Gateway Final MSR – Appendix A 2005

G ATEWAY 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 November 30, 2005 T C ABLE OF ONTENTS PREFACE....................................................................................................................................................................1 CHAPTER A-1: CITY OF ARTESIA......................................................................................................................2 CHAPTER A-2: CITY OF BELL...........................................................................................................................11 CHAPTER A-3: CITY OF BELL GARDENS.......................................................................................................20 CHAPTER A-4: CITY OF BELLFLOWER..........................................................................................................29 CHAPTER A-5: CITY OF CARSON.....................................................................................................................38 CHAPTER A-6: CITY OF CERRITOS.................................................................................................................47 CHAPTER A-7: CITY OF COMMERCE..............................................................................................................56 CHAPTER A-8: CITY OF COMPTON.................................................................................................................65 CHAPTER A-9: CITY OF CUDAHY.....................................................................................................................74 CHAPTER A-10: CITY OF DOWNEY..................................................................................................................83 CHAPTER A-11: CITY OF HAWAIIAN GARDENS..........................................................................................93 CHAPTER A-12: CITY OF HUNTINGTON PARK..........................................................................................102 CHAPTER A-13: CITY OF LA HABRA HEIGHTS..........................................................................................111 CHAPTER A-14: CITY OF LA MIRADA...........................................................................................................120 CHAPTER A-15: CITY OF LAKEWOOD..........................................................................................................129 CHAPTER A-16: CITY OF LONG BEACH.......................................................................................................138 CHAPTER A-17: CITY OF LYNWOOD.............................................................................................................152 CHAPTER A-18: CITY OF MAYWOOD............................................................................................................161 CHAPTER A-19: CITY OF NORWALK.............................................................................................................170 CHAPTER A-20: CITY OF PARAMOUNT........................................................................................................179 CHAPTER A-21: CITY OF PICO RIVERA.......................................................................................................188 CHAPTER A-22: CITY OF SANTA FE SPRINGS............................................................................................197 CHAPTER A-23: CITY OF SIGNAL HILL........................................................................................................206 CHAPTER A-24: CITY OF SOUTH GATE........................................................................................................215 CHAPTER A-25: CITY OF VERNON.................................................................................................................224 ii CHAPTER A-26: CITY OF WHITTIER.............................................................................................................233 CHAPTER A-27: SPECIAL DISTRICTS............................................................................................................242 ARTESIA CEMETERY DISTRICT..............................................................................................................................242 BELVEDERE GARBAGE DISPOSAL DISTRICT..........................................................................................................242 CENTRAL BASIN MUNICIPAL WATER DISTRICT....................................................................................................243 COMPTON CREEK MOSQUITO ABATEMENT DISTRICT...........................................................................................243 CONSOLIDATED FIRE PROTECTION DISTRICT........................................................................................................244 COUNTY SANITATION DISTRICT #1.......................................................................................................................246 COUNTY SANITATION DISTRICT #2.......................................................................................................................247 COUNTY SANITATION DISTRICT #3.......................................................................................................................247 COUNTY SANITATION DISTRICT #8.......................................................................................................................248 COUNTY SANITATION DISTRICT #18.....................................................................................................................248 COUNTY SANITATION DISTRICT #19.....................................................................................................................249 COUNTY SANITATION DISTRICT #21.....................................................................................................................249 COUNTY SANITATION DISTRICT #23.....................................................................................................................250 COUNTY SANITATION DISTRICT #29.....................................................................................................................250 DOWNEY CEMETERY DISTRICT.............................................................................................................................250 FIRESTONE GARBAGE DISPOSAL DISTRICT...........................................................................................................251 GREATER LOS ANGELES COUNTY VECTOR CONTROL DISTRICT...........................................................................251 LA HABRA HEIGHTS COUNTY WATER DISTRICT..................................................................................................252 LITTLE LAKE CEMETERY DISTRICT......................................................................................................................252 ORCHARD DALE COUNTY WATER DISTRICT.........................................................................................................253 PICO COUNTY WATER DISTRICT...........................................................................................................................253 SATIVA COUNTY WATER DISTRICT......................................................................................................................254 UPPER SAN GABRIEL VALLEY MUNICIPAL WATER DISTRICT...............................................................................254 WALNUT PARK GARBAGE DISPOSAL DISTRICT....................................................................................................254 WATER REPLENISHMENT DISTRICT OF SOUTHERN CALIFORNIA...........................................................................255 WEST BASIN MUNICIPAL WATER DISTRICT..........................................................................................................255 iii L F IST OF IGURES FIGURE A-1: ARTESIA GENERAL FUND REVENUE SOURCES, FY 02-03............................................................................3 FIGURE A-2: BELL GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................................13 FIGURE A-3: BELL GARDENS GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................22 FIGURE A-4: BELLFLOWER GENERAL FUND REVENUE SOURCES, FY 02-03..................................................................31 FIGURE A-5: CARSON GENERAL FUND REVENUE SOURCES, FY 02-03..........................................................................40 FIGURE A-6: CERRITOS GENERAL FUND REVENUE SOURCES, FY 02-03........................................................................49 FIGURE A-7: COMMERCE GENERAL FUND REVENUE SOURCES, FY 02-03.....................................................................58 FIGURE A-8: COMPTON GENERAL FUND REVENUE SOURCES, FY 02-03........................................................................67 FIGURE A-9: CUDAHY GENERAL FUND REVENUE SOURCES, FY 02-03..........................................................................75 FIGURE A-10: DOWNEY GENERAL FUND REVENUE SOURCES, FY 02-03.......................................................................85 FIGURE A-11: HAWAIIAN GARDENS GENERAL FUND REVENUE SOURCES, FY 02-03....................................................95 FIGURE A-12: HUNTINGTON PARK GENERAL FUND REVENUE SOURCES, FY 02-03.....................................................104 FIGURE A-13: LA HABRA HEIGHTS GENERAL FUND REVENUE SOURCES, FY 02-03....................................................113 FIGURE A-14: LA MIRADA GENERAL FUND REVENUE SOURCES, FY 02-03.................................................................122 FIGURE A-15: LAKEWOOD GENERAL FUND REVENUE SOURCES, FY 02-03.................................................................131 FIGURE A-16: LONG BEACH GENERAL FUND REVENUE SOURCES, FY 02-03..............................................................140 FIGURE A-17: LYNWOOD GENERAL FUND REVENUE SOURCES, FY 02-03...................................................................154 FIGURE A-18: MAYWOOD GENERAL FUND REVENUE SOURCES, FY 02-03..................................................................163 FIGURE A-19: NORWALK GENERAL FUND REVENUE SOURCES, FY 02-03...................................................................171 FIGURE A-20: PARAMOUNT GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................180 FIGURE A-21: PICO RIVERA GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................190 FIGURE A-22: SANTA FE SPRINGS GENERAL FUND REVENUE SOURCES, FY 02-03......................................................199 FIGURE A-23: SIGNAL HILL GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................207 FIGURE A-24: SOUTH GATE GENERAL FUND REVENUE SOURCES, FY 02-03...............................................................217 FIGURE A-25: VERNON GENERAL FUND REVENUE SOURCES, FY 02-03......................................................................225 FIGURE A-26: WHITTIER GENERAL FUND REVENUE SOURCES, FY 02-03....................................................................235 iv P R E FA C E This appendix supplements the municipal service review (MSR) report on the Gateway MSR area. 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. 1 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-1: C I T Y O F ART E S I A The City of Artesia arranges for service provision within the city limits. The City is a direct provider of park maintenance, recreation, and some street maintenance services, and relies on the County and special districts for police, fire, wastewater, flood control, and library services. FORMATION AND BOUNDARY The City of Artesia incorporated in 1959 as a general law city. The City is located in southeastern Los Angeles County near the Orange County border. The City is bounded by the City of Norwalk to the north, and the City of Cerritos surrounds the remaining perimeter. The City of Artesia constitutes 1.6 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Artesia. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 11. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council. Five council members are elected by district to serve four-year terms. The Council annually elects one of its members to serve as Mayor and another to serve as Mayor Pro Tem. The City Council meets monthly. Council meetings are held the second Monday of each month. Council meetings are broadcast on cable television. City Council agendas are posted on the City’s website. The City updates constituents by posting city news and information about community events on the website and through public notice mailings. Complaints may be submitted by phone, in person, in writing, or by e-mail. A complete e-mail directory is posted on the City’s website for constituents to use in addressing complaints. The City did not provide the number or type of complaints filed. GROWTH AND POPULATION PROJECTIONS The City of Artesia is primarily a low-density residential area. Residential land use occupies 67 percent of developable property and 21 percent is designated for commercial use. Commercial and business activity is most heavily concentrated along Pioneer Boulevard and Artesia Boulevard. Most industrial activity is located between the Artesia Freeway and Artesia Boulevard west of Pioneer Boulevard. Growth opportunities exist primarily through redevelopment and some infill development. Housing may be expanded through infill development of vacant and underutilized property. Additionally, mixed commercial and residential development opportunities exist on vacant 2 CITY OF ARTESIA commercial properties. The City's 2003 general plan housing element estimated that 269 housing units could be built if the City's vacant and underutilized land is developed. A major site for residential development is the vacant land lying just southwest of the Pioneer Boulevard and South Street intersection. The City of Artesia is a built-out community with little room for new development. Vacant land is scarce and growth is primarily focused on redevelopment and more intensive development of underutilized land. Another growth constraint is the proximity of industrial activities to residential areas. Noise, odors, air contaminants, and congestion generated from industrial activities and traffic limit residential development opportunities in some areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Artesia’s performance evaluation activities include only annual employee evaluations. The City reported that it monitors productivity through workload tracking. The City maintains case files to monitor workload productivity. The City did not mention any recent awards it has received for distinguished service. FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-1: Artesia General Fund Revenue Sources, FY 02-03 The City received $6.2 million in general Other fund revenue in FY 02-03, which amounted to Service Charges $419 per capita.1 By comparison, municipal Fines & Forfeitures general fund revenue per capita in the median Licenses & Permits city in Los Angeles County was $459. The City’s revenue per capita is nine percent lower Franchise Income than in the median city. Hotel Tax (TOT) Business License The City general fund depends more Interest & Rent heavily on sales tax, vehicle license fees (VLF), VLF licenses and permits, fines, and other sources Utility Users Tax than does the median city. The City relies less on property tax, franchise income and service Sales & Use Tax charges than does the median city. The City Property Tax does not levy a utility users’ tax and has a minimum business license tax of $40. 0% 10% 20% 30% 40% Source as % of Revenues The City of Artesia’s long-term debt per capita was $16 at the end of FY 03-04. By Median Artesia 1 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 3 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A comparison, the median city in the MSR area had long-term debt of $871 per capita. Almost all (85 percent) of the City’s long-term debt consisted of compensated absences. The City has no long- term governmental debt from bonds. The City’s contingency reserves were 53 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $3.6 million in unreserved general funds. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Artesia is a member of the Gateway Cities Council of Governments. The City of Artesia contracts with the Los Angeles County Sheriff Department for police services and with the City of Lakewood for helicopter services. The City is a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 4 CITY OF ARTESIA POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 5,696 Search and Rescue Sheriff 911 Calls 2,508 Crime Lab Sheriff Non-Emergency Calls 4,154 SWAT Sheriff % 911 Calls 44% Temporary Holding Sheriff Calls per 1,000 people 385 Bomb Squad Sheriff Arrests 471 Canine Services Sheriff Citations 1 ,856 Academy Training Sheriff 2003 FBI Index Crimes 463 POST Certified? Yes Crime Rate per 10,000 313 Service Adequacy Resources Complaints (1) 164 Total Staff (2) 294 Priority One Response Time 3:01 Total Sworn Staff (2) 237 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 18% Marked Police Vehicles 65 Service Challenges Lack of support staff and increasing population densities in the service area. Facilities Station Location Condition Other Purpose Built Lakewood Station 5130 N. Clark Avenue Fair None 1956 Infrastructure Needs/Deficiencies Construction of a new two-story structure will provide increased lobby space and workspace for detectives and deputies. Regional Collaboration Helicopter: The City contracts for helicopter services from the Lakewood patrol helicopter program. (1) Total complaints received at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. (2) Total sworn staff at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. 5 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 955 Ambulance Transport AMR % EMS 78.1% Hazardous Materials CFPD % Fire 4.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 8.8% Fire Suppression Helicopter CFPD % Fire & False Alarm 13.5% Public Safety Answering Point Sheriff % Other 8.4% Fire/EMS Dispatch CFPD Calls per 1,000 people 64 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 0 Average Response Time 4:07 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station1 NA Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 NA Service Challenges Sworn Staff per Station1 NA Sworn Staff per 1,0001 NA None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 19030 Pioneer Blvd Good 2 Captains Engine No. 30 Cerritos 2 Engineers Squad 2 Firefighters Quint 3 Firefighter/Paramedics Utility Vehicle 1 Assistant Fire Chief 2 Staff Vehicles 1 Battalion Chief 1UtilityDriver Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams Orange County Fire Authority, coordinated by the Sheriff and attend joint training and drill activities. Buena Park Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 6 CITY OF ARTESIA SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 25,000 Residential Curbside Recyclable Collection Yes 20,000 Residential Curbside 15,000 Greenwaste Collection Yes Residential Curbside 10,000 HHW Collection No 5,000 Commercial On-Site Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 Greenwaste Pickup No Tons Tons Disposed Per Alternative Daily Waste Hauler(s) Consolidated Disposal Service Year Disposed Capita Cover Tons Landfill Diversion Rate 1997 17,941 63 Year Rate 1998 17,637 15 IWMA Requirement1 2003 50% 1999 20,791 72 Actual Diversion 2000 17% 2000 22,391 1 .56 21 2001 38% 2 2001 16,761 1 .15 59 2002 27% 2 2002 19,055 1 .30 1,278 2003 NA 3 2003 16,876 1 .14 NA3 Disposal Facilities 2002 Estimated Closure Facility Name Location % Disposed at Site4 Date Olinda Alpha Landfill Brea 75% 2013 Puente Hills Landfill Whittier 20% 2013 Southeast Resource Recovery Facility Long Beach 2% 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. No data available for 2003. (3) The City joined the LA Integrated Waste Management Authority—a JPA with 16 cities as members—in 2003. Diversion is measured jointly for the members of this regional agency. CIWMB has initiated a compliance process with a time schedule order for the regional agency due to compliance orders for three members—Hermosa Beach, Lynwood and Torrance. (4) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 7 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 None Public Information Completed Development Planning Completed Development Construction Completed Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 1 Industrial/Commercial Facilities # of Inlet Inspections 1 # Inspected 72 Total Waste Removed from Inlets < 1 ton # of Enforcement Actions 14 # of Calls Received 200 Development Construction # of Events/Workshops Attended 8 # Inspected 6 Permitted Construction Dischargers2 2 # of Enforcement Actions 3 Permitted Industrial Dischargers2 3 Illicit Discharges Service Adequacy FY 03-041 # Reported 3 Inlet Inspection Rate 1.00 # of Enforcement Actions 2 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 8 Facilities Infrastructure Description Needs/Deficiencies 1 catch basin, 90 ft. of closed storm drain Stormwater sewer reconstruction needed (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 8 CITY OF ARTESIA STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 29.5 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights None Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Private Paint Street/Pavement Markings Private Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 2 Intersection Signal Maintenance Private Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies2 Ongoing street, curb and alley repairs; many arterial streets are in critical condition. Service Challenges Congestion at Pioneer and Artesia Blvd intersection. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 15.4 Recreation Services Direct Total School Park Acres 50.4 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.9 Full Time 3 Total Park Acres per 1,000 Residents1 3.8 Part Time 2 Facilities Recreation Centers Artesia Park Community Center 18750 Clarksdale Ave AJ Padelford Park Community Center 11870 169th St Senior Center None NA Other None NA Infrastructure Needs/Deficiencies The City plans to develop additional park acreage. (1) Total Park Acres is the total of local, school and county park acres. 9 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 56,650 Book Volumes Per Capita 3.38 Audio 3,600 Local Area per Branch (sq. mi.) 1.62 Video 3,930 Annual Hours per 100 Residents 9.30 Periodicals 55 Facilities Name Location Artesia Library 18722 Clarkdale Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 10 CITY OF BELL CHAPTER A-2: CITY OF BELL The City of Bell arranges for service provision within the city limits. The City is a direct provider of police and recreation services, contracts for park and street maintenance services, and relies on special districts and the County for wastewater, flood control, fire, and emergency medical services. FORMATION AND BOUNDARY The City of Bell incorporated in 1927 and is organized as a general law city. The City is located in southeastern Los Angeles County along the 710 freeway. It is bounded by six incorporated cities: Huntington Park, Vernon and Maywood are to the west and south, Commerce and Bell Gardens are to the east, and Cudahy is located to the south. The City of Bell constitutes 2.5 square miles of land and 0.2 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Bell. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 12. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council. Five council members are elected by the public to serve four-year terms. The City Council meets twice a month. Council meetings are held the first and third Monday of each month. The Council meeting schedule and agendas are posted at various public locations. The City updates constituents by including city news and information about community events in their quarterly Bell Family Guide publication. Complaints are typically handled by the City’s Community Relations Representative, who receives, processes, and responds to community concerns and inquiries. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Bell is a primarily multi-family residential area with 53 percent of parceled property designated for residential use and 34 percent designated for industrial use. The City is predominantly built out with few vacant parcels (4.2 percent) available for development. Commercial land use exists along Florence Avenue, Gage Avenue and Atlantic Boulevard. The portion of the City east of the 710 freeway is entirely industrial. Growth opportunities exist primarily through redevelopment and some infill development. Housing could expand through infill development of vacant and underutilized property and development of second units on large lots. Approximately 118 housing units could be built if all 11 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A vacant land is developed, and 168 units could become available through expansion of housing on underutilized lots. In addition, mixed use in commercial areas may provide additional room for residential growth. The City of Bell is a built-out community with little room for new development. Vacant land is scarce and growth is primarily focused on redevelopment and recycling of underutilized land. Additional constraints include industrial traffic flows through the area. Noise, odors, air contaminants, and congestion generated from traffic limits residential development opportunities in affected areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Bell evaluates performance through the budget process, ensuring that departmental budgets remain balanced. The City Council establishes annual goals that reflect input collected from the community. The City monitors productivity through weekly progress reports. All departments report weekly to the City Council on workload activities and provide updates on programs and projects. Management meets monthly to discuss department activities and project progress. The City has received the Certification of Achievement for Excellence in Financial Reporting annually since 1996 from the Government Finance Officers Association and from the California Society of Municipal Finance Officers. 12 CITY OF BELL FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-2: Bell General Fund Revenue Sources, FY 02-03 The City received $11.5 million in general Other fund revenue in FY 02-03, which amounted Service Charges to $357 per capita.2 By comparison, municipal Fines & Forfeitures general fund revenue per capita in the median city in Los Angeles County was $459. The Licenses & Permits City’s revenue per capita is 22 percent lower Franchise Income than in the median city. Hotel Tax (TOT) Business License The City depends more heavily on utility Interest & Rent users’ tax, vehicle license fees (VLF), business VLF license tax, fines and service charges than Utility Users Tax does the median city. The City general fund relies less on property tax, sales tax, interest Sales & Use Tax income, transient occupancy tax, and other Property Tax sources for revenue than does the median city. The City of Bell levies a utility users’ tax 0% 5% 10% 15% 20% 25% of 10 percent and has a business license tax Source as % of Revenues with an initial cost of $200. Median Bell The City of Bell’s long-term debt per capita was $1,600 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Redevelopment bonds constituted over half (54 percent) of the City’s long-term debt. General obligation bonds to finance real property acquisition and pensions constituted 26 percent of the City’s debt. The City’s contingency reserves were 62 percent of general fund expenditures at the end of FY 03-04. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Bell is a member of the Gateway Cities Council of Governments. The City’s police department is a member of TRAP, a regional auto theft task force, and the Metropolitan Gang task force. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 2 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 13 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 30,025 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct/CSI Calls per 1,000 people 928 Bomb Squad Sheriff Arrests 8,973 Canine Services Direct Citations 18,000 Academy Training Sheriff 2003 FBI Index Crimes 801 POST Certified? Yes Crime Rate per 10,000 248 Service Adequacy Resources Complaints 4 Total Staff 56 Priority One Response Time NP Total Sworn Staff 42 Response Time Base Year 2003 Sworn Staff per 1,000 1.3 Based on average of all Response Time Note priority calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 13% Marked Police Vehicles 39 Service Challenges None Facilities Station Location Condition Other Purpose Built Bell Police Department 6326 Pine Ave Fair None 1957 Infrastructure Needs/Deficiencies Expansion of the facility and upgrades to dispatch system are needed. Regional Collaboration Auto Theft: membert of regional task force (TRAP). 14 CITY OF BELL FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 1,971 Ambulance Transport AMR % EMS 73.8% Hazardous Materials CFPD % Fire 2.8% Air Rescue & Ambulance Helicopter CFPD % False Alarm 14.7% Fire Suppression Helicopter CFPD % Fire & False Alarm 17.5% Public Safety Answering Point Sheriff % Other 8.8% Fire/EMS Dispatch CFPD Calls per 1,000 people 60 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:12 Fire Stations Serving City 5 Response Time Base Year 2004 Sq. Miles per Station1 2.5 Response Time Includes Dispatch Yes Total Staff1 NA 1 Response Time Note None Total Sworn Staff 18 1 Service Challenges Sworn Staff per Station 18 Sworn Staff per 1,0001 0.6 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 6320 Pine Ave Fair 1 Captain Engine No. 163 1 Engineer Squad 1 Firefighter 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Vernon Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 15 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 40,000 Residential Curbside Recyclable Collection Yes 35,000 30,000 Residential Curbside 25,000 Greenwaste Collection Yes 20,000 Residential Curbside 15,000 HHW Collection No 10,000 Commercial On-Site 5,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) Consolidated Disposal Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 22,832 39 Year Rate 1998 23,205 87 IWMA Requirement1 2003 50% 1999 28,892 104 Actual Diversion 2000 38% 2000 27,938 0.89 43 2001 33% 2001 29,395 0.93 12 2002 25% 2002 32,034 1.00 1,118 2003 21%2 2003 33,857 1.05 1,690 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Chiquita Canyon Landfill Los Angeles 79% 2019 Puente Hills Landfill Whittier 10% 2013 Frank Bowerman Landfill Irvine 5% 2022 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. 16 CITY OF BELL STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System There are no permitted connections in the city boundaries. Storm drains flow to Los Angeles River. Flood Hazards NPDES Program Implementation FY 03-041 Land adjacent to LA River is within a 100-year flood zone. Public Information Implemented The entire City is vulnerable to Sepulveda Dam and Hansen Development Planning Implemented Dam failures. The northeastern industrial area is vulnerable to Garvey Reservoir failure in Monterey Park. Development Construction Implemented Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 27 Industrial/Commercial Facilities # of Inlet Inspections 324 # Inspected 197 Total Waste Removed from Inlets 2.4 tons # of Enforcement Actions 8 # of Calls Received 0 Development Construction # of Events/Workshops Attended 0 # Inspected 28 Permitted Construction Dischargers2 0 # of Enforcement Actions 16 Permitted Industrial Dischargers2 5 Illicit Discharges Service Adequacy FY 03-041 # Reported 11 Inlet Inspection Rate 12.00 # of Enforcement Actions 1 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time NA # Reported 0 Illicit discharge response time 1 hour # of Enforcement Actions 0 Overall Self Rating3 9 Facilities Infrastructure Description Needs/Deficiencies 27 inlets, 10,000 ft. of closed storm drain CIP not provided (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 17 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 38.8 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights 40 Street/Pot Hole Repair Private SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Private Paint Street/Pavement Markings Private Street Sweeping Private Resources Street Sign Maintenance Private Full Time Staff None Intersection Signal Maintenance Private Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance2 LA County Infrastructure Needs/Deficiencies3 Overlay on Florence Ave, Loma Vista Ave and Filmore Ave.; slurry seal needed in the east side of the city; some arterial streets are in critical condition. Service Challenges Congestion at intersections Florence and Wilcox, Atlantic and Gage, Atlantic and Slauson; I-710 congestion/truck traffic. (1) SCE: Southern California Edison (2) Although Los Angeles County Department of Public Works administers street lighting maintenance, Southern California Edison is the direct service provider. (3) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Private Total Local Park Acres 11.8 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-052 Local Park Acres per 1,000 Residents 0.3 Full Time None Total Park Acres per 1,000 Residents1 0.3 Part Time None Facilities Recreation Centers Community Center 6250 Pine Ave Senior Center None NA Other None NA Infrastructure Needs/Deficiencies There is an unmet demand for more parks and ballfields; Community Center improvements are scheduled; Bell Sports Complex being developed. (1) Total Park Acres is the total of local, school and county park acres. (2) Park maintenance is contracted to a private service provider and staffing numbers are unavailable. 18 CITY OF BELL LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 50,640 Book Volumes Per Capita 1.34 Audio 3,100 Local Area per Branch (sq. mi.) 2.48 Video 1,900 Annual Hours per 100 Residents 4.83 Periodicals 70 Facilities Name Location Bell Library 4411 E. Gage Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 19 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-3: C I T Y O F BE LL GAR DE N S The City of Bell Gardens arranges for service provision within the city limits. The City is a direct provider of police, street maintenance, recreation and park maintenance services, and relies on special districts and the County for fire and emergency medical, wastewater, library, stormwater and flood control services. FORMATION AND BOUNDARY The City of Bell Gardens incorporated in 1961 and is organized as a general law city. The City is located in southeast Los Angeles County. The City is bounded by the cities of Cudahy and Bell to the west, Commerce to the north, Downey to the east and South Gate to the south. The City of Bell Gardens constitutes 2.5 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Bell Gardens. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 13. 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 City Council meets twice a month. Council meetings are held the second and fourth Monday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website and at various public facilities. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website and in the local newspaper. The City communicates with its constituents through special meetings and targeted mailers. Complaints may be submitted in the suggestion boxes located at City Hall, Public Works or Parks and Recreation departments. The City reported 20 complaints were filed in FY 02-03. Most complaints were related to garbage disposal and maintenance issues. GROWTH AND POPULATION PROJECTIONS The City of Bell Gardens is primarily a dense residential area with 65 percent of parceled land use residential, 14 percent industrial and 10 percent commercial. The City is predominantly built out with few vacant parcels available for development. High density residential land use covers most of the City, with commercial areas along major corridors and surrounding the Florence and Eastern Avenue intersections, and industrial uses located to the south and eastern edges. 20 CITY OF BELL GARDENS Little opportunities for growth exist in the City due to lack of developable vacant land and relatively few infill opportunities due to the already high density. The City's 1995 General Plan estimated that vacant lands had potential for development of 53 rental units or 67 condominium units. Most housing growth will involve infill and rehabilitation of the City's housing stock. Additional housing growth opportunities include mixed use in the City Center and mobile home park preservation. Commercial development is focused on the Central City area just east of the 710 freeway and industrial areas to the south and east. Growth constraints include both lack of developable land, poor infrastructure and environmental conditions. Housing densities are high in the City and many housing structures are in poor condition. The water distribution system is in need of overhauls throughout the City, placing added costs on new development. Noise and exhaust levels are high due to the amount of industrial traffic flowing through the area. Some land is restricted from development until soil contamination levels can be stabilized. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Bell Gardens conducts performance evaluations through a management review process performed by an outside agency. In addition, City departments provide bi-monthly newsletters outlining the status of projects. The City monitors productivity through weekly executive staff meetings. Additionally, departments submit program and project listings and their status to the City Manager. The City has received multiple Distinguished Budget Presentation Awards and Certifications of Achievement for Excellence in Financial Reporting from the Government Finance Association. 21 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-3: Bell Gardens General Fund Revenue Sources, FY 02-03 The City received $17.5 million in general Other fund revenue in FY 02-03, which amounted Service Charges to $461 per capita.3 By comparison, municipal general fund revenue per capita in the median Fines & Forfeitures city in Los Angeles County was $459. The Licenses & Permits City’s revenue per capita is comparable to the Franchise Income median. Hotel Tax (TOT) Business License The City depends more heavily on vehicle license fees (VLF), interest income, and other Interest & Rent sources than does the median city. Casino VLF fees are the primary other source, and are the Utility Users Tax City’s primary revenue source. The City Sales & Use Tax general fund relies less on property tax, sales Property Tax tax, transient occupancy tax, and franchise income for revenue than does the median 0% 20% 40% 60% city. The City of Bell Gardens does not levy Source as % of Revenues a utility users’ tax, but does levy a business license tax with an initial cost of $50. Median Bell Gardens The City of Bell Garden’s long-term debt per capita was $769 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Redevelopment bonds constituted 61 percent of the City’s debt. Over a third (34 percent) of the City’s long-term debt consisted of notes payable to finance the development of the Los Jardines Shopping Center. The City’s contingency reserves were 39 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $6.7 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Bell Gardens is a member of the Gateway Cities Council of Governments. The City of Bell Gardens has participated in a cooperative effort with the City of Commerce to expand affordable housing units. In addition, the City’s police department participates in the Metropolitan Gang Task Force and is a member of LA Impact, a regional narcotics trafficking unit. Bell Gardens is a member of the Southeast Area Animal Control Authority. The City is also a member of the California Joint Powers Insurance Authority. In addition, the City is an active supporter of the Los Angeles River conservancy efforts. 3 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 22 CITY OF BELL GARDENS GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 31,803 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Sheriff Calls per 1,000 people 834 Bomb Squad Sheriff Arrests 2,094 Canine Services Sheriff Citations 7,177 Academy Training Sheriff 2003 FBI Index Crimes 1,339 POST Certified? Yes Crime Rate per 10,000 351 Service Adequacy Resources Complaints 3 Total Staff 80 Priority One Response Time 3:00 Total Sworn Staff 56 Response Time Base Year 2004 Sworn Staff per 1,000 1.5 Based on average of 97 Response Time Note percent of calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 17% Marked Police Vehicles 10 Service Challenges None Facilities Station Location Condition Other Purpose Built Bell Gardens Police Station 7100 S. Garfield Ave Fair None 1975 Infrastructure Needs/Deficiencies 911 system upgrades are needed. Regional Collaboration Narcotics: Member of LA Impact, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs. 23 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,332 Ambulance Transport AMR % EMS 83.6% Hazardous Materials CFPD % Fire 5.5% Air Rescue & Ambulance Helicopter CFPD % False Alarm 4.9% Fire Suppression Helicopter CFPD % Fire & False Alarm 10.4% Public Safety Answering Point Sheriff % Other 6.0% Fire/EMS Dispatch CFPD Calls per 1,000 people 61 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 3:43 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station1 2.5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 15 Service Challenges Sworn Staff per Station1 15 Sworn Staff per 1,0001 0.4 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 7000 Garfield Ave Fair 1 Captain Engine No. 39 1 Engineer Squad 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Montebello, Vernon Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 24 CITY OF BELL GARDENS SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 50,000 Residential Curbside Recyclable Collection Yes 40,000 Residential Curbside 30,000 Greenwaste Collection Yes Residential Curbside 20,000 HHW Collection No 10,000 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) Norcal Waste Services Inc. Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 42,077 978 Year Rate 1998 41,505 1,012 IWMA Requirement1 2004 50% 1999 44,130 1,610 Actual Diversion 2000 39% 2000 43,812 1.18 688 2001 40%2 2001 40,502 1.08 1,060 2002 54%2 2002 30,325 0.80 517 2003 46%2 2003 35,664 0.93 89 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 39% 2013 El Sobrante Landfill Corona 22% 2030 Olinda Alpha Landfill Brea 14% 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. 25 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to Los Angeles River. Flood Hazards NPDES Program Implementation FY 03-041 The entire City is vulnerable to Sepulveda Dam failure. The area Public Information Completed south of Florence Ave. is vulnerable to Hansen Dam failure. Development Planning Completed City is susceptible to Garvey Reservoir failure in Monterey Park. Areas along LA River and Rio Hondo Channel are susceptible Development Construction Completed to overflow. Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 50 Industrial/Commercial Facilities # of Inlet Inspections 200 # Inspected NA Total Waste Removed from Inlets NA # of Enforcement Actions NA # of Calls Received 0 Development Construction # of Events/Workshops Attended 4 # Inspected 1 Permitted Construction Dischargers2 3 # of Enforcement Actions 0 Permitted Industrial Dischargers2 3 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate 4.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time Immediately # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 8 Facilities Infrastructure Description Needs/Deficiencies 50 inlets, 15,000 ft. of closed storm drain Storm drain improvements needed on Darwell and Colmar Ave, and PM Yard alley. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 26 CITY OF BELL GARDENS STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 37 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights NP Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Diret Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 6 Intersection Signal Maintenance Direct Part Time Staff 3 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance2 LA County Infrastructure Needs/Deficiencies3 Alley improvements, street resurfacing, and slurry sealing are needed in various locations citywide; Clara St is planned for extension. Service Challenges Congestion along Florence Ave west of Eastern Ave, Gage Ave east of Eastern Ave; I-710 congestion/truck traffic. (1) SCE: Southern California Edison (2) Although Los Angeles County Department of Public Works administers street lighting maintenance, Southern California Edison is the direct service provider. (3) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 64.1 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.4 Full Time 10 Total Park Acres per 1,000 Residents1 1.4 Part Time 4 Facilities Recreation Centers Game Room 6662 Loveland St Senior Center Senior Center 6662 Loveland St. Other Neighborhood Youth Center 5856 Ludell St Infrastructure Needs/Deficiencies The City is building Ford Park Sports Complex. (1) Total Park Acres is the total of local, school and county park acres. 27 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 55,666 Book Volumes Per Capita 1.23 Audio 4,305 Local Area per Branch (sq. mi.) 2.49 Video 3,101 Annual Hours per 100 Residents 4.82 Periodicals 100 Facilities Name Location Bell Gardens Library 7110 S. Garfield Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 28 CITY OF BELLFLOWER CHAPTER A-4: CITY OF BELLFLOWER The City of Bellflower arranges for service provision within the city limits. The City is a direct provider of public works, park maintenance and recreational services, and relies on special districts and the County for police, fire and emergency medical, wastewater and flood control services. Water and solid waste services are provided by private companies. FORMATION AND BOUNDARY The City of Bellflower incorporated in 1957 and is organized as a general law city. The City is located in southeast Los Angeles County. The City is bounded by six incorporated cities: Downey to the north, Norwalk and Cerritos to the east, Lakewood to the south, and Long Beach and Paramount to the west. The City of Bellflower constitutes 6.1 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Bellflower. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 14. 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 and Mayor Pro Tem are elected by the Council from among its membership. The City Council meets twice a month. Council meetings are held every second and fourth Monday of each month. Council meetings are broadcast on cable television twice weekly. The Council meeting schedule is posted on the City’s website. City Council agendas are also posted on the City’s website. The City updates constituents through monthly newsletters, public service announcements, a monthly cable TV news program and in electronic format on the City website. Complaints are submitted via telephone, in person, and through e-mails. Complaint calls are handled through the City’s general phone number. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Bellflower is a primarily low-density residential area with 70 percent of developed property designated for residential use and 22 percent for commercial use. The City is predominantly built out with few vacant parcels available for development. Commercial areas exist along major corridors of Bellflower, Lakewood and Artesia Boulevard, with professional and financial offices concentrated on Bellflower Boulevard. 29 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The City's General Plan estimated that vacant lands hold potential for development of 836 housing units. While most housing growth will involve development of these vacant lands, future growth will also rely on development of underutilized lands. Commercial development is focused on the various corridors. A planned corridor along Artesia Boulevard, between Lakewood Boulevard and Woodruff Avenue, offers commercial, office and residential development opportunities. Growth constraints include both a lack of developable vacant land and community preferences. Vacant land is scarce and this land is projected to be exhausted. Local preferences for low-density neighborhoods prevent higher density from occurring in some areas of the City. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Bellflower conducts performance evaluations through constituent feedback on services provided. Follow-up surveys are sent to residents that have requested City services. In addition, the City surveys crime victims to assess the quality of public safety services. Survey results are summarized on a quarterly basis. The City monitors productivity by incorporating departmental goals into its budget process. Departmental initiatives are updated quarterly and departments submit weekly status reports to the City Council. The City is the recipient of a number of municipal awards. It received the Savy Award in 2002 from the City-County Communications and Marketing Association. In addition, it was awarded Outstanding Financial Reporting from 1993 to 2002 from the Government Finance Officers Association. Additionally, the City was recipient of a California Association of Public Information Officials award in 2002 and a National Association of Telecommunications Officers and Advisors award in 2003. FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $19.5 million in general fund revenue in FY 02-03, which amounted to $308 per capita.4 By comparison, municipal general fund revenue per capita in the median city in Los Angeles County was $459. The City’s revenue per capita is 33 percent lower than in the median city. 4 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 30 CITY OF BELLFLOWER Figure A-4: Bellflower General Fund Revenue Sources, FY 02-03 The City depends more heavily on Other vehicle license fees (VLF), utility users’ tax, Service Charges sales and use tax, transient occupancy tax, and Fines & Forfeitures franchise income than does the median city. Licenses & Permits The City general fund relies less on property tax, business license tax, and other sources for Franchise Income revenue than does the median city. The City Hotel Tax (TOT) levies a utility users’ tax of five percent and Business License has a minimum business license tax of $100. Interest & Rent VLF The City of Bellflower’s long-term debt per capita was $333 at the end of FY 03-04. Utility Users Tax By comparison, the median city in the MSR Sales & Use Tax area had long-term debt of $871 per capita. Property Tax Over a third (37 percent) of the City’s long- term debt consisted of redevelopment bonds. 0% 10% 20% 30% Loans, including the federal Section 108 loan Source as % of Revenues and a loan agreement with the California Energy Commission, constituted 34 percent Median Bellflower of the City’s long-term debt. A quarter (25 percent) of the City’s long-term debt consisted of certificates of participation to finance capital improvements. The City’s contingency reserves were 69 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $13.8 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Bellflower is a member of the Gateway Cities Council of Governments. The City of Bellflower receives police services from the Los Angeles Sheriff’s Department and contracts helicopter services from the City of Lakewood. The City is a member of the Southeast Area Animal Control Authority. The City is also a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 31 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 32,701 Search and Rescue Sheriff 911 Calls 6,608 Crime Lab Sheriff Non-Emergency Calls 24,242 SWAT Sheriff % 911 Calls 20% Temporary Holding Sheriff Calls per 1,000 people 515 Bomb Squad Sheriff Arrests 2,083 Canine Services Sheriff Citations1 40,276 Academy Training Sheriff 2003 FBI Index Crimes 3,032 POST Certified? Yes Crime Rate per 10,000 477 Service Adequacy Resources Complaints2 164 Total Staff3 294 Priority One Response Time 2:54 Total Sworn Staff3 237 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 16% Marked Police Vehicles 65 Service Challenges Lack of support staff and increasing population densities in the service area. Facilities Station Location Condition Other Purpose Built Lakewood Station 5130 N. Clark Avenue Fair None 1956 Bellflower Sub- Station 16615 Bellflower Blvd Good City Public Safety 1997 Infrastructure Needs/Deficiencies Construction of a new two-story structure will provide increased lobby space and workspace for detectives and deputies. Regional Collaboration Helicopter: The City contracts for helicopter services from the Lakewood patrol helicopter program. (1) Includes citations issued by the Sheriff in addition to parking citations issued directly by the City. (2) Total complaints received at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. (3) Total sworn staff at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. 32 CITY OF BELLFLOWER FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 4,734 Ambulance Transport AMR % EMS 76.8% Hazardous Materials CFPD % Fire 3.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 11.0% Fire Suppression Helicopter CFPD % Fire & False Alarm 14.7% Public Safety Answering Point Sheriff % Other 8.5% Fire/EMS Dispatch CFPD Calls per 1,000 people 74 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:14 Fire Stations Serving City 2 Response Time Base Year 2004 Sq. Miles per Station1 3.0 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 27 Service Challenges Sworn Staff per Station1 14 Sworn Staff per 1,0001 0.4 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 9548 E. Flower St Good 1 Captain Engine No. 23 1 Engineer 2 Firefighters CFPD 9814 Maplewood Ave Good 1 Captain Engine No. 98 1 Engineer Squad 3 Firefighter/Paramedics Utility Vehicle 1 Utility Driver Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. None Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 33 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 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 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) CalMet Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 59,172 5,068 Year Rate 1998 52,047 6,285 IWMA Requirement1 2003 50% 1999 39,590 3,073 Actual Diversion 2000 43% 2000 60,577 0.99 4,055 2001 42% 2001 59,921 0.96 5,620 2002 35% 2002 63,902 1.02 5,993 2003 32%2 2003 68,307 1.07 6,314 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Frank Bowerman Landfill Irvine 73% 2022 Puente Hills Landfill Whittier 17% 2013 Prima Deshecha San Juan Capistrano 6% 2067 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. 34 CITY OF BELLFLOWER STORMWATER Service Configuration Stormwater Maintenance Direct Flood Control LACFCD Drainage System Storm drains flow to Cerritos Channel, San Gabriel River, and LA River. Flood Hazards NPDES Program Implementation FY 03-041 The entire City is vulnerable to Whittier Narrows Dam Public Information NP failure. Development Planning NP Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 171 Industrial/Commercial Facilities # of Inlet Inspections 171 # Inspected 0 Total Waste Removed from Inlets .68 tons # of Enforcement Actions 0 # of Calls Received 18 Development Construction # of Events/Workshops Attended 2 # Inspected 34 Permitted Construction Dischargers2 2 # of Enforcement Actions 0 Permitted Industrial Dischargers2 2 Illicit Discharges Service Adequacy FY 03-041 # Reported 18 Inlet Inspection Rate 1.00 # of Enforcement Actions 3 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 48 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 171 inlets, 34,100 ft. of closed storm drains No needed improvements are mentioned in the City's CIP. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 35 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 97.4 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 100 Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 12 Intersection Signal Maintenance Direct Part Time Staff 8 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Street resurfacing and slurry sealing are needed in various locations citywide. Improvements needed on Bellflower Blvd. Service Challenges Congestion at Bellflower Blvd and SR-91, Lakewood Blvd between Rosecrans Ave and Compton Blvd, Woodruff Ave between SR-91 and Alondra Blvd (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 46.7 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.6 Full Time 10 Total Park Acres per 1,000 Residents1 0.6 Part Time 3 Facilities Recreation Centers Bellflower Teen Center 16614 S. Clark Ave Teen Center 9410 Oak Street Senior Center None NA Other Bellfolower Skate Park 10500 E. Flora Vista St Bellfolower Aquatic Center 14001 Bellflower Boulevard Infrastructure Needs/Deficiencies Parks improvements are needed for following parks: Simms Park, Thomson Park, and Caruthers Park. Builing Hollywood Sports Park. (1) Total Park Acres is the total of local, school and county park acres. 36 CITY OF BELLFLOWER LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 135,990 Book Volumes Per Capita 1.81 Audio 6,157 Local Area per Branch (sq. mi.) 6.08 Video 6,847 Annual Hours per 100 Residents 3.04 Periodicals 158 Facilities Name Location Clifton M. Brakensiek Library 9945 E. Flower Street Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 37 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-5: CITY OF CARSON The City of Carson arranges for service provision within the city limits. The City is a direct provider of public works, recreation and park maintenance services, and relies on special districts and the County for police, fire, wastewater, library, and flood control services. Water and solid waste services are provided through private companies. FORMATION AND BOUNDARY The City of Carson incorporated in 1968 and is organized as a general law city. The City is located in southeast Los Angeles County, just east of the Harbor Freeway. The City is bounded by three incorporated cities and three areas of unincorporated territory. The City of Los Angeles lies along the southern border. The unincorporated area of West Carson lies to the southwest, while the City of Los Angeles and a small-unincorporated island border to the northwest. To the city’s northern border are the City of Compton and the unincorporated community of West Compton. The northeast boundary is bordered by a large unincorporated area with primarily industrial uses as well as a mobile home park. The City of Long Beach SOI borders the City to the east. The City of Carson constitutes 18.9 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Carson that includes a large portion of the unincorporated territory to the northeast. The unincorporated SOI area is bounded to the north by Victoria Street and the City of Compton and to the east by Alameda Street. The City’s boundary and SOI are depicted in Appendix B, Map 15. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council and Mayor. Five council members are elected to serve four-year terms. The Mayor is elected at large to serve a four-year term. The City Council meets twice a month. Council meetings are held the first and third Tuesdays of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council notices, agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. The City also publishes a quarterly newsletter containing news items, election information and City activities. The City has a Public Information Office, which produces material for local newspapers, radio and TV. Complaints may be submitted by mail, phone, and email, or in person. Carson has a complaint center–Community Assistance Response Enhance System. The City stated it handled over five thousand calls in FY 02-03 but did not provide the number and type of complaints filed within the most recent calendar or fiscal year. 38 CITY OF CARSON GROWTH AND POPULATION PROJECTIONS The City of Carson contains a mixture of residential and industrial land use. Industrial lands make up 54 percent of areas with designated land use, while residential areas make up 28 percent. A large portion of land in the City (10 percent) is vacant. Heavy industrial areas exist along the Alameda Corridor and light industrial lands are primarily located near the northern boundary. Low- density residential areas are located northeast and southwest of the 405 freeway. Regional commercial areas line the 405 freeway. Vacant land, brownfields and underutilized industrial land hold the most potential for development. Plans for residential development include use of vacant lands in the development of Cambria Pines and Monterrey Pines neighborhoods to the south and Dominguez Hills Village to the north. The Dominguez Technology Center development on vacant land to the east of California State University-Dominguez Hills will provide 288 acres of office and industrial use. Additional City plans include commercial retail and entertainment in the Town Center. Growth is constrained by lack of available developable land and environmental quality issues. The City is 83 percent developed, leaving limited room for expanded development. Some land is restricted from development until soil contamination levels can be stabilized. Air quality, noise levels and congestion resulting from traffic along the 405 Freeway and Alameda corridor also limit development potential within these areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Carson stated it does not conduct performance evaluations of its operations and does not monitor productivity through workload tracking. The City received a California Finance Officers Award for its FY 02-04 Budget, a California Park and Recreation Society award of excellence for its youth development program and a number of other honors for other community activities. 39 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-5: Carson General Fund Revenue Sources, FY 02-03 The City received $46.1 million in general Other fund revenue in FY 02-03, which amounted Service Charges to $436 per capita.5 By comparison, municipal Fines & Forfeitures general fund revenue per capita in the median Licenses & Permits city in Los Angeles County was $459. The City’s revenue per capita is five percent lower Franchise Income than in the median city. Hotel Tax (TOT) Business License The City depends more heavily on sales Interest & Rent tax, franchise income, licenses and permits, VLF and service charges than does the median city. The City general fund relies less on Utility Users Tax property tax, interest income, and other Sales & Use Tax sources for revenue than does the median Property Tax city. The City of Carson does not levy a utility users’ tax. The City levies a business 0% 10% 20% 30% 40% 50% license tax with a minimum fee of $122. Source as % of Revenues The City of Carson’s long-term debt per Median Carson capita was $565 at the end of FY 02-03. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (91 percent) of the City’s long-term debt consisted of bonded redevelopment debt. The City’s contingency reserves were 48 percent of general fund expenditures at the end of FY 02-03. The City’s reserves included $11 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Carson is a member of the South Bay Cities Council of Governments. The City of Carson receives police services from the Los Angeles County Sheriff’s Department. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 5 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 40 CITY OF CARSON POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 40,967 Search and Rescue Sheriff 911 Calls 5,070 Crime Lab Sheriff Non-Emergency Calls 34,660 SWAT Sheriff % 911 Calls 12% Temporary Holding Sheriff Calls per 1,000 people 386 Bomb Squad Sheriff Arrests 3,083 Canine Services Sheriff Citations 21,371 Academy Training Sheriff 2003 FBI Index Crimes 3,463 POST Certified? Yes Crime Rate per 10,000 326 Service Adequacy Resources Complaints (1) 164 Total Staff (2) 207 Priority One Response Time 4:24 Total Sworn Staff (2) 174 Response Time Base Year 2004 Sworn Staff per 1,000 1.2 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 25% Marked Police Vehicles 59 Service Challenges Several neighborhoods are difficult to serve due to the concentration of gang members. The City also faces operations financing constraints. Facilities Station Location Condition Other Purpose Built LA County DA and probation office, CHP, LAUSD PD, and City Carson Station 21356 S. Avalon Blvd. Fair Code Enforcement 1974 Infrastructure Needs/Deficiencies Expansion of office space, lobby area and security improvements are needed. Regional Collaboration Mutual Aid: Member (1) Total complaints received at Carson Station, which serves Carson, West Compton, Gardena, Torrance, and Rancho Dominguez. (2) Total sworn staff at Carson Station, which serves Carson, West Compton, Gardena, Torrance, and Rancho Dominguez. 41 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 6,702 Ambulance Transport AMR % EMS 76.2% Hazardous Materials CFPD % Fire 3.8% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10.2% Fire Suppression Helicopter CFPD % Fire & False Alarm 14.0% Public Safety Answering Point Sheriff % Other 9.7% Fire/EMS Dispatch CFPD Calls per 1,000 people 62 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 4 Average Response Time 4:18 Fire Stations Serving City 6 Response Time Base Year 2004 Sq. Miles per Station1 4.7 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 93 Service Challenges Sworn Staff per Station1 23 Sworn Staff per 1,0001 0.9 Increased demand resulting from new developments. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 1860 E. Del Amo Good 1 Captain Engine No. 10 2 Engineers Foam Unit 2 Firefighters Utility Vehicle 1 Utility Driver Staff Vehicle 1 Battalion Chief CFPD 127 W. 223rd St Fair 2 Captains 2 Engines No. 36 2 Engineers Squad 3 Firefighters 3 Firefighter/Paramedics CFPD 755 Victoria St Fair 2 Captains Engine No. 116 2 Engineers Squad 2 Firefighters Truck 3 Firefighter/Paramedics CFPD 2049 E. 223rd St Good 1 Captain Engine No. 127 2 Engineers Quint 3 Firefighters Light Force Infrastructure Needs/Deficiencies Station 116 needs expansion or relocation to service nearby large developments, including Home Depot Center and National Training Center. Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. None Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 42 CITY OF CARSON SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 350,000 Residential Curbside Recyclable Collection Yes 300,000 250,000 Residential Curbside 200,000 Greenwaste Collection No 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 Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 289,205 188 Year Rate 1998 255,867 541 IWMA Requirement1 2000 50% 1999 175,200 2,752 Actual Diversion 2000 72% 2000 173,821 1.70 2 8,121 2001 71% 2001 188,552 1.82 4,643 2002 57% 2002 263,908 2.52 571 2003 68%2 2003 200,321 1.89 311 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date El Sobrante Landfill Corona 68% 2030 Puente Hills Landfill Whittier 20% 2013 Antelope Valley Landfill Palmdale 7% 1999 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. 43 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to Dominguez Channel, Compton Creek, and Wilmington Channel. Flood Hazards NPDES Program Implementation FY 03-041 The only area of the City within a 100-year flood plain is Public Information NP the Dominguez Channel. Development Planning NP Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 216 Industrial/Commercial Facilities # of Inlet Inspections 242 # Inspected 1029 Total Waste Removed from Inlets 4.01 tons # of Enforcement Actions NP # of Calls Received NPDevelopment Construction # of Events/Workshops Attended 3 # Inspected 0 Permitted Construction Dischargers2 29 # of Enforcement Actions 0 Permitted Industrial Dischargers2 43 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate 1.12 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 48 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 216 inlets, 22 miles of closed storm drain Existing drainage system is adequate to provide flood protection for developed areas of the City with a few exceptions. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 44 CITY OF CARSON STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 206 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 1,832 Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Private Full Time Staff 26 Intersection Signal Maintenance Private Part Time Staff 2 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance2 LA County Infrastructure Needs/Deficiencies3 None mentioned in CIP. Service Challenges Congestion along Carson St from Figueroa St to Avalon Blvd, along Main St and Wilmington Ave; I-710 congestion/truck traffic. (1) SCE: Southern California Edison (2) Although Los Angeles County Department of Public Works administers street lighting maintenance, Southern California Edison is the direct service provider. (3) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 120.8 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.3 Full Time 61 Total Park Acres per 1,000 Residents1 1.3 Part Time 26 Facilities Recreation Centers Carson Community Center 3 Civic Plaza Dr Senior Center None NA Other Veterans SportsComplex 22400 Moneta Ave. Dominguez Aquatics Center 16614 South Bellflower Blvd Infrastructure Needs/Deficiencies Park improvements in various city parks, addition of playground equipment in Veteran's Park, and Hemingway Park. Gymnasium addition in Stevenson Park, and pool addition in Dominguez Park. (1) Total Park Acres is the total of local, school and county park acres. 45 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 208,759 Book Volumes Per Capita 2.24 Audio 12,450 Local Area per Branch (sq. mi.) 9.43 Video 14,350 Annual Hours per 100 Residents 4.86 Periodicals 856 Facilities Name Location Victoria Park Library 17906 S. Avalon Blvd. Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 46 CITY OF CERRITOS CHAPTER A-6: CITY OF CE RRITOS The City of Cerritos arranges for service provision within the city limits. The City is a direct provider of street maintenance, recreation, park maintenance, library, and water services, and relies on special districts and other local providers for police, fire and emergency medical, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Cerritos incorporated as the City of Dairy Valley in 1956 and became a charter city in 1959. The City’s name was changed to Cerritos in 1967. The City is located in southeast Los Angeles County along the border of Orange County. The City is bounded by Orange County to the east and six incorporated cities. The City of Lakewood lies at the City’s southern boundary, the City of Bellflower is along the western border, the City of Norwalk is to the northwest, and the Cities of Santa Fe Springs and La Mirada are to the northeast. The City of Artesia is located within the central area of the City, just south of Norwalk. The City of Cerritos constitutes 8.6 square miles of land and 0.3 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Cerritos that includes a small unincorporated area northwest of the City bounded by the City of Norwalk to the north, Windward Avenue to the west, Park Street to the south, and Gridley Road to the east. The City’s boundary and SOI are depicted in Appendix B, Map 16. 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 elects a Mayor and Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held every second and fourth Thursday of each month. Council meetings are broadcast live on cable television, and broadcast subsequently. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website and on the local cable access channel. Complaints are typically submitted via telephone, but may also be submitted in person or via e- mail. The City has recently implemented a customer service plan and has conducted a business and resident survey to assess City services. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. 47 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GROWTH AND POPULATION PROJECTIONS The majority of developed land in the City of Cerritos is low-density residential with 52 percent of developable property residential use and 18 percent industrial use. The City is predominantly built out with few vacant parcels available for development. Large regional commercial centers are located in areas along the San Gabriel Freeway and southwest of the Artesia Freeway. Light industrial is mostly located along the City's northeastern border south of the Santa Ana Freeway. Growth opportunities exist through infill development of both vacant and underutilized property. The City's General Plan estimated 26.62 acres of vacant land, most of which is zoned industrial, and 45 acres of underutilized, mostly commercial and industrial land. About 300 acres of industrial land is planned for development within the Cerritos Industrial Park to the north, which will accommodate a variety of manufacturing and related office uses. The City has also planned a number of residential developments, including 133 acres of mixed density residential adjacent to Cerritos Industrial Park. Growth constraints include both a lack of developable vacant land and community preferences. Vacant land is scarce and this land is projected to run out quickly. In addition, local preferences for low-density neighborhoods prevent higher density from occurring in some areas of the City. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Cerritos conducts performance evaluations during the annual budget process. In addition, the City had an independent survey conducted to evaluate residential and business opinions of City services. The City stated it does not monitor productivity through workload tracking. The City received the Helen Putnam Award for Excellence in 2001 and was awarded the Senior Housing Council Project of the Year in 2002. FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $50.6 million in general fund revenue in FY 02-03, which amounted to $875 per capita.6 By comparison, municipal general fund revenue per capita in the median city in Los Angeles County was $459. The City’s revenue per capita was 90 percent higher than in the median city. 6 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 48 CITY OF CERRITOS Figure A-6: Cerritos General Fund Revenue Sources, FY 02-03 The City depends more heavily on sales Other tax and interest income than does median Service Charges city. The City general fund relies less on Fines & Forfeitures property tax, transient occupancy tax, business license tax, franchise income, and Licenses & Permits other sources for revenue than does the Franchise Income median city. The City of Cerritos does not Hotel Tax (TOT) levy a utility users’ tax. The City levies a Business License business license tax with rates that vary by Interest & Rent business type. VLF The City of Cerritos’ long-term debt per Utility Users Tax capita was $3,351 at the end of FY 03-04. By Sales & Use Tax comparison, the median city in the MSR area Property Tax had long-term debt of $871 per capita. Nearly all (98 percent) of the City’s long-term 0% 20% 40% 60% debt consisted of redevelopment bonds. Source as % of Revenues The City’s contingency reserves were 188 Median Cerritos percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $110.1 million in designated contingency funds. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Cerritos is a member of the Gateway Cities Council of Governments. The City of Cerritos receives police services from the Los Angeles County Sheriff’s Department. The City is a member of the California Joint Powers Insurance Authority. Also, the City participates in the Metropolitan Cooperative Library System. Additionally, the City is a member of the Southern California Public Power Authority, responsible for the acquisition and construction of electric power generation facilities. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 49 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 16,849 Search and Rescue Sheriff 911 Calls 1,697 Crime Lab Sheriff Non-Emergency Calls 14,078 SWAT Sheriff % 911 Calls 10% Temporary Holding Sheriff Calls per 1,000 people 290 Bomb Squad Sheriff Arrests 1,268 Canine Services Sheriff Citations 8,697 Academy Training Sheriff 2003 FBI Index Crimes 2,177 POST Certified? Yes Crime Rate per 10,000 375 Service Adequacy Resources Complaints 85 Total Staff 80 Priority One Response Time 4:12 Total Sworn Staff 60 Response Time Base Year 2004 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 24% Marked Police Vehicles 18 Service Challenges None Facilities Station Location Condition Other Purpose Built Cerritos Station 18135 Bloomfield Ave. Good None 1997 Infrastructure Needs/Deficiencies None Regional Collaboration Mutual Aid: Member 50 CITY OF CERRITOS FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,870 Ambulance Transport AMR % EMS 70.5% Hazardous Materials CFPD % Fire 4.0% Air Rescue & Ambulance Helicopter CFPD % False Alarm 13.9% Fire Suppression Helicopter CFPD % Fire & False Alarm 17.9% Public Safety Answering Point Sheriff % Other 11.5% Fire/EMS Dispatch CFPD Calls per 1,000 people 49 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:49 Fire Stations Serving City 5 Response Time Base Year 2004 Sq. Miles per Station1 4.3 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 40 Service Challenges Sworn Staff per Station1 20 Sworn Staff per 1,0001 0.7 High-rise structures in the City are difficult to serve. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 19030 Pioneer Blvd Good 2 Captains Engine No. 30 2 Engineers Squad 2 Firefighters Quint 3 Firefighter/Paramedics Utility Vehicle 1 Assistant Fire Chief 2 Staff Vehicles 1 Battalion Chief 1 Utility Driver CFPD 13717 Artesia Blvd Good 1 Captain Engine No. 35 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by Orange County Fire Authority, the Sheriff and attend joint training and drill activities. Buena Park Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 51 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-weekly 100,000 Residential Curbside Recyclable Collection No 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) CalMet Services; Direct Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 56,493 155 Year Rate 1998 67,179 742 IWMA Requirement1 2004 50% 1999 86,012 2,907 Actual Diversion 2000 28% 2000 95,038 1.70 785 2001 51%2 2001 55,118 0.97 2,354 2002 42%2 2002 64,316 1.12 2,074 2003 38%2 2003 69,764 1.20 1,586 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 87% 2013 Southeast Resource Recovery Facility Long Beach 8% NA Olinda Alpha Landfill Brea 2% 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. 52 CITY OF CERRITOS STORMWATER Service Configuration Stormwater Maintenance Private/County Flood Control LACFCD Drainage System Storm drains flow to Coyote Creek and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Entire City, with exception of northeastern corner, is Public Information Implemented susceptible to Whittier Narrows Dam failure. The eastern Development Planning Completed area of the City is vulnerable to Prado Dam failures. Development Construction Completed Illicit Connections/Discharges Not Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 543 Industrial/Commercial Facilities # of Inlet Inspections 548 # Inspected NP Total Waste Removed from Inlets NP # of Enforcement Actions NP # of Calls Received 8 Development Construction # of Events/Workshops Attended 1 # Inspected NP Permitted Construction Dischargers2 1 # of Enforcement Actions 0 Permitted Industrial Dischargers2 15 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate 1.01 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time NA # Reported 8 Illicit discharge response time 30 min # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 543 inlets, 38 miles of closed storm drain Storm drain upgrades needed to alleviate surface drainage problems near Palo Verde Ave. and Artesia Blvd. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 53 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 136.33 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 272 Street/Pot Hole Repair Direct SCE Street Lights1 4,626 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 5 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Street improvements needed on Valley View Ave and Marquardt Ave; repairs and painting needed on Marquardt Ave, Norwalk Ave, South St, and Coyote Creek Bridge; 166th St and Midway St need reconstruction; rehabilitiation needed for Studebaker Rd and Palo Verde Ave; 195th St needs slurry seal. Service Challenges Congestion on South St east of I-605, at intersection of Del Amo and Pioneer Blvd, at intersection of Artesia Blvd and Carmenita Rd. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 150.4 Recreation Services Direct Total School Park Acres None Total County Park Acres 56.0 Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 2.8 Full Time 28 Total Park Acres per 1,000 Residents1 3.8 Part Time 8 Facilities Recreation Centers None NA Senior Center Cerritos Senior Center 12340 South Street Other Cerritos Swim & Fitness Center 13150 E. 166th St. Sports Complex 19900 Bloomfield Ave. Infrastructure Needs/Deficiencies Complete the reconstruction of the community center buillding at Liberty Park. Planned expansion of the Senior Center. Acquire land for "ABC" neighborhood park, resurface 13 athletic courts, replace (1) Total Park Acres is the total of local, school and county park acres. 54 CITY OF CERRITOS LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 210,101 Book Volumes Per Capita 3.96 Audio 5,510 Local Area per Branch (sq. mi.) 4.31 Video 9,211 Annual Hours per 100 Residents 6.34 Periodicals 402 Facilities Name Location Cerritos Library 18025 Bloomfield Avenue Cerritos Senior Center at Pat Nixon Park 12340 South Street Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 55 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-7: CITY OF COMMERCE The City of Commerce arranges for service provision within the city limits. The City is a direct provider of recreation, park maintenance and library services, relies on private providers for street maintenance, and relies on special districts and the County for police, fire and emergency medical, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Commerce incorporated in 1960 and is organized as a general law city. The City is located in southeast Los Angeles County at the southeast end of the San Gabriel Valley. The City is bounded by the unincorporated community of East Los Angeles to the north and five incorporated cities: Vernon and Bell to the west, Bell Gardens and Downey to the south and Montebello to the east. The City of Commerce constitutes 6.6 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Commerce. 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 elects a Mayor and Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held on the first and third Tuesday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council agendas are also posted on the City’s website. City Council actions are reported on a monthly basis in the City’s news publication. The City updates constituents by posting city news and information about community events on its website and in the community news publication. Complaints are typically submitted to individual City departments. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The majority of developed land in the City of Commerce is used for industrial purposes with 73 percent of parceled property industrial use and nine percent mixed commercial and industrial use. Residential land makes up only nine percent of the City's land. The City is predominantly built out with few vacant parcels available for development. Pockets of residential areas exist to the northwest, southeast and central area. Large areas of industrial use cover most of the City to the north and south. Commercial/manufacturing development is concentrated along Washington Boulevard, Telegraph Road, Gerhart Avenue and the Slauson Avenue/Eastern Avenue intersection. 56 CITY OF COMMERCE Growth opportunities exist through infill development of underutilized property and development of high-density housing. Additionally, commercial growth potential exists at the former Uniroyal Tire Plant, now known as the Citadel shopping center. Additional former industrial areas along major corridors may provide potential for commercial growth. Expansion of warehousing and logistics connected with the ports of Los Angeles and Long Beach may provide business growth opportunities. Little housing growth potential exists. As of 1987, the City identified 16 vacant lots with the potential for 121 housing units. Growth constraints include lack of developable vacant land, reduced industrial activity, environmental constraints, and community preferences. Vacant land is scarce, and few large vacant parcels remain for new development. Low production costs abroad have lead to a decline in the area's manufacturing base, limiting industrial growth. Local preferences for low-density neighborhoods prevent higher density from occurring in some areas of the City. In addition, due to the predominantly industrial activities occurring in the City, noise levels and hazardous material use limit the amount and location of residential development. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Commerce stated it does not conduct performance evaluations or monitor productivity through workload tracking. The City has received numerous awards for its City calendar and in 2003 received an award from the California Association of Public Information Officials for its Report to the People news publication. FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $20.6 million in general fund revenue in FY 02-03, which amounted to $404 per capita.7 By comparison, municipal general fund revenue per capita in the median city in Los Angeles County was $459. The City’s revenue per capita is 12 percent lower than in the median city. 7 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 57 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Figure A-7: Commerce General Fund Revenue Sources, FY 02-03 The City depends more heavily on sales Other tax, interest income, franchise income, and Service Charges licenses and permits than does the median Fines & Forfeitures city. The City general fund relies less on property taxes, vehicle license fees (VLF), Licenses & Permits and other sources for revenue than does the Franchise Income median city. The City of Commerce does Hotel Tax (TOT) not levy a utility users’ tax or transient Business License occupancy tax. The City levies a business Interest & Rent license tax with a minimum fee of $81. VLF The City of Commerce’s long-term debt Utility Users Tax per capita was $2,780 at the end of FY 03-04. Sales & Use Tax By comparison, the median city in the MSR Property Tax area had long-term debt of $871 per capita. Nearly all (92 percent) of the City’s long-term 0% 20% 40% 60% debt consisted of redevelopment bonds. Source as % of Revenues The City’s contingency reserves were Median Commerce three percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $1.2 million in unreserved contingency funds. In addition, the City designated reserves for advances to other funds, prepaid amounts and compensated absences. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Commerce is a member of the Gateway Cities Council of Governments. The City of Commerce has participated in a cooperative effort with the City of Bell Gardens to expand affordable housing units. Also, the City is part of the I-5 Consortium Cities Joint Powers Authority which has collaborated with other government agencies as part of the I-5 Corridor Improvement Project. Additionally, the City is a member of the California Joint Powers Insurance Authority and participates in the Metropolitan Cooperative Library System. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 58 CITY OF COMMERCE POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 15,672 Search and Rescue Sheriff 911 Calls 147 Crime Lab Sheriff Non-Emergency Calls 14,194 SWAT Sheriff % 911 Calls 1% Temporary Holding Sheriff Calls per 1,000 people 306 Bomb Squad Sheriff Arrests 1,220 Canine Services Sheriff Citations 5,566 Academy Training Sheriff 2003 FBI Index Crimes 1,250 POST Certified? Yes Crime Rate per 10,000 244 Service Adequacy Resources Complaints (1) 120 Total Staff (2) 211 Priority One Response Time 5:07 Total Sworn Staff (2) 168 Response Time Base Year 2004 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 19% Marked Police Vehicles 46 Service Challenges City Terrace is difficult to serve due to the area's underdeveloped roadway system. Funding for operational needs is also limited. Facilities Station Location Condition Other Purpose Built LA County Probation, LA County Victims East Los Angeles Advocates, LA County Station 5019 E. Third St. Fair DA 1955 Infrastructure Needs/Deficiencies A new facility or expansion is needed. Regional Collaboration Mutual Aid: Member Street Racing & DUI: Joint task forces have been established with the CHP and surrounding agencies to address street racing issues. (1) Total complaints received at East LA Station, which serves Commerce and unincorporated East Los Angeles. (2) Total sworn staff at East LA Station, which serves Commerce and unincorporated East Los Angeles. 59 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,264 Ambulance Transport AMR % EMS 63.6% Hazardous Materials CFPD % Fire 4.5% Air Rescue & Ambulance Helicopter CFPD % False Alarm 21.7% Fire Suppression Helicopter CFPD % Fire & False Alarm 26.1% Public Safety Answering Point Sheriff % Other 10.2% Fire/EMS Dispatch CFPD Calls per 1,000 people 44 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:36 Fire Stations Serving City 5 Response Time Base Year 2004 Sq. Miles per Station1 2.2 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 48 Service Challenges Sworn Staff per Station1 16 Sworn Staff per 1,0001 0.9 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus No. 22 928 S. Gerhart Ave Fair 1 Captain Engine 1 Engineer 1 Firefighter No. 27 6031 Rickenbacker Rd Good 2 Captains Engine 2 Engineers Quint 3 Firefighters Staff Vehicle 1 Utility Driver Utility Vehicle 1 Battalion Chief No. 50 2327 S. Saybrook Ave Fair 1 Captain Engine 1 Engineer Squad 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. LA, Montebello, Vernon Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 60 CITY OF COMMERCE SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 160,000 Residential Curbside 140,000 Recyclable Collection Yes 120,000 Residential Curbside 100,000 Greenwaste Collection Yes 80,000 Residential Curbside 60,000 HHW Collection No 40,000 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) CalMet Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 90,091 123 Year Rate 1998 128,349 5,889 IWMA Requirement1 2000 50% 1999 139,023 306 Actual Diversion 2000 46% 2000 126,279 2.56 30 2001 48% 2001 124,313 2.49 538 2002 46% 2002 130,876 2.59 287 2003 34%2 2003 118,895 2.32 1,212 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 71% 2013 Chiquita Canyon Landfill Los Angeles 14% 2019 Commerce Refuse-to-Energy Commerce 7% 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. 