South Bay Final MSR (September 2005)

Local Agency Formation Commission for Los Angeles County September 28, 2005 Final South Bay Municipal Service Review REPORT OF THE LOCAL AGENCY FORMATION COMMISSION FOR LOS ANGELES COUNTY South Bay Region Municipal Service Review LAFCO 700 N. Central Avenue• Suite 350 Glendale• California 91203 Phone 818.254.2454 • Fax 818.254.2452 LOCAL AGENCY FORMATION COMMISSION for LOS ANGELES COUNTY COMMISSION MEMBERS COMMISSION STAFF Chairman Henri Pellissier Larry J. Calemine Public Member At-Large Executive Officer The Honorable Yvonne Burke Sandor L. Winger Los Angeles County Board of Supervisors Deputy Executive Officer The Honorable Zev Yaroslavsky June Savala Los Angeles County Board of Supervisors Executive Assistant The Honorable Carol Herrera Serafina Candela-Grossman Mayor, City of Diamond Bar Senior Government Analyst The Honorable Margaret E. Finlay Douglass Dorado Mayor, City of Duarte GIS Administrator James DiGiuseppe Alisha O’Brien Public Member, San Fernando Valley Local Government Analyst Jerry Gladbach Wilda Turner Castaic Lake Water Agency Administrative Assistant/C.I.S. Donald L. Dear Amber De La Torre West Basin Municipal Water District Office Service Assistant Alternate Members The Honorable Don Knabe Los Angeles County Board of Supervisors Judith Mitchell Councilmember, City of Rolling Hills Estates Richard Close Public Member, San Fernando Valley Kenneth Chappell Public Member At-Large Norm Ryan Water Replenishment District of Southern California Greig Smith Councilman, City of Los Angeles SOI Determinations PV Estates 45 SOI Determinations Rancho PV 46 SOI Determinations Redondo Beach 47 SOI Determinations Rolling Hills 48 SOI Determinations Rolling Hills E. 49 SOI Determinations Torrance 50 C HAPTER 1 Table of Introduction and Overview 51 LAFCO MSR Process 56 Contents CHAPTER 2 South Bay Region Service Providers About the Region 58 Regional Employers 59 EXECUTIVE SUMMARY 1 Municipal Service Providers 59 MSR Determinations South Bay 2 Special Districts Service Providers 62 MSR Determinations El Segundo 7 MSR Determinations Gardena 9 CHAPTER 3 MSR Determinations Hawthorne 11 City of El Segundo MSR Determinations Hermosa Beach 13 City Services 63 MSR Determinations Inglewood 15 City Providers 64 MSR Determinations Lawndale 17 Municipal Service Review Determinations MSR Determinations Lomita 19 Infrastructure Needs and Deficiencies 68 MSR Determinations Manhattan Beach 21 Growth and Population 72 MSR Determinations PV Estates 23 Financing Constraints and Opportunities 73 MSR Determinations Rancho PV 25 Cost Avoidance Opportunities 74 MSR Determinations Redondo Beach 27 Opportunities for Rate Restructuring 74 MSR Determinations Rolling Hills 29 Opportunities for Shared Facilities 74 MSR Determinations Rolling Hills E. 31 Government Structure Options 75 MSR Determinations Torrance 33 Evaluation of Management Efficiencies 75 SOI Determinations El Segundo 35 Local Accountability and Governance 75 SOI Determinations Gardena 37 SOI Determinations Hawthorne 39 CHAPTER 4 SOI Determinations Hermosa Beach 40 City of Gardena SOI Determinations Inglewood 41 City Services 76 SOI Determinations Lawndale 42 City Providers 77 SOI Determinations Lomita 43 Municipal Service Review Determinations SOI Determinations Manhattan Beach 44 Infrastructure Needs and Deficiencies 81 i Growth and Population 83 Financing Constraints and Opportunities 84 CHAPTER 7 Cost Avoidance Opportunities 85 City of Inglewood Opportunities for Rate Restructuring 85 City Services 108 Opportunities for Shared Facilities 86 City Providers 109 Government Structure Options 86 Municipal Service Review Determinations Evaluation of Management Efficiencies 86 Infrastructure Needs and Deficiencies 113 Local Accountability and Governance 86 Growth and Population 116 Financing Constraints and Opportunities 116 CHAPTER 5 Cost Avoidance Opportunities 117 City of Hawthorne Opportunities for Rate Restructuring 118 City Services 87 Opportunities for Shared Facilities 118 City Providers 88 Government Structure Options 118 Municipal Service Review Determinations Evaluation of Management Efficiencies 118 Infrastructure Needs and Deficiencies 92 Local Accountability and Governance 118 Growth and Population 94 Financing Constraints and Opportunities 94 CHAPTER 8 Cost Avoidance Opportunities 95 City of Lawndale Opportunities for Rate Restructuring 95 City Services 119 Opportunities for Shared Facilities 96 City Providers 120 Government Structure Options 96 Municipal Service Review Determinations Evaluation of Management Efficiencies 96 Infrastructure Needs and Deficiencies 123 Local Accountability and Governance 96 Growth and Population 124 Financing Constraints and Opportunities 124 CHAPTER 6 Cost Avoidance Opportunities 125 City of Hermosa Beach Opportunities for Rate Restructuring 125 City Services 97 Opportunities for Shared Facilities 125 City Providers 98 Government Structure Options 125 Municipal Service Review Determinations Evaluation of Management Efficiencies 126 Infrastructure Needs and Deficiencies 102 Local Accountability and Governance 126 Growth and Population 105 Financing Constraints and Opportunities 105 CHAPTER 9 Cost Avoidance Opportunities 106 City of Lomita Opportunities for Rate Restructuring 107 City Services 127 Opportunities for Shared Facilities 107 City Providers 128 Government Structure Options 107 Municipal Service Review Determinations Evaluation of Management Efficiencies 107 Infrastructure Needs and Deficiencies 132 Local Accountability and Governance 107 Growth and Population 133 Financing Constraints and Opportunities 134 ii Cost Avoidance Opportunities 135 City Services 160 Opportunities for Rate Restructuring 135 City Providers 161 Opportunities for Shared Facilities 135 Municipal Service Review Determinations Government Structure Options 135 Infrastructure Needs and Deficiencies 165 Evaluation of Management Efficiencies 135 Growth and Population 166 Local Accountability and Governance 136 Financing Constraints and Opportunities 166 Cost Avoidance Opportunities 167 C H A P T E R 1 0 Opportunities for Rate Restructuring 167 City of Manhattan Beach Opportunities for Shared Facilities 167 City Services 137 Government Structure Options 168 City Providers 138 Evaluation of Management Efficiencies 168 Municipal Service Review Determinations Local Accountability and Governance 168 Infrastructure Needs and Deficiencies 142 Growth and Population 146 C H A P T E R 1 3 Financing Constraints and Opportunities 147 City of Redondo Beach Cost Avoidance Opportunities 148 City Services 169 Opportunities for Rate Restructuring 148 City Providers 170 Opportunities for Shared Facilities 148 Municipal Service Review Determinations Government Structure Options 149 Infrastructure Needs and Deficiencies 174 Evaluation of Management Efficiencies 149 Growth and Population 177 Local Accountability and Governance 149 Financing Constraints and Opportunities 178 Cost Avoidance Opportunities 179 CHAPTER 1 1 Opportunities for Rate Restructuring 180 City of Palos Verdes Estates Opportunities for Shared Facilities 180 City Services 150 Government Structure Options 180 City Providers 151 Evaluation of Management Efficiencies 180 Municipal Service Review Determinations Local Accountability and Governance 180 Infrastructure Needs and Deficiencies 155 Growth and Population 157 CHAPTER 1 4 Financing Constraints and Opportunities 158 City of Rolling Hills Cost Avoidance Opportunities 158 City Services 181 Opportunities for Rate Restructuring 159 City Providers 182 Opportunities for Shared Facilities 159 Municipal Service Review Determinations Government Structure Options 159 Infrastructure Needs and Deficiencies 185 Evaluation of Management Efficiencies 159 Growth and Population 186 Local Accountability and Governance 159 Financing Constraints and Opportunities 186 Cost Avoidance Opportunities 187 C H A P T E R 1 2 Opportunities for Rate Restructuring 187 City of Rancho Palos Verdes Opportunities for Shared Facilities 187 ii i Government Structure Options 187 City of Rolling Hills 217 Evaluation of Management Efficiencies 187 City of Rolling Hills Estates 219 Local Accountability and Governance 188 C H A P T E R 1 8 C H A P T E R 1 5 Consolidated Fire Protection District City of Rolling Hills Estates City of Gardena 222 City Services 189 City of Hawthorne 223 City Providers 190 City of Inglewood 225 Municipal Service Review Determinations City of Lawndale 226 Infrastructure Needs and Deficiencies 194 City of Lomita 227 Growth and Population 195 City of Palos Verdes Estates 228 Financing Constraints and Opportunities 195 City of Rancho Palos Verdes 230 Cost Avoidance Opportunities 196 City of Rolling Hills 231 Opportunities for Rate Restructuring 196 City of Rolling Hills Estates 232 Opportunities for Shared Facilities 196 Government Structure Options 197 CHAPTER 1 9 Evaluation of Management Efficiencies 197 Consolidated Fire Protection District 235 Local Accountability and Governance 197 CHAPTER 2 0 C H A P T E R 1 6 County Sanitation Districts 237 City of Torrance CSD No. 5 and CSD No. 30 237 City Services 198 City Providers 199 CHAPTER 2 1 Municipal Service Review Determinations West Basin Municipal Water District 239 Infrastructure Needs and Deficiencies 202 Growth and Population 206 C H A P T E R 2 2 Financing Constraints and Opportunities 207 WRD of Southern California 240 Cost Avoidance Opportunities 208 Opportunities for Rate Restructuring 208 CHAPTER 2 3 Opportunities for Shared Facilities 208 Garbage Disposal Districts 241 Government Structure Options 208 Athens-Woodcrest-Olivita 242 Evaluation of Management Efficiencies 209 Lennox 242 Local Accountability and Governance 209 CHAPTER 2 4 CHAPTER 1 7 Recreation & Park Districts 244 Los Angeles County Sheriff’s Department Miraleste 244 City of Lawndale 210 Ridgecrest Ranchos 244 City of Lomita 212 Westfield 245 City of Rancho Palos Verdes 215 iv Figure 6-6 Hermosa Beach General Fund Revenues 106 CHAPTER 2 5 Table 7-1 Inglewood Land Distribution 110 Palos Verdes Library District 246 Table 7-2 Inglewood Part I Crimes Statistics 114 Table 7-3 CSD Demographics 116 CHAPTER 2 6 Figure 7-4 Inglewood Growth Projections 116 Vector Control Districts 248 Figure 7-5 Inglewood General Fund Revenues 117 Greater LA 249 Table 8-1 Lawndale Land Distribution 121 LA County West 250 Table 8-2 CSD Demographics 124 Figure 8-3 Lawndale Growth Projections 124 CHAPTER 2 7 Figure 8-4 Lawndale General Fund Revenues 125 Beach Cities Health District 252 Table 9-1 Lomita Land Distribution 129 Figure 9-2 CSD Demographics 133 References Cited 253 F i g u r e 9 - 3 L o m i t a G rowth Projections 134 Interviews 257 Figure 9-4 Lomita General Fund Revenues 135 Data Sources 258 Table 10-1 Manhattan Beach Land Distribution 139 Table 10-2 Manhattan Beach Part Crimes Statistics 143 List of Tables and Figures Table 10-3 Manhattan Beach Service Call Fire Incidents 144 Table 2-1 South Bay Regional Service Providers 60 Table 10-4 CSD Demographics 146 Table 3-1 El Segundo Land Distribution 65 Figure 10-5 Manhattan Beach Growth Projections 147 Figure 3-2 El Segundo Part I Crimes Statistics 69 Figure 10-6 Manhattan Beach General Fund Revenues 148 Table 3-3 El Segundo Service Call Fire Incidents 71 Table 11-1 Palos Verdes Estates Land Distribution 152 Table 3-4 CSD Demographics 72 Table 11-2 PV Estates Part I Crimes Statistics 156 Figure 3-5 El Segundo Growth Projections 73 Table 11-3 CSD Demographics 157 Figure 3-6 El Segundo General Fund Revenues 74 Figure 11-4 PV Estates Growth Projections 157 Table 4-1 Gardena Land Distribution 78 Figure 11-5 PV Estates General Fund Revenues 158 Table 4-2 Gardena Part I Crimes Statistics 82 Table 12-1 Rancho Palos Verdes Land Distribution 162 Table 4-3 CSD Demographics 83 Table 12-2 CSD Demographics 166 Figure 4-4 Gardena Growth Projections 84 Figure 12-3 Rancho Palos Verdes Growth Projections 166 Figure 4-5 Gardena General Fund Revenues 85 Figure 12-4 Rancho Palos Verdes GF Revenues 167 Table 5-1 Hawthorne Land Distribution 89 Table 13-1 Redondo Beach Land Distribution 171 Table 5-2 Hawthorne Part I Crimes Statistics 93 Table 13-2 Redondo Beach Part I Crimes Statistics 175 Table 5-3 CSD Demographic 94 Table 13-3 Redondo Beach Service Call Fire Incidents 176 Figure 5-4 Hawthorne Growth Projections 94 Table 13-4 CSD Demographics 177 Figure 5-5 Hawthorne General Fund Revenues 95 Figure 13-5 Redondo Beach Growth Projections 178 Table 6-1 Hermosa Beach Land Distribution 99 Figure 13-6 Redondo Beach GF Revenues 179 Table 6-2 Hermosa Beach Part I Crimes Statistics 103 Table 14-1 Rolling Hills Land Distribution 183 Table 6-3 Hermosa Beach Service Call Fire Incidents 104 Table 14-2 CSD Demographics 186 Figure 6-4 CSD Demographics 105 Figure 14-3 Rolling Hills Growth Projections 186 Figure 6-5 Hermosa Beach Growth Projections 105 Figure 14-4 Rolling Hills General Fund Revenues 187 v Table 15-1 Rolling Hills Estates Land Distribution 191 Exhibit 4 Hawthorne Sphere of Influence Table 15-2 CSD Demographics 195 Exhibit 5 Hermosa Beach Sphere of Influence Figure 15-3 Rolling Hills Estates Growth Projections 195 Exhibit 6 Inglewood Sphere of Influence Figure 15-4 Rolling Hills Estates GF Revenues 196 Exhibit 7 Lawndale Sphere of Influence Table 16-1 Torrance Land Distribution 200 Exhibit 8 Lomita Sphere of Influence Table 16-2 Torrance Part I Crimes Statistics 203 Exhibit 9 Manhattan Beach Sphere of Influence Table 16-3 Torrance Service Call Fire Incidents 204 Exhibit 10 Palos Verdes Estates Sphere of Influence Table 16-4 CSD Demographics 206 Exhibit 11 Rancho Palos Verdes Sphere of Influence Figure 16-5 Torrance Growth Projections 207 Exhibit 12 Redondo Beach Sphere of Influence Figure 16-6 Torrance General Fund Revenues 208 Exhibit 13 Rolling Hills Sphere of Influence Table 17-1 Lawndale Area Crimes Statistics 211 Exhibit 14 Rolling Hills Estates Sphere of Influence Figure 17-2 Lawndale Part I Crimes Statistics 212 Exhibit 15 Torrance Sphere of Influence Figure 17-3 Lawndale Part II Crimes Statistics 212 Exhibit 16 South Bay MSR Area Public Safety Facilities Table 17-4 Lomita Area Crimes Statistics 214 Exhibit 17 Gardena-Hawthorne-Lawndale Joint SOI Table 17-5 Lomita Part I Crimes Statistics 214 Exhibit 18 Hermosa Beach-Redondo Beach Joint SOI Table 17-6 Lomita Part II Crimes Statistics 215 Exhibit 19 Proposed Sphere of Influence- City of Torrance Table 17-7 RP Verdes Area Crimes Statistics 216 Table 17-8 RP Verdes Part I Crimes Statistics 216 Table 17-9 RP Verdes Part II Crimes Statistics 217 Table 17-10 Rolling Hills Area Crimes Statistics 218 Table 17-11 Rolling Hills Part I Crimes Statistics 219 Table 17-12 Rolling Hills Part II Crimes Statistics 219 Table 17-13 Rolling Hills E. Area Crimes Statistics 220 Table 17-14 Rolling Hills E. Part I Crimes Statistics 221 Table 17-15 Rolling Hills E. Part II Crimes Statistics 221 Table 18-1 Gardena CFPD Service Call Incidents 223 Table 18-2 Hawthorne CFPD Service Call Incidents 225 Table 18-3 Inglewood CFPD Service Call Incidents 226 Table 18-4 Lawndale CFPD Service Call Incidents 227 Table 18-5 Lomita CFPD Service Call Incidents 228 Table 18-6 PV Estates CFPD Service Call Incidents 229 Table 18-7 RP Verdes CFPD Service Call Incidents 231 Table 18-8 Rolling Hills CFPD Service Call Incidents 232 Table 18-9 Rolling Hills E. CFPD Service Call Incidents 234 Map Exhibits Exhibit 1 South Bay Region MSR Area Exhibit 2 El Segundo Sphere of Influence Exhibit 3 Gardena Sphere of Influence v i Executive Summary The Local Agency Formation Commission has been tasked by the State Legislature to perform a comprehensive review of essential municipal services that are provided to the communities of the Beach Cities geographic region, also known as the South Bay. The South Bay MSR area includes 14 cities: El Segundo, Gardena, Hawthorne, Hermosa Beach, Inglewood, Lawndale, Lomita, Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Redondo Beach, Rolling Hills, Rolling Hills Estates and Torrance. There are 14 specials districts within the South Bay MSR area: Consolidated Fire Protection District of Los Angeles County, West Basin Municipal Water District, Water Replenishment District of Southern California, County Sanitation Districts: No. 5 and No. 30., Lennox Garbage Disposal District, Athens-Woodcrest-Olivita Garbage Disposal District, Beach Cities Health District, Los Angeles County West Vector Control District, Greater Los Angeles County Vector Control District, Palos Verdes Library District, Miraleste Recreation and Park District, Ridgecrest Ranchos Recreation and Park District, and Westfield Recreation and Park District. The geographic boundaries for the purpose of conducting municipal review study areas were established according to watershed boundaries. The municipal service review is a requirement to updating the sphere of influence of a local agency. Spheres of influence are updated and reviewed no less than every five years and only as determined necessary by LAFCO. LAFCO’s were established by the Legislature to “discourage urban sprawl” and “encourage orderly governmental boundaries.” LAFCO’s mission is to ensure that the local agencies of the region are able to sustain this growth and encourage orderly development of governmental and district boundaries. Attached herein are the following MSR determinations summaries for the South Bay Region. Also included are the MSR determinations for each of the cities and SOI determinations by individual city. 1 Municipal Service Review (MSR) Determinations South Bay Regional Area Staff recommends that the Commission adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies From 2000-2025, the population of the South Bay Region is expected to increase by 119,306 residents or 3.2%. Unincorporated County territory is projected to have minimal growth of 2.3% during 2000-2025. 1 Anticipated growth in the area will not significantly impact service demands and response times in the region. The existing infrastructure of the South Bay Region is sufficient to handle current and future needs of the region. Most infrastructure needs will entail redevelopment, reconstruction, rehabilitation, refurbishment, and/or upgrading of older existing facilities. According to Dudeks’ report, Municipal Service Review, Water Service-South Bay Region, water supply is adequate to meet the future needs of the region provided imported water remains available. Many cities within the South Bay Region collaborate on groundwater management and programs that allow them to effectively maximize resources. LSA Associates, Inc. report, Los Angeles County Sanitation Districts Municipal Service Review, concluded that the Cities within the South Bay MSR area have adequate infrastructure to meet the current and future service demands in the region. The County Sanitation Districts wastewater treatment plants have adequate capacity to handle current and future flows. The Joint Water Pollution Control Plant is currently operating near capacity; therefore the Districts plan to construct a new outfall system. The following cities have noted infrastructure needs and deficiencies: El Segundo The El Segundo Police Department plans to replace and relocate a fire station to accommodate population density. The City is in the process of rehabilitating aging infrastructure by replacing water mains and meters. Gardena The Gardena Police Department recognizes the need for facilities and technology upgrades. The City is in the process of constructing new buildings with technology upgrades. 1 Projected population is based on the SCAG RTP 2004 annual growth rates, as applied to the 2000 Census data with each census block assigned to the particular agency by the County of Los Angeles Urban Research Division. These projections are based on 1990 census tract geographies. 2 Hermosa Beach The Hermosa Beach Fire Department facility is in poor condition. The City plans to renovate the fire station with upgrades. Inglewood The City is expanding its water system infrastructure to rely more on groundwater, thereby reducing their dependency on imported water. Lomita Lomita is developing a Water Master Plan to address infrastructure needs. The City is in the process of building a five million gallon reservoir and bringing one of their wells back online. Redondo Beach The City recognizes the need for a new police station but is limited in funding and vacant land to facilitate the construction of a new building. Torrance The Torrance Fire Department plans to construct an additional fire station. The City is in the process of improving water system infrastructure such as, water main replacements and pump station upgrades. Growth and Population Projections SCAG, Southern California Association of Government is a regional planning agency that includes Imperial, Los Angeles, Orange, San Bernardino, Riverside, and Ventura counties. Projected population growth is based on 2000 U.S. Census with the SCAG’s 2004 Regional Transportation Plan (RTP). The 2005 population projections for the South Bay MSR Region consist of 790,378 residents. The two most populated cities are Torrance and Inglewood. Rolling Hills, a gated community has the lowest population in the MSR region. The South Bay MSR area is a highly diversified region which anticipates slow to moderate growth in the next several decades. Many cities are built-out with little or no surrounding unincorporated County territory. According to the SCAG based 2000-2025 population projections, Gardena, Hawthorne, Lawndale, and Redondo Beach anticipate significantly higher population growth compared to other cities in the MSR region. The Cities of El Segundo, Inglewood, Manhattan Beach, Rancho Palos Verdes, Rolling Hills, and Torrance have forecasts of moderate population growth. The remaining Cities of Hermosa Beach, Lomita, Palos Verdes Estates, and Rolling Hills Estates are predicted to have low population growth forecasts collectively. Financing Constraints and Opportunities Many cities throughout the State of California have been hit by the State’s budget crisis, especially those that rely on Vehicle License Fees. Fortunately, most cities in the South Bay 3 MSR Region typically rely on Sales and Property Taxes with the exception of El Segundo which relies on Business Tax. Inglewood relies on Utility Users Tax revenues. As of FY 01-02, Gardena’s accumulated outstanding debt was over $41 million. The City is currently in negotiations with bond holders to recast outstanding debt. The Cities of Hawthorne, Hermosa Beach, Inglewood, Lomita, Rancho Palos Verdes and Rolling Hills Estates total expenditures exceeded total revenues. These cities withdrew additional money from reserve accounts to balance their Budgets as shown on Financing Constraints and Opportunities for each city. Cost-Avoidance Opportunities Cities in the South Bay MSR Region achieve economies of scale by contracting with the County for services such as, police, fire and emergency medical services, animal control, library services, and storm drain and sewer maintenance. Most cities in the South Bay MSR Region rely on imported water. El Segundo and Inglewood reduce imported water demand by increasing groundwater production and by purchasing recycled water. Most cities are members of various risk management authorities that administer pooling of money and purchase insurance for worker’s compensation and property. The Cities of El Segundo, Gardena, Hawthorne and Manhattan Beach have collaborations as Joint Powers Agreements for police and fire dispatched 9-1-1 calls. This is known as the South Bay Regional Public Communications Authority, a shared facility that provides savings through cost effectiveness. Opportunities for Rate Restructuring A water rate study was conducted in December 2004 that identified the City of Lomita’s water operating fund to be functioning at a deficit. The City may be considering a rate increase some time in the near future. Opportunities for Shared Facilities The Redondo Beach Police and Fire Departments are proposing to share facilities with other agencies for regional training purposes. The Cities of Gardena, Hawthorne, Hermosa Beach and Manhattan Beach are members of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. Government Structure Options The Cities of Gardena, Hawthorne, and Lawndale share a joint SOI in unincorporated County territory of the El Camino Village, which was approved by LAFCO on November 28, 1984. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, 4 Marine Avenue and Prairie Avenue (see Map Exhibit 17). The City of Gardena was non- committal; however at the South Bay Regional Community Workshop, it was expressed by a Lawndale Councilman that the City retain the area of El Camino Village. The City of Hawthorne expressed in their Request for Information that they do not wish to retain El Camino Village in their SOI. Staff recommends the joint SOI be removed. The SOI territory should be eliminated from Gardena and Hawthorne and remain in Lawndale’s SOI boundary. Staff recommends a sphere adjustment for Gardena and Hawthorne. Lawndale’s SOI should remain the same. The Cities of Hermosa Beach and Redondo Beach share a joint SOI, which was approved by LAFCO on July 25, 1984. The joint SOI consists of three single-family homes located in the City of Redondo Beach bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane (see Map Exhibit 18). Upon discussion with both cities, there is no need to retain the joint SOI. Staff recommends the joint SOI be eliminated in each of the Cities. The SOI for Hermosa Beach needs to be adjusted. No boundary adjustment is needed for Redondo Beach. The City of Hawthorne plans to detach 16 parcels from their municipal boundary and amend their SOI. The area is residential, located north of the 105 freeway adjacent to unincorporated County territory of Lennox. The County and Second Supervisorial District have expressed support for detaching the territory from the City of Hawthorne and adding the area to unincorporated Lennox, as a way to better serve the residents as the freeway creates a physical barrier from the City of Hawthorne. Hawthorne can submit an application for detachment. Inglewood anticipates adjusting their SOI boundary by adding a small portion of unincorporated County territory of Lennox bounded east of La Cienega Boulevard, south of Century Boulevard, west of Irwin Avenue, and south of the 405 freeway on-ramp. The area lies within Los Angeles’ SOI boundary. Staff recommends the City of Inglewood apply for a sphere amendment. There are two areas of unincorporated County territory, El Camino College and the Alondra Golf Course and Park, bounded by Redondo Beach Boulevard, Prairie Avenue, and Manhattan Beach and Crenshaw Boulevards adjacent to the northern boundary of Torrance. Staff initially recommended that Torrance’s SOI boundary be adjusted to include both territories as to provide a logical boundary line. Information provided by the President of El Camino College stated the college is in fact considered to be truly a community college serving five surrounding local cities and other local unincorporated areas; it would be inappropriate to associate the boundaries with any one particular city. Therefore, the college has requested that LAFCO not include the college in any one SOI area. In response to the college’s request, staff has now recommended that the El Camino College be excluded in Torrance’s SOI. Furthermore, staff recommends that Torrance’s SOI boundary be expanded to include the Alondra Golf Course and Park bounded by Prairie Avenue, Manhattan Beach and Redondo Beach Boulevards, and west of the Dominquez Channel (see Map Exhibit 19, Proposed Sphere of Influence Amendment-City of Torrance). Management Efficiencies Cities in the South Bay MSR Region are well-managed that strive to improve the economic and financial condition of the city and quality of life issues for its residents. 5 Many cities in South Bay Region have cooperative arrangements with other agencies within Los Angeles County for taskforce investigations in narcotics and auto theft crimes. Local Accountability and Governance Cities in the South Bay MSR area are responsive to its citizens. Each of the cities encourages community input and public participation at Council meetings, community meetings and workshops. Many cities publish, mail, or post online informational materials for its residents advising them of community issues and events, city affairs, and local activities. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review as recommended by individual case. 6 Municipal Service Review (MSR) Determinations City of El Segundo The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies The El Segundo Police Department plans to replace and relocate a fire station to accommodate population density. The City is in the process of rehabilitating aging infrastructure by replacing water mains and large meters. Growth and Population Projections The City of El Segundo boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for El Segundo is expected to be minimal and only increase by 2,766 residents or 3.2% by year 2025. Financing Constraints and Opportunities The City had $4,059,247 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Sewer Assessment Improvement. The City has never defaulted on public debt. El Segundo’s underlying bond rating with Moody’s Investor Service is A1, “low credit risk”2. Cost-Avoidance Opportunities The City avoids the higher costs of imported water purchased by reducing their dependency 50% by increasing their water usage through the use of recycled water. El Segundo is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities The City of El Segundo and the El Segundo Unified School District have a joint use agreement for the use of recreational facilities. 2 Moody’s Investor Service. Municipal Finance. City of El Segundo. www.moodys.com. 7 Government Structure Options The police department suggested a possible consolidation of surrounding South Bay fire departments to streamline or improve the provisions through reorganization of services. Management Efficiencies El Segundo is a member of the Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force (L.A. IMPACT), a multi-agency taskforce that investigates narcotics associates with organized crime. The City of El Segundo contracts with outside agencies for annual audits. Productivity monitoring is handled through individual City departments. Local Accountability and Governance El Segundo is a general law city governed by an elected city council. Meetings are broadcast on cable television. Notices are posted at City Hall and on the City’s website. Agendas and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 8 Municipal Service Review (MSR) Determinations City of Gardena The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies Gardena is in the process of constructing new police facilities with technology upgrades. Growth and Population Projections The City of Gardena boundary is not coterminous to its SOI boundary. Gardena does not anticipate future growth in adjacent unincorporated County territory. The SCAG based 2000- 2025 population projections for Gardena is expected to increase 16,290 residents or 5% by year 2025. Financing Constraints and Opportunities The City had $41,583,694 in general long-term debt as of FY 01-02. Bonded indebtedness includes the South Bay Regional Public Communication Authority, Housing Authority, Parking Authority, Civic Center Improvements, First-Time Home Buyers and Financing Agency. The City has never defaulted on public debt. Gardena’s underlying rating with Moody’s Investors Service is Ba1 “below-average creditworthiness”. As of 2/1/05, Gardena is on a watch list for a possible downgrade in its rating. If the City of Gardena is downgraded to a B, that will reflect “weak creditworthiness”.3 Cost-Avoidance Opportunities No cost-avoidance opportunities were noted. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities Gardena has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Hawthorne, Hermosa Beach, and Manhattan Beach. 3 Moody’s Investor Service. Municipal Finance. City of Gardena. www.moodys.com. 9 Government Structure Options The City of Gardena shares a joint SOI with the Cities of Hawthorne and Lawndale, which was approved by LAFCO on November 28, 1984. The joint SOI is located west of Gardena in unincorporated County territory of El Camino Village, a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). The City of Gardena was non-committal; therefore it has been determined to eliminate the mentioned area from their SOI boundary. Staff recommends a sphere adjustment for Gardena. Management Efficiencies The City conducts an annual review of employee performance evaluations. Productivity monitoring is performed by each department by reviewing an annual schedule and monthly reports of activities which are submitted to the City Manager and City Council. Local Accountability and Governance Gardena is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 1 0 Municipal Service Review (MSR) Determinations City of Hawthorne The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Hawthorne boundary is not coterminous to its SOI boundary. Hawthorne does not anticipate future growth into adjacent unincorporated County territory. The SCAG based 2000-2025 population projections for Hawthorne is expected to increase by 27,190 residents or 5.6% by year 2025. Financing Constraints and Opportunities The City had $14,778,078 in general long-term debt as of FY 01-02. Bonded indebtedness includes Capital Improvements Projects. Hawthorne has never defaulted on public debt. Hawthorne’s underlying bond rating with Moody’s Investor Service is Aaa, “minimal credit risk”4. Cost-Avoidance Opportunities Hawthorne is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities Hawthorne has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Gardena, Hermosa Beach, and Manhattan Beach. 4 Moody’s Investor Service. Municipal Finance. City of Hawthorne. www.moodys.com. 1 1 Government Structure Options The City of Hawthorne plans to detach 16 parcels from their municipal boundary and amend their SOI. The area is residential, located north of the 105 freeway adjacent to unincorporated County territory of Lennox. The County and Second Supervisorial District have expressed support for detaching the territory from the City of Hawthorne and adding the area to unincorporated Lennox, as a way to better serve the residents as the freeway creates a physical barrier from the City of Hawthorne. Hawthorne can submit an application for detachment. The City of Hawthorne shares a joint SOI with the cities of Gardena and Lawndale, which was approved on November 28, 1984. The joint SOI is located south of Hawthorne in unincorporated County territory of El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). The City of Hawthorne expressed in their Request for Information that they do not wish to retain El Camino Village in their SOI. It is recommended by staff that the joint SOI be eliminated and have the territory removed from Hawthorne’s SOI boundary. Management Efficiencies No management efficiencies were noted. Local Accountability and Governance Hawthorne is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on City’s website Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 1 2 Municipal Service Review (MSR) Determinations City of Hermosa Beach The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies The Hermosa Beach Fire Department facility is in poor condition. The City plans to renovate the fire station with upgrades. Growth and Population Projections The City of Hermosa Beach boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Hermosa Beach is expected to be minimal and only increase 1,669 residents or 1.7% by year 2025. Financing Constraints and Opportunities The City had $992,688 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Hermosa Beach has never defaulted on public debt. Cost-Avoidance Opportunities Hermosa Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities Hermosa Beach has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Gardena, Hawthorne, and Manhattan Beach. Government Structure Options Hermosa Beach shares a joint SOI with the City of Redondo Beach, which was approved by LAFCO on July 25, 1984. The joint SOI consists of three single-family homes located in the City of Redondo Beach bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane (see Map Exhibit 18). Upon discussion with the City, it has been determined to eliminate the joint SOI. A boundary adjustment is needed for Hermosa Beach. 1 3 Management Efficiencies Performance evaluations are conducted on an ongoing basis. Reviews are performed by city audit. Productivity monitoring is managed with monthly reporting by operational units. Local Accountability and Governance Hermosa Beach is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 1 4 Municipal Service Review (MSR) Determinations City of Inglewood The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies The City is expanding its water system infrastructure to rely more on groundwater, thereby reducing their dependency on imported water. Growth and Population Projections The City of Inglewood boundary is not coterminous to its SOI boundary. The City may anticipate future development and growth within the next decade due the proposed expansion of the Los Angeles International Airport. The SCAG based 2000-2025 population projections for Inglewood is expected to increase by 17,530 residents or 2.9% by year 2025. Financing Constraints and Opportunities The City had $134,685,956 in general long-term debt as of FY 01-02. Bonded indebtedness includes the Parking Authority, Civic Center Improvements, Water/Sewer Improvements, and Fire Training Authority. The City has never defaulted on public debt. Inglewood’s underlying bond rating with Moody’s Investor Service is Baa3, “moderate credit risk5. Cost-Avoidance Opportunities The City of Inglewood avoids costs by expanding groundwater wells and treatment facilities, thereby reducing their dependency on imported water. Inglewood is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. 5 Moody’s Investor Service. Municipal Finance. City of Inglewood. www.moodys.com. 1 5 Government Structure Options Inglewood anticipates adjusting their SOI boundary by adding a small portion of unincorporated County territory of Lennox bounded east of La Cienega Boulevard, south of Century Boulevard, west of Irwin Avenue, and south of the 405 freeway on-ramp. The area lies within Los Angeles’ SOI boundary. Staff recommends the City of Inglewood apply for a sphere amendment. Management Efficiencies Inglewood is currently conducting a study to see the potential of contracting out with the South Bay Regional Public Communications Authority for police dispatched 9-1-1 calls which may provide cost through savings. Local Accountability and Governance Inglewood is a charter city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 1 6 Municipal Service Review (MSR) Determinations City of Lawndale The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Lawndale boundary is not coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Lawndale is expected to increase 6,598 residents or 3.8% residents. Financing Constraints and Opportunities The City had $11,359,799 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Lawndale has never defaulted on public debt. Cost-Avoidance Opportunities The City of Lawndale and the Lawndale Elementary School District have a Joint Powers Agreement for the use of City parks and a gymnasium. This JPA provides savings for land costs and insurance. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options The City of Lawndale shares a joint SOI with the cities of Gardena and Hawthorne, which was approved by LAFCO on November 28, 1984. The joint SOI is located east of Lawndale in unincorporated County territory of El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). At the South Bay Regional Community Workshop, it was expressed by a Lawndale City Councilman that the City retain the area of El Camino Village. It is recommended that Lawndale’s SOI boundary remain the same. 1 7 Management Efficiencies The City of Lawndale performs regular review of the Strategic Plan with assessment of accomplishments and problems. The City also conducts productivity monitoring in annual budget performance standards and annual staff performance evaluations. Local Accountability and Governance Lawndale is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 1 8 Municipal Service Review (MSR) Determinations City of Lomita The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies Lomita is developing a Water Master Plan to address infrastructure needs. The City is in the process of building a five million gallon reservoir and bringing one of their wells back online. In accordance with a response from Lomita, the City has adopted a pavement management system to identity and improve existing deficiencies along various streets within the City. In addition, Lomita has prepared an initial analysis of historically problematic drainage areas within the City and is working with the Los Angeles Department of Public Works to solve some of these concerns. Growth and Population Projections The City of Lomita boundary is coterminous to its SOI boundary. The SCAG based 2000- 2025 population projections for Lomita is expected to be minimal and only increase 1,227 residents or 1.2% by year 2025. Financing Constraints and Opportunities The City had $154,009 in general long-term debt as of FY 01-02. The City had no bonded indebtedness. Lomita has never defaulted on public debt. Cost-Avoidance Opportunities Lomita is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring A water rate study was conducted in December 2004 that identified the City’s water operating fund to be functioning at a deficit. The City may be considering a rate increase some time in the near future. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. 1 9 Management Efficiencies Lomita uses its State of the City Address and completion of its budget goals and objectives to evaluate performance. Performance evaluations, goals and objectives, the budget and management accountability are used to monitor activities. The City of Lomita uses a “Task Management Schedule” to monitor short and long-term projects. In addition to the budget, the City utilizes its annual audit of financial statements to manage its fiscal accountability. Local Accountability and Governance Lomita is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 2 0 Municipal Service Review (MSR) Determinations City of Manhattan Beach The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Manhattan Beach boundary is conterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Manhattan Beach is expected to increase by 3,938 residents or 2.2% by year 2025. Financing Constraints and Opportunities The City had $11,314,372 in general long-term debt as of FY 01-02. Bonded indebtedness includes the Municipal Energy Retrofit Program and Marine Sports Field/Marine Avenue Construction Project. Manhattan Beach has never defaulted on public debt. Cost-Avoidance Opportunities The Manhattan Beach Fire Department proposed a joint purchasing of Fire apparatus by local jurisdictions. Manhattan Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. According to Manhattan Beach, to avoid duplication of service, the City may want to purchase water directly from Metropolitan Water District of Southern California by avoiding a $31.00 per acre-foot surcharge added by the West Basin Municipal Water District. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities The City of Manhattan Beach Fire and Police Department will have a new combined facility scheduled for completion in Fall 2005. Manhattan Beach has regional collaborations with the South Bay Regional Public 2 1 Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Gardena, Hawthorne, and Hermosa Beach. Government Structure Options No government structure options were noted. Management Efficiencies Manhattan Beach conducts performance evaluations through periodic management audits. Productivity monitoring is handled through individual City departments. Local Accountability and Governance Manhattan Beach is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on City’s website. The City advertises and publishes public notices in a local newspaper, the Beach Reporter. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 2 2 Municipal Service Review (MSR) Determinations City of Palos Verdes Estates The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Palos Verdes Estates boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Palos Verdes Estates is expected to be minimal and only increase 690 residents or 1.0% by year 2025. Financing Constraints and Opportunities The City had $431,705 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Palos Verdes Estates has never defaulted on public debt. Cost-Avoidance Opportunities The City of Palos Verdes Estates is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Rancho Palos Verdes and Rolling Hills Estates. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Management Efficiencies No management efficiencies were noted. 2 3 Local Accountability and Governance Palos Verdes Estates is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available at City Hall. Constituents are kept apprised of City activities through a local newspaper, the Peninsula News. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 2 4 Municipal Service Review (MSR) Determinations City of Rancho Palos Verdes The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Rancho Palos Verdes boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Rancho Palos Verdes is expected to increase by 5,046 residents or 2.3% by year 2025. Financing Constraints and Opportunities The City had $162,750 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rancho Palos Verdes has never defaulted on public debt. Cost-Avoidance Opportunities The City of Rancho Palos Verdes is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Palos Verdes Estates and Rolling Hills Estates. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Management Efficiencies Rancho Palos Verdes monitors performance evaluation and conducts productivity monitoring during Budget reviews. 2 5 Local Accountability and Governance Rancho Palos Verdes is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 2 6 Municipal Service Review (MSR) Determinations City of Redondo Beach The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies The City needs a new police station but is limited in funding and vacant land to facilitate the construction of a new building. Growth and Population Projections The City of Redondo Beach boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Redondo Beach is expected to increase by 13,916 residents or 4.0% by year 2025. Financing Constraints and Opportunities The City had $1,885,134 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Wastewater System Improvement. Redondo Beach has defaulted on public debt. In the 1950's, the City defaulted on bond indebtedness for Harbor Construction. This issue was resolved and the King Harbor Marina was built in the 1960's. No other incidents of default have occurred. Redondo Beach’s underlying bond ratings with Moody’s Investor Service is A1, “low credit risk”6. Cost-Avoidance Opportunities The Redondo Beach Police Department has a pending Request for Proposal to outsource for 9-1-1 dispatched police and fire communication services. Redondo Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. 6 Moody’s Investor Service. Municipal Finance. City of Redondo Beach. www.moodys.com. 2 7 Opportunities for Shared Facilities The Redondo Beach Police Department proposes sharing facilities for regional training opportunities with neighboring cities. Government Structure Options Redondo Beach shares a joint SOI with the City of Hermosa Beach, which was approved by LAFCO on July 25, 1984. The joint SOI consist of three single-family homes located in the City of Redondo Beach bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane (see Map Exhibit 18). Upon discussion with the City, it has been determined to eliminate the joint SOI. No boundary adjustment is needed for Redondo Beach. Management Efficiencies The City of Redondo Beach monitors performance evaluations during Budget reviews. Productivity monitoring is controlled by tabulated data to assess the number and type of public service requests to address any changes or additions to the existing complaint tracking system. Local Accountability and Governance Redondo Beach is a charter city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 2 8 Municipal Service Review (MSR) Determinations City of Rolling Hills The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Rolling Hills boundary is coterminous to its SOI boundary. The SCAG based 2000-2025 population projections for Rolling Hills is expected to be minimal and only increase 248 residents or 2.5% by year 2025. Financing Constraints and Opportunities The City had no general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rolling Hills has never defaulted on public debt. Cost-Avoidance Opportunities Rolling Hills is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Management Efficiencies No management efficiencies were noted. 2 9 Local Accountability and Governance Rolling Hills is a general law city governed by an elected city council. Agenda and minutes are available on the City’s website. Newsletters are sent twice a month to all residents regarding City activities. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 3 0 Municipal Service Review (MSR) Determinations City of Rolling Hills Estates The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies No infrastructure needs or deficiencies were noted. Growth and Population Projections The City of Rolling Hills Estates boundary is not coterminous to its SOI boundary. The City does not anticipate future growth in adjacent unincorporated County territory. The SCAG based 2000-2025 population projections for Rolling Hills Estates is expected to be minimal and only increase by 504 residents or 1.3% by year 2025. Financing Constraints and Opportunities The City had no general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rolling Hills Estates has never defaulted on public debt. Cost-Avoidance Opportunities The City of Rolling Hills Estates is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Palos Verdes Estates and Rancho Palos Verdes. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. Rolling Hills Estates is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. 3 1 Management Efficiencies Rolling Hills Estates conducts performance evaluation and productivity monitoring on an annual basis. Local Accountability and Governance Rolling Hills Estates is a general law city governed by an elected city council. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Newsletters are mailed on a quarterly basis to all residents regarding City activities. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 3 2 Municipal Service Review (MSR) Determinations City of Torrance The Commission must adopt the following nine written determinations when approving municipal service reviews pursuant to Government Code Section 56430. Infrastructure Needs and Deficiencies The Torrance Fire Department plans to construct an additional fire station. Torrance is in the process of improving water system infrastructure such as, water main replacements and pump station upgrades. Growth and Population Projections The City of Torrance boundary is coterminous to its SOI boundary. The SCAG based 2000- 2025 population projections for Torrance is expected to increase 15,611 residents or 2.1% by year 2025. Financing Constraints and Opportunities The City had $55,819,998 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Water Project Construction, Transit System Improvements and Police/Fire Improvements. Torrance has never defaulted on public debt. Torrance’s underlying ratings with Moody’s Investor Service is A1 and A2, “low credit risk”7. Cost-Avoidance Opportunities No cost-avoidance opportunities were noted. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options There are two areas of unincorporated County territory, El Camino College and the Alondra Golf Course and Park, bounded by Redondo Beach Boulevard, Prairie Avenue, and Manhattan Beach and Crenshaw Boulevards adjacent to the northern boundary of Torrance. 7 Moody’s Investor Service. Municipal Finance. City of Torrance. www.moodys.com. 3 3 Staff initially recommended that Torrance’s SOI boundary be adjusted to include both territories as to provide a logical boundary line. Information provided by the President of El Camino College stated the college is in fact considered to be truly a community college serving five surrounding cities and local unincorporated areas; it would be inappropriate to associate the boundaries with any one particular city. Therefore, the college has requested that LAFCO not include the college in any one SOI area. In response to the college’s request, staff has now recommended that the El Camino College be excluded in Torrance’s SOI. Furthermore, staff recommends that Torrance’s SOI boundary be expanded to include the Alondra Golf Course and Park bounded by Prairie Avenue, Manhattan Beach and Redondo Beach Boulevards, and west of the Dominquez Channel (see Map Exhibit 19, Proposed Sphere of Influence Amendment-City of Torrance). Management Efficiencies The Torrance Police Department is currently conducting a study to determine if police and fire dispatch centers could be merged to create a more efficient dispatch operation. Torrance conducts performance evaluations every three years through the Strategic Plan. Local Accountability and Governance Torrance is a charter city governed by an elected city council. Meetings are broadcast on cable television. Recommendation: Staff recommends that that Commission approve and adopt the nine written determinations for the South Bay Municipal Service Review. 3 4 Sphere of Influence (SOI) Determinations City of El Segundo Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of El Segundo. Present and Planned Land Uses in the Area El Segundo is primarily an industrial community. According to the last General Plan update and land use survey conducted in 1992, 41 percent of land use is for industrial purposes, 18 percent of land use is commercial, 13 percent is designated for streets and rights-of-way, and 15 percent of land use is residential. Present land uses in the City of El Segundo mostly include industrial and commercial. Planned land uses in the area include some residential and commercial developments. Present and Probable need for Public Facilities and Services in the Area The City of El Segundo provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services El Segundo is planning to replace and relocate Fire Station 2. The fire station is located in an industrial area of the city. Two smaller fire stations would better serve the east end of the city which has a greater population density. Existence of any Social or Economic Communities of Interest El Segundo’s economic communities of interest include industrial and manufacturing sectors such as, the Chevron Refinery. The Refinery also occupies a portion of the coastal zone, along with the Southern California Edison Generating Station. Smoky Hollow, an older industrial area, contains mixed land uses such as, light manufacturing, warehousing, and offices. The Los Angeles Air Force Base also provides economic support to the City of El Segundo. Other economic communities of interest include Downtown El Segundo which includes a Civic Center, offices, and retail shops. 3 5 Recommendation: In reviewing and updating the sphere of influence for the City of El Segundo, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of El Segundo sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 3 6 Sphere of Influence (SOI) Determinations City of Gardena Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Gardena. Present and Planned Land Uses in the Area Gardena is primarily a residential community. According to the last General Plan update and land use survey conducted in 1975, 52 percent of land use is for residential purposes, 7 percent of land use is for commercial use, 14 percent is for industrial, and 19 percent is for public rights-of-way. Present land uses in the City of Gardena mostly include residential, industrial, and public rights- of-way. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services The City of Gardena provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Gardena provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Gardena’s social communities of interest include Moneta, a residential area located southwest of the City. Economic communities of interest include the Rosecrans Corridor, an industrial and commercial environment generally located on Rosecrans Boulevard, bounded by Crenshaw Boulevard and Western Avenue. A retail corridor exists at Redondo Beach and Artesia Boulevards. Gardena’s other economic interest includes two poker casinos providing revenue for the City. 3 7 Recommendation: In reviewing and updating the sphere of influence for the City of Gardena, staff recommends that the Commission revise the city’s sphere of influence by eliminating the joint SOI west of Gardena in unincorporated County territory of El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue and that the Commission approve and adopt the four written determinations of the City of Gardena sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 3 8 Sphere of Influence (SOI) Determinations City of Hawthorne Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Hawthorne. Present and Planned Land Uses in the Area Hawthorne is primarily a residential community. According to the last General Plan update in 1989 and last land use survey conducted in 2004, 53 percent of land use is for residential purposes, 18 percent of land use is commercial, and 19 percent of land use is for industrial uses. Present land uses in the City of Hawthorne mostly include residential and industrial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services The City of Hawthorne provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Hawthorne provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Hawthorne’s social communities of interest include residential areas of unincorporated County territory of Del Aire and the southern portion of Lennox. Economic communities of interest include the Hawthorne Village Plaza which offers a supermarket with retail shops. Hawthorne Municipal Airport, an economic interest, supports business and aerospace industries such as, Northrop Grumman Aviation Incorporated. Recommendation: In reviewing and updating the sphere of influence for the City of Hawthorne, staff recommends that the Commission revise the city’s sphere of influence by eliminating the joint SOI south of Hawthorne in unincorporated County territory of El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue and that the Commission approve and adopt the four written determinations of the City of Hawthorne sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 3 9 Sphere of Influence (SOI) Determinations City of Hermosa Beach Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Hermosa Beach. Present and Planned Land Uses in the Area Hermosa Beach is primarily a residential community. According to the last General Plan update in 1994 and land use survey conducted in 2002, 74 percent of land use is for residential use, 9 percent of land use is for open-space, and 14 percent is used for commercial purposes. Present land uses in the City of Hermosa Beach mostly include residential and commercial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services Hermosa Beach provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Hermosa Beach provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Hermosa Beach’s economic communities of interest include Greenwich Village, The Strand, and the Hermosa Beach Pier. Recommendation: In reviewing and updating the sphere of influence for the City of Hermosa Beach, staff recommends that the Commission revise the city’s sphere of influence by eliminating the joint SOI bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane. A boundary adjustment is needed for Hermosa Beach’s SOI and that the Commission approve and adopt the four written determinations of the City of Hermosa Beach sphere of influence update. 4 0 Sphere of Influence (SOI) Determinations City of Inglewood Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Inglewood. Present and Planned Land Uses in the Area Inglewood is primarily a residential community. According to the last General Plan update in 1980 and land use survey conducted in 1994, 47 percent of land use is for residential purposes, 24 percent of land use is rights-of-way, and 6 percent of land use is for commercial purposes. Present land uses in the City of Inglewood mostly include residential and rights-of-way. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services The Inglewood Police Department needs technology upgrades such as, computer infrastructure to provide efficiency and accommodate future services demands within the existing sphere of influence. Present Capacity of Public Facilities and Adequacy of Public Services Inglewood provides sufficient municipal services to its residents. The City has capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Inglewood’s social communities of interest include the residential areas of Morningside Park and the northern portion of Lennox. Economic communities of interests include Hollywood Park which involves horseracing, casino and dining and the Great Western Forum, which host special events and concerts. Recommendation: In reviewing and updating the sphere of influence for the City of Inglewood, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Inglewood sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 4 1 Sphere of Influence (SOI) Determinations City of Lawndale Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Lawndale. Present and Planned Land Uses in the Area Lawndale is primarily a residential community. According to the last General Plan update in 1992 and land survey conducted in 1990, 47 percent of land use is for residential purposes, 15 percent of land use is for commercial, and 2 percent of the land use for industrial. Present land uses in the City of Lawndale mostly include residential and commercial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services Lawndale provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Lawndale provides sufficient municipal services its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Lawndale’s economic communities of interest include the Hawthorne Boulevard Corridor, an area at the intersections of Hawthorne and Manhattan Beach Boulevards and Hawthorne Boulevard and Marine Avenue. The areas are comprised of mixed land uses of residential, commercial, restaurants, and retail shops. Recommendation: In reviewing and updating the sphere of influence for the City of Lawndale, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Lawndale sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 4 2 Sphere of Influence (SOI) Determinations City of Lomita Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Lomita. Present and Planned Land Uses in the Area Lomita is primarily a residential community. According to the last General Plan update in 1998 and land survey conducted in 1997, 49 percent of land use is for residential purposes, 9 percent of land use is for commercial, and 7 percent of the land use is agriculture. Present land uses in the City of Lomita mostly include residential and commercial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services Lomita provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Lomita provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Lomita’s economic communities of interest include the commercial corridors of Pacific Coast Highway, Lomita Boulevard, Western Avenue, and the northern portion of Narbonne Avenue containing offices, restaurants and retail shops. Recommendation: In reviewing and updating the sphere of influence for the City of Lomita, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Lomita sphere of influence update. 