue, the Puente Avenue/Willow Avenue Commercial Center in the northwest, the Azusa Avenue/Valley Boulevard Commercial Center to the southeast, and the City’s Business/Employment district along Old Valley Boulevard to the south. Additional communities of interest include unincorporated territory to the northeast and northwest within the City’s SOI. Both of these areas are primarily single family residential areas. Since these areas are primarily residential development, there is little incentive for the City to annex the territory. Annexation proposals are more likely to come from area residents Recommendation It is recommended that LAFCO retain the existing SOI for the City of La Puente at this time. CITY OF LA VERNE LAFCO has adopted an SOI for the City of La Verne that includes unincorporated areas outside the current city limits. The SOI areas include a portion of the Angeles National Forest to the north, portions of land between La Verne’s northeastern boundary and the City of Claremont, and a portion of an unincorporated island to the west between San Dimas and La Verne 102 In response to the LAFCO Request for Information the City did not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area In the City of La Verne, available land use included over 55 percent occupied by residential uses, with 24 percent used for community facilities including the water and sewer system, the University of La Verne, Bracket Field Airport, and its library system. Planned land uses in the area include redevelopment and mixed use in Old Town and along the Foothill Corridor, 100 acres of industrial development in the south, and entertainment development at the Bracket Field Airport. Present and Probable Need for Public Facilities and Services in the Area The City is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is inadequate for wastewater. Municipal fire service is facing deficiencies, although the City is currently addressing this issue. The construction of a new fire department facility will address the growing service demand resulting from increased through traffic and wildland-urban interface along hillsides. Existence of Any Social or Economic Communities of Interest The City of La Verne has a long and rich history, with a high degree of community identity. The City has a mix of urban and rural environment with communities of interest that include a town center with shopping and a University. Additionally, Heritage Park remains a popular local attraction, maintaining a portion of the area’s historic roots through preservation of citrus groves. Economic communities within the City include the Bracket Field Airport where the City plans to develop commercial and tourist uses. Additionally, the Foothill Corridor is home to a large amount of the City’s commercial development. Recommendation It is recommended that LAFCO retain the existing SOI for the City of La Puente at this time. 103 CITY OF POMONA LAFCO has adopted an SOI for the City of Pomona that includes two small unincorporated islands in the northeast. These areas are adjacent to the City of Claremont’s boundary. The SOI area is fully developed with residential, commercial, industrial, and public facility uses and is surrounded by neighboring cities’ SOIs. Territory to its western border is unincorporated land occupied by California State Polytechnic University of Pomona (Cal-Poly Pomona) and not within any city’s SOI. In its response to the LAFCO Request for Information, the City indicated that it is proposing to extend its SOI west to include the Cal Poly Pomona campus. The proposed SOI expansion area is located southwest of the City border and south of the San Bernardino Freeway. The area is bounded by the City of Walnut to the southwest and Forest Lawn Memorial Park to the northwest. Cal Poly Pomona covers 1,438 acres of rolling green hills and is the second largest in area in the California State University system. The University’s 2003 enrollment included 20,300 students, 1,205 faculty, and 1,250 staff. Originally the winter ranch home of cereal magnate W.K. Kellogg, the campus retains his working Arabian horse ranch alongside rose gardens and avocado groves. In subsequent correspondence, Pomona proposed that LAFCO detach portions of the Walnut Valley Water District (WVWD) lying within the proposed SOI expansion area and current City boundary, except for the area north of Temple Avenue and Campus Drive which is currently served by WVWD. Expansion of the Pomona SOI into this area could result in future water service jurisdiction issues. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area The City of Pomona is a heavily urbanized community with present land uses including 46 percent of land for residential use and a high amount of industrial land use and educational facilities. Commercial developments in the City include mainly commercial and mixed-use developments in downtown and along major corridors. Underutilized industrial lands are being converted to residential uses. The City’s “Innovation Village” is being developed on the former Cal Poly Pomona agricultural land along the City’s western border. Present and Probable Need for Public Facilities and Services in the Area The City is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. The present capacity of public facilities is limited for police and fire services. The City’s wastewater facilities are in need of improvements and the city faces solid waste management challenges. With regard to 104 public services provided to the existing sphere area, the municipal services provided in this area are adequate. Existence of Any Social or Economic Communities of Interest The City of Pomona has a long and rich history, with a high degree of community identity. The City has an urban environment with communities of interest that include a historic City center and the Cal Poly Pomona campus which lies southwest of the City’s current boundary and SOI. Economic communities within the City include Downtown and numerous commercial strips where the City’s major retail and commercial businesses are located. There is also “Innovation Village”, the City’s newest university-related development. Recommendation It is recommended that LAFCO defer consideration of expansion of the City’s SOI to include the Cal Poly Pomona campus area until the City submits a formal SOI amendment request. Although the Draft MSR report recommended that LAFCO expand the City’s SOI to include the Cal Poly Pomona campus area, recent acknowledgement by Pomona of potential and existing water service jurisdictional issues has resulted in a change to this recommendation. It is henceforth recommended that LAFCO defer consideration of SOI expansion into this area until the City submits a formal SOI amendment request. CITY OF SAN DIMAS LAFCO has adopted an SOI for the City of San Dimas that includes multiple unincorporated areas and a portion of the Angeles National Forest outside the current city limits. These areas include a narrow stretch of unincorporated island in the southwest between Interstate 210 and Covina, a small area east of Covina between the Metrolink rail line and East Badillo Street, small pockets of land bordering La Verne to the east, and a portion of land in the northeast between La Verne and Angeles National Forest. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area In the City of San Dimas, present land uses include roughly fifty percent for residential use, while forty percent is allocated to parks and open space uses. Commercial and Industrial uses make up just over five percent of the City’s total land use. Planned land uses include plans for downtown mixed-use development in addition to regional commercial development. A light industrial development is being planned east of downtown. In 1989, the City possessed over 1,500 acres of vacant land available for additional development. 105 Present and Probable Need for Public Facilities and Services in the Area The City is growing, as are the unincorporated areas in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is adequate, with the exception of the Sheriff’s San Dimas Station, which was reported as being in poor condition. The municipal services provided in this area are adequate. Existence of Any Social or Economic Communities of Interest The City of San Dimas has a long and rich history, with a high degree of community identity. The City has a semi-rural and historic environment and attempts to maintain a frontier-like characteristic. Communities include the City’s historic center, which consists of frontier-themed homes and a civic center. Economic communities within the City include the downtown area, which has several retail business developments. Additionally, commercial development is occurring around the City’s Metrolink station. A light industrial growth area is located just east of downtown. Recommendation It is recommended that LAFCO retain the existing SOI for the City of San Dimas at this time. CITY OF WALNUT LAFCO has adopted an SOI for the City of Walnut that includes one small area of unincorporated land just north of the Valley Boulevard and Lemon Avenue intersection, in addition to the area between the curb and center line of Valley Boulevard. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area In the City of Walnut, present land uses are mostly for residential purposes and 18 percent is for open space. Public facilities and roadways occupy 22 percent. The City’s 1978 General Plan includes only 299 acres of commercial and industrial land use. In Walnut Hills, 227 residential units in conjunction with a golf course are planned to be developed. Future light industrial and technical business development is planned near the Walnut Business District, north of Valley Boulevard between Lemon Avenue and Pierre Road. 106 Present and Probable Need for Public Facilities and Services in the Area The City is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of wastewater services is deficient. The municipal services provided in this area are mostly through contract agreements with the County and appear to be adequate. Existence of Any Social or Economic Communities of Interest The City of Walnut has a long and rich history, with a high degree of community identity. The City has a suburban environment with communities of interest that include pockets of retail centers, an industrial/professional center, and a planned residential area in Walnut Hills. The City’s largest designated commercial center is located near the Grand Avenue and Valley Boulevard Intersection in the southeast. Recommendation It is recommended that LAFCO retain the existing SOI for the City of Walnut at this time. CITY OF WEST COVINA LAFCO has previously adopted a sphere of influence (SOI) for the City of West Covina that includes multiple unincorporated territories, one of which is a joint SOI with the City of Covina. The joint SOI is north of the city boundary, between the City of Irwindale and the City of Covina. Other areas include a small portion of land at the eastern city limit, a larger area in the southwest bounded by Echelon Avenue and Amar Avenue, and two areas northeast of Fairgrove Avenue. In its response to the LAFCO Request for Information, the City indicated that it does not propose or anticipate proposing any changes to its SOI. Expansion of the City’s SOI is not recommended at this time. Pursuant to Government Code section 56425, the following determinations are recommended to update the existing SOI. Present and Planned Land Uses in the Area In the City of West Covina, present land uses include primarily land used for low and medium- density residential. However, the City is also home to one of the MSR area’s largest commercial centers with 2.5 million square feet of commercially zoned territory. Development plans include conversion of low-density areas to multi-family residential use. Other planned land uses in the area include commercial and retail developments. 107 Present and Probable Need for Public Facilities and Services in the Area The City’s population is growing, as is the unincorporated area in the vicinity of the City. Similarly, the need for fire, water, wastewater, stormwater, street maintenance, parks, and library services is expected to grow in the future. Present Capacity of Public Facilities and Adequacy of Public Service that the Agency Provides or is Authorized to Provide The properties within the City receive services from a variety of local agencies. With regard to public services provided to the existing sphere area, the present capacity of public facilities is limited for wastewater and police. For the most part, the municipal services provided in this area are adequate, except that police response times are longer than in other areas and police facilities require expansion and updating. Existence of Any Social or Economic Communities of Interest The City of West Covina has a long and rich history, with a high degree of community identity. The City maintains a suburban environment. Communities of interest include low density residential hillside areas to the east. Economic communities within the City include the City’s Eastland regional shopping center, a 57 acre site north of the San Bernardino Freeway and Citrus Avenue intersection. Additional economic communities include commercial corridors along Azusa and Glendora Avenues. Recommendation It is recommended that LAFCO retain the existing SOI for the City of West Covina at this time. 108 C R E D I T S This report benefited greatly from the guidance of the LAFCO Executive Officer Larry Calemine. County Counsel provided legal analysis and review. LAFCO staff prepared all maps in this report, and provided questionnaire administration and database support. The County of Los Angeles CAO’s Urban Research Division assisted with parcel-based map verification and preparation of the geographic basis for demographic estimates. The County of Los Angeles Sheriff’s Department and Fire Department were equally generous with their time and care in explaining service delivery. Beverly Burr served as coordinating author. Burr Consulting research analysts Rorie Overby, Cecelia Griego, and Nelson Chen were contributing authors. 109 R E F E R E N C E S BOOKS, REPORTS AND ARTICLES California Regional Water Quality Control Board, Los Angeles. Trash Total Maximum Daily Loads for the Los Angeles River Watershed. September 19, 2001. California State Library, Library Development Services Bureau. California Library Statistics 2004: Fiscal Year 2002-03 from Public, Academic, Special, and County Law Libraries. Sacramento: California State Library, 2004. Citygate Associates, LLC. Municipal Service Review of the City of Azusa, February 2004. Commission on Fire Accreditation International. Fire and Emergency Service Self-Assessment Manual, sixth edition. Fairfax, Virginia: Commission on Fire Accreditation International, 2000. Commission on Local Governance for the 21st Century. Growth within Bounds: Planning California Governance for the 21st Century. Sacramento: Commission on Local Governance for the 21st Century, January 2000. Dallman, Suzanne and Thomas Piechota. Stom Water: Asset Not Liability. Los Angeles: Los Angeles & San Gabriel Rivers Watershed Council, 1999. www.lasgrwc.org/publications/Stormwater.pdf GeoSyntec Consultants, Inc. Landfill Facility Compliance Study Task 8 Report—Summary of Findings and Comprehensive Recommendations. Report to the Integrated Waste Management Board, August 2004. http://www.ciwmb.ca.gov/Publications/Facilities/52004005.pdf Kelling, George L., Tony Pate, Duane Dieckman, and Charles E. Brown. Kansas City Preventive Patrol Experiment. Washington: Police Foundation, 1975. LSA Associates, Inc. Sanitation Districts Municipal Service Review. Report to the Local Agency Formation Commission for Los Angeles County. March 2005. Little Hoover Commission. Special Districts: Relics of the Past or Resources for the Future? Sacramento: Little Hoover Commission, May 2000. Marowitz, Leonard. Why Did the Crime Rate Decrease Through 1999? (And Why Might it Decrease or Increase in 2000 and Beyond?). Sacramento: California Attorney General Criminal Justice Statistics Series, December 2000. Metropolitan Water District of Southern California. The Regional Urban Water Management Plan for the Metropolitan Water District of Southern California, December 2000. Metropolitan Water District of Southern California. Report on Metropolitan’s Water Supplies: A Blueprint for Water Reliability, March 25, 2003. Miller, Chaz. Garbage by the Numbers. National Solid Wastes Management Association Research Bulletin 02-02, July 2002. Moore Iacofano Goltsman, Inc. Rio Hondo Watershed Management Plan. Public Review Draft. Report to the San Gabriel Valley Council of Governments, August 1, 2004. 110 National Fire Protection Association. NFPA 1710: Standard for the Organization and Deployment of Fire Suppression Operations, Emergency Medical Operations, and Special Operations to the Public by Career Fire Departments. Quincy, Massachusetts: NFPA, 2001. Pitt, Leonard and Dale Pitt. Los Angeles A to Z: An Encyclopedia of the City and County. Berkeley: University of California Press, 1997. Radulescu, Dan and Xavier Swamikannu. Review and Analysis of Budget Data Submitted by the Permittees for Fiscal Years 2000-2003, Los Angeles County Municipal Storm Water Permit. Report to the California Regional Water Quality Control Board, Los Angeles Region, January 2003. Sherman, Lawrence W. and Barry D. Glick. The Quality of Police Arrest Statistics. Washington: Police Foundation, August 1984. U.S. Department of Justice, Federal Bureau of Investigation. Crime in the United States 2003, Uniform Crime Reports. Washington D.C.: U.S. Government Printing Office, October 2004. U.S. Environmental Protection Agency. Cleaner Water Through Conservation. Publication EPA 841-B- 95-002, April 1995. http://www.epa.gov/water/you/intro.html Walker, Samuel and Charles M. Katz. The Police in America: An Introduction with PowerWeb. McGraw- Hill, 2002. 111 DATA SOURCES Agency-specific data: responses to LAFCO Requests for Information, budgets, Comprehensive Annual Financial Reports, Capital Improvement Plans, General Plans, official statements, and miscellaneous plans General Plan Agency RFI I RFI II RFI III Budget CAFR General CIP Provided PlanYear Azusa √ √ √ √ √ √ 1998 Baldwin Park √ √ √ √ √ √ 2002 √ Claremont √ √ √ √ √ Partial 2004 √ Covina √ √ √ √ √ √ 2000 √ Diamond Bar √ √ √ √ √ √ 1995 √ Glendora √ √ √ √ √ √ 1991 √ Industry √ √ √ √ √ √ 1971 √ La Puente √ √ √ FY 02-03 √ Partial 2004 √ La Verne √ √ √ √ √ √ 1998 √ Pomona √ √ √ √ √ √ 2004 √ San Dimas √ √ √ √ √ 1991 √ Walnut √ √ √ √ √ √ 1978 √ West Covina √ √ √ √ √ √ 1991 √ Crime statistics and clearance rates: California Attorney General, Criminal Justice Statistics Center Demographic data: U.S. Bureau of the Census Long-Term Debt: California State Controller; MuniStatements; Moody’s; Standard and Poors; Comprehensive Annual Financial Reports Maps: LAFCO archives; Los Angeles County Public Works Department; Thomas Brothers Population Projections: Southern California Association of Governments, Regional Transportation Plan, 2004 Property Ownership: Los Angeles County Assessor Revenue: California State Controller; Comprehensive Annual Financial Reports Solid Waste Data: California Integrated Waste Management Board Wastewater Data: California Regional Water Quality Control Board; U.S. Environmental Protection Agency; California Governor’s Office of Emergency Services 112 INTERVIEWS AND CORRESPONDENCE Debbie Aguirre, Planner, L.A. County Fire Department Jeff Anderson, Senior Planner, City of West Covina Hector Bordas, Senior Civil Engineer, LA County Department of Public Works Lt. Ault, Industry Station, Los Angeles County Sheriff David Bruns, Financial Planning Head, County Sanitation Districts Toni Callaway, California Water Quality Control Board Los Angeles Region, Non-Chapter 15 Division Sandra Campbell, Associate Planner, City of Pomona James DeStefano, Deputy City Manager, City of Diamond Bar Maged Elrabaa, Senior Civil Engineer, L.A. County Department of Public Works City Services Chief Jack Garner, POST Management Counseling Services Bureau Mike Kissell, Planning Director, City of Industry David Munoz, County of Los Angeles Department of Regional Planning Chief Nieto, Consolidated Fire Protection District Denise Overstreet, City of Covina Chief Ricci, Consolidated Fire Protection District Chief Scott, Consolidated Fire Protection District Deputy Jason Skeen, Los Angeles County Sheriff Contract Law Enforcement Bureau Xavier Swamikannu, MS4 Stormwater Program Chief, Regional Water Quality Control Board 113 E S G V AST AN ABRIEL ALLEY F M S R INAL UNICIPAL ERVICE EVIEW A A PPENDIX 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 Blvd, Suite 350 Glendale, CA 91203 (818) 254-2454 Submitted by: Burr Consulting Beverly Burr, Project Coordinator 612 N. Sepulveda Blvd, Suite 8 Los Angeles, CA 90049 (310) 889-0077 Adopted on July 13, 2005 TABLE OF CONTENTS PREFACE....................................................................................................................................................................I CHAPTER A-1: CITY OF AZUSA...........................................................................................................................2 CHAPTER A-2: CITY OF BALDWIN PARK.......................................................................................................10 CHAPTER A-3: CITY OF CLAREMONT............................................................................................................18 CHAPTER A-4: CITY OF COVINA.......................................................................................................................26 CHAPTER A-5: CITY OF DIAMOND BAR.........................................................................................................34 CHAPTER A-6: CITY OF GLENDORA................................................................................................................42 CHAPTER A-7: CITY OF INDUSTRY..................................................................................................................50 CHAPTER A-8: CITY OF LA PUENTE................................................................................................................57 CHAPTER A-9: CITY OF LA VERNE..................................................................................................................65 CHAPTER A-10: CITY OF POMONA...................................................................................................................73 CHAPTER A-11: CITY OF SAN