61 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to LA River and Rio Hondo Channel. Flood Hazards NPDES Program Implementation FY 03-041 Central areas are susceptible to flooding from Sepulveda Dam Public Information Implemented and Garvey Reservoir failure. Development Planning Implemented Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 0 Industrial/Commercial Facilities # of Inlet Inspections NA # Inspected 0 Total Waste Removed from Inlets NA # of Enforcement Actions 0 # of Calls Received 4 Development Construction # of Events/Workshops Attended 1 # Inspected 14 Permitted Construction Dischargers2 10 # of Enforcement Actions 0 Permitted Industrial Dischargers2 5 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate NA # of Enforcement Actions 0 % of Inlets Labeled No Dumping NA Illicit Connections Illicit connections response time 48 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 8.5 Facilities Infrastructure Description Needs/Deficiencies NP CIP not provided (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 62 CITY OF COMMERCE STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 65.4 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights NP Street/Pot Hole Repair Private SCE Street Lights1 3,300 Sidewalk, Curb, & Gutter Repair Private Paint Street/Pavement Markings Private Street Sweeping Private Resources Street Sign Maintenance Private Full Time Staff None Intersection Signal Maintenance Private Part Time Staff 1 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies2 Street and sidewalk improvements needed citywide; many arterial and residential streets are in critical condition. Service Challenges Congestion along all of Garfield Ave, along Washington Ave between I-710 and Garfield Ave, along Telegraph Rd between Eastern Ave and Washington Blvd; I-710 congestion; congestion related to I-5 deficiencies. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 36.3 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 2.7 Full Time 13 Total Park Acres per 1,000 Residents1 2.7 Part Time 5 Facilities Recreation Centers Community Center 4725 Astor Avenue Senior Center Senior Center 2555 Commerce Way Other Aquatorium 5600 Harbor Infrastructure Needs/Deficiencies The City needs to maintain a minimum standard of 2.5 acres of park space per 1,000 residents. (1) Total Park Acres is the total of local, school and county park acres. 63 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 4 Service Adequacy FY 02-031 Book Volumes 102,598 Book Volumes Per Capita 7.95 Audio 4,474 Local Area per Branch (sq. mi.) 1.64 Video 9,095 Annual Hours per 100 Residents 59.61 Periodicals 451 Facilities Name Location Central Library 5655 Jillson Street Atlantic Branch Library 2269 S. Atlantic Blvd. Bristow Branch Library 1466 S. McDonnell Ave Greenwood Branch Library 6134 Greenwood Avenue Facilities Needs/Deficiencies Acquistion of a a new integrated online library system, and radio frequency identification to replace barcodes. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 64 CITY OF COMPTON CHAPTER A-8: C I T Y O F COM P T O N The City of Compton arranges for service provision within the city limits. The City is a direct provider of fire and emergency medical, recreation, park maintenance, public works, and water services, and relies on special districts and the County for police, water, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Compton was incorporated in 1888 and is organized as a charter city. The City is located in southeast Los Angeles County. The City is bounded by unincorporated territory and four incorporated cities. The unincorporated community of Willowbrook bounds the City to the northwest. The City of Lynwood borders the City to the northeast. Four unincorporated islands lie to the east of the City. The largest of these islands is the unincorporated community of East Compton, which is located between Harris Avenue to the west, Williams Avenue to the east, McMillan Street to the north, and Alondra Avenue to the south. The City of Paramount also borders the City to the east. The City of Carson borders the City to the southwest, unincorporated territory borders to the south and Long Beach lies along the City’s southeastern border. The City of Compton constitutes 10.1 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Compton that includes multiple unincorporated areas. Four primarily residential unincorporated islands within the City’s SOI are located just west of the Long Beach Freeway. An additional unincorporated island lies within the SOI just north of Greenleaf Boulevard and east of Long Beach Boulevard. Two additional portions of unincorporated land are within the City’s SOI to the south where industrial uses, a mobile home park and a museum are located. To the northwest, a joint SOI exists with the City of Los Angeles. Land in the joint SOI area lies within the unincorporated communities of Willowbrook, Rosewood and West Compton. Also within the joint SOI is an unincorporated island lying just north of Rosecrans Avenue between North Central Avenue to the west and South Northwind Avenue to the east. The City’s boundary and SOI are depicted in Appendix B, Map 18. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council and Mayor. Four council members are elected by district to serve four-year terms. A Mayor is elected at-large for a four-year term. The City Council meets twice a month. Council meetings are held every first and fourth Tuesday of each month except in August when there are no meetings held. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council agendas are available from the City Clerk’s office, and current agendas are posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. The City also holds community workshops to inform constituents of issues affecting the city. 65 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The City did not provide any information regarding how complaints are handled or the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Compton is a primarily low-density residential area with 57 percent of parceled property designated for residential use and 21 percent for industrial use. The City is predominantly built out with few vacant parcels available for development. Commercial areas exist along the east- west corridors of Rosecrans Avenue and Compton Boulevard, and along the north-south corridors of Long Beach Boulevard and Alameda Street. Industrial areas include the southern tip of the City and Belle Vernon Acres along Alameda Street to the north. Growth opportunities exist primarily through redevelopment efforts. The City plans to create a central business district between Alameda Street and Willowbrook Avenue, which would include a variety of retail commercial uses and higher density residential development. Compton's location between the ports and major railheads and recent growth in international trade may also provide growth opportunities for warehousing and logistics businesses. Residential growth opportunities exist through high-density residential development and mixed use along the City's major corridors. Compton is an older, built-out community with little room for new development. Vacant residential land stock in 1991 provided the potential to develop 400 residential units. Despite a lack of suitable housing, the residential population continues to grow, placing strains on the capacity of available housing and infrastructure. Aging sewer, water mains and street infrastructure do not have the capacity to serve higher density residential developments. The City states in its housing element that it intends to first upgrade the existing housing stock before looking into new housing development opportunities. Additional constraints include industrial generated noise, odors and congestion, which limit residential and commercial development in proximity to the affected areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Compton stated it does not conduct performance evaluations or monitor productivity through workload tracking. The City did not mention any awards received or accomplishments achieved for distinguished service. The City had not completed its FY 2003-04 Comprehensive Annual Financial Report as of August 2005. 66 CITY OF COMPTON FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-8: Compton General Fund Revenue Sources, FY 02-03 The City received $30.2 million in general Other fund revenue in FY 02-03, which amounted Service Charges to $344 per capita.8 By comparison, municipal general fund revenue per capita in Fines & Forfeitures the median city in Los Angeles County was Licenses & Permits $459. The City’s revenue per capita is 25 Franchise Income percent lower than in the median city. Hotel Tax (TOT) Business License The City depends more heavily on utility users’ tax, vehicle license fees (VLF), Interest & Rent business license tax, and fines than does the VLF median city. The City general fund relies less Utility Users Tax on property tax, sales tax, transient Sales & Use Tax occupancy tax, and other sources for revenue Property Tax than does the median city. The City of Compton levies a utility users’ tax of 10 0% 10% 20% 30% 40% percent and a business license tax with rates Source as % of Revenues that vary by business type. Median Compton The City of Compton’s long-term debt per capita was $1,368 at the end of FY 01-02.9 By comparison, the median city in the MSR area had long-term debt of $871 per capita at the end of FY 02-03. Nearly three quarters (71 percent) of the City’s long-term debt consisted of redevelopment bonds. Certificates of participation to finance capital improvements constituted 19 percent of the City’s long-term debt. The City’s contingency reserves were 19 percent of general fund expenditures at the end of FY 01-02. The City’s reserves included $6.8 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Compton is a member of the Gateway Cities Council of Governments. The City of Compton is a member of the fire and emergency Joint Powers Communication Center in Downey. The City receives policing services from the Los Angeles County Sheriff’s Department. 8 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 9 The FY 01-02 CAFR was the most recent CAFR submitted to LAFCO by the City. 67 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GOVERNMENT STRUCTURE OPTIONS In 2000, the City transferred all public safety staff and facilities to the Los Angeles County Sheriff’s Department. The City has not proposed any further government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 42,285 Search and Rescue Sheriff 911 Calls 1,574 Crime Lab Sheriff Non-Emergency Calls 32,196 SWAT Sheriff % 911 Calls 4% Temporary Holding Sheriff Calls per 1,000 people 481 Bomb Squad Sheriff Arrests 4,378 Canine Services Sheriff Citations 9,316 Academy Training Sheriff 2003 FBI Index Crimes 4,025 POST Certified? Yes Crime Rate per 10,000 458 Service Adequacy Resources Complaints (1) 196 Total Staff (2) 193 Priority One Response Time 4:55 Total Sworn Staff (2) 151 Response Time Base Year 2004 Sworn Staff per 1,000 1.5 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 27% Marked Police Vehicles 52 Service Challenges None Facilities Station Location Condition Other Purpose Built Compton Station 301 S. Willowbrook Avenue Fair None 1964 Infrastructure Needs/Deficiencies None Regional Collaboration Dispatch: Fire and emergency dipatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey and Santa Fe Springs. Mutual Aid: Member (1) Total complaints received at Compton Station, which serves Compton and unincorporated areas. (2) Total sworn staff at Compton Station, which serves Compton and unincorporated areas. 68 CITY OF COMPTON FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2002 EMS Direct & CFPD Total Service Calls 10,018 Ambulance Transport Direct % EMS 71.3% Hazardous Materials Mutual Aid % Fire 24.5% Air Rescue & Ambulance Helicopter CFPD % False Alarm 2.3% Fire Suppression Helicopter None % Fire & False Alarm 26.8% Public Safety Answering Point Sheriff % Other 1.9% Fire/EMS Dispatch JPCC Calls per 1,000 people 113 Service Adequacy Resources ISO Rating Class 2 Fire Stations in City 5 Average Response Time 4:30 Fire Stations Serving City 5 Response Time Base Year 2002 Sq. Miles per Station 2.0 Response Time Includes Dispatch Yes Total Staff 134 Response Time Note None Total Sworn Staff 53 Service Challenges Sworn Staff per Station 11 The City needs a better distribution of resources in order to Sworn Staff per 1,000 0.6 improve service to the eastside. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus No. 1 201 S. Acacia Good 1 Captain Engine 1 Battalion Chief 2 Ambulances 1 Engineer Command Unit 1 Firefighter 1 EMT No. 2 1320 E.Palmer Good 1 Captain Engine 1 Engineer Ambulance 1 Firefighter 1 Firefighter/Paramedic No. 3 1133 W. Rosecrans Good 1 Captain Engine 1 Engineer Truck 1 Firefighter Ambulance 1 Firefighter/Paramedic No. 4 950 W. Walnut Good 1 Captain Engine 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies The City needs to expand or rebuild Station No. 2. Regional Collaboration Automatic Aid Providers Mutual aid with CFPD and Area E cities—Downey, Montebello, Santa Fe Springs, and Vernon. Fire and emergency dipatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey, Santa Fe Springs, and Montebello. CFPD (EMS) 69 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-weekly 180,000 Residential Curbside 160,000 Recyclable Collection Yes 140,000 120,000 Residential Curbside 100,000 Greenwaste Collection No 80,000 Residential Curbside 60,000 HHW Collection Yes 40,000 Commercial On-Site 20,000 Recyclable Pickup No - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Tons Tons Disposed Alternative Daily Waste Hauler(s) Hub City Disposal; Direct Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 148,758 398 Year Rate 1998 142,355 520 IWMA Requirement1 2000 50% 1999 163,870 8,372 Actual Diversion 2000 NA 2 2000 152,655 1.78 464 2001 NA 2 2001 128,704 1.49 2,931 2002 NA 2 2002 110,271 1.27 3,796 2003 NA 2 2003 129,468 1.47 1 2,417 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 82% 2013 Sunshine Canyon Landfill Los Angeles 6% 2011 Olinda Alpha Landfill Brea 5% 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) No data availabile. CIWMB initiated a compliance process with a time schedule order for the City in 1999. Although CIWMB changed the City's base year for diversion measurement, the City did not meet the 25 percent diversion goal for the new base year. The City remains under the CIWMB compliance order (3) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 70 CITY OF COMPTON STORMWATER Service Configuration Stormwater Maintenance Direct Flood Control LACFCD Drainage System Storm drains flow to Compton Creek and LA River. Flood Hazards NPDES Program Implementation FY 03-041 Eastern 2/3 of City is within a 100-year flood plain. The entire City Public Information NP is vulnerable to Sepulveda Dam failure. Development Planning NP Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets NPIndustrial/Commercial Facilities # of Inlet Inspections NP # Inspected NP Total Waste Removed from Inlets NP # of Enforcement Actions NP # of Calls Received NPDevelopment Construction # of Events/Workshops Attended NP # Inspected NP Permitted Construction Dischargers2 8 # of Enforcement Actions NP Permitted Industrial Dischargers2 67 Illicit Discharges Service Adequacy FY 03-041 # Reported NP Inlet Inspection Rate NP # of Enforcement Actions NP % of Inlets Labeled No Dumping NA Illicit Connections Illicit connections response time NP # Reported NP Illicit discharge response time NP # of Enforcement Actions NP Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies NP Storm drain rehabilitation being completed along Willowbrook Ave. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 71 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 179.3 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 1,138 Street/Pot Hole Repair Direct SCE Street Lights1 4,749 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 20 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Willowbrook Ave and Alondra Blvd street rehabilitation need completion; some arterial and residential streets are in poor or critical condition. Service Challenges Congestion along Rosecrans Ave between Santa Fe Ave and Long Beach Blvd and along Wilmington Ave south of the Artesia Freeway, I-710 congestion. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 58.3 Recreation Services Direct Total School Park Acres 60.0 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.6 Full Time 6 Total Park Acres per 1,000 Residents1 1.2 Part Time 4 Facilities Recreation Centers The Dollarhide Center 1108 N. Oleander Ave Senior Center Dollarhide Senior Center 1108 N. Oleander Ave Other Aquatics Center 1101 W. Cressey St Infrastructure Needs/Deficiencies The City is in Phase 2 of the Park Master Plan. The City has also budgeted for a community center and senior citizens building as well as a youth center. (1) Total Park Acres is the total of local, school and county park acres. 72 CITY OF COMPTON LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 104,000 Book Volumes Per Capita 1.09 Audio 13,000 Local Area per Branch (sq. mi.) 10.14 Video NA Annual Hours per 100 Residents 2.34 Periodicals NA Facilities Name Location Compton Library 240 W. Compton Boulevard Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 73 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-9: CITY OF CUDAHY The City of Cudahy arranges for service provision within the city limits. The City is a direct provider of recreation, park maintenance and public works services, contracts with the City of Maywood Police Department for police services, and relies on special districts and the County for wastewater, flood control, and fire and emergency medical services. Private companies provide water, solid waste disposal and land use services. FORMATION AND BOUNDARY The City of Cudahy incorporated in 1960 and is organized as a general law city. The City is located in southeast Los Angeles County, west of the Long Beach Freeway. The City is bounded by four incorporated cities: Bell is to the north, Bell Gardens is along the eastern border, South Gate lies to the south, and Huntington Park is at the City’s western border. The City of Cudahy constitutes 1.1 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Cudahy. There is no unincorporated territory adjacent to the City. 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. Five council members are elected at large to serve four-year terms. The Council elects a Mayor from its members. The City Council meets once monthly. Council meetings are held every first Tuesday of each month. Council meetings are not broadcast live on cable television. No information regarding council meetings is available on the City’s website. Council meeting agendas and minutes are available at the City Clerk’s office through submission of a formal request. The City updates constituents through monthly neighborhood meetings. Complaint forms are typically submitted via mail or in person. Complaints are also received at monthly neighborhood meetings. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Cudahy is a primarily high-density residential area with 69 percent of parceled property designated for residential use and 14 percent designated for industrial use. The City is predominantly built out with few vacant parcels available for development. The City's major commercial area lies along Atlantic Avenue, while neighborhood commercial areas are located near residential areas. The City's industrial area lies to the south. 74 CITY OF CUDAHY Growth opportunities exist primarily through redevelopment efforts. The City plans to develop a regional commercial center in the south in an area currently zoned for industrial use. The City also plans to develop a new civic center in the City center. Residential housing could expand through increased density at underutilized or deteriorating residential properties. The City plans to fulfill its housing needs through development of underutilized and vacant lands, where the City identified development potential for 402 housing units, as of 1997. Cudahy is a built-out community with little room for new development. Vacant land is scarce and growth is primarily focused on redevelopment. Housing throughout the City is in need of upgrading, and much of the City's residential development focus is towards enhancing the current housing stock. Additional constraints include industrial traffic flow through the area. Noise, odors and congestion generated from traffic limit development opportunities in affected areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Cudahy conducts performance evaluation and monitors productivity through departmental monitoring of response times and service quality. Additionally, the City evaluates service through questionnaires and oral communications at monthly meetings. The City did not state specifically whether it conducted workload tracking. The City’s Community Development Block Grant Rehabilitation Department received the CDBG Excellence Award for efficiency and meeting all goals. Figure A-9: Cudahy General Fund Revenue Sources, FY 02-03 FINANCING CONSTRAINTS Other AND OPPORTUNITIES Service Charges Fines & Forfeitures The City received $4.2 million in general Licenses & Permits fund revenue in FY 02-03, which amounted Franchise Income to $214 per capita.10 By comparison, municipal general fund revenue per capita in Hotel Tax (TOT) the median city in Los Angeles County was Business License $459. The City’s revenue per capita is 54 Interest & Rent percent lower than in the median city. VLF Utility Users Tax The City depends more heavily on vehicle license fees (VLF), utility users’ tax, Sales & Use Tax sales tax, and fines than does the median city. Property Tax The City general fund relies less on property tax, interest income, service charges, and 0% 10% 20% 30% 40% transient occupancy tax for revenue than Source as % of Revenues does the median city. The City of Cudahy Median Cudahy 10 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 75 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A levies a utility users’ tax of four percent and a business license tax with a $50 initial fee and an annual fee that varies by business type. The City of Cudahy’s long-term debt per capita was $844 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (91 percent) of the City’s long-term debt consisted of redevelopment bonds. The City’s contingency reserves were 43 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $2 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Cudahy is a member of the Gateway Cities Council of Governments. The City of Cudahy contracts with the Maywood Police Department for police services. The City is also a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 76 CITY OF CUDAHY POLICE SERVICE Service Configuration Service Demand Patrol Maywood PD Statistical Base Year 2004 Dispatch Maywood PD Total Service Calls 11,718 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Maywood PD Calls per 1,000 people 594 Bomb Squad Sheriff Arrests 526 Canine Services Sheriff Citations 3,516 Academy Training Sheriff 2003 FBI Index Crimes 684 POST Certified? Yes Crime Rate per 10,000 347 Service Adequacy Resources Complaints (1) 9 Total Staff 15 Priority One Response Time 2:22 Total Sworn Staff 12 Response Time Base Year 2004 Sworn Staff per 1,000 0.3 Response Time Note agency estimate Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 22% Marked Police Vehicles 17 Service Challenges Response times may be longer since police headquarters is located in Maywood. Facilities Station Location Condition Other Purpose Built Maywood Police Department 4317 E. Slauson Ave Fair None 1994 Infrastructure Needs/Deficiencies Expansion of the facility is needed. Regional Collaboration Contract Service Recipient: Receives services from Maywood PD. (1) Total complaints received at Maywood Police Department, which serves Maywood and Cudahy. 77 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 1,068 Ambulance Transport AMR % EMS 78.8% Hazardous Materials CFPD % Fire 3.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 11.4% Fire Suppression Helicopter CFPD % Fire & False Alarm 15.2% Public Safety Answering Point Sheriff % Other 6.0% Fire/EMS Dispatch CFPD Calls per 1,000 people 53 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 0 Average Response Time 4:51 Fire Stations Serving City 3 Response Time Base Year 2004 Sq. Miles per Station1 NA Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 NA Service Challenges Sworn Staff per Station1 NA Sworn Staff per 1,0001 NA None Staffing Base Year Facilities Station Location Condition Staff per Shift2 Apparatus CFPD No. 4867 Southern Fair 1 Captain Engine 54 Ave, South Gate 1 Engineer Squad 1 Firefighter 3Fi fi h /P di CFPD No. 6320 Pine Ave., Fair 1 Captain Engine 163 Bell 1 Engineer Squad 1 Firefighter 3Firefighter/Paramedics CFPD No. 3255 Saturn Ave, Good 1 Captain Engine 165 Huntington Park 1 Engineer 2Firefighters Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers LA, Montebello, Vernon CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 78 CITY OF CUDAHY SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 20,000 Residential Curbside Recyclable Collection Yes 15,000 Residential Curbside Greenwaste Collection No 10,000 Residential Curbside HHW Collection No 5,000 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) Consolidated Disposal Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 17,035 24 Year Rate 1998 16,573 149 IWMA Requirement1 2000 50% 1999 11,809 35 Actual Diversion 2000 58% 2000 1 3,918 0.73 8 2001 52% 2001 15,001 0.78 - 2002 47% 2002 16,189 0.83 15 2003 48%2 2003 16,217 0.82 61 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Olinda Alpha Landfill Brea 80% 2013 Puente Hills Landfill Whittier 10% 2013 Frank Bowerman Landfill Irvine 4% 2022 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 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System There are no permitted connections in the city. Storm drains flow to LA River. Flood Hazards NPDES Program Implementation FY 03-041 Land adjacent to LA River is within a 100-year flood plain. Public Information Implemented The entire City is vulnerable to Sepulveda Dam and Development Planning Implemented Hansen Dam failures. Development Construction Implemented Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 23 Industrial/Commercial Facilities # of Inlet Inspections 23 # Inspected 78 Total Waste Removed from Inlets .24 tons # of Enforcement Actions 20 # of Calls Received 7 Development Construction # of Events/Workshops Attended 0 # Inspected 16 Permitted Construction Dischargers2 1 # of Enforcement Actions 0 Permitted Industrial Dischargers2 6 Illicit Discharges Service Adequacy FY 03-041 # Reported 7 Inlet Inspection Rate 1.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 1 hour # of Enforcement Actions 0 Overall Self Rating3 8 Facilities Infrastructure Description Needs/Deficiencies 23 inlets No improvements mentioned in City's CIP. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 80 CITY OF CUDAHY STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 13.7 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights NP Street/Pot Hole Repair Direct, Private SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct, Private Paint Street/Pavement Markings Direct, Private Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 2 Intersection Signal Maintenance Direct, Private Part Time Staff 2 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies Improvements are needed along Elizabeth Ave, Otis Ave, Atlantic Ave and Florence Ave. Service Challenges Congestion along Atlantic Ave and Otis Ave; I-710 congestion. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 17.8 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.7 Full Time 4 Total Park Acres per 1,000 Residents1 0.7 Part Time 2 Facilities Recreation Centers The Teen Center 7810 Otis Ave Senior Center Kelly Senior Center 6100 South Lake Drive Other Warnimont Golf Course 5400 S Lake Drive Infrastructure Needs/Deficiencies Recently developed a new park; no current needs. (1) Total Park Acres is the total of local, school and county park acres. 81 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 43,690 Book Volumes Per Capita 1.74 Audio 5,612 Local Area per Branch (sq. mi.) 1.12 Video 3,204 Annual Hours per 100 Residents 8.68 Periodicals 100 Facilities Name Location Cudahy Library 5218 Santa Ana Street Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 82 CITY OF DOWNEY CHAPTER A-10: C I T Y O F D OWN EY The City of Downey arranges for service provision within the city limits. The City is a direct provider of police, fire and emergency medical, water, public works, recreation, park maintenance, and library services, and relies on special districts and the County for wastewater and flood control services. FORMATION AND BOUNDARY The City of Downey incorporated in 1956 and is organized as a charter city. The City is located in southeast Los Angeles County. The City is bounded by eight incorporated cities: South Gate, Bell Gardens and Commerce are along the northwestern boundary, Pico Rivera is to the northeast, Santa Fe Springs and Norwalk are along the eastern boundary, and Paramount and Bellflower are to the south. The City of Downey constitutes 12.4 square miles of land and 0.2 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Downey. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 20. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council. Five council members are elected by district to serve four-year terms. The Council elects a Mayor from its members to serve a one-year term. The City Council meets twice a month. Council meetings are held every second and fourth Tuesday of each month. Council meeting schedules are posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. Additionally, the City releases a tri-annual publication to its constituents informing them of current city activities, programs and classes. Complaints are typically submitted to individual departments. The City reported that it does not have a centralized complaint tracking system and therefore did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Downey is a primarily low-density residential area with 61 percent of parceled property designated for residential use and 10 percent designated for commercial use. The City is predominantly built out with few vacant parcels available for development. The City's major commercial areas are along Firestone Boulevard. Manufacturing lies in the southeast along Woodruff Avenue. 83 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Growth opportunities exist primarily through redevelopment efforts. Commercial development is taking place throughout the city, primarily along Firestone Boulevard. Additionally, the City maintains mixed use development plans for Downey Landing (a former NASA plant), Downtown Downey, and areas surrounding the Green Line Metro station. Residential housing may be expanded through infill of vacant and underutilized property, recycling of less viable commercial uses and development of second units on large lots. There were 19.5 acres of vacant land and 51.2 acres of underused land available for residential development in 2001. Downey is a built-out community with little room for new development. Vacant land is scarce and growth is primarily focused on redevelopment of underutilized land. Community preferences for low density residential neighborhoods limit development density throughout the City. The City provided alternative growth projections instead of SCAG projections. The City projects population growth rates to be lower than SCAG projections for 10 of 17 census tracts. It projects annual population growth rates in northeastern and southern tracks to be roughly one tenth of a percent lower than SCAG projections. The City’s employment projections are also slightly lower than SCAG’s except in the southern and easternmost areas of the City. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Downey stated it does conduct performance evaluations, although it did not provide any specific examples. The City does monitor productivity and incorporates this information into its budget process. The City tracks workload by department and utilizes the information in determining departmental expenditures. The City did not mention receiving any awards for distinguished service or achievement. 84 CITY OF DOWNEY FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-10: Downey General Fund Revenue Sources, FY 02-03 The City received $47.6 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $416 per capita.11 By comparison, municipal general fund revenue Fines & Forfeitures per capita in the median city in Los Angeles Licenses & Permits County was $459. The City’s revenue per Franchise Income capita is nine percent lower than in the Hotel Tax (TOT) median city. Business License The City depends more heavily on Interest & Rent property tax, sales tax, utility users’ tax, VLF vehicle license fees (VLF), interest income, Utility Users Tax and fines than does the median city. The Sales & Use Tax City general fund relies less on business Property Tax license tax, franchise income, licenses and permits, service charges, and other sources 0% 10% 20% 30% for revenue than does the median city. The Source as % of Revenues City of Downey levies a utility users’ tax of five percent and a business license tax that Median Downey varies by business type. The City of Downey’s long-term debt per capita was $460 at the end of FY 03-04. By comparison, MSR area median long-term debt was $871. Loans, including the federal Section 108 loan and a loan for the purchase of 67 acres from the federal government, constituted 19 percent of the City’s long-term debt. Redevelopment bonds constituted 17 percent of the City’s long-term debt. Self-insurance claims from workers’ compensation, employee health benefits, and general liabilities constituted 15 percent of the City’s long-term debt. Certificates of participation for the construction of a civic center constituted 12 percent of the City’s long-term debt. The City’s contingency reserves were 26 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $20.9 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Downey is a member of the Gateway Cities Council of Governments. The City is a member of the fire and emergency Joint Powers Communications Center with other member cities including Santa Fe Springs, Compton, and Montebello. The City’s police 11 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 85 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A department is a member of TRAP, a regional auto theft task force, is a member of the Southeast Area Animal Control Authority, and is a member of the LA Impact regional narcotics trafficking unit. The City is also part of the I-5 Consortium Cities Joint Powers Authority which collaborates with other government agencies as part of the I-5 Corridor Improvement Project. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 86 CITY OF DOWNEY POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 30,394 Search and Rescue Downey FD 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct/CSI Calls per 1,000 people 265 Bomb Squad Sheriff Arrests 4,506 Canine Services Sheriff Citations 42,479 Academy Training Direct 2003 FBI Index Crimes 4,085 POST Certified? Yes Crime Rate per 10,000 356 Service Adequacy Resources Complaints 11 Total Staff 181 Priority One Response Time 3:00 Total Sworn Staff 114 Response Time Base Year 2004 Sworn Staff per 1,000 1.0 Response Time Note Baseed on average of all calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 16% Marked Police Vehicles 38 Service Challenges Financing constraints. Facilities Station Location Condition Other Purpose Built Downey Police Department 10911 Brookshire Ave Good None 1984 Infrastructure Needs/Deficiencies None Regional Collaboration Auto Theft: Member of regional task force (TRAP). Animal Control: Maintains membership in Southeast Area Animal Control Authority (SEAACA). Dispatch: Fire and emergency dipatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey and Santa Fe Springs. Communications: Agreement with the cities of Montebello and Whittier for intercommunication capabilities, such as mobile data computers in patrol cars. Narcotics: Member of LA Impact, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs. 87 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2002 EMS Direct Total Service Calls 7,948 Ambulance Transport Direct % EMS 61.7% Hazardous Materials Mutual Aid % Fire 28.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 5.3% Fire Suppression Helicopter None % Fire & False Alarm 34.0% Public Safety Answering Point Downey PD % Other 4.3% Fire/EMS Dispatch JPCC Calls per 1,000 people 69 Service Adequacy Resources ISO Rating Class 2 Fire Stations in City 4 Average Response Time 3:58 Fire Stations Serving City 4 Response Time Base Year 2002 Sq. Miles per Station 3.1 Response Time Includes Dispatch Yes Total Staff 86 Response Time Note None Total Sworn Staff 72 Service Challenges Sworn Staff per Station 18 Sworn Staff per 1,000 0.6 None Staffing Base Year FY 04-05 Facilities Station Location Condition Staff per Shift Apparatus No. 1 12222 Paramount Fair 1 Captain Engine Blvd 1 Battalion Chief Staff Vehicle 1 Engineer Truck 2 Firefighters 2 Firefighter/Paramedics No. 2 9556 Imperial Hwy Fair 1 Captain Engine 1 Engineer 1 Firefighter No. 3 9900 Paramount Poor 1 Captain Engine Blvd 1 Engineer 1 Firefighter No. 4 9347 Florence Ave Fair 1 Captain Engine 1 Engineer 1 Firefighter 2 Firefighter/Paramedics Infrastructure Needs/Deficiencies Fire Headquarters needs remodeling. Fire Station No. 3 is in poor condition and in need of major improvements or replacement. Regional Collaboration Automatic Aid Providers Mutual aid with CFPD and Area E cities—Compton, Montebello, Santa Fe Springs, and Vernon. Fire and emergency dipatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey, CFPD, Santa Fe Springs, Vernon Santa Fe Springs, and Montebello. (HAZMAT) 88 CITY OF DOWNEY SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 160,000 Residential Curbside 140,000 Recyclable Collection Yes 120,000 Residential Curbside 100,000 Greenwaste Collection Yes 80,000 Residential Curbside 60,000 HHW Collection No 40,000 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) CalMet Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 140,974 1 6,616 Year Rate 1998 125,515 2 0,727 IWMA Requirement1 2003 50% 1999 92,814 8,109 Actual Diversion 2000 43% 2000 131,620 1 .18 9,853 2001 47%2 2001 121,737 1 .08 1 3,090 2002 41%2 2002 133,469 1 .17 1 4,646 2003 40%2 2003 137,573 1 .20 1 4,618 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Frank Bowerman Landfill Irvine 66% 2022 Puente Hills Landfill Whittier 27% 2013 Prima Deshecha San Juan Capistrano 5% 2067 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. 89 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance Direct Flood Control LACFCD Drainage System Storm drains flow to Rio Hondo Channel and San Gabriel River Channel. Flood Hazards NPDES Program Implementation FY 03-041 Most of the City falls within a 100-year flood plain Public Information Implemented susceptible to LA River/Rio Hondo Channel flooding. Most Development Planning Implemented of the City is vulnerable to Whittier Narrows Dam failure. Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 52 Industrial/Commercial Facilities # of Inlet Inspections 83 # Inspected 1 Total Waste Removed from Inlets 2.6 tons # of Enforcement Actions 0 # of Calls Received 200 Development Construction # of Events/Workshops Attended 100 # Inspected 100 Permitted Construction Dischargers2 14 # of Enforcement Actions 0 Permitted Industrial Dischargers2 23 Illicit Discharges Service Adequacy FY 03-041 # Reported 108 Inlet Inspection Rate 1.60 # of Enforcement Actions 35 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 3 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 52 inlets, 5,080 ft. of open channel storm drains Minor repairs needed to storm drains and drainage culverts. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 90 CITY OF DOWNEY STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 210 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 858 Street/Pot Hole Repair Direct SCE Street Lights1 4,482 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 7 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Lakewood Blvd needs improvements; street rehabilitation is needed on Imperial Ave, Firestone Blvd, and Firestone Bridge; residential streets need pavment rehabilitiation; some arterial streets are in poor to critical condition. Service Challenges Congestion along Florence Ave between Paramount Blvd and Lakewood Blvd, along Firestone Blvd between Brookshire Ave and Lakewood Blvd; I-710 congestion; congestion related to I-5 deficiencies. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment 91 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 106.6 Recreation Services Direct Total School Park Acres 281.4 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.9 Full Time 8 Total Park Acres per 1,000 Residents1 3.4 Part Time None Facilities Recreation Centers Apollo Recreation Center 12458 Rives Avenue Senior Center Barbara J. Riley Senior Center 7810 Quill Drive Other Rio Hondo Golf Club 10627 Old River School Road Downey Aquatic Center 10900 Brookshire Ave Infrastructure Needs/Deficiencies Improvement and reconstruction projects at Independence Park, Wilderness Park, and Golden Park. Equipment replacement in Golden Park, and Independence Park. Community Center building and Gynamsium need improvements. (1) Total Park Acres is the total of local, school and county park acres. LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 122,039 Book Volumes Per Capita 1.11 Audio 3,653 Local Area per Branch (sq. mi.) 12.42 Video 3,496 Annual Hours per 100 Residents 2.50 Periodicals 351 Facilities Name Location Downey City Library 11121 Brookshire Ave Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 92 CITY OF HAWAIIAN GARDENS CHAPTER A-11: CITY OF HAWAIIAN G A R DE N S The City of Hawaiian Gardens arranges for service provision within the city limits. The City is a direct provider of street maintenance, recreation and park maintenance services, and relies on special districts and the County for police, fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Hawaiian Gardens incorporated in 1964 and is organized as a general law city. The City is located in southeast Los Angeles County along the Orange County border. The City is bounded by the City of Cypress in Orange County to the east and two incorporated cities in Los Angeles County: Lakewood to the north and Long Beach to the south. The City of Hawaiian Gardens constitutes 1.0 square mile of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Hawaiian Gardens. There is no unincorporated territory adjacent to the City. 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. The council elects a Mayor and Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held every second and fourth Tuesday of each month. Council meetings are broadcast on cable television and on the City website. The Council meeting schedule is posted on the City’s website. Current City Council agendas are also posted on the City’s website. The City updates constituents by posting city news and information about community events in its newsletters, website and on the local cable access channel. The City also conducts town hall meetings to inform its constituents. Complaints are typically submitted via telephone, but may also be submitted in person by filing a complaint form. The City did not provide the number of complaints filed within the most recent calendar or fiscal year but did state that most complaints received are related to street sweeping and maintenance issues. GROWTH AND POPULATION PROJECTIONS The City of Hawaiian Gardens is a primarily low-density residential area with 64 percent of developed property designated for residential use and 15 percent designated for commercial use. 93 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The City is predominantly built out with few vacant parcels (4 percent of developable land) available for development. The City's major commercial areas are along Carson Street and Norwalk Boulevard. The Hawaiian Gardens Casino, located northeast of Pioneer Boulevard and Carson Street is a major source of commercial activity. Industrial activity is located in the Centralita Business Park, southwest of Centralita Road and Norwalk Boulevard. Growth opportunities exist primarily through redevelopment efforts. Commercial development potential exists along Norwalk Boulevard and along Carson Street near the Hawaiian Gardens Casino. Housing growth potential is largest in the area southwest of Carson Street and Norwalk Boulevard. The City's last housing element update estimated a potential increase of almost 800 housing units. Additional housing growth may occur through mixed use development along commercial areas. Growth in Hawaiian Gardens is constrained by the small amount of land available for development. Vacant land is scarce and growth is primarily focused on redevelopment of underutilized land. Community preferences for low density residential neighborhoods limit development density in some area. Also, the City has limited open space to provide for a growing population. Industrial expansion is limited due to small lot sizes; most employment growth will likely result from commercial development. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Hawaiian Gardens conducts performance evaluations at staff meetings, during mid- year budget conferences and at budget hearing meetings. The City mentioned it monitors productivity concurrently with conducting performance evaluations. However, it did not mention specific workload tracking methods utilized to monitor departmental productivity. The City did not mention receiving any awards for distinguished service or significant achievements. FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $10.7 million in general fund revenue in FY 02-03, which amounted to $800 per capita.12 By comparison, municipal general fund revenue per capita in the median city in Los Angeles County was $459. The City’s revenue per capita is 74 percent higher than in the median city. 12 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 94 CITY OF HAWAIIAN GARDENS Figure A-11: Hawaiian Gardens General Fund Revenue Sources, FY 02-03 The City depends more heavily on other Other sources than does the median city. A casino tax paid by the Hawaiian Gardens Casino Service Charges constitutes most revenue categorized as Fines & Forfeitures other; the City receives a percentage of the Licenses & Permits Casino’s profits ranging from 10 to 13.2 Franchise Income percent based on the amount of gross Hotel Tax (TOT) receipts. The City general fund relies less on property tax, sales tax, interest income, Business License business license tax, and franchise income Interest & Rent for revenue than does the median city. The VLF City of Hawaiian Gardens does not levy a Utility Users Tax utility users’ tax or transient occupancy tax. Sales & Use Tax The City levies a business license tax that Property Tax varies according to business type. The City of Hawaiian Gardens’ long- 0% 20% 40% 60% 80% Source as % of Revenues term debt per capita was $3,417 at the end of FY 03-04. By comparison, MSR area Median Hawaiian Gardens median long-term debt was $871. Nearly all (90 percent) of the City’s long-term debt consisted of redevelopment bonds. Certificates of participation to finance the Carson Boulevard Improvement Project and other capital projects constituted 10 percent of long-term debt. The City’s contingency reserves were 43 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $1.5 million in undesignated general fund reserves and $2.5 million in contingency reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Hawaiian Gardens is a member of the Gateway Cities Council of Governments. The City of Hawaiian Gardens contracts police services from the Los Angeles County Sheriff’s Department. The City contracts police helicopter service from the City of Lakewood. Also, the City is a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 95 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2002 Dispatch Sheriff Total Service Calls 6,811 Search and Rescue Sheriff 911 Calls 1,432 Crime Lab Sheriff Non-Emergency Calls 5,020 SWAT Sheriff % 911 Calls 21% Temporary Holding Sheriff Calls per 1,000 people 508 Bomb Squad Sheriff Arrests 1,009 Canine Services Sheriff Citations 2,044 Academy Training Sheriff 2003 FBI Index Crimes 640 POST Certified? Yes Crime Rate per 10,000 478 Service Adequacy Resources Complaints (1) 164 Total Staff (2) 294 Priority One Response Time 2:48 Total Sworn Staff (2) 237 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 19% Marked Police Vehicles 65 Service Challenges Lack of support staff and increasing population densities in the service area. Facilities Station Location Condition Other Purpose Built Lakewood Station 5130 N. Clark Avenue Fair None 1956 Infrastructure Needs/Deficiencies Construction of a new two-story structure will provide increased lobby space and workspace for detectives and deputies. Regional Collaboration Helicopter: The City contracts helicopter services from the Lakewood patrol helicopter program. Mutual Aid: Member (1) Total complaints received at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. (2) Total sworn staff at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. 96 CITY OF HAWAIIAN GARDENS FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 765 Ambulance Transport AMR % EMS 79.2% Hazardous Materials CFPD % Fire 4.8% Air Rescue & Ambulance Helicopter CFPD % False Alarm 5.6% Fire Suppression Helicopter CFPD % Fire & False Alarm 10.5% Public Safety Answering Point Sheriff % Other 10.3% Fire/EMS Dispatch CFPD Calls per 1,000 people 56 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:29 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station1 1.0 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 9 Service Challenges Sworn Staff per Station1 9 Sworn Staff per 1,0001 0.7 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 21207 S. Norwalk Blvd Poor 1 Captain Engine No. 34 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies Station 34 is in need of upgrades. Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Orange County Fire Authority Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 97 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 20,000 Residential Curbside Recyclable Collection Yes 15,000 Residential Curbside Greenwaste Collection Yes 10,000 Residential Curbside HHW Collection No 5,000 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) Consolidated Disposal Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 8 ,808 391 Year Rate 1998 9 ,784 171 IWMA Requirement1 2003 50% 1999 8,598 89 Actual Diversion 2000 18% 2000 15,970 1.24 7 2001 34%2 2001 12,767 0.98 43 2002 39%2 2002 11,508 0.87 443 2003 40%2 2003 11,673 0.87 832 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Olinda Alpha Landfill Brea 76% 2013 Puente Hills Landfill Whittier 20% 2013 Frank Bowerman Landfill Irvine 3% 2022 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. 98 CITY OF HAWAIIAN GARDENS STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to Coyote Creek and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 None Public Information Implemented Development Planning Implemented Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 52 Industrial/Commercial Facilities # of Inlet Inspections 57 # Inspected 0 Total Waste Removed from Inlets NA # of Enforcement Actions 0 # of Calls Received 5 Development Construction # of Events/Workshops Attended 2 # Inspected 35 Permitted Construction Dischargers2 1 # of Enforcement Actions 0 Permitted Industrial Dischargers2 0 Illicit Discharges Service Adequacy FY 03-041 # Reported 5 Inlet Inspection Rate 1.10 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 2 hours # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 52 inlets, 6,000 ft. of closed storm drains City has recently made storm drain improvements and current facilities are adequate. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 99 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 16.8 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights None Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 12 Intersection Signal Maintenance Direct Part Time Staff 12 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance City of Long Beach Infrastructure Needs/Deficiencies2 Street repaving and sealing needed in various locations citywide; Carson Blvd needs repavement; residential streets need widening (currently 30 ft. wide but should be 37 ft wide), many collector and residential streets are in poor or critical condition. Service Challenges Congestion along Carson St, growing traffic along Norwalk Blvd. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 3.3 Recreation Services Direct Total School Park Acres 20.0 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.2 Full Time 0 Total Park Acres per 1,000 Residents1 1.5 Part Time 4 Facilities Recreation Centers C.Robert Lee Activity Center 21815 Pioneer Blvd Helen Hosas Center 22150 Wardham Ave Senior Center Mary Rodriguez Senior Center 21815 Pioneer Blvd Other Lee Ware Pool 22310 Warham Ave Infrastructure Needs/Deficiencies The C. Robert Lee Center and Clarksdale Park need improvements. (1) Total Park Acres is the total of local, school and county park acres. 100 CITY OF HAWAIIAN GARDENS LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 40,500 Book Volumes Per Capita 2.64 Audio 2,600 Local Area per Branch (sq. mi.) 0.96 Video 3,550 Annual Hours per 100 Residents 10.18 Periodicals 52 Facilities Name Location Hawaiian Gardens Library 12100 E. Carson Street #E Facilities Needs/Deficiencies Upgrades are needed to the library/computer building. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 101 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-12: CITY OF HUNTINGTON PARK The City of Huntington Park arranges for service provision within the city limits. The City is a direct provider of police, public works, recreation, park maintenance, and water services, and relies on special districts and the County for fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Huntington Park incorporated in 1906 and is organized as a general law city. The City is located in southeast Los Angeles County just east of the City of Los Angeles. The City is bounded by unincorporated territory and six incorporated cities: Los Angeles and Vernon to the north, Maywood, Bell and Cudahy to the east, and South Gate to the South. The unincorporated community of Florence-Graham lies to the west and the unincorporated community of Walnut Park borders the City to the south. The City of Huntington Park constitutes 3.0 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Huntington Park that includes the unincorporated community of Walnut Park. The area consists of the unincorporated territory located east of the Harbor Freeway between the City of Huntington Park and the City of South Gate. The City’s boundary and SOI are depicted in Appendix B, Map 22. 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 elects a Mayor and Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held every first and third Monday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. Complaints are typically submitted to individual departments and handled by department heads. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Huntington Park is a primarily residential area with 55 percent of parceled property designated for residential use and 18 percent designated for industrial use. The City is predominantly built out with few vacant parcels (1.6 percent) available for development. The City's central business 102 CITY OF HUNTINGTON PARK district lies along Pacific Avenue, while other commercial areas are located along Florence Avenue, eastern Gage Avenue and Santa Fe Avenue. Industrial areas are located to the west along the Alameda corridor. Growth opportunities exist primarily through redevelopment efforts. The City plans to develop a regional commercial center in the northwest corner of the City along Slauson Avenue, stretching from Alameda Street to Pacific Avenue. Additionally, the City maintains plans to develop commercial and residential mixed use along Pacific Avenue. Residential housing may be expanded through development along Pacific Avenue, including second story units above commercial use areas and construction of units where municipal parking lots currently exist. Also, city-designated senior citizen housing sites have adequate capacity to expand the City's housing units. Huntington Park is a built-out community with little room for new development. Vacant land is scarce and growth is primarily focused on redevelopment and recycling of underutilized land. Housing throughout the city is in need of upgrading and the City is primarily focused on improving the existing housing stock. Additional constraints include industrial traffic flows through the area. Noise, odors, air contaminants, and congestion generated from traffic limits residential development opportunities in affected areas. The City provided alternate residential population projections for use instead of SCAG projections. Population projections were based on the average population growth for member cities of the Gateway Cities Council of Government. The City projects residential population to grow by 15 percent from 2000 to 2030, whereas SCAG projected the City’s residential population to grow by 35 percent during this time frame. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Huntington Park stated it does not conduct performance evaluations of its operations. The City monitors productivity through monthly departmental activity reports. Individual departments are responsible for submission of activity reports to the City Manager who reviews departmental progress and workload. The City mentioned it is the recipient of various planning, community development and police awards. 103 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-12: Huntington Park General Fund Revenue Sources, FY 02-03 The City received $17.9 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $325 per capita.13 By comparison, municipal general fund revenue Fines & Forfeitures per capita in the median city in Los Angeles Licenses & Permits County was $459. The City’s revenue per Franchise Income capita was 29 percent lower than in the Hotel Tax (TOT) median city. Business License The City depends more heavily on sales Interest & Rent tax, utility users’ tax, vehicle license fees VLF (VLF), business license tax, and fines than Utility Users Tax does the median city. The City general fund Sales & Use Tax relies less on property tax, interest income, franchise income, and service charges than Property Tax does the median city. The City of 0% 10% 20% 30% Huntington Park does not levy a transient Source as % of Revenues occupancy tax. The City levies a utility users’ tax of 7.3 percent and a business Median Huntington Park license tax with a minimum fee of $60. The City of Huntington Park’s long-term debt per capita was $2,707 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (89 percent) of the City’s long-term debt consisted of redevelopment bonds. The City’s contingency reserves were eight percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $1.6 million in contingency reserves for risk management. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Huntington Park is a member of the Gateway Cities Council of Governments. The City of Huntington Park has participated in planning the creation of a new Empowerment Zone with other neighboring cities. The City’s police department is a member of the Metropolitan Gang Task Force. 13 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 104 CITY OF HUNTINGTON PARK GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 16,508 Search and Rescue Sheriff 911 Calls 265 Crime Lab Sheriff Non-Emergency Calls NP SWAT Direct % 911 Calls 2% Temporary Holding Direct Calls per 1,000 people 298 Bomb Squad Sheriff Arrests 2,871 Canine Services Direct Citations 9,771 Academy Training Rio Hondo College 2003 FBI Index Crimes 3,470 POST Certified? Yes Crime Rate per 10,000 627 Service Adequacy Resources Complaints 21 Total Staff 137 Priority One Response Time 3:23 Total Sworn Staff 73 Response Time Base Year 2004 Sworn Staff per 1,000 1.3 Response Time Note Baseed on average of all calls Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 16% Marked Police Vehicles 12 Service Challenges Financing constraints. Facilities Station Location Condition Other Purpose Built Huntington Park Police Department 6542 Miles Ave Fair None 1950 Infrastructure Needs/Deficiencies Current facility is too small. A new facility is needed. Regional Collaboration Mutual Aid: Member 105 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 3,202 Ambulance Transport AMR % EMS 72.6% Hazardous Materials CFPD % Fire 3.3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 12.3% Fire Suppression Helicopter CFPD % Fire & False Alarm 15.7% Public Safety Answering Point Sheriff % Other 11.7% Fire/EMS Dispatch CFPD Calls per 1,000 people 57 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 3:46 Fire Stations Serving City 4 Response Time Base Year 2004 Sq. Miles per Station1 1.5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 46 Service Challenges Sworn Staff per Station1 23 Sworn Staff per 1,0001 0.8 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 6301 S. Santa Fe Fair 2 Captains Engine No. 164 Ave 2 Engineers Squad Car 3 Firefighters Truck 3 Firefighter/Paramedics 2 Staff Vehicles 1 Assistant Fire Chief Utility Vehicle 1 Battalion Chief 1 Utility Diver CFPD 3255 Saturn Ave Good 1 Captain Engine No. 165 1 Engineer 2 Firefighters Infrastructure Needs/Deficiencies Fire Station No. 165 is aging and needs general upgrades. Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. LA, Vernon Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 106 CITY OF HUNTINGTON PARK SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 80,000 Residential Curbside 70,000 Recyclable Collection No 60,000 Residential Curbside 50,000 Greenwaste Collection No 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 Waste Management Tons (Residential); Consolidated Tons Disposed Per Alternative Daily Waste Hauler(s) Disposal Service (Commercial) Year Disposed Capita Cover Tons Landfill Diversion Rate 1997 56,687 486 Year Rate 1998 52,600 449 IWMA Requirement1 2004 50% 1999 54,074 413 Actual Diversion 2000 39% 2000 63,790 1 .19 7 7 2001 42%2 2001 61,328 1 .13 9 2002 47%2 2002 55,262 1 .01 206 2003 32%2 2003 73,510 1 .33 1,083 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Chiquita Canyon Landfill Los Angeles 52% 2019 Puente Hills Landfill Whittier 26% 2013 El Sobrante Landfill Corona 9% 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. 107 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance Private Flood Control LACFCD Drainage System Storm drains flow to Los Angeles River. Flood Hazards NPDES Program Implementation FY 03-041 Some localized ponding occurs in central and northern areas. Public Information Implemented The City is vulnerable to Sepulveda Dam failure. Development Planning Implemented Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 52 Industrial/Commercial Facilities # of Inlet Inspections NP # Inspected 168 Total Waste Removed from Inlets NA # of Enforcement Actions 1 # of Calls Received 0 Development Construction # of Events/Workshops Attended 2 # Inspected 5 Permitted Construction Dischargers2 4 # of Enforcement Actions 0 Permitted Industrial Dischargers2 20 Illicit Discharges Service Adequacy FY 03-041 # Reported 1 Inlet Inspection Rate NP # of Enforcement Actions 1 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 25 min # Reported 0 Illicit discharge response time 20 min # of Enforcement Actions 0 Overall Self Rating3 9 Facilities Infrastructure Description Needs/Deficiencies 52 inlets, 15,400 linear ft. of closed storm drain Areas of storm drain system are aging and need replacement. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 108 CITY OF HUNTINGTON PARK STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 65.2 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 2,800 Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 5 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Street resurfacing and alley improvements are needed in various locations; resurfacing needed on Randolph St; Pacific Blvd needs streetscape improvements; some residential and collector streets have been identified as in critical condition. Service Challenges I-710 congestion and truck traffic. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 50.1 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.8 Full Time 3 Total Park Acres per 1,000 Residents1 0.8 Part Time None Facilities Recreation Centers Salt Lake Park Recreation Center 3401 E. Florence Avenue Freedom Park Recreation Center 6051 Corona Ave Senior Center None NA Other Skateboard Park 3401 Florence Avenue Infrastructure Needs/Deficiencies Park improvements needed at various parks. (1) Total Park Acres is the total of local, school and county park acres. 109 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 140,924 Book Volumes Per Capita 2.22 Audio 5,812 Local Area per Branch (sq. mi.) 3.03 Video 5,109 Annual Hours per 100 Residents 2.87 Periodicals 62 Facilities Name Location Huntington Park Library 6518 Miles Avenue Facilities Needs/Deficiencies Refurbishment of existing library, including new carpets, painting, new lighting, and upgrading restrooms to meet ADA accesibility requirements. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 110 CITY OF LA HABRA HEIGHTS CHAPTER A-13: C I T Y O F LA H A B R A HEIGHTS The City of La Habra Heights arranges for service provision within the city limits. The City is a direct provider of fire and emergency medical and recreation services. Library services are provided by Orange County, park maintenance is performed by private contractors, and the City relies on special districts and the County for police, street maintenance, water, and flood control services. FORMATION AND BOUNDARY The City of La Habra Heights incorporated in 1978 and is organized as a general law city. The City is located in southeast Los Angeles County, between the San Gabriel Valley and Orange County. The City is bounded by the City of Whittier to the west, the unincorporated communities of Hacienda Heights and Rowland Heights to the north, unincorporated territory to the east and La Habra in Orange County to the south. The City of La Habra Heights constitutes 6.2 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of La Habra Heights that includes one unincorporated area along the City’s southern boundary. The area is to the southeast of the City, stretching less than a quarter mile from the county line north to Vista Road along Pine Edge Drive. The City’s boundary and SOI are depicted in Appendix B, Map 23. 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 elects a Mayor and Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held every first and third Monday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website, on the City bulletin board and in the City’s quarterly newsletter. City Council current agendas and agenda and minute archives are posted on the City’s website. The City updates constituents by posting city news and information about community events on its website and in its quarterly newsletter. Complaints are typically submitted via telephone at City Hall. Complaints are responded to by individual departments. The City does not keep a record of complaints filed and therefore did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of La Habra Heights is a rural residential area, with large open spaces and some public and institutional land uses. Open space is utilized for recreation, conservation and resource 111 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A extraction purposes. The City has no industrial or commercial land use and limits institutional land uses to those serving the City. Open space lies mostly to the north in the Puente Hills area. Few growth opportunities exist as a result of city policy to limit development to residential land use and community-serving institutional purposes. The City estimates a maximum residential development potential of 386 units, and currently has only 200 vacant parcels remaining. Areas currently utilized for resource extraction may eventually become rezoned for other uses. However, it is unlikely these lands will be available in the near future, due to remediation requirements. Growth is constrained by topography, lack of vacant land, and community preferences. Only seven percent of the City’s land is vacant. The majority of vacant land is located in the hillside areas, which is not easily developable due to topography constraints. Local regulations require that new development must protect the City’s existing built environment and maintain high quality standards, which limit the amount and type of growth in the City. Although the City did not provide alternate population projections for use instead of SCAG projections, the City indicated that it believes the SCAG projections to be overstated. SCAG projects that 841 households will be added to the City between 2005 and 2025; whereas, the City estimates that only 200 additional housing units could be constructed prior to build-out. EVALUATION OF MANAGEMENT EFFICIENCIES The City of La Habra Heights occasionally requests performance evaluations by an independent auditor. Additionally, the City Manager and department heads conduct evaluations of departmental performance. The City stated it does not monitor productivity through workload tracking. The City did not mention receiving any awards for distinguished service or significant achievements. 112 CITY OF LA HABRA HEIGHTS FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-13: La Habra Heights General Fund Revenue Sources, FY 02-03 The City received $2.0 million in general Other fund revenue in FY 02-03, which amounted to $469 per capita.14 By comparison, Service Charges municipal general fund revenue per capita Fines & Forfeitures in the median city in Los Angeles County Licenses & Permits was $459. The City’s revenue per capita is Franchise Income two percent higher than in the median city. Hotel Tax (TOT) The City depends more heavily on Business License property tax, vehicle license fees (VLF), Interest & Rent service charges, and other sources than VLF does the median city. The City’s “other Utility Users Tax sources” primarily include resource Sales & Use Tax extraction license fees. The City general fund relies less on sales tax, interest income, Property Tax business license tax, and licenses and permits for revenue than does the median 0% 10% 20% 30% 40% city. The City of La Habra Heights does Source as % of Revenues not levy a transient occupancy tax or a utility users’ tax. The City levies a business Median La Habra Heights license tax of $100. The City of La Habra Heights’ long-term debt per capita was $5 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. The City had no outstanding bonded debt. All (100 percent) of the City’s long-term debt consisted of compensated absences. The City’s contingency reserves were six percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $120,300 in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION La Habra Heights is a member of the Gateway Cities Council of Governments. The City of La Habra Heights receives police services from the Los Angeles County Sheriff’s Department. The City is a member of the Contract Cities Association and the California Joint Powers Insurance Authority. 14 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 113 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GOVERNMENT STRUCTURE OPTIONS The City has had discussions regarding absorbing the La Habra Heights County Water District. However, the City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 1,583 Search and Rescue Sheriff 911 Calls 59 Crime Lab Sheriff Non-Emergency Calls 1,340 SWAT Sheriff % 911 Calls 4% Temporary Holding Sheriff Calls per 1,000 people 364 Bomb Squad Sheriff Arrests 56 Canine Services Sheriff Citations 1,986 Academy Training Sheriff 2003 FBI Index Crimes 87 POST Certified? Yes Crime Rate per 10,000 200 Service Adequacy Resources Complaints (1) 120 Total Staff (2) 251 Priority One Response Time 7:31 Total Sworn Staff (2) 195 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 13% Marked Police Vehicles 117 Service Challenges Response times are longer due to unusally hilly terrain, low number of officers, and difficult-to-find road signs and house numbers. Limited funding constrains needed improvements. Facilities Station Location Condition Other Purpose Built Industry Station 151 North Hudson Ave. Fair None 1964 Infrastructure Needs/Deficiencies Industry Station needs expansion and updated dispatch technology. Regional Collaboration Mutual Aid: Member (1) Total complaints received at Industry Station, which serves La Habra Heights, Industry, La Puente, and unincorporated county communities of East and West Valinda, Valinda, Bassett/North Whittier and Hacienda Heights. (2) Total sworn staff at Industry Station, which serves La Habra Heights, Industry, La Puente, and unincorporated county communities of East and West Valinda, Valinda, Bassett/North Whittier and Hacienda Heights. 114 CITY OF LA HABRA HEIGHTS FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2002 EMS Direct Total Service Calls 254 Ambulance Transport AMR % EMS 58.3% Hazardous Materials Mutual Aid % Fire NP Air Rescue & Ambulance Helicopter CFPD % False Alarm NP Fire Suppression Helicopter CFPD % Fire & False Alarm 27.6% Public Safety Answering Point Sheriff % Other 14.2% Fire/EMS Dispatch Direct Calls per 1,000 people 57 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 5:00 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station 6.2 Response Time Includes Dispatch Yes Total Staff1 37 Response Time Note None Total Sworn Staff1 34 Service Challenges Sworn Staff per Station 34 Sworn Staff per 1,000 7.7 Powder Canyon has a high fire hazard and is difficult to access. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift1 Apparatus Headquarters 1245 N. Hacienda Rd Poor 1 Fire Chief 4 Engines 1 Captain Brush Truck 5 Firefighters Water Tender 3 Paramedics OES Engine Patrol 2 Command Units Rescue Forest Service Infrastructure Needs/Deficiencies Construction of new fire facility, replacement of vehicle fire hoses, and paramedic unit upgrades. Regional Collaboration Automatic Aid Providers In addition to being a member of mutual aid Area D, the City has mutual aid agreements with the City of La Habra and Area E cities—Compton, Downey, Montebello, Santa Fe Springs, and Vernon. CFPD Note: (1) The City's Fire Department also employs 27 part-time paid captains, 60 part-time paid paramedics, and 70 unpaid volunteer firefighters. 115 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 12,000 Residential Curbside Recyclable Collection Yes 10,000 8,000 Residential Curbside Greenwaste Collection Yes 6,000 Residential Curbside 4,000 HHW Collection No Commercial On-Site 2,000 Recyclable Pickup No - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Waste Management; Haul Tons Tons Disposed Alternative Daily Waste Hauler(s) Away Rubbish Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 10,221 214 Year Rate 1998 9 ,595 203 IWMA Requirement1 2004 50% 1999 10,019 414 Actual Diversion 2000 33% 2000 1 0,212 2.47 597 2001 43%2 2001 8 ,868 2.11 1,321 2002 51%2 2002 8 ,451 1.97 1,189 2003 47%2 2003 7,689 1.77 1,387 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 97% 2013 El Sobrante Landfill Corona 2% 2030 Olinda Alpha Landfill Brea 1% 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. 116 CITY OF LA HABRA HEIGHTS STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm Drains flow to La Mirada Creek, Coyote Creek and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Potential local ponding occurs in valleys throughout the Public Information NP City. Development Planning NP Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 35 Industrial/Commercial Facilities # of Inlet Inspections 70 # Inspected NA Total Waste Removed from Inlets NA # of Enforcement Actions NA # of Calls Received 0 Development Construction # of Events/Workshops Attended 0 # Inspected 3 Permitted Construction Dischargers2 1 # of Enforcement Actions 0 Permitted Industrial Dischargers2 0 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate 2.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time NA # Reported 0 Illicit discharge response time NA # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 35 inlets Installation of storm drains needed along Hacienda Road. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 117 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 40.4 Asphalt Overlay/Slurry Sealing LA County City-Owned Street Lights 2 Street/Pot Hole Repair LA County SCE Street Lights1 None Sidewalk, Curb, & Gutter Repair LA County Paint Street/Pavement Markings LA County Street Sweeping LA County Resources Street Sign Maintenance LA County Full Time Staff None Intersection Signal Maintenance LA County Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Santa Fe Springs Infrastructure Needs/Deficiencies Routine street overlay and slurry seal. Service Challenges Because the area is low-density residential with no commercial or industrial activity, the City does not experience heavy traffic or congestion. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Private Total Local Park Acres 11.0 Recreation Services Scheduled Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-052 Local Park Acres per 1,000 Residents 1.8 Full Time None Total Park Acres per 1,000 Residents1 1.8 Part Time None Facilities Recreation Centers Park Recreation Center Located at the City Park. Senior Center None Other Equestrian Facility Located at the City Park. Infrastructure Needs/Deficiencies Currently undergoing a kitchen re-model project at its park building. (1) Total Park Acres is the total of local, school and county park acres. (2) Park maintenance is contracted to a private service provider and staffing numbers are unavailable. 118 CITY OF LA HABRA HEIGHTS LIBRARY SERVICE Service Configuration Resources Library Services Orange County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 79,949 Book Volumes Per Capita 1.21 Audio 3,588 Local Area per Branch (sq. mi.) 13.50 Video 3,477 Annual Hours per 100 Residents 4.10 Periodicals 105 Facilities City uses City of La Habra Library at 221 E. La Habra Rd. (Orange County) Facilities Needs/Deficiencies None (1) Since the library is shared with the City of La Habra, numbers for service adequacy are based on combined residential population and land area of the City of La Habra Heights and the City of La Habra in Orange County. 119 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-14: CITY OF LA MIRADA The City of La Mirada arranges for service provision within the city limits. The City is a direct provider of recreation and street and park maintenance, and relies on special districts and the County for police, fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of La Mirada incorporated in 1960 and is organized as a general law city. The City is located in southeast Los Angeles County along the Orange County border. The City is bounded by Orange County to the east, unincorporated territory to the north and incorporated cities to the west. The Cities of Santa Fe Springs and Cerritos are along the western boundary. The unincorporated communities of South Whittier and East La Mirada border the City to the north. The Cities of La Habra, Fullerton and Buena Park in Orange County are along the eastern and southeastern border. The City of La Mirada constitutes 7.91 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of La Mirada that includes a portion of the unincorporated community of South Whittier located east of Valley View Avenue in addition to the East La Mirada unincorporated community northeast of the City. The portion of East La Mirada located east of Santa Gertrudes Avenue was adopted as a joint SOI between the City of La Mirada and the City of Whittier. The City’s boundary and SOI are depicted in Appendix B, Map 24. 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 elects a Mayor and a Mayor Pro Tem from its members. The City Council meets twice a month. Council meetings are held every second and fourth Tuesday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website, in city publications for residents and on the City’s three electronic marquees. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website, in the City’s publications, via e-newsletters, and on the City’s cable television program. Complaints are typically submitted via telephone, in person and via email. The City did not provide the number of complaints filed within the most recent calendar or fiscal year. However, most City complaints filed were regarding provision of City services and disagreements with City policies. 120 CITY OF LA MIRADA GROWTH AND POPULATION PROJECTIONS The City of La Mirada is a primarily low density residential area with 59 percent of parceled property designated for residential use and 17 percent designated for industrial use. The City is predominantly built out with few vacant parcels available for development. Industrial areas are located southwest of Stage Road and the Burlington Northern Santa Fe rail line. Commercial areas are concentrated along the Santa Ana Freeway corridor and in nodes along the Imperial Highway corridor. Growth opportunities exist primarily through infill and redevelopment efforts. The City maintains commercial development plans along both the Santa Ana Freeway and Imperial Highway corridors. Residential housing could expand through infill development of vacant land and redevelopment of underutilized land. A 100-acre site to the east is the City's largest potential for expanded residential development. La Mirada is a built-out community with little room for new development. The City has limited vacant land suitable for development. Community preferences for low density development also constrain growth by limiting high density residential development. Expansion of commercial centers is constrained in many areas by proximity to residential areas. Although the City did not provide alternate population projections for use instead of SCAG projections, the City believes that the SCAG projections for growth in the long-term (2005-2025) were overstated. The City anticipates an annual growth rate of approximately one percent, which is lower than the SCAG projected growth rate of 1.4 percent. EVALUATION OF MANAGEMENT EFFICIENCIES The City of La Mirada conducts performance evaluations through community surveys. The City has conducted surveys in 2002 and 2003 to assess public satisfaction with the City’s services. The information obtained from the surveys was utilized in the creation of a Community Services Master Plan which addresses areas of improvement. The City Manager has also formed a group of department heads to work collaboratively in developing new ideas to help improve the City’s services. The City monitors productivity by setting targets as part of the annual budget process. Departments are required to submit quarterly status reports detailing goals and progress achieved during the year. The City is the recipient of multiple awards for distinguished service. It has been awarded three Helen Putnam awards for Excellence in public safety, public trust, ethics, and community involvement. It also received a California Redevelopment Agency Award of Excellence and a California Parks and Recreation award for leadership in 2003. Additionally, the City was recipient of AAA Community Traffic Safety awards in 2001 and 2002. The City has also received awards for its Community Development Block Grant Program for FY 00-01. 121 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-14: La Mirada General Fund Revenue Sources, FY 02-03 The City received $21.5 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $477 per capita.15 By comparison, municipal general fund revenue Fines & Forfeitures per capita in the median city in Los Angeles Licenses & Permits County was $459. The City’s revenue per Franchise Income capita is four percent higher than in the Hotel Tax (TOT) median city. Business License The City depends more heavily on sales Interest & Rent tax, property tax, interest income, transient VLF occupancy tax, and franchise income than Utility Users Tax does the median city. The City general fund Sales & Use Tax relies less on business license tax, licenses, fines, and service charges for revenue than Property Tax does the median city. The City of La Mirada does not levy a utility users’ tax. 0% 10% 20% 30% 40% Source as % of Revenues The City levies a business license tax based on the number of employees reported in the Median La Mirada third quarter of a fiscal year. The City of La Mirada’s long-term debt per capita was $1,383 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly three quarters (73 percent) of the City’s long-term debt consisted of bonded redevelopment debt. A special tax bond for financing capital improvements constituted 22 percent of the City’s long-term debt. The City’s contingency reserves were 167 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $30.6 million in undesignated general fund reserves. The City did not designate its unreserved fund balance for any specific purposes. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION La Mirada is a member of the Gateway Cities Council of Governments. The City of La Mirada receives police services from the Los Angeles County Sheriff’s Department. The City is a member of the California Joint Powers Insurance Authority. Also, the City is part of the I-5 Consortium Cities Joint Powers Authority which has collaborated with other government agencies as part of the I-5 Corridor Improvement Project. 15 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 122 CITY OF LA MIRADA GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 12,747 Search and Rescue Sheriff 911 Calls 2,039 Crime Lab Sheriff Non-Emergency Calls 8,449 SWAT Sheriff % 911 Calls 16% Temporary Holding Sheriff Calls per 1,000 people 282 Bomb Squad Sheriff Arrests 931 Canine Services Sheriff Citations 7,012 Academy Training Sheriff 2003 FBI Index Crimes 1,219 POST Certified? Yes Crime Rate per 10,000 270 Service Adequacy Resources Complaints (1) 105 Total Staff (2) 232 Priority One Response Time 3:40 Total Sworn Staff (2) 188 Response Time Base Year 2004 Sworn Staff per 1,000 1.0 Based on average from Response Time Note July, August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 15% Marked Police Vehicles 43 Service Challenges Budget shortfalls place operating constraints on staffing and infrastructure. Facilities Station Location Condition Other Purpose Built Norwalk Station 12336 Civic Center Dr Good None 1973 La Mirada Public Safety Dept, La Mirada La Mirada Sub-station 13716 La Mirada Bl Good administration staff 2002 Infrastructure Needs/Deficiencies Expansion of the facility and upgraded communications technology. Regional Collaboration Mutual Aid: Member (1) Total complaints received at Norwalk Station, which serves La Mirada, Norwalk and unincorporated area of South Whittier. (2) Total sworn staff at Norwalk Station, which serves La Mirada, Norwalk and unincorporated area of South Whittier. 123 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 2,700 Ambulance Transport AMR % EMS 76.3% Hazardous Materials CFPD % Fire 2.3% Air Rescue & Ambulance Helicopter CFPD % False Alarm 8.1% Fire Suppression Helicopter CFPD % Fire & False Alarm 10.4% Public Safety Answering Point Sheriff % Other 13.3% Fire/EMS Dispatch CFPD Calls per 1,000 people 59 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 5:09 Fire Stations Serving City 2 Response Time Base Year 2004 Sq. Miles per Station1 7.9 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 27 Service Challenges Sworn Staff per Station1 27 Sworn Staff per 1,0001 0.6 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 13820 S. La Mirada Blvd Fair 2 Captains Engine No. 49 2 Engineers Squad 2 Firefighters Quint 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Orange County Fire Authority, Sheriff and attend joint training and drill activities. Buena Park Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 124 CITY OF LA MIRADA SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 70,000 Residential Curbside Recyclable Collection Yes 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) Consolidated Disposal Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 43,581 558 Year Rate 1998 44,880 280 IWMA Requirement1 2000 50% 1999 61,971 273 Actual Diversion 2000 50% 2000 42,805 0.99 160 2001 48% 2001 40,855 0.93 244 2002 49% 2002 38,439 0.86 5,597 2003 52%2 2003 39,446 0.87 8,148 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Olinda Alpha Landfill Brea 88% 2013 Puente Hills Landfill Whittier 8% 2013 Frank Bowerman Landfill Irvine 2% 2022 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. 125 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to Coyote Creek, La Mirada Creek, and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 A small area surrounding La Mirada Creek in the northern Public Information Completed central area of the City is within a 100-year flood plain. Development Planning Completed Development Construction Completed Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 177 Industrial/Commercial Facilities # of Inlet Inspections 354 # Inspected 462 Total Waste Removed from Inlets 3.33 tons # of Enforcement Actions 34 # of Calls Received 28 Development Construction # of Events/Workshops Attended 3 # Inspected 810 Permitted Construction Dischargers2 4 # of Enforcement Actions 0 Permitted Industrial Dischargers2 29 Illicit Discharges Service Adequacy FY 03-041 # Reported 31 Inlet Inspection Rate 2.00 # of Enforcement Actions 9 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 15 min # Reported 0 Illicit discharge response time 15 min # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 177 inlets, 1 mile of open channel drains, 23,500 ft. of closed Rehabilitation and replacement of storm drains are needed storm drains throughout the City. The City has planned improvement projects through 2010. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 126 CITY OF LA MIRADA STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 116.16 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights None Street/Pot Hole Repair Private SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings LA County Street Sweeping Private Resources Street Sign Maintenance Private Full Time Staff 9 Intersection Signal Maintenance Private Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Major improvements to Telegraph Rd and Alicante Rd; street resurfacing and slurry sealing citywide; replacement of sidewalks, curbs and gutters; median landscaping; traffic signal installation/replacement. Service Challenges Congestion along La Mirada Blvd at intersections of Rosecrans Ave, Imperial Highway, and Leffingwell Rd and along Imperial Highway at intersections with Valley View Ave, La Mirada Blvd and Santa Gertrudes Ave; congestion related to I-5 deficiencies. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 213.0 Recreation Services Direct Total School Park Acres None Total County Park Acres 100.0 Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 4.2 Full Time 9 Total Park Acres per 1,000 Residents1 6.2 Part Time None Facilities Recreation Centers Gymnasium 15105 Alicante Rd La Mirada Activity Center 13810 La Mirada Blvd Senior Center None Other La Mirada Theater 14900 La Mirada Blvd Infrastructure Needs/Deficiencies General park and irrigation improvements; play equipment installation and resurfacing at various city park locations; addition of picnic shelters; aquatics center improvements; Frontier Park, Behringer Park and Creek Park improvements. (1) Total Park Acres is the total of local, school and county park acres. 