4 3 Sphere of Influence (SOI) Determinations City of Manhattan Beach Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Manhattan Beach. Present and Planned Land Uses in the Area Manhattan Beach is primarily a residential community. According to the last General Plan update and land survey conducted in 2002, 71 percent of land use is for residential purposes, 11 percent of land use is for commercial, and 8 percent of land use is for parks and open-space. Present land uses in the City of Manhattan Beach mostly include residential and commercial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services Manhattan Beach provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Manhattan Beach provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Manhattan Beach’s social communities of interest include the residential area of El Porto. Economic communities of interest include The Strand, Manhattan Beach Pier, Manhattan Village, and the Marine Avenue Sports Park. Recommendation: In reviewing and updating the sphere of influence for the City of Manhattan Beach, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Manhattan Beach sphere of influence update. 4 4 Sphere of Influence (SOI) Determinations City of Palos Verdes Estates Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Palos Verdes Estates. Present and Planned Land Uses in the Area Palos Verdes Estates is primarily a residential community. According to the last General Plan update in 1973 and land survey conducted in 1998, 47 percent of land use is for residential purposes, 28 percent of land use is for open-space, and 0.2 percent of the land use is commercial. Present land uses in the City of Palos Verdes Estates mostly include residential and open-space. Planned land uses in the area include some residential developments. Present and Probable need for Public Facilities and Services Palos Verdes Estates provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Palos Verdes Estates provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Palos Verdes Estates’ economic communities of interest include two commercial centers: Lunada Bay and Malaga Cove. Both areas include retail shops, restaurants, grocery stores and automotive shops. Malaga Cove is the larger of the two centers providing additional revenue for the city. Recommendation: In reviewing and updating the sphere of influence for the City of Palos Verdes Estates, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Palos Verdes Estates sphere of influence update. 4 5 Sphere of Influence (SOI) Determinations City of Rancho Palos Verdes Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Rancho Palos Verdes. Present and Planned Land Uses in the Area Rancho Palos Verdes is primarily a residential community. According to the last General Plan update and land survey conducted in 1975, 86 percent of land use is for residential purposes, 2 percent of land use is for commercial, and 5 percent of land use is recreational. Present land uses in the City of Rancho Palos Verdes mostly include residential and recreational. Planned land uses in the area include some residential developments. Present and Probable need for Public Facilities and Services Rancho Palos Verdes provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Rancho Palos Verdes provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Rancho Palos Verdes’ social communities of interest include the residential areas of Portuguese Bend and Miraleste. Economic communities of interest include Miraleste Plaza and Golden Cove Shopping Center with restaurants and retail shops. Recommendation: In reviewing and updating the sphere of influence for the City of Rancho Palos Verdes, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Rancho Palos Verdes sphere of influence update. 4 6 Sphere of Influence (SOI) Determinations City of Redondo Beach Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Redondo Beach. Present and Planned Land Uses in the Area Redondo Beach is primarily a residential community. According to the last General Plan update and land survey conducted in 2004, 52 percent of land use is for residential purposes, 29 percent of land use is industrial, and 23 percent of land use is commercial. Present land uses in the City of Redondo Beach mostly include residential and industrial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services Redondo Beach provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Redondo Beach provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Redondo Beach’s economic communities of interest include the Redondo Beach Pier, King Harbor Marina, Fisherman’s Village, Riviera Village, and the Galleria at South Bay. Recommendation: In reviewing and updating the sphere of influence for the City of Redondo Beach, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Redondo Beach sphere of influence update. 4 7 Sphere of Influence (SOI) Determinations City of Rolling Hills Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Rolling Hills. Present and Planned Land Uses in the Area Rolling Hills is a gated residential community. According to the last General Plan update and land survey conducted in 1990, 86 percent of land use is for residential purposes, 11 percent of land use is vacant, and 2 percent of land use is recreational. Present land uses in the City of Rolling Hills mostly include residential and vacant land. Planned land uses in the area include some residential developments. Present and Probable need for Public Facilities and Services Rolling Hills provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Rolling Hills provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest The entire City of Rolling Hills is a social community of interest. Recommendation: In reviewing and updating the sphere of influence for the City of Rolling Hills, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Rolling Hills sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 4 8 Sphere of Influence (SOI) Determinations City of Rolling Hills Estates Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Rolling Hills Estates. Present and Planned Land Uses in the Area Rolling Hills Estates is primarily a residential community. According to the last General Plan update in 1992 and land survey conducted in 1990, 49 percent of land use is for residential purposes, 15 percent of land use is open-space, and 5 percent of land use is for commercial. Present land uses in the City of Rolling Hills Estates mostly include residential and open-space. Planned land uses in the area include some residential developments. Present and Probable need for Public Facilities and Services Rolling Hills Estates provides adequate public facilities and services to meet the current needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Rolling Hills Estates provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Rolling Hills Estates’ economic communities of interest include the Peninsula Center located on Silver Spur Road and Deep Valley Roads, between Crenshaw and Hawthorne Boulevards. Peninsula Center includes the Peninsula Shopping Center, Shops at Palos Verdes, The Village, and Town and County. Recommendation: In reviewing and updating the sphere of influence for the City of Rolling Hills Estates, staff recommends that the Commission not revise or expand the city’s sphere of influence and that the Commission approve and adopt the four written determinations of the City of Rolling Hills Estates sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 4 9 Sphere of Influence (SOI) Determinations City of Torrance Pursuant to Government Code Section 56425, the Commission must make the following four determinations when reviewing and updating the sphere of influence for the City of Rolling Hills Estates. Present and Planned Land Uses in the Area Torrance is primarily a residential community. According to the last General Plan update and land survey conducted in 1992, 48 percent of land use is for residential purposes, 11 percent of land use is for commercial, and 16 percent of land use is for industrial. Present land uses in the City of Torrance mostly include residential and commercial. Planned land uses in the area include residential and commercial developments. Present and Probable need for Public Facilities and Services The City of Torrance requires a new fire station to accommodate the needs of its residents. Present Capacity of Public Facilities and Adequacy of Public Services Torrance provides sufficient municipal services to its residents. The City has the capability of providing increased services as population continues to grow. Existence of any Social or Economic Communities of Interest Torrance’s social communities of interest include the residential areas of Hollywood Riviera, Walteria, and El Nido. Economic communities of interest include the Del Amo Business District, bounded by Ocean and Madrona Avenues and Torrance and Sepulveda Boulevards. The Business District comprises the Del Amo Fashion Center, Village Del Amo, and the Del Amo Financial Center. Other economic communities of interest include commercial corridors located on Hawthorne Boulevard and Pacific Coast Highway. Recommendation: In reviewing and updating the sphere of influence for the City of Torrance, staff recommends that the Commission revise and expand the city’s sphere of influence to include the unincorporated County territory of Alondra Golf Course and Park bounded by Prairie Avenue, Manhattan Beach and Redondo Beach Boulevards, and west of the Dominquez Channel and that the Commission approve and adopt the four written determinations of the City of Torrance sphere of influence update. Future annexation requests and SOI amendments must take into account the availability of municipal services at the time of filing. 5 0 Chapter 1 Introduction Introduction and Overview This report has been prepared by the Local Agency Formation Commission for Los Angeles County (LAFCO), in accordance with Government Code Section 56430 of the State of California Government Code. Effective January 2000, the State Legislature amended the Government Code requiring that LAFCO conduct a comprehensive review of municipal services and update the spheres of influence of all agencies under LAFCO’s jurisdiction by December 31, 2005 and subsequently, every five years thereafter as necessary. The new legislative requirement directs LAFCO to conduct a comprehensive review of municipal service delivery and update the spheres of influence of all agencies under LAFCO’s jurisdiction not less than every five years. This chapter provides an overview of LAFCO’s history, powers and responsibilities. HISTORY OF LAFCO After World War II, California experienced dramatic growth in population and economic development. With this boom came a demand for housing, jobs and public services. To accommodate this demand, the state approved the formation of many new local government agencies, often with little forethought as to the ultimate governance structures in any given region. This lack of coordination and inadequate planning led to a multitude of overlapping, inefficient, jurisdictional service boundaries and the premature conversion of California’s agricultural and open-spaced lands. Recognizing this problem in 1959, Governor Edmund G. Brown, Sr. appointed the Commission on Metropolitan Area Problems. The Commission’s charge was to study and make recommendations on the “misuse of land resources” and the growing complexity of local governmental jurisdictions. The Commission’s recommendations on local governmental reorganizations were introduced to the Legislature in 1963, resulting in the creation of local agency formation commissions for each county. LAFCO RESPONSIBILITIES LAFCOs were formed to discourage urban sprawl, preserve agricultural and open-spaced lands and encourage the orderly formation and development of local governmental agencies. LAFCOs are responsible for coordinating logical and timely changes in local governmental boundaries, including annexations and detachments of territory, incorporations of cities, formations of special districts, and consolidations, mergers and dissolutions of districts, as well as reviewing ways to reorganize, simplify, and streamline governmental structure. LAFCOs’ efforts are directed toward seeing that services are provided efficiently and economically while agricultural and open-spaced lands are protected. 5 1 LAFCO POWERS Each LAFCO regulates boundary changes proposed by other local governmental agencies or individuals by approving or disapproving such changes, with or without amendment, wholly, partially or conditionally. Each LAFCO is empowered to initiate updates to spheres of influence, as well as proposals involving the dissolution and consolidation of special districts and the merging or establishment of subsidiary districts. Otherwise, LAFCO actions must originate as applications initiated by petition or resolution of a legislative body. COMPOSITION OF COMMISSION MEMBERS Pursuant to Government Code Section 56326, the Los Angeles County LAFCO is composed of nine regular Commissioners: two members from the Board of Supervisors; one representative from the City of Los Angeles; two members who represent the other 87 cities in Los Angeles County; two members who represent special districts; and two public members, one representing the public as a whole, and the other representing the San Fernando Valley Statistical Area. There are six alternate Commissioners; one from each of the above-membership categories. Municipal Service Review Origins The municipal service review requirement was adopted after the Legislature’s consideration of two studies recommending that each LAFCO throughout the State conduct reviews of local agencies. The Little Hoover Commission study focused on the need for oversight and consolidation of special districts, whereas the Commission on Local Governance for the 21st Century study focused on the need for regional planning to ensure efficient service delivery as California’s population continues to grow. LITTLE HOOVER COMMISSION In May 2000, the Little Hoover Commission8 released a report entitled Special Districts: Relics of the Past or Resources of the Future. This report focused on governance and financial problems among independent special districts, and the barriers to LAFCO’s pursuit of district consolidation and dissolution. The report raised the concern that “the underlying patchwork of special district governments has become unnecessarily redundant, inefficient and unaccountable.”9 In particular, the report raised concerns about a lack of visibility and accountability among some independent special districts. The report indicated that many special districts hold 8 The Little Hoover Commission, formally known as the Milton Marks “Little Hoover” Commission on California State Government Organization and Economy, is an independent state oversight agency that was created in 1962. The Commission’s mission is to investigate state government operations and – through reports, recommendations and legislative proposals – promote efficiency, economy and improved service. By statue, the Commission is a balanced bipartisan board composed of five citizen members appointed by the Governor, four citizen members appointed by the Legislature, two Senators and two Assembly members. 9 Little Hoover Commission. Special Districts: Relics of the Past or Resources for the Future? (Sacramento: Commission on Local Governance for the 21st Century, May 2000), 12. 5 2 excess reserve funds and some receive questionable tax revenues. The report expressed concern about the lack of financial oversight of the districts. It asserted that financial reporting by special districts is inadequate, that districts are not required to submit financial information to local elected officials, and concluded that district financial information is “largely meaningless as a tool to evaluate the effectiveness and efficiency of services provided by the districts, or to make comparisons with neighboring districts or services provided through a city or county.”10 The report pointed to relatively low voter turnout rates and a greater frequency of uncontested elections among special districts than among city councils. Further, the report questioned whether specials districts are providing adequate notice of public meetings. In addition to concerns about the accountability and visibility of special districts, the report raised concerns about special districts with outdated boundaries and outdated missions. The report questioned the public benefit provided by health care districts that have sold, leased or closed their hospitals, and asserted that LAFCOs consistently fail to examine whether they should be eliminated. The report pointed to service improvements and cost reductions associated with special district consolidations, but asserted that LAFCOs have generally failed to pursue special district reorganizations. The report called on the legislature to increase the oversight of special districts by mandating that LAFCOs identify service duplications and that LAFCOs study reorganization alternatives when: service duplications are identified, district insolvencies appear, district reserves are excessive, rate inequities surface, a district’s mission changes, a new city incorporates and when service levels are unsatisfactory. To accomplish this, the report recommended that the state strengthen the independence and funding of LAFCOs, require districts to report to their respective LAFCO, and require LAFCOs to study service duplications. COMMISSION ON LOCAL GOVERNANCE The legislature formed the Commission on Local Governance for the 21st Century (“21st Century Commission”) in 1997 to review current statutes on the policies, criteria, procedures and precedents for city, county and special district boundary changes. After holding 25 days of public hearings, wherein over 160 organizations and individuals, the “21st Century Commission released its final report Growth Within Bounds: Planning California Governance for the 21st Century in January 2000. The report examines the way that government is organized and operates, and establishes a vision of how the state will grow by “making better use of the often invisible LAFCOs in each county.”11 The report points to the expectation that California’s population will double over the first four decades of the 21st Century, and raises concern that our government institutions were designed when our population was much smaller and society less complex. The report warns that, without a strategy, open spaces will be swallowed up, expensive 10 Little Hoover Commission, 24. 11 The Commission on Local Governance for the 21st Century ceased to exist on July 1, 2000, pursuant to a statutory sunset provision. 5 3 freeway extensions will be needed, and employment centers will become farther removed from housing, leading to longer commutes, increased pollution and a more stressful lifestyle. Growth Within Bounds acknowledges that local governments face unprecedented challenges in their ability to finance service delivery since the voters cut property tax revenues in 1978 and the legislature shifted property tax revenues from local government to the schools in 1993. The report asserts that these financial strains have created governmental entrepreneurism in which cities, counties and districts compete for sales tax revenue and market share. The 21st Century Commission recommended that effective, efficient and easily understandable government be encouraged. In accomplishing this, the 21st Century Commission recommended consolidation of small, inefficient or overlapping providers, transparency of municipal service delivery to the people, and accountability of municipal service providers. The sheer number of special districts, the report asserts, “has provoked controversy, including several legislative attempts to initiate district consolidations”12 but cautions LAFCOs that decisions to consolidate districts should focus on the adequacy of services, not on the number of districts. Growth Within Bounds cautions that LAFCOs cannot achieve their fundamental purposes without a comprehensive knowledge of the services available within its county, the current efficiency of providing service within the county, future service needs, and expansion capacity of each service provider. Comprehensive knowledge of water and sanitary providers, the report argued, would promote consolidations of water and sanitary districts, reduce water costs and promote a more comprehensive approach to the use of water resources. Further, the report asserted that many LAFCOs lack such knowledge, and should be required to conduct such a review to ensure that medical services are logically extended to meet California’s future growth and development. The state-mandated municipal service review would require LAFCO to examine consolidation or reorganization of service providers within a geographic area. The 21st Century Commission recommended that the review should include water, wastewater, solid waste, and other municipal services considered important to future growth. The Commission recommended that the service review be followed by consolidation studies and preformed in conjunction with updates of spheres of influence. It also suggested that service reviews be designed to make nine determinations, each of which was incorporated verbatim on the subsequently adopted legislation. MUNICIPAL SERVICE REVIEW LEGISLATION The Cortese-Knox-Hertzberg Local Government Reorganization Act of 2000 requires LAFCO to review municipal services before updating the spheres of influence of local agencies.13 This requirement verifies the need for a coordinated and efficient public service structure in support of California’s anticipated growth. The service review provides LAFCO with a tool to comprehensively study existing and future public service conditions and to evaluate organizational options for accommodating growth, preventing 12 Commission on Local Governance for the 21st Century. Growth Within Bounds: Planning California Governance for the 21st Century (Sacramento: Commission on Local Governance for the 21st Century, 2000), 70. 13 California Government Code §56430(c). 5 4 urban sprawl, and ensuring that critical services are provided efficiently and cost- effectively. Effective January 1, 2001, Government Code Section 56430 requires LAFCO to conduct a review of municipal services provided in a county by region, sub-region or other designated geographic area, as appropriate, for the service or services to be reviewed, and prepare a written statement of determination with respect to each of the following: 1. Infrastructure needs or deficiencies; 2. Growth and population projections; 3. Financing constraints and opportunities; 4. Cost avoidance opportunities; 5. Opportunities for rate restructuring; 6. Opportunities for shared facilities; 7. Government structure options, including advantages and disadvantages of consolidation or reorganization of service providers; 8. Evaluation of management efficiencies; and 9. Local accountability and governance. The municipal service review process does not require LAFCO to initiate changes of organization based on service review findings; it only requires that LAFCO make determinations regarding the provision of public services per Government Code Section 56430. However, LAFCO, other local agencies and the public may subsequently use the determinations to analyze prospective changes of organization or reorganization to establish or amend spheres of influence. Municipal service reviews are not subject to the provisions of the California Environmental Quality Act (CEQA) because they are only feasibility or planning studies for possible future action which LAFCO has not approved. (Cal. Pub. Res. Code § 21150) The ultimate outcome of conducting a service review however, may result in LAFCO taking discretionary action with respect to a recommended change of organization. Either LAFCO, if acting on its own, or the local agency that submits a proposal to LAFCO, will be considered the lead agency for purposes of CEQA and must conduct an appropriate environmental review prior to LAFCO taking action. 5 5 LOS ANGELES LAFCO M S R PROCESS LAFCO is charged with preparing municipal service reviews and updating the spheres of influence of 180 local agencies. Given the enormity of the task, the Executive Officer has divided the county into nine geographic areas, based primarily on watersheds, for which MSRs are being prepared: 1. Catalina Island (completed February 27, 2004) 2. High Desert (completed August 25, 2004) 3. Las Virgenes (completed August 25, 2004) 4. Santa Clara (completed January 19, 2005) 5. West San Gabriel Valley (completed December 8, 2004) 6. Gateway 7. East San Gabriel Valley 8. South Bay 9. Los Angeles The Local Agency Formation Commission for Los Angeles County has determined that certain special districts (cemetery, community services, garbage disposal, health care, library, recreation and park, resource conservation, and mosquito abatement) are subject to sphere of influence reviews and updates, but are not considered “backbone” municipal services. These special districts will be subject to abbreviated municipal service reviews and sphere of influence updates. The MSR process involves agency review and public hearings prior to the Commissioner’s decision on the nine determinations. The process involves the following steps: Preliminary Municipal Service Review: During this step, LAFCO sent questionnaires (Requests for Information) to the agencies about their delivery of municipal services. LAFCO prepares the preliminary municipal service review report, and submits that report to the affected agencies for review. During or upon completion of the 30-day review period, LAFCO invites the agencies to discuss their comments and related policy options with the Executive Officer. Draft Municipal Service Review: After receiving the agencies’ comments, LAFCO makes report revisions and releases the draft municipal service review report to the Commission and to the general public 21 days in advance of the public hearing. LAFCO then holds a public hearing to consider public comment. Final Municipal Service Review: At the public hearing, the Commissioners may proceed to reach the nine written determinations regarding municipal service review or may request report and resubmit it to the Commissioners at the next meeting. Sphere of Influence Update: After making the nine written determinations, the commission may proceed to update the spheres of influence of the agencies covered in the municipal service review report. Affected agencies must be notified 21 days in advance of this hearing. 5 6 CAVEATS This draft municipal service review report includes analysis of service delivery providers and policy options for LAFCO to consider as it makes its determinations with respect to municipal service reviews and sphere of influence updates. The decision whether or not to approve or disapprove any policy options, with or without amendment, wholly, partially or conditionally, rests entirely with LAFCO. This report is not a substitute for those discretionary decisions yet to be made by LAFCO. This report has not yet been reviewed by the affected local agencies for factual errors, and the policy options herein have not yet been reviewed or negotiated by the affected local agencies and the Executive Officer. This report and the policy options herein are subject to revision as may be directed by LAFCO during the course of its deliberations. 5 7 Chapter 2 South Bay Region Service Providers About the Region The South Bay MSR region consists of approximately 21 miles of coastline, north of the coastal community of San Pedro, south of the Los Angeles International Airport and west and south of the City of Los Angeles, bordered by the Pacific Ocean to the west and south. There are 14 incorporated Cities which include El Segundo, Gardena, Hawthorne, Hermosa Beach, Inglewood, Lawndale, Lomita, Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Redondo Beach, Rolling Hills, Rolling Hills Estates, and Torrance. The region is mostly urban and suburban and comprised of small areas of unincorporated County territory. The South Bay Regional MSR area encompasses approximately 96.24 square miles. (see Map Exhibit 1) The South Bay name was derived from its location at the south end of the Santa Monica Bay. The City of El Segundo has the largest industrial land use share compared to other cities in the South Bay. The remaining cities are mostly comprised of residential areas of low to moderate densities. Approximately one-half of the cities exceed their parkland ratio. The remaining half is short of their parkland ratio. Many cities are completely built-out with little or no potential of increasing their parkland or open-space acreage. Cities located on the Palos Verdes Peninsula are characterized with large estate style homes with sizeable area of open-space due to the steep topography. 58 REGIONAL EMPLOYERS The South Bay Region is heavily engaged in aerospace and defense-related technologies. Other important industries include international trade, manufacturing, software development, telecommunications, professional and business services, environmental, travel and tourism. The South Bay is adjacent to many of the Pacific Rim’s “mega corporations” headquarters located at the Los Angeles International Airport and Ports of Los Angeles/Long Beach. The region is an essential location for international trade that provides a viable economy to the surrounding South Bay. Municipal Services Providers A municipal service review and sphere of influence update of all non-essential service districts was completed prior to the publication of this report. LAFCO determined that abbreviated studies would be preformed on non-essential municipal service districts such as, cemetery, resource conservation, healthcare, etc. An MSR and SOI Update for the special districts were approved by the Commission on June 23, 2004. Refer to LAFCO’s Miscellaneous Government Services Providers MSR Report for further information on these districts. A separate municipal service review study was awarded to LSA Associates for all wastewater providers within Los Angeles County. The Los Angeles County Sanitation Districts Municipal Service Review Report was approved by the Commission on May 25, 2005. A separate municipal service review study was contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The Final Municipal Service Review Water Service-South Bay Region Report was completed on August 12, 2005. LAFCO is required to review services for agencies with spheres of influence. The following table provides a list of all local agencies within the South Bay geographic area. Service providers include cities and special districts within Los Angeles County whose boundaries are within LAFCO’s jurisdiction. 