DIMAS...............................................................................................................82 CHAPTER A-12: CITY OF WALNUT...................................................................................................................90 CHAPTER A-13: CITY OF WEST COVINA........................................................................................................98 CHAPTER A-14: SPECIAL DISTRICTS............................................................................................................106 CONSOLIDATED FIRE PROTECTION DISTRICT........................................................................................................106 COUNTY SANITATION DISTRICT #15......................................................................................................................108 COUNTY SANITATION DISTRICT #18......................................................................................................................108 COUNTY SANITATION DISTRICT #21......................................................................................................................109 COUNTY SANITATION DISTRICT #22......................................................................................................................109 LA PUENTE VALLEY COUNTY WATER DISTRICT...................................................................................................110 ROWLAND AREA COUNTY WATER DISTRICT........................................................................................................110 THREE VALLEYS MUNICIPAL WATER DISTRICT....................................................................................................111 VALLEY COUNTY WATER DISTRICT......................................................................................................................111 WALNUT VALLEY WATER DISTRICT.....................................................................................................................112 I LIST OF TABLES AND FIGURES FIGURE A-1: AZUSA GENERAL FUND REVENUE SOURCES, FY 01-02............................................................................4 FIGURE A-2: BALDWIN PARK GENERAL FUND REVENUE SOURCES, FY 01-02............................................................12 FIGURE A-3: CLAREMONT GENERAL FUND REVENUE SOURCES, FY 01-02.................................................................20 FIGURE A-4: GENERAL FUND REVENUE SOURCES, FY 01-02......................................................................................28 FIGURE A-5: DIAMOND BAR GENERAL FUND REVENUE SOURCES, FY 01-02..............................................................36 FIGURE A-6: GLENDORA GENERAL FUND REVENUE SOURCES, FY 01-02....................................................................44 FIGURE A-7: INDUSTRY GENERAL FUND REVENUE SOURCES, FY 01-02.....................................................................52 FIGURE A-8: LA PUENTE GENERAL FUND REVENUE SOURCES, FY 01-02...................................................................59 FIGURE A-9: LA VERNE GENERAL FUND REVENUE SOURCES, FY 01-02 ....................................................................67 FIGURE A-10: POMONA GENERAL FUND REVENUE SOURCES, FY 01-02 .....................................................................75 FIGURE A-11: SAN DIMAS GENERAL FUND REVENUE SOURCES, FY 01-02 ................................................................84 FIGURE A-12: WALNUT GENERAL FUND REVENUE SOURCES, FY 01-02 ....................................................................92 FIGURE A-13: WEST COVINA GENERAL FUND REVENUE SOURCES, FY 01-02 ..........................................................100 II P R E FA C E This appendix supplements the draft Municipal Service Review (MSR) report on the East San Gabriel Valley. The main MSR report is primarily focused on services; whereas, the Appendix focuses on the local agencies. This supplemental appendix provides detailed information about the agencies that are providing those services, and does not reiterate the findings and conclusions, analysis, and agency comparisons that appear in the main report. I C H A P T E R A - 1 : C I T Y O F A Z U S A Detailed information regarding the City of Azusa is discussed in the Municipal Service Review prepared by Citygate Associates, LLC, adopted by LAFCO on February 11, 2004. The City of Azusa arranges for service provision within the City limits. The City is a direct provider of retail water, police, park maintenance, recreation, library, and public works services. The City contracts with Los Angeles County for fire and emergency medical services and relies on special districts for wastewater services. FORMATION AND BOUNDARY The City of Azusa is a general law city and incorporated in 1898. The City is located in eastern Los Angeles County at the northeastern end of the San Gabriel Valley. The City is bounded by the cities of Duarte and Irwindale to the west, Glendora to the east, unincorporated areas within the San Gabriel Mountains to the north, and the City of Covina and pockets of unincorporated areas to the south. The City of Azusa constitutes 8.9 square miles of land area. LAFCO has previously adopted a sphere of influence (SOI) for the City of Azusa that includes unincorporated territory to the northeast and to the south of the city limits. The City’s south SOI boundary includes unincorporated pockets of land between Azusa and Covina’s city boundaries. Its northeastern SOI boundary includes an unincorporated island lying between Azusa and Glendora’s western boundary, known as the Monrovia Nursery. The City’s boundary and SOI are depicted in Appendix B, Map 10. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council. Council members are elected at large to serve four-year terms. The council meets twice monthly. Council meetings are held on the first and third Monday of each month. Council meetings are broadcast on local television. City Council agendas are available by 5:00 PM Thursday prior to Council meetings at the Library, the City Clerk's office, and on the City’s website. The City's website provides information regarding the various City departments, services offered, community events, as well as provide copies of official City documents that can be downloaded. The City also holds community workshops, neighborhood meetings, and sends out newsletters to all households. Customer complaints are received by and handled directly by all of the City’s departments. 2 GROWTH AND POPULATION PROJECTIONS The City of Azusa is primarily a residential and industrial community. Its 1983 General Plan reported that 24 percent of the city’s land use was for residential purposes and 12 percent was for industrial use. Additionally, the Plan reported that 27 percent of land in the City was vacant. Infill, increased densities, development of vacant land, and annexation of adjacent unincorporated territory will allow for expanded housing and business opportunities in Azusa. The City’s large amount of vacant land provides ample opportunity for growth. Current housing growth opportunities include the proposed annexation of the Monrovia Nursery, which is estimated to generate over 5,000 additional residents. Commercial development opportunities exist in the downtown area, Edgewood Center, and West End of Azusa. Growth is constrained by hillside development restrictions to the north and community preferences for a low density, small-town environment. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City is in the process of developing performance-based evaluation. It has initiated the creation of benchmarks for accountability and performance evaluation. The City’s finance department currently conducts performance monitoring. The City of Azusa is a recipient of the Tree City USA award, the Model Community Achievement for Clean Air from South Coast Air Quality Management District, and received certificates of Achievement for Excellence in Financial Reporting for FY 97-98, 00-01, and 01-02. 3 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $21.7 million in general fund revenue in FY 01-02, which amounts to $519 per capita.1 By comparison, the average municipal general fund revenue per capita in Los Angeles County cities was $543. Figure A-1: Azusa General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources comparable with Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on franchise income, business Franchise Income license tax, and other sources than does the Hotel Tax (TOT) average California city. The City relies less on sales tax, transient occupancy tax, property Business License tax, interest income, and other taxes for Interest & Rent revenue. VLF Azusa has $4.7 million in general long- Utility Users Tax term indebtedness from bonds, excluding Sales & Use Tax redevelopment. In addition, the City has $16.7 million in redevelopment-related Property Tax bonded debt. The City has $28.3 million in long-term debt from other sources such as 0% 10% 20% 30% advances to the Azusa Redevelopment Agency Source as % of General Fund and obligations under developer agreements. All CA Cities Azusa The City has never defaulted on bonded debt. The City’s contingency reserves were 15% of general fund revenue at the end of FY 01-02. The City keeps $1.2 million designated for contingencies and an additional $2.5 million as unreserved and undesignated. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION The City of Azusa is a member of the San Gabriel Valley Council of Governments. GOVERNMENT STRUCTURE OPTIONS The City has proposed an annexation of unincorporated territory located between Azusa and Glendora, as discussed in the Municipal Service Review prepared by Citygate Associates, LLC, adopted by LAFCO on February 11, 2004. 1 General fund revenue per capita is calculated based on the 24 hour population. See Chapter 1 of the main report for 24-hour population level. 4 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls NP Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct Calls per 1,000 people NP Bomb Squad Sheriff Arrests 1,911 Canine Services Sheriff Citations 3,700 Academy Training NP 2003 FBI Index Crimes 1,651 POST Certified? Yes Crime Rate per 10,000 389 Service Adequacy Resources Complaints NP Total Staff 92 Priority One Response Time NP Total Sworn Staff 61 Response Time Base Year 2004 Sworn Staff per 1,000 1.3 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 9% Marked Police Vehicles NP Service Challenges NP Facilities Station Location Condition Other Purpose Built Azusa Police Department 725 N. Alameda Ave. Good None 1999 Infrastructure Needs/Deficiencies None Regional Collaboration NP 5 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,499 Ambulance Transport AMR % EMS 77% Hazardous Materials CFPD % Fire 3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10% Fire Suppression Helicopter CFPD % Fire & False Alarm 13% Public Safety Answering Point Azusa PD % Other 10% Fire/EMS Dispatch CFPD Calls per 1,000 people 59 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:36 Fire Stations Serving City 8 Response Time Base Year 2004 *Sq. Mile per Station 4 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 30 Service Challenges *Sworn Staff per Station 15 Growth in urban-wildland interface is resulting in increased *Sworn Staff per 1,000 0.6 structure fires. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus CFPD 1 Captain Engine No. 32 605 N. Angeleno Fair 5 Firefighters Squad Car CFPD 18453 E. Sierra 1 Captain Engine No. 97 Madre Ave. Fair 4 Firefighters Patrol Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 6 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services City of Azusa 90,000 Residential Curbside 80,000 Recyclable Collection Yes 70,000 60,000 Residential Curbside 50,000 Greenwaste Collection Yes 40,000 Residential Curbside 30,000 HHW Collection No 20,000 Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Direct Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 70,700 2,550 Year Rate 1998 82,988 2,710 IWMA Requirement (1) 2003 50% 1999 77,601 5,984 Actual Diversion 2000 44% (2) 2000 66,537 1.65 3,232 2001 57% (2) 2001 42,644 1.04 4,342 2002 51% (2) 2002 47,106 1.13 4,029 2003 52,439 1.24 4,369 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 90% 2013 Azusa Land Reclamation Co. Landfill Azusa 6% 2025 Commerce Refuse-to- Energy Commerce 1% NA Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 7 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 170 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 2,137 Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 12 Intersection Signal Maintenance Direct Part Time Staff 0.8 Street Lighting Direct Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies General resurfacing, traffic signal installation Service Challenges NP *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 52.99 Recreation Services Direct Total School Park Acres None Total County Park Acres 15.4 Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 1.1 Full Time 6 Total Park Acres per 1,000 Residents 1.4 Part Time 5.85 Facilities Recreation Centers Memorial Park Rec Center 320 N. Orange Place Senior Center Azusa Senior Center 740 N. Dalton Ave Other Infrastructure Needs/Deficiencies None 8 LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Statistics Book Volumes 119,420 Statistical Base Year FY 02-03 Audio 1,994 Book Volumes Per Capita 2.55 Video 1,954 Local Area per Branch (sq. mi.) 8.90 Periodicals 155 Annual Hours per 100 Population 6.11 Facilities Name Location Azusa City Library 729 North Dalton Avenue Facilities Needs/Deficiencies A new library is needed; the estimated cost of the new library is $16.5 million. The City passed Measure L in November 2001 authorizing a bond measure if State matching funds of 65% are granted. 9 C H A P T E R A - 2 : C I T Y O F BA L DW I N PA RK The City of Baldwin Park arranges for service provision within the city limits. The City is a direct provider of police, recreation, park maintenance, and transit, and relies on a number of special districts for retail water services. The City contracts with Los Angeles County for fire, emergency medical, library, and wastewater services, and contracts with private providers for waste disposal and public works. FORMATION AND BOUNDARY The City of Baldwin Park is a general law city and incorporated in 1956. The City is located in eastern Los Angeles County in the center of the San Gabriel Valley. The City is bounded by the City of Irwindale to the north and West Covina to the east. El Monte and a small portion of the City of Industry lie to the west. Small unincorporated areas and a small portion of the City of Industry are at the City’s southern border. The City of Baldwin Park constitutes 6.7 square miles of land area. LAFCO has previously adopted a sphere of influence (SOI) for the City of Baldwin Park that includes unincorporated territory to the south of the city limits. The City’s SOI to the south includes a small strip of an unincorporated island lying between Baldwin Park and the City of Industry, along with a larger portion of unincorporated territory lying between the City’s southern boundary, Industry to the west, LA Puente to the south, and West Covina to the east. The City’s boundary and SOI are depicted in Appendix B, Map 11. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by a five member city council. Council members are elected at large to serve four-year terms. The mayor is directly elected for a two-year term. The council meets twice monthly. Council meetings are held on the first and third Wednesdays of each month. Council meetings and agendas are posted on the City’s website. In conjunction with the Chamber of Commerce and Baldwin Park Unified School District, the City publishes a monthly newsletter, which is distributed to households and businesses. The City accepts complaints by letter, phone, or email. Complaints are generally handled on a case-by-case basis by departmental supervisors. Complaints that cannot be resolved are directed to upper-level management. GROWTH AND POPULATION PROJECTIONS Baldwin Park is a predominantly residential community, with over sixty percent of developed land used for residential purposes. Commercial and industrial uses make up nine and seven percent of developed land respectively, while mixed commercial-industrial land use covers six percent of the 10 City’s developed land. A large amount of Baldwin Park’s land use (15 percent) is designated for public facilities, schools, and hospitals. Future growth in Baldwin Park largely involves redevelopment, for the City is primarily built- out. The City’s General Plan identifies fourteen areas that can absorb growth and targets development in those areas. Projects and locations include mixed-use in the City’s center and along North Maine Avenue, conversion of commercial to residential use in poorly functioning commercial areas along West Ramona Boulevard, mixed commercial-industrial use in blighted industrial areas to the north, and expansion of commercial use along heavily traveled freeways. In addition, two vacant sites on Dalewood Street and Pacific Avenue offer additional space for housing units. Baldwin Park estimates their proposed Land Use Plan would provide an increase of 1,803 housing units from its 1998 housing stock (17,385) and provide a total of 12.7 million square feet of non-residential land use. The unincorporated SOI area adjacent to the City’s southern border is entirely built out with single-family residences and the City sees no potential for growth or subdivision in this area. Growth is constrained by lack of vacant land and community preferences. Zoning policy maintains existing lower density single-family neighborhoods. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Baldwin Park conducts performance evaluations of its employees. The City reported that it does not monitor productivity by tracking workload or other activities. Baldwin Park is the recipient of awards from the California Society of Municipal Finance Officers for its Comprehensive Annual Financial Report. 11 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $15.1 million in general fund revenue in FY 01-02, which amounts to $228 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-2: Baldwin Park General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on vehicle license fees (VLF) Franchise Income and other sources than does the average Hotel Tax (TOT) California city. The City relies less on transient occupancy tax, property tax, interest income, Business License and other taxes for revenue. Interest & Rent Baldwin Park has outstanding debt from VLF bonds that financed a community center and Utility Users Tax other capital improvements. The City has Sales & Use Tax $9.3 million in general long-term indebtedness from bonds (excluding redevelopment) at the Property Tax end of FY 01-02. Other general long-term debt includes $30.4 million in redevelopment- 0% 10% 20% 30% 40% related bonded debt and $21.0 million in long- Source as % of General Fund term debt from other sources. The City has All CA Cities Baldwin Park never defaulted on bonded debt. The City’s contingency reserves were 20% of general fund revenue at the end of FY 01-02. The City’s reserves included $3.1 million in undesignated reserves. The City also reserved a portion of its general fund balance for advances and youth programs. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Baldwin Park is a member of the San Gabriel Valley Council of Governments. The City of Baldwin Park is a member of the Independent Cities Risk Management Authority and the Independent Cities Lease Financing Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 12 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2002 Dispatch Direct Total Service Calls 13,389 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Contract Calls per 1,000 people 2 00 Bomb Squad Sheriff Arrests 2,424 Canine Services Direct Citations 8,600 Academy Training Sheriff 2003 FBI Index Crimes 1,966 POST Certified? Yes Crime Rate per 10,000 294 Service Adequacy Resources Complaints 4 Total Staff 120 Priority One Response Time 9:45 Total Sworn Staff 75 Response Time Base Year 2003 Sworn Staff per 1,000 0.9 Response Time Note Random sample of calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 16% Marked Police Vehicles NP Service Challenges Increasing service demands are resulting in need for a larger facility, more staff, and more equipment. Facilities Station Location Condition Other Purpose Built Baldwin Park City Hall 14403 E. Pacific Avenue Fair City Hall 1978 Infrastructure Needs/Deficiencies Facility is too small; evidence facility, dispatch, and electronic equipment needs modernized Regional Collaboration The department contracts for helicopter service from El Monte. 13 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 3,528 Ambulance Transport AMR % EMS 81% Hazardous Materials CFPD % Fire 3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 6% Fire Suppression Helicopter CFPD % Fire & False Alarm 10% Public Safety Answering Point Baldwin Park PD % Other 10% Fire/EMS Dispatch CFPD Calls per 1,000 people 53 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:51 Fire Stations Serving City 3 Response Time Base Year 2004 *Sq. Mile per Station 7 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 27 Service Challenges *Sworn Staff per Station 27 *Sworn Staff per 1,000 0.3 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 2 Captains 1 Engine CFPD 14334 East Los 4 Firefighters Squad No. 29 Angeles St. Good 3 Firefighters/Paramedic Quint Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 14 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection residential, commercial & Solid Waste Disposed (tons) Services industrial 120,000 Residential Curbside Recyclable Collection Yes 100,000 80,000 Residential Curbside Greenwaste Collection Yes 60,000 Residential Curbside 40,000 HHW Collection Yes Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 97,325 1,126 Year Rate 1998 77,788 722 IWMA Requirement (1) 2000 50% 1999 85,662 739 Actual Diversion 2000 0% (2) 2000 103,564 1.62 570 2001 17% (2) 2001 80,393 1.24 5,067 2002 4% (2) 2002 91,602 1.39 6,416 2003 93,473 1.40 6,674 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 68% 2013 El Sobrante Landfill Corona 29% 2030 Lancaster Landfill & Recycling Center Lancaster 1% 2012 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 15 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct & Private Miles of Streets 104 Asphalt Overlay/Slurry Sealing Direct City Owned Street Lights 2,544 Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct & Private Paint Street/Pavement Markings Direct & Private Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 12 Intersection Signal Maintenance Private Part Time Staff NP Street Lighting SCE Fiscal Year Staff FY 04-05 Street Lighting Maintenance Private Infrastructure Needs/Deficiencies routine resurfacing, sidewalk repair, and streetlight installation Service Challenges NP *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 28.3 Recreation Services Direct Total School Park Acres 172 Total County Park Acres None Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 0.3 Full Time 4 Total Park Acres per 1,000 Residents 2.4 Part Time 1.5 Facilities Recreation Centers Esther Snyder Community Center 4100 Baldwin Park Blvd. Family Service Center 14305 Morgan Ave. Senior Center Julia McNeil Senior Center 4100 Baldwin Park Blvd Other Baldwin Park Skate Park 15010 Badillo St. Infrastructure Needs/Deficiencies Barnes Park Improvements, Teen Center and Skate Park 16 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 118,000 Statistical Base Year FY 02-03 Audio* 10,100 Book Volumes Per Capita 1.49 Video NA Local Area per Branch (sq. mi.) 6.66 Periodicals NA Annual Hours per 100 Population 2.36 Facilities Name Location Baldwin Park Library 4181 Baldwin Park Blvd Facilities Needs/Deficiencies None * Audio numbers are the combined total of all audio/visual materials. 