127 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 131,400 Book Volumes Per Capita 2.70 Audio 6,120 Local Area per Branch (sq. mi.) 7.85 Video 4,660 Annual Hours per 100 Residents 4.27 Periodicals 149 Facilities Name Location La Mirada Library 13800 La Mirada Boulevard Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 128 CITY OF LAKEWOOD CHAPTER A-15: CITY OF LAKEWOOD The City of Lakewood arranges for service provision within the city limits. The City is a direct provider of police, fire and emergency medical, recreation, park maintenance, library, and public works services, and relies on special districts and the County for wastewater and flood control services. FORMATION AND BOUNDARY The City of Lakewood incorporated in 1954 and is organized as a general law city. The City is located in southeast Los Angeles County near the Orange County border. The City is bounded primarily by four incorporated cities: Long Beach to the west and south, Bellflower and Cerritos to the north and Hawaiian Gardens to the southeast. A small unincorporated territory borders the City between Del Amo Boulevard and Centralia Street to the east of Coyote Creek. The City of Cypress in Orange County also borders the City to the east. The City of Lakewood constitutes 9.4 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Lakewood. The City’s boundary and SOI are depicted in Appendix B, Map 25. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held every second and fourth Tuesday of each month. Council meetings are broadcast live on cable television, and broadcast subsequently. 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 in public libraries. The City updates constituents by posting city news and information about community events on its website, in e-newsletters and in mailed newsletters. Complaints may be submitted in person, by phone, e-mail, or fax. The City’s Customer Service Unit in the City Manager’s office receives submitted complaints. The City reported there were 9,633 service requests and complaints, but did not report a separate number of complaints made. Common complaints made to the City are regarding graffiti, unsightly property conditions and parkway and alleyway dumping. 129 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GROWTH AND POPULATION PROJECTIONS The City of Lakewood is a primarily low-density residential area with 71 percent of developable property designated for residential use and nine percent designated for public facilities. An additional 8.5 percent is open space. The City is predominantly built out with few vacant parcels available for development. The City's major commercial center is the Lakewood Center Mall, located northeast of the Lakewood and Del Almo Boulevard intersection. Manufacturing is concentrated in the southwest corner of the City. Growth opportunities exist primarily through infill development of underutilized land. Most residential development is likely to be multiple family units in the eastern area of the City. There are 8.7 acres of vacant land that are designated for commercial use and 3.4 acres available for industrial use. Lakewood is a built-out community with little room for new development. The City has limited vacant land suitable for development. Community preferences for low-density development also constrain growth by limiting high-density residential development in some areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Lakewood conducts performance evaluation through constituent surveys. The City sends questionnaires to residents asking for feedback on City services. In addition, the City conducts an annual phone survey of its residents. The City monitors productivity through departmental workload tracking. The City’s Public Works department tracks workload through a work order and service request system. Other departments track workload and productivity utilizing other types of tracking and record systems. The City is recipient of a number of awards and recognitions for distinguished services. It received a Helen Putnam Award for teen programs in 2000, and California Parks and Recreation awards in 2001 and 2002 for park improvements. In addition, the City was awarded American Public Works Association awards in 2000 and 2001 for hardscape and park improvements. Additionally, the California Integrated Waste Management board issued a Good Faith Effort award in meeting the state mandated waste reduction goals for the year 2000. 130 CITY OF LAKEWOOD FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-15: Lakewood General Fund Revenue Sources, FY 02-03 The City received $28.8 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $443 per capita.16 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Los Licenses & Permits Angeles County was $459. The City’s Franchise Income revenue per capita was four percent lower Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on sales Interest & Rent tax, vehicle license fees (VLF), interest VLF income, and service charges than does the Utility Users Tax median city. The City general fund relies Sales & Use Tax less on property tax, utility users’ tax, business license tax, transient occupancy Property Tax tax, franchise income, licenses, and fines for revenue than does the median city. The 0% 10% 20% 30% 40% City of Lakewood levies a utility users’ tax Source as % of Revenues of three percent and a business license tax of $85 for commercial businesses and $100 Median Lakewood to $120 for contractors. The City of Lakewood’s long-term debt per capita was $244 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (94 percent) of the City’s long-term debt consisted of redevelopment bonds. The City’s contingency reserves were 88 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $28.7 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Lakewood is a member of the Gateway Cities Council of Governments. The City of Lakewood receives police services from the Los Angeles County Sheriff’s Department. The City contracts police helicopter service to the cities of Artesia, Bellflower, Hawaiian Gardens, and Paramount. Also, the City is a member of the Southeast Area Animal control Authority and the California Joint Powers Insurance Authority. 16 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 131 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 29,389 Search and Rescue Sheriff 911 Calls 4,613 Crime Lab Sheriff Non-Emergency Calls 22,666 SWAT Sheriff % 911 Calls 16% Temporary Holding Sheriff Calls per 1,000 people 451 Bomb Squad Sheriff Arrests 2,789 Canine Services Sheriff Citations 6,460 Academy Training Sheriff 2003 FBI Index Crimes 3,182 POST Certified? Yes Crime Rate per 10,000 488 Service Adequacy Resources Complaints (1) 164 Total Staff (2) 294 Priority One Response Time 3:24 Total Sworn Staff (2) 237 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 30% Marked Police Vehicles 65 Service Challenges Budget shortfalls place operating constraints on staffing and infrastructure. Facilities Station Location Condition Other Purpose Built Lakewood Station 5130 N. Clark Avenue Fair None 1956 Infrastructure Needs/Deficiencies Construction of a new two-story structure will provide increased lobby space and workspace for detectives and deputies. Regional Collaboration Helicopter: The City of Lakewood operates a patrol helicopter program. Four other cities contract for helicopter services from the program. Mutual Aid: Member (1) Total complaints received at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. (2) Total sworn staff at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. 132 CITY OF LAKEWOOD FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 4,582 Ambulance Transport AMR % EMS 77.8% Hazardous Materials CFPD % Fire 3.4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 8.9% Fire Suppression Helicopter CFPD % Fire & False Alarm 12.3% Public Safety Answering Point Sheriff % Other 9.9% Fire/EMS Dispatch CFPD Calls per 1,000 people 70 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:15 Fire Stations Serving City 4 Response Time Base Year 2004 Sq. Miles per Station1 3.1 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 51 Service Challenges Sworn Staff per Station1 17 Sworn Staff per 1,0001 0.8 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 4020 E. Candlewood St Good 2 Captains Engine No. 45 2 Engineers Squad 2 Firefighters Truck 3 Firefighter/Paramedics CFPD 6421 E. Turnergrove St Good 1 Captain Engine No. 94 1 Engineer Emergency Support Team 3 Firefighters CFPD 2600 Greenmeadow Rd Good 1 Captain Engine No. 122 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Orange County Fire Authority Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 133 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 100,000 Residential Curbside Recyclable Collection Yes 80,000 Residential Curbside 60,000 Greenwaste Collection No 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 Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) BZ Disposal Services Inc. Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 51,649 257 Year Rate 1998 82,450 220 IWMA Requirement1 2000 42% 1999 80,790 313 Actual Diversion 2000 41% 2000 94,449 1.49 1,017 2001 44% 2001 79,717 1.24 478 2002 53% 2002 69,152 1.07 539 2003 35%2 2003 79,692 1.22 622 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Southeast Resource Recovery Facility Long Beach 59% NA Puente Hills Landfill Whittier 30% 2013 Chiquita Canyon Landfill Los Angeles 5% 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. 134 CITY OF LAKEWOOD STORMWATER Service Configuration Stormwater Maintenance Direct, LACDPW Flood Control LACFCD Drainage System Storm drains flow to Coyote Creek and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Western half of the City is located in a 100-year flood plain Public Information Completed and is susceptible to LA River/Rio Hondo Channel Development Planning Completed flooding. Development Construction Completed Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 29 Industrial/Commercial Facilities # of Inlet Inspections 74 # Inspected 262 Total Waste Removed from Inlets NA # of Enforcement Actions 0 # of Calls Received 480 Development Construction # of Events/Workshops Attended 6 # Inspected NP Permitted Construction Dischargers2 3 # of Enforcement Actions 0 Permitted Industrial Dischargers2 1 Illicit Discharges Service Adequacy FY 03-041 # Reported 13 Inlet Inspection Rate 2.55 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 1 hour # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 29 inlets No needed improvements are mentioned in the City's CIP for FY 03-08. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 135 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 196 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights 5,380 Street/Pot Hole Repair Private, LA County SCE Street Lights1 1,605 Sidewalk, Curb, & Gutter Repair Private, LA County Paint Street/Pavement Markings Private, LA County Street Sweeping Private Resources Street Sign Maintenance LA County Full Time Staff None Intersection Signal Maintenance LA County Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Street and alley resurfacing is needed in various locations; major streets are scheduled for resurfacing; some arterial and residential streets are in poor to critical condition. Service Challenges Congestion on Del Amo Blvd at intersections of of Palo Verde Ave, Woodruff Ave, Bellflower Ave, and Graywood Ave; Congestion on Lakewood Blvd at South St and Candlewood St intersections. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 151.6 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.8 Full Time 21 Total Park Acres per 1,000 Residents1 1.8 Part Time None Facilities Recreation Centers Burns Community Center 5510 Clark Ave. Senior Center Weingart Senior Center 5220 Oliva Ave. Other Lakewood Youth Center 5939 Henrilee St. Infrastructure Needs/Deficiencies Renovation of picnic shelters at Rynerson Park, Mae Boyar Park renovations, Biscailuz Park needs play area renovation. (1) Total Park Acres is the total of local, school and county park acres. 136 CITY OF LAKEWOOD LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 81,000 Book Volumes Per Capita 1.00 Audio 3,250 Local Area per Branch (sq. mi.) 4.72 Video 3,215 Annual Hours per 100 Residents 2.24 Periodicals 91 Facilities Name Location George Nye Jr. Library 6600 Del Amo Boulevard Angelo M. Iacoboni 4990 Clark Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 137 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-16: C I T Y O F LON G B EACH The City of Long Beach arranges for service provision within the city limits. The City is a direct provider of police, fire and emergency medical, recreation, park maintenance, library, public works, and water services, and relies on special districts and the County for wastewater and flood control services. FORMATION AND BOUNDARY The City of Long Beach incorporated in 1888 and became a charter city in 1897. The City is located in southeast Los Angeles County between Orange County and the City of Los Angeles. The City is bounded by eight incorporated cities within Los Angeles County, unincorporated territory to the northwest, the Pacific Ocean to the south, and Orange County to the east. The City of Los Angeles and City of Carson are located to the west. Unincorporated territory and the City of Compton are along the northwestern border. The Cities of Paramount, Bellflower, Lakewood, and Hawaiian Gardens lie along the northeastern border. The City of Signal Hill is located within the center of Long Beach. The City of Long Beach constitutes 50.5 square miles of land and 15.4 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Long Beach that includes two unincorporated areas. The first area is located west of the Long Beach Freeway and east of Alameda Street, between Del Amo Boulevard and Victoria Street. The second area is an unincorporated island in the northeast, between Woodruff Avenue and Palo Verde Avenue to the west and east, and East Park Crest Street and Conant Street to the north and south. The City’s boundary and SOI are depicted in Appendix B, Map 26. LOCAL ACCOUNTABILITY AND GOVERNANCE The City is governed by an elected city council. Nine council members are elected by district to serve four-year terms. A Mayor is elected at-large for a four-year term. The City Council meets weekly. Council meetings are held every Tuesday except for the last Tuesday of each month. Council meetings are broadcast live on cable television, and broadcast subsequently. Council meetings are also broadcast live via streaming video on the internet. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. Residents may also sign up for e-notifications, through which council agendas and other information of interest is sent. Additionally, the City provides residents with information through a number of publications. Complaints are typically directed to the appropriate department and may be submitted via telephone, but may also be submitted in person. The City operates a general information line 138 CITY OF LONG BEACH through which calls may be directed to the appropriate City contact. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. However, it did state that most complaints relate to police service, traffic citations, building violations, noise violations, and other public nuisances. GROWTH AND POPULATION PROJECTIONS The City of Long Beach is an older urbanized area containing a mixture of residential and non- residential development. A mixture of low and high-density residential land use lies within the City, with dense development concentrated on the western side. A large amount of industrial land use also exists in the City. The City's port and airport complexes make up large areas of the City, and support related industrial and commercial enterprises in the surrounding area. Commercial areas exist along the City's major corridors and downtown. Growth opportunities exist primarily through infill and redevelopment efforts. The City maintains commercial development plans for the Bixby Knolls shopping center, the downtown shoreline area and the Alamitos Bay retail center. Industrial growth for the City will mostly occur as a result of increased port- and airport-related activity in the warehousing and logistics sector. The City encourages redevelopment of underutilized structures adjacent to downtown and along older arterial corridors. Residential housing could expand through infill development of vacant land and redevelopment of underutilized land. There are 16 sites, primarily located along older non- functioning commercial corridors, offering 28.8 acres of residential development. Most housing developments will occur in the West Gateway area, just northeast of the port. Long Beach is a built-out community with little room for new development. The City has limited vacant land suitable for development. Community preferences for low-density development in eastern neighborhoods also constrain growth by limiting high-density residential development. Industrial land use and traffic flows also limit residential development in affected areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Long Beach conducts a variety of performance evaluation and productivity monitoring efforts through its Performance Management Initiatives (PMI) program. The program consists of several components, which strive to set goals and measure effectiveness of the City in achieving these goals. As part of the PMI program, the City is developing performance-based budgeting and has participated in benchmarking studies to assess needed areas for improvement. Through the City’s strategic plan, the City establishes annual goals that reflect input collected from the community, including both businesses and residents. The City is recipient of a variety of municipal awards for distinguished service. The City received the Helen Putnam Award of Excellence in Enhancing Public Trust, Ethics, and Community Involvement. Also, the city has received other numerous awards for finance, fire dispatch, recycling programs, hazardous waste materials education, and other public health related programs. 139 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-16: Long Beach General Fund Revenue Sources, FY 02-03 The City received $261 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $570 per capita.17 By Fines & Forfeitures comparison, municipal general fund revenue per capita in the median city in Los Licenses & Permits Angeles County was $459. The City’s Franchise Income revenue per capita is 24 percent higher than Hotel Tax (TOT) in the median city. Business License The City depends more heavily on Interest & Rent property tax, utility users’ tax, interest VLF income, business license tax, transient Utility Users Tax occupancy tax, franchise income, and fines Sales & Use Tax than does the median city. The City general fund relies less on sales tax, vehicle license Property Tax fees (VLF), service charges, and other 0% 5% 10% 15% 20% 25% sources for revenue than does the median Source as % of Revenues city. The City of Long Beach levies a utility users’ tax of seven percent and an annual Median Long Beach business license tax of $268. The City of Long Beach’s long-term debt per capita was $1,478 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Over a third (37 percent) of the City’s long-term debt consisted of general obligation bonds issued to finance a museum, parking meters, a golf course, a parking plaza, a public safety facility, a town center, and other capital improvements. Bonded redevelopment debt constituted 26 percent of the City’s long- term debt. Other sources, including self-insurance claims, police and fire annuities, and oil field abandonment costs, constituted 20 percent of the City’s long-term debt. The City implemented a plan in 2003 to reduce its (then $102 million) structural budget deficit, and updates the plan each fiscal year. The City has succeeded in reducing its deficit from $102 million to $32 million in FY 05-06. The FY 05-06 plan would eliminate all but $0.7 million of the deficit. Under the plan, the City has reduced costs through staffing and program reductions to focus services on those most important to Long Beach constituents. The City no longer relies on one- time revenues for balancing its budget. Fees have been increased and. Enterprise activities are being transferred from the General Fund to Enterprise Funds, and cost recovery for services is being aggressively pursued.18 17 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 18 City of Long Beach Proposed FY 05-06 Budget, August 2005, Sections 2 and 4. 140 CITY OF LONG BEACH The City’s contingency reserves were 10 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $34.7 million in contingency reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Long Beach is a member of the Gateway Cities Council of Governments. The City of Long Beach participates in the Long Beach/Signal Hill Joint Powers Agency which is responsible for fire and health department programs related to hazardous materials management. Also, the City is part of the Spring Street Corridor JPA with the City of Signal Hill, the Metropolitan Cooperative Library System, and the Alameda Corridor Transportation Authority. GOVERNMENT STRUCTURE OPTIONS As part of its Performance Management Initiatives program, the City identifies opportunities for reorganization or consolidation to streamline community services. The City has not proposed any government structure options. 141 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2002 Dispatch Direct Total Service Calls 671,814 Search and Rescue Direct 911 Calls 213,339 Crime Lab Direct Non-Emergency Calls NP SWAT Direct % 911 Calls 32% Temporary Holding Direct Calls per 1,000 people 1,458 Bomb Squad Sheriff Arrests 32,221 Canine Services Direct Citations 67,242 Academy Training Direct 2003 FBI Index Crimes 18,619 POST Certified? Yes Crime Rate per 10,000 404 Service Adequacy Resources Complaints 428 Total Staff 1,508 Priority One Response Time 4:36 Total Sworn Staff 966 Response Time Base Year 2002 Sworn Staff per 1,000 2.1 Response Time Note None Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 21% Marked Police Vehicles 49 Service Challenges None. Service demands in the Rancho Dominguez area are well within the capability and capacity of the City's Police Department. Facilities Station Location Condition Other Purpose Built South Patrol Division, Planning and Building Code Enforcment City Hall East 100 Long Beach Blvd Good Inspectors 2000 Will replace City Hall East as Police Under Headquarters in Spring Public Safety Building 400 West Broadway Construction 2005 1959 West Patrol Substation 1835 Santa Fe Ave Good Patrol Substation 1996 North Patrol Substation 4891 North Atlantic Ave Good Patrol Substation 2004 East Patrol Substation 4800 Los Coyotes Diagonal Fair Patrol Substation 1984 Heliport, SWAT,K9, Motors, Parking enforcenment, school Field Support Division 3501 Lakewood Blvd Fair crossing guards 1998 continued 142 CITY OF LONG BEACH Facilities (continued) Station Location Condition Other Purpose Built Youth Services Division 1957 Pacific Fair Youth Services 1999 Sea Spray 333 West Broadway Good Video Productions 2000 Sea Spray 333 West Broadway Good Community Relations 1998 Marine Patrol 205 Marine Dr Fair Marine Patrol 1999 Emergency Communications and Fire Communications Operations Center Center, Emergency (ECOC) 2990 Redondo Ave Good Operations Center 2003 Training Division and Police Academy 7290 Carson St Fair Police Range 1958 Crime Lab and Crime Laboratory and Property/Evidence Property Storage Facility 1400 Canal Good Storage 2001 Police Athletic League (North PAL) 2311 South St Good North PAL 2002 Police Athletic League (East PAL) 1205 Freeman Ave Good East PAL 1995 Police Athletic League (West PAL) 1401 W.9th St Good West PAL 1993 Infrastructure Needs/Deficiencies The Public Safety Building is currently under renovation. A new substation is needed on the east side of the City. Also, the Police Academy is dated and needs improvements. Regional Collaboration Crime Prevention: LA County Sheriff provides insight into trends in LA County. LBPD also part of numerous MOU's with federal, state, and local agencies to suppress and prevent crime. Narcotics: Member of LA Impact, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs. Auto Theft: Member of regional task force (TRAP). Records Management: Provides CAD and records management services to Signal Hill PD. 143 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2004 EMS Direct Total Service Calls 46,025 Ambulance Transport Direct % EMS 81.7% Hazardous Materials Mutual Aid % Fire NP Air Rescue & Ambulance Helicopter CFPD % False Alarm NP Fire Suppression Helicopter CFPD % Fire & False Alarm 11.8% Public Safety Answering Point Long Beach PD % Other 6.5% Fire/EMS Dispatch Direct Calls per 1,000 people 99 Service Adequacy Resources ISO Rating Class 1 Fire Stations in City 23 Average Response Time 5:00 Fire Stations Serving City 23 Response Time Base Year 2002 Sq. Miles per Station 2.2 Response Time Includes Dispatch Yes Total Staff 553 Response Time Note None Total Sworn Staff 452 Service Challenges Sworn Staff per Station 20 Increased demand resulting from goods movement traffic stemming Sworn Staff per 1,000 1.0 from the Port. Staffing Base Year FY 04-05 Facilities Station Location Condition Staff per Shift Apparatus No. 1 100 Magnolia Ave Poor 2 Captain 2 Engines 2 Engineer Rescue 6 Firefighters Truck 4 Firefighter/Paramedics No. 2 1645 East 3rd St Fair 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics No. 3 1222 Daisy Ave Poor 1 Captain Engine 1 Engineer 2 Firefighters No. 4 411 Loma Ave Fair 1 Captain Engine 1 Engineer 1 Firefighters 1 Firefighter/Paramedics No. 5 7575 East Wardlow Rd Fair 1 Captain Engine 1 Engineer 1 Firefighters 1 Firefighter/Paramedics No. 6 330 Windsor Way Fair 1 Captain Engine 1 Engineer 2 Firefighters No. 7 2295 Elm Ave Fair 1 Captain Engine 1 Engineer Truck 3 Firefighters 3 Firefighter/Paramedics continued 144 CITY OF LONG BEACH Facilities (continued) No. 8 5365 East 2nd St Poor 1 Captain Engine 1 Engineer 1 Firefighters 1 Firefighter/Paramedics No. 9 3917 Long Beach Blvd Poor 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics No. 10 1417 Peterson Ave Fair 1 Captain Engine 1 Battalion Chief Rescue 1 Engineer Staff Vehicle 2 Firefighters 2Fi fi h /P di No. 11 160 East Market St Fair 1 Captain Engine 1 Engineer Rescue 6 Firefighters Truck 2 Firefighter/Paramedics No. 12 6509 Gundry Ave Fair 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics No. 13 2474 Adriatic Ave Poor 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics No. 14 5200 Elliot St Good 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics No. 15 Pier F, Berth F202 Poor 1 Captain Boat 1 Engineer 3 Firefighters No. 16 2890 East Wardlow St Fair 1 Captain Engine 1 Battalion Chief Truck 1 Engineer 3 Firefighters No. 17 2241 Argonne Ave Fair 1 Captain Engine 1 Engineer Truck 4 Firefighters 2 Firefighter/Paramedics No. 18 3361 Palo Verde Ave Poor 1 Captain Engine 1 Engineer 2 Firefighters No. 19 3559 Clark Ave Fair 1 Captain Engine 1 Engineer Rescue 2 Firefighters 2 Firefighter/Paramedics continued 145 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Facilities (continued) No. 20 1980 Pier D Street Poor 1 Captain Boat 1 Engineer 3 Firefighters No. 21 225 Marina Dr Poor 1 Captain Boat No. 22 6340 Atherton St Fair 1 Captain Engine 1 Battalion Chief Staff Vehicle 1 Engineer 1 Firefighter 1 Firefighter/Paramedic No. 23 611 Pier T Ave Poor 1 Captain Engine 1 Engineer 2 Firefighters Infrastructure Needs/Deficiencies New facilities or facility upgrades are needed throughout the City. The City maintains improvement plans for the fire station located at the Port of Long Beach. Fire Station No. 1 is in need of improvements and fire stations 7, 9, 10, 12 and 18 are in need of repairs. Regional Collaboration Automatic Aid Providers Mutual and automatic aid agreements with CFPD, City of LA, and Orange LA County, City of LA, Orange County. Participant in the California Master Mutual Aid Plan through OES. County Long Beach/Signal Hill Joint Powers Agency for hazardous materials management programs. 146 CITY OF LONG BEACH SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 1,000,000 Residential Curbside Recyclable Collection Yes 800,000 Residential Curbside Greenwaste Collection No 600,000 Residential Curbside 400,000 HHW Collection Yes Commercial On-Site 200,000 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 589,188 9,398 Year Rate 1998 742,684 4 5,238 IWMA Requirement1 2000 50% 1999 785,513 5,200 Actual Diversion 2000 55% 2000 710,799 1 .60 2 1,178 2001 56% 2001 664,501 1 .48 6,330 2002 54% 2002 675,741 1 .48 7,659 2003 43%2 2003 696,230 1 .51 1 1,453 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 86% 2013 Azusa Land Reclamation Co. Landfill Azusa 7% 2025 Chiquita Canyon Landfill Los Angeles 5% 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. 147 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance Direct Flood Control LACFCD; Direct Drainage System The west portion, roughly 44 percent of the City, drains to the Los Angeles River and the east portion, about 7 percent, drains to the San Gabriel River. The remainder drains directly to Long Beach Harbor and Alamitos Bay. Flood Hazards NPDES Program Implementation FY 03-041 Port, area north of Port, and Alamitos Bay area fall within 100- Public Information Completed year flood plain. Development Planning Completed Development Construction Completed Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 3,872 Industrial/Commercial Facilities # of Inlet Inspections 3,872 # Inspected NA Total Waste Removed from Inlets (cu. yards) 712 # of Enforcement Actions NA # of Calls Received 100 Development Construction # of Events/Workshops Attended 48 # Inspected 80 Permitted Construction Dischargers2 48 # of Enforcement Actions 0 Permitted Industrial Dischargers2 85 Illicit Discharges Service Adequacy FY 03-041 # Reported 495 Inlet Inspection Rate 1.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 6 months # Reported 0 Illicit discharge response time immediate # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 3,872 inlets, 180 miles of open and closed storm drain Storm drain system improvements needed throughout the City are addressed through the CIP process. Hamilton Bowl (owned by LA County DPW) needs detention basin/pump station upgrades. (1) Information provided by City of Long Beach, Stormwater Management Division. There is no inspection and enforcement requirement in for industrial and commercial facilities in the Long Beach NPDES permit. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 148 CITY OF LONG BEACH STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 802.3 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 27,281 Street/Pot Hole Repair Direct SCE Street Lights1 None Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 26 Intersection Signal Maintenance Direct Part Time Staff 9 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance City Light & Power Infrastructure Needs/Deficiencies2 Reconstruction of 2nd St and Pacific Coast Highway intersection; arterial street improvements in conjunction with installation of video imaging detection and fiberoptics to improve traffic flows; citywide residential street improvements; construction of bike path connecting Alamitos Bay to Downtown; major corridor enhancements including 7th St, Willow St, Long Beach Blvd, and Bellflower Blvd; road realignments or continuation needed on Shoreline Drive, Ocean Blvd, Deforest Ave, Ninth St, and Studebaker Rd.; street widening needed along parts of 7th St, Alamitos Ave, Atlantic Blvd, Magnolia Ave, Lakewood Blvd, and Spring St; some arterial and residential streets are in poor to critical condition. Service Challenges I-710 congestion and truck traffic to/from the port . (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment 149 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 1413.0 Recreation Services Direct Total School Park Acres 184.8 Total County Park Acres 1062.5 Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 2.9 Full Time 139 Total Park Acres per 1,000 Residents1 5.4 Part Time 0 Facilities Recreation Centers California Recreation Center 1550 Martin Luther King, Jr. Ave. Recreation Park 4900 E. 7th St. Senior Center Long Beach Senior Center 1150 E. 4th Street Other Bayshore Roller Hockey Rink 14-54th Place Billie Jean King Tennis Center 1040 Park Avenue El Dorado Tennis Center 2800 Studebaker Rd. El Dorado Golf Course 2400 Studebaker Rd. Heartwell Golf Course 6700 E. Carson The Leeway Sailing & Aquatics Center 5437 E. Ocean Blvd Peter Archer Rowing Center 5750 Boathouse Lane Recreation 9-hole Golf Course 5000 E. 7th St. Recreation 18-hole Golf Course 5000 E. Anaheim St. Skylinks Golf Course 4800 W. Wardlow Infrastructure Needs/Deficiencies Construction of rehabilitation projects at Martin Luther King Jr. Park and Silverado Park swimming pools .Also improvements to Senior Center, California Rec. Center, Wardlow Park, MacArthur Park, and Stearns Park. (1) Total Park Acres is the total of local, school and county park acres. 150 CITY OF LONG BEACH LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 12 Service Adequacy FY 02-031 Book Volumes 832,671 Book Volumes Per Capita 1.75 Audio 21,039 Local Area per Branch (sq. mi.) 4.21 Video 14,043 Annual Hours per 100 Residents 4.69 Periodicals 2,532 Facilities Name Location Main Library 101 Pacific Avenue Alamitos Neighborhood Library 1836 E. Third St. Bayshore Neighborhood Library 195 Bay Shore Bret Harte Neighborhood Library 1595 W. Willow St. Brewitt Neighborhood Library 4036 E. Anaheim St. Brunette Neighborhood Library 560 E. Hill St Dana Neighborhood Library 3680 Atlantic Ave. El Dorado Neighborhood Library 2900 Studebaker Rd. Los Altos Neighborhood Library 5614 Britton Mark Twain Neighborhood Library 1325 E. Anaheim St North Neighborhood Library 5571 Orange Ave Ruth Bach Neighborhood Libraary 4055 Bellflower Blvd Facilities Needs/Deficiencies Building the new MacArthur Park Branch library. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 151 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-17: CITY OF LY NWOOD The City of Lynwood arranges for service provision within the city limits. The City is a direct provider of recreation, park maintenance, and street maintenance services, and relies on special districts and the County for police, fire and emergency medical, wastewater, library, stormwater, and flood control services. FORMATION AND BOUNDARY The City of Lynwood incorporated in 1921 and is organized as a general law city. The City is located in southeast Los Angeles County just east of the City of Los Angeles. The City is bounded by both unincorporated territory and incorporated cities. The City of South Gate borders to the north. The City’s eastern boundary is bordered by an unincorporated territory to the northeast and the City of Paramount to the southeast. The City of Compton borders the City to the south. The unincorporated community of Willowbrook lies to the west along with a small unincorporated territory sandwiched between the City of Lynwood and the City of Los Angeles. The City of Lynwood constitutes 4.9 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Lynwood that includes the unincorporated area northwest of the City between the City of Los Angeles and the City of Lynwood. The City’s boundary and SOI are depicted in Appendix B, Map 27. 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 elects a mayor and vice mayor from its members annually. The City Council meets twice a month. Council meetings are held every first and third Tuesday of each month. The Council meeting schedule is posted on the City’s website. City Council agendas are also posted on the City’s website and agendas and minutes are posted at City Hall. The City updates constituents by posting city news and information about community events on its website. Complaints may be submitted via phone, letter, e-mail, and in person. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Lynwood is a primarily residential area, with a relatively balanced mixture of single and multifamily residential areas. Within the City, 65 percent of developable land is designated for residential use, 16 percent is designated for commercial use and 11 percent for industrial use. Industrial areas are located primarily on the east and west ends of the City. Commercial areas are concentrated adjacent to the Lynwood Towne Center and along the Long Beach Boulevard and Atlantic Avenue corridors. 152 CITY OF LYNWOOD Growth opportunities exist primarily through infill and redevelopment efforts. The City maintains commercial development plans along both the Atlantic Avenue and Long Beach Boulevard corridors as well as the Alameda corridor. An additional site for commercial expansion is the 36-acre Plaza Mexico development north of the 105 Freeway between State Street and Long Beach Boulevard. Residential housing may be expanded through infill development of vacant land and redevelopment of underutilized land. In addition, to maintain low-density neighborhoods, the City encourages lot splits of large single-family residential lots. Lynwood is a built-out community with limited room for new development. The City has limited vacant land suitable for development. Community preferences for low-density development also constrain growth by limiting high-density residential development. Heavy noise and air contaminant levels resulting from industrial traffic flows along the Alameda corridor and the 710 Freeway to the east further limit the City's growth. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Lynwood stated it does not conduct performance evaluation of its operations and does not monitor productivity through workload tracking. However, the City does maintain a strategic plan through which the City can assess its progress towards achieving City goals. The City was a finalist in the 2003 City Livability Award from the U.S. Conference of Mayors for its Black History Month program. 153 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-17: Lynwood General Fund Revenue Sources, FY 02-03 The City received $18.3 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $313 per capita.19 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Los Licenses & Permits Angeles County was $459. The City’s Franchise Income revenue per capita was 34 percent lower Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on Interest & Rent utility users’ tax, vehicle license fees (VLF), VLF franchise income, and other sources than Utility Users Tax does the median city. The City general Sales & Use Tax fund relies less on property tax, sales tax, business license tax, and licenses for Property Tax revenue than does the median city. The City of Lynwood does not levy a transient 0% 10% 20% 30% occupancy tax. The City levies a utility Source as % of Revenues users’ tax of 10 percent and a business license tax that varies by business type. Median Lynwood The City of Lynwood’s long-term debt per capita was $645 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Over a third (37 percent) of the City’s long-term debt consisted of redevelopment bonds. General obligation bonds issued to finance corporate yard land purchase and capital improvements constituted 33 percent of the City’s long-term debt. A federal Section 108 loan constituted 19 percent of the City’s long-term debt. The City’s contingency reserves were 43 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $10.4 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Lynwood is a member of the Gateway Cities Council of Governments. The City of Lynwood receives police services from the Los Angeles County Sheriff’s Department. 19 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 154 CITY OF LYNWOOD GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 22,260 Search and Rescue Sheriff 911 Calls NP Crime Lab Sheriff Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Sheriff Calls per 1,000 people 379 Bomb Squad Sheriff Arrests 2,104 Canine Services Sheriff Citations 5,843 Academy Training Sheriff 2003 FBI Index Crimes 2,670 POST Certified? Yes Crime Rate per 10,000 454 Service Adequacy Resources Complaints (1) NA Total Staff (2) 306 Priority One Response Time 5:10 Total Sworn Staff (2) 258 Response Time Base Year 2004 Sworn Staff per 1,000 4.3 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 25% Marked Police Vehicles 73 Service Challenges None Facilities Station Location Condition Other Purpose Built Public meeting Century Station 11701 S. Alameda St. Good auditorium 1994 Infrastructure Needs/Deficiencies None Regional Collaboration Mutual Aid: Member (1) Total complaints received at Century Station, which serves Lynwood and unincorporated areas of Florence-Graham, Walnut Park, and Willowbrook. (2) Total sworn staff at Century Station, which serves Lynwood and unincorporated areas of Florence-Graham, Walnut Park, and Willowbrook. 155 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 4,261 Ambulance Transport AMR % EMS 75.2% Hazardous Materials CFPD % Fire 4.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 11.7% Fire Suppression Helicopter CFPD % Fire & False Alarm 16.4% Public Safety Answering Point Sheriff % Other 8.4% Fire/EMS Dispatch CFPD Calls per 1,000 people 72 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:06 Fire Stations Serving City 3 Response Time Base Year 2004 Sq. Miles per Station1 2.4 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 27 Service Challenges Sworn Staff per Station1 14 Sworn Staff per 1,0001 0.5 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 3161 E. Imperial Hwy Fair 1 Captain Squad No. 147 1 Engineer Quint 1 Firefighter 3 Firefighter/Paramedics CFPD 4262 Martin Luther King Jr. Fair 1 Captain Engine No. 148 Blvd 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and Vernon, City of LA, Compton, attend joint training and drill activities. Downey Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 156 CITY OF LYNWOOD SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 100,000 Residential Curbside Recyclable Collection Yes 80,000 Residential Curbside Greenwaste Collection No 60,000 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) Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 54,625 1 36 Year Rate 1998 63,946 6 15 IWMA Requirement1 2000 50% 1999 83,411 641 Actual Diversion 2000 NA 2000 88,509 1 .55 8 27 2001 NA2 2001 75,670 1 .31 4 74 2002 NA2 2002 58,517 1 .01 3 34 2003 NA3 2003 70,405 1 .20 NA3 Disposal Facilities 2002 Estimated Closure Facility Name Location % Disposed at Site4 Date Bradley Landfill West and West Extension Los Angeles 30% 2007 Puente Hills Landfill Whittier 19% 2013 Olinda Alpha Landfill Brea 15% 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) No data availabile. CIWMB initiated a compliance process with a time schedule order for the City in 2003. (3) The City joined the LA Integrated Waste Management Authority—a JPA with 16 cities as members—in 2003. Diversion is measured jointly for the members of this regional agency. CIWMB has initiated a compliance process with a time schedule order for the regional agency due to compliance orders for three members—Hermosa Beach, Lynwood and Torrance. (4) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 157 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to LA River. Flood Hazards NPDES Program Implementation FY 03-041 Southern areas are located within a 100-year flood plain Public Information Completed susceptible to LA River/Rio Hondo Channel flooding. Development Planning Completed Most of City is vulnerable to Sepulveda Dam failure. Development Construction Completed Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 16 Industrial/Commercial Facilities # of Inlet Inspections 16 # Inspected 147 Total Waste Removed from Inlets .13 tons # of Enforcement Actions 11 # of Calls Received NADevelopment Construction # of Events/Workshops Attended 2 # Inspected 16 Permitted Construction Dischargers2 5 # of Enforcement Actions 4 Permitted Industrial Dischargers2 19 Illicit Discharges Service Adequacy FY 03-041 # Reported 5 Inlet Inspection Rate 1.00 # of Enforcement Actions 3 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 25 hours # of Enforcement Actions 0 Overall Self Rating3 9 Facilities Infrastructure Description Needs/Deficiencies 16 inlets, 2,550 ft. of closed storm drains Storm drains are in need of extension and replacement. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 158 CITY OF LYNWOOD STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 95.8 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 950 Street/Pot Hole Repair Direct SCE Street Lights1 2,000 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 17 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Some arterial and residential streets are in poor to critical condition. Service Challenges I-710 congestion (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 46.0 Recreation Services Direct Total School Park Acres 52.0 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.6 Full Time 10 Total Park Acres per 1,000 Residents1 1.3 Part Time None Facilities Recreation Centers Recreation Center 11301 Bullis Rd Youth Center 11409 Birch St Senior Center None NA Other None NA Infrastructure Needs/Deficiencies The City is looking to increase park acreage and promote recreational facilities. (1) Total Park Acres is the total of local, school and county park acres. 159 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 92,699 Book Volumes Per Capita 1.29 Audio 11,682 Local Area per Branch (sq. mi.) 4.86 Video NA Annual Hours per 100 Residents 3.98 Periodicals 131 Facilities Name Location Lynwood Library 11320 Bullis Road Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 160 CITY OF MAYWOOD CHAPTER A-18: CITY OF MAY WOOD The City of Maywood arranges for service provision within the city limits. The City is a direct provider of police, recreation, park maintenance and public works services, and relies on special districts and the County for library, fire and emergency medical, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Maywood incorporated in 1924 and is organized as a general law city. The City is located in southeast Los Angeles County east of the Los Angeles River. The City is bounded by three incorporated cities: Vernon to the north, Huntington Park to the southwest and Bell to the south and east. The City of Maywood constitutes 1.2 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Maywood. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 28. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held every second and fourth Tuesday of each month. The Council meeting schedule is available from the City Clerk and 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 through a quarterly newsletter and by posting city news and information about community events on its website. Complaints are typically handled by individual departments. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Maywood is primarily a built-out residential area. A mixture of single and multiple family residential land use lies within the city. While residential land use makes up over 70 percent of parceled land, industrial use makes up 9.5 percent and commercial consists of 8.5 percent. Industrial property is concentrated in the far northwestern and southeastern corners of the City. Commercial areas exist along Slauson Avenue and Atlantic Boulevard, the City's two major corridors. Growth opportunities exist primarily through infill and redevelopment efforts. The City maintains commercial, industrial and mixed-use development plans for the Town Center. The area 161 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A of planned development covers 64 acres in the center of the City. In addition, industrial development potential exists along the northwestern fringes of the City. Residential growth for the city will mostly occur as a result of construction of senior housing and mixed use development. Since there is no vacant land available for residential development, residential expansion will focus on increasing density. 30 acres of mixed-use designated land is available for high density residential development along Slauson Avenue and Atlantic Boulevard in the Town Center. Maywood is a built-out community with little room for new development. The City has limited vacant land, and vacant land parcels are too small for development. Community preferences for low- density development in some neighborhoods also constrain growth by limiting high-density residential development. Also, infrastructure needs limit increases to residential densities. Industrial land use and traffic flows within neighboring industrial communities also pose limitations on residential development. To reduce harmful effects of industrial noise and contaminants, the City of Maywood maintains a buffer between its residential neighborhoods and the neighboring cities' industrial areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Maywood stated it does not conduct performance evaluations and does not track workload to monitor productivity. The City did not mention any awards for distinguished service or achievements for recent fiscal years. 162 CITY OF MAYWOOD FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-18: Maywood General Fund Revenue Sources, FY 02-03 The City received $5.2 million in Other general fund revenue in FY 02-03, which amounted to $229 per capita.20 By Service Charges comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Licenses & Permits Los Angeles County was $459. The City’s Franchise Income revenue per capita is 50 percent lower than Hotel Tax (TOT) in the median city. Business License The City depends more heavily on Interest & Rent utility users’ tax, vehicle license fees (VLF), VLF business license tax, licenses, fines, service Utility Users Tax charges, and other sources than does the median city. The City general fund relies Sales & Use Tax less on property tax, sales tax, interest Property Tax income, and transient occupancy tax for revenue than does the median city. The 0% 10% 20% 30% City of Maywood levies a utility users’ tax Source as % of Revenues of five percent and a business license tax with an annual minimum payment of $50. Median Maywood The City of Maywood’s long-term debt per capita was $587 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly three quarters (70 percent) of the City’s long-term debt consisted of bonded redevelopment debt. Certificates of participation to finance capital improvements constituted 22 percent of the City’s long-term debt. The City’s contingency reserves were 38 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $2.9 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Maywood is a member of the Gateway Cities Council of Governments. The City of Maywood provides policing services to the City of Cudahy. The City’s police department is a member of the Metropolitan Gang Task Force. The City is a member of the California Joint Powers Insurance Authority. 20 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 163 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 19,262 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 847 Bomb Squad Sheriff Arrests 558 Canine Services Sheriff Citations 6,281 Academy Training Sheriff 2003 FBI Index Crimes 675 POST Certified? Yes Crime Rate per 10,000 297 Service Adequacy Resources Complaints (1) 9 Total Staff 52 Priority One Response Time 1:27 Total Sworn Staff 29 Response Time Base Year 2004 Sworn Staff per 1,000 0.7 Based on average of all Response Time Note response times Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 25% Marked Police Vehicles 17 Service Challenges Financing constraints. Facilities Station Location Condition Other Purpose Built Maywood Police Department 4317 E. Slauson Ave Fair None 1994 Infrastructure Needs/Deficiencies Expansion of the facility is needed. Regional Collaboration Contract Service Provider: Provides policing services to City of Cudahy. (1) Total complaints received at Maywood Police Department, which serves Maywood and Cudahy. 164 CITY OF MAYWOOD FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 966 Ambulance Transport AMR % EMS 73.7% Hazardous Materials CFPD % Fire 2.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 14.2% Fire Suppression Helicopter CFPD % Fire & False Alarm 16.9% Public Safety Answering Point Sheriff % Other 9.4% Fire/EMS Dispatch CFPD Calls per 1,000 people 42 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 0 Average Response Time 4:48 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station1 NA Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 NA Service Challenges Sworn Staff per Station1 NA 1 Sworn Staff per 1,000 NA None Staffing Base Year FY 03-04 Facilities 2 Station Location Condition Staff per Shift Apparatus CFPD 6320 Pine Ave., Fair 1 Captain Engine No. 163 Bell 1 Engineer Squad 1 Firefighter 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Vernon Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 165 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 25,000 Residential Curbside Recyclable Collection Yes 20,000 Residential Curbside Greenwaste Collection Yes 15,000 Residential Curbside 10,000 HHW Collection Yes Commercial On-Site 5,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Waste Management; Consolidated Disposal Tons Tons Disposed Alternative Daily Waste Hauler(s) Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 19,993 26 Year Rate 1998 19,006 21 IWMA Requirement1 2003 50% 1999 15,862 13 Actual Diversion 2000 45% 2000 18,686 0 .84 14 2001 45% 2001 17,786 0 .80 48 2002 44% 2002 17,897 0 .79 646 2003 33%2 2003 21,689 0 .95 1,112 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Chiquita Canyon Landfill Los Angeles 51% 2019 Olinda Alpha Landfill Brea 27% 2013 Puente Hills Landfill Whittier 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. 166 CITY OF MAYWOOD STORMWATER Service Configuration Stormwater Maintenance LACDPW, Private, Direct Flood Control LACFCD Drainage System Storm drains flow to LA River. Flood Hazards NPDES Program Implementation FY 03-041 City susceptible to Sepulveda and Hansen Dam failure. Public Information Implemented Development Planning Implemented Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 12 Industrial/Commercial Facilities # of Inlet Inspections NP # Inspected 0 Total Waste Removed from Inlets NA # of Enforcement Actions 0 # of Calls Received 0 Development Construction # of Events/Workshops Attended 2 # Inspected 0 Permitted Construction Dischargers2 3 # of Enforcement Actions 0 Permitted Industrial Dischargers2 6 Illicit Discharges Service Adequacy FY 03-041 # Reported 0 Inlet Inspection Rate NP # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 30 min # Reported 0 Illicit discharge response time 30 min # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 12 inlets, 1,800 ft. of closed strom drains No improvements mentioned in City's CIP. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 167 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 26.4 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights NP Street/Pot Hole Repair Direct SCE Street Lights1 None Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 4 Intersection Signal Maintenance Direct Part Time Staff 2 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Private Infrastructure Needs/Deficiencies Resurface island on Slauson and Alamo. Service Challenges Heavy traffic at Atlantic Blvd and Slauson Ave intersection; I-710 congestion and truck traffic. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 5.8 Recreation Services Direct Total School Park Acres 1.8 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.2 Full Time None Total Park Acres per 1,000 Residents1 0.3 Part Time 4 Facilities Recreation Centers Maywood Activity Center 4801 East 58th St. Senior Center None NA Other None NA Infrastructure Needs/Deficiencies The City is looking to develop a cardio room within the weight room facility. (1) Total Park Acres is the total of local, school and county park acres. 168 CITY OF MAYWOOD LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 39,190 Book Volumes Per Capita 1.36 Audio 2,867 Local Area per Branch (sq. mi.) 1.18 Video 2,227 Annual Hours per 100 Residents 7.59 Periodicals 63 Facilities Name Location Maywood Cesar Chavez Library 4323 E. Slauson Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 169 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-19: CITY OF NORWALK The City of Norwalk arranges for service provision within the city limits. The City is a direct provider of recreation, park maintenance and public works services, and relies on special districts and the County for police, fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Norwalk incorporated in 1957 and is organized as a general law city. The City is located in southeast Los Angeles County. The City is bounded by five incorporated cities: Downey is located to the northwest, Santa Fe Springs lies along the northern and eastern border, Cerritos and Artesia are located to the south, and Bellflower is located to the west. A small unincorporated area borders the City to the south, just north of the Artesia Freeway and west of Artesia. The City of Norwalk constitutes 9.7 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Norwalk. The City’s boundary and SOI are depicted in Appendix B, Map 29. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held every first and third Tuesday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website, in City newsletters and via cable television. Complaints are typically submitted to and handled by individual departments. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Norwalk is a primarily low-density residential area. Local commercial areas are concentrated within the City Center located along the Imperial Highway, just east of the Santa Ana Freeway. Regional commercial and light industrial activity is mostly located along Firestone Boulevard. Growth opportunities exist mostly through development of vacant land and redevelopment of underutilized land. In 2000, 339 acres of land were vacant, with potential to develop 35 single-family homes. Additional growth may result from specific commercial and residential development plans in 170 CITY OF NORWALK a number of areas throughout the City. The City's plans for the City Center include promotion of entertainment and office use in proximity to a transit center. Also, the City plans to develop the San Antonio Village area, located between the Santa Ana Freeway, San Antonio Drive and Rosecrans Avenue, into a mixed use environment through neighborhood commercial and residential development efforts. Additionally, the City is promoting commercial, light industrial and mixed density residential development along Firestone Boulevard. Growth is constrained by the lack of developable vacant land. Many vacant lots are too small to develop, limiting the amount of space available to develop. Also, community preferences for low density development restrict increased density development in low density neighborhoods. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Norwalk stated its department managers conduct performance evaluations and are responsible for tracking workload to monitor departmental productivity. However, no specific examples were provided by the City. The City received an Award of Excellence for its quarterly brochure from the California Parks and Recreation Society. FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-19: Norwalk General Fund Revenue Sources, FY 02-03 The City received $32 million in general Other fund revenue in FY 02-03, which Service Charges amounted to $362 per capita.21 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Los Licenses & Permits Angeles County was $459. The City’s Franchise Income revenue per capita was 21 percent lower Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on sales Interest & Rent tax, utility users’ tax, vehicle license fees VLF (VLF), fines, and other sources than does Utility Users Tax the median city. The City general fund relies less on business license tax, licenses Sales & Use Tax and permits, and service charges for Property Tax revenue than does the median city. The City of Norwalk levies a utility users’ tax of 0% 10% 20% 30% Source as % of Revenues Median Norwalk 21 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 171 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A 5.5 percent and a business license tax that varies by business type. The City of Norwalk’s long-term debt per capita was $898 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly three quarters (70 percent) of the City’s long-term debt consisted of redevelopment debt. General obligation bonds issued to finance a transportation and public services facility and other capital improvements constituted 22 percent of the City’s long-term debt. The City’s contingency reserves were 48 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $14.2 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Norwalk is a member of the Gateway Cities Council of Governments. The City receives police services from the Los Angeles County Sheriff’s Department. The City is a member of the Southeast Area Animal Control Authority and the California Joint Powers Insurance Authority. Also, the City is part of the I-5 Consortium Cities Joint Powers Authority which has collaborated with other government agencies as part of the I-5 Corridor Improvement Project. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 172 CITY OF NORWALK POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 32,857 Search and Rescue Sheriff 911 Calls 6,092 Crime Lab Sheriff Non-Emergency Calls 20,599 SWAT Sheriff % 911 Calls 19% Temporary Holding Sheriff Calls per 1,000 people 369 Bomb Squad Sheriff Arrests 3,142 Canine Services Sheriff Citations 12,879 Academy Training Sheriff 2003 FBI Index Crimes 3,537 POST Certified? Yes Crime Rate per 10,000 398 Service Adequacy Resources Complaints (1) 105 Total Staff (2) 232 Priority One Response Time 3:46 Total Sworn Staff (2) 188 Response Time Base Year 2004 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 24% Marked Police Vehicles 42 Service Challenges Budget shortfalls place operating constraints on staffing and infrastructure. Facilities Station Location Condition Other Purpose Built Norwalk Station 12335 Civic Center Dr Good None 1972 Infrastructure Needs/Deficiencies Expansion of the facility and upgraded communications technology. Regional Collaboration Mutual Aid: Member Jail: The CHP, Department of Corrections, LA County Parole, and local school police use the Norwalk Station's holding facilities. (1) Total complaints received at Norwalk Station, which serves La Mirada, Norwalk and unincorporated area of South Whittier. (2) Total sworn staff at Norwalk Station, which serves La Mirada, Norwalk and unincorporated area of South Whittier. 173 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 5,737 Ambulance Transport AMR % EMS 75.1% Hazardous Materials CFPD % Fire 3.7% Air Rescue & Ambulance Helicopter CFPD % False Alarm 12.3% Fire Suppression Helicopter CFPD % Fire & False Alarm 16.1% Public Safety Answering Point Sheriff % Other 8.8% Fire/EMS Dispatch CFPD Calls per 1,000 people 64 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:59 Fire Stations Serving City 2 Response Time Base Year 2004 Sq. Miles per Station1 5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 42 Service Challenges Sworn Staff per Station1 21 Sworn Staff per 1,0001 0.5 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 12110 E. Adoree St Fair 2 Captains Engine No. 20 2 Engineers Squad 3 Firefighters Truck 3 Firefighter/Paramedics CFPD 11317 Alondra Blvd Fair 1 Captain Engine No. 115 1 Engineer 2 Firefighters Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. None Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 174 CITY OF NORWALK SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 140,000 Residential Curbside Recyclable Collection Yes 120,000 Residential Curbside 100,000 Greenwaste Collection Yes 80,000 Residential Curbside 60,000 HHW Collection Yes 40,000 Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Consolidated Disposal Service; Jackson Disposal Tons Tons Disposed Alternative Daily Waste Hauler(s) Service Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 118,442 812 Year Rate 1998 110,029 1,294 IWMA Requirement1 2003 50% 1999 107,075 2,551 Actual Diversion 2000 29% 2000 105,387 1.23 1,960 2001 29%2 2001 91,296 1.05 2,036 2002 33%2 2002 85,210 0.97 6,709 2003 29%2 2003 91,406 1.03 1 1,887 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Olinda Alpha Landfill Brea 43% 2013 Puente Hills Landfill Whittier 27% 2013 Chiquita Canyon Landfill Los Angeles 22% 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. 175 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Areas west of San Gabriel River fall within a 100-year flood Public Information Implemented plain, most of City is vulnerable to Whittier Narrows Dam Development Planning Implemented failure. Development Construction Implemented Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 58 Industrial/Commercial Facilities # of Inlet Inspections 58 # Inspected 220 Total Waste Removed from Inlets 9.65 tons # of Enforcement Actions 77 # of Calls Received 14 Development Construction # of Events/Workshops Attended 6 # Inspected 285 Permitted Construction Dischargers2 4 # of Enforcement Actions 6 Permitted Industrial Dischargers2 11 Illicit Discharges Service Adequacy FY 03-041 # Reported 23 Inlet Inspection Rate 1.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 36 hours # Reported NA Illicit discharge response time 12 hours # of Enforcement Actions NA Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 28 inlets, 800 ft. of open channel and 3,200 ft. of closed Curtis and King lift station repairs needed. storm drains (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 176 CITY OF NORWALK STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 181.2 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 4 Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 6 Intersection Signal Maintenance Direct Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE, Direct Infrastructure Needs/Deficiencies Street improvements on Bloomfield and Studebaker. Service Challenges Congestion is predicted to grow in the area of Firestone Blvd and the Imperial Highway;congestion related to I-5 deficiencies. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 129.0 Recreation Services Direct Total School Park Acres 309.1 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.2 Full Time 2 Total Park Acres per 1,000 Residents1 4.0 Part Time 2 Facilities Recreation Centers Hermosillo Park Recreation Center 11959 162nd st Gerdes Park Recreation Center 14700 Gridley Rd Senior Center Norwalk Senior Citizens Center 14040 San Antonio Dr. Other Sports Center 13000 Clarkdale Ave Aquatics Pavillion 12301 Sproul St Infrastructure Needs/Deficiencies Upgrades to Holifield Park , parking and lighting improvemetns to Norwalk and Gerdes Park. Improvements to Vista Verde Park. (1) Total Park Acres is the total of local, school and county park acres. 177 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 269,260 Book Volumes Per Capita 2.52 Audio 8,300 Local Area per Branch (sq. mi.) 4.84 Video 7,645 Annual Hours per 100 Residents 1.37 Periodicals 323 Facilities Name Location Norwalk Library 12350 Imperial Highway Alondro Library 11949 Alondra Boulevard Facilities Needs/Deficiencies Renovation of the Alondro Library roof. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 178 CITY OF PARAMOUNT CHAPTER A-20: CITY OF PARAMOUNT The City of Paramount arranges for service provision within the city limits. The City is a direct provider of recreation, water, and park and street maintenance services, and relies on special districts and the County for police, fire and emergency medical, library, wastewater, stormwater, and flood control services. FORMATION AND BOUNDARY The City of Paramount incorporated in 1957 and is organized as a general law city. The City is located in southeast Los Angeles County, northeast of the Long Beach and Artesia Freeway intersection. The City is bounded by six incorporated cities: South Gate and Downey to the north, Bellflower to the east, Long Beach to the south, Compton to the west, and Lynwood to the northwest. Unincorporated territory also borders the City to the west between Rosecrans Avenue and Compton Boulevard, and to the north just east of the Long Beach Freeway. The City of Paramount constitutes 4.7 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Paramount. The City’s boundary and SOI are depicted in Appendix B, Map 30. 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. Each year, the Council elects a mayor and vice mayor from its members. The City Council meets twice monthly. Council meetings are held on the first and third Tuesday of each month. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website, in its quarterly newsletter and monthly Paramount Chamber of Commerce. Complaints may be submitted via internet or to the City’s Administrative Services Department in person. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City is primarily a built-out community consisting mostly of single and multiple family residential land use. The City also contains a large amount of industrially zoned land within the central area between Paramount and Garfield Avenue. The central business district (CBD) is the major area of office and retail activity, located east of the Union Pacific rail line and south of Alondra Boulevard. 179 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Growth opportunities exist primarily through infill and redevelopment efforts. The City is located along primary trade routes, allowing for growth in the logistics and warehousing sector. Housing growth potential exists through redevelopment of underutilized land and the construction of second units on larger lots. Paramount is a built-out community with little room for new development. The City has limited vacant land suitable for development. Industrial land use and traffic flows limit residential development in affected areas. Similarly, residential areas adjacent to industrially zoned areas limits expansion of industrial activities in the City. The City's goal to preserve open space creates additional growth limitations. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City conducts performance evaluations and tracks workload to monitory productivity. Through its mid-year and annual budget review process, individual departments analyze workload and productivity to determine needed changes to enhance performance and productivity. The City received the 2004 Livable Cities Award from the U.S. Conference of Mayors for its GRIP (Gang Resistance is Paramount) gang awareness and prevention program. It is also the recipient of an Award of Excellence from the California Parks and Recreation Society for the Paramount Pond open space project and the Around Town publication. Additionally, the City received the California Healthy Cities Project Special Achievement Award. Figure A-20: Paramount General Fund Revenue Sources, FY 02-03 FINANCING CONSTRAINTS Other AND OPPORTUNITIES Service Charges Fines & Forfeitures The City received $16.1 million in Licenses & Permits general fund revenue in FY 02-03, which amounted to $310 per capita.22 By Franchise Income comparison, municipal general fund Hotel Tax (TOT) revenue per capita in the median city in Business License Los Angeles County was $459. The City’s Interest & Rent revenue per capita is 33 percent lower than VLF in the median city. Utility Users Tax The City depends more heavily on sales Sales & Use Tax tax, utility users’ tax, vehicle license fees Property Tax (VLF), business license, and franchise income than does the median city. The 0% 10% 20% 30% 40% City general fund relies less on property Source as % of Revenues tax, interest income, licenses and permits, Median Paramount 22 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 180 CITY OF PARAMOUNT and service charges than does the median city. The City of Paramount does not levy a transient occupancy tax. The City levies a utility users’ tax of three percent and a business license tax with a minimum annual payment of $111. The City of Paramount’s long-term debt per capita was $1,305 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (95 percent) of the City’s long-term debt consisted of redevelopment debt. The City’s contingency reserves were 46 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $10.4 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION Paramount is a member of the Gateway Cities Council of Governments. The City of Paramount receives police services from the Los Angeles County Sheriff’s Department. The City contracts police helicopter service from the City of Lakewood. Also, the City is a member of the Southeast Area Animal Control Authority and is a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 181 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 24,995 Search and Rescue Sheriff 911 Calls 5,147 Crime Lab Sheriff Non-Emergency Calls 18,693 SWAT Sheriff % 911 Calls 21% Temporary Holding Sheriff Calls per 1,000 people 480 Bomb Squad Sheriff Arrests 1,756 Canine Services Sheriff Citations 8,001 Academy Training Sheriff 2003 FBI Index Crimes 2,547 POST Certified? Yes Crime Rate per 10,000 489 Service Adequacy Resources Complaints (1) 164 Total Staff (2) 294 Priority One Response Time 2:48 Total Sworn Staff (2) 237 Response Time Base Year 2004 Sworn Staff per 1,000 1.1 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 17% Marked Police Vehicles 65 Service Challenges Lack of support staff and increasing population densities in the service area. Facilities Station Location Condition Other Purpose Built Lakewood Station 5130 N. Clark Avenue Fair None 1956 Paramount Sub- City Public Safety and Station 15001 Paramount Blvd Good Sheriff personal use 1993 Infrastructure Needs/Deficiencies Construction of a new two-story structure will provide increased lobby space and workspace for detectives and deputies. Regional Collaboration Helicopter: The City contracts for helicopter services from the Lakewood patrol helicopter program. Mutual Aid: Member (1) Total complaints received at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. (2) Total sworn staff at Lakewood Station, which serves Artesia, Bellflower, Hawaiian Gardens, Lakewood, Paramount, and unincorporated areas. 182 CITY OF PARAMOUNT FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 3,064 Ambulance Transport AMR % EMS 67.1% Hazardous Materials CFPD % Fire 5.4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 17.4% Fire Suppression Helicopter CFPD % Fire & False Alarm 22.8% Public Safety Answering Point Sheriff % Other 10.1% Fire/EMS Dispatch CFPD Calls per 1,000 people 58 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:04 Fire Stations Serving City 2 Response Time Base Year 2004 Sq. Miles per Station1 5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 30 Service Challenges Sworn Staff per Station1 30 Sworn Staff per 1,0001 0.6 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 7521 E. Somerset Blvd Fair 2 Captains Engine No. 31 2 Engineers Squad 3 Firefighters Truck 3 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. None Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 183 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 100,000 Residential Curbside Recyclable Collection No 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) CalMet Services Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 66,506 232 Year Rate 1998 80,629 306 IWMA Requirement1 2003 50% 1999 76,157 422 Actual Diversion 2000 35% 2000 85,140 1.68 928 2001 32%2 2001 79,186 1.55 2,311 2002 44%2 2002 63,897 1.24 3,201 2003 45%2 2003 63,674 1.22 2,333 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 53% 2013 Bradley Landfill West and West Extension Los Angeles 21% 2007 Frank Bowerman Landfill Irvine 13% 2022 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. 184 CITY OF PARAMOUNT STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to LA River. Flood Hazards NPDES Program Implementation FY 03-041 The entire City, with exception to the northwest corner, is Public Information Implemented within a 100-year flood plain, susceptible to LA River/Rio Development Planning Implemented Hondo Channel flooding. Development Construction Implemented Illicit Connections/Discharges Completed Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 84 Industrial/Commercial Facilities # of Inlet Inspections 336 # Inspected 0 Total Waste Removed from Inlets NA # of Enforcement Actions 0 # of Calls Received 0 Development Construction # of Events/Workshops Attended 0 # Inspected 30 Permitted Construction Dischargers2 2 # of Enforcement Actions 0 Permitted Industrial Dischargers2 26 Illicit Discharges Service Adequacy FY 03-041 # Reported 20 Inlet Inspection Rate 4.00 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 89% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 84 inlets, 5,500 ft. of closed storm drains Installation of debris gates and filter inserts for storm drains serving commercial/industrial areas. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 185 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 73 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 2,760 Street/Pot Hole Repair Direct SCE Street Lights1 None Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 5 Intersection Signal Maintenance Santa Fe Springs Part Time Staff None Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance2 LA County Infrastructure Needs/Deficiencies3 Street resurfacing and slurry seal in various locations citywide. Street resurfacing and miscellaneous improvements to Paramount Blvd. Citywide street striping, legend repairs, and pavement marking. Grade seperation is needed at rail crossing on Alondra Blvd between Paramount Blvd and Garfield Ave. Service Challenges Congestion along Rosecrans Ave west of Garfield Ave and along Somerset Blvd west of Orange Ave; I-710 congestion (1) SCE: Southern California Edison (2) Although Los Angeles County Department of Public Works administers street lighting maintenance, Southern California Edison is the direct service provider. (3) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct/Private Total Local Park Acres 46.1 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.8 Full Time 17 Total Park Acres per 1,000 Residents1 0.8 Part Time 1 Facilities Recreation Centers Community Center NP Senior Center None NA Other Skate Park 7718 Somerset Blvd Infrastructure Needs/Deficiencies A variety of citywide improvements to parks, facilities and miscellaneous equipment. Paramount pool expansion and pool locker room expansion. (1) Total Park Acres is the total of local, school and county park acres. 186 CITY OF PARAMOUNT LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 86,610 Book Volumes Per Capita 1.53 Audio 4,160 Local Area per Branch (sq. mi.) 4.73 Video 4,355 Annual Hours per 100 Residents 2.95 Periodicals 89 Facilities Name Location Paramount Library 16254 Colorado Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 187 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-21: CITY OF PICO RIVERA The City of Pico Rivera arranges for service provision within the city limits. The City is a direct provider of recreation, park maintenance and street maintenance services, and relies on special districts and the County for police, fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of Pico Rivera incorporated in 1958 and is organized as a general law city. The City is located in southeast Los Angeles County, just south of the San Gabriel Valley. The Rio Hondo Channel borders the City to the west, the San Gabriel River lies to the east and the Whittier Narrows Recreational Area borders to the north. The City is bounded by unincorporated territory and six incorporated cities: Montebello to the northwest, Commerce to the west, Downey to the southwest, Santa Fe Springs to the southeast, and Whittier and Industry to the east. A small unincorporated territory borders the City to the northeast, and the unincorporated community of West Whittier-Los Nietos lies along the eastern border. The City of Pico Rivera constitutes 8.3 square miles of land and 0.5 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Pico Rivera that includes unincorporated areas between the eastern boundary and the San Gabriel River Freeway. The City’s boundary and SOI are depicted in Appendix B, Map 31. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held every first and third Tuesday of each month. The Council meeting schedule is posted on the City’s website. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. The City also operates a 24 hour information line regarding city issues. Complaints may be submitted via telephone, but may also be submitted in person by filing a complaint form at City Hall or via the City website. The City operates a general information line. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. 188 CITY OF PICO RIVERA GROWTH AND POPULATION PROJECTIONS The City of Pico Rivera is a primarily low-density residential area. A large amount of industrial land also exists within the City. Commercial and industrial land uses are scattered throughout the City. The largest area of industrial zoned land is the Northrup Plant area, south of Washington Boulevard between Paramount and Rosemead Boulevard. Growth opportunities exist primarily through infill and redevelopment efforts. The greatest potential for non-residential growth exists at the 235-acre Northrup Corporation site. The City has amended the area's zoning to allow for alternative developments including retail, entertainment and mixed-use development. Residential growth will stem mostly from the development of vacant and underutilized land scattered throughout the City. Large underutilized sites zoned for public use also provide development potential to the City. Pico Rivera is a built-out community with little room for new development. The City has limited vacant land, and community preferences for low-density neighborhoods constrain growth by limiting high-density residential development. Industrial activities and traffic flows pose limitations to residential development due to high noise and air contaminant levels. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Pico Rivera conducts performance evaluations as part of its budget process and annual reviews. The City monitors productivity through workload tracking. This information is used by the City in its annual review of City services. The City is the recipient of finance awards from the Government Financial Officers Association and the California Society of Municipal Officers. In addition, the City received two awards for communications excellence from the California Association of Public Information Officials. Additionally, the City received a national SAVVY Award from the City-County Communications and Marketing Association for its citizen participation program, recreation magazine and business brochure. FINANCING CONSTRAINTS AND OPPORTUNITIES The City received $18.8 million in general fund revenue in FY 02-03, which amounted to $312 per capita.23 By comparison, municipal general fund revenue per capita in the median city in Los Angeles County was $459. The City’s revenue per capita is 33 percent lower than in the median city. 23 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 189 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Figure A-21: Pico Rivera General Fund Revenue Sources, FY 02-03 The City depends more heavily on Other utility users’ tax, vehicle license fees (VLF), business license tax, franchise Service Charges income, licenses, fines, and service charges Fines & Forfeitures than does the median city. The City Licenses & Permits general fund relies less on sales tax, Franchise Income interest income, transient occupancy tax, and other sources for revenue than does Hotel Tax (TOT) the median city. The City of Pico Rivera Business License levies a utility users’ tax of five percent Interest & Rent and a business license tax with an annual VLF fee of $125. Utility Users Tax The City of Pico Rivera’s long-term Sales & Use Tax debt per capita was $559 at the end of FY Property Tax 03-04. By comparison, the median city in the MSR area had long-term debt of $871 0% 5% 10% 15% 20% 25% per capita. Nearly all (94 percent) of the Source as % of Revenues City’s long-term debt consisted of redevelopment debt. Median Pico Rivera The City’s contingency reserves were three percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $0.7 million in undesignated general fund reserves. In FY 03-04, the City drew on its reserves to balance its budget. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Pico Rivera is a member of the Gateway Cities Council of Governments. The City of Pico Rivera receives police services from the Los Angeles County Sheriff’s Department. The City is a member of the Southeast Area Animal Control Authority and the California Joint Powers Insurance Authority. The City of Pico Rivera participated in a joint project with the County and neighboring cities to make improvements to the Rio Hondo spreading grounds. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 190 CITY OF PICO RIVERA POLICE SERVICE Service Configuration Service Demand Patrol Sheriff Statistical Base Year 2003 Dispatch Sheriff Total Service Calls 23,081 Search and Rescue Sheriff 911 Calls 3,699 Crime Lab Sheriff Non-Emergency Calls 20,314 SWAT Sheriff % 911 Calls 16% Temporary Holding Sheriff Calls per 1,000 people 381 Bomb Squad Sheriff Arrests 3,541 Canine Services Sheriff Citations 7,404 Academy Training Sheriff 2003 FBI Index Crimes 1,805 POST Certified? Yes Crime Rate per 10,000 298 Service Adequacy Resources Complaints (1) 42 Total Staff (2) 132 Priority One Response Time 4:19 Total Sworn Staff (2) 102 Response Time Base Year 2004 Sworn Staff per 1,000 1.2 Based on average from July, Response Time Note August, September Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 28% Marked Police Vehicles 28 Service Challenges Budget shortfalls place operating constraints on staffing and infrastructure. Facilities Station Location Condition Other Purpose Built Pico Rivera Station 6631 Passons Blvd. Fair CHP bookings 1973 Infrastructure Needs/Deficiencies None Regional Collaboration Mutual Aid: Member (1) Total complaints received at Pico Rivera Station, which serves Pico Rivera and the unincorporated area of West Whittier. (2) Total sworn staff at Pico Rivera Station, which serves Pico Rivera and the unincorporated area of West Whittier. 191 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 3,665 Ambulance Transport AMR % EMS 75.3% Hazardous Materials CFPD % Fire 4.0% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10.7% Fire Suppression Helicopter CFPD % Fire & False Alarm 14.7% Public Safety Answering Point Sheriff % Other 10.1% Fire/EMS Dispatch CFPD Calls per 1,000 people 60 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:36 Fire Stations Serving City 4 Response Time Base Year 2004 Sq. Miles per Station1 3 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 45 Service Challenges Sworn Staff per Station1 15 Sworn Staff per 1,0001 0.7 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 9209 E. Slauson Ave Fair 1 Captain Engine No. 25 1 Engineer 2 Firefighters CFPD 4864 S. DurFee Fair 1 Captain Engine No. 40 1 Engineer Squad 3 Firefighter/Paramedics CFPD 7300 S. Paramount Blvd Fair 2 Captains Engine3 No. 103 2 Engineers Urban Search and Rescue Unit3 2 Firefighters Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Santa Fe Springs Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." (3) Vehicle assigned to CFPD Urban Search and Rescue Task Force 192 CITY OF PICO RIVERA SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 160,000 Residential Curbside 140,000 Recyclable Collection Yes 120,000 Residential Curbside 100,000 Greenwaste Collection Yes 80,000 Residential Curbside 60,000 HHW Collection No 40,000 Commercial On-Site 20,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Per Alternative Daily Waste Hauler(s) CalMet Services Year Disposed Capita Cover Tons Landfill Diversion Rate 1997 93,836 5,883 Year Rate 1998 111,651 6,901 IWMA Requirement1 2003 50% 1999 136,908 4,581 Actual Diversion 2000 46% 2000 123,177 2 .10 2,318 2001 45% 2001 139,239 2 .35 3,911 2002 48% 2002 124,024 2 .07 4,574 2003 32%2 2003 130,341 2 .15 4,464 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 74% 2013 Frank Bowerman Landfill Irvine 18% 2022 Commerce Refuse-to-Energy Commerce 4% 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. 193 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance Direct, LACDPW Flood Control LACFCD Drainage System Storm drains flow to Coyote Creek and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Most of the City falls within a 100-year flood plain Public Information NP susceptible to Rio Hondo Channel flooding. City is Development Planning NP vulnerable to Whittier Narrows Dam failure. Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 143 Industrial/Commercial Facilities # of Inlet Inspections 398 # Inspected 92 Total Waste Removed from Inlets 1.89 tons # of Enforcement Actions 13 # of Calls Received NA Development Construction # of Events/Workshops Attended 1 # Inspected 5 Permitted Construction Dischargers2 7 # of Enforcement Actions 0 Permitted Industrial Dischargers2 13 Illicit Discharges Service Adequacy FY 03-041 # Reported 6 Inlet Inspection Rate 2.78 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time NP # Reported 0 Illicit discharge response time 1 hour # of Enforcement Actions 0 Overall Self Rating3 NP Facilities Infrastructure Description Needs/Deficiencies 143 inlets Assessment of storm drains needed. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 194 CITY OF PICO RIVERA STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 116.7 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights NP Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 20 Intersection Signal Maintenance Direct Part Time Staff 1 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies Improvements to Rosemead Blvd and Slauson Ave. Service Challenges Congestion along Rosemead Blvd at intersections with Beverly Blvd, Whittier Blvd, Washington Blvd, Slauson Blvd, and Telegraph Rd; narrow bridges over Rio Hondo and San Gabriel Rivers creates bottlenecks. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 112.0 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.7 Full Time 7 Total Park Acres per 1,000 Residents1 1.7 Part Time NP Facilities Recreation Centers Smith Park Community Center 6016 Rosemead Blvd Rivera Park Community Center 9530 Shade Lane Senior Center Senior Center 9200 Mines Avenue Other Pico Rivera Municipal Golf Course 3620 Fairway Drive Infrastructure Needs/Deficiencies Rivera Park needs improvements. (1) Total Park Acres is the total of local, school and county park acres. 195 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 68,310 Book Volumes Per Capita 1.05 Audio 5,900 Local Area per Branch (sq. mi.) 4.15 Video NA Annual Hours per 100 Residents 3.59 Periodicals NA Facilities Name Location Pico Rivera Library 9001 Mines Avenue Rivera Library 7828 Serapis Avenue Facilities Needs/Deficiencies Expansion of existing Pico Rivera Library. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 196 CITY OF SANTA FE SPRINGS CHAPTER A-22: C I T Y O F SAN TA FE S P R I N G S The City of Santa Fe Springs arranges for service provision within the city limits. The City is a direct provider of fire and emergency medical, recreation, park maintenance, library, and street maintenance services, contracts with the City of Whittier for police services, and relies on special districts and the County for wastewater, stormwater maintenance and flood control services. FORMATION AND BOUNDARY The City of Santa Fe Springs incorporated in 1957 and is organized as a general law city. The City is located in southeast Los Angeles County, just south of the San Gabriel Valley. The City is bounded by six incorporated cities: Pico Rivera, Downey and Norwalk border the City to the west, Cerritos lies to the south, La Mirada is located along the southeastern boundary, and Whittier is adjacent to the City’s northeastern boundary. The unincorporated community of West Whittier- Los Nietos borders the City to the north and the unincorporated area of South Whittier lies along the eastern boundary. The City of Santa Fe Springs constitutes 8.8 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of Santa Fe Springs that includes the portion of West Whittier-Los Nietos that is south of Washington Boulevard. The SOI also includes a large portion of South Whittier located west of Valley View Avenue and south of Telegraph Road and two smaller portions of South Whittier west of Carmenita Road. The City’s boundary and SOI are depicted in Appendix B, Map 32. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held on the second and fourth Thursday of each month. Council meetings are not recorded or broadcast on television. City Council agendas and minutes are sent to individuals on the City’s mailing list and also posted on the City’s website. Meeting details are also summarized in the City’s newsletter, published eight times a year. The City updates constituents by posting city news and information about community events on its website, the City newsletter and in the quarterly Community Services calendar. Complaints are typically submitted via telephone or in writing. The City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. 197 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GROWTH AND POPULATION PROJECTIONS The City of Santa Fe Springs is a primarily industrial area. Nearly two-thirds of the City is zoned for industrial use, while 10 percent is residential. Residential neighborhoods are mostly low density areas located to the City's western boundary. The City's business park separates the residential area from neighboring industrial areas. Commercial areas within the City include the Carmenita Plaza and Santa Fe Springs Mall at Carmenita Avenue and Telegraph Road to the east and Santa Fe Springs Marketplace at Norwalk Avenue and Washington Boulevard to the north. Santa Fe Springs will continue to offer residential and non-residential growth as the area's major oil fields are transitioned to other uses. Three oil fields currently total nearly 600 acres of potentially developable land. The Townlot Housing Project is a 44.8 acre single family housing development planned on one of the former oil fields, situated between Telegraph Road and Clark Street and Norwalk and Bloomfield Avenue. The project will provide 651 additional housing units within the City. Also, like most other cities in the Gateway area, Santa Fe Springs may experience growth in warehousing and transportation sectors as a result of international trade growth at Los Angeles and Long Beach ports. Growth is constrained by both community preferences and industrial impacts. Current residents are interested in preserving the low-density character of their neighborhoods, posing challenges to high-density development in current residential areas. Environmental impacts resulting from industrial activities also limit residential population growth. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Santa Fe Springs conducts performance evaluation at a number of levels. The City Manager meets weekly with the management team to review the status of major goals and objectives. The City Manager also meets monthly with individual department heads to review individual and departmental performance. Monthly financial performance reports are submitted to the City Manager and City Council. Financial performance is reviewed quarterly at City Council meetings. The City monitors productivity through workload tracking as part of performance evaluation procedures. Additionally, the City participates in studies conducted by outside consultants to assess service efficiency. Studies conducted for the City’s planning and fire departments resulted in numerous recommendations and modifications to existing operations. The City is recipient of the Henry Reining Outstanding Organization Award for public/private partnerships and the Helen Putnam Award for Excellence, Arts and Quality. The Department of Police Services and Fire Department employees have received numerous awards and recognition from federal, state and regional organizations. 198 CITY OF SANTA FE SPRINGS FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-22: Santa Fe Springs General Fund Revenue Sources, FY 02-03 The City received $31.6 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $560 per capita.24 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Licenses & Permits Los Angeles County was $459. The City’s Franchise Income revenue per capita is 22 percent higher Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on Interest & Rent sales tax, franchise income, licenses and VLF permits, and service charges than does the Utility Users Tax median city. The City general fund relies less on property tax, vehicle license fees Sales & Use Tax (VLF), business license tax, transient Property Tax occupancy tax, and other sources for revenue than does the median city. The 0% 20% 40% 60% 80% City of Santa Fe Springs does not levy a Source as % of Revenues utility users’ tax. The City levies a business license tax that varies based on the number Median Santa Fe Springs of employees reported by the business. The City of Santa Fe Springs long-term debt per capita was $2,135 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (98 percent) of the City’s long-term debt consisted of redevelopment debt. The City’s contingency reserves were 41 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $15.5 million in contingency reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Santa Fe Springs is a member of the Gateway Cities Council of Governments. The City of Santa Fe Springs contracts police services from the City of Whittier. The City is a member of the fire and emergency Joint Powers Communication Center along with the cities of Downey, Montebello and Compton. The City is also a member of the Southeast Area Animal Control Authority. The City’s fire department provides haz-mat response to neighboring cities. The City is a member of the California Joint Powers Insurance Authority and participates in the Metropolitan Cooperative Library System. In addition, the City is part of the I-5 Consortium Cities Joint Powers Authority 24 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 199 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A which has collaborated with other government agencies as part of the I-5 Corridor Improvement Project. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol City of Whittier Statistical Base Year 2004 Dispatch Whittier Total Service Calls 19,847 Search and Rescue Sheriff 911 Calls NP Crime Lab Direct, Sheriff, LAPD Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Whittier PD Calls per 1,000 people 352 Bomb Squad Sheriff Arrests 2,019 Canine Services Direct Citations 4,637 Academy Training Rio Hondo College 2003 FBI Index Crimes 1,522 POST Certified? Yes Crime Rate per 10,000 270 Service Adequacy Resources Complaints (1) NP Total Staff 39 Priority One Response Time 4:07 Total Sworn Staff 33 Response Time Base Year 2003 Sworn Staff per 1,000 0.6 Based on average of all Response Time Note response times Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 22% Marked Police Vehicles 27 Service Challenges Financing constraints. Facilities Station Location Condition Other Purpose Built Police Services Center 11576 Telegraph Road NP None NP Whittier Police Department 7315 S. Painter Ave Fair None 1955 Infrastructure Needs/Deficiencies Expansion of the facility or construction of a new facility is needed. Regional Collaboration Contract Service Recipient: Receives police services from Whittier PD. Dispatch: Fire and emergency dipatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey and Santa Fe Springs. (1) Total complaints received by Whittier Police Department, which serves Santa Fe Springs and Whittier. 200 CITY OF SANTA FE SPRINGS FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2002 EMS Direct Total Service Calls 2,695 Ambulance Transport AMR % EMS 45.7% Hazardous Materials Direct % Fire 39.9% Air Rescue & Ambulance Helicopter CFPD % False Alarm 10.0% Fire Suppression Helicopter None % Fire & False Alarm 49.9% Public Safety Answering Point Whittier PD % Other 4.5% Fire/EMS Dispatch JPCC Calls per 1,000 people 47 Service Adequacy Resources ISO Rating Class 2 Fire Stations in City 4 Average Response Time 4:12 Fire Stations Serving City 4 Response Time Base Year 2002 Sq. Miles per Station 2.2 Response Time Includes Dispatch Yes Total Staff 69 Response Time Note None Total Sworn Staff 56 Service Challenges Sworn Staff per Station 14 Sworn Staff per 1,000 1.0 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift Apparatus No. 1 11300 Greenstone Ave Good 6 Captains Engine (Headquaters) 6 Engineers 2 Reserve Engines 6 Firefighters Quint 6 Battlalion Chiefs Hazmat Unit 1 Fire Chief 2 Staff Vehicles 1 Fire Marshall Water Tanker No. 2 8637 Dice Rd Good 3 Captains Engine 3 Engineers Light & Air Unit 3 Firefighters No. 3 15517 Carmenita Rd Good 3 Captains Engine 3 Engineers Urban Search and Rescue Vehicle 3 Firefighters No. 4 11736 Telegraph Rd Good 3 Captains Engine 3 Engineers Paramedic Van 6 Firefighters/Engineers Infrastructure Needs/Deficiencies Remodeling and expansion of headquarters, heating and A/C energy efficiency improvements, replacment of security gates, fuel tank repairs. Regional Collaboration Automatic Aid Providers Area E mutual aid. Fire and emergency dispatching is handled by the Joint Powers Communications Center (JPCC) in the City of Downey. This is a collaboration between Compton, Downey, Santa Fe Springs, and Montebello. None 201 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 250,000 Residential Curbside Recyclable Collection No 200,000 Residential Curbside Greenwaste Collection No 150,000 Residential Curbside 100,000 HHW Collection No Commercial On-Site 50,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Consolidated Disposal Service ; Jackson Disposal Service; Tons Tons Disposed Alternative Daily Waste Hauler(s) Serv-Wel Disposal Co. Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 188,575 1 7,908 Year Rate 1998 193,950 3,074 IWMA Requirement1 2000 50% 1999 155,194 922 Actual Diversion 2000 74% 2000 148,673 2.72 1,014 2001 78% 2001 116,775 2.11 5,357 2002 76% 2002 120,841 2.16 1 0,595 2003 76%2 2003 123,789 2.19 1 0,244 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 58% 2013 Chiquita Canyon Landfill Los Angeles 22% 2019 Savage Canyon Landfill Whittier 9% 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. 202 CITY OF SANTA FE SPRINGS STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to North Fork Coyote Creek, Sorenson Drain, and San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Western residential area is vulnerable to Whittier Narrows Public Information Completed Dam failure. Local ponding occurs in some areas. Development Planning Completed Development Construction Completed Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 317 Industrial/Commercial Facilities # of Inlet Inspections 593 # Inspected 197 Total Waste Removed from Inlets NA # of Enforcement Actions 32 # of Calls Received 2 Development Construction # of Events/Workshops Attended 2 # Inspected 7 Permitted Construction Dischargers2 18 # of Enforcement Actions 0 Permitted Industrial Dischargers2 158 Illicit Discharges Service Adequacy FY 03-041 # Reported 2 Inlet Inspection Rate 1.87 # of Enforcement Actions 0 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 9 Facilities Infrastructure Description Needs/Deficiencies 317 inlets, 0.25 miles of open channel storm drains Improvements needed for storm drains running to Sorensen Drain Channel. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 203 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 103.9 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 3,000 Street/Pot Hole Repair Direct SCE Street Lights1 1,500 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 10 Intersection Signal Maintenance Direct Part Time Staff 4 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies2 Resurfacing east of Bloomfield, Alondro Blvd, and north half of Excelsior; some arterial streets are in poor to critical condition. Service Challenges Congestion along Florence Ave west of Pioneer Blvd and along Washington Ave west of Sorenson Ave; congestion related to I-5 deficiencies. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Private Total Local Park Acres 53.7 Recreation Services Direct Total School Park Acres 180.4 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-052 Local Park Acres per 1,000 Residents 3.1 Full Time None Total Park Acres per 1,000 Residents1 13.3 Part Time None Facilities Recreation Centers Activity Center 11155 Charlesworth Road, Senior Center Betty Wilson Center 11641 Florence Avenue. Other Aquatics Center 10145 Pioneer Boulevard Infrastructure Needs/Deficiencies Park improvements needed for Heritage Park barn; Lakeview Park fence replacement and other improvements. (1) Total Park Acres is the total of local, school and county park acres. (2) Park maintenance is contracted to a private service provider and staffing numbers are unavailable. 204 CITY OF SANTA FE SPRINGS LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 1 Service Adequacy FY 02-03 Book Volumes 82,413 Book Volumes Per Capita 4.70 Audio 2,770 Local Area per Branch (sq. mi.) 2.92 Video 5,000 Annual Hours per 100 Residents 17.12 Periodicals 225 Facilities Name Location Santa Fe Springs City Library 11700 Telegraph Rd Facilities Needs/Deficiencies New library building needed. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 205 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-23: C I T Y O F SIG N AL H IL L The City of Signal Hill arranges for service provision within the city limits. The City is a direct provider of police, water, recreation, park maintenance, library and street maintenance services, and relies on special districts and the County for fire and emergency medical, wastewater, and stormwater maintenance and flood control services. FORMATION AND BOUNDARY The City of Signal Hill incorporated in 1924 and is organized as a charter city. The City is located in southeast Los Angeles County south of the San Diego Freeway. The City is bounded entirely by the City of Long Beach. The City of Signal Hill constitutes 2.2 square miles of land. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Signal Hill. There is no unincorporated territory adjacent to the City. The City’s boundary and SOI are depicted in Appendix B, Map 33. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held on the second and fourth Tuesday of each month. The Council meeting schedule is posted on the City’s website. Agendas are published in the local newspaper. City Council agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website and in the local newspaper. Complaints are received via phone, mail, e-mail, and in person. The City reported there were 125 code enforcement complaints in FY 02-03 and 250 public works service requests & complaints. GROWTH AND POPULATION PROJECTIONS The City of Signal Hill contains a mixture of residential and industrial zoned land with 40 percent of the City zoned for industrial use and 36 percent residential. A sizeable amount of the City's land area (21 percent) also consists of commercial activity. Most industrial land consists of oil fields, many of which will soon be converted to other uses. The major commercial center is located in the Town Center around the intersection of Cherry Avenue and Willow Street. Signal Hill will continue to offer residential and non-residential growth as the area's major oil fields are transitioned to other uses. The City has identified eight sites where residential development could replace vacant and underutilized areas, yielding potential for 926 housing units. A number of 206 CITY OF SIGNAL HILL residential development projects are currently underway throughout the City. Continued commercial development is also occurring to meet growing residential demands. Growth is constrained by community preferences, industrial impacts and topography constraints. Current residents are interested in preserving the low density character of their neighborhoods, posing challenges to high density development in these areas. Further development of former oil fields is constrained by the presence of soil contaminants and lack of infrastructure in these areas. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Signal Hill conducts performance evaluation through its budget process. Departmental goals and objectives are established and included within the budget, and goal accomplishments are evaluated annually. The City monitors productivity through workload tracking in its public works department. The department tracks the number of hours worked by task and project. The City did not mention any awards received for distinguished service within recent fiscal years. FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-23: Signal Hill General Fund Revenue Sources, FY 02-03 The City received $15.4 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $1,029 per capita.25 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Licenses & Permits Los Angeles County was $459. The City’s Franchise Income revenue per capita is 124 percent higher Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on Interest & Rent sales tax than does the median city. The VLF City general fund relies less on property Utility Users Tax tax, vehicle license fees (VLF), transient occupancy tax, interest income, and other Sales & Use Tax sources for revenue than does the median Property Tax city. The City of Signal Hill does not levy a utility users’ tax. The City levies a 0% 20% 40% 60% 80% Source as % of Revenues Median Signal Hill 25 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 207 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A business license tax with an initial fee of $30 and an annual fee of $40. The City of Signal Hill’s long-term debt per capita was $4,990 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Nearly all (90 percent) of the City’s long-term debt consisted of redevelopment debt. The City’s contingency reserves were 59 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $7.6 million in contingency reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Signal Hill is a member of the Gateway Cities Council of Governments. The City of Signal Hill is a member of the Long Beach/Signal Hill Joint Powers Agency responsible for fire and health department programs related to hazardous materials management. The City is also a member of the California Joint Powers Insurance Authority. GOVERNMENT STRUCTURE OPTIONS Although the City has not proposed any government structure options, the City has expressed interest in annexation of territory that is currently within the boundaries and SOI of the City of Long Beach. 208 CITY OF SIGNAL HILL POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2002 Dispatch Direct Total Service Calls 5,065 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 337 Bomb Squad Sheriff Arrests 1,521 Canine Services Sheriff Citations 4,754 Academy Training Sheriff 2003 FBI Index Crimes 677 POST Certified? Yes Crime Rate per 10,000 451 Service Adequacy Resources Complaints 14 Total Staff 47 Priority One Response Time 3:30 Total Sworn Staff 32 Response Time Base Year 2004 Sworn Staff per 1,000 2.1 Response Time Note None Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 24% Marked Police Vehicles 11 Service Challenges Financing constraints limit the ability to hire additional officers. Facilities Station Location Condition Other Purpose Built Signal Hill Police City Emergency Station 1800 E. Hill St Poor Operations Center 1920 Infrastructure Needs/Deficiencies Expansion of the facility is needed. Regional Collaboration Mutual Aid: Member Records Management: CAD and records management provided by Long Beach PD. 209 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 882 Ambulance Transport AMR % EMS 74.6% Hazardous Materials CFPD % Fire 3.4% Air Rescue & Ambulance Helicopter CFPD % False Alarm 9.2% Fire Suppression Helicopter CFPD % Fire & False Alarm 12.6% Public Safety Answering Point Sheriff % Other 12.8% Fire/EMS Dispatch CFPD Calls per 1,000 people 58 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 1 Average Response Time 4:47 Fire Stations Serving City 1 Response Time Base Year 2004 Sq. Miles per Station1 2 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 12 Service Challenges Sworn Staff per Station1 12 1 Sworn Staff per 1,000 0.8 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 2300 E. 27th St Fair 1 Captain Paramedic Engine No. 60 1 Engineer 2 Firefighter/Paramedics Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Long Beach Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 210 CITY OF SIGNAL HILL SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 25,000 Residential Curbside Recyclable Collection Yes 20,000 Residential Curbside Greenwaste Collection No 15,000 Residential Curbside 10,000 HHW Collection No Commercial On-Site 5,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) SH Disposal; EDCO Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 11,473 46 Year Rate 1998 17,120 75 IWMA Requirement1 2000 50% 1999 23,070 75 Actual Diversion 2000 63% 2000 13,916 0.97 109 2001 61% 2001 14,721 1.01 81 2002 66% 2002 12,914 0.87 233 2003 34% 2 2003 19,891 1.32 364 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Southeast Resource Recovery Facility Long Beach 61% NA Puente Hills Landfill Whittier 29% 2013 Chiquita Canyon Landfill Los Angeles 4% 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. 211 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to detention Basin and into the LA River. Flood Hazards NPDES Program Implementation FY 03-041 Localized ponding occurs in the south and southeast. City is Public Information Completed vulnerable to local water reservoir failure. Development Planning Completed Development Construction Completed Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 31 Industrial/Commercial Facilities # of Inlet Inspections 32 # Inspected 229 Total Waste Removed from Inlets NA # of Enforcement Actions 30 # of Calls Received NADevelopment Construction # of Events/Workshops Attended 0 # Inspected NP Permitted Construction Dischargers2 9 # of Enforcement Actions 2 Permitted Industrial Dischargers2 9 Illicit Discharges Service Adequacy FY 03-041 # Reported 8 Inlet Inspection Rate 1.03 # of Enforcement Actions 5 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 31 inlets, detention basin, 0.25 miles of closed storm drains Trash capture devices currently being installed on storm drain outfalls in detention basin. (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 212 CITY OF SIGNAL HILL STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 37.1 Asphalt Overlay/Slurry Sealing Private City-Owned Street Lights None Street/Pot Hole Repair Direct SCE Street Lights1 NP Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 7 Intersection Signal Maintenance City of Long Beach Part Time Staff 2 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance SCE Infrastructure Needs/Deficiencies General street repairs such as damaged curbs gutters, sidewalks and utility trenches citywide. Street overlay is needed on Willow, Orange, and Cherry Ave. Cherry Ave also needs widening. Service Challenges Congestion along the Pacific Coast Highway and Willow Street between Walnut Ave and Temple Ave; congestion is expected to worsen with increased residential and commercial developments. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 18.0 Recreation Services Direct Total School Park Acres 15.9 Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.7 Full Time 6 Total Park Acres per 1,000 Residents1 3.3 Part Time None Facilities Recreation Centers Discovery Well Recreation Center 2200 Temple St Signal Hill Park Community Center 1780 E. Hill St Senior Center None NA Other None NA Infrastructure Needs/Deficiencies Development and construction of new neighborhood park. General improvements to Discovery Well, Hillbrook, and Reservoir park. (1) Total Park Acres is the total of local, school and county park acres. 213 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 24,876 Book Volumes Per Capita 2.51 Audio 100 Local Area per Branch (sq. mi.) 2.23 Video 435 Annual Hours per 100 Residents 22.84 Periodicals 67 Facilities Name Location Signal Hill Library 1770 E. Hill Street Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 214 CITY OF SOUTH GATE CHAPTER A-24: C I T Y O F SOU T H GAT E The City of South Gate arranges for service provision within the city limits. The City is a direct provider of police, recreation, park maintenance, and public works services, and relies on special districts and the County for fire and emergency medical, library, wastewater, and flood control services. FORMATION AND BOUNDARY The City of South Gate incorporated in 1923 and is organized as a general law city. The City is located in southeast Los Angeles County. The City is bounded by six incorporated cities: Huntington Park, Cudahy and Bell Gardens border to the north, Downey lies to east, and Paramount and Lynwood are to the south. The unincorporated communities of Florence-Graham and Walnut Park border the City to the northwest. A small strip of unincorporated territory also lies between the City and the Long Beach Freeway to the southeast. The City of South Gate constitutes 7.4 square miles of land and 0.1 square miles of water. LAFCO has previously adopted a sphere of influence (SOI) for the City of South Gate that includes an area southeast of the City bounded by the Long Beach Freeway and the City of Lynwood to the west, and the City of Paramount to the south. The City’s boundary and SOI are depicted in Appendix B, Map 34. 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 elects a mayor and vice mayor from its members annually. The City Council meets twice a month. Council meetings are held on the second and fourth Tuesday of each month. Council meeting notices are published in the local newspaper. The Council meeting schedule is posted on the City’s website. City Council agenda archives are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website. Additionally, the City notifies the public through flyers and notices included in the water bill. Complaints may be submitted via telephone, but may also be submitted in person. Complaints are received and logged by individual departments. However, the City did not provide the number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS In the City of South Gate, 52 percent of land use is designated for residential uses and 17 percent is designated for industrial uses. A large portion of land (14 percent) is designated for both mixed commercial/residential and commercial/industrial use. Major commercial areas within the 215 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A City include the El Paseo shopping center, the Tweedy Mile Business District, and commercial corridors along Long Beach Boulevard, State Street and Firestone Boulevard. Growth areas in South Gate will largely involve redevelopment, mixed use and recycling of land to higher density since the City is primarily built-out. Residential growth potential exists through mixed commercial/residential development and recycling of underutilized properties. The City is focusing on commercial development throughout the City. New mixed land use designations allow for commercial developments in formerly industrial areas. Sites targeted for commercial expansion include land along the major corridors and the City Center. Growth is constrained by community preferences, industrial impacts and lack of vacant developable land. Current low density communities are interested in preserving the low density character of their neighborhoods, posing challenges to high density development in these areas. The City is primarily built out, leaving little vacant land suitable for development. Also, increased volume of industrial traffic on local streets may limit development potential. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of South Gate receives performance evaluations from various agencies from which the City receives funding. In addition, the City Council establishes annual goals that reflect input collected from the community. The City has established advisory commissions in order to provide formal and regular communication to the City Council on community needs and priorities. The City monitors productivity on a departmental basis. Each department tracks productivity through record-keeping of needs or participation. Workload is monitored through customer sign-in sheets that summarize the type of services provided. The City reported it has not recently received any awards for distinguished service. 216 CITY OF SOUTH GATE FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-24: South Gate General Fund Revenue Sources, FY 02-03 The City received $27.5 million in Other general fund revenue in FY 02-03, which amounted to $322 per capita.26 By Service Charges comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Licenses & Permits Los Angeles County was $459. The City’s Franchise Income revenue per capita is 30 percent lower than in the median city. Hotel Tax (TOT) Business License The City depends more heavily on Interest & Rent sales tax, vehicle license fees (VLF), VLF interest income, business licenses, franchise income, service charges, and Utility Users Tax other sources than does the median city. Sales & Use Tax The City’s other sources include refuse Property Tax fee and solid waste recovery facility taxes. The City general fund relies less on 0% 10% 20% 30% property tax and transient occupancy tax Source as % of Revenues for revenue than does the median city. The City of South Gate does not levy a Median South Gate utility users’ tax. The City levies a business license start-up fee of $70. The City of South Gate’s long-term debt per capita was $1,080 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Over half (54 percent) of the City’s long-term debt consisted of redevelopment debt. Certificates of participation issued to finance capital projects constituted 32 percent of the City’s long-term debt. The City’s contingency reserves were 18 percent of general fund expenditures at the end of FY 03-04. The City’s reserves included $5.1 million in undesignated general fund reserves. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5- 15 percent. REGIONAL COLLABORATION South Gate is a member of the Gateway Cities Council of Governments. The City’s police department is a member of the Metropolitan Gang Task Force. The City is a member of the Southeast Area Animal Control Authority. 26 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 217 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 45,157 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 525 Bomb Squad Sheriff Arrests 4,348 Canine Services Sheriff Citations 13,397 Academy Training Rio Hondo College 2003 FBI Index Crimes 3,896 POST Certified? Yes Crime Rate per 10,000 453 Service Adequacy Resources Complaints 15 Total Staff 165 Priority One Response Time 4:00 Total Sworn Staff 83 Response Time Base Year 2005 Sworn Staff per 1,000 1.0 Based on average of all Response Time Note response times Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 11% Marked Police Vehicles 30 Service Challenges None Facilities Station Location Condition Other Purpose Built South Gate Police Department 8620 California Ave Poor None 1949 Infrastructure Needs/Deficiencies New facility is needed. Regional Collaboration Mutual Aid: Member 218 CITY OF SOUTH GATE FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 4,486 Ambulance Transport AMR % EMS 76.6% Hazardous Materials CFPD % Fire 4.5% Air Rescue & Ambulance Helicopter CFPD % False Alarm 11.1% Fire Suppression Helicopter CFPD % Fire & False Alarm 15.6% Public Safety Answering Point Sheriff % Other 7.8% Fire/EMS Dispatch CFPD Calls per 1,000 people 52 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 2 Average Response Time 4:42 Fire Stations Serving City 5 Response Time Base Year 2004 Sq. Miles per Station1 4 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 27 Service Challenges Sworn Staff per Station1 14 Sworn Staff per 1,0001 0.3 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 4867 Southern Ave Fair 1 Captain Engine No. 54 1 Engineer Squad 1 Firefighter 3 Firefighter/Paramedics CFPD 5720 Gardendale St Good 1 Captain Engine No. 57 1 Engineer 1 Firefighter Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by Vernon, City of LA, Compton, the Sheriff and attend joint training and drill activities. Downey Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 219 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 200,000 Residential Curbside Recyclable Collection Yes 150,000 Residential Curbside Greenwaste Collection No 100,000 Residential Curbside HHW Collection No 50,000 Commercial On-Site Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes Tons Tons Disposed Alternative Daily Waste Hauler(s) Klistoff and Sons Inc. Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 138,794 8 46 Year Rate 1998 157,107 1,363 IWMA Requirement1 2004 50% 1999 168,169 215 Actual Diversion 2000 38% 2000 187,744 2 .27 4 90 2001 43%2 2001 169,122 2 .02 3 18 2002 47%2 2002 154,914 1 .83 1 90 2003 NA3 2003 166,317 1 .93 NA3 Disposal Facilities 2002 Estimated Closure Facility Name Location % Disposed at Site4 Date Puente Hills Landfill Whittier 60% 2013 Frank Bowerman Landfill Irvine 17% 2022 Bradley Landfill West and West Extension Los Angeles 10% 2007 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) The City joined the LA Integrated Waste Management Authority—a JPA with 16 cities as members—in 2003. Diversion is measured jointly for the members of this regional agency. CIWMB has initiated a compliance process with a time schedule order for the regional agency due to compliance orders for three members—Hermosa Beach, Lynwood and Torrance. (4) Represents the proportion of the local agency's waste that was disposed at this particular site, according to CIWMB data. 220 CITY OF SOUTH GATE STORMWATER Service Configuration Stormwater Maintenance Direct, Private Flood Control LACFCD Drainage System Storm drains flow to LA River. Flood Hazards NPDES Program Implementation FY 03-041 City is vulnerable to Sepulveda Dam failure. Public Information Completed Development Planning Completed Development Construction Completed Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 67 Industrial/Commercial Facilities # of Inlet Inspections 186 # Inspected 487 Total Waste Removed from Inlets NA # of Enforcement Actions 66 # of Calls Received NA Development Construction # of Events/Workshops Attended 2 # Inspected 11 Permitted Construction Dischargers2 6 # of Enforcement Actions 3 Permitted Industrial Dischargers2 51 Illicit Discharges Service Adequacy FY 03-041 # Reported 13 Inlet Inspection Rate 2.77 # of Enforcement Actions 10 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 67 inlets, 2.46 miles of closed storm drains Stormwater Master Plan will be completed FY 06-07 (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 221 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 130.3 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 4,394 Street/Pot Hole Repair Direct SCE Street Lights1 700 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 23 Intersection Signal Maintenance Direct Part Time Staff 10 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies2 Complete design and begin construction of Phase III of I-710/ Firestone Ave interchange; many arterial streets and some residential streets are in poor to critical condition requiring improvements. Service Challenges Congestion on east end of Firestone Blvd., east end of Southern Ave., north end of Garfield Ave.; I-710 congestion and truck traffic. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 165.5 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 1.6 Full Time 13 Total Park Acres per 1,000 Residents1 1.6 Part Time None Facilities Recreation Centers Recreation Center 4900 Southern Recreation Center Satelite 12221 Industrial Ave Senior Center None NA Other South Gate Golf Course 9615 Pinehurst Avenue Infrastructure Needs/Deficiencies Complete Phase I, Phase II, and Phase III of Cesar Chavez Park; renovate all baseball fields in South Gate Park and remove and replace asphalt in South Gate Park parking lot; new swimming pool at Sports Center (1) Total Park Acres is the total of local, school and county park acres. 222 CITY OF SOUTH GATE LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 50,900 Book Volumes Per Capita 0.51 Audio 3,550 Local Area per Branch (sq. mi.) 3.68 Video 3,023 Annual Hours per 100 Residents 1.56 Periodicals 25 Facilities Name Location Hollydale Library 12000 Garfield Avenue Leland R. Weaver Library 4035 Tweedy Boulevard Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 223 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-25: CITY OF VE RNON The City of Vernon arranges for service provision within the city limits. The City is a direct provider of police, fire and emergency medical, and public works services, and relies on special districts and the County for library, wastewater and flood control services. FORMATION AND BOUNDARY The City of Vernon incorporated in 1905 and is organized as a charter city. The City is located in southeast Los Angeles County west of the Long Beach Freeway. The City is bounded by five incorporated cities: Los Angeles to the north and west, Huntington Park to the south, Maywood and Bell to the southeast, and Commerce to the northeast. The City of Vernon constitutes 5.0 square miles of land and 0.2 square miles of water. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the City of Vernon. The City’s boundary and SOI are depicted in Appendix B, Map 35. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held on the first and third Wednesday of each month. The City does not post Council schedules, minutes or agendas on its website. The City utilizes a business outreach consultant to interface with local businesses daily. Complaints are typically regarding electric and water service to businesses and are directed to the appropriate department. GROWTH AND POPULATION PROJECTIONS The City of Vernon is a primarily industrial area. Over 85 percent of the City's developable land is designated for industrial use, while only 0.03 percent is residential. Street, railroad, and utility rights-of-way, including the Los Angeles River, account for 30 percent of the City's total area. Hobart Yard, one of two major rail heads in the Los Angeles basin, covers a large portion of the City and is located northwest of the Los Angeles River. Heavy industrial activities are concentrated near the rail yard while general industrial activities occupy the remainder of the City. Only three percent of the City's developable land is designated for mixed commercial/industrial purposes. The only commercial area in the City is located along Santa Fe Avenue. Vernon will continue to serve as one of the region’s major centers of industrial activity. Growth opportunities are limited to industrial-related activities and supporting commercial activities. The City is replacing former manufacturing sites with warehousing and logistics entities. As international 224 CITY OF VERNON trade growth continues, warehousing and logistics growth in the City is also likely to grow with increased ocean cargo flows between the ports of Los Angeles and Long Beach and Hobart Yard. Most development will be a result of infill of underutilized sites and development of the City's 64 acres of vacant land. Growth is constrained by both environmental and industrial issues. Although residential development is allowed anywhere in the City, there is a lack of suitable sites for housing development due to the pervasive industrial activity. Noise, air contamination, and hazardous material storage resulting from industrial activities prevent residential development. Also, increased volume of industrial traffic on local streets may limit residential development potential. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Vernon stated it conducts performance evaluations, but did not provide any specific examples of how this is carried out. The City does not track workload to monitor agency productivity. The City has received multiple awards for distinguished fire and police services. The Vernon Fire Department has been certified by ISO as a Class 1 fire department. Also, the City had the largest number of businesses statewide to receive the Waste Reduction Award from the California Integrated Waste Management Board. Figure A-25: Vernon General Fund Revenue Sources, FY 02-03 FINANCING CONSTRAINTS Other AND OPPORTUNITIES Service Charges Fines & Forfeitures The City received $20.5 million in Licenses & Permits general fund revenue in FY 02-03, which amounted to $658 per capita.27 By Franchise Income comparison, municipal general fund Hotel Tax (TOT) revenue per capita in the median city in Business License Los Angeles County was $459. The City’s revenue per capita was 43 percent higher Interest & Rent than in the median city. VLF Utility Users Tax The City general fund relies more on Sales & Use Tax other sources, business license and service charges than does the median city. The Property Tax City’s other sources are primarily in-lieu fees paid by the City’s water and power 0% 20% 40% 60% utilities. The City relies less on property Source as % of Revenues tax, vehicle license fees (VLF), interest Median Vernon 27 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 225 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A income, and fines than does the median city. The City of Vernon does not levy a utility users’ tax or a transient occupancy tax. The City levies a business license tax of $200 for wholesale businesses and $125 per person for manufacturing businesses. The City of Vernon did not have any long-term debt at the end of FY 03-04. By comparison, the median city in the MSR area had $871 in long-term debt per capita. The City had no contingency reserves at the end of FY 03-04. The City reported that it expected to eliminate the budget deficit in FY 04-05 through the proceeds of a special parcel tax. The special parcel tax is used for construction, improvement and maintenance of streets and bridges. The City had reserves designated for specific purposes—federal forfeiture funds, inventories, encumbrances, employee loans payable, and advances to other funds. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Vernon is a member of the Gateway Cities Council of Governments. The City’s fire department provides haz-mat response to neighboring cities. The City of Vernon assists neighboring communities with funding for municipal parks and recreation projects. The City is a member of the Southeast Area Animal Control Authority. Additionally, the City is a member of the Southern California Public Power Authority, responsible for the acquisition and construction of electric power generation facilities. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. 226 CITY OF VERNON POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2002 Dispatch Direct Total Service Calls 9,383 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 301 Bomb Squad Sheriff Arrests 712 Canine Services Sheriff Citations 3,677 Orange County Sheriff, Rio Hondo College, Golden Academy Training West College 2003 FBI Index Crimes 577 POST Certified? Yes Crime Rate per 10,000 185 Service Adequacy Resources Complaints 4 Total Staff 78 Priority One Response Time 4:00 Total Sworn Staff 59 Response Time Base Year 2003 Sworn Staff per 1,000 1.9 Response Time Note Agency estimate Staffing Base Year FY 03-04 2003 FBI Crime Clearance Rate 18% Marked Police Vehicles 16 Service Challenges Budget constraints limit facility improvements. Facilities Station Location Condition Other Purpose Built Vernon Police City Hall and other city Department 4305 S. Santa Fe Ave Good departments 1976 Infrastructure Needs/Deficiencies Upgrade radio system and update dispatch technology. Regional Collaboration Cargo Investigations: Cargo theft interdiction program (CTIP) involving cooperation among the CHP, LA Port Police, Vernon PD, and U.S. Customs. Narcotics: Member of LA Impact, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs. Auto Theft: Member of regional task force (TRAP). Mutual Aid: Member 227 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A FIRE SERVICE Service Configuration Service Demand Fire Suppression Direct Statistical Base Year 2004 EMS Direct Total Service Calls 1,030 Ambulance Transport AMR % EMS 13.8% Hazardous Materials Direct % Fire 10.9% Air Rescue & Ambulance Helicopter None % False Alarm 7.4% Fire Suppression Helicopter None % Fire & False Alarm 18.3% Public Safety Answering Point Vernon PD % Other 68.0% Fire/EMS Dispatch Direct Calls per 1,000 people 33 Service Adequacy Resources ISO Rating Class 1 Fire Stations in City 4 Average Response Time 3:30 Fire Stations Serving City 4 Response Time Base Year 2002 Sq. Miles per Station 1.2 Response Time Includes Dispatch Yes Total Staff NA Response Time Note None Total Sworn Staff 27 Service Challenges Sworn Staff per Station 7 Sworn Staff per 1,000 0.9 None Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus No. 1 3375 Fruitland Ave Fair 1 Battalion Chief Engine 1 Training Battalion Chief Truck 2 Captains Command Vehicle 2 Engineers Utility Vehicle 5 Firefighters Training Staff Vehicle Reserve Engine Reserve Command Vehicle No. 2 4301 Santa Fe Ave Poor 1 Captain Engine 2 Engineers HazMat Response Unit 3 Firefighters HazMat Mass Casualty Trailer Utility Truck 2 Reserve Engines No. 3 2800 Soto St Fair 1 Captain Engine 2 Engineers Urban Search and Rescue Unit 3 Firefighters Urban Search and Rescue Trailer Paramedic Unit Reserve Engine No. 4 4530 Bandini Blvd Fair 1 Captain Engine 1 Engineers Reserve Engine Infrastructure Needs/Deficiencies NP Regional Collaboration Automatic Aid Providers Mutual aid with Area E, CFPD and City of LA. Santa Fe Springs (HAZMAT) 228 CITY OF VERNON SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 250,000 Residential Curbside Recyclable Collection Yes 200,000 Residential Curbside Greenwaste Collection NP 150,000 Residential Curbside 100,000 HHW Collection NP Commercial On-Site 50,000 Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup Yes O.K. Environmental Waste Tons Tons Disposed Alternative Daily Waste Hauler(s) Systems Ltd Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 185,256 1 30 Year Rate 1998 192,468 2 23 IWMA Requirement1 2000 50% 1999 222,946 205 Actual Diversion 2000 55% 2000 172,843 5 .77 47 2001 60% 2001 197,562 6 .51 18 2002 57% 2002 147,080 4 .78 56 2003 44%2 2003 194,161 6 .22 72 Disposal Facilities 2003 Estimated Closure Facility Name Location % Disposed at Site3 Date Puente Hills Landfill Whittier 67% 2013 Antelope Valley Landfill Palmdale 11% 1999 Simi Valley Landfill Simi Valley 7% 2022 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. 