59 Table 2-1?S outh Bay Regional Service Providers Palos Rancho Rolling Hermosa Manhattan Verdes Palos Redondo Rolling Hills El Segundo Gardena Hawthorne Beach Inglewood Lawndale Lomita Beach Estates Verdes Beach Hills Estates Torrance Public Safety LA LA Police City City City City City LA County LA County City City LA County City County County City LA County LA County LA County LA County Fire "fee-for- "fee-for- "fee-for- "fee-for- LA LA Services City service" service" City service" LA County LA County City service" LA County City County County City Utilities West Basin West Basin West Basin West Basin So. Cal Met. WD MWD MWD MWD MWD Water Cal. Cal. West WRD of So. Cal. Water Cal. Water WRD of So. WRD of So. WRD of So. Cal. Water Cal. Water Cal. Water Water Water Basin Water Cal So. Cal Water Service Service Cal So. Cal Water Cal Cal Service Service Service Service Service MWD Hyperion Treatment CSD No. Plant CSD No. 5 5 CSD No. 5 CSD No. 5 CSD No. 5 C SD CSD No. 5 CSD No. 5 CSD No. CSD No. CSD No. Wastewater CSD No. 30 CSD No. 5 CSD No. 5 CSD No. 30 CSD No. 5 CSD No. 5 CSD No. 5 CSD No. 30 No.30 CSD No. 30 CSD No. 30 5 30 30 H&C Disposal Lennox GDD Athens- Woodcrest- Olivita GDD Waste Browning Browning Consolidated Waste (County Consolidated Waste Waste CalMet Waste NorCal Management Waste Ferris Ferris Solid Waste Disposal Management territory) Disposal Management Management Services Management Waste Ivy Rubbish Management Industries Industries City Other Services City Miraleste RPD City Park & Ridgecrest Westfield Recreation City City City City City City City City City RPD City City RPD City PV PV PV Library PV Library Library Library Library City LA County LA County LA County City LA County LA County LA County District District City District District City LA LA Mosquito & County County Vector LA County Greater LA LA County LA County LA County LA County LA County LA County LA County LA County LA County West West LA County Control West VCD County VCD West VCD West VCD West VCD West VCD West VCD West VCD West VCD West VCD West VCD VCD VCD West VCD Beach Cities Beach Cities Beach Cities Health Health Care Health District Health District District 60 Public Safety The Cities of El Segundo, Hermosa Beach, Manhattan Beach, Redondo Beach, and Torrance provide their own police, fire protection, emergency medical and ambulance response services. The Cities Gardena, Hawthorne, Inglewood, and Palos Verdes Estates provide their own police protection and receive fire protection services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Lawndale, Lomita, Rancho Palos Verdes, Rolling Hills and Rolling Hills Estates receive police protection from the Los Angeles County Sheriff’s Department and fire protection services from CFPD. Gardena and Hawthorne receives ambulance transport services from McCormick Ambulance. Inglewood, Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills, and Rolling Hills Estates receive ambulance services from WestMed Ambulance. Lawndale receives ambulance transport services from American Medical Response. McCormick, WestMed, and American Medical Response are exclusive emergency ambulance transport providers under agreement with the Los Angeles County Department of Health Services. The City of Lomita receives ambulance response services from the CFPD. Wastewater Services The City of El Segundo is served by the Hyperion Treatment Plant and County Sanitation Districts No. 5 and No. 30. The Cities of Gardena, Hawthorne, Inglewood, Lawndale, Lomita, and Rolling Hills are served by County Sanitation District No. 5 for wastewater treatment and removal. The City of Hermosa Beach is served by County Sanitation No. 30. The Cities of Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Redondo Beach, Rolling Hills Estates, and Torrance are served by County Sanitation Districts No. 5 and No. 30 for wastewater treatment and removal. Water Services All cities in the South Bay region are within the West Basin Municipal Water District (WBMWD) SOI. The Cities of El Segundo, Inglewood, Lomita, Manhattan Beach, and Torrance purchase imported water from the WBMWD. The remaining Cities of Gardena, Hawthorne, Hermosa Beach, Lawndale, Palos Verdes Estates, Rancho Palos Verdes, Redondo Beach, Rolling Hills, and Rolling Hills Estates rely on private water utility companies for water service. The City of Torrance purchases imported water from the Metropolitan Municipal Water District of Southern California, groundwater from Water Replenishment District of Southern California, and recycled water from WBMWD. The western portion of Torrance is served by the WBMWD. 61 Solid Waste All cities in the South Bay contract out with private haulers for solid waste collection and recycling, except for the City of Torrance which provides their own collection of solid waste and recycling. Lennox Garbage Disposal District services unincorporated County territory of Lennox, which are both in the City of Hawthorne’s and Inglewood’s SOI. Athens-Woodcrest-Olivita Garbage Disposal District services a small area of unincorporated County territory in Hawthorne’s SOI. Special Districts Service Providers Recreation & Park Districts All cities provide their own recreation and parks services. The City of Rancho Palos Verdes provides their own recreation and park service and is also served by Miraleste and Ridgecrest Ranchos Recreation & Park Districts, which maintain equestrian trails and preservation of native wildlife. Westfield Recreation & Park District services an island of unincorporated County territory within the Rolling Hills Estates SOI boundary. Library District The Cities of El Segundo, Inglewood, Redondo Beach, and Torrance provide their own library services. Gardena, Hawthorne, Hermosa Beach, Lawndale, Lomita, and Manhattan Beach are served by Los Angeles County for library services. The Cities of Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills, and Rolling Hills Estates are served by the Palos Verdes Library District. Vector Control Districts All cities in the South Bay MSR Region are served by the Los Angeles County West Vector Control District, except for Gardena which receives service from the Greater Los Angeles County Vector Control District. Health District Hermosa Beach, Manhattan Beach, and Redondo Beach are served by the Beach Cities Health District (BCHD). The Cities of El Segundo, Hawthorne, Gardena, Lawndale, Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates, and Torrance are within the BCHD SOI boundary, but no services are provided to those cities. 62 Chapter 3 City of El Segundo Background The City of El Segundo is located approximately 20 miles southwest of downtown Los Angeles, adjacent to the Los Angeles International Airport. El Segundo is bounded by the City of Manhattan Beach to the south, County territory to the northeast and the City of Hawthorne to the southeast. El Segundo encompasses 5.45 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 2) The City of El Segundo was incorporated as a general law city on January 18, 1917 and is governed by a four-member city council and mayor elected at-large. The council meets the 1st and 3rd Tuesday of the month. Agendas and minutes are posted at City Hall and on the City’s website. CITY SERVICES El Segundo is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services § Ambulance services § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services § Solid waste is provided by Consolidated Disposal Services § Street maintenance is provided by El Segundo and through contract agreements § Street lighting is provided by Southern California Edison § Sewer maintenance is provided by the Los Angeles County Department of Public Works 63 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by West Basin Municipal Water District and the Water Replenishment District of Southern California § Wastewater is provided by Hyperion Treatment Plant located in the City of Los Angeles and Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services are provided by Los Angeles County Metropolitan Transportation Authority, Metro Green Line, Dial-A-Ride for senior citizens over 55, and a local lunchtime shuttle § Animal control services City of El Segundo Services LAW ENFORCEMENT El Segundo has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES The City has its own fire department and paramedic division. AMBULANCE SERVICES El Segundo provides ambulance services to its residents. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS El Segundo has a total of 85.21 acres of open-space/parkland, excluding indoor recreational and swim facilities. Open-space includes three schools sites: El Segundo, Richmond Street Middle, and Center Street Middle. Also included is a utility transmission corridor, the Imperial Highway Strip. Publicly-owned land includes ten parks: Recreation, Library, Hilltop, Acacia, Washington, Candy Cane, Sycamore, Kansas, Constitution, and Holy Valley. Recreation includes a golf course and driving range, a recreation facility, and a beach area. The Urho Saari Swim Stadium offers a variety of aquatic activities for all ages. 64 El Segundo has a goal of providing five acres per 1,000 residents. With SCAG based 2004 population projections of 16,650 residents and 85.21 acres of open- space/parkland in El Segundo, the City exceeds their goal by providing 5.12 acres per 1,000 residents. LAND USE AND PLANNING El Segundo’s last General Plan update and land use survey were conducted in 1992. The primary land use for the City of El Segundo is Heavy Industrial at 31.1%. The following chart shows the percentage of existing developed land use distribution.14 Table ? 3-1 El Segundo Land Distribution LIBRARY SERVICES The City of El Segundo provides library services to the citizens such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. The El Segundo Public Library is located at 111 W. Mariposa Avenue. SOLID WASTE The City of El Segundo Solid Waste Recycling Services Division is responsible for administering and monitoring the City’s refuse collection contracts for residential and City-owned buildings. Collection of residential, commercial, and industrial waste is provided by Consolidated Disposal Services. 14 City of El Segundo, General Plan 1992, Summary of Existing Trends Buildout, 3-16. 65 STREET MAINTENANCE The City administers and provides street maintenance and traffic engineering services for roads within the city limits. El Segundo contracts out for street sweeping services. STREET LIGHTING Street lighting is maintained by Southern California Edison. SEWER MAINTENANCE Sewer maintenance is provided by the Los Angeles County Department of Public Works. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is provided by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by the Los Angeles County Metropolitan Transportation Authority, Metro Green Line, Dial-A-Ride for senior citizens over 55, and a local lunchtime shuttle. ANIMAL CONTROL The El Segundo Animal Control Division provides for the provision of animal control services to its residents. The Animal Control Division enforces animal laws and licensing. Care and boarding facilities are provided by the South Bay Animal Shelter located at 12910 South Yukon Avenue, Hawthorne. HOUSING Affordability In 2004, the median value for a single-family detached home in El Segundo was $799,00015. The median home value in Los Angeles County was $412,000 in 200416. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for El Segundo during the 1998-2005 planning period is 78 new units. The breakdown of El Segundo’s construction needs is put into four groups: Very Low Income at 14 units, 15 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- elsegundo.html. 16 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 66 Low Income at 11 units, Moderate Income at 16 units, and Upper Income at 37 units.17 The City of El Segundo’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 18 17 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 18 California Department of Housing and Community Development, Housing Element Compliance Report. http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 67 City of El Segundo Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of El Segundo finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $11,661,352 or 21% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita was $707 for FY 01- 02. Facilities and Services The City operates and maintains its own police department. The El Segundo Police Department has one station located at 348 Main Street. There are 68 sworn officers and 35 civilian personnel assigned to the station. According to the department, the facility is in good condition. The police department has 25 patrol cars. The El Segundo Police Department has its own communication center for 9-1-1 dispatched police and fire calls. El Segundo provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit staffed by 12 part-time employees and a Canine Unit. Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. The El Segundo Police Department has mutual aid agreements with the Los Angeles County Sheriff’s Department. Service Demands The City of El Segundo performs demographic and population studies and receives input from its Business Development Department and Planning Division to assess demand growth. The City forecasts a growth increase of 0-5% for 2004 and a 5-10% increase in the next 5 to 10 years. The City’s forecast is high compared to the SCAG based population of .9% growth by 2015. 68 The following chart provides crime data for the City of El Segundo which was obtained from the Federal Bureau of Investigation19. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny- Theft, and Arson. Part I crime rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in El Segundo have remained relatively the same with a marked decrease in 2002. Figure? 3-2 El Segundo Part I Crimes Statistic El Segundo has 68 sworn police officers. Based on its 2003 population of 16,513; the ratio of police officers to residents was one officer to 243 residents. Response Times According to the El Segundo Police Department, the average response time is 2.87 minutes. FIRE PROTECTION, EMERGENCY MEDICAL AND PARAMEDIC SERVICES Funding The City of El Segundo finances fire protection and emergency medical services primarily through the General Fund. The City’s operating expenditures for fire protection services totaled $8,166,823 or 15% of the General Fund for FY 01-02. Operating expenditures per capita was $495 for FY 01-02. Facilities and Services The City operates and maintains its own fire department and provides emergency medical services its residents. The fire department has two stations located within the City (see Map Exhibit 16). Fire Station 1- located at 314 Main Street is equipped with 2 Engines, 1 Reserve Engine, 1 Rescue Vehicle, 1 Reserve Rescue Vehicle, 1 Air Trailer, 1 Technical Rescue, 19 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000. 69 1 Utility Pick-Up Truck, and 1 Command Vehicle. There are 2 Captains, 1 Battalion Chief, 2 Engineers, 2 Firefighters, and 3 Paramedics assigned to the station. Station 1 was built in 1951. According to the fire department, the facility is in good condition. According to the City of El Segundo, Fire Station 1, Headquarters, needs upgrades for suppression and administrative support. Fire Station 2- located at 2161 East El Segundo Boulevard is equipped with 1 Engine, 1 Rescue, and 1 Truck. There are 2 Captains, 2 Engineers, 2 Firefighters, and 2 Paramedics assigned to the station. Station 2 was built in 1958. According to the fire department, the facility is in poor condition. Station 2, located in an industrial area of the City is not strategically located and consistent with population density. The department states that two smaller fire stations would better serve the east end of the City. The City of El Segundo is planning to replace and relocate Fire Station 2. The Paramedic Division is comprised of 6 paramedic rescue ambulances, each which are staffed by 2 Firefighters/Paramedics. The main objective of the Division is to provide complete emergency medical services to the residents and the business community of the City. El Segundo provides their own special services which include a technical rescue, disaster preparedness, community CPR training, and Community Emergency Response Team (C.E.R.T.) training. Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. Automatic aid agreements provide valuable resources and the volumes of calls affected by automatic aid responses is not significant. The City of El Segundo Fire Department has both mutual and automatic aid agreements with the Consolidated Fire Protection District of Los Angeles County (CFPD), Hermosa Beach, Manhattan Beach, Redondo Beach, and Torrance. However, the operational memoranda of understanding (MOUs) for the automatic aid agreements are pending for these cities. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. Both fire stations located in the City of El Segundo have a Class 3 ISO rating. Response Times and Service Calls The City of El Segundo provided a breakdown of response times for both Fire Stations. Fire Station 1 has an average response time of 4.31 minutes and Fire Station 2 has an average response time of 4.23 minutes. Of the total number of service calls for Fire Station 1, 3% were for fire incidents, 71% were for emergency medical calls, and 26% were for false alarms. Fire Station 2 had 70 4% for fire incidents, 68% were for emergency medical services, and 28% were for false alarms. The following chart gives the number and type of incidents for each Fire Station in the City. Table ?3 -3 El Segundo El Segundo Fire Department Service Call Fire Incidents Number and Type of Incident by Fire Station 1/1/03 - 10/15/03 City Fire Station Fire Medical False Total Station 1 52 1,280 466 1,798 El Segundo Station 2 6 106 43 155 Total 58 1,386 509 1,953 WATER LAFCO has contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The South Bay Water MSR includes the West Basin Municipal Water District. Imported and Recycled Water The City of El Segundo relies on imported water through the West Basin Municipal Water District (WBMWD), Division 4. El Segundo purchased 8,763.94 AF in imported water and 8,310.17 AF in recycled water during Fiscal Year 2003-0420. The City has two water service connections shared with the Metropolitan Water District and the Los Angeles County Department of Public Works, a combined capacity of approximately 42,600 gallons per minute. El Segundo has three pumps located in one central pumping station with a capacity of 9,000 gallons per minute. There are two reservoirs for holding treated water reserved for fire and emergency outages with a combined capacity of 9.4 million gallons. The City is in the process of rehabilitating aging infrastructure by replacing water mains and meters. Dudek & Associates has prepared a more comprehensive study of water providers in the South Bay region, Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. 20 Email received from Harvey De La Torre, Water Resource Planner II, West Basin Municipal Water District, 04/13/05. 71 WASTEWATER Collection of residential, commercial, and industrial waste is provided by Hyperion Treatment Plant in the City of Los Angeles and the Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5& No. 30 The El Segundo Wastewater Division funds the operation and maintenance of the City’s wastewater system, which consists of 9 lift stations, 18 pumps and over 50 miles of sewer mains. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant (JWPCP) located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 3- 4? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 acres 109,327 Hyperion Treatment Plant A portion of the City’s sewer system located west of Sepulveda Boulevard flows to the Hyperion Treatment Plant located in the City of Los Angeles. The Plant has a daily influent flow of 405,000 acre-feet per year. Growth and Population Projections The City of El Segundo is an employment-led community with a daytime population of approximately 80,000 people. That is, El Segundo’s development has been led by employment rather than population growth. The City of El Segundo boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the City limits. The following chart shows the SCAG based 2000-2025 population projections for El Segundo. Population growth is expected to be minimal and only increase by 2,766 residents or 3.2% by year 2025. 72 Figure ? 3-5 El Segundo Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of El Segundo received $21,412,498 in functional revenues and General Fund revenues totaled $43,608,061. Total revenues were $65,020,559 and total expenditures were $60,638,023. The City’s unreserved fund balance was 48% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of El Segundo for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.21 The City’s Business License accounted for the highest share of General Fund revenues at 21%. The second highest shares of General Fund revenues were Utility Users and Sales Tax at 20%. The City also received 11% of its General Fund revenues in Property Tax. Vehicle License Fees constituted for 2%, Franchise Income accounted for 9% and Hotel Tax accounted for 7%. 21 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 73 Figure ? 3-6 El Segundo General Fund Revenues, FY 01-02 The City had $4,059,247 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Sewer Assessment Improvement. The City has never defaulted on public debt. El Segundo’s underlying bond rating with Moody’s Investor Service is A1, “low credit risk”22. Cost Avoidance Opportunities The City of El Segundo Water Division avoids the higher costs of imported water purchased by reducing their dependency 50% by increasing their water usage through the use of recycled water. Refer to Dudek’s Municipal Service Review, Water Service- South Bay Region report for additional information. El Segundo is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities The City of El Segundo and the El Segundo Unified School District have a joint use agreement for the use of recreational facilities. 22 Moody’s Investor Service. Municipal Finance. City of El Segundo. www.moodys.com. 74 Government Structure Options On August 13, 2003, LAFCO approved a reorganization which amended the City of El Segundo’s SOI boundary. The reorganization was a detachment of a portion of the Los Angeles Air Force Base located in the City of El Segundo, annexed to the City of Hawthorne. The El Segundo Police Department suggested a possible consolidation of surrounding South Bay fire departments to streamline or improve the provisions through reorganization of services. Evaluation of Management Efficiencies The El Segundo Police Department has cooperative arrangements with CalChiefs, SoBay Commanders, and California Peace Officers Association. The El Segundo Police Department is a member of the Los Angeles Interagency Metropolitan Police Apprehension Crime Tack Force (L.A. IMPACT), a multi-agency taskforce that investigates narcotics associated with organized crime. Performance evaluations are contracted by outside agencies for annual audits. Productivity monitoring is handled through individual City departments. In 2001, the City of El Segundo Community Cable received a first place Star Award winner for Public Safety Programming “Every 15 Minutes” with one-minute video clips. Also in 2001, the City of El Segundo and the City Manager received the Intergovernmental Cooperation Excellence Award by the International City/County Management Association. Over the last 5 years, the City’s Comprehensive Annual Financial Report has received recognition awards from the California Society of Municipal Finance Officers and the Government Finance Officers Association. Local Accountability and Governance The City of El Segundo was incorporated as a general law city on January 18, 1917. El Segundo is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Regular Council meetings are scheduled the first and third Tuesday of each month. Council meetings and the Planning Commission are broadcast on cable television. Notices are posted in a local newspaper, the El Segundo Herald. Agenda and minutes are posted at City Hall and on the City’s website. The City does not have a formal complaint policy or procedures established. Complaints are submitted to the appropriate department for immediate action. 75 Chapter 4 City of Gardena Background The City of Gardena is located approximately 15 miles south of downtown Los Angeles. The City is bounded by Hawthorne to the west, Torrance to the southwest and unincorporated County territory to the north and west. Gardena encompasses 6.35 square miles with unincorporated County territory within the City’s SOI boundary. (see Map Exhibit 3) The City of Gardena was incorporated on Sept 11, 1930 and became a general law city in 1955, governed by a four-member city council and mayor elected at-large. The council meets every 2nd and 4th Tuesday of the month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The City mails quarterly newsletters to all residents. C I TY SERVICES Gardena is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by McCormick through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services is provided by Los Angeles County § Solid waste is provided by Waste Management § Street maintenance is provided by Gardena and through contract agreements § Street lighting § Sewer maintenance 76 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by Southern California Water Company § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services § Animal control services are provided by Los Angeles County City of Gardena Services LAW ENFORCEMENT Gardena has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Gardena receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by McCormick through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS Gardena has approximately 38 acres of open-space/parkland located throughout the city. There are six parks: Rowley, Bell, Thornburg, Freeman, Recreation, and Harvard. The City has one community center, one municipal pool, and two gymnasiums. The City of Gardena has a goal or set standard of providing three acres per 1,000 residents. Based on 2004 population of 60,395 people and 38 acres of open- space/parkland in Gardena, the City provides .63 acres of open-space/parkland. Gardena is short 2.37 acres or 79% of its goal.23 23 City of Gardena, information provided by Kathy Ikari, Community Development Director, 03/24/05. 77 LAND USE AND PLANNING Gardena’s last General Plan update and land use survey were conducted in 1975. The adoption of the General Plan is scheduled for 2005 which includes revisions of the land use element. Gardena’s primary land use is single-family residential at 41.4%. The following chart shows the percentage of existing developed land use distribution.24 Table ? 4-1 Gardena Land Distribution LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There are two community facilities located in the City: § Gardena Mayme Dear Library- 1731 W. Gardena Boulevard. § Masao W. Satow Library- 14433 S. Crenshaw Boulevard. SOLID WASTE The City of Gardena Public Works Department provides administration of the City’s recycling programs. Collection of residential, commercial, and industrial waste is provided by Waste Management. STREET MAINTENANCE The City administers and provides street maintenance and traffic engineering services for roads within the city limits. Gardena contracts out for street sweeping services. STREET LIGHTING Street lighting is maintained by the City of Gardena. The City’s Consolidated Street Lighting District is a special fund property assessment which provides maintenance and improvements for street lighting within the City limits. 24 City of Gardena, General Plan 1975, Land Use Element, 8. 78 SEWER MAINTENANCE Gardena provides sewer maintenance within the City. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is provided by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by Gardena Municipal Bus Lines containing 50 coaches and nine demand response vehicles for elderly and handicapped passengers. ANIMAL CONTROL Los Angeles County provides the provision of animal control services such as, enforcing animal laws and licensing. Los Angeles County also provides care and boarding facilities to the residents of Gardena. The Carson Animal Shelter is located at 216 West Victoria Street, Carson and South Bay Animal Shelter located at 12910 South Yukon Avenue, Hawthorne. HOUSING Affordability In 2004, the median value for a single-family detached home in Gardena was $381,000. The median home value in Los Angeles County was $412,000 in 2004. 25 Housing needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for 639 new units in Gardena. SCAG initially determined that the construction need for Gardena during the 1998-2005 planning period is 782 units. Pursuant to Section 65584 et. esq. of the Government Code, the City submitted an appeal of the RHNA allocation to SCAG. Gardena’s appeal was granted by SCAG, thereby reducing the City’s RHNA to 639 units. Adoption was scheduled for November 4, 2000. The breakdown of Gardena’s 25 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 79 construction needs is put into four groups: Very Low Income at 150 units, Low Income at 130 units, Moderate Income at 146 units and Upper income at 213 units.26 The City of Gardena’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 27 26 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 27 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 80 City of Gardena Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Gardena finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $11,811,646 or 29% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita was $197 for FY 01-02. Facilities and Services The City operates and maintains its own police department. The Gardena Police Department has one station located at 1718 W. 162nd Street. The structure was built in 1963. According to the police department, the facility is in fair condition. Due to lack of funding and emerging from a General Fund deficit, the Gardena Police Department has not been able to build new facilities or provide facility upgrades. Gardena is aware of its infrastructure needs. The City is in the process of constructing a new facility. There are 87 sworn officers and 45 civilian personnel assigned to the Gardena station. According to the police department, the facility lacks space in the station for additional personnel and technology upgrades. The police department has 25 patrol cars. Gardena provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit and a Canine Unit. Regional Collaboration The Gardena Police Department is a member of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. The Joint Powers Authority contains the member cities of Gardena, Hawthorne, Hermosa Beach, and Manhattan Beach. The City of Gardena Police Department is a strong supporter and partner in mutual aid operations and task forces in the local area, which target investigations and enforcement activities. 81 Service Demands The City of Gardena performs analysis of significant trends of the past five years to plan for the future. According to the Gardena Police Department, in the last five years service calls have increased roughly 2% each year and will probably continue in that trend. The following chart provides crime data for the City of Gardena which was obtained from the Federal Bureau of Investigation28. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part I crime rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Gardena have declined since 2000. Table ?4 -2 Gardena Part I Crimes Statistics Gardena has 87 sworn police officers. Based on its 2003 population of 59,809; the ratio of police officers to residents was one officer to 687 residents. Response Times and Service Calls According to the Gardena Police Department, in 2003, emergency calls response times averaged 3.53 minutes. Priority 1 calls averaged 5.68 minutes, Priority 2 calls averaged 8.92 minutes and Priority 3 calls averaged 14.19 minutes. The City’s annual number of 9-1-1 calls reported was 28,757 in 2003. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Gardena receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has two fire stations, Fire Station 158 and 159, located in the City. An additional CFPD Fire Station 95, located in unincorporated County territory of Rosewood, has some primary first-in jurisdiction for the City. According to the CFPD, all three fire stations 28 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 82 are in fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The Gardena Public Works Department funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 4- 3? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Gardena boundary is not coterminous to its SOI boundary. Gardena does not anticipate future growth in adjacent unincorporated County territory. The following chart shows the SCAG based 2000-2025 population projections for Gardena. Population growth is expected to increase by 16,290 residents or 5% by year 2025. 83 Figure ? 4-4 Gardena Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Gardena received $20,957,807 in functional revenues and General Fund revenues totaled $28,428,285. Total revenues were $49,386,092 and total expenditures were $40,379,449. The City’s unreserved fund balance was 3% of the General Fund revenues at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Gardena for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.29 The City’s Sales Tax accounted for the highest share of General Fund revenues at 25%. The second highest share of General Fund revenues was Utility Users and Property Tax at 13%. Vehicle License Fees accounted for 11%, Franchise Income constituted for 5%, Hotel Tax at 1%, and Business License accounted for 7%. 29 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 84 Figure ? 4-5 Gardena General Fund Revenues, FY 01-02 The City had $41,583,694 in general long-term debt as of FY 01-02. Bonded indebtedness includes the South Bay Regional Public Communication Authority, Housing Authority, Parking Authority, Civic Center Improvements, First-Time Home Buyers and Financing Agency. The City has never defaulted on public debt. Gardena’s publicly-issued debts are from various improvement bonds such as, the City’s first city-owned insurance company and its own first-home buyers program. Both programs were unsuccessful and debt grew as it was refinanced. The City is currently making interest payments of approximately $1 million a year on the $26 million bonds. In December 2004, Gardena’s City Council increased the Utility Users Tax by 1% to help pay their $26 million debt.30 Gardena’s underlying rating with Moody’s Investors Service is Ba1 “below-average creditworthiness”. As of 2/1/05, Gardena is on a watch list for a possible downgrade in its rating. If the City of Gardena is downgraded to a B, that will reflect “weak creditworthiness”.31 Cost Avoidance Opportunities No cost-avoidance opportunities were noted. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. 30 DailyBreeze.com. Gardena ‘not going out of business, Monday, November 22, 2004. Cash-strapped Gardena increases utility tax to 5%, Thursday, December 16, 2004. 31 Moody’s Investor Service. Municipal Finance. City of Gardena. www.moodys.com. 85 Opportunities for Shared Facilities Gardena has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Hawthorne, Hermosa Beach, and Manhattan Beach. This Joint Powers Authority provides savings through cost effectiveness. Government Structure Options The City of Gardena shares a joint SOI with the Cities of Hawthorne and Lawndale, which was approved by LAFCO on November 28, 1984. The joint SOI is located west of Gardena in unincorporated County territory of the El Camino Village. This is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). The City of Gardena was non-committal; therefore it has been determined to eliminate the mentioned area from their SOI boundary. Staff recommends a sphere adjustment for Gardena. Evaluation of Management Efficiencies Gardena conducts an annual review of employee performance evaluations. Productivity monitoring is performed by each department by reviewing an annual schedule and monthly reports of activities which are submitted to the City Manager and City Council. In 1992, the City of Gardena received an award for Excellence in City Financial Management. The City has received awards from the California Society of Municipal Finance Officers and the Government Finance Officers Association. Local Accountability and Governance The City of Gardena was incorporated as a general law city on September 11, 1930. Gardena is governed by an elected city council. Council members are elected at-large to serve a four year term. Regular Council meetings are scheduled the second and fourth Tuesday of each month. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The City has a department-wide complaint tracking system. Complaints can be filled in person, by mail, or by telephone. Departments investigate complaints for immediate action. 86 Chapter 5 City of Hawthorne Background The City of Hawthorne is located approximately 16 miles south of downtown Los Angeles. The City is bounded by Lawndale to the south, El Segundo to the west, Inglewood to the north, Gardena to the east, and County territory to the north, south, east, and west. The City of Hawthorne encompasses 12.8 square miles with unincorporated County territory within the City SOI boundary. (see Map Exhibit 4) Hawthorne was incorporated as a general law city on July 12, 1922 and is governed by a four-member city council and mayor elected at-large. The council meets every 2nd and 4th Tuesday of the month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. CITY SERVICES Hawthorne is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by McCormick through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services are provided by Los Angeles County § Solid waste is provided by H & C Disposal § Street maintenance § Street lighting is by Southern California Edison § Sewer maintenance 87 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services are provided by Gardena Municipal buses and Los Angeles County Metropolitan Transportation Authority § Animal control services are provided by Hawthorne and Los Angeles County City of Hawthorne Services LAW ENFORCEMENT Hawthorne has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Hawthorne receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by McCormick through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. 88 RECREATION AND PARKS The City of Hawthorne has a total of 48 acres of open-space/parkland. The City has a municipal pool and tennis courts which constitute 1.5 acres of recreation space.32 Hawthorne has seven public-owned parks located through out the City: Eucalyptus, Hawthorne Memorial, Bicentennial, Zela Davis, Ramona, Jim Thorpe, and Holly, which encompasses 35.5 acres. In addition, the City leases 20 acres of land from the Federal Government located 100 miles north in the San Gabriel Mountains. This is known as the Hawthorne Youth Camp, a mountain retreat and recreation facility.33 Hawthorne does not have a goal or set standard for open-space/parkland. The City refers to the National Recreation and Park Association (NRPA) standard of 2.5 acres of open-space/parkland per 1,000 residents. With SCAG based 2004 population projections of 89,175 residents and 48 acres of open-space/parkland in Hawthorne, the City provides 0.54 acres per 1,000 residents. This is 1.96 acres or 78% short of the NRPA standard. LAND USE AND PLANNING The City of Hawthorne’s last General Plan update was in 1989. The last land use survey was conducted in 2004. The primary land use for the City is low-density residential at 26.7%.34 The following chart shows the percentage of existing developed land use distribution. Table ? 5-1 Hawthorne Land Distribution 32 City of Hawthorne, General Plan 1989, Open Space and Recreation Element, 4. 33 City of Hawthorne, General Plan 1989, Open Space and Recreation Element, 2. 34 City of Hawthorne, General Plan 1989, 15A. 89 LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There are two community facilities located in the City: § Hawthorne Library- located at 12700 Grevillea Avenue. § Wiseburn Library- located at 5335 W. 135th Street. SOLID WASTE The City of Hawthorne Public Works Department provides administration for recycling programs. Collection of residential, commercial, and industrial waste is provided by H & C Disposal. The southern portion of unincorporated County territory of Lennox is within Hawthorne’s SOI, served by the Lennox Garbage Disposal District. A small area of unincorporated County territory, south of the City limits within Hawthorne’s SOI is served by Athen-Woodcrest-Olivita Garbage Disposal District. Please refer to the Miscellaneous Government Services Providers MSR Report for more information. STREET MAINTENANCE The City provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Property owners in the City of Hawthorne are in an assessment district and are charged each year for the costs of establishing, improving and maintaining street lighting for the City. This assessment is billed by the County as part of an annual property tax allocated and serviced by Southern California Edison. SEWER MAINTENANCE Hawthorne provides sewer maintenance of sanitary and storm sewers within the City. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is provided by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by Gardena Municipal buses and the Los Angeles County Metropolitan Transportation Authority. ANIMAL CONTROL Animal Services Bureau (ASB) is part of the Administrative Services Division of the Hawthorne Police Department. ASB is responsible for enforcing animal laws and licensing. Sheltering, impounded or rescued animals are provided by Los Angeles County. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. 90 HOUSING Affordability In 2004, the median value for a single-family detached home in Hawthorne was $390,000. The median home value in Los Angeles County was $412,000 in 2004. 35 Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Hawthorne during the 1998-2005 planning period is 598 new units. The breakdown of Hawthorne’s construction needs is put into four groups: Very Low Income at 152 units, Low Income at 120 units, Moderate Income at 137 units, and Upper Income at 189 units.36 The City of Hawthorne Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 37 35 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 36 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 37 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 91 City of Hawthorne Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Hawthorne finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $24,262,212 or 26% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $281 for FY 01-02. Services and Facilities The City operates and maintains its own police department. The Hawthorne Police Department has one station located at 12501 S. Hawthorne Boulevard. The new facility was completed in July 2004. The station has 75 response vehicles. In 2003, there were 102 sworn officers and 81 civilian staff. Hawthorne provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit and a Canine Unit. Regional Collaboration The Hawthorne Police Department is a member of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. The Joint Powers Authority contains the member cities of Gardena, Hawthorne, Hermosa Beach, and Manhattan Beach. Service Demands The City works closely with other police departments to forecast service needs. Hawthorne Police Department does not chart projected service demands. The following chart provides crime data for the City of Hawthorne which was obtained from the Federal Bureau of Investigation38. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny- Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Hawthorne have steadily declined since 2000. 38 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 92 Table 5-2 ?Hawthorne Part I Crimes Statistics In 2003, Hawthorne had 102 sworn police officers. Based on its 2003 population of 87,972; the ratio of police officers to residents was one officer to 862 residents. Response Times and Service Calls According to the Hawthorne Police Department, the average response time is 3.5 minutes. In 2003, the City of Hawthorne had 79,909 calls for service. FIRE PROTECTION AND EMERGENCY MEDICAL S ERVICES Hawthorne receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has three fire stations, Fire Stations 160, 161, and 162, located in the City. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Stations 18 and 21. According to the CFPD, all fire stations are in good to fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by the Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The City of Hawthorne Public Works Department funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to 93 construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 5- 3? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Hawthorne boundary is not coterminous to its SOI boundary. Hawthorne does not anticipate future growth into adjacent unincorporated County territory. The following chart shows the SCAG based 2000-2025 population projections for Hawthorne. Population growth is expected to increase by 27,190 residents or 5.6% by year 2025. Figure ? 5-4 Hawthorne Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Hawthorne received $65,268,837 in functional revenues and General Fund revenues totaled $32,136,903. Total revenues were $97,405,740 and total expenditures were $98,979,331. Hawthorne’s total expenditures exceeded total revenues at a difference of $1,573,591. The City withdrew addition money from the reserve account to balance its Budget. The City’s unreserved fund balance was 64% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Hawthorne for Fiscal Year 2001-02 and compares it to the average fund revenues 94 reported by cities in the State of California.39 Sales Tax accounted for the highest share of General Fund revenues at 22%. The second highest share of General Fund revenues was Utility Users Tax at 17%. Vehicle License Fees constituted for 15%, Business License Fees accounted for 14%, and Property Taxes at 8%. Figure ? 5-5 Hawthorne General Fund Revenues, FY 01-02 The City had $14,778,078 in general long-term debt as of FY 01-02. Bonded indebtedness includes Capital Improvements Projects. Hawthorne has never defaulted on public debt. Hawthorne’s underlying bond rating with Moody’s Investor Service is Aaa, “minimal credit risk”40. Cost Avoidance Opportunities Hawthorne is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. 39 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 40 Moody’s Investor Service. Municipal Finance. City of Hawthorne. www.moodys.com. 95 Opportunities for Shared Facilities Hawthorne has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes cities of Gardena, Hermosa Beach, and Manhattan Beach. This Joint Powers Authority provides savings through cost effectiveness. Government Structure Options On August 13, 2003, LAFCO approved the reorganization for the detachment of a potion of the Los Angeles Air Force Base in the City of El Segundo, annexed to the City of Hawthorne. Hawthorne plans to detach 16 parcels from their municipal boundary and amend their SOI. The area is residential, located north of the 105 freeway adjacent to unincorporated County territory of Lennox. The County and Second Supervisorial District have expressed support for detaching the territory from the City of Hawthorne by annexing the area to unincorporated Lennox, as a way to better serve the residents as the freeway creates a physical barrier from the City of Hawthorne. Hawthorne can submit an application to LAFCO for a possible detachment of the mentioned territory. The City of Hawthorne shares a joint SOI with the Cities of Gardena and Lawndale which was approved by LAFCO on November 28, 1984. The joint SOI is located south of Hawthorne in unincorporated County territory of the El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). The City of Hawthorne expressed in their Request for Information that they do not wish to retain El Camino Village in their SOI. It is recommended by staff that the joint SOI be eliminated and have the territory removed from Hawthorne’s SOI boundary. Evaluation of Management Efficiencies For Fiscal Year 2000-01, Hawthorne received an award from the California Society of Municipal Finance Officer for outstanding financial reporting. The City of Hawthorne received an award as the Third Most Improved City out of 425 American Cities with population less than 100,000 by Assemblyman Jerome Horton. Local Accountability and Governance The City of Hawthorne was incorporated as a general law city on July 12, 1922. Hawthorne is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Regular Council meetings are scheduled the second and fourth Tuesday of each month. Meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The City of Hawthorne distributes complaints to the appropriate department for immediate action. 96 Chapter 6 City of Hermosa Beach Background The City of Hermosa Beach is located approximately 22 miles south of downtown Los Angeles. The City is bounded by Redondo Beach to the south and east and Manhattan Beach to the north. Hermosa Beach encompasses 1.44 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 5) Hermosa Beach was incorporated as a general law city on January 14, 1907 and is governed by a four-member city council and mayor elected at-large. The council meets every 2nd and 4th Tuesday of the month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. CITY SERVICES Hermosa Beach is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services § Ambulance services § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services are provided by Los Angeles County § Solid waste is provided by Consolidated Disposal Service § Street maintenance is provided by various private firms § Street lighting is provided by Hermosa Beach and Southern California Edison § Sewer maintenance is provided by various private companies through contract agreements 97 § Flood control and storm water disposal is provided by Hunter Kennedy § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation District No. 30 § Transit services are provided by the City of Los Angeles and Commuter Express Program § Animal control services are provided by Los Angeles County City of Hermosa Beach Services LAW ENFORCEMENT Hermosa Beach has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES The City has its own fire department and paramedic division. AMBULANCE SERVICES Hermosa Beach provides there own ambulance services to its residents. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. 98 RECREATION AND PARKS The City of Hermosa Beach has approximately 45 acres of parkland and 50 acres of public beaches. Hermosa Beach has nine parks located throughout the city: Seaview, Greenwood, Fort Lots of Fun, Away, Greenbelt, Bicentennial, South, Clark, Mobile, and Valley. The City owns its beach and is maintained by contract with Los Angeles County.41 The Community Resources Department of Hermosa Beach offers programs at the beach and manages permits for special events. The City of Hermosa Beach Community Center has a gymnasium and tennis courts offered to all age groups.42 Hermosa Beach does not have a goal or set standard for open-space/parkland. With SCAG based 2004 population projections of 19,240 residents and 95 acres of open- space/parkland in Hermosa Beach, the City provides 4.93 acres per 1,000 residents. This is above the goal or standard of 4 acres set by most cities in Los Angeles County. LAND USE AND PLANNING Hermosa Beach’s last General Plan update was in 1994. The last land use survey was conducted in 2002. The primary land use for the City is low-density residential at 39.2%. The following chart shows the percentage of existing developed land use distribution.43 Table ?6 -1 Hermosa Beach Land Distribution 41 City of Hermosa Beach, Comprehensive Park and Recreation Master Plan 1990, 2-1. 42 City of Hermosa Beach, Comprehensive Park and Recreation Master Plan 1990, 2-6. 43 City of Hermosa Beach, Housing Element 2003, 3-3. 99 LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There is one community library located at 550 Pier Avenue, Hermosa Beach. SOLID WASTE Collection of residential, industrial, and commercial waste is provided by Consolidated Waste Service. STREET MAINTENANCE The City provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING The City of Hermosa Beach maintains 10% of street lighting and 90% is maintained by Southern California Edison. A Lighting and Landscape Fund is used to maintain street lighting within the City. SEWER MAINTENANCE The City contracts with various private companies for storm drain and sewer maintenance. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is provided by Hunter Kennedy. TRANSIT SERVICES Transit services are provided by the City of Los Angeles and Commuter Express Program. ANIMAL CONTROL The City of Hermosa Beach provides provision of animal control services such as, enforcing animal laws and licensing. Los Angeles County provides care and boarding facilities to the residents. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Hermosa Beach was $1,000,000 44. The median home value in Los Angeles County was $412,000 in 200445. 44 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- hermosabeach.html. 100 Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Hermosa Beach during the 1998-2005 planning period is 333 new units. The breakdown of Hermosa Beach’s construction needs is put into four groups: Very Low Income at 55 units, Low Income at 42 units, Moderate Income at 61 units, and Upper Income at 175 units.46 The City of Hermosa Beach’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 47 45 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 46 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 47 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 101 City of Hermosa Beach Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Hermosa Beach finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $6,212,879 or 33% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $324 for FY 01-02. Facilities The City operates and maintains its own police department. The Hermosa Beach Police Department has one police station located at 540 Pier Avenue. The structure was built in 1955. According to the police department, the facility is in fair condition. There are 39 sworn personnel and 12 civilian staff assigned to the Hermosa Beach station. The police department has 10 marked vehicles, 2 marked four-wheeled drive vehicles, 5 motorcycles, 10 unmarked vehicles, and 2 speed trailers. Regional Collaboration The Hermosa Beach Police Department is a member of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. The Joint Powers Authority contains the member cities of Gardena, Hawthorne, Hermosa Beach, and Manhattan Beach. Service Demands According to Hermosa Beach, the City does not anticipate any notable projected growth in service in the next 5 to 10 years. The following chart provides crime data for the City of Hermosa Beach which was obtained from the Federal Bureau of Investigation48. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny- Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Hermosa Beach have remained relatively the same with a marked increase in 2002. 48 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 102 Table 6-2?Hermosa Beach Part I Crimes Statistics Hermosa Beach had 39 sworn officers in 2003. Based on its 2003 population of 19,091; the ratio of police officers to residents was one officer to 490 residents. Response Times and Service Calls According to the Hermosa Beach Police Department, in 2002, the average response time was approximately 1 minute. The City of Hermosa Beach is 1.44 square miles which allows the city to have an excellent response time compared to other cities in the South Bay. For 2002, the annual number of 9-1-1 calls was 28,728. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Funding The City of Hermosa Beach finances fire protection and emergency medical services primarily through the General Fund. The City’s operating expenditures for fire protection services totaled $2,973,627 or 16% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $155 for FY 01-02. Facilities The City operates and maintains its own fire department. The City of Hermosa Beach has one fire station located at 540 Pier Avenue. There are 21 full-time and 26 part-time employees assigned to the Fire Station. The Station is staffed by 1 Fire Chief, 1 Assistant Fire Chief, 3 Captains, 6 Engineers, 1 Firefighter, and 8 Firefighters/Paramedics. The Station has 1 utility vehicle, 2 ambulance vehicles, and 3 fire engine trucks. According to the Hermosa Beach Fire Department, the facility is in poor condition. The City plans to renovate the fire station with upgrades. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a 103 rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. The City of Hermosa Beach has a Class 4 ISO rating. Response Times and Service Calls According to the Hermosa Beach Fire Department, the average response for fire and medical is 4 minutes or less. Of the total number of service calls, 3% were for fire incidents, 54% were for emergency medical services, and 43% were for other calls. The following chart gives the number and type of incidents for the Fire Station in the City. Table ?6 -3 Hermosa Beach City of Hermosa Beach Fire Incidents Service Call Fire Incidents Number and Type of Incident by Fire Station 2002 Hermosa Fire Medical Other Total Beach 56 892 708 1,656 Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. Automatic aid agreements provide valuable resources and the volumes of calls affected by automatic aid responses is not significant. The City of Hermosa Beach Fire Department has both mutual and automatic aid agreements with the Consolidated Fire Protection District of Los Angeles County (CFPD), El Segundo, Manhattan Beach, Redondo Beach, and Torrance. However, the operational memoranda of understanding (MOUs) for the automatic aid agreements are pending for these cities. GROUNDWATER For Fiscal Year 2003-04, Hermosa Beach’s combined groundwater replenishment with Redondo Beach totaled 2,653.4 acre-feet from the Water Replenishment District of Southern California.49 WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation District No. 30. County Sanitation District No. 30 The City of Hermosa Beach Sewer Division funds the operation and maintenance of the City’s wastewater systems. The City owns and maintains local sewer systems that 49 Interview with Jason Weeks, Planning Department, Water Replenishment District of Southern California, 01/21/05. Only combined acre-feet of water extracted was available at the time of request. 104 transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. For further information refer to LSA Associates, Inc.-Los Angeles County Sanitation Districts Municipal Service Review. TABLE 6- 4? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 30 9,451 acres 109,327 Growth and Population Projections The City of Hermosa Beach boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG 2000-2025 population projections for Hermosa Beach. Population growth is expected to be minimal and only increase by 1,669 residents or 1.7% by year 2025. Figure ? 6-5 Hermosa Beach Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Hermosa Beach received $7,618,547 in functional revenues and General Fund revenues totaled $14,723,188. Total revenues were $22,341,735 and total expenditures were $22,441,380. Hermosa Beach’s total expenditures exceeded total expenditures at a difference of $99,645. The City withdrew addition money from the reserve account to balance its Budget. The City’s unreserved fund balance was 3% of the General Fund revenue at the end of FY 01-02. 105 The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Hermosa Beach for Fiscal Year 2001-02 and compares it to the average fund revenues reported by in the State of California.50 The City’s Property Tax accounted for the highest share of General Fund revenues at 36%. The second largest share of General Fund revenues was Sales Tax at 19%. Utility User Tax accounted for 14%, Vehicle License Fees accounted for 7%, and Business License at 4%. Figure ? 6-6 Hermosa Beach General Fund Revenues, FY 01-02 The City had $992,688 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Hermosa Beach has never defaulted on public debt. Cost Avoidance Opportunities The City of Hermosa Beach Fire and Police Departments participate in a South Bay Regional Communications Center that includes a dispatch center with regional Computer Aided Dispatch (CAD) and Record Management Systems (RMS) software. Both departments have provided personnel to participate in two regional crime task forces; Task Force for Regional Autotheft Prevention (T.R.A.P.), a multi-agency taskforce that investigates auto theft crimes and the Los Angeles Interagency Metropolitan Police Apprehension Crime Task Force (L.A. IMPACT), a multi-agency taskforce that investigates narcotics associated with organized crime. 50 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 106 Hermosa Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities Hermosa Beach has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Gardena, Hawthorne, and Manhattan Beach. This Joint Powers Authority provides savings through cost effectiveness. Government Structure Options The City of Hermosa Beach shares a joint SOI with Redondo Beach, which was approved by the LAFCO on July 25, 1984. The joint SOI consists of three single- family homes located in the City of Redondo Beach bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane (see Map Exhibit 18). Upon discussion with the City, it has been determined to eliminate the joint SOI. Staff recommended a sphere adjustment for Hermosa Beach. Evaluation of Management Efficiencies Performance evaluations are conducted on an ongoing basis. Reviews are conducted by city audit. Productivity monitoring is conducted with monthly reporting by operational units. The City Hermosa Beach received an award from the California Society of Municipal Finance Officers for Merit in Operational Budgeting 2001-2002. Local Accountability and Governance The City of Hermosa Beach was incorporated as a general law city on January 14, 1907. Hermosa Beach is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Regular Council meetings are scheduled the second and fourth Tuesday of each month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Verbal and written complaints can be submitted to the City Manager or the appropriate department’s director via telephone, e-mail, fax, and U.S. mail. 107 Chapter 7 City of Inglewood Background The City of Inglewood is located approximately 13 miles south of downtown Los Angeles. The City is bounded by Hawthorne to the south, the City of Los Angeles to the north, east, and west, and County territory to the south and east. Inglewood encompasses 9.59 square miles with unincorporated County territory within the City SOI boundary. (see Map Exhibit 6) The City of Inglewood was incorporated as a general law city on February 14, 1908 and is governed by a four-member city council and mayor elected at-large. The council meets every Tuesday of each month. Agendas are posted on the City’s website. CITY SERVICES Inglewood a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by WestMed through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services § Solid waste is provided by Waste Management § Street maintenance § Street lighting § Sewer maintenance 108 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by West Basin Municipal Water District and the Water Replenishment District of Southern California § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services are provided by the Los Angeles County Metropolitan Transportation Authority. Inglewood provides paratransit services for senior citizens and handicapped residents. § Animal control services are provided by Los Angeles County City of Inglewood Services LAW ENFORCEMENT Inglewood has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES The City receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by WestMed through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to the residents by Southern California Edison and gas is provided by Southern California Gas Company. 