17 C H A P T E R A - 3 : C I T Y O F C L A R E M O N T The City of Claremont arranges for service provision within the city limits. It provides direct police, park, cemetery, street maintenance, solid waste pick-up, and wastewater collection. The City contracts with Los Angeles County for fire and emergency medical, library, wastewater, and flood control services and relies on special districts and private providers for water, waste management, and some public works services. FORMATION AND BOUNDARY The City of Claremont incorporated as a general law city in 1907. The City is located in the eastern portion of Los Angeles County at the eastern end of the San Gabriel Valley. The City is bounded by the Angeles National Forest and unincorporated territory to the north and San Bernardino County to the east. Its northwestern border is bounded by unincorporated territory, while the southwest boundary is adjacent to the City of Pomona and La Verne. The City of Claremont constitutes 13 square miles of land area. LAFCO has previously adopted a sphere of influence (SOI) for the City of Claremont that includes a number of unincorporated areas. Unincorporated territory within the SOI includes portions of land located between the Angeles National Forest and the City’s north and northwest boundary. Two small unincorporated islands are also included in the City’s SOI. One is located in the northeastern area just west of Mt. Baldy Road. The other is located in an area northwest of the intersection of Mountain Avenue and Baseline Road. The City’s boundary and SOI are depicted in Appendix B, Map 12. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected council. Council members are elected at large to serve four- year terms. The Mayor is chosen by the Council Members. The council meets twice a month. Council meetings are held on the second and fourth Tuesday of each month. City Council agendas are posted in front of City Hall and on the City’s website. The City updates constituents through delayed video and live audio of council meetings, newsletter mailed to residents, and billing enclosures. Complaints are made through customer feedback cards, letters, phone calls, e-mails, and personal contact at City Hall. GROWTH AND POPULATION PROJECTIONS The City of Claremont started out as a railroad “boom-town” in the late 1800’s. However, this boom was short-lived and the community’s growth stemmed mostly from the formation of local colleges and a thriving citrus industry. Today, the City is primarily residential (35 percent) with large amounts of open space (31 percent) and college land. Also, 14.5 percent of land in the City is vacant. 18 Growth opportunities for the City include development of vacant land, infill, and redevelopment. The City is currently involved in updating its general plan, and is determining what type of development should occur in sensitive hillside areas. The City has reserved the areas of Johnson’s Pasture and Gale Ranch for housing development; however, the nature of development has yet to be determined. The Village Expansion and Gold Line Station projects aim at developing housing, entertainment, and shopping around the Gold Line Metro and in proximity to the Claremont Colleges. Additional development along the I-10 Freeway is intended to expand on a cluster of auto dealerships in addition to exploring residential and commercial opportunities. Former gravel pits to the east may also provide potential development opportunities. Claremont’s growth may be constrained by community preferences, topological issues, and environmental and scenic preservation. Surrounding hillsides limit development due to development restrictions. Also, many of the City’s communities wish to preserve their low density single-family character. Additionally, historic preservation places limits on development in the center of the City. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City Council reviews accomplishments at the end of each fiscal year. The City also reported that it conducts productivity monitoring. The City’s annual budget includes service indicators for all operations and compares the prior year’s indicators with the previous years. The City has received multiple awards for excellence in financial reporting, and is also the recipient of the League of California Cities’ Helen Putman Award, provided to cities that have taken actions to reduce costs or increase efficiency of service delivery. 19 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $15.6 million in general fund revenue in FY 01-02, which amounts to $423 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-3: Claremont General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than Los Angeles County and California cities as a whole. The City depends more Other Taxes heavily on utility users’ tax and other sources Franchise Income than does the average California city. The City Hotel Tax (TOT) relies less on property tax, interest income, and Business License other taxes for revenue. Interest & Rent Claremont had $5.4 million in general long- VLF term indebtedness (excluding redevelopment) Utility Users Tax at the end of FY 01-02. The City’s only outstanding bonded debt involved $8.6 million Sales & Use Tax in redevelopment-related bonds. The City has Property Tax never defaulted on bonded debt. 0% 10% 20% 30% Claremont’s contingency reserves were Source as % of General Fund 19% of general fund revenue at the end of FY All CA Cities Claremont 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Claremont is a member of San Gabriel Valley Council of Governments in addition to a number of joint powers authorities. It is a member of the Route 30 JPA, which addresses issues related to construction of the 210 Freeway extension. It is also a member of the California Joint Powers Insurance Authority, the Goldline JPA, Tri-City Mental Health, and the Pomona Valley Transit Authority. The City’s police department collaborates regionally on special cases as part of the LA Impact program. GOVERNMENT STRUCTURE OPTIONS The City has considered annexation of unincorporated properties within its SOI which would reduce costs of providing redundant services. 20 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2003 Dispatch Direct Total Service Calls 21,866 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 5 81 Bomb Squad Sheriff Arrests 2,650 Canine Services Sheriff Citations 19,920 Academy Training None 2003 FBI Index Crimes 1,188 POST Certified? Yes Crime Rate per 10,000 316 Service Adequacy Resources Complaints 12 Total Staff 62 Priority One Response Time 3:57 Total Sworn Staff 40 Response Time Base Year 2003 Sworn Staff per 1,000 1.1 Response Time Note Average of emergency calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 15% Marked Police Vehicles 10 Service Challenges Responding to Hillside areas is difficult. Facilities Station Location Condition Other Purpose Built Claremont Police Department 570 West Bonita Ave. Poor None 1970's Infrastructure Needs/Deficiencies Entire PD is experiencing deficiencies Regional Collaboration L.A. Impact 21 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,431 Ambulance Transport AMR % EMS 76% Hazardous Materials CFPD % Fire 2% Air Rescue & Ambulance Helicopter CFPD % False Alarm 7% Fire Suppression Helicopter CFPD % Fire & False Alarm 9% Public Safety Answering Point Claremont PD % Other 15% Fire/EMS Dispatch Direct Calls per 1,000 people 65 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:10 Fire Stations Serving City 3 Response Time Base Year 2004 *Sq. Mile per Station 4 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 33 Service Challenges *Sworn Staff per Station 11 Growth in urban-wildland interface is resulting in increased structure *Sworn Staff per 1,000 0.9 fires. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Captain CFPD 1 Firefighter No. 62 3701 N. Mills Ave Good 1 Firefighter/ Paramedic 1 Assessment Engine 1 Captain CFPD 1 Firefighter Engine No. 101 606 W. Bonita Ave. Fair 3 Firefighters/ ParamedicsSquad CFPD 1 Captain No. 102 4370 N. Sumner Ave. Fair 2 Firefighters Engine Infrastructure Needs/Deficiencies CFPD No. 102 is in need of modernization. Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 22 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services City of Claremont 60,000 Residential Curbside Recyclable Collection Yes 50,000 40,000 Residential Curbside Greenwaste Collection Yes 30,000 Residential Curbside 20,000 HHW Collection Yes Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) Direct Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 51,045 3,647 Year Rate 1998 29,317 7,977 IWMA Requirement (1) 2000 50% 1999 30,093 7,505 Actual Diversion 2000 44% 2000 34,031 0.94 3,911 2001 54% 2001 28,266 0.77 2,349 2002 55% 2002 28,338 0.76 8,152 2003 30,046 0.80 7,399 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Olinda Alpha Landfill Brea 87% 2013 Puente Hills Landfill Whittier 6% 2013 El Sobrante Landfill Corona 5% 2030 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 23 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct & Private Miles of Streets 122 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights 419 Street/Pot Hole Repair Direct & Private SCE Street Lights* 2,201 Sidewalk, Curb, & Gutter Repair Direct & Private Paint Street/Pavement Markings Direct & Private Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 14 Intersection Signal Maintenance Direct Part Time Staff NP Street Lighting Direct & SCE Staff Reference Year FY 04-05 Street Lighting Maintenance Private Infrastructure Needs/Deficiencies Routine resurfacing, sidewalk repair, and streetlight installation; "safe routes to school" project to install traffic signals, streetlights and pedestrian amenities Service Challenges NP *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 1609.7 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 43.9 Full Time 12 Total Park Acres per 1,000 Residents 43.9 Part Time 2 Facilities Recreation Centers Alexander Hughes Community Center1700 Danbury Road Youth Activity Center 1717 N. Indian Hill Blvd. Senior Center Joslyn Senior Center 660 N. Mountain Ave Other Infrastructure Needs/Deficiencies Construct a public restroom facility at Chaparral Park. Develop construction ready designs for El Barrio Park. Develop El Roble Gym with CUSD. Rennovate Memorial Park Community Center. 24 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 168,000 Statistical Base Year FY 02-03 Audio 5,900 Book Volumes Per Capita 4.73 Video 5,900 Local Area per Branch (sq. mi.) 13.14 Periodicals 180 Annual Hours per 100 Population 4.98 Facilities Name Location Claremont Library 208 N. Harvard Ave Facilities Needs/Deficiencies None 25 C H A P T E R A - 4 : C I T Y O F C OV I N A The City of Covina arranges for service provision within the city limits. The City contracts with Los Angeles County for fire, emergency medical, wastewater treatment, and flood control services. It relies on a private provider for solid waste disposal services, and is a direct provider of police, water, recreation, park maintenance, library, and public works services. FORMATION AND BOUNDARY The City of Covina incorporated as a general law city in 1901. The City is located in eastern Los Angeles County in the central area of the San Gabriel Valley. The City is surrounded by the incorporated cities of Azusa and Glendora to the north, San Dimas to the east, and West Covina to the south. Unincorporated territory borders its western, northeast, and southeast boundaries and a number of unincorporated islands exist within its bounds. The City of Covina constitutes 7 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Covina that includes unincorporated areas surrounding and surrounded by the city. The SOI is bordered by the Arrow Highway to the north, San Dimas to the east, West Covina to the south and southwest, and Irwindale and unincorporated lands to the west. The City’s SOI shares a joint SOI with the City of West Covina. The joint SOI is west of the City boundary, between the City of Irwindale and the City of West Covina. The City’s boundary and SOI are depicted in Appendix B, Map 13. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected council. Five council members are elected at large to serve four-year terms. The council meets twice monthly. Council meetings are held on the first and third Tuesday of each month. Council meetings are broadcast live on cable television, and broadcast subsequently. City Council minutes are posted on the City’s website and City Hall, and public hearings are posted in the local newspaper. Complaints are typically submitted directly to individual departments via telephone or in writing. In addition, some departments send out comment cards to gather information on service adequacy. Complaints are handled at the department level and if needed would ultimately be addressed by the City Managers office. The city does not track the number of complaints. GROWTH AND POPULATION PROJECTIONS The City of Covina is a highly residential community, with nearly sixty-five percent of parceled land used for residential purposes. The city’s historic downtown has been well-preserved and 26 provides a number of entertainment and unique shopping opportunities for residents and visitors. A large amount of Covina’s land use (10 percent) is designated for school facilities, while a small amount of land is zoned industrial (six percent). Growth prospects in Covina largely involve redevelopment of downtown and underutilized properties and infill of vacant properties. The City’s General Plan identifies areas that can absorb growth and targets development mostly within the downtown historic center. Projects and locations include mixed-use in the city’s center and conversion of underutilized and vacant light industrial areas. Three vacant light-industrial use properties along the Metro line, totaling 74,183 square feet, will be available for commercial and residential mixed use development. Plans for increased development of entertainment and retail attractions to the historic center will also provide for non- residential growth. Unincorporated areas within the City’s SOI are primarily low-density residential. Growth is constrained by both a lack of vacant land and community preferences. The City’s General Plan adopted a “moderate growth scenario” to restrict medium and high density development and preserve single-family neighborhood character. In addition, the City’s goal to preserve the historic character of the city center also limits growth potential in this area. The City has projected its population at build-out to reach 49,149 based on the 1998 General Plan. SCAG projections estimated that the City’s build-out population would be exceeded in 2004, reaching over 50,000 by 2005. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Covina conducts performance evaluations through a number of city, agency, and residential surveys. The City stated that it monitors productivity by tracking workload. The workload information is used in the preparation of the budget and by department managers to improve service and address areas of concern. The City of Covina received the Helen Putnam Award of Excellence in recognition of its teen volunteer program. It has also received an award for excellence in Economic development/marketing. 27 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $20 million in general fund revenue in FY 01-02, which amounts to $382 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-4: General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is lower than Other Sources Los Angeles County and California cities as a whole. The City depends more heavily on sales Other Taxes tax, utility users’ tax, and vehicle license fees Franchise Income (VLF) than does the average California city. Hotel Tax (TOT) The City relies less on property tax, transient occupancy tax, business license tax, interest Business License income, and other taxes for revenue. Interest & Rent VLF Covina had $38.7 million in general long- term indebtedness from redevelopment-related Utility Users Tax bonds at the end of FY 01-02. The City had Sales & Use Tax $6.3 million in other long-term debt, including Property Tax legal claims and compensated absences. The City has never defaulted on bonded debt. 0% 10% 20% 30% 40% Source as % of General Fund The City’s contingency reserves were 10% of general fund revenue at the end of FY 01- All CA Cities Covina 02. The City’s reserves included $1.7 million in undesignated reserves and $0.9 for contingencies. Another $1.9 million designated for “continuing appropriations” might also be considered part of the City’s contingency reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Covina is a member of the San Gabriel Valley Council of Governments. The City receives some water service from the City of Azusa. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 28 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2003 Dispatch Direct Total Service Calls 45,000 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 8 39 Bomb Squad Sheriff Arrests 3,200 Canine Services Direct Citations 4,400 Academy Training Rio Hondo Academy 2003 FBI Index Crimes 2,256 POST Certified? Yes Crime Rate per 10,000 420 Service Adequacy Resources Complaints 1 Total Staff 131 Priority One Response Time 3:30 Total Sworn Staff 58 Response Time Base Year 2003 Sworn Staff per 1,000 1.2 Response Time Note Average of emergency calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 19% Marked Police Vehicles 32 Service Challenges Department would be strained if City decided to expand its service area. Facilities Station Location Condition Other Purpose Built Covina Police CFPD Administrative Department 444 N. Citrus Ave. Good Offices 1975 Infrastructure Needs/Deficiencies Expansion of facilities, physical fitness facility, dispatch improvements Regional Collaboration Share station with CFPD No. 154, Foothill Air Support Team helicopter program, School Resource Officer program 29 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 3,449 Ambulance Transport AMR % EMS 76% Hazardous Materials CFPD % Fire 2% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10% Fire Suppression Helicopter CFPD % Fire & False Alarm 13% Public Safety Answering Point Covina PD % Other 12% Fire/EMS Dispatch CFPD Calls per 1,000 people 64 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:03 Fire Stations Serving City 4 Response Time Base Year 2004 *Sq. Mile per Station 2 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 45 Service Challenges *Sworn Staff per Station 15 *Sworn Staff per 1,000 0.9 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Captain CFPD 807 W. Cypress 1 Firefighter No. 152 Street Fair 1 Firefighter/Paramedic Assessment Engine 1 Captain CFPD 1577 E. Cypress 2 Firefighters No. 153 Street Fair 1 Firefighter/Paramedic Assessment Quint Battalion Chief Assistant Fire Chief Engine Captain Squad Firefighter Utility Vehicle CFPD 401 N. Second 3 Firefighters/Paramedics 1 Battalion Chief Vehicle No. 154 Avenue Fair Utility Driver Assistant Chief Vehicle Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 30 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 120,000 Residential Curbside Recyclable Collection Yes 100,000 80,000 Residential Curbside Greenwaste Collection Yes 60,000 Residential Curbside 40,000 HHW Collection No Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Covina Disposal; Athens Tons Tons Disposed Alternative Daily Waste Hauler(s) Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 90,481 1,089 Year Rate 1998 95,598 4,423 IWMA Requirement (1) 2000 50% 1999 86,434 6,762 Actual Diversion 2000 54% 2000 63,900 1.24 6,245 2001 54% 2001 53,016 1.02 8,560 2002 54% 2002 53,501 1.01 8,219 2003 57,413 1.07 8,862 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 83% 2013 Commerce Refuse-to- Energy Commerce 11% NA Lancaster Landfill & Recycling Center Lancaster 3% 2012 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 31 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 109 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 131 Street/Pot Hole Repair Direct SCE Street Lights* 1,784 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 9 Intersection Signal Maintenance Private Part Time Staff None Street Lighting Direct Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Creation of more roadside parking space for City Center retail, safe pedestrian routes to schools Service Challenges Increasing traffic on Azusa and Grand Avenue between the 10 and 210 Freeways *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct and Contract Total Local Park Acres 54 Recreation Services Direct Total School Park Acres 9 Total County Park Acres 12.5 Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 1.1 Full Time 5 Total Park Acres per 1,000 Residents 1.5 Part Time 2 Facilities Recreation Centers Hollfelder Teen Center Covina Park Senior Center Joslyn Senior Center 815 N. Barranca Other Infrastructure Needs/Deficiencies None 32 LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Statistics Book Volumes 95,946 Statistical Base Year FY 02-03 Audio 3,721 Book Volumes Per Capita 1.97 Video 5,279 Local Area per Branch (sq. mi.) 6.97 Periodicals 192 Annual Hours per 100 Population 4.58 Facilities Name Location Covina Public Library 234 North Second Avenue Facilities Needs/Deficiencies None 33 C H A P T E R A - 5 : C I T Y O F D I A M O N D BA R The City of Diamond Bar arranges for service provision within the city limits. The City contracts with Los Angeles County for police, fire, emergency medical, and library services. It relies on private providers for refuse collection, park maintenance, and public works services, and receives water and wastewater services from a number of special districts. FORMATION AND BOUNDARY The City of Diamond Bar incorporated as a general law city in 1989. The City is located in eastern Los Angeles County at the southeast end of the San Gabriel Valley. The City is bounded by the cities of Pomona and Industry to the north, San Bernardino County to the east, and unincorporated areas to the west and south. The City of Diamond Bar constitutes 14.8 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Diamond Bar, which extends beyond the city’s southern boundary up to the Orange County border. The SOI includes the city and unincorporated territory to the south, bordered by the Orange Freeway to the west, Orange County to the south, and San Bernardino County to the east. The Walnut and Pomona SOIs border Diamond Bar’s SOI to the north. The City’s SOI is bordered to the south and west by unincorporated territory not contained within any city’s SOI. The City’s boundary and SOI are depicted in Appendix B, Map 14. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by a five member city council elected at large. The Mayor is selected by the City Council from among its members, and serves a one-year term. A City Manager is also appointed by the City Council to oversee the City’s daily activities. The council meets twice monthly. Council meetings are held on the first and third Tuesday of each month. The City broadcasts live Council meetings on television and rebroadcasts every Saturday at 9 a.m. and alternate Tuesdays at 6:30 p.m. City Council meeting minutes are posted in front of City Hall, at the public library, and on the City’s website. The City’s monthly newsletter keeps residents informed of City activities. Customers dissatisfied with City services may file complaints by phone, mail, or in person. Complaints are handled by individual departments. The City does not retain a record of the number and type of complaints filed. 34 GROWTH AND POPULATION PROJECTIONS The City of Diamond Bar is a highly residential community. In its 1995 General Plan, it stated that 56 percent of parceled land was used for residential purposes. Five percent of the area’s land is covered by parks, while 2.5 percent is occupied by public facilities including schools, golf courses, and open space. Growth prospects in Diamond Bar largely involve development of vacant lands. The 1995 General Plan projected that the City had potential to develop 1,115 housing units and 1.5 million square feet of commercial/industrial space. Potential residential growth exists in the area northeast of Diamond Bar Boulevard and Grand Avenue. In its 2002 annual report, the City indicated that over 500 thousand square feet of commercial/industrial land had been developed since the 1995 Plan. The unincorporated area within the City’s SOI to the south is primarily agricultural and open space land. The City has proposed expanding its SOI further west and southwest to bordering unincorporated territory where residential development is taking place. The proposed development is a 3,000 acre residential project proposed by Aera Energy/Shell. Growth is constrained by both community preferences and topography. The City’s General Plan pledges to protect the character of existing communities and ensure sufficient open space. The City has projected its population at General Plan build-out to reach 57,700 based on the 1995 General Plan. SCAG projections exceed this build-out population, estimating a population of 59,667 in 2005. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Diamond Bar conducts performance evaluations through City department supervisors. The City stated that it monitors productivity by keeping track of project completion. The information gathered is reviewed by the City Council and used in the preparation of the annual budget. The City of Diamond Bar has received awards for excellence in financial reporting. It has also received awards for environmental achievement from Keep California Beautiful and the California State Waste Management Board. 35 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $11.2 million in general fund revenue in FY 01-02, which amounts to $222 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-5: Diamond Bar General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on vehicle license fees (VLF) and Franchise Income franchise income than does the average Hotel Tax (TOT) California city. The City relies less on other sources and taxes for revenue. Diamond Bar Business License does not levy a utility users’ tax or a business Interest & Rent license tax. VLF Diamond Bar did not have any long-term Utility Users Tax indebtedness from bonds at the end of FY 01- 02. The City’s only long-term debt was $150 Sales & Use Tax thousand from compensated absences payable. Property Tax The City’s contingency reserves were 149% 0% 10% 20% 30% 40% of general fund revenue. The Government Source as % of General Fund Finance Officers Association recommends an All CA Cities Diamond Bar undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Diamond Bar is a member of the San Gabriel Valley Council of Governments. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 36 POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 1 3,459 Search and Rescue Sheriff 911 Calls 1473 Crime Lab Sheriff Non-Emergency Calls 11,047 SWAT Sheriff % 911 Calls 11% Temporary Holding Sheriff Calls per 1,000 people 264 Bomb Squad Sheriff Arrests 552 Canine Services Sheriff Citations 11,566 Academy Training Sheriff 2003 FBI Index Crimes 1,003 POST Certified? Yes Crime Rate per 10,000 197 Service Adequacy Resources Complaints (1) 78 Total Staff (2) 164 Priority One Response Time 5:20 Total Sworn Staff (2) 128 Response Time Base Year 2002 Sworn Staff per 1,000 1.0 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 12% Marked Police Vehicles 47 Service Challenges Budget constraints, population expansion in coming years Facilities Station Location Condition Other Purpose Built Community events, Walnut/Diamond training, and Bar Station 21695 Valley Blvd. Good administrative duties 1987 Public safety Diamond Bar information to the Service Station 23449 Golden Springs Good community 1999 Infrastructure Needs/Deficiencies None Regional Collaboration Cities of Walnut & Diamond Bar participate in decision making process for services provided by the station. (1) Total complaints received at Walnut/Diamond Bar Station, which serves Walnut, Diamond Bar, & unincorporated areas. (2) Staff numbers are for the Walnut/Diamond Bar Station, which serves Walnut, Diamond Bar, & unincorporated areas. 37 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,453 Ambulance Transport AMR % EMS 68% Hazardous Materials CFPD % Fire 4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 12% Fire Suppression Helicopter CFPD % Fire & False Alarm 15% Public Safety Answering Point Sheriff % Other 16% Fire/EMS Dispatch CFPD Calls per 1,000 people 48 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 5:53 Fire Stations Serving City 6 Response Time Base Year 2004 *Sq. Mile per Station 7 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 24 Service Challenges *Sworn Staff per Station 12 *Sworn Staff per 1,000 0.4 Street improvements at Grand & Golden Springs cause delays. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus Battalion Chief Engine Captain Patrol 1051 S. Grand 3 Firefighters Utility Vehicle No. 120 Ave. Fair 1 Firefighter/Paramedic Battalion Chief Vehicle 1 Captain No. 121 346 Armitos Good 2 Firefighters Engine Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 38 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 80,000 Residential Curbside Recyclable Collection Yes 70,000 60,000 Residential Curbside 50,000 Greenwaste Collection Yes 40,000 Residential Curbside 30,000 HHW Collection Yes 20,000 Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No USA Waste of CA, Inc.; Waste Management of Pomona/San Tons Tons Disposed Alternative Daily Waste Hauler(s) Gabriel-Valley Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 72,137 590 Year Rate 1998 60,973 434 IWMA Requirement (1) 2000 50% 1999 63,196 279 Actual Diversion 2000 48% 2000 49,130 1.00 1,592 2001 52% 2001 43,217 0.87 7,796 2002 59% 2002 35,976 0.71 7,776 2003 38,588 0.76 7,339 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 74% 2013 Olinda Alpha Landfill Brea 20% 2013 El Sobrante Landfill Corona 5% 2030 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 39 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct & Private Miles of Streets 137 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights None Street/Pot Hole Repair Private SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Private Paint Street/Pavement Markings Private Street Sweeping Private Resources Street Sign Maintenance Private Full Time Staff 1 Intersection Signal Maintenance Private Part Time Staff None Street Lighting SCE Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Beautification of a portion of Grand Avenue; street slurry seal and overlay Service Challegnges g g and Golden Springs Drive. Traffic volumes for the City's major streets are projected to exceed desireable volumes by 2010. *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct and Contract Total Local Park Acres 142.6 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 2.4 Full Time 2.175 Total Park Acres per 1,000 Residents 2.4 Part Time 7 Facilities Recreation Centers Diamond Bar Center 1600 S. Grand Avenue Senior Center Diamond Bar Senior Center 1600 S. Grand Avenue Other Diamond Bar Skate Park 24142 E. Sylvan Glen Road Infrastructure Needs/Deficiencies Sycamore Canyon Park needs an ADA retrofit and trail head improvement. Pantera Park gets two picnic shelters. The City needs to design an ADA retrofit for Starshine Park. 40 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 111,200 Statistical Base Year FY 02-03 Audio* 10,300 Book Volumes Per Capita 1.91 Video NA Local Area per Branch (sq. mi.) 14.76 Periodicals 150 Annual Hours per 100 Population 4.48 Facilities Name Location Diamond Bar Library 1061 S. Grand Ave Facilities Needs/Deficiencies None * Audio numbers are the combined total of all audio/visual materials. 41 C H A P T E R A - 6 : C I T Y O F G L E N D O R A The City of Glendora arranges for service provision within the city limits. The City contracts with Los Angeles County for fire, emergency medical, wastewater, and flood control services, relies on private providers for water and solid waste, and is a direct provider of police, recreation, park maintenance, library, water, and public works services. FORMATION AND BOUNDARY The City of Glendora is a general law city and incorporated in 1911. The City is located in eastern Los Angeles County in northeastern San Gabriel Valley. The City is bordered by Barranca and Citrus Avenues to the west, Arrow Highway to the south, the City of San Dimas to the southeast, and unincorporated areas and the Angeles National Forest to the north and northeast. The City of Glendora constitutes 19.1 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Glendora that includes multiple unincorporated islands within northern and western Glendora city limits. It also includes a small portion of unincorporated land between Azusa and Glendora’s boundaries in the southwest. Additionally, the SOI extends approximately one mile north of Glendora’s current boundary, into the Angeles National Forest. The City’s boundary and SOI are depicted in Appendix B, Map 15. LOCAL ACCOUNTABILITY AND GOVERNANCE The city is governed by an elected council. Five council members are elected at large to serve four-year terms. The City Council selects a Mayor and Mayor Pro Tempore each year from among its members. The council meets twice monthly. Council meetings are held on the second and fourth Tuesday of each month. Council meetings are broadcasted live and re-broadcasted the following Thursday, Friday, Saturday, and Sunday. Council agendas and minutes are regularly posted on the City’s website. Complaints are handled directly by each department or division. Complaints are directed to individual department directors. GROWTH AND POPULATION PROJECTIONS Glendora is primarily a residential community and considers itself the “Pride of the Foothills.” It is known for its quaint neighborhoods and scenic backdrop of the San Gabriel Mountains. Visitor attractions include the Glendora Bougainvillea State Historic Land-mark, a twelve-hundred foot floral vine growth. 42 Growth prospects in the City include redevelopment and increased housing density in the City center and in outlying areas. Within the downtown Route 66 Corridor area, five sites totaling 3.4 million square feet offer potential housing development of up to 1,228 units. These areas include the Town Center Mixed Use area along Route 66 between Grand and Glendora Avenue, and the Route 66 Residential area just east of the City Center. Most redevelopment in the Route 66 Corridor is aimed at mixed use, providing a combination of residential and commercial development throughout the corridor. Other residential land use plans include the conversion of the Monrovia Nursery from low/medium residential to medium/high residential land use and conversion of the Rain Bird Sprinkler Corporation’s 25-acre area from office/industrial to medium density mixed-use. Potential for 250 to 500 thousand square feet of commercial development exists in an area known as the Kaiser Property, located in the southeastern corner of the City boundaries. Growth is constrained by topography and land conservation along hillsides and historic preservation issues within the City center. Although plans exist to develop hillside residential areas in the north and northeast, growth and density is constrained by hillside development standards. The City’s General Plan for 1991-2010 specifies that planning standards are set to preserve land forms, plant and animal habitats, scenic views, and natural resources. Therefore, hillside areas are limited to low-density land use, limiting the City’s growth potential in these areas. Also, land use is limited in the City Center to preserve the area’s unique historic character. The City projected its population to reach 53,163 by the year 2010, lower than SCAG’s projection of 58,055 residents in 2010. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Glendora conducts performance evaluations on a regular basis. Annually, the City uses workload indicators to evaluate budgets for the following fiscal years. The City mentioned that it commissioned a report to measure staff workloads, organization, and productivity. The report made recommendations which the City intends to implement on an ongoing basis. The City has received awards for excellence in financial reporting, and has also been designated a Tree City USA by the National Arbor Day Foundation. 43 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $13.6 million in general fund revenue in FY 01-02, which amounts to $260 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-6: Glendora General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on sales tax, vehicle license fees Franchise Income (VLF), and franchise income than does the Hotel Tax (TOT) average California city. The City relies less on transient occupancy tax, business license tax, Business License and other sources and taxes than does the Interest & Rent average California city. Glendora does not VLF levy utility user tax. Utility Users Tax Glendora has $16.2 million in general Sales & Use Tax long-term indebtedness from redevelopment- related bonds at the end of FY 01-02. The Property Tax City has never defaulted on bonded debt. 0% 10% 20% 30% 40% 50% The City’s contingency reserves were 76% Source as % of General Fund of general fund revenue. The City keeps $7.5 All CA Cities Glendora million in designated contingency reserves and an addition $7.3 million as unreserved and undesignated. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Glendora is a member of the San Gabriel Valley Council of Governments. The City receives regional transit service from the Foothill Transit Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 44 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2003 Dispatch Direct Total Service Calls 18,660 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Direct % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 3 51 Bomb Squad Sheriff Arrests 1,387 Canine Services Direct Citations 6,702 Academy Training Sheriff 2003 FBI Index Crimes 1,330 POST Certified? Yes Crime Rate per 10,000 2 50 Service Adequacy Resources Complaints 3 Total Staff 90 Priority One Response Time NP Total Sworn Staff 52 Response Time Base Year NP Sworn Staff per 1,000 1.0 Response time not broken Response Time Note out for Priority One calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 24% Marked Police Vehicles NP Service Challenges None Facilities Station Location Condition Other Purpose Built Glendora Police Department 150 So. Glendora Ave Good None 1966 Infrastructure Needs/Deficiencies Expansion of existing facility, physical fitness facility Regional Collaboration Participation in regional task forces include L.A. Impact and TRAP. 45 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,908 Ambulance Transport AMR % EMS 74% Hazardous Materials CFPD % Fire 3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 5% Fire Suppression Helicopter CFPD % Fire & False Alarm 8% Public Safety Answering Point Glendora PD % Other 18% Fire/EMS Dispatch CFPD Calls per 1,000 people 55 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:33 Fire Stations Serving City 4 Response Time Base Year 2004 *Sq. Mile per Station 6 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 51 Service Challenges *Sworn Staff per Station 17 Growth in urban-wildland interface is resulting in increased *Sworn Staff per 1,000 1.0 structure fires. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus CFPD 650 E. Gladstone 1 Captain Engine No. 85 St. Fair 4 Firefighters Emergency Support Team CFPD 520 S. Amelia 2 Captains Engine No. 86 Ave. Fair 5 Firefighters Truck 1 Captain CFPD 231 W. Mountain 1 Firefighters Engine No. 151 View Ave. Fair 3 Firefighters/Paramedics Squad Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 46 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 100,000 Residential Curbside Recyclable Collection Yes 80,000 Residential Curbside 60,000 Greenwaste Collection Yes Residential Curbside 40,000 HHW Collection No 20,000 Commercial On-Site Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Athens Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 60,100 1 1,714 Year Rate 1998 86,774 1 2,192 IWMA Requirement (1) 2003 50% 1999 57,919 1 0,157 Actual Diversion 2000 22% (2) 2000 70,952 1.40 8,648 2001 47% (2) 2001 44,736 0.87 9,322 2002 42% (2) 2002 49,772 0.95 8,768 2003 50,032 0.94 8,423 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 99% 2013 Commerce Refuse-to-Energy Commerce 0% NA Azusa Land Reclamation Co. Landfill Azusa 0% 2025 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 47 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct & Private Miles of Streets 330 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights NP Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct & Private Paint Street/Pavement Markings Private Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 16 Intersection Signal Maintenance Private Part Time Staff None Street Lighting Direct & SCE Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies General repaving and street marking, curb and sidewalk replacement Service Challenges Need to update to automated traffic surveillance and control system *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 1 ,610 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance FY 04-05 Staff Local Park Acres per 1,000 Residents 29.8 Full Time 10 Total Park Acres per 1,000 Residents 29.8 Part Time 0 Facilities Recreation Centers Crowther Teen & Family Center 241 W. Dawson Avenue Senior Center La Fetra Senior Center 333 E. Foothill Blvd. Other Glen Oaks Municipal Golf Course 200 West Dawson Ave Infrastructure Needs/Deficiencies Install walkways to serve the mobility-impaired for Centennial Heritage Park. Install two sections of tall fencing neare Washington School for Glenoaks Golf Course. 48 LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Statistics Book Volumes 126,610 Statistical Base Year FY 02-03 Audio 8,143 Book Volumes Per Capita 2.45 Video 6,720 Local Area per Branch (sq. mi.) 19.14 Periodicals 297 Annual Hours per 100 Population 5.41 Facilities Name Location Glendora Public Library 140 S. Glendora Avenue Facilities Needs/Deficiencies Completion of the Plaza/Library roof capital project. 49 C H A P T E R A - 7 : C I T Y O F I N D U S T RY The City of Industry arranges for service provision within the city limits. The City is a direct provider of land use and recreation services. The City contracts with Los Angeles County for police, fire, emergency medical, wastewater, and public works services, relies on special districts and private providers for water. The City obtains solid waste and park maintenance services from private providers. FORMATION AND BOUNDARY The City of Industry incorporated as a charter city in 1957. The City is located in eastern Los Angeles County in the southern area of the San Gabriel Valley. The City is bounded mostly by unincorporated territory. Surrounding cities include Whittier and South El Monte to the west, La Puente, West Covina, and Walnut to the north, and Pomona and Diamond Bar to the east. A large unincorporated area lies between Industry’s southern border and the cities of Whittier, La Habra Heights, and Orange County. The City of Industry constitutes 12 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City that includes a few small unincorporated areas located adjacent to City boundaries. The City of Industry has made two proposals for annexation including 5.62 acres of unincorporated county located at 15058-15120 E. Valley Boulevard and 0.285 acres of unincorporated county territory located at 16201 E. Temple Avenue. Additionally, the City has applied to annex adjacent unincorporated territory located outside the City’s current SOI, bounded by Gale Avenue to the south and Nogales Street to the east. Unincorporated territory to the south of Industry’s SOI is not located within any city’s SOI. Additionally, unincorporated land west of the City’s boundary is not located within an SOI. The City’s boundary and SOI are depicted in Appendix B, Map 16. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected council. Five council members are elected at large to serve four-year terms. The City Council meets on the second and fourth Thursday of each month. Council meeting minutes and agendas are available from the City Clerk. The City did not state whether Council meetings are broadcast. The City did not state whether it updates constituents through newsletters or other public announcements. The City website does post a broad range of information, mostly catered to businesses operating in the City. Complaints are submitted in writing and filed with the City Manager’s office. No information was given as to the number and type of complaints received. 50 GROWTH AND POPULATION PROJECTIONS The City is primarily zoned for industrial use, with a sizeable amount of land designated for commercial/industrial use as well. The City prides itself on being an employment center for the San Gabriel Valley, supporting over 80 thousand jobs. According to the City’s website, 92 percent of the City’s land is zoned for industrial uses and 8 percent for commercial uses. While the City of Industry continues to attract businesses, specific growth areas could not be identified from the City’s 1971 General Plan. The City’s website does mention that a Foreign Trade Zone within the City provides opportunities for expansion of international trade. In addition, it mentions growing commercial and office development at the Puente Hills East Business Center and the Crossroads Business Park near the intersection of the 60 and 605 Freeways. For the most part, growth is limited to industrial development since the City’s land is primarily zoned industrial. Also, the Alameda Corridor East project is currently working on grade separation of rail and auto routes running through Industry, which may have some short-term constraints on business growth in the area. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Industry does not conduct performance evaluations of City operations. The City also stated it does not monitor productivity by tracking workload. The City mentioned that it has not been the recipient of any awards or honors for distinguished service. 51 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $44.4 million in general fund revenue in FY 01-02, which amounts to $783 per capita.2 By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-7: Industry General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally higher than in Los Angeles County and Other Sources California cities as a whole. The City depends Other Taxes more heavily on interest income and sales Franchise Income taxes than does the average California city. The Hotel Tax (TOT) City relies less on transient occupancy taxes, vehicle license fees (VLF), and other sources Business License and taxes for revenue. The City does not levy a Interest & Rent utility users’ tax or a business license tax. VLF Utility Users Tax The City had $12.4 million in general long- term indebtedness from bonds (excluding Sales & Use Tax redevelopment) at the end of FY 01-02. Other Property Tax general long-term debt included $311 million in redevelopment-related bonded debt and 0% 20% 40% 60% 80% $226.3 million in general obligation bonded Source as % of General Fund debt. The City has never defaulted on bonded All CA Cities Industry debt. The City’s undesignated reserves were 0% of general fund revenue in FY 01-02. The City had $42 million in capital reserves at the end of FY 01-02, which constituted 95 percent of general fund revenue. Based on review of the last several financial statements, the City does not explicitly set aside contingency reserves in its general fund. The Government Finance Officers Association recommends a reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION The City is a member of the San Gabriel Valley Council of Governments. The City relies on regional service providers for most of the municipal services provided to its residents. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 2 General fund revenue per capita is calculated based on the 24 hour population. See Chapter 1 of the main report for 24-hour population level. 52 POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 12,797 Search and Rescue Sheriff 911 Calls 885 Crime Lab Sheriff Non-Emergency Calls 10,711 SWAT Sheriff % 911 Calls 7% Temporary Holding Sheriff Calls per 1,000 people 2 14 Bomb Squad Sheriff Arrests 1,513 Canine Services Sheriff Citations 6,232 Academy Training Sheriff 2003 FBI Index Crimes 1,774 POST Certified? Yes Crime Rate per 10,000 2 97 Service Adequacy Resources Complaints (1) 120 Total Staff (2) 251 Priority One Response Time 4:18 Total Sworn Staff (2) 195 Response Time Base Year 2003 Sworn Staff per 1,000 1.0 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 26% Marked Police Vehicles 117 Service Challenges Increased high density housing requires a need for increased law enforcement activities, Hacienda Heights is difficult to serve due to windy streets and lack of street lights. Facilities Station Location Condition Other Purpose Built Industry Station 150 North Hudson Ave. Fair None 1963 Infrastructure Needs/Deficiencies Dispatch technology is outdated, facility is too small Regional Collaboration None (1) Total complaints received at Industry Station, which serves Industry, La Puente, & unincorporated areas (2) Total sworn staff at Industry Station, which serves Industry, La Puente, & unincorporated areas. 53 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,167 Ambulance Transport AMR % EMS 63% Hazardous Materials CFPD % Fire 4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 19% Fire Suppression Helicopter CFPD % Fire & False Alarm 23% Public Safety Answering Point Sheriff % Other 14% Fire/EMS Dispatch CFPD Calls per 1,000 people 36 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 5:09 Fire Stations Serving City 12 Response Time Base Year 2004 *Sq. Mile per Station 6 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 42 Service Challenges *Sworn Staff per Station 21 Major construction in eastern portion of City is causing delays in *Sworn Staff per 1,000 0.7 response times. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus CFPD 140 S. Second 1 Captain No. 87 Ave. Fair 3 Firefighters Engine Deputy Fire Chief Engine 2 Captains Squad CFPD 4 Firefighters Truck No. 118 17056 Gale Ave. Good 3 Firefighters/Paramedics Deputy Chief Vehicle Infrastructure Needs/Deficiencies Major street construction is creating the need for an additional fire facility in eastern Industry. Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 54 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services City of Industry Disposal Co. 250,000 Residential Curbside Recyclable Collection N/A 200,000 Residential Curbside 150,000 Greenwaste Collection N/A Residential Curbside 100,000 HHW Collection N/A 50,000 Commercial On-Site Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No City of Industry Disposal Co.; Tons Tons Disposed Alternative Daily Waste Hauler(s) Valley Vista Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 212,408 5,592 Year Rate 1998 189,921 7,465 IWMA Requirement (1) 2000 50% 1999 181,559 5,426 Actual Diversion 2000 51% 2000 198,679 3.45 2,232 2001 61% 2001 144,214 2.47 8,918 2002 58% 2002 152,482 2.58 3 9,861 2003 130,030 2.18 4 0,019 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 99% 2013 Olinda Alpha Landfill Brea 1% 2013 Chiguita Canyon Landfill Los Angeles 0% 2019 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 55 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance LA County & Private Miles of Streets 65 Asphalt Overlay/Slurry Sealing LA County City-Owned Street Lights NP Street/Pot Hole Repair LA County SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair LA County & Private Paint Street/Pavement Markings LA County & Private Street Sweeping Private Resources Street Sign Maintenance LA County & Private Full Time Staff None Intersection Signal Maintenance LA County & Private Part Time Staff None Street Lighting LA County Staff Reference Year FY 04-05 Street Lighting Maintenance Private Infrastructure Needs/Deficiencies Street resurfacing, Valley Blvd widening and medians (joint project between LA County, Industry, & Walnut) Service Challenges NP *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance None Total Local Park Acres None Recreation Services 0 Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 0.0 Full Time None Total Park Acres per 1,000 Residents 0.0 Part Time None Facilities Recreation Centers None Senior Center None Other None Infrastructure Needs/Deficiencies None 56 C H A P T E R A - 8 : C I T Y O F L A P U E N T E The City of La Puente arranges for service provision within its boundaries. The City is a direct provider of recreation, park maintenance, and some street maintenance services, and relies on Los Angeles County for police, fire and emergency medical, wastewater, and library services. Special districts provide water services and solid waste removal is conducted by a private provider. FORMATION AND BOUNDARY The City of La Puente incorporated as a general law city in 1956. The City is located in eastern Los Angeles County at the southeast end of the San Gabriel Valley. The City is bounded by the City of Industry to the south, unincorporated areas and West Covina to the north, and unincorporated land and the City of Industry to the east. The City of La Puente constitutes 3.5 square miles of land area. LAFCO has previously adopted a sphere of influence (SOI) for the City La Puente that includes unincorporated territory lying between the City’s northern boundary and West Covina. Industry’s SOI bounds La Puente’s SOI to the south and east. West Covina’s SOI is adjacent to the City’s north. To the northwest of the City’s SOI just past La Puente Avenue, there is unincorporated territory not within any city’s SOI. The City’s boundary and SOI are depicted in Appendix B, Map 17. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected City council. Five council members are elected at large to serve four-year terms. The Council meets twice monthly. Council meetings are held on the second and fourth Tuesday of each month. The Council meeting schedule is posted at City Hall, the County Library, the community center, and on the City’s website. The City updates constituents through a monthly newsletter. Additional announcements and City activities are also posted on its website. Complaints are submitted via telephone, but may also be submitted by email, in writing, or in person. The City logs complaints into a tracking system and ensures follow-up and resolution. Approximately 1,250 complaints are received annually. 57 GROWTH AND POPULATION PROJECTIONS The City’s 2004 General Plan shows the City as a predominantly residential area. Over 68 percent of land use is residential, while 12 percent is zoned for commercial and business use. Public lands make up nearly 13 percent of the City’s territory. Growth areas in La Puente include commercial centers catering to local needs, the downtown area, a business/employment center, and existing low density residential areas. The City estimates that increased density of residential areas combined with mixed use has the potential to provide 1,174 new housing units.3 Parts of the City’s commercial corridor along Hacienda Boulevard and Glendora Avenue possess potential for commercial redevelopment. Downtown plans include revitalization through the development of a retail and entertainment center, along with mixed use to expand residential units in this area. Commercial development potential also exists within two older neighborhood commercial centers: the Puente Avenue/Willow Avenue Center in the northwest and the Azusa Avenue/Valley Boulevard Center to the southeast. Additionally, the City’s designated “Business/Employment” district along Old Valley Boulevard to the south has capacity for expansion of job opportunities. Growth is constrained by lack of available vacant land and community preferences. La Puente is mostly built-out, leaving little room for growth. Future increases in residential density are unlikely in lower density communities. The City is in search of more open space in order to expand its park and recreation services. EVALUATION OF MANAGEMENT EFFICIENCIES In 2002, the City hired a consultant to conduct a management evaluation. The City utilized the evaluation to make organizational changes. The City does not monitor productivity through workload tracking methods. The City has been recognized for excellence in financial reporting and has received multiple awards from the California Parks and Recreation Society for its Senior Center programs. 3 La Puente 2004 General Plan, pg. 38. 58 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $6.4 million in general fund revenue in FY 01-02, which amounts to $190 per capita.4 By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-8: La Puente General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on sales tax and vehicle license Franchise Income fees than does the average California city. The Hotel Tax (TOT) City relies less on property tax, transient occupancy tax, and business license tax, Business License investment income, as well as other taxes and Interest & Rent sources for revenue. The City does not levy a VLF utility users’ tax. Utility Users Tax La Puente had no long-term indebtedness Sales & Use Tax from bonds at the end of FY 01-02. The City had long-term indebtedness of $2.3 million Property Tax from inter-fund advances and compensated absences. The City has never defaulted on 0% 10% 20% 30% 40% 50% Source as % of General Fund bonded debt. All CA Cities La Puente The City’s contingency reserves were 163% of general fund revenue at the end of FY 01-02. The City kept $13 million in undesignated reserves in its general fund. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION La Puente is a member of the San Gabriel Valley Council of Governments. The City participates in the California Joint Powers Insurance Authority and relies on regional service providers for library, transit, wastewater, and retail water services. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 4 This report relies on standard California Controller definitions and categorization of general fund revenue. The City reported $8 million in general fund revenue. 59 POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 13,235 Search and Rescue Sheriff 911 Calls 2,442 Crime Lab Sheriff Non-Emergency Calls 8,940 SWAT Sheriff % 911 Calls 18% Temporary Holding Sheriff Calls per 1,000 people 3 90 Bomb Squad Sheriff Arrests 1,881 Canine Services Sheriff Citations 7,380 Academy Training Sheriff 2003 FBI Index Crimes 1,078 POST Certified? Yes Crime Rate per 10,000 3 18 Service Adequacy Resources Complaints (1) 120 Total Staff (2) 251 Priority One Response Time 3:46 Total Sworn Staff (2) 195 Response Time Base Year 2003 Sworn Staff per 1,000 1.0 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 21% Marked Police Vehicles 117 Service Challenges Increased high density housing requires a need for increased law enforcement activities, Hacienda Heights is difficult to serve due to windy streets and lack of street lights. Facilities Station Location Condition Other Purpose Built Industry Station 150 North Hudson Ave. Fair None 1963 Infrastructure Needs/Deficiencies Dispatch technology is outdated, facility is too small Regional Collaboration None (1) Total complaints received at Industry Station, which serves Industry, La Puente, & unincorporated areas (2) Total sworn staff at Industry Station, which serves Industry, La Puente, & unincorporated areas. 60 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 1,930 Ambulance Transport AMR % EMS 80% Hazardous Materials CFPD % Fire 4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 9% Fire Suppression Helicopter CFPD % Fire & False Alarm 13% Public Safety Answering Point Sheriff % Other 7% Fire/EMS Dispatch CFPD Calls per 1,000 people 57 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:36 Fire Stations Serving City 2 Response Time Base Year 2004 *Sq. Mile per Station 3 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 45 Service Challenges *Sworn Staff per Station 45 *Sworn Staff per 1,000 1.1 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus Captain CFPD 15336 E. Elliott 2 Firefighters Engine No. 26 Ave. Fair 3 Firefighters/Paramedics Squad CFPD 921 S. Stimson 2 Captains Engine No. 43 Ave. Fair 7 Firefighters HazMat Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 61 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 120,000 Residential Curbside Recyclable Collection Yes 100,000 80,000 Residential Curbside Greenwaste Collection Yes 60,000 Residential Curbside 40,000 HHW Collection No Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Valley Vista Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 87,278 1,946 Year Rate 1998 104,826 1,763 IWMA Requirement (1) 2003 50% 1999 98,319 3,743 Actual Diversion 2000 30% (2) 2000 84,049 2.55 4,125 2001 24% (2) 2001 86,684 2.60 8,687 2002 36% (2) 2002 71,895 2.14 1 0,268 2003 81,677 2.41 1 1,140 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 97% 2013 Lancaster Landfill & Recycling Center Lancaster 1% 2012 Azusa Land Reclamation Co. Landfill Azusa 1% 2025 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 62 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct & LA County Miles of Streets 72.1 Asphalt Overlay/Slurry Sealing private City-Owned Street Lights None Street/Pot Hole Repair LA County SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct & LA County Paint Street/Pavement Markings Direct, LA County, Private Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 6 Intersection Signal Maintenance LA County Part Time Staff 4.0 Street Lighting SCE Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Lane additions to major intersections, resurfacing of Temple Avenue, construction of bike sidewalks Service Challenges Low useage of public transportation, through traffic growth, need for safe pedestrian routes to schools *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 22 Recreation Services Direct Total School Park Acres None Total County Park Acres 40 Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 0.5 Full Time 6 Total Park Acres per 1,000 Residents 1.4 Part Time 1 Facilities Recreation Centers La Puente Park Community Center 501 N. Glendora Avenue Senior Center La Puente Senior Center 16001 E. Main St Other Infrastructure Needs/Deficiencies Community Center needs ADA improvements, including restrooms and access. Complete designs for the construction of a Youth/Learning/Activity Center. 63 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 2 Statistics Book Volumes 148,993 Statistical Base Year FY 02-03 Audio 8,830 Book Volumes Per Capita 2.57 Video 10,111 Local Area per Branch (sq. mi.) 1.75 Periodicals 310 Annual Hours per 100 Population 8.06 Facilities Name Location La Puente Library 15920 East Central Avenue Sunkist Library 840 N. Puente Avenue Facilities Needs/Deficiencies None 64 C H A P T E R A - 9 : C I T Y O F L A V E R N E The City of La Verne arranges for service provision within the City limits. The City is a direct provider of police, fire, emergency medical, water, wastewater, recreation, park maintenance, and public works services. The City relies on the County for library service, and relies on private providers for solid waste services. FORMATION AND BOUNDARY The City of La Verne incorporated as a general law city in 1906. The City is located in eastern Los Angeles County at the northeastern end of the San Gabriel Valley. The City is bounded by the cities of Claremont and Pomona to the southeast, the City of San Dimas to the west, the Angeles National Forest to the north, and unincorporated territory to the northeast. The City of La Verne constitutes 8.3 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of La Verne that includes unincorporated areas outside the current City limits. The SOI areas include a portion of the Angeles National Forest to the north, portions of land between La Verne’s northeastern boundary and the City of Claremont, and a portion of an unincorporated island to the west between San Dimas and La Verne. The City’s boundary and SOI are depicted in Appendix B, Map 18. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected council. Five council members are elected at large to serve four-year terms. The Council meets twice monthly. Council meetings are held on the first and third Monday of each month. City Council meetings are broadcasted on local access television. Council meeting schedules, agendas, and minutes are posted at City Hall and the City’s website. The City updates constituents through newsletters mailed to residents, mailing list subscriptions, City-sponsored candidate forums, and provides a variety of City service information and public documents on its website. The City’s complaint process entails contacting individual departments via phone or in writing. The City stated that complaints are minimal, and did not specify the complaint volume or most common types of complaints. 65 GROWTH AND POPULATION PROJECTIONS The City of La Verne is a predominantly residential community, with over fifty percent of land designated for residential purposes.5 Residential land use is mostly low density, including hillside communities in close proximity to parks and open space. The City’s historic center, once the City of Lordsburg, is home to La Verne University. A large amount of La Verne’s current land (24 percent) is designated for community facilities, including its water and sewer system, the University of La Verne, Bracket Field Airport, and its library system. Fifteen percent of the land is designated open space and six percent is zoned as Business Park, including commercial, office, and light industrial uses. Growth areas in La Verne will largely involve redevelopment, mixed use, and limited low density residential housing growth. Areas of growth include commercial and mixed-use development along the Foothill Corridor, retail and mixed use development in the Lordsburg historic district, and development of vacant land and the Bracket Field Airport in South La Verne. In its 1991 General Plan, the City estimated the possible addition of 1,639 housing units, most of which are low density. Also, it estimated the potential to add 185 acres of Business Park land use. Growth is constrained by topography and a limited amount of developable vacant land in the City. The majority of vacant land in the City cannot be developed at high densities due to topography; the sloped terrain in the northern hillsides limits both street access and utility connections. Additionally, the General Plan mentions that the unincorporated area within the City’s SOI to the west is “substandard6” and annexation of this area would not provide fiscal protection to the City. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City evaluates performance in a variety of ways. It utilizes performance evaluations in staff performance reviews, in creation of the annual budget, during operating reviews and during strategic plan workshops with the City Council and department heads. The La Verne Police Department holds quarterly meetings to evaluate management and operations performance. The City does monitor productivity through workforce tracking methods. The City Fire Department tracks its emergency response workload and monitors worker productivity through personnel evaluations. The City has been recognized for excellence in financial reporting and achieved the lowest loss ration in 2001 for the California Joint Powers Insurance Authority. The City’s Fire Department received an award for innovation and the Police Department was recognized for its job shadowing program. 5 1991 City of La Verne General Plan pg. 37 6 Ibid, pg. 24. 66 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $11.4 million in general fund revenue in FY 01-02, which amounts to $397 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-9: La Verne General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on vehicle license fees (VLF) and Franchise Income utility users’ tax than does the average Hotel Tax (TOT) California city. The City relies less on business license tax and other taxes for revenue. The Business License City does not levy a transient occupancy tax. Interest & Rent La Verne had $17.2 million in general VLF long-term indebtedness from bonds (excluding Utility Users Tax redevelopment) for refinancing the purchase Sales & Use Tax of the Las Flores Park site, City Hall and Safety Building, and financing the purchase of Property Tax a community sports complex at the end of FY 01-02. The City had $5 million in long-term 0% 10% 20% 30% debt from other sources. The City has never Source as % of General Fund defaulted on bonded debt. All CA Cities La Verne The City’s contingency reserves were 21% of general fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION La Verne is a member of the San Gabriel Valley Council of Governments, Tri City Mental Health, the Pomona Valley Transit Authority, California Joint Powers Insurance Authority, and the San Dimas/La Verne Joint Powers Golf Course. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 67 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2002 Dispatch Direct Total Service Calls 15,262 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 523 Bomb Squad Sheriff Arrests 1,427 Canine Services Sheriff Citations 8,268 Academy Training Sheriff 2003 FBI Index Crimes 869 POST Certified? Yes Crime Rate per 10,000 2 98 Service Adequacy Resources Complaints 10 Total Staff 121 Priority One Response Time 3:00 Total Sworn Staff 48 Response Time Base Year 2002 Sworn Staff per 1,000 1.4 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 20% Marked Police Vehicles 12 Service Challenges None Facilities Station Location Condition Other Purpose Built La Verne Police Department 2061 Third St. Fair Fire 1980 Infrastructure Needs/Deficiencies Need newer technology to maintain operability with others Regional Collaboration City participates in several County tasks forces with specific objectives (i.e. L.A. Impact for Narcotic Suppression and TRAP for Auto Theft). 68 FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2003 EMS Direct Total Service Calls 2,569 Ambulance Transport AMR % EMS 81% Hazardous Materials Mutual Aid % Fire 5% Air Rescue & Ambulance Helicopter Mutual Aid % False Alarm 2% CFPD, US Forest Fire Suppression Helicopter Service % Fire & False Alarm 22% Public Safety Answering Point La Verne PD % Other 15% Fire/EMS Dispatch Direct Calls per 1,000 people 88 Service Adequacy Resources ISO Rating Class 4 Fire Stations in City 3 Average Response Time 4:33 Fire Stations Serving City 3 Response Time Base Year 2003 Sq. Mile per Station 3 Response Time Includes Dispatch No Total Staff 61 Response Time Note None Total Sworn Staff 33 Service Challenges Sworn Staff per Station 11 Sworn Staff per 1,000 1.0 Increased traffic along Interstate 210 may pose strain on services. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Batallion Chief 2 Type-1 Engines 1 Captain Aerial Ladder Truck 1 Engineer Ambulance No. 1 2061 Third Street Fair 3 Firefighter/Paramedics Command Vehicle 1 Captain 1 Type-1 Engine, 1 Type- 4785 Wheeler 1 Engineer 3 Engine, 1 ambulance, No. 2 Ave. Good 3 Firefighter/Paramedics 1 utility vehicle No. 3 NA NA NA NA Infrastructure Needs/Deficiencies Equipment needs to be replaced and facility needs to expand. Construction of new facility in 2005 will address these issues. Regional Collaboration Automatic Aid Providers Handle calls for eastbound freeway accidents going into Pomona. CFPD 69 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 70,000 Residential Curbside Recyclable Collection Yes 60,000 50,000 Residential Curbside 40,000 Greenwaste Collection Yes 30,000 Residential Curbside HHW Collection Yes 20,000 Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 63,324 245 Year Rate 1998 66,366 268 IWMA Requirement (1) 2003 50% 1999 58,787 206 Actual Diversion 2000 31% (2) 2000 60,613 2.19 2,065 2001 44% (2) 2001 41,370 1.47 5,265 2002 54% (2) 2002 33,185 1.16 4,246 2003 34,931 1.20 5,626 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date El Sobrante Landfill Corona 59% 2030 Puente Hills Landfill Whittier 40% 2013 Lancaster Landfill & Recycling Center Lancaster 1% 2012 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 70 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 112 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights NP Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 7 Intersection Signal Maintenance Direct Part Time Staff NP Street Lighting Direct Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Street widening on Bradford and Bowdin, renovation of Emerald Bridge on North Foothill, replacement of street name signs Service Challenges Through traffic generated from the 210 Freeway *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 141.1 Recreation Services Direct Total School Park Acres 30 Total County Park Acres NA Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 4.0 Full Time 9 Total Park Acres per 1,000 Residents 4.9 Part Time 3 Facilities Recreation Centers Sports Park 3104 "D" Street Senior Center Other Skate Park 3104 "D" Street Infrastructure Needs/Deficiencies Bonita High School's gym needs refinishing. The City plans on rennovating Heritage Park. The City needs to provide equipment for several centers and playgrounds. Add improvements to Rustic Canyon Park. 71 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 66,190 Statistical Base Year FY 02-03 Audio 5,500 Book Volumes Per Capita 1.99 Video 4,200 Local Area per Branch (sq. mi.) 8.31 Periodicals 120 Annual Hours per 100 Population 5.63 Facilities Name Location La Verne Library 3640 D Street Facilities Needs/Deficiencies None 72 C H A P T E R A - 1 0 : C I T Y O F P O M O N A The City of Pomona arranges for service provision within the City limits. The City is a direct provider of police, retail water delivery, wastewater, solid waste, recreation, park maintenance, and public works services and contracts with Los Angeles County for fire and paramedic services. The City also receives commercial and industrial solid waste services from a private provider. FORMATION AND BOUNDARY The City of Pomona incorporated as a charter city in 1888. The City is located in eastern Los Angeles County on the eastern side of the San Gabriel Valley. The City is bounded by San Bernardino County to the east and southeast. The south and southwestern City boundary is bordered by the cities of Diamond Bar, Industry, and Walnut. A portion of the western boundary is adjacent to unincorporated territory where the California Polytechnic University of Pomona is located, stretching westward to West Covina. The cities of San Dimas, La Verne, and Claremont are located along the northern boundary. The City of Pomona constitutes 23 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Pomona that includes two small unincorporated islands in the northeast. These areas are adjacent to the City of Claremont’s boundary. The City’s boundary and SOI are depicted in Appendix B, Map 19. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected City council. Six council members are elected at large to serve four-year terms. A Mayor is elected at large for a four-year term. A Vice-Mayor is a Councilmember selected by the Council every eight months. The council meets twice monthly. Council meetings are held on the first and third Mondays of each month. Council meetings are broadcast live on cable television, and broadcast subsequently. City Council agendas are posted at the City Clerk’s Office, City Hall, the Pomona Public Library, and at Council meetings for public view. The City updates constituents by posting its agendas and minutes on its website. The City of Pomona utilizes a complaint tracking system to track general resident concerns. Complaints about City services are typically submitted via email, in writing, or by phone. In 2003, the City received 365 complaints and service requests. Citizens participate in local governance through City commissions. A number of commissions exist to allow City residents to serve as advisors for their respective council members. The City demonstrated full accountability in response to LAFCO inquiries and requests relating to the MSR. The City provided responses to all questionnaires and public document requests. 73 GROWTH AND POPULATION PROJECTIONS The City of Pomona is an older, urbanized city, with over 46 percent of parceled land used for residential purposes. Public and industrial lands also make up significant portions of land use, and commerce is concentrated along the City’s many North/South and East/West corridors. Residential land use densities are most concentrated towards the City center, and become less dense towards the City’s outer boundaries. Industrial land use is primarily located along the eastern and western City edges. Although Pomona is mostly built out and is surrounded by other incorporated areas, a number of growth opportunities remain to meet population growth needs and provide the City and residents with economic opportunities. Most growth plans involve redevelopment of downtown and commercial corridors. Plans for the downtown area include development of both low and high density residential units mixed with commercial and civic activities. The City plans to redevelop its long commercial corridors by concentrating commercial land use in nodes around retail anchors, interspersed with residential land use. Underutilized industrial areas are being rezoned for residential use while the City plans to promote new job opportunities through the creation of “Innovation Village,” a university-related development on former UC Poly-Pomona agricultural land. In addition, 5.3 percent of the City’s land area is vacant, providing opportunities for infill development. Growth constraints include a lack of developable land, community preferences, topological issues, and environmental and scenic preservation. Steep hillsides surrounding Pomona limit housing expansion. Additionally, lack of unincorporated territory surrounding the City prevents it from annexation possibilities. Restrictions on hillside development restrict land use density. Additionally, the East San Gabriel Valley Significant Ecological Area (ESGVSEA) encompasses portions, or islands, of undeveloped ridgelines, hilltops and drainages stretching between the San Gabriel Mountains in the north to the Puente Hills to the south. Elephant Hill, in southwest Pomona, is part of the ESGVSEA and therefore land development is restricted in this area. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES Beginning in fiscal year 03-04, the City of Pomona began conducting performance evaluations for its finance department. It has begun a transition to performance-based evaluation for additional departments as well. The City began to monitor performance productivity and has made initial interagency benchmarks as well as internal performance improvement measures. The City has received recognition for excellence in financial reporting from the Government Finance Officers Association and the California Society of Municipal Finance Officers. 74 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $58.3 million in general fund revenue in FY 01-02, which amounts to $411 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-10: Pomona General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on utility users’ tax, franchise Franchise Income income, and vehicle license fees (VLF) than Hotel Tax (TOT) does the average California city. The City relies less on interest income, transient occupancy Business License tax, and other taxes for revenue. Interest & Rent VLF Pomona had $135.9 million in general long-term indebtedness from bonds (excluding Utility Users Tax redevelopment) at the end of FY 01-02. Sales & Use Tax These bonds were used to refinance revenue Property Tax bonds and used as advances to the Redevelopment Agency for redevelopment 0% 10% 20% 30% activities. Other general long-term debt Source as % of General Fund included $12.9 million in redevelopment- related bonded debt and $48.7 million in long- All CA Cities Pomona term debt form other sources including a County deferred tax loan. The City has never defaulted on bonded debt. The City’s contingency reserves were 8% of general fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Pomona is a member of the San Gabriel Valley Council of Governments. The City is a member of three Joint Powers Authorities: Pomona Valley Transit Authority, Metropolitan Cooperative Library System, and Tri-Cities Mental Health. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 75 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2003 Dispatch Direct Total Service Calls 186,692 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Direct % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 1,300 Bomb Squad Sheriff Arrests 6,280 Canine Services Direct Citations 20,912 San Bernardino Sheriff, Rio Academy Training Hondo Academy 2003 FBI Index Crimes 6,706 POST Certified? Yes Crime Rate per 10,000 467 Service Adequacy Resources Complaints 70 Total Staff 320 Priority One Response Time 4:40 Total Sworn Staff 180 Response Time Base Year 2002 Sworn Staff per 1,000 1.1 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 8% Marked Police Vehicles NP Service Challenges Budget constraints limit needed facility improvements. Facilities Station Location Condition Other Purpose Built Pomona Police Department 490 W. Mission Blvd Poor None 1962 Infrastructure Needs/Deficiencies Department facility and dispatch system are in need of replacement/upgrade. Regional Collaboration Mutual aid agreements. This results in overtime savings in emergency situations only. 76 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 11,220 Ambulance Transport Cole-Schaffer % EMS 74% Hazardous Materials Mutual Aid % Fire 4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10% Fire Suppression Helicopter Mutual Aid % Fire & False Alarm 14% Public Safety Answering Point Pomona PD % Other 12% Fire/EMS Dispatch Direct Calls per 1,000 people 78 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 8 Average Response Time 4:07 Fire Stations Serving City 9 Response Time Base Year 2004 *Sq. Mile per Station 3 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 96 Service Challenges *Sworn Staff per Station 12 Construction of mid and high-rise buildings will place strains on *Sworn Staff per 1,000 0.6 services. Cal Poly campus is difficult to serve. Staffing Base Year FY 03-04 * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 77 FIRE SERVICE(CONTINUED) Facilities Station Location Condition Staff per Shift Apparatus 1 Battalion Chief 1 Assistant Fire Chief 1 Quint 1 Captain 1 Utility Vehicle 590 S. Park 3 Firefighters 1 Battalion Chief Vehicle No. 181 Avenue Fair 1 Utility Driver 1 Assistant Chief Vehicle 1 Captain 1059 N. White 1 Firefighter 1 Engine No. 182 Avenue Good 3 Firefighter/Paramedics 1 Squad 708 N. San 1 Captain No.183 Antonio Good 2 Firefighters 1 Assessment Engine 1980 W. Orange 1 Captain No. 184 Grove Fair 2 Firefighters 1 Engine 1 Captain 1 Firefighter 1 Engine No. 185 925 E. Lexington Fair 3 Firefighter/Paramedics 1 Squad 1 Captain No. 186 280 E. Bonita Fair 2 Firefighters 1 Engine 1 Captain 3325 Temple 3 Firefighters 1 Quint No. 187 Avenue Fair 1 Utility Driver 1 Utility Vehicle 18A Village Loop 1 Captain No. 188 Road Fair 2 Firefighters 1 Engine Infrastructure Needs/Deficiencies Dispatching system needs updating. Regional Collaboration Automatic Aid Providers Eastbound freeway accidents coming in from La Verne are handled by La Verne FD. NA 78 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services City of Pomona 350,000 Residential Curbside Recyclable Collection Yes 300,000 250,000 Residential Curbside 200,000 Greenwaste Collection Yes 150,000 Residential Curbside HHW Collection No 100,000 Commercial On-Site 50,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Direct (Residential Only); Non- Exclusive, Commercial Tons Tons Disposed Alternative Daily Waste Hauler(s) Franchise Haulers Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 273,122 2 7,188 Year Rate 1998 278,623 2 7,878 IWMA Requirement (1) 2004 50% 1999 285,887 2 4,976 Actual Diversion 2000 41% (2) 2000 223,175 1.63 2 0,071 2001 41% (2) 2001 211,954 1.52 1 2,268 2002 31% (2) 2002 242,809 1.72 1 3,839 2003 NP NP NP Disposal Facilities 2002 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 79% 2013 El Sobrante Landfill Corona 15% 2030 Olinda Alpha Landfill Brea 6% 2013 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 79 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 360 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 6,500+ Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 27 Intersection Signal Maintenance Direct & Private Part Time Staff NP Street Lighting Direct Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Holt avenue corridor improvement, Bonita Avenue street improvements, Mission Boulevard improvements & grade separation from SR 71 Service Challenges Local traffic generated from congested freeways, congestion at Temple Avenue/Valley Boulevard and Mission Boulevard/Temple Avenue PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 205 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintence FY 04-05 Staff Local Park Acres per 1,000 Residents 1.3 Full Time 29 Total Park Acres per 1,000 Residents 1.3 Part Time 0 Facilities Location Recreation Centers Willie White Rec. Center 3065 Battram St Yorba Elementary Rec. Center 250 W. La Verne Ave. Senior Center Palomares Senior Center 499 East Arrow Hwy. Other Infrastructure Needs/Deficiencies A new park, Cesar Chavez Park and play areas for Lincoln Park, Ted Greene Park, and Philadelphia Park. 80 LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Statistics Book Volumes 275,678 Statistical Base Year FY 02-03 Audio 8,262 Book Volumes Per Capita 1.76 Video 370 Local Area per Branch (sq. mi.) 22.84 Periodicals 217 Annual Hours per 100 Population 1.42 Facilities Name Location Pomona Public Library 625 S. Garey Ave Facilities Needs/Deficiencies Pomona Library needs new carpeting on the lower level. 81 C H A P T E R A - 1 1 : C I T Y O F S A N D I M A S The City of San Dimas arranges for service provision within its boundaries. The City is a direct provider of recreation, park maintenance, and street maintenance services, and relies on the County for police, fire, emergency medical, wastewater, flood control, and library services. It receives water services from a private provider. FORMATION AND BOUNDARY The City of San Dimas is a general law city and incorporated in 1960. The City is located in eastern Los Angeles County at the northeast end of the San Gabriel Valley. The City is bounded by Covina and Glendora to the west, the Angeles National Forest to the north, La Verne and Pomona to the east, and unincorporated land along the San Bernardino Freeway to the south. The City of San Dimas constitutes 15.5 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of San Dimas that includes multiple unincorporated areas and a portion of the Angeles National Forest outside the current City limits. These areas include a narrow stretch of unincorporated island in the southwest between Interstate 210 and Covina, a small area east of Covina between the Metrolink rail line and East Badillo Street, small pockets of land bordering La Verne to the east, and a portion of land in the northeast between La Verne and Angeles National Forest. The City’s boundary and SOI are depicted in Appendix B, Map 20. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected council. Four council members are elected at large to serve four-year terms. City council members also serve as board members for the San Dimas Redevelopment Agency. A Mayor is elected at large for a two-year term. Council meetings are held on the second and fourth Tuesday of each month. Council meetings are rebroadcast on cable television on Wednesday evening, Thursday, Saturday, and Sunday mornings. Videos of Council Meetings are available at City Hall. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website and available from the City Clerk. The City updates constituents by posting news and information about community events on their website. Complaints may be submitted through a citizen feedback form on the City’s website. The City provides a weekly e-mail newsletter through its website. The City did not provide information regarding volume and type of complaints or complaint tracking system utilization. 82 GROWTH AND POPULATION PROJECTIONS The City of San Dimas was once part of the Rancho San Jose land grant and served as rich agricultural grazing land. Today, the City consists of a large amount of park land, open space, and low density residential land use, and maintains its historic rural community character. Growth opportunities remain for the City of San Dimas, allowing the City to expand its housing stock, while providing job opportunities and revenue sources through industry and commerce expansion. Growth plans involve redevelopment of downtown and designated commercial and industrial areas. Plans for the downtown area include development of residential units mixed with commercial and civic activities. The City has designated areas surrounding downtown and near the Metro line for both local and regional commercial development. In addition, a light industrial growth area has been designated just east of downtown. In 1989, the City had 1,574 acres of vacant land available for additional development. Growth in San Dimas is constrained by community preferences, topological issues, and environmental and scenic preservation. Steep hillsides surrounding San Dimas limit housing expansion. Restrictions on hillside development limit land use density in these areas. Additionally, portions of the East San Gabriel Valley Significant Ecological Area (ESGVSEA)7 are located in San Dimas, limiting development in this area. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of San Dimas did not respond to requests for information regarding performance evaluations. The City did not state whether productivity is monitored by tracking workload. The City did not state whether it has received awards or honors for distinguished service in the last five years. 7 This is a protected natural area encompassing islands of undeveloped ridgelines, hilltops and drainages stretching between the San Gabriel Mountains in the north to the Puente Hills in the south. 83 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $10.9 million in general fund revenue in FY 01-02, which amounts to $303 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-11: San Dimas General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on sales tax, vehicle license fees Franchise Income (VLF), and franchise income than does the Hotel Tax (TOT) average California city. The City general fund relies less on business license tax, and other Business License sources and taxes for revenue than does the Interest & Rent average California city. The City does not VLF levy a utility users’ tax. Utility Users Tax San Dimas had $2.2 million in general Sales & Use Tax long-term indebtedness from bonds (excluding redevelopment) which financed Property Tax improvements in the Puddingstone Parking District and the construction of a Senior 0% 10% 20% 30% 40% Citizens/Community at the end of FY 01-02. Source as % of General Fund Other general long-term debt includes $27.6 All CA Cities San Dimas million in redevelopment-related bonded debt, and $0.8 million in long-term debt from other sources. The City has never defaulted on bonded debt. The City’s contingency reserves are 37% of general fund revenue at the end of FY 01-02. The City has designated $5 million for contingencies from its reserved general fund. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION San Dimas is a member of the San Gabriel Valley Council of Governments and the Foothill Transit Joint Powers Authority. The City of San Dimas utilizes regional providers of fire, library, and wastewater services to provide municipal services to its residents. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 84 POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 12,492 Search and Rescue Sheriff 911 Calls 1,254 Crime Lab Sheriff Non-Emergency Calls 9,745 SWAT Sheriff % 911 Calls 10% Temporary Holding Sheriff Calls per 1,000 people 3 43 Bomb Squad Sheriff Arrests 816 Canine Services Sheriff Citations 4,284 Academy Training Sheriff 2003 FBI Index Crimes 984 POST Certified? Yes Crime Rate per 10,000 2 70 Service Adequacy Resources Complaints (1) 76 Total Staff (2) 126 Priority One Response Time 6:11 Total Sworn Staff (2) 105 Response Time Base Year 2002 Sworn Staff per 1,000 1.0 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 22% Marked Police Vehicles 10 Service Challenges None Facilities Station Location Condition Other Purpose Built San Dimas Station 122 N San Dimas Ave. Poor None 1958 Infrastructure Needs/Deficiencies The station is in need of replacement. The County has plans to construct a new facility at 270 W. Walnut Avenue. Regional Collaboration None (1) Total complaints received at San Dimas Station, which serves San Dimas & unincorporated areas (2) Total sworn staff at San Dimas Station, which serves San Dimas & unincorporated areas 85 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,205 Ambulance Transport AMR % EMS 73% Hazardous Materials CFPD % Fire 3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10% Fire Suppression Helicopter CFPD % Fire & False Alarm 12% Public Safety Answering Point Sheriff % Other 14% Fire/EMS Dispatch CFPD Calls per 1,000 people 6 0 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:41 Fire Stations Serving City 6 Response Time Base Year 2004 *Sq. Mile per Station 8 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 36 Service Challenges *Sworn Staff per Station 18 Growth in urban-wildland interface is resulting in increased *Sworn Staff per 1,000 0.9 structure fires. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Battalion Chief 2 Captains 2 Engines 3 Firefighters 1 Squad 3 Firefighters/Paramedics 1 Utility Vehicle No. 64 164 S. Walnut Good 1 Utility Driver 1 Battalion Chief Vehicle 1124 W. Puente 1 Captain No. 141 Rd. Good 2 Firefighters 1 Engine Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 86 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 80,000 Residential Curbside Recyclable Collection Yes 70,000 60,000 Residential Curbside 50,000 Greenwaste Collection Yes 40,000 Residential Curbside 30,000 HHW Collection Yes 20,000 Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 56,025 501 Year Rate 1998 75,453 951 IWMA Requirement (1) 2000 50% 1999 67,543 476 Actual Diversion 2000 58% 2000 59,517 1.73 486 2001 66% 2001 45,441 1.30 3,194 2002 66% 2002 43,951 1.23 5,560 2003 43,253 1.19 5,504 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date El Sobrante Landfill Corona 63% 2030 Puente Hills Landfill Whittier 34% 2013 Lancaster Landfill & Recycling Center Lancaster 1% 2012 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 87 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 120 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 300 Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 11 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Direct & SCE Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Install wheelchair ramps on older streets, install traffic control devices for pdestrian traffic Service Challenges NP *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 174 Recreation Services Direct Total School Park Acres 25 Total County Park Acres 2 ,238 Service Adequacy Park Maintenance FY 04-05 Staff Local Park Acres per 1,000 Residents 4.4 Full Time 7 Total Park Acres per 1,000 Residents 61.6 Part Time 2 Facilities Recreation Centers San Dimas Swim & Racquet Club 990W. Covina Blvd Senior Center San Dimas Senior Center 201 East Bonita Avenue Other San Dimas Canyon Golf Course 2100 Terrebonne Infrastructure Needs/Deficiencies NP 88 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 101,550 Statistical Base Year FY 02-03 Audio 7,601 Book Volumes Per Capita 2.72 Video 5,021 Local Area per Branch (sq. mi.) 15.51 Periodicals 100 Annual Hours per 100 Population 5.02 Facilities Name Location San Dimas Library 145 N. Walnut Avenue Facilities Needs/Deficiencies None 89 C H A P T E R A - 1 2 : C I T Y O F WA L N U T The City of Walnut arranges for service provision within its boundaries. The City contracts with Los Angeles County for most of its services and provides direct park maintenance and recreation services. Solid waste services are obtained from a private provider. FORMATION AND BOUNDARY The City of Walnut incorporated as a general law city in 1959. The City is located in eastern Los Angeles County on the east side of the San Gabriel Valley. The City is bounded by the cities of Diamond Bar and Pomona to the south and east, West Covina to the west and unincorporated territory to the north. The City of Walnut constitutes 9 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Walnut that includes one small area of unincorporated land just north of the Valley Boulevard and Lemon Avenue intersection. The City’s SOI includes the portion of Valley Boulevard between the curb (existing boundary) and the centerline. The City’s boundary and SOI are depicted in Appendix B, Map 21. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected City council. Five council members are elected at large to serve four-year terms. A Mayor is selected by the City Council from one of its members. The council meets twice monthly. Council meetings are held on the second and forth Wednesday of each month. The council also serves as the governing body of the City’s redevelopment agency. City Council meetings are broadcast live on the City’s local cable channel. Council agendas, notices, and minutes are posted online. The City updates constituents through City news and a calendar of events posted online. Complaints and submitted by phone, email or letter and are directed to the assistant City Manager. The City reported that complaints are minimal (1 to 3 per year). It did not indicate whether a tracking system is used for filed complaints. GROWTH AND POPULATION PROJECTIONS In the City of Walnut, most land is used for residential purposes. The City’s 1978 General Plan stated that 54 percent of the City was zoned for residential land use, while only 299 acres were available for commercial and industrial use. Public land use, including school facilities and roads, constituted 22 percent of land, while the City retained almost 18 percent of land as open space. The Plan did not provide information on the amount of vacant land available. 90 Growth areas in Walnut include pockets of retail centers, an industrial/professional center, and the planned development of a golf course and residential units in Walnut Hills. The City’s largest designated commercial center includes Walnut Village, near the Grand Avenue and Valley Boulevard intersection in the southeast. Newly developed retail space exists here and in the northwest portion of the City along Francesca Road just south of Amar Road. Future light industrial and technical business development is planned near the Walnut Business District, north of Valley Boulevard between Lemon Avenue and Pierre Road. The Walnut Hills Project is a current proposal to develop land northeast of the Amar Road and Nogales Street intersection. The City’s website describes this project as involving 227 acres of land for a golf course and 75 acres of housing. Growth is constrained by community preferences and hillside development restrictions. The General Plan of 1978 states one of its major goals is to preserve the City’s suburban character. A large amount of housing in the City is designated as low-density hillside residential, making increased housing density difficult. The City’s General Plan estimated the City’s population capacity to be 27,680. This capacity was exceeded when the 2000 Census reported the City’s population to have reached just over 30 thousand. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Walnut stated that performance evaluations of City operations have been conducted by independent evaluators, but did not provide specific examples. The City does not monitor or improve productivity by tracking workload indicators. The City did not state whether it has received awards or recognition for distinguished service within the past five years. 91 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $5.8 million in general fund revenue in FY 01-02, which amounts to $223 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-12: Walnut General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than in Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on vehicle license fees (VLF), Franchise Income franchise income, and interest income than Hotel Tax (TOT) does the average California city. The City relies less on business license tax and Business License property tax for revenue. The City does not Interest & Rent levy a utility users’ tax and a transient occupancy tax. VLF Utility Users Tax Walnut had no outstanding long-term Sales & Use Tax general indebtedness at the end of FY 01-02. The City had $15.5 million in redevelopment- Property Tax related bonded debt for the purpose of funding the activities of the Walnut 0% 10% 20% 30% 40% Improvement Agency. Other general long- Source as % of General Fund term debt included $0.3 million in long-term All CA Cities Walnut debt for accrued employee benefits. The City has never defaulted on bonded debt. The City’s contingency reserves at the end of FY 01-02 were 10% of general fund revenue. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Walnut is a member of the San Gabriel Valley Council of Governments. The City of Walnut receives most of its municipal services from regional providers. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 92 POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 9 ,037 Search and Rescue Sheriff 911 Calls 713 Crime Lab Sheriff Non-Emergency Calls 7,695 SWAT Sheriff % 911 Calls 8% Temporary Holding Sheriff Calls per 1,000 people 340 Bomb Squad Sheriff Arrests 343 Canine Services Sheriff Citations 3,206 Academy Training Sheriff 2003 FBI Index Crimes 549 POST Certified? Yes Crime Rate per 10,000 206 Service Adequacy Resources Complaints (1) 78 Total Staff (2) 164 Priority One Response Time 5:04 Total Sworn Staff (2) 128 Response Time Base Year 2002 Sworn Staff per 1,000 1.0 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 15% Marked Police Vehicles 47 Service Challenges Budget constraints, population expansion in coming years Facilities Station Location Condition Other Purpose Built Community events, Walnut/Diamond training, and Bar Station 21695 Valley Blvd. Good administrative duties 1987 Public safety Walnut Services information to the Center 376 Lemon Creek Drive Good community 1999 Infrastructure Needs/Deficiencies None Regional Collaboration Cities of Walnut & Diamond Bar participate in decision making process for services provided by the station. (1) Total complaints received at Walnut/Diamond Bar Station, which serves Walnut, Diamond Bar, & unincorporated areas. (2) Total sworn staff at Walnut/Diamond Bar Station, which serves Walnut, Diamond Bar, & unincorporated areas. 93 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 877 Ambulance Transport AMR % EMS 76% Hazardous Materials CFPD % Fire 3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 11% Fire Suppression Helicopter CFPD % Fire & False Alarm 13% Public Safety Answering Point Sheriff % Other 10% Fire/EMS Dispatch CFPD Calls per 1,000 people 3 3 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 5:09 Fire Stations Serving City 2 Response Time Base Year 2004 *Sq. Mile per Station 4 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note *Total Sworn Staff 24 Service Challenges *Sworn Staff per Station 12 *Sworn Staff per 1,000 0.7 Mt. San Antonio Campus is difficult to access. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Captain CFPD 20011 La Puente 1 Firefighter 1 Engine No. 61 Road Good 3 Firefighter/Paramedics 1 Squad CFPD 20604 E. 1 Captain No. 146 Loyalton Dr. Good 2 Firefighters 1 Engine Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments participate in search and rescue teams coordinated by the Sheriff. NA * Numbers are based on stations and staff levels for stations located within the City and do not include stations and staff levels for other stations serving the area. Although a city may have few or no stations located within its boundaries, it may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for cities served by CFPD, this study uses staffing levels for stations located within each city's boundaries. 94 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 60,000 Residential Curbside Recyclable Collection Yes 50,000 40,000 Residential Curbside Greenwaste Collection Yes 30,000 Residential Curbside 20,000 HHW Collection No Commercial On-Site 10,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 45,368 2,960 Year Rate 1998 49,554 2,743 IWMA Requirement (1) 2003 50% 1999 37,642 6,184 Actual Diversion 2000 42% (2) 2000 36,240 1.44 5,085 2001 50% (2) 2001 29,919 1.17 5,973 2002 58% (2) 2002 24,589 0.94 5,691 2003 24,518 0.92 5,424 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 55% 2013 El Sobrante Landfill Corona 24% 2030 Olinda Alpha Landfill Brea 19% 2013 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 95 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance LA County & Private Miles of Streets 106.5 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights None Street/Pot Hole Repair LA County & Private SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair LA County & Private Paint Street/Pavement Markings LA County & Private Street Sweeping Private Resources Street Sign Maintenance LA County & Private Full Time Staff 5 Intersection Signal Maintenance LA County & Private Part Time Staff NP Street Lighting LA County, So Cal Edison Staff Reference Year FY 04-05 Street Lighting Maintenance Private Infrastructure Needs/Deficiencies General resurfacing, Valley Blvd widening & medians (joint project between LA County, Industry, & Walnut), intersection improvements near Mt. San Antonio College Service Challenges Preserving the rural & suburban character of the area requires scenic corridors to be developed along heavily traveled transit routes. *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 95 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance FY 04-05 Staff Local Park Acres per 1,000 Residents 2.9 Full Time 12 Total Park Acres per 1,000 Residents 2.9 Part Time 1 Facilities Recreation Centers Walnut Gymnasium & Teen Center 21003 La Puente Road Senior Center Walnut Senior Center 21215 La Puente Road Other Teen Activity Center 21003 La Puente Road Infrastructure Needs/Deficiencies None 96 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 85,302 Statistical Base Year FY 02-03 Audio NA Book Volumes Per Capita 2.70 Video NA Local Area per Branch (sq. mi.) 8.98 Periodicals 110 Annual Hours per 100 Population 6.92 Facilities Name Location Walnut library 21155 La Puente Road Facilities Needs/Deficiencies None 97 C H A P T E R A - 1 3 : C I T Y O F W E S T C OV I N A The City of West Covina arranges for service provision within the City limits. The City is a direct provider of police, fire and paramedic, recreation, park maintenance, and public works services, relies on special districts and private providers for water services, and contracts with Los Angeles County for library, flood control, and wastewater services. FORMATION AND BOUNDARY The City of West Covina incorporated as a general law city in 1923. The City is located in eastern Los Angeles County towards the eastern end of the San Gabriel Valley. The City is bounded by the City of Baldwin Park to the northwest, the cities of Irwindale, Covina and unincorporated land to the north, the City of Walnut and unincorporated area to the east, and borders a strip of unincorporated territory to the south. A tip of the City of La Puente’s northern boundary is also adjacent to the City’s southern boundary. The City of West Covina constitutes 16 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of West Covina that includes multiple unincorporated territories, one of which is a joint SOI with the City of Covina. The joint SOI is north of the City boundary, between the City of Irwindale and the City of Covina. Other SOI areas include a small portion of land at the eastern City limit, a larger area in the southwest bounded by Echelon Avenue and Amar Avenue, and two small areas northeast of Fairgrove Avenue. The City’s boundary and SOI are depicted in Appendix B, Map 22. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected Council. Five council members are elected at large to serve four-year terms. Each year, the Council elects one of its members to serve as mayor. The Council meets twice monthly. Council meetings are held on the first and third Tuesday of each month. Council meeting agendas and minutes, public hearings, and election information are available at City Hall and on the City website. Meetings are broadcast live on the City’s cable channel and also rebroadcast daily. The City updates constituents through press releases, a newsletter, public hearings, television, and the City website. The City also maintains a list-serve with citywide information updates sent weekly. Complaints are typically submitted via telephone, email or in writing. The City also uses customer service surveys to measure service satisfaction. Complaints are addressed by individual departments. The City reported twenty complaints for the year 2002. It was not stated whether the City utilizes a tracking system for the number and type of complaints. 98 GROWTH AND POPULATION PROJECTIONS The City of West Covina is predominantly a residential area. The City’s 1985 General Plan states that most land (3,600 acres) is zoned for low- to medium-density residential. However, the City is home to one of the San Gabriel Valley’s largest commercial centers with 2.5 million square feet of commercially zoned territory. Growth areas in West Covina are minimal as it is primarily built out. The City experienced the greatest amount of growth in the post World War II era, and was the nation’s quickest growing city from 1955 to 1957.8 Growth is expected to occur through the transition of single family-homes to higher density housing in various areas throughout the City. Commercial/residential mixed-use development opportunities also exist. The City’s economic development activities are centered on retail development. Growth is constrained by lack of available vacant land, community preferences for low-density neighborhoods, and hillside constraints to its eastern border. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of West Covina conducts performance evaluation by establishing goals for City departments through the budget process; each department prepares reports documenting workload activities and accomplishment of budget goals. The City monitors productivity by preparing regular department reports as stated above. The City received numerous awards for excellence in financial reporting. Also, it achieved the Model Community Achievement Award from the Southern California Air Quality Management District. Additionally, the City received two Helen Putman awards for its Community Drowning Prevention program. 8 City of West Covina General Plan, 1985. 99 FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $33 million in general fund revenue in FY 01-02, which amounts to $348 per capita. By comparison, municipal general fund revenue per capita in Los Angeles County was $543. Figure A-13: West Covina General Fund Revenue Sources, FY 01-02 The City’s revenue per capita is generally Other Sources lower than Los Angeles County and California cities as a whole. The City depends Other Taxes more heavily on sales tax, vehicle license fees Franchise Income (VLF), and interest income than does the Hotel Tax (TOT) average California city. The City relies less on transient occupancy tax, business license tax, Business License property tax, and other sources and taxes for Interest & Rent revenue. The City does not levy a utility users’ tax. VLF Utility Users Tax West Covina had no outstanding long- Sales & Use Tax term indebtedness from bonds (excluding redevelopment) at the end of FY 01-02. Property Tax Other general long-term debt included $107.6 million in redevelopment-related 0% 10% 20% 30% 40% bonded debt which was used to pay for the Source as % of General Fund Lakes Public Parking Project, portions of the All CA Cities West Covina City’s Civic Center Complex, the Fashion Plaza Project, and low and middle-income housing. The City had $3.4 million in long-term debt from compensated absences. The City has never defaulted on bonded debt. The City’s contingency reserves were 68% of general fund revenue, at the end of FY 01-02. The City has designated $22.4 million of its unreserved general fund to contingencies. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION West Covina is a member of the San Gabriel Valley Council of Governments. The West Covina Fire Department provides mutual aid service to adjacent County unincorporated areas and its police department is a member of the FAST helicopter JPA. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 100 POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2003 Dispatch Direct Total Service Calls 74,733 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Direct % 911 Calls NP Temporary Holding Direct Calls per 1,000 people 7 78 Bomb Squad Sheriff Arrests 3,648 Canine Services Direct Citations 18,287 Academy Training Rio Hondo Academy 2003 FBI Index Crimes 4,529 POST Certified? Yes Crime Rate per 10,000 4 71 Service Adequacy Resources Complaints 12 Total Staff 205 Priority One Response Time 6:12 Total Sworn Staff 124 Response Time Base Year 2003 Sworn Staff per 1,000 1.1 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 22% Marked Police Vehicles 35 Service Challenges Budget constraints, serving the southern end of the City Facilities Station Location Condition Other Purpose Built Azusa Police Department 725 N. Alameda Ave. Good None 1999 Infrastructure Needs/Deficiencies Yes. Department is in need of a new or expanded station. Regional Collaboration FAST helicopter program which is a JPA of 5 local cities contracting for services with the Pasadena Helicopter Program. 101 FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2003 EMS Direct Total Service Calls 7,100 Ambulance Transport Direct % EMS 76% Direct; Mutual Aid for Hazardous Materials large cleanups % Fire NP Air Rescue & Ambulance Helicopter Mercy Air % False Alarm NP Fire Suppression Helicopter Automatic Aid % Fire & False Alarm 4% Public Safety Answering Point West Covina PD % Other 20% Fire/EMS Dispatch Direct Calls per 1,000 people 74 Service Adequacy Resources ISO Rating Class 4 Fire Stations in City 5 Average Response Time 4:48 Fire Stations Serving City 5 Response Time Base Year 2003 Sq. Mile per Station 3 Response Time Includes Dispatch NP Total Staff 82 Response Time Note None Total Sworn Staff 84 Service Challenges Sworn Staff per Station 17 Increased amount of senior living units is resulting in increased paramedic Sworn Staff per 1,000 1 calls Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 1 Captain 1 Engineer No. 1 819 S. Sunset Ave. Fair 2 Firefighters/ Paramedics Engine 1 Captain 1 Engineer No. 2 2441 E. Cortez Ave. Good 2 Firefighters/ Paramedics Engine 1 Captain 1 Engineer No. 3 1433 Puente Ave. Fair 2 Firefighters/ Paramedics Engine 1 Captain 1 Engineer No. 4 1815 S. Azusa Ave. Good 2 Firefighters/ Paramedics Engine 1 Captain 1 Engineer No. 5 2650 E. Shadow Oak Dr. Good 2 Firefighters/ Paramedics Engine Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers The department responds to calls made in adjacent unincorporated areas. The department participates in the Rancho Santiago Community College Training Program. CFPD 102 SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Solid Waste Disposed (tons) Services 120,000 Residential Curbside Recyclable Collection Yes 100,000 80,000 Residential Curbside Greenwaste Collection Yes 60,000 Residential Curbside 40,000 HHW Collection No Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Athens Disposal Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 85,070 2 3,343 Year Rate 1998 111,755 2 1,443 IWMA Requirement (1) 2000 50% 1999 87,933 1 6,819 Actual Diversion 2000 51% 2000 83,346 0.90 1 6,965 2001 58% 2001 66,633 0.71 2 0,596 2002 56% 2002 68,800 0.73 1 9,011 2003 76,157 0.79 1 8,002 Disposal Facilities 2003 % Disposed at Site Estimated Facility Name Location (3) Closure Date Puente Hills Landfill Whittier 87% 2013 Commerce Refuse-to-Energy Commerce 13% NA Azusa Land Reclamation Co. Azusa 0% 2025 Notes: (1) The Integrated Waste Management Act (IWMA), also known as A.B. 939, required each jurisdiction in the state to submit detailed solid waste planning documents for approval by the California Integrated Waste Management Board (CIWMB), and set requirements that agencies divert 50 percent of solid waste from landfills by 2000. The Board is authorized to extend agency compliance deadlines based on good-faith efforts and special circumstances. (2) Preliminary data not yet approved by the CIWMB. (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 103 STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Direct Miles of Streets 230 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights None Street/Pot Hole Repair Direct SCE Street Lights* NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 3 Intersection Signal Maintenance Direct Part Time Staff NP Street Lighting SCE Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Residential street rehabilitation, bus route rehabilitation, median landscaping on Azusa Avenue, traffic signals at major intersections Service Challenges Growing through regional traffic along Azusa Avenue places strains on the City's public works department. Also, the City must discourage through traffic in hillside areas. *SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 180.16 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance FY 04-05 Staff Local Park Acres per 1,000 Residents 1.6 Full Time 9 Total Park Acres per 1,000 Residents 1.6 Part Time 3 Facilities Recreation Centers Shadow Oak Center 2121 Shadow Oak Drive Senior Center Senior Citizens Center 2501 E. Cortez Avenue Other Infrastructure Needs/Deficiencies Needs to implement ADA compliance with several parks. Improvements are needed for several parks. A new skateboard park is being planned. 104 LIBRARY SERVICE Service Configuration Resources Library Services LA County Number of Libraries 1 Statistics Book Volumes 242,300 Statistical Base Year FY 02-03 Audio NA Book Volumes Per Capita 2.21 Video NA Local Area per Branch (sq. mi.) 16.11 Periodicals 300 Annual Hours per 100 Population 2.42 Facilities Name Location West Covina Library 1601 West Covina Parkway Facilities Needs/Deficiencies None 105 C H A P T E R A - 1 4 : S P E C I A L D I S T R I C T S There are 16 special districts located within the East San Gabriel MSR area that are reviewed in separate MSR reports. The Commission is updating the SOIs of these agencies after the respective MSR report for each agency has been approved. CONSOLIDATED FIRE PROTECTION DISTRICT The Consolidated Fire Protection District of Los Angeles County (CFPD) is a direct provider of fire suppression, rescue, emergency medical, and lifeguard services to all the unincorporated areas of the county, along with 57 incorporated cities. The Consolidated Fire Protection District formed as a dependent special district on April 12, 1949 prior to the creation of LAFCO. The CFPD includes within its boundaries the cities of Baldwin Park, Claremont, Covina, Diamond Bar, Glendora, Industry, La Puente, Pomona, San Dimas, and Walnut for which it provides fire protection services in the MSR area. CFPD boundaries also include all unincorporated areas in the county and additional cities. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Consolidated Fire Protection District. The District’s boundary and SOI are depicted in Appendix B, Map 27. The CFPD boundary area includes 3,279 square miles of land.9 This report discusses the CFPD service provided in the MSR area, but does not provide a complete review of the CFPD, as the CFPD spans multiple MSR areas. After completing all nine of the municipal service reviews, LAFCO will be able to update the CFPD’s sphere of influence. 9 Land area source is U.S. Census Bureau. 106 FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Unincorp. Service Calls 11,296 Ambulance Transport AMR % EMS NP Hazardous Materials CFPD % Fire NP Air Rescue & Ambulance Helicopter CFPD % False Alarm NP Fire Suppression Helicopter CFPD % Fire & False Alarm NP Public Safety Answering Point Sheriff % Other NP Fire/EMS Dispatch CFPD Calls per 1,000 people 45.24 Service Adequacy Resources ISO Rating Class 3 Fire Stations in Area 5 Average Response Time 5:35 Fire Stations Serving Area 5 Response Time Base Year 2004 *Sq. Mile per Station 61 Response Time Includes Dispatch Yes *Total Staff NP Response Time Note None *Total Sworn Staff 1 05.0 Service Challenges *Sworn Staff per Station 2 1.0 *Sworn Staff per 1,000 0.42 Growth in urban-wildland interface is resulting in increased structure fires. Puente Hills Corridor is difficult to access due to narrow roads and tree caonpy issues. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus 2691 S. Turnbull 1 Captain Canyon Road, 2 Firefighters 1 Assessment Engine No. 91 Hacienda Heights Fair 1 Firefighter/Paramedics 1 Patrol 18453 E. Sierra 1 Captain Engine No. 97 Madre Ave. Fair 3 Firefighters Patrol 1525 S. Nogales 1 Battalion Chief Ave, Rowland 1 Captain No. 145 Heights Fair 4 Firefighters 2 Engines 20480 E. 1 Captain Pathfinder Road, 1 Firefighter 1 Engine No. 119 Walnut Good 3 Firefighter/paramedics 1 Squad 22550 East Fork 2 Captains Road (San Gabriel 12 Firefighters 2 Trucks Camp 19 River) Fair 125 Inmates 6 Crew Buses Infrastructure Needs/Deficiencies Multiple County Fire Stations need renovations to locker and restrooms and replacement of old fuel tanks Regional Collaboration Automatic Aid Providers Various members from the County and City Fire Departments West Covina participate in search and rescue teams coordinated by the Sheriff. La Verne * Numbers are based on stations and staff levels for stations located within the unincorporated area and do not include stations and staff levels for other stations serving the area. The area may be served by a number of stations nearby. However, since there is no way to generate exact staffing levels for areas served by CFPD, this study uses staffing levels for stations located within the area's boundaries. 107 COUNTY SANITATION DISTRICT #15 The County Sanitation District No. 15 (CSD) is a direct provider of wastewater services in all or a portion of 12 cities and unincorporated areas in the West and East Gabriel Valley MSR areas. The CSD was formed as a dependent special district on January 2, 1945 prior to the creation of LAFCO. It was organized under provisions of the California Health and Safety Code §4700-4858 as a county sanitation district. The CSD No. 15 boundary is partially within the West San Gabriel Valley MSR area and partially within the East San Gabriel Valley MSR area. The boundary area includes the cities of Baldwin Park, Industry, La Puente, and Walnut, and several unincorporated areas; it also includes the cities of Sierra Madre, Monrovia, Arcadia, Temple City, Rosemead, Irwindale, El Monte, and South El Monte outside the MSR area. LAFCO has previously adopted a sphere of influence (SOI) for the CSD that includes territory outside the District’s bounds. The SOI areas include a portion of north Monrovia, a western portion of the City of Bradbury, and unincorporated areas south of the City of Industry outside the MSR area. There are also several islands throughout the eastern and southern areas of the District’s bounds. The CSD’s territory includes 77.5 square miles of land area. The wastewater services provided by this agency are covered in a separate MSR report on the county sanitation districts prepared by LSA Associates, Inc. COUNTY SANITATION DISTRICT #18 The County Sanitation District No. 18 (CSD) is a direct provider of wastewater treatment and disposal services to the cities of La Mirada, Santa Fe Springs, parts of Cerritos, Bellflower, Norwalk, Downey, Pico Rivera, Whittier, Industry and unincorporated areas. The CSD was formed as a dependent special district on November 23, 1948 prior to the creation of LAFCO. It was organized under provisions of the California Health and Safety Code §4700-4858 as a county sanitation district. The CSD No. 18 boundary is partially within the Gateway MSR area and also partially within the East San Gabriel Valley MSR area. Within the East San Gabriel Valley MSR area the CSD includes a small portion of the City of Industry and also unincorporated area in the southeast. Outside the MSR area the CSD includes portions of cities and unincorporated area in the Gateway MSR area. LAFCO has previously adopted a sphere of influence (SOI) for the CSD that includes an area southwest of the City of Industry, which is largely unincorporated. The CSD’s territory includes 55 square miles of land area. 108 The wastewater services provided by this agency are covered in a separate MSR report on the county sanitation districts prepared by LSA Associates, Inc. COUNTY SANITATION DISTRICT #21 The County Sanitation District No. 21 (CSD) is a direct provider of wastewater treatment and disposal services to portions of the cities of Pomona, Claremont, La Verne, San Dimas, Walnut, Diamond Bar, Industry, La Puente, West Covina and unincorporated areas in the eastern end of the San Gabriel Valley. The CSD was formed as a dependent special district on Nov. 13, 1951 prior to the creation of LAFCO. It was organized under provisions of the California Health and Safety Code §4700-4858 as a county sanitation district. The CSD No. 21 boundary is entirely within the East San Gabriel Valley MSR area. The Sphere of Influence (SOI) includes a small area (less than one square mile) of land area located outside the District’s boundary. This area includes a northern portion of the City of La Habra Heights, which is located in the Gateway MSR area. The SOI also includes portions of the cities of Diamond Bar, Pomona, and Claremont, as well as a number of unincorporated lands within the East San Gabriel Valley MSR area. The CSD’s territory includes 102 square miles of land area. The wastewater services provided by this agency are covered in a separate MSR report on the county sanitation districts prepared by LSA Associates, Inc. COUNTY SANITATION DISTRICT #22 The County Sanitation District (CSD) No. 22 conveys wastewater from La Verne, Glendora, San Dimas, Covina, West Covina, Azusa, and various cities in the West San Gabriel Valley MSR area to CSD treatment and disposal facilities. The CSD was formed as a dependent special district on September 22, 1953 prior to the creation of LAFCO. It was organized under provisions of the California Health and Safety Code §4700-4858 as a county sanitation district. The CSD No. 22 boundary is partially within the West San Gabriel Valley MSR area and also partially within the East San Gabriel Valley MSR area. The boundary area includes most of the cities of Azusa, Glendora, San Dimas, Covina, and West Covina. It also includes the western half of La Verne, and territory in the cities of Duarte, Irwindale, and Bradbury. The Sphere of Influence (SOI) is more expansive than the CSD’s existing boundaries, and includes 17.5 square miles of land outside the CSD boundaries. LAFCO has previously adopted an SOI for the CSD that includes much of the area north of its boundary, including unincorporated areas and northern portions of the cities of Azusa, Glendora, San Dimas and La Verne. The SOI 109 also includes unincorporated territory lying between the cities of West Covina, Covina, San Dimas, and Walnut. Portions of Duarte and Bradbury are also included in the SOI. The CSD’s territory includes 63 square miles of land area. The wastewater services provided by this agency are covered in a separate MSR report on the county sanitation districts prepared by LSA Associates, Inc. LA PUENTE VALLEY COUNTY WATER DISTRICT The La Puente Valley County Water District (LPVCWD) is a direct provider of wholesale and retail water services in the East San Gabriel Valley MSR area and maintains emergency water supply agreements with the Rowland Water District and the San Gabriel Valley Water Company. The LPVCWD formed as an independent special district in 1924 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §30000-33901 as a county water district. The La Puente Valley County Water District boundary is entirely within the East San Gabriel Valley MSR area. The District boundary includes most of the City of La Puente a small block of the City of Baldwin Park, parts of the City of Industry, and some unincorporated areas east of Industry and La Puente. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the LPVCWD. The La Puente Valley County Water District’s territory includes 1.8 square miles of land area. The water services provided by this agency are covered in a separate MSR report on water providers in the East San Gabriel Valley area prepared by Dudek and Associates. ROWLAND AREA COUNTY WATER DISTRICT The Rowland Area County Water District (RACWD) is a direct provider of retail water services in the East San Gabriel Valley MSR area and serves as an emergency water supplier for surrounding districts. The RACWD formed as an independent special district on March 13, 1953 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §30000-33901 as a county water district. The Rowland Area County Water District boundary is entirely within the East San Gabriel Valley MSR area. The District boundary includes part of the City of Industry and unincorporated territory to the north and south of the City. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the RACWD. The Rowland Area County Water District’s territory includes 17 square miles of land area. 110 The water services provided by this agency are covered in a separate MSR report on water providers in the East San Gabriel Valley area prepared by Dudek and Associates. THREE VALLEYS MUNICIPAL WATER DISTRICT The Three Valleys Municipal Water District (District) is a direct provider of wholesale water services to most cities throughout the East San Gabriel Valley MSR area. The District formed as an independent special district in 1950, prior to the creation of LAFCO. It was organized under provisions of the California Water Code §71000-73000 as a municipal water district. The District boundary is entirely within the East San Gabriel Valley MSR area. The District includes most of the cities of Glendora, San Dimas, La Verne, Claremont, Pomona, Diamond Bar, and Walnut, and portions of Industry, Covina, and West Covina. It also includes a number of unincorporated areas. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The Three Valleys Municipal Water District’s territory includes 133.3 square miles of land area. The water services provided by this agency are covered in a separate MSR report on water providers in the East San Gabriel Valley area prepared by Dudek and Associates. VALLEY COUNTY WATER DISTRICT The Valley County Water District (VCWD) is a direct provider of retail water services in The East San Gabriel Valley MSR area. The VCWD formed as an independent special district in 1925 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §30000-33901 as a county water district. The Valley County Water District boundary is partially within the West San Gabriel Valley MSR area, and partially in the East San Gabriel Valley MSR area. The District boundary includes a majority of the City of Baldwin Park and portions of the cities of Azusa and West Covina in the MSR area. The District also includes parts of the City of Irwindale. LAFCO has previously adopted a sphere of influence (SOI) for the VCWD that includes 1.32 square miles of land outside its bounds. The SOI areas are located west of the District boundaries and include southern portions of the City of Irwindale and western portions of the City of Baldwin Park. The Valley County Water District’s territory includes 9.2 square miles of land area. 111 The water services provided by this agency are covered in a separate MSR report on —a MSR study of water providers in the East San Gabriel Valley area prepared by Dudek and Associates. WALNUT VALLEY WATER DISTRICT The Walnut Valley Water District (WVWD) is a direct provider of wholesale and retail water services to the City of Diamond Bar, portions of the cities of Industry, Walnut, and Pomona, and adjacent unincorporated areas. The WVWD formed as an independent special district on July 10, 1952 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §34000-38500 as a California water district. Walnut Valley Water District boundary is entirely within the East San Gabriel Valley MSR area. The District boundary includes the entire City of Diamond Bar, portions of the cities of Industry, Walnut, and Pomona, and unincorporated lands west of Diamond Bar. LAFCO has previously adopted a sphere of influence (SOI) for the WVWD that includes 28 square miles of land outside its bounds. The SOI areas are located northwest of the District boundaries and include almost the entire remaining area of the City of Walnut and a portion of unincorporated territory north of the current boundary. The Walnut Valley Water District’s territory includes 28 square miles of land area. The water services provided by this agency are covered in a separate MSR report on water providers in the East San Gabriel Valley area prepared by Dudek and Associates. 112