229 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STORMWATER Flood Hazards NPDES Program Implementation FY 03-041 Entire City vulnerable to Hansen and Sepulveda Public Information NP Dam failures. Development Planning NP Development Construction NP Illicit Connections/Discharges NP Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 377 Industrial/Commercial Facilities # of Inlet Inspections 1,508 # Inspected 554 Total Waste Removed from Inlets 217 tons # of Enforcement Actions 208 # of Calls Received 2 Development Construction # of Events/Workshops Attended 1 # Inspected 43 Permitted Construction Dischargers2 7 # of Enforcement Actions 42 Permitted Industrial Dischargers2 58 Illicit Discharges Service Adequacy FY 03-041 # Reported 69 Inlet Inspection Rate 4.00 # of Enforcement Actions 60 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 24 hours # Reported 0 Illicit discharge response time 48 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 377 inlets Needed improvements east of Downey Road and south of the LA River (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 230 CITY OF VERNON STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 48.2 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 1,400 Street/Pot Hole Repair Direct SCE Street Lights1 None Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Private Street Sweeping Private Resources Street Sign Maintenance Direct Full Time Staff 30 Intersection Signal Maintenance Direct,Private Part Time Staff 0 Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct Infrastructure Needs/Deficiencies Improvements to 26th St and Soto St including street widening and intersection improvements. Service Challenges I-710 congestion and truck traffic. (1) SCE: Southern California Edison PARKS AND RECREATION Service Configuration Resources Park Maintenance None Total Local Park Acres None Recreation Services None Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 0.0 Full Time None 1 Total Park Acres per 1,000 Residents 0.0 Part Time None Facilities Recreation Centers None Senior Center None Other None Infrastructure Needs/Deficiencies There is no space for parks. A program to add trees to public spaces currently underway. (1) Total Park Acres is the total of local, school and county park acres. 231 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A LIBRARY SERVICE Service Configuration Resources Library Services County Number of Libraries 1 Service Adequacy FY 02-031 Book Volumes 4,100 Book Volumes Per Capita 44.33 Audio 300 Local Area per Branch (sq. mi.) 5.00 Video 1,500 Annual Hours per 100 Residents 2923.61 Periodicals 100 Facilities Name Location Leon H. Washington Jr. Library 4504 S. Central Avenue Facilities Needs/Deficiencies None (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 232 CITY OF WHITTIER CHAPTER A-26: C I T Y O F W H I TT I E R The City of Whittier arranges for service provision within the city limits. The City is a direct provider of police, recreation, park maintenance, library and public works services, and relies on special districts and the County for fire and emergency medical, wastewater, and stormwater and flood control services. FORMATION AND BOUNDARY The City of Whittier incorporated in 1898 and is organized as a charter city. The City is located in southeast Los Angeles County just south of the San Gabriel Valley. The City is bounded by unincorporated areas and three incorporated cities: Pico Rivera to the northwest, La Habra Heights to the east and Santa Fe Springs to the southwest. The City is bounded to the north by the Puente Hills running between Whittier and the unincorporated community of Hacienda Heights. The unincorporated communities of South Whittier and East La Mirada border the City to the south. The unincorporated community of West Whittier-Los Nietos borders the City to the west. The City of Whittier constitutes 14.6 square miles of land. LAFCO has previously adopted a sphere of influence (SOI) for the City of Whittier that includes the portion of West Whittier-Los Nietos north of Washington Boulevard and the area of South Whittier east of Carmenita Road and northeast of Telegraph Road. Also, smaller unincorporated areas located between the City of Whittier and the City of Pico Rivera to the northwest are within the City’s SOI. Additionally, the SOI contains a large portion of Puente Hills north of the City. A joint SOI also exists with the City of La Mirada. The joint SOI area contains a portion of the unincorporated community of East La Mirada located east of San Gertrudes Avenue. The City’s boundary and SOI are depicted in Appendix B, Map 36. 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 elects a mayor and vice mayor from its members. The City Council meets twice a month. Council meetings are held on the second and fourth Tuesday of each month. Council meetings are broadcast on cable television. The Council meeting schedule is posted on the City’s website. City Council meeting recordings and minutes are available from City Hall and the City libraries. Agendas and minutes are also posted on the City’s website. The City updates constituents by posting city news and information about community events on its website, in local newspapers and quarterly Community Services Program publishing, and at local public buildings and facilities. Complaints are typically submitted to individual departments. However, the City Manager handles any complaints that are not resolved by individual departments. Police complaints usually require the submission of an official complaint form, but may also be submitted by phone. The City 233 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A did not provide the overall number and type of complaints filed within the most recent calendar or fiscal year. GROWTH AND POPULATION PROJECTIONS The City of Whittier is primarily a low-density residential area. Over 60 percent of the City's developable land is zoned for residential use while 13 percent is commercial. A sizeable amount of the City's developable land area (8.4 percent) is open space. Major commercial areas are located along the Whittier Boulevard corridor and in Uptown Whittier just west of Whittier College. Growth opportunities include both commercial and residential development. The City maintains specific plans for redevelopment of Uptown Whittier. The Uptown Specific Plan is focused on preserving the City's historic center and includes commercial, mixed use and residential development within 33 city blocks. Also, residential growth may result from the City's efforts to promote mixed use developments along Whittier Boulevard and cross-streets connecting to Uptown. Additional residential growth is possible through recycling of land use to higher densities. Growth is constrained by community preferences and environmental and topography constraints. Current residents are interested in preserving the low density character of their neighborhoods, posing challenges to high density development in these areas. Additionally, resident efforts to preserve the Puente Hills area to the north also pose limitations on City expansion. Growth is further constrained to the northeast by steep hillside areas and the Whittier fault line. The City did not provide alternate population projections for use instead of SCAG projections. EVALUATION OF MANAGEMENT EFFICIENCIES The City of Whittier conducts performance evaluation through its budget procedures. The City Council establishes annual citywide goals and objectives as part of the budget process. Departmental work plans are designed around achieving these goals and objectives. The Council reviews and evaluates work plans twice a year to evaluate the City’s progress towards achieving these goals. The City monitors productivity by setting targets as part of the budget process. Workload is tracked based on completion of departmental objectives. The City Manager reviews departmental accomplishments, and budgets are set accordingly with approval of the City Council. The City is recipient of a number of finance, traffic safety, and historic preservation awards. Additionally, the California Park and Recreation Society awarded the City its Neighborhood Park Development Award for Lee Owens Park. 234 CITY OF WHITTIER FINANCING CONSTRAINTS AND OPPORTUNITIES Figure A-26: Whittier General Fund Revenue Sources, FY 02-03 The City received $41.1 million in Other general fund revenue in FY 02-03, which Service Charges amounted to $510 per capita.28 By comparison, municipal general fund Fines & Forfeitures revenue per capita in the median city in Licenses & Permits Los Angeles County was $459. The City’s Franchise Income revenue per capita is 11 percent higher Hotel Tax (TOT) than in the median city. Business License The City depends more heavily on Interest & Rent utility users’ tax, interest income, service VLF charges, and other sources than does the median city. Service charges are mostly Utility Users Tax comprised of contract service charges paid Sales & Use Tax by the City of Santa Fe Springs for law Property Tax enforcement service. The City general fund relies less on property tax, business 0% 5% 10% 15% 20% 25% license tax, transient occupancy tax, Source as % of Revenues franchise income, licenses, and fines for revenue than does the median city. The Median Whittier City of Whittier levies a utility users’ tax of seven percent. The City also levies a business license tax which varies by business type. The City of Whittier’s long-term debt per capita was $211 at the end of FY 03-04. By comparison, the median city in the MSR area had long-term debt of $871 per capita. Over half (57%) of the City’s long-term debt consisted of redevelopment debt. Claims payable for general liability and workers’ compensation claims constituted 24 percent of the City’s long-term debt. Compensated absences constituted 19 percent of the City’s long-term debt. The City’s contingency reserves were at least 25 percent of general fund revenue at the end of FY 03-04. The City’s reserves included $2 million in contingency reserves and $13 million in undesignated general fund reserves. The City also designated reserves for encumbrances, projects, public safety and long-term advances and notes. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent. REGIONAL COLLABORATION Whittier is a member of the Gateway Cities Council of Governments. 28 General fund revenue is defined consistently across agencies to include general revenues and selected functional revenues, such as parking taxes, building permits, plan check fees, alarm permits, and vehicle code fines. 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. 235 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The City of Whittier contracts out police services to the City of Santa Fe Springs. Also, the City participates in the Metropolitan Cooperative Library System. GOVERNMENT STRUCTURE OPTIONS The City has not proposed any government structure options. POLICE SERVICE Service Configuration Service Demand Patrol Direct Statistical Base Year 2004 Dispatch Direct Total Service Calls 52,032 Search and Rescue Sheriff 911 Calls NP Crime Lab Direct, Sheriff, LAPD Non-Emergency Calls NP SWAT Sheriff % 911 Calls NP Temporary Holding Direct/CSI Calls per 1,000 people 643 Bomb Squad Sheriff Arrests 4,291 Canine Services Direct Citations 9,389 Academy Training Rio Hondo College 2003 FBI Index Crimes 2,840 POST Certified? Yes Crime Rate per 10,000 351 Service Adequacy Resources Complaints (1) 36 Total Staff (2) 147 Priority One Response Time 4:01 Total Sworn Staff (2) 96 Response Time Base Year 2003 Sworn Staff per 1,000 1.2 Based on average of all Response Time Note response times Staffing Base Year FY 04-05 2003 FBI Crime Clearance Rate 21% Marked Police Vehicles 27 Service Challenges Budget constraints and service to the southern end of the City Facilities Station Location Condition Other Purpose Built Whittier Police Department 7315 S. Painter Ave Fair None 1955 General Law Whittier Sub-station 13525-B Telegraph Rd. Good Enforcement Info 2002 Infrastructure Needs/Deficiencies Expansion of the facility or construction of a new facility is needed. Regional Collaboration Contract Service Provider: Provides police services to the City of Santa Fe Springs. Communications: Agreement with the cities of Montebello and Downey for intercommunication capabilities, such as mobile data computers in patrol cars. Narcotics: Member of LA Impact, a regional narcotics trafficking unit responsible for drug dealers and clandestine labs. Auto Theft: Membert of regional task force (TRAP). (1) Total complaints received by Whittier Police Department, which serves Santa Fe Springs and Whittier. (2) Total sworn staff at Whittier Police Department, which serves Santa Fe Springs and Whittier. 236 CITY OF WHITTIER FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 5,292 Ambulance Transport AMR % EMS 76.9% Hazardous Materials CFPD % Fire NP Air Rescue & Ambulance Helicopter CFPD % False Alarm 7.3% Fire Suppression Helicopter CFPD % Fire & False Alarm 2.6% Public Safety Answering Point Sheriff % Other 13.2% Fire/EMS Dispatch CFPD Calls per 1,000 people 65 Service Adequacy Resources ISO Rating Class 3 Fire Stations in City 3 Average Response Time 4:27 Fire Stations Serving City 5 Response Time Base Year 2004 Sq. Miles per Station1 5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 57 Service Challenges Sworn Staff per Station1 19 Sworn Staff per 1,0001 0.7 Whittier Hills topography poses minor challenges to servicing the area. Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 12006 Hadley St Fair 1 Captain Engine No. 17 1 Engineer 2 Firefighters CFPD 7733 Greenleaf Ave Fair 2 Captains Engine No. 28 2 Engineers Squad 2 Firefighters Truck 3 Firefighter/Paramedics Staff Vehicle 1 Battalion Chief Utility Vehicle 1 Utility Diver CFPD 10021 Scott Ave Fair 1 Captain Engine No. 59 1 Engineer Emergency Support Team 2 Firefighters Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area cities. CFPD staff participate in search and rescue teams coordinated by the Sheriff and attend joint training and drill activities. Santa Fe Springs Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." 237 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SOLID WASTE SERVICE Service Configuration Service Demand Solid Waste Collection Residential-weekly Solid Waste Disposed (tons) Services Nonresidential-mandatory 250,000 Residential Curbside Recyclable Collection Yes 200,000 Residential Curbside 150,000 Greenwaste Collection Yes Residential Curbside 100,000 HHW Collection Yes 50,000 Commercial On-Site Recyclable Pickup Yes - Commercial On-Site 1997 1998 1999 2000 2001 2002 2003 Greenwaste Pickup No Direct; Consolidated Disposal Tons Tons Disposed Alternative Daily Waste Hauler(s) Service; Waste Management Year Disposed Per Capita Cover Tons Landfill Diversion Rate 1997 154,560 5,622 Year Rate 1998 189,294 5,316 IWMA Requirement1 2003 50% 1999 216,000 1 1,170 Actual Diversion 2000 38% 2000 185,073 2.35 3,739 2001 46%2 2001 165,619 2.08 6,984 2002 52%2 2002 144,932 1.81 1 9,405 2003 47%2 2003 162,481 2.01 2 1,126 Disposal Facilities 2003 Estimated Facility Name Location % Disposed at Site3 Closure Date Puente Hills Landfill Whittier 57% 2013 Savage Canyon Landfill Whittier 38% 2025 Chiquita Canyon Landfill Los Angeles 3% 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. 238 CITY OF WHITTIER STORMWATER Service Configuration Stormwater Maintenance LACDPW Flood Control LACFCD Drainage System Storm drains flow to Leffingwell Creek, La Mirada Creek, and into the San Gabriel River. Flood Hazards NPDES Program Implementation FY 03-041 Most of City vulnerable to Whittier Narrows Dam failure. Public Information Implemented Development Planning Implemented Development Construction Implemented Illicit Connections/Discharges Implemented Annual Workload FY 03-041 NPDES Inspection & Enforcement FY 03-041 # of City-owned Inlets 693 Industrial/Commercial Facilities # of Inlet Inspections 1,046 # Inspected 329 Total Waste Removed from Inlets 18 tons # of Enforcement Actions 8 # of Calls Received 8 Development Construction # of Events/Workshops Attended 3 # Inspected 163 Permitted Construction Dischargers2 11 # of Enforcement Actions 0 Permitted Industrial Dischargers2 20 Illicit Discharges Service Adequacy FY 03-041 # Reported 32 Inlet Inspection Rate 1.51 # of Enforcement Actions 7 % of Inlets Labeled No Dumping 100% Illicit Connections Illicit connections response time 1- 48 hours # Reported 0 Illicit discharge response time 24 hours # of Enforcement Actions 0 Overall Self Rating3 10 Facilities Infrastructure Description Needs/Deficiencies 693 inlets, 1,200 ft. of open channel and 10 miles of closed No needed improvements mentioned in City's CIP. storm drains (1) Information is based on Los Angeles County Regional Water Quality Control Board's FY 03-04 Municipal Stormwater Permit Annual Reports. (2) State Water Resources Control Board, August 2005. (3) Agencies are asked to rate their level of compliance with their stormwater permit on a one to 10 scale as part of their annual report to the Regional Water Quality Control Board. 239 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A STREET MAINTENANCE Service Configuration Service Demand Street Maintenance Miles of Streets 190 Asphalt Overlay/Slurry Sealing Direct City-Owned Street Lights 1,903 Street/Pot Hole Repair Direct SCE Street Lights1 2,060 Sidewalk, Curb, & Gutter Repair Direct Paint Street/Pavement Markings Direct Street Sweeping Direct Resources Street Sign Maintenance Direct Full Time Staff 15 Intersection Signal Maintenance Direct Part Time Staff NA Street Lighting Staff Reference Year FY 04-05 Street Lighting Maintenance Direct, SCE Infrastructure Needs/Deficiencies2 Whittier Blvd widening and streetscape improvements are currently underway; some residential and arterial streets are in poor to critical condition requiring improvements. Service Challenges Future challenges are likely at the intersections of Norwalk and Whittier Blvd, Painter Ave and Whittier Blvd, Laurel Ave and Lambert Rd, Colima Rd and Mar Vista St, and Colima Rd and Whittier Blvd. (1) SCE: Southern California Edison (2) Critical conditions were identified in the Gateway Council of Governments 2003 Infrastructure Needs Assessment PARKS AND RECREATION Service Configuration Resources Park Maintenance Direct Total Local Park Acres 400.0 Recreation Services Direct Total School Park Acres None Total County Park Acres None Service Adequacy Park Maintenance Staff FY 04-05 Local Park Acres per 1,000 Residents 4.6 Full Time 17 Total Park Acres per 1,000 Residents1 4.6 Part Time 15 Facilities Recreation Centers Whittier Community Center 7630 Washington Ave Senior Center Whittier Senior Citizens Center 13225 Walnut St Other Skatepark 7630 Washington Ave. Palm Park Aquatics Center 5703 Palm Ave Infrastructure Needs/Deficiencies Resurfacing and overlay in various locations citywide. (1) Total Park Acres is the total of local, school and county park acres. 240 CITY OF WHITTIER LIBRARY SERVICE Service Configuration Resources Library Services Direct Number of Libraries 2 Service Adequacy FY 02-031 Book Volumes 334,961 Book Volumes Per Capita 3.92 Audio 11,114 Local Area per Branch (sq. mi.) 7.32 Video 7,068 Annual Hours per 100 Residents 6.87 Periodicals 617 Facilities Name Location Main Library 7344 S. Washington Ave. Branch Library 10537 Santa Gertrudes Facilities Needs/Deficiencies Upgrade to Library Automation System, and upgrade hardware and software. (1) Numbers are based on libraries located within the City and do not include book volumes, branches and library hours for other libraries serving the City. 241 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A CHAPTER A-27: S P E C I AL D I S T R I CTS There are 25 special districts located within the Gateway MSR area that are reviewed in separate MSR reports. In addition, the Consolidated Fire Protection District of Los Angeles County provides services within the Gateway MSR area. ARTESIA CEMETERY DISTRICT The Artesia Cemetery District is a direct provider of cemetery services to cities in the Gateway MSR area. The Artesia Cemetery District formed on September 22, 1927 as an independent special district. The principal act under which the agency was formed is the Health & Safety Code, Division 8, Part 4. The District boundary area includes all of the City of Artesia and the City of Hawaiian Gardens. Also, the District covers most of the City of Cerritos. Additionally, the southern portion of the City of Norwalk, a northeastern portion of the City of Long Beach and the eastern area of the City of Lakewood fall within the District’s boundary. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Artesia Cemetery District. The Artesia Cemetery District constitutes 11.84 square miles of land. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. BELVEDERE GARBAGE DISPOSAL DISTRICT The Belvedere Garbage Disposal District (BGDD) is a direct provider of solid waste disposal services to the unincorporated area of East Los Angeles and a small southeastern portion of the City of Bell. The BGDD formed as a dependent special district on October 31, 1927. The principal act under which the agency was formed is the Knox-Nesbet Act. The BGDD boundary is entirely within the MSR area and includes the unincorporated community of East Los Angeles and a portion of the City of Bell east of the Long Beach Freeway. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Belvedere Garbage Disposal District. The BGDD constitutes 6.97 square miles of land. 242 SPECIAL DISTRICTS This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. CENTRAL BASIN MUNICIPAL WATER DISTRICT The Central Basin Municipal Water District is a direct provider of wholesale water supply to several cities and unincorporated areas in southeast Los Angeles County. The Central Basin Municipal Water District formed as an independent special district in December of 1952. The principal act under which the agency was formed is Water Code §71000- 73000. The District boundary area includes most of the territory located within the Gateway MSR area. However, only small portions of the cities of Carson and Long Beach fall within the District’s boundaries. The other District boundary areas are within the Gateway and Los Angeles MSR areas. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Central Basin Municipal Water District. The Central Basin Municipal Water District constitutes 146.82 square miles of land. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the South Bay area prepared by Dudek and Associates. COMPTON CREEK MOSQUITO ABATEMENT DISTRICT The Compton Creek Mosquito Abatement District is a direct provider of mosquito abatement services to most of the City of Compton, a small portion of the northwest corner of the City of Long Beach and small adjacent pockets of unincorporated territory. The Compton Creek Mosquito Abatement District formed as an independent special district in October of 1927. The principal act under which the agency was formed is Health and Safety Code §2000, et seq. The District boundary area includes most of the City of Compton, a small portion of the northwest corner of the City of Long Beach and small adjacent pockets of unincorporated territory. LAFCO has previously adopted a sphere of influence (SOI) for the District. The SOI is more expansive than the boundary area, encompassing 910 square miles. The Compton Creek Mosquito Abatement District boundary area constitutes 230 square miles of land. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. 243 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A 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 within Los Angeles County, and one city—the City of La Habra—in Orange County. 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 all Gateway MSR area cities except for the cities of Compton, Downey, La Habra Heights, Long Beach, Santa Fe Springs, and Vernon. CFPD boundaries also include all unincorporated areas in the county and 37 additional cities within Los Angeles County. 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 37. The CFPD boundary area within Los Angeles County includes 3,273 square miles of land.29 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. 29 Land area source is U.S. Census Bureau. 244 SPECIAL DISTRICTS FIRE SERVICE Service Configuration Service Demand Fire Suppression CFPD Statistical Base Year 2004 EMS CFPD Total Service Calls 25,747 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 75 Service Adequacy Resources ISO Rating Class 3 Fire Stations in Area 6 Average Response Time 4:46 Fire Stations Serving Area NP Response Time Base Year 2004 Sq. Miles per Station1 5 Response Time Includes Dispatch Yes Total Staff1 NA Response Time Note None Total Sworn Staff1 102 Service Challenges Sworn Staff per Station1 17 Sworn Staff per 1,0001 0.3 Difficulties serving hillside areas north of Whittier Staffing Base Year FY 03-04 Facilities Station Location Condition Staff per Shift2 Apparatus CFPD 1108 N. Eastern Good 1 Captain Engine No. 1 Ave (City Terrace) 1 Engineer 2 Firefighters CFPD 930 S. Eastern Ave Fair 2 Captains Engine No. 3 (East LA) 2 Engineers Quint 4 Firefighters Squad 2 Firefighter/Paramedics CFPD 11460 Santa Fair 1 Captain Engine No. 15 Gertrudes Ave 1 Engineer (East Whittier) 2 Firefighters CFPD Watts Good 2 Engines 2 Captains No. 16 Squad 2 Engineers 3 Firefighters 2 Firefighter/Paramedics CFPD Willowbrook Fair 1 Captain Paramedic Engine No. 41 1 Engineer 2 Firefighters CFPD 137 W. Redondo Fair 1 Captain Engine No. 95 Beach Blvd. 1 Engineer (Rosewood) 2 Firefighters continued 245 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A Facilities (continued) CFPD 10630 S. Mills Ave. Fair 1 Captain Engine No.96 (South Whittier) 1 Engineer 1 Firefighter CFPD 18915 S. Santa Fe Fair 2 Captains Engine No. 105 Ave. (Rancho 2 Engineers HazMat Squad3 Dominguez) 5 Firefighters Infrastructure Needs/Deficiencies None Regional Collaboration Automatic Aid Providers CFPD provides and receives automatic and mutual aid to and from area LA, Long Beach, Montebello, Santa Fe cities. CFPD staff participate in search and rescue teams coordinated by Springs, Vernon the Sheriff and attend joint training and drill activities. CFPD Fire Service: Unincorporated Areas (continued) Notes: (1) Indicator is 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. (2) For consistency across service providers, standard terms have been used to describe staffing, and differ in some cases from actual position titles used by the various agencies. The engineer term in this table includes the CFPD "Fire Fighter Specialist." (3) Vehicle assigned to CFPD Hazardous Materials Task Force COUNTY SANITATION DISTRICT #1 The County Sanitation District No. 1 (CSD) is a direct provider of wastewater and solid waste landfill services in all or a portion of nine cities and unincorporated areas in the Gateway MSR area and the City of Los Angeles. The CSD was formed as a dependent special district on November 17, 1924 prior to the creation of LAFCO. It was organized under provisions of the California Health & Safety Code §4700-4858 as a county sanitation district. The CSD No. 1 boundary is partially within the City of Los Angeles MSR area and partially within the Gateway MSR area. The boundary area includes portions of the cities of Los Angeles, Compton, Long Beach, South Gate, Cudahy, Bell, and Vernon. The cities of Huntington Park, Maywood and Lynwood are located entirely within the CSD. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the CSD. The CSD’s territory includes 37.19 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. 246 SPECIAL DISTRICTS COUNTY SANITATION DISTRICT #2 The County Sanitation District No. 2 (CSD) is a direct provider of wastewater and solid waste landfill services in all or a portion of 14 cities and unincorporated areas in the West Gabriel Valley and Gateway MSR areas. The CSD was formed as a dependent special district on February 25, 1924 prior to the creation of LAFCO. It was organized under provisions of the California Health & Safety Code §4700-4858 as a county sanitation district. The CSD No. 2 boundary is partially within the West San Gabriel Valley MSR area and partially within the Gateway MSR area. The boundary area includes the cities of San Gabriel, Monterey Park, and most of the City of Montebello; it also includes the cities of Commerce, Pico Rivera, Bell Gardens, Downey, Paramount, Bellflower and portions of five additional cities in the Gateway MSR area. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the CSD. The CSD’s territory includes 76 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. COUNTY SANITATION DISTRICT #3 The County Sanitation District No. 3 (CSD) is a direct provider of wastewater and solid waste landfill services in all or a portion of four cities and unincorporated areas in the Gateway MSR areas. The CSD was formed as a dependent special district on May 19, 1924 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. 3 boundary is completely within the Gateway MSR area. The boundary area includes most of the cities of Long Beach and Lakewood and small portions of the cities of Bellflower and Cerritos. 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 Long Beach not currently within the CSD boundary, located to the southeast, east of Studebaker Road. The CSD’s territory includes 46.85 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. 247 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A COUNTY SANITATION DISTRICT #8 The County Sanitation District No. 8 (CSD) is a direct provider of wastewater and solid waste landfill services in a portion of the City of Los Angeles and in all or a portion of three cities and unincorporated territory within the Gateway MSR area. The CSD was formed as a dependent special district on September 21, 1925 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. 8 boundary is within the City of Los Angeles and Gateway MSR areas and includes portions of the cities of Compton and Long Beach and the entire City of Carson. It also covers the unincorporated areas of West Carson, West Compton, part of Willowbrook and part of the unincorporated area to the northeast of the City of Carson. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the CSD. The CSD’s territory includes 28.34 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. COUNTY SANITATION DISTRICT #18 The County Sanitation District No. 18 (CSD) is a direct provider of wastewater and solid waste landfill services in all or a portion of 11 cities and unincorporated areas in the West Gabriel Valley and Gateway MSR 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 within the East San Gabriel Valley and Gateway MSR areas. The CSD includes portions of the city of Industry and unincorporated territory in the East San Gabriel Valley MSR area. The cities of Whittier, Santa Fe Springs and La Mirada are entirely within the CSD, while portions of the cities of Downey, Norwalk, Cerritos, Artesia, La Habra Heights, and Bellflower are within the CSD. The Sphere of Influence (SOI) includes 16.25 square miles of land area located outside the District’s boundary. Most of this area consists of the City of La Habra Heights and a joint SOI with CSD No. 21, located east of the City of La Habra Heights. The CSD’s territory includes 54.81 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. 248 SPECIAL DISTRICTS COUNTY SANITATION DISTRICT #19 The County Sanitation District (CSD) No. 19 is a direct provider of wastewater and solid waste landfill in all or a portion of five cities and unincorporated areas in the Gateway MSR area. The CSD was formed as a dependent special district on March 28, 1950 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. 19 boundary area includes the City of Hawaiian Gardens, most of the cities of Cerritos and Artesia, the eastern portion of the City of Lakewood, and an eastern portion of the City of Long Beach. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the CSD. The CSD’s territory includes 12.6 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. 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. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. 249 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A COUNTY SANITATION DISTRICT #23 The County Sanitation District No. 23 (CSD) is a direct provider of wastewater and solid waste landfill services to the northern portion of the City of Vernon. The CSD was formed as a dependent special district on July 10, 1956 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. 23 boundary is entirely within the Gateway MSR area. The boundary area includes the northern portion of the City of Vernon. The Sphere of Influence (SOI) includes 0.03 square miles of land area located outside the District’s boundary. The CSD’s territory includes 2.28 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. COUNTY SANITATION DISTRICT #29 The County Sanitation District No. 29 (CSD) is a direct provider of wastewater and solid waste landfill services to City of Signal Hill. The CSD was formed as a dependent special district on September 21, 1962 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. 29 boundary is entirely within the Gateway MSR area. The boundary area includes the entire City of Signal Hill. LAFCO has previously adopted a coterminous Sphere of Influence (SOI) for the CSD. The CSD’s territory includes 2.05 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the County Sanitation Districts of Los Angeles County municipal service review. DOWNEY CEMETERY DISTRICT The Artesia Cemetery District is a direct provider of cemetery services to cities in the Gateway MSR area. The Downey Cemetery District formed as an independent special district in 1928 prior to the creation of LAFCO. It was organized when the Downey Cemetery Association and the Masonic 250 SPECIAL DISTRICTS Cemetery began a petition movement in 1921 for the County of Los Angeles to make a cemetery district out of the two cemeteries. The District’s boundary is completely within the Gateway MSR area. The boundary area includes most of the City of Downey, a northern portion of the City of Bellflower, a northeastern section of the City of Paramount, and a small southeastern section of the City of South Gate. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Downey Cemetery District. The Downey Cemetery District’s territory includes 13.1 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. FIRESTONE GARBAGE DISPOSAL DISTRICT The Firestone Garbage Disposal District is a direct provider of garbage disposal services within unincorporated territory within the Gateway and City of Los Angeles MSR areas. The Firestone Garbage Disposal District formed on January 21, 1941 as an independent special district. It was organized under the Knox-Nesbet Act. The District’s boundary area includes most of the unincorporated area of Florence-Graham, most of the unincorporated area of Willowbrook, in addition to other unincorporated areas within the City of Compton and an unincorporated area between the City of Los Angeles and the City of Lynwood. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the Firestone Garbage Disposal District. The Firestone Garbage Disposal District territory includes 7.12 square miles of land. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. GREATER LOS ANGELES COUNTY VECTOR CONTROL DISTRICT The Greater Los Angeles County Vector Control District (District) is a direct provider of mosquito and other vector control services in several jurisdictions and unincorporated areas in the greater Los Angeles area. The District formed as an independent special district on January 15, 1952 prior to the creation of LAFCO. It was organized under provisions of the California Health & Safety Code §2200-2398 as a mosquito abatement and vector control district 251 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The District boundary includes a large portion of cities and unincorporated areas throughout Los Angeles County. In the MSR area, the District includes the cities of Montebello, San Marino, and South El Monte. LAFCO has previously adopted a sphere of influence (SOI) for the District that includes the City of La Cañada Flintridge. The District’s boundary area includes 841.25 square miles of land. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. LA HABRA HEIGHTS COUNTY WATER DISTRICT The La Habra Heights County WaterDistrict (LHCWD) is a direct provider of retail water service throughout the City of La Habra Heights, in small areas of the City of Whittier, and is surrounding unincorporated territory. The District formed as an independent special district on May 5, 1919 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §30000-33901 as a county water district. The LHCWD boundary is entirely with the Gateway MSR area. The boundary area includes a the entire City of La Habra Heights, small unincorporated areas between La Habra Heights and Orange County, and small areas of the City of Whittier, adjacent to the La Habra Heights border. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the La Habra Heights County Water District. The La Habra Heights County Water District territory includes 5.96 square miles of land. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Gateway area prepared by Dudek and Associates. LITTLE LAKE CEMETERY DISTRICT The Little Lake Cemetery District (LLCD) is a direct provider of cemetery burial services for some or all of five cities and unincorporated territory located in the Gateway MSR area. The District formed as an independent special district in 1920 prior to the creation of LAFCO. The LLCD boundary is entirely within the West San Gabriel Valley MSR area. The boundary area includes a southeast portion of the City of Downey, a small eastern portion of the City of Bellflower, a portion of the unincorporated territory of South Whittier, and a majority of the cities of Norwalk, Santa Fe Springs, and La Mirada. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the LLCD. 252 SPECIAL DISTRICTS The Little Lake Cemetery District territory includes 17.96 square miles of land. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. ORCHARD DALE COUNTY WATER DISTRICT The Orchard Dale County Water District (ODCWD) is a direct provider of retail water service to unincorporated area and portions of two cities in the Gateway MSR area. The District formed as an independent special district on May 20, 1954 prior to the creation of LAFCO. It was organized under provisions of the California Water Code § 30000-33901 as a county water district. The ODCWD boundary area includes most of the unincorporated community of South Whittier a small eastern area of the City of Santa Fe Springs and a small northwestern portion of the City of La Mirada. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the ODCWD. The Orchard Dale County Water District territory includes 1.75 square miles of land. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Gateway area prepared by Dudek and Associates. PICO COUNTY WATER DISTRICT The Pico County Water District (PCWD) is a direct provider of retail water service to portions of one city in the Gateway MSR area. The PCWD formed in September of 1926 as an independent special district. It was organized under provisions of the California Government Code § 30000-33901 as a county water district. The Pico County Water District is entirely within the MSR area and includes the central area of the City of Pico Rivera. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the PCWD. The Pico County Water District’s territory includes 2.28 square miles of land. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Gateway area prepared by Dudek and Associates. 253 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A SATIVA COUNTY WATER DISTRICT The Sativa County Water District (District) is a direct provider of retail water services in a portion of the unincorporated community of Willowbrook and the incorporated City of Compton. The District formed as an independent special district on December 30, 1938 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §30000-33901 as a county water district. The Sativa County Water District is entirely within the MSR area and includes portions of the City of Compton and the unincorporated community of Willowbrook. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The Sativa County Water District’s territory includes 0.28 square miles of land area. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Gateway area prepared by Dudek and Associates. UPPER SAN GABRIEL VALLEY MUNICIPAL WATER DISTRICT The Upper San Gabriel Valley Municipal Water District (District) is a direct provider of wholesale water to a large portion of the San Gabriel Valley. The District formed as an independent special district on January 7, 1960 prior to the creation of LAFCO. It was organized under provisions of the California Water Code §71000-73000 as a municipal water district. The Upper San Gabriel Valley Municipal Water District boundary is partially within the West San Gabriel Valley MSR area, the East San Gabriel Valley MSR area, and the Gateway MSR area. The District’s boundary includes a large portion of the San Gabriel Valley. In the MSR area, the District includes unincorporated areas north of the cities of Pico Rivera, Whittier and La Habra Heights. The district also includes a small portion of the City of Whittier. The district also covers all or parts of seventeen addition cities and unincorporated areas outside the MSR area. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The Upper San Gabriel Valley Municipal Water District’s territory includes 145.92 square miles of land area. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the West San Gabriel Valley area prepared by Dudek and Associates. WALNUT PARK GARBAGE DISPOSAL DISTRICT The Walnut Park Garbage Disposal District (District) is a direct provider of garbage disposal and recycling services to an unincorporated territory with the Gateway MSR area. 254 SPECIAL DISTRICTS The District formed as an independent special district on November 28, 1939. It was organized under provisions of the Knox-Nesbet Act. The District boundary is completely within the Gateway MSR area. The District’s boundary includes the unincorporated community of Walnut Park, just south of the City of Huntington Park. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The Walnut Park Garbage Disposal District’s territory includes 0.86 square miles of land area. This report does not provide a complete review of the District, as the District’s services were reviewed as part of the Abbreviated Miscellaneous Government Services Providers municipal service review. WATER REPLENISHMENT DISTRICT OF SOUTHERN CALIFORNIA The Water Replenishment District of Southern California (District) is a direct provider of water replenishment and desalination services in Montebello and in the Gateway, South Bay and southern Los Angeles MSR areas. The District formed as an independent special district on December 9, 1959 prior to the creation of LAFCO. It was organized under provisions of the Water Replenishment District Act, California Water Code Division 18 as a water replenishment district. The Water Replenishment District of Southern California boundary is partially within the West San Gabriel Valley MSR area. The District’s boundary includes all of southern Los Angeles County, mostly territory in the Gateway, South Bay, and Los Angeles MSR areas. In the MSR area, the District includes only the City of Montebello and a small southwestern corner of the City of Monterey Park. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The Water Replenishment District of Southern California boundary area includes 424.98 square miles of land area. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Gateway area prepared by Dudek and Associates. WEST BASIN MUNICIPAL WATER DISTRICT The West Basin Municipal Water District (District) is a direct provider of wholesale water supply to several cities and unincorporated areas in southeast Los Angeles County. The District formed as an independent special district in November of 1947 prior to the creation of LAFCO. The principal act under which the agency was formed is Water Code §71000-73000. 255 GATEWAY MUNICIPAL SERVICE REVIEW APPENDIX A The West Basin Municipal Water District boundary is partially within the Gateway MSR area. The District’s boundary includes portions of the Los Angeles, South Bay, and Gateway MSR areas. In the MSR area, the District includes most of the City of Carson, the unincorporated community of West Carson, a southern portion of the unincorporated community of West Compton, and unincorporated territory southeast of the City of Compton. LAFCO has previously adopted a coterminous sphere of influence (SOI) for the District. The West Basin Municipal Water District boundary area includes 156.46 square miles of land area. The water services provided by this agency are covered in a separate MSR report—the MSR study of water providers in the Las Virgenes area prepared by Dudek and Associates. 256