109 RECREATION AND PARKS The City of Inglewood has 10 publicly-owned parks located through out the City: Ashwood, Center, Centinela Adobe, Centinela, Circle, Darby, Grevillea, North, Queen, Rogers, and Siminski, which encompasses 86.6 acres.51 The City has a total of 109.52 acres of open-space52. Inglewood has a goal of providing one acre of open-space/park land per 1,000 residents. With SCAG based 2004 population projections of 117,795 residents and 196.12 acres of open-space/parkland in Inglewood, the City exceeds their goal by providing 1.66 acres per 1,000 residents. LAND USE AND PLANNING Inglewood’s last General Plan update was in 1980. The last use survey was conducted in 1994. The primary land use in the City is residential at 46.7%. The following chart shows the percentage of existing developed land use distribution.53 Table ? 7-1 Inglewood Land Distribution LIBRARY SERVICES The City of Inglewood provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology to its residents. Inglewood has three libraries located in the City: § Main Library- 101 W. Manchester Boulevard. § Morningside Park Branch- 3202 W. 85th Street. § Crenshaw/Imperial Branch- 11141 Crenshaw Boulevard. 51 City of Inglewood, Open Space Element 1995, 7 through 14. 52 E-mail received from Kinikia Gardner, Development Analyst, City of Inglewood Redevelopment Agency, 01/28/05. 53 City of Inglewood, Land Use Element 1980, 54. 110 SOLID WASTE The City of Inglewood Public Works Department provides administration contracts for refuse collection and disposal. Collection of residential, commercial, and industrial waste is provided by Waste Management. The northern portion of unincorporated County territory of Lennox, within Inglewood’s SOI, is served by the Lennox Garbage Disposal District. STREET MAINTENANCE The City provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by the City of Inglewood. SEWER MAINTENANCE Inglewood provides sewer maintenance within the City. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the City of Inglewood. TRANSIT SERVICES Transit services are provided by the Los Angeles County Metropolitan Transportation Authority with fixed routes located in the City. The City of Inglewood provides arranged paratransit services transportation for senior citizens and handicapped residents. ANIMAL CONTROL Los Angeles County provides provision of animal control services such as, animal licensing, care and boarding facilities to the residents of Inglewood. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median value for a single-family detached home in Inglewood was $353,000. The median home value in Los Angeles County was $412,000 in 2004.54 Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Inglewood during the 1998-2005 planning period is 851 new units. The breakdown of 54 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 111 Inglewood’s construction needs is put into four groups: Very Low Income at 221 units, Low Income at 141 units, Moderate Income at 172 units, and Upper Income at 317 units.55 The City of Inglewood’s Housing Element submitted to the California Department of Housing and Community Development is currently in review as of January 25, 2005. 56 55 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 56 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/review.pdf. 112 City of Inglewood Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Inglewood finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $31,435,682 or 22% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $273 for FY 01-02. Services and Facilities The City operates and maintains its own police department. Inglewood has one station located at One Manchester Boulevard. The structure was built in 1974. According to the police department, the facility is in fair condition. There are 200 sworn officers and 142 civilian personnel assigned to the Inglewood Station. The Inglewood Police Department has its own communication center for dispatched 9-1-1 calls. Inglewood provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit staffed by 20 part-time employees and a Canine Unit. Service Demands The Inglewood Police Department predicts future increases in crime and service demands through analysis of economic analysis, crime analysis, and crime trends/patterns. The police department coordinates with the City’s Redevelopment and Planning Sections for future service demands. Inglewood is adjacent to the proposed expansion of the Los Angeles International Airport. The City may anticipate future development and growth within the next decade. The following chart provides crime data for the City of Inglewood which was obtained from the Federal Bureau of Investigation57. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Inglewood have declined dramatically since 2000 with a marked decrease in 2002. 57 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 113 Table 7-2?Inglewood Part I Crimes Statistics Inglewood had 200 sworn officers in 2003. Based on its 2003 population of 116,500; the ratio of police officers to residents was one officer to 583 residents. Response Times and Service Calls According to the Inglewood Police Department, the average response time for all calls for service is approximately 9.3 minutes. This response time is significantly higher compared to other South Bay Cities due to differences in crime rates, calls for service, and available staffing. In 2002, the number of service calls totaled 75,957; 29,419 were for 9-1-1 calls, 4,904 in alarms calls, and 41,634 in miscellaneous calls58. FIRE PROTECTION AND EMERGENCY MEDICAL SERIVCES Inglewood receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has four fire stations, Fire Stations 170, 171, 172, and 173, located in the city. Additionally, CFPD Fire Station 18, located in unincorporated area of Lennox and CFPD Fire Station 162, located in the City of Hawthorne also have some primary first-in jurisdiction in the City. According to the CFPD, all fire stations are in fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WATER LAFCO contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The South Bay Water MSR includes the West Basin Municipal Water District. 58 E-mail received from Kinikia Gardner, Development Analyst, City of Inglewood Redevelopment Agency, 01/28/05. 114 Imported and Recycled Water The City of Inglewood relies on imported water from the West Basin Municipal Water District, Division 2. The City purchased 6,911.50 AF in imported water and 637.95 AF in recycled water during Fiscal Year 2003-0459. Inglewood has one treatment facility at a capacity of eight million gallons. Inglewood has three reservoirs with a combined capacity of 21 million gallons and three pump plants with a capacity of 30 million gallons a day. According to the City, the reservoirs are in fair condition. No infrastructure needs of deficiencies were reported by Dudek and Associates. Dudek & Associates has prepared a more comprehensive study of water providers in the South Bay region, Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. Groundwater The City has three wells for the production of groundwater with a combined capacity of 4.9 million gallons. According to Inglewood, the wells are in poor condition. Inglewood plans to upgrade the wells. In Fiscal Year 2003-04, the City of Inglewood purchased 5,149.05 acre-feet the Water Replenishment District of Southern California60. The City is expanding its system infrastructure to rely more on groundwater, thereby reducing their dependency on imported water. The City noted deficiencies in groundwater production capabilities and capacity for fire suppressions. These issues are addressed in the Capital Improvement Program. Dudek & Associates has prepared a more comprehensive study of water providers in the South Bay region, Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The City of Inglewood Public Works Department funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. 59 Email received from Harvey De La Torre, Water Resource Planner II, West Basin Municipal Water District, 04/13/05. 60 Interview with Jason Weeks, Planning Department, Water Replenishment District of Southern California on 1/21/05. 115 LAFCO has contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles Sanitation Districts Municipal Service Review. TABLE 7- 3? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Inglewood boundary is not coterminous to its SOI boundary. Inglewood anticipates future growth into adjacent unincorporated County territory of Lennox by annexing an area bounded east of La Cienega Boulevard, west of Irwin Avenue, south of Century Boulevard, and south of the 405 freeway on-ramp. The area lies within Los Angeles’ SOI boundary. Staff recommends the City of Inglewood apply for a sphere amendment. The following chart shows the SCAG based 2000-2025 population projections for Inglewood. Population growth is expected to increase by 17,530 residents or 2.9% by year 2025. Figure ? 7-4 Inglewood Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Inglewood received $78,904,592 in functional revenues and General Fund revenues totaled $52,266,356. Total revenues were $129,170,948 and total expenditures were $143,528,283. Inglewood’s total expenditures exceeded total revenues at a difference of $14,357,335. The City withdrew addition money from the reserve account to balance its Budget. The City’s 116 unreserved fund balance was 26% of General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Inglewood for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.61 Utility Users Tax accounted for the highest share of General Fund revenues at 30%. The second highest share of General Fund revenues was Sales Tax at 15%. The City’s Vehicle License Fees constituted for 12%, Property Tax accounted 9%, and Business License revenues accounted for 7%. Figure ? 7-5 Inglewood General Fund Revenues, FY 01-02 The City had $134,685,956 in general long-term debt as of FY 01-02. Bonded indebtedness includes the Parking Authority, Civic Center Improvements, Water/Sewer Improvements, and Fire Training Authority. The City has never defaulted on public debt. Inglewood’s underlying bond rating with Moody’s Investor Service is Baa3, “moderate credit risk62. Cost Avoidance Opportunities The City of Inglewood Water Works Division avoids costs by expanding groundwater wells and treatment facilities, thereby reducing their dependency on imported water. For more information refer to Dudek’s report, Municipal Service Review, Water Service- South Bay Region. 61 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 62 Moody’s Investor Service. Municipal Finance. City of Inglewood. www.moodys.com. 117 Inglewood is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options The City of Inglewood plans to adjust their SOI by adding a portion of unincorporated County territory of Lennox bounded east of La Cienega Boulevard, west of Irwin Avenue, south of Century Boulevard, and south of the 405 freeway on-ramp. The area lies within Los Angeles’ SOI boundary. Staff recommends that the City of Inglewood apply for a sphere amendment. Evaluation of Management Efficiencies Inglewood is currently conducting a study to see the potential of contracting out with the South Bay Regional Public Communications Authority for police dispatched 9-1-1 calls by providing cost through savings. Local Accountability and Governance The City of Inglewood was incorporated as a charter city on February 14, 1908. Inglewood is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets weekly. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Complaints are received via department supervisors, city administration, council and Mayor’s Office. The City does not have a centralized complaint authority. 118 Chapter 8 City of Lawndale Background The City of Lawndale is located approximately 17 miles south of downtown Los Angeles. The City is bounded by Hawthorne to the north, Redondo Beach to the west and south, Torrance to the south, and County territory to the east. Lawndale encompasses 2.46 square miles with unincorporated County territory within the City SOI boundary. (see Map Exhibit 7) The City of Lawndale was incorporated as a general law city on December 28, 1959 and is governed by a four-member city council and mayor elected at-large. The council meets every 1st and 3rd Monday of the month. Council meetings are broadcast on local cable television. Agendas are posted at City Hall, Civic Center, and post office. CITY SERVICES Lawndale contracts out for municipal government services that are responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement is provided by the Los Angeles County Sheriff’s Department § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided American Medical Response through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services are provided by Los Angeles County § Solid waste is provided by Waste Management § Street maintenance is provided by the City of Lawndale and Los Angeles County § Street lighting § Sewer maintenance is provided by the Los Angeles County Department of Public Works 119 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by Southern California Water Company § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services are provided by Lawndale Beat, the Los Angeles County Metropolitan Transportation Authority and Municipal Area Express § Animal control services are provided by Lawndale and Los Angeles County City of Lawndale Services LAW ENFORCEMENT Lawndale contracts with the Los Angeles County Sheriff’s Department for police protection services. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Lawndale receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by American Medical Response through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to the residents by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS The City of Lawndale has a total of 18.61 acres of open-space/parkland. Lawndale has four parks located throughout the City: Rogers/Anderson, Jan Addam’s William Green, and Frank Hogan. The City has two recreational facilities: Prairie Avenue Community Center and Civic Center. Lawndale does not have a goal or set standard for open-space/parkland. The City refers to the National Recreation and Park Association (NRPA) standard of 2.5 acres of open-space/park land per 1,000 residents. With SCAG based 2004 population projections of 32,962 residents and 18.61 acres of open-space/parkland in Lawndale, the City provides 0.57 acres per 1,000 residents. This is 1.93 acres or 77% short of the NRPA standard. 120 LAND USE AND PLANNING Lawndale’s last General Plan update was in 1992. The last land use survey was conducted in 1990. The primary land use for the City of Lawndale is multi-family low density residential at 32.8%. The following chart shows the percentage of existing developed land use distribution.63 Table ? 8-1 Lawndale Land Distribution LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There is one community library located at 14615 Burin Avenue, Lawndale. SOLID WASTE Collection of residential, commercial, and industrial waste is provided by Waste Management. STREET MAINTENANCE Lawndale and the Los Angeles County Department of Public Works provide street maintenance and traffic engineering services for roads within the city limits. Street sweeping is contracted to California Sweeping. STREET LIGHTING Street lighting is maintained by the City of Lawndale. SEWER MAINTENANCE The Los Angeles County Department of Public Works provides sewer maintenance to the City of Lawndale. 63 City of Lawndale, General Plan 1992, II-1-4. 121 FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit Services are provided by Lawndale Beat, the Los Angeles County Metropolitan Transportation Authority and Municipal Area Express. ANIMAL CONTROL Lawndale provides for the provision of animal control services to its residents such as, enforcing animal laws and licensing. Care and boarding is provided by the South Bay Animal Shelter located at 12910 South Yukon Avenue, Hawthorne. HOUSING Affordability In 2004, the median value for a single-family detached home in Lawndale was $394,000. The median home value in Los Angeles County was $412,000 in 2004. 64 Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Lawndale during the 1998-2005 planning period is 78 new units. The breakdown of Lawndale’s construction needs is put into four groups: Very Low Income at 19 units, Low Income at 15 units, Moderate Income at 18 units, and Upper Income at 26 units.65 The City of Lawndale’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 66 64 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 65 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 66 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 122 City of Lawndale Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies L A W ENFORCEMENT Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Sheriff’s Department has one facility located in the city. The Lawndale Center Service is in fair condition. Refer to Chapter 17 for information regarding funding, facilities, service demands, response times, and service calls. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Lawndale receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Lawndale is part of the CFPD where services are financed largely through property taxes. The CFPD has one fire station, Fire Station 21, located within the City. According to the CFPD, the fire station is in good condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The City of Lawndale Public Works Administrative Unit funds the operation of the City’s wastewater system. The Los Angeles County Department of Public Works provides sewer maintenance, as part of a Service Agreement with Lawndale. Local sewer systems transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. 123 TABLE 8- 2? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Lawndale boundary is not coterminous to its SOI boundary. The following chart shows the SCAG based 2000-2025 population projections for Lawndale. Population growth is expected to increase by 6,598 residents or 3.8% by year 2025. Figure ? 8-3 Lawndale Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Lawndale received $4,934,995 in functional revenues and General Fund revenues totaled $8,838,127. Total revenues were $13,773,122 and total expenditures were $11,119,270. The City’s unreserved fund balance was 57% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Lawndale for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.67 The City’s Sales Tax accounted for the highest share of General Fund revenues at 24%. The second highest share of General Fund revenues was Vehicle License Fees at 22%. Utility Users Tax accounted for 19%, Property Tax constituted for 7%, and Business License Tax of 4%. 67 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 124 Figure ? 8-4 Lawndale General Fund Revenues, FY 01-02 The City had $11,359,799 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Lawndale has never defaulted on public debt. Cost Avoidance Opportunities The City of Lawndale and the Lawndale Elementary School District have a Joint Powers Agreement for the use of City parks and a gymnasium. This JPA provides savings for land costs and insurance. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options The City of Lawndale shares a joint SOI with the cities of Gardena and Hawthorne, which was approved by LAFCO on November 28, 1984. The joint SOI is located east of Lawndale in unincorporated County territory of El Camino Village. It is a residential community bounded by Manhattan Beach Boulevard, Crenshaw Boulevard, Marine Avenue, and Prairie Avenue (see Map Exhibit 17). At the South Bay Regional Community Workshop, it was expressed by a Lawndale City Councilman that the City retain the area of El Camino Village. It is recommended that the Lawndale’s SOI boundary remain the same. 125 Evaluation of Management Efficiencies The City of Lawndale performs regular review of the Strategic Plan with assessment of accomplishments and problems. The City also conducts productivity monitoring in annual budget performance standards and annual staff performance evaluations. Lawndale has received numerous awards including the Helen Putnam Award, Public Outreach, and Crime Watch. Local Accountability and Governance The City of Lawndale was incorporated as a general law city on December 28, 1959. Lawndale is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Monday of each month. Council meetings are broadcast on cable television. Agenda and minutes are posted on the City’s website. Complaints can be submitted by e-mail, U.S. mail, telephone, or person to City staff and Council members. 126 Chapter 9 City of Lomita Background The City of Lomita is located approximately 26 miles south of downtown Los Angeles. Lomita is bounded by Torrance to the north and west, the City of Los Angeles to the east, and Rolling Hills Estates and Rancho Palos Verdes to the south. Lomita compasses 1.92 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 8) The City of Lomita was incorporated as a general law city on June 30, 1964 and is governed by four-member city council and mayor appointed at-large. The council meets every 1st and 3rd Monday of the month. City council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Newsletters are posted on cable television, the City’s website, post office, and library. CITY SERVICES Lomita contract out for municipal government services that are responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement is provided by the Los Angeles County Sheriff’s Department § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by American Medical Response through contract agreements with the Consolidated Fire Protection District of Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services are provided by Los Angeles County § Solid waste is provided by CalMet Services Incorporated § Street maintenance § Street lighting is provided by Southern California Edison § Sewer maintenance is provided by private companies through contract agreements 127 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by West Basin Municipal Water District and the Water Replenishment District of Southern California § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services is provided Dial-A-Ride and Los Angeles County Metropolitan Transportation Authority § Animal control services are provided by Los Angeles County City of Lomita Services LAW ENFORCEMENT Lomita contracts with the Los Angeles County Sheriff’s Department for police services. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Lomita receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES American Medical Response provides ambulance services to the residents of Lomita through contract agreements with the Consolidated Fire Protection District of Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. 128 RECREATION AND PARKS The City of Lomita has five city parks: Lomita, Hathaway, Railroad Museum & Annex, Veterans Memorial, and Metro containing 10.28 acres. These park facilities provide recreation activities for all age groups.68 Public facilities such as, City Hall, a County Library, and schools contain 31.51 acres. Lomita has a goal or set standard of providing 1.5 acres of open-space/parkland per 1,000 residents. With SCAG based 2004 population projections of 20,783 residents and 41.79 acres of open-space/parkland in Lomita, the city provides two acres of open-space/parkland which is above the City’s goal. LAND USE AND PLANNING Lomita’s last General Plan update was in 1998. The last land use survey was conducted in 1997. The primary land use for the City of Lomita is low-density residential at 40%. The following chart shows the percentage of existing developed land use distribution.69 Table ? 9-1 Lomita Land Distribution LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There is one community library located at 24200 Narbonne Avenue, Lomita. SOLID WASTE Collection of residential, commercial, and industrial waste is provided by CalMet Services Incorporated. 68 City of Lomita, General Plan 1998, 5-18 69 City of Lomita, General Plan 1998, 2-4. 129 STREET MAINTENANCE The City of Lomita contracts out for street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by Southern California Edison. SEWER MAINTENANCE Sewer maintenance is private by provided by private companies through contract agreements. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit Services are provided by Dial-A-Ride and the Los Angeles County Metropolitan Transportation Authority. ANIMAL CONTROL Los Angeles County provides the provision of animal control services such as, animal licensing, care and boarding facilities to its residents. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median value for a single-family detached home in Lomita was $485,000. The median home value in Los Angeles County was $412,000 in 2004.70 Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Lomita during the 1998-2005 planning period is 219 new units. The breakdown of Lomita’s construction needs is put into four groups: Very Low Income at 53 units, Low Income at 35 units, Moderate Income at 47 units, and Upper Income at 84 units.71 70 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 71 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 130 The City of Lomita’s Housing Element submitted to the California Department of Housing and Community Development is not in compliance with RHNA regarding residential needs and housing affordability. 72 72 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 131 City of Lomita Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Sheriff’s Department has one facility located in Lomita. The Lomita Sheriff’s Station is in good condition. Refer to Chapter 17 for information regarding funding, facilities, service demands, response times, and service calls. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Lomita receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Lomita is part of the CFPD where services are financed largely through property taxes. The CFPD has one fire station, Fire Station 6, located in the city. According to the CFPD, the fire station is in fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WATER LAFCO contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The South Bay Water MSR includes the West Basin Municipal Water District. Imported Water Lomita relies on imported water from the West Basin Municipal Water District, Division 3. Lomita purchased 2,813.40 acre-feet in imported water during Fiscal Year 2003-0473. Lomita has two pump facilities with a combined capacity of 273 gallons per minute and one reservoir at a capacity of 100,000 gallons. The City has 30 miles of transmission water pipelines. The City of Lomita is developing a Water Master Plan to address infrastructure needs. Lomita is in the process of building a new five million gallon reservoir and bringing one of their wells back online. For additional information refer to Dudek’s Report, 73 Email received from Harvey De La Torre, Water Resource Planner II, West Basin Municipal Water District, 04/13/05. 132 Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. Groundwater In Fiscal Year 2003-04, the City of Lomita purchased 0.13 acre-feet from the Water Replenishment District of Southern California74. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The City of Lomita owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 9- 2? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Lomita boundary is coterminous to its SOI boundary. The City is built- out with no future residential expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Lomita. Population growth is expected to be minimal and only increase by 1,227 residents or 1.2% by year 2025. 74 Interview with Jason Week, Planning Department, Water Replenishment District of Southern California, 01/21/05. 133 Figure ? 9-3 Lomita Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Lomita received $7,597,789 in functional revenues and General Fund revenues totaled $4,325,618. Total revenues were $11,923,407 and total expenditures were $12,608,137. The City’s expenditures exceeded total revenues at a difference of $684,730. The City withdrew addition money from the reserve account to balance its Budget. The City’s unreserved fund balance was 76% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Lomita for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.75 Sales Tax accounted for the highest share of General Fund revenues at 31%. The second highest share of General Fund revenues was Vehicle License Fees at 27%. Property Tax constituted for 18% and Franchise Income accounted for 9%. 75 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 134 Figure ? 9-4 Lomita General Fund Revenues, FY 01-02 The City had $154,009 in general long-term debt as of FY 01-02. The City had no bonded indebtedness. Lomita has never defaulted on public debt. Cost Avoidance Opportunities Lomita is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring A water rate study was conducted in December 2004 that identified the City’s water operating fund to be operating at a deficit. The City may be considering a rate increase some time in the near future. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies Lomita uses its State of the City Address and completion of its budget goals and objectives to evaluate performance. Performance evaluations, goals and objectives, the budget and management accountability are used to monitor activities. 135 The City of Lomita uses a “Task Management Schedule” to monitor short and long- term projects. In addition to the budget, the City utilizes its annual audit of financial statements to manage its fiscal accountability. The City of Lomita has received numerous awards such as, the Golden Shield Award in 2002, presented by the Southern California Municipal Athletic Foundation. This award signifies overall excellence in recreational achievement highlighted by youth and adult sports. Lomita has received three awards presented by Tree City USA for annual tree planting through Federal Funding. Local Accountability and Governance The City of Lomita was incorporated as a general law city on June 30, 1964. Lomita is governed by an elected city council. Council members are elected or appointed at-large to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Monday of each month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The customer can submit a Customer Service Survey to City Hall or fill out the survey on the City’s website. The Department Director or Supervisor is in charge of handling complaints. 136 Chapter 10 City of Manhattan Beach Background The City of Manhattan Beach is located 19 miles southwest of downtown Los Angeles. Manhattan Beach is bounded by the City of El Segundo to the north, Hermosa Beach to the south and Redondo Beach to the east and south. Manhattan Beach encompasses 3.94 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 9) The City of Manhattan Beach was incorporated as a general law city on December 7, 1912 and is governed by a four-member city council and mayor elected at-large. The council meets every 1st and 3rd Tuesday of the month. Council meetings are broadcast on local cable television. City council agendas and minutes are available on the City’s website. The City publishes public notices in a local newspaper, the Beach Reporter. CITY SERVICES Manhattan Beach is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services § Ambulance services § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services are provided by Los Angeles County § Solid waste is provided by Waste Management § Street maintenance § Street lighting § Sewer maintenance 137 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by West Basin Municipal Water District and the Water Replenishment District of Southern California § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No.30 § Transit services are provided by Dial-A-Ride and Los Angeles County Metropolitan Transportation Authority § Animal control services are provided by Manhattan Beach and Los Angeles County City of Manhattan Beach Services LAW EMFORCEMENT Manhattan Beach has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES The City has its own fire department and paramedic division. AMBULANCE SERVICES Manhattan Beach provides ambulance services to its residents. ELECTRIC POWER AND UTILITIES Electric power is provides to residents by Southern California Edison and gas is provided by Southern California Gas Company. 138 RECREATION AND PARKS The City of Manhattan Beach has 11 public-owned parks located throughout the City: Eight Street, Larsson Street, Live Oak, Manhattan Heights, Manhattan Village Field, Marine Avenue, Parque Culiacan, Sand Dune, Marine Sports Park, and Polliwog Park, which encompasses 46.7 acres. The City has four Community Centers and two recreational facilities: Marriott Municipal Golf Course and two miles of Beach area.76 The total open-space/parkland consists of 206 acres that includes city parks, beach area, and school playgrounds. Manhattan Beach has a goal or set standard of providing five acres of open-space/park land per 1,000 residents.77 With SCAG based 2004 population projections of 35,915 residents and 206 acres of open-space/parkland in Manhattan Beach, the City provides 5.73 acres of open-space/parkland per 1,000 residents which is above the City’s goal. LAND USE AND PLANNING Manhattan Beach’s last General Plan update and last land use survey were conducted in 2002. The primary land use for the City of Manhattan Beach is low-density residential at 55.6%. The following chart shows the percentage of existing developed land use distribution.78 Table ? 10-1 Manhattan Beach Land Distribution LIBRARY SERVICES Los Angeles County provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology. There is one community library located 1320 Highland Avenue, Manhattan Beach. 76 City of Manhattan Beach, General Plan 2002, CR-3 through CR-10. 77 City of Manhattan Beach, General Plan 2002, LU-24. 78 City of Manhattan Beach, General Plan 2002, LU-16. 139 SOLID WASTE Collection of residential, commercial, and industrial waste is provided by Waste Management. STREET MAINTENANCE The City of Manhattan Beach contracts out for street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by the City. Residents pay a property assessment through a Street Lighting and Landscaping Assessment District Fund. SEWER MAINTENANCE Manhattan Beach provides sewer maintenance within the City. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit Services are provided by Dial-A-Ride and the Los Angeles County Metropolitan Transportation Authority. ANIMAL CONTROL The City of Manhattan Beach provides for the provision of animal control and licensing services. A care and boarding facility is provided by Los Angeles County. The Carson Animal shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Manhattan Beach was $1,450,000 79. The median value in Los Angeles County was $412,000 in 200480. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Manhattan Beach during the 1998-2005 planning period is 251 new units. The breakdown of Manhattan 79 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- manhattanbeach.html. 80 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 140 Beach’s construction needs is put into four groups: Very Low Income at 41 units, Low Income at 29 units, Moderate Income at 42 units, and Upper Income at 139 units.81 The City of Manhattan Beach’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 82 81 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 82 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf. 141 City of Manhattan Beach Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Manhattan Beach finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $11,607,874 or 27% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $327 for FY 01-02. Services and Facilities The City operates and maintains its own police department. The City has one station located at 420 15th Street. There are 64 sworn officers and 30 civilian personnel assigned to the station. The Manhattan Beach Police Department has 20 patrol vehicles, 12 unmarked police vehicles, 9 parking enforcement vehicles, and 1 beach patrol vehicle. A new facility, located at 420 15th Street will be completed Fall 2005. Manhattan Beach provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit and a Canine Unit. Regional Collaboration The Manhattan Beach Police Department is a member of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. The Joint Powers Authority contains the member cities of Gardena, Hawthorne, Hermosa Beach, and Manhattan Beach. In mutual aid agreement two or more agencies agree to provide mutually beneficial emergency services to each other. The Manhattan Beach Police Department has mutual aid agreements with the Los Angeles County Sheriff’s Department. Service Demands The City’s General Plan is the forecasting basis for service demands. Manhattan Beach is built out, increased population and land use changes will be the determinant factors. The City expects a gradual increase in medical aid and hazardous materials responses. 142 The following chart provides crime data for the City of Manhattan Beach which was obtained from the Federal Bureau of Investigation83. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny- Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Manhattan Beach have remained relatively the same with a marked decrease in 2002. Table 10-2?Manhattan Beach Part I Crimes Statistics Manhattan Beach had 64 sworn officers in 2002. Based on its 2002 population of 34,994; the ratio of police officers to residents was one officer to 547 residents. Response Times and Service calls According to the Manhattan Police Department, the average response time for all calls received is 2.10 minutes. For Calendar Year 2002, the annual number of service calls was 13,290. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Funding The City of Manhattan Beach finances fire protection and emergency medical services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for fire protection services totaled $3,543,489 or 8.2% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita was $100 for FY 01-02. Facilities The City operates and maintains its own fire department. The City of Manhattan Beach Fire Department has two stations. 83 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 143 Fire Station 1- located at 1599 Valley Drive is equipped with 2 Fire Engines, 1 Medic Van, 1 Ambulance Vehicle, 1 Command Vehicle, and 1 Utility Truck. The Station is staffed by 1 Fire Chief, 1 Battalion Chief, 1 Fire Inspector, 1 Fire Engineer, 3 Firefighters/Paramedics, and 2 Rescue Firefighters. According to the Fire Department, Fire Station 1 is in fair condition. Fire Station 1 is a temporary facility which was constructed in September 2003. A new facility will be completed May 2005 located at 400 15th Street as a combined Police and Fire Headquarters. Fire Station 2- located at 1400 Manhattan Beach Boulevard is equipped with 2 Fire Engines, 1 Rescue Trailer, and 1 Rescue Command Vehicle. The Station is staffed by 1 Captain/Paramedic, 1 Fire Engineer, and 1 Firefighter/Paramedic assigned to the station. According to the Fire Department, Fire Station 2 is a satellite station in fair to poor condition. A new facility will be completed May 2005 located at 400 15th Street as a combined Police and Fire Headquarters. The Manhattan Beach Fire Department has reported that an additional firefighter/paramedic is needed on each engine to comply with Federal standards. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. The City of Manhattan Beach has a Class 3 ISO rating. Response Times and Service Calls For year 2002, all response times reported by the Manhattan Beach Fire Department averaged 4.5 minutes. Of the total number of service calls for both fire stations combined, 3% were for fire incidents, 68% were for emergency medical services, 10% were for false alarms, 19% were for all other calls. The following chart gives the number and type of incidents for both fire stations in the City. City of Manhattan Beach Fire Incidents Table ?1 0 -3 Manhattan Number and Type of Incident by Fire Station* Beach Service Call Fire Incidents Year 2002 Fire Station Fire Medical False Other Total City Station 1 and Manhattan 85 1,814 259 513 2,671 Station 2* Beach * Manhattan Beach does not have available the breakdown by each service area. 144 Regional Collaborations The Manhattan Police Department is a member of the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of Hawthorne is a multi-jurisdictional emergency telecommunications center for police and fire dispatched 9-1-1 calls. The Joint Powers Authority contains the member cities of Gardena, Hawthorne, Hermosa Beach, and Manhattan Beach. In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. Automatic aid agreements provide valuable resources and the volumes of calls affected by automatic aid responses is not significant. The City of Manhattan Beach Fire Department has both mutual and automatic aid agreements with the Consolidated Fire Protection District of Los Angeles County (CFPD), El Segundo, Hermosa Beach, Redondo Beach, and Torrance. However, the operational memoranda of understanding (MOUs) for the automatic aid agreements are pending for these cities. WATER LAFCO contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The South Bay Water MSR includes the West Basin Municipal Water District. Imported and Recycled Water Manhattan Beach relies on imported water from the West Basin Municipal Water District, Division 3. The City purchased 5,670.10 acre-feet (AF) in imported water and 301.45 AF in recycled water during Fiscal Year 2003-0484. Manhattan Beach has two pump facilities with a combined capacity of 4,200 gallons per minute. The City has two reservoirs with a combined capacity of 9.48 million gallons used for supply and emergencies. According to Manhattan Beach, all facilities are in good condition. No infrastructure needs of deficiencies were reported by Dudek and Associates. Dudek & Associates has prepared a more comprehensive study of water providers in the South Bay region, Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. Groundwater In Fiscal Year 2003-04, the City of Manhattan Beach purchased 1,193.21 AF from the Water Replenishment District of Southern California85. 84 Email received from Harvey De La Torre, Water Resource Planner II, West Basin Municipal Water District, 04/13/05. 85 Interview with Jason Weeks, Planning Department, Water Replenishment District of Southern California, 01/21/05. 145 WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & No. 30 The City of Manhattan Beach Sewer Maintenance Division funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in Carson. LAFCO has contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 10- 4? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 109,327 Growth and Population Projections The City of Manhattan Beach boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Manhattan Beach. Population growth is expected to increase by 3,938 residents or 2.2% by year 2025. 146 Figure ? 10-5 Manhattan Beach Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Manhattan Beach received $24,836,450 in functional revenues and General Fund revenues totaled $30,314,387. Total revenues were $55,150,837 and total expenditures were $46,585,847. The City’s unreserved fund balance was 49% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Manhattan Beach for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.86 Property Tax accounted for the highest share of General Fund revenues at 30%. The second highest share of General Fund revenues was Sales Tax at 23%. Vehicle and Business License Fees constituted for 6%. 86 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 147 Figure ? 10-6 Manhattan Beach General Fund Revenues, FY 01-02 The City had $11,314,372 in general long-term debt as of FY 01-02. Bonded indebtedness includes the Municipal Energy Retrofit Program and Marine Sports Field/Marine Avenue Construction Project. Manhattan Beach has never defaulted on public debt. Cost Avoidance Opportunities Manhattan Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. The Manhattan Beach Fire Department proposed a joint purchasing of Fire apparatus by local jurisdictions. According to Manhattan Beach, to avoid duplication of service, the City may want to purchase water directly from Metropolitan Water District of Southern California by avoiding a $31.00 per acre-foot surcharge added by the West Basin Municipal Water District. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities Manhattan Beach has regional collaborations with the South Bay Regional Public Communications Authority (SBRPCA). The SBRPCA, located in the City of 148 Hawthorne is a shared emergency 9-1-1 police and fire dispatch center that includes the cities of Gardena, Hawthorne, and Hermosa Beach. This Joint Powers Authority provides savings through cost effectiveness. Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies The City of Manhattan Beach Police Department has cooperation arrangements with other agencies for the Los Angeles Interagency Metropolitan Police Apprehension Crime Tack Force (L.A. IMPACT), a multi-agency taskforce that investigates narcotics associated with organized crime and the Taskforce for Regional Autotheft Prevention (T.R.A.P.), a multi-agency taskforce that investigates auto theft crimes. Manhattan Beach conducts performance evaluations through periodic management audits. Productivity monitoring is handled through individual City departments. The City of Manhattan Beach has received the Helen Putnam Award. Manhattan Beach has received various financial awards such as, the Government Finance Officers Association of US and Canada, Financial Reporting Achievement, Distinguished Budget Presentation, and an Excellence in Public Communication Budgeting. Local Accountability and Governance The City of Manhattan Beach was incorporated as a general law city on December 7, 1912. The City is governed by an elected city council. Council members are elected or appointed at-large to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Tuesday of each month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The City advertises and publishes public notices in a local newspaper, The Beach Reporter. “How are we doing?” cards are available throughout City Hall, as a way to express dissatisfaction with city services. These cards are directed to the City Manager who reviews and refers the complaints to the city staff. 149 Chapter 11 City of Palos Verdes Estates Background The City of Palos Verdes Estates is located approximately 28 miles southwest of downtown Los Angeles. Palos Verdes Estates is a coastal community sited on the Palos Verdes Peninsula. The City is bounded by Torrance to the north and the Cities of Rancho Palos Verdes and Rolling Hills Estates to the south. Palos Verdes Estates encompasses 4.77 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 10) The City of Palos Verdes Estates was incorporated as a general law city on December 20, 1939 and is governed by a five-member city council. The council meets every 2nd and 4th Tuesday of the month. City council meetings are broadcast on cable television. Minutes are available at City Hall. City newsletters and agendas are available at several locations in the City and are also posted on the City’s website. Legal notices are published in a local newspaper, the Peninsula News. CITY SERVICES Palos Verdes Estates is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services are provided by the Consolidated Fire Protection of Los Angeles County § Ambulance services are provided by WestMed through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning and building regulation is provided by a private firm § Library services are provided by the Palos Verdes Library District § Solid waste is provided by NorCal Waste Incorporated 150 § Street maintenance is provided by private companies through contract agreements § Street lighting is maintained by the City § Sewer maintenance is provided by the Los Angeles County Department of Public Works and by City staff § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services are provided by Palos Verdes Peninsula Transit Authority § Animal control services are provided by Los Angeles County City of Palos Verdes Estates Services LAW ENFORCEMENT Palos Verdes Estates has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Palos Verdes Estates receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by WestMed through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS The City of Palos Verdes Estates has approximately 849 acres of open-space/parkland which include schools, playgrounds, golf courses, parks, and a shoreline preserve87. 87 Email received from Natalie Golnazarians, City of Palos Verdes Estates Planning Department, 02/15/05. 151 The Palos Verdes Golf Club, Tennis Club, Beach and Athletic Club, and horse stables in Valmonte Canyon are owned by the city and operated under concession agreements for public use. Palos Verdes Estates has six formal parks located throughout the city: Palos Verdes Memorial Garden, Coronel Plaza, Civic Center Park, Lunada Bay Park, Valmonte Plaza, and Via Zurita Park. Palos Verdes Estates does not have goal or set standard for open-space/parkland. With SCAG based 2004 population projections of 13,842 residents and 849 acres of open-space/parkland, the City provides 61.33 acres per 1,000 residents. The City contains numerous canyons and hillsides; therefore the parkland ratio is considerably high compared to other Cities in the South Bay. LAND USE AND PLANNING The City of Palos Verdes Estates contracts with a private firm for professional engineering, planning, and building and safety services. Palos Verdes Estates’ last General Plan update was in 1973. The last land use survey was conducted 1998. The primary land use in Palos Verdes Estates is residential at 47%. The following chart shows the percentage of existing developed land use distribution.88 Table ? 11-1 Palos Verdes Estates Land Distribution LIBRARY SERVICES Library services are provided by Palos Verdes Library District. Please refer to the Miscellaneous Government Services Providers MSR Report for more information. SOLID WASTE Collection of residential and commercial waste is provided by NorCal Waste, Incorporated. 88 Interview with Allan Rigg, Director of Planning and Public Works, City of Palos Verdes Estates, 08/04/04. 152 STREET MAINTENANCE The City of Palos Verdes Estates contracts out for street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by the City. S E W ER MAINTENANCE Palos Verdes Estates contracts with the Los Angeles County Department of Public Works for sewer maintenance. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by Palos Verdes Peninsula Transit Authority. ANIMAL CONTROL Los Angeles County provides provision of animal control services such as, care and boarding facilities to the residents of Palos Verdes Estates. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. Animal licensing is provided by the City. HOUSING Affordability In 2004, the median price for a single-family detached home in Palos Verdes Estates was $1,375,000 89. The median home value in Los Angeles County was $412,000 in 200490. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Palos Verdes Estates during the 1998-2005 planning period is 55 new units. The breakdown of Palos Verdes Estates’ construction needs is put into four groups: Very Low Income at 89 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- palosverdesestates.html. 90 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 153 8 units, Low Income at 5 units, Moderate Income at 7 units, and Upper Income at 35 units.91 The City of Palos Verdes Estates’ Housing Element submitted to the California Department of Housing and Community Development is not in compliance with RHNA regarding residential needs and housing affordability. 92 91 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 92 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 154 City of Palos Verdes Estates Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Palos Verdes Estates finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $3,459,226 or 35% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $251 for FY 01-02. Services and Facilities The City operates and maintains its own police department. Palos Verdes Estates has one station located at 340 Palos Verdes Drive West. The City of Palos Verdes Estates Police Department has 25 sworn officers, 10 non-sworn personnel, and 5 staff assigned to station. The station is equipped with 8 black and white vehicles, 2 motorcycles, and 3 undercover vehicles. The police station was built in the 1950’s. According to the department, the facility is in fair condition. The police department has its own communication center for police dispatched 9-1-1 calls. Palos Verdes Estates provides their own special services which include a Canine Unit and Marine Patrol. Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. The Palos Verdes Police Department has mutual aid agreements with the Los Angeles County Sheriff’s Department. Palos Verdes Estates has a regional collaboration for Mutual Aid Agreements with surrounding South Bay fire departments, Region I, Area “G” which include the Cities of El Segundo, Hermosa Beach, Manhattan Beach, Redondo Beach, and Torrance. Service Demands The City does not anticipate future growth. The following chart gives the numbers of crimes in the City which was obtained from the Federal Bureau of Investigation93. Part I crimes include Homicide, Forcible Rape, 93 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 155 Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Palos Verdes Estates have remained relatively the same since 2000. Table 11-2?Palos Verdes Estates Part I Crimes Statistics Palos Verdes Estates had 25 sworn police officers in 2004. Based on its 2004 population of 13,842; the ratio of police officers to residents was one officer to 554 residents. Response Times and Service Calls According to the Palos Verdes Estates Police Department, in 2002, the average response time for all calls was 4.5 minutes and 3.7 minutes for Priority 1 calls. In 2002, the City had approximately 21,500 service calls: 475 for Priority 1; 1,558 for Priority 2; 1,010 for Priority 3; and 18,457 in miscellaneous calls.94 FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Palos Verdes Estates receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 2, located in the city. An additional fire station that is not located within the City but has primary first-in jurisdiction is Fire Station 106. According to the CFPD, Fire Station 2 is in is fair condition and Fire Station 106 is good condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & 30 94 E-mail received from Mark Velez, City of Palos Verdes Estates Police Department, 01/20/05. 156 The City of Palos Verdes Estates funds the operation and maintenance of the City’s wastewater system. The City owns its local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. Maintenance of the sewer system is provided by the Los Angeles County Department of Public Works. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 11- 3? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 109,327 Growth and Population Projections The City of Palos Verdes Estates boundary is conterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Palos Verdes Estates. Population growth is expected to be minimal and only increase by 690 residents or 1.0% by year 2025. Figure ? 11-4 Palos Verdes Estates Growth Projections 157 Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Palos Verdes Estates received $6,020,927 in functional revenues and General Fund revenues totaled $9,512,048. Total revenues were $15,532,975 and total expenditures were $13,351,550. The City’s unreserved fund balance was 56% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Palos Verdes Estates for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.95 Property Tax accounted for the highest share of General Fund revenues at 36%. The second highest share of General Fund revenues was Utility Users Tax at 27%. Sales Tax constituted for 3%, Vehicle License Fees accounted for 8% and Business License accounted for 2%. Figure ? 11-5 Palos Verdes Estates General Fund Revenues, FY 01-02 The City had $431,705 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Palos Verdes Estates has never defaulted on public debt. Cost Avoidance Opportunities The City of Palos Verdes Estates is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Rancho Palos Verdes and Rolling Hills Estates. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. 95 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 158 Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies No management efficiencies were noted. Local Accountability and Governance The City of Palos Verdes Estates was incorporated as a general law city on December 20, 1939. The City is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Tuesday of each month. Council meetings are broadcast on cable television. Agenda and minutes are made available at City Hall. Constituents are kept apprised of City activities through a local newspaper, the Peninsula News. Customer complaints are routed to the appropriate department. If the customer cannot be satisfied by the first employee, the customer can then follow the same process with the Supervisor, eventually going to the City Council if needed. 159 Chapter 12 City of Rancho Palos Verdes Background The City of Rancho Palos Verdes is located approximately 30 miles southwest of downtown Los Angeles. Rancho Palos Verdes is a coastal community sited on the Palos Verdes Peninsula. The City is bounded by Palos Verdes Estates, Rolling Hills, and Rolling Hills Estates to the north and the City of Los Angeles to the east. Rancho Palos Verdes encompasses 13.47 square miles with a coterminous boundary to it SOI boundary. (see Map Exhibit 11) The City of Rancho Palos Verdes was incorporated as a general law city on September 7, 1973 and is governed by a four-member city council and mayor is elected at-large. The council meets every 1st and 3rd Tuesday of the month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. CITY SERVICES Rancho Palos Verdes contracts out for most municipal government services that are responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement is provided by the Los Angeles County Sheriff’s Department § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by WestMed through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services are provided by the City, U.S. Landscape, Miraleste Recreation & Park District, and Ridgecrest Recreation & Park District § Land use planning and building regulation § Library services are provided by the Palos Verdes Library District § Solid waste is provided by Waste Management and Ivy Rubbish 160 § Street maintenance is provided by various private contractors § Street lighting is provided by Southern California Edison § Sewer maintenance is provided by the Los Angeles County Department of Public Works § Flood control and storm water disposal is provided by the City and the Los Angeles County Flood Control District § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services are provided by Palos Verdes Peninsula Transit and Los Angeles County Metropolitan Transportation Authority § Animal control services are provided by Los Angeles County City of Rancho Palos Verdes Services LAW ENFORCEMENT Rancho Palos Verdes contracts with the Los Angeles County Sheriff’s Department for police protection services. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rancho Palos Verdes receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by WestMed through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS The City of Rancho Palos Verdes has twelve parks located throughout the city: Martingale Trailhead, Eastview, Miraleste, Friendship County, Palos Verdes Shoreline, 161 Ladera Linda, Abalone Cove Shoreline, Del Cerro, Point Vicente, Ryan Community, Hesse, and Grandview containing approximately 271.3 acres.96 There are two golf courses within the City that are utilized for public and private use: Los Verdes County Golf Course and Ocean Trails Golf Course. Rancho Palos Verdes has a goal or set standard of providing eight acres of open- space/parkland per 1,000 residents. With SCAG based 2004 population projections of 42,801 residents and 939.17 acres of open-space/parkland in Rancho Palos Verdes, the City is well above their goal providing 21.94 acres per 1,000 residents. This parkland ratio is high compared to other cities in the South Bay due to steep topography, associated with deep canyons and hills. LAND USE AND PLANNING Rancho Palos Verdes’ last General Plan update and land use survey were conducted in 1975. The primary land use in the City of Rancho Palos Verdes is residential at 86.3%. The following chart shows the percentage of existing developed land use distribution.97 Table ?1 2 -1 Rancho Palos Verdes Land Distribution LIBRARY SERVICES Library services are provided by Palos Verdes Library District. Please refer to the Miscellaneous Government Services Providers MSR Report for more information. SOLID WASTE Collection of residential and commercial waste is provided by Waste Management and Ivy Rubbish. 96 City of Rancho Palos Verdes, General Plan 1975, 223 and 224. 97 City of Rancho Palos Verdes, General Plan 1975, 194 through 197. 162 STREET MAINTENANCE The City of Rancho Palos Verdes contracts out with private contractors for street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained Southern California Edison. SEWER MAINTENANCE Sewer maintenance is provided by the Los Angeles County Department of Public Works. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the City of Rancho Palos Verdes and the Los Angeles County Flood Control District. TRANSIT SERVICES Transit Services are provided by Palos Verdes Peninsula Transit Authority and the Los Angeles County Metropolitan Transportation Authority. ANIMAL CONTROL Los Angeles County provides provision of animal control services such as, animal licensing, care and boarding facilities to the residents of Rancho Palos Verdes. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Rancho Palos Verdes was $987,50098. The median home value in Los Angeles County was $412,000 in 200499. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Rancho Palos Verdes during the 1998-2005 planning period is 52 new units. The breakdown of Rancho Palos Verdes’ construction needs is put into four groups: Very Low income at 98 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- ranchopalosverdes.html. 99 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 163 8 units, Low Income at 5 units, Moderate Income at 8 units, and Upper Income at 31 units.100 The City of Rancho Palos Verdes’ Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 101 100 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 101 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 164 City of Rancho Palos Verdes Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Sheriff’s Department has one facility located in Lomita. The Lomita Sheriff’s Station is in good condition. Refer to Chapter 17 for information regarding funding, facilities, service demands, response times, and service calls. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rancho Palos Verdes receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Rancho Palos Verdes is part of the CFPD where services are financed largely through property taxes. The CFPD has two fire stations, Fire Station 53 and 83, located in the city. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Station 2, 56, and 106. According to the CFPD, all fire stations are in good to fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & No. 30 The City of Rancho Palos Verdes funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. 165 TABLE 12- 2? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 109,327 Growth and Population Projections The City of Rancho Palos Verdes boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Rancho Palos Verdes. Population growth is expected to increase by 5,046 residents or 2.3% by year 2025. Figure ? 12-3 Rancho Palos Verdes Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Rancho Palos Verdes received $9,862,538 in functional revenues and General Fund revenues totaled $11,470,282. Total revenues were $21,332,820 and total expenditures were $21,748,179. The City’s total expenditures exceeded total revenues at a difference of $415,359. The City withdrew addition money from the reserve account to balance its Budget. The City’s unreserved fund balance was 63% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Rancho Palos Verdes for Fiscal Year 2001-02 and compares it to the average fund 166 revenues reported by cities in the State of California.102 Property Tax accounted for the highest share of General Fund revenues at 32%. The second highest General Fund revenue was Vehicle License Fees at 21%. The City’s Utility Users Tax accounted for 16%, Franchise Income constituted for 10%, and Sales Tax of 8%. Figure ? 12-4 Rancho Palos Verdes General Fund Revenues, FY 01-02 The City had $162,750 in general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rancho Palos Verdes has never defaulted on public debt. Cost Avoidance Opportunities The City of Rancho Palos Verdes is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Palos Verdes Estates and Rolling Hills Estates. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. Rancho Palos Verdes is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. 102 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 167 Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies The City of Rancho Palos Verdes monitors performance evaluation and productivity monitoring during Budget reviews. Rancho Palos Verdes has received numerous awards such as, the Government Certificate of Achievement Award and the California Society of Municipal Finance Officers Certificate of Award for Outstanding Financial Reporting. Local Accountability and Governance The City of Rancho Palos Verdes was incorporated as a general law city on September 7, 1973. The City is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Tuesday of each month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. 168 Chapter 13 City of Redondo Beach Background The City of Redondo Beach is located approximately 22 miles southwest of downtown Los Angeles. The City is bounded by Torrance to the east and south, Lawndale to the east, Hawthorne to the north, and Manhattan Beach and Hermosa Beach to the west. Redondo Beach encompasses 6.21 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 12) The City of Redondo Beach was incorporated as a charter city on April 29, 1892 and is governed by a four-member city council and mayor elected at-large. The council meets the 1st and 3rd Tuesday of the month. The City maintains an active website, broadcast city council and commission meetings on cable television. Newsletters are sent to residents on a quarterly basis. CITY SERVICES Redondo Beach is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services § Ambulance services § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services § Solid waste is provided by Waste Management § Street maintenance § Street lighting § Sewer maintenance 169 § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by Southern California Water Company, California Water Service Company and the Water Replenishment District of Southern California § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services are provided by WAVE Dial-A-Ride via Laidlaw Paratransit. The City is also served by Metro Green Line, the Los Angeles County Metropolitan Transportation Authority, LADOT Transit, Torrance Transit, Gardena Municipal and Lawndale Trolley § Animal control services are provided by Redondo Beach and Los Angeles County City of Redondo Beach Services LAW ENFORCEMENT Redondo Beach has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Redondo Beach has its own fire department and paramedic division. AMBULANCE SERVICES Redondo Beach provides ambulance services to its residents. ELECTRIC POWER AND UTILITIES Electric power is provided by Southern California Edison and gas is provided by the Southern California Gas Company. 170 R ECREATION AND PARKS The City of Redondo Beach has 15 parks located throughout the City: Moonstone, Veterans, Hopkins Wilderness, Seaside Lagoon, Czuleger, Aviation, Alta Vista, Glenn Anderson, Dominguez, Perry, Dale Page, Fulton Playfield, Perry Allison, Franklin, Lilienthal, Andrews, and Vincent containing 93.17 acres. Overall open-space and parkland including school grounds total 155.08 acres. Redondo Beach has a goal of providing approximately three acres of open- space/parkland per 1,000 residents. With SCAG based 2004 population projections of 66,706 residents and 155.08 acres of open-space/parkland in Redondo Beach, the City provides 2.33 acres per 1,000 residents or 78% of the City’s goal. L A N D USE AND PLANNING Redondo Beach’s last General Plan update and land use survey were conducted in 2004. The primary land use for the City of Redondo Beach is multi-family residential at 34%. The following chart shows the percentage of existing developed land use distribution.103 Table ? 13-1 Redondo Beach Land Distribution LIBRARY SERVICES The City of Redondo Beach provides library service such as, book collections, educational programs, research staff, and an extensive network of resources through current technology to its residents. Redondo Beach has one facility, the Main Library, located at 303 N. Pacific Coast Highway. SOLID WASTE Collection of residential, commercial, and industrial waste is provided by Waste Management. 103 City of Redondo Beach, General Plan 1993, 2-4. 171 STREET MAINTENANCE The City of Redondo Beach provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by the City of Redondo Beach. SEWER MAINTENANCE Redondo Beach provides sewer maintenance within the City. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by WAVE Dial-A-Ride via Laidlaw Paratransit. The City is also served by Metro Green Line, the Los Angeles County Metropolitan Transportation Authority, LADOT Transit, Torrance Transit, Gardena Municipal bus lines, and Lawndale Trolley. ANIMAL CONTROL Provision of animal control and licensing services are provided the City of Redondo Beach. A care and boarding facility is provided by Los Angeles County. The animal shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Redondo Beach was $715,000 104. The median home value in Los Angeles County was $412,000 in 2004105. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Redondo Beach during the 1998-2005 planning period is 918 new units. The breakdown of Redondo Beach’s construction needs is put into four groups: Very Low Income at 167 units, 104 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- redondobeach.html. 105 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 172 Low Income at 118 units, Moderate Income at 173 units, and Upper Income at 460 units.106 The City of Redondo Beach’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with RHNA regarding residential needs and housing affordability. 107 106 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 107 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 173 City of Redondo Beach Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Redondo Beach finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $16,790,448 or 25% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $256 for FY 01-02. Services and Facilities The City operates and maintains its own police department. Redondo Beach has three police facilities. The Redondo Beach Police Department is located at 401 Diamond Street. The Investigative Division is located at 200 N. Pacific Coast Highway. The Pier Sub-Station is located at 100 Fisherman’s. There are 109 sworn officers and 56 civilian staff assigned to the three police stations combined. The three stations collectively have 73 response vehicles that include unmarked cars, motorcycles, jail vans, quad runners, and black and white police vehicles. All three structures were built in 1957. According to the police department, the facilities are in poor condition. The City needs a new police station but has limited funding and vacant land to facilitate the construction of a new building. According to the Redondo Beach Police Department, they have inadequate work and storage facilities to accommodate additional officers or new programs. The department requires additional parking. The City lacks the funding for improved networks such as, computers and radio equipment. The Redondo Beach Police Department has its own communication center for police dispatched 9-1-1 calls. Redondo Beach provides their own special services which include a crime laboratory for fingerprint analysis, a Special Weapons and Tactics (S.W.A.T.) Unit staffed by 16 part-time employees and a Canine Unit. Service Demands The City considers future service needs through strategic planning seminars every six months. A five to 10 year projected growth is dependent on City policy related to the Harbor area and business development. 174 The following chart provides crime data for the City of Redondo Beach which was obtained from the Federal Bureau of Investigation108. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny- Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Redondo Beach have steady declined since 2000. Table 13-2?Redondo Beach Part I Crimes Statistics Redondo Beach had 109 sworn police officers in 2002. Based on its 2002 population of 64,795; the ratio of police officers to residents was one officer to 595 residents. Service Calls and Response Times According to the Redondo Beach Police Department, in Fiscal Year 2002-03 the City had 66,185 service calls; 14,163 in 9-1-1 calls, 1,951 Priority 1 calls, 3,030 alarm calls, and 3,004 false alarms. The average response time for Priority 1 calls was 3.25 minutes. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Funding The City of Redondo Beach finances fire protection and emergency medical services primarily through the General Fund and two Special Funds: Solid Waste and Harbor Tidelands. The City’s operating expenditures for fire protection services totaled $6,179,790 or 9.2% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $94 for FY 01-02. Facilities The City operates and maintains its own fire department. Redondo Beach has two Fire Stations and a Harbor Patrol Office. 108 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 175 Fire Station 1 located at 401 S. Broadway was built in 1959. Fire Station 2 located at 2400 Grant Avenue was built in 1960. The Harbor Patrol Office located at 280 Marina Way was built in 1999. The Harbor Patrol Division provides rescue and marine law enforcement services to the residents of the City. The Fire Department added fire suppression duties to the Harbor Patrol Office in June 2003. The three facilities combined have 9 Captains, 15 Engineers, 21 Paramedics, 9 Fire Fighters, 3 Harbor Sergeants, 3 Deckmen, and 3 Division Chiefs. The number of response vehicles for all three facilities include 5 engines, 1 truck, 1 squad, 2 ambulances, and 1 command vehicle. According to the fire department, all facilities are in good condition. According to the City of Redondo Beach, the fire department requires a training facility allowing live fire evolutions. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. The City of Redondo Beach has a Class 2 ISO rating. Response Times and Service Calls According to the Redondo Beach Fire Department, response times averaged 4.53 minutes between the months of August and September 2003. Of the total number of service calls for the three fire stations combined, 33% were for fire incidents and 67% were for emergency medical services. The following chart gives the number and type of incidents for each Fire Station in the City. Table ?1 3 -3 Redondo City of Redondo Beach Fire Incidents Beach Number and Type of Incident by Fire Station Service Call Fire Calendar Year 2002 Incidents Fire Station Fire Medical Total Station 1 710 1,686 2,396 Station 2 631 1,679 2,310 Harbor 355 80 435 Patrol Office 1,696 3,445 5,141 Total Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. Automatic aid agreements provide valuable resources and the volumes of calls affected by automatic aid responses is not 176 significant. The City of Redondo Beach Fire Department has both mutual and automatic aid agreements with the Consolidated Fire Protection District of Los Angeles County (CFPD), El Segundo, Hermosa Beach, Manhattan Beach, and Torrance. However, the operational memoranda of understanding (MOUs) for the automatic aid agreements are pending for these cities. GROUNDWATER For Fiscal Year 2003-04, Redondo Beach’s combined groundwater replenishment with Hermosa Beach totaled 2,653.4 acre-feet from the Water Replenishment District of Southern California.109 WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & No. 30 The City of Redondo Beach Sewer Maintenance Division funds the operation and maintenance of the City’s wastewater system, which consists of 15 pump stations and over 112 miles of sewer mains. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 13- 4? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 acres 109,327 Growth and Population Projections The City of Redondo Beach boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. 109 Interview with Jason Weeks, Planning Department, Water Replenishment District of Southern California, 01/21/05. Only combined acre-feet of water extracted was available at the time of request. 177 The following chart shows the SCAG based 2000-2025 population projections for Redondo Beach. Population growth is expected to increase by 13,916 residents or 4.0% by year 2025. Figure ? 13-5 Redondo Beach Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Redondo Beach received $40,197,524 in functional revenues and General Fund revenues totaled $42,600,638. Total revenues were $82,798,162 and total expenditures were $76,917,769. The City’s unreserved fund balance was 17% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Redondo Beach for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.110 Property Tax accounted for the highest share of General Fund revenues at 26%. The second highest share of General Fund revenues was Sales Tax at 19%. The City’s Utility User Tax accounted for 17% and Vehicle License Fees constituted for 3%. 110 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 178 Figure ? 13-6 Redondo Beach General Fund Revenues, FY 01-02 The City had $1,885,134 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Wastewater System Improvement. Redondo Beach has defaulted on public debt. In the 1950's, the City defaulted on bond indebtedness for Harbor Construction. This issue was resolved and the King Harbor Marina was built in the 1960's. No other incidents of default have occurred. Redondo Beach’s underlying bond ratings with Moody’s Investor Service is A1, “low credit risk”111. Cost Avoidance Opportunities The Redondo Police Department has a pending Request for Proposal to outsource communication services for 9-1-1 police and fire dispatched calls. In addition, the department is in the process of outsourcing crossing guard services to a private vendor. Redondo Beach is a member of the Independent Cities Risk Management Authority (ICRMA), a joint powers insurance authority of 29 California cities. The purpose of the ICRMA is to arrange and administer programs of insurance for the polling of general liability losses and to purchase excess insurance coverage for worker’s compensation and property. The City of Redondo Beach Fire Department suggests resource sharing with neighboring agencies to reduce service costs. 111 Moody’s Investor Service. Municipal Finance. City of Redondo Beach. www.moodys.com. 179 Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities The Redondo Beach Police Department proposes sharing facilities for regional training opportunities with neighboring cities. In addition, the department proposes a regional training center with El Camino College. Government Structure Options The City of Redondo Beach shares a joint SOI with Hermosa Beach, which was approved by the LAFCO on July 25, 1984. The joint SOI consists of three single- family homes located in the City of Redondo Beach bounded by 10th Street, 11th Street, Harper Avenue, and Reynolds Lane (see Map Exhibit 18). Upon discussion with the City, it has been determined to eliminate the joint SOI. No boundary adjustment is needed for Redondo Beach. Evaluation of Management Efficiencies The City of Redondo Beach monitors performance evaluations during Budget reviews. Productivity monitoring is controlled by tabulated data to assess the number and type of public service requests to address any changes or additions to the existing complaint tracking system. Redondo Beach received a Certificate of Award for Excellence in Operating Budgeting during Fiscal Year 2001-02 by the California Society Municipal Finance Officers. Local Accountability and Governance The City of Redondo Beach was incorporated as a charter city on April 29, 1892. Redondo Beach is governed by an elected city council. Council members are elected at-large or by district to serve a four year term. The Council meets twice a month. Council meetings are held the first and third Tuesday of each month. Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. The City of Redondo Beach sends out a quarterly report regarding all City activities. Customers can submit complaints to the appropriate department. Complaints can also be directed to the City Manager or City Council. Persons responsible for responding are the Director’s of the respective Department in which the complaint was logged. 180 Chapter 14 City of Rolling Hills Background The City of Rolling Hills is located approximately 24 miles southwest of downtown Los Angeles. The City is bounded by Rancho Palos Verdes, Rolling Hills Estates to the east, and County territory to the northwest. Rolling Hills encompasses approximately three square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 13) The City of Rolling Hills was incorporated as a general law city on January 24, 1957 and is governed by a four-member city council and mayor elected at-large. The council meets every 2nd and 4th Monday of the month. Agenda and minutes are available on the City’s website and at City Hall. Newsletters including agenda, City announcements and programs are sent to all residents. Rolling Hills is a private, gated community located on the Palos Verdes Peninsula. The City is characterized by ranch style homes within an equestrian environment. CITY SERVICES Rolling Hills contract out for most municipal government services that are responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement is provided by the Los Angeles County Sheriff’s Department § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by WestMed through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning § Building regulation is provided by Los Angeles County § Library services are provided by the Palos Verdes Library District § Solid waste is provided by Browning Ferris Industries, Incorporated 181 § Street maintenance § Street lighting § Sewer maintenance is provided by the Los Angeles County Department of Public Works § Flood control and storm water disposal are provided by the Los Angeles County Flood Control District § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation District No. 5 § Transit services are provided by Los Angeles County Metropolitan Transportation Authority § Animal control services are provided by Rolling Hills and Los Angeles County City of Rolling Hills Services LAW ENFORCEMENT Rolling Hills contracts with the Los Angeles County Sheriff’s Department for police protection services. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rolling Hills receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by WestMed through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. R ECREATION AND PARKS The City of Rolling Hills is a gated community. Parkland is owned by the City and leased to the Rolling Hills Community Association. The City of Rolling Hills has two parks that contain 33.3 acres of recreation and open-space which include tennis courts 182 and equestrian trails. Also included is Storm Hill, an area north of Rolling Hills, owned by the City and is opened for residents as an equestrian trail area. Rolling Hills does not have a goal or set standard for open-space/parkland. Based on 2004 population of 1,933 people and a minimum of 88 acres of open-space/parkland in Rolling Hills, the City provides 45.53 acres per 1,000 residents. This parkland ratio is high compared to other cities in the South Bay due to steep topography, associated with deep canyons and steep hills. LAND USE AND PLANNING Rolling Hills’ last General Plan update and land use survey were conducted in 1990. The primary land use in the City of Rolling Hills is single family residential at 85.8%. The following chart shows the percentage of existing developed land use distribution.112 Table ? 14-1 Rolling Hills Land Distribution LIBRARY SERVICES Library services are provided by the Palos Verdes Library District. Please refer to the Miscellaneous Government Services Providers MSR Report for more information. SOLID WASTE Collection of residential waste is provided by Browning Ferris Industries. STREET MAINTENANCE The City of Rolling Hills provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by the City of Rolling Hills. 112 City of Rolling Hills, General Plan 1990, 6. 183 SEWER MAINTENANCE The Los Angeles County Department of Public Works provides sewer maintenance for the City of Rolling Hills. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Rolling Hills is a gated community. Transit services are provided by the Los Angeles County Metropolitan Transportation Authority along the perimeter of the City. ANIMAL CONTROL Rolling Hills provides provision of animal control and licensing services. A care and boarding facility is provided by Los Angeles County. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Rolling Hills was $2,150,000113. The median home value in Los Angeles County was $412,000 in 2004114. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Rolling Hills during the 1998-2005 planning period is 60 new units. The breakdown of Rolling Hills’ construction needs is put into four groups: Very Low Income at 8 units, Low Income at 5 units, Moderate Income at 7 units, and Upper Income at 40 units.115 The City of Rolling Hills’ Housing Element submitted to the California Department of Housing and Community Development is not in compliance with RHNA regarding residential needs and housing affordability. 116 113 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- rollinghills.html. 114 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 115 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 116 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 184 City of Rolling Hills Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Sheriff’s Department has one facility located in Lomita. The Lomita Sheriff’s Station is in good condition. Refer to Chapter 17 for information regarding funding, facilities, service demands, response times, and service calls. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rolling Hills receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Rolling Hills is part of the CFPD where services are financed largely through property taxes. The CFPD has one fire station, Fire Station 56, located in the city. An additional fire station that is not located within the City but has primary first-in jurisdiction is CFPD Fire Station 83. According to the CFPD, both fire stations are in fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential waste is provided by Los Angeles County Sanitation District No. 5. County Sanitation District No. 5 The City of Rolling Hills funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. 185 TABLE 14- 2? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 Growth and Population Projections The City of Rolling Hills boundary is coterminous to its SOI boundary. The City is built-out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Rolling Hills. Population growth is expected to be minimal and only increase by 248 residents or 2.5% by year 2025. Figure ? 14-3 Rolling Hills Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Rolling Hills received $2,247,805 in functional revenues and General Fund revenues totaled $4,344,840. Total revenues were $6,592,645 and total expenditures were $1,507,744. The City’s unreserved fund balance was 329% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Rolling Hills for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.117 The City’s Property Tax accounted for the highest share of General Fund revenues at 55%. The second highest share of 117 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 186 General Fund was Interest and Rent revenues at 20%. Vehicle License Fees accounted for 12% and Sales Tax constituted 1%. Figure ? 14-4 Rolling Hills General Fund Revenues, FY 01-02 The City had no general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rolling Hills has never defaulted on public debt. Cost Avoidance Opportunities Rolling Hills is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies No management efficiencies were noted. 187 Local Accountability and Governance The City of Rolling Hills was incorporated as a general law city on January 24, 1957. Rolling Hills is governed by an elected city council. Council members are elected at- large to serve a four year term. The Council meets twice a month. Council meetings are held the second and fourth Monday of each month. Agenda and minutes are available on the City’s website. Newsletters are sent twice a month to all residents regarding City activities. Complaints may be submitted by telephone, in person, or in writing. Upon receipt of the complaint, staff investigates and resolves the issue. 188 Chapter 15 City of Rolling Hills Estates Background The City of Rolling Hills Estates is located approximately 23 miles southwest of downtown Los Angeles. Rolling Hills Estates is bounded by Rolling Hills, Rancho Palos Verdes, Lomita, and Torrance. Rolling Hills Estates encompasses approximately 4.29 square miles with two areas of unincorporated County territory within the City’s SOI. (see Map Exhibit 14) The City of Rolling Hills Estates was incorporated as a general law city on September 18, 1957 and governed by a four-member city council and mayor elected at-large. The council meets every 2nd and 4th Tuesday of the month. City council meetings are broadcast on cable television. Agendas and minutes are available on the City’s website. Agendas are posted on the Cable Readerboard. City letters are mailed to residents on a quarterly basis. CITY SERVICES Rolling Hills Estates contracts out for municipal government services that are responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement is provided by the Los Angeles County Sheriff’s Department § Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County § Ambulance services are provided by WestMed through contract agreement with Los Angeles County § Public park maintenance, recreational programs and services § Land use planning § Building regulation is provided by Los Angeles County § Library services are provided by Palos Verdes Library District 189 § Solid waste is provided by Browning Ferris Industries, Incorporated § Street maintenance is provided by Los Angeles County Department of Public Works § Street lighting is provided by Southern California Edison § Sewer maintenance is provided by private companies through contract agreements § Flood control and storm water disposal is provided by the Los Angeles County Flood Control District § Water supply is provided by California Water Service Company § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services are provided by Palos Verdes Peninsula Transit Authority § Animal control services are provided by Los Angeles County City of Rolling Hills Estates Services LAW ENFORCEMENT The City contracts with the Los Angeles County Sheriff’s Department for police protection services. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rolling Hills Estates receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County. AMBULANCE SERVICES Ambulance services are provided by WestMed through contract agreement with Los Angeles County. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. R ECREATION AND PARKS The City of Rolling Hills Estates has a total of 52.5 acres of parks and recreational facilities in the City. There are 32.6 acres of open-space. The City has seven parks and one recreational facility: Ernie Howlett, Highridge, Chandler, Pepperwood, 190 Dapplegray, Silver Spur, and Rolling Hills Estates Tennis Club. Recreation and open- space includes tennis courts, equestrian facilities, and trails.118 Rolling Hills Estates has a goal of providing 6.7 acres per 1,000 residents.119 With SCAG based 2004 population projections of 8,007 residents and a total of 85.1 acres of open-space/parkland in Rolling Hills Estates, the City provides 10.63 acres per 1,000 residents. The City exceeds their goal by 3.93 acres. LAND USE AND PLANNING Rolling Hills Estates’ last General Plan update was in 1992. The last land use survey was conducted in 1990. The primary land use for the City of Rolling Hills Estates is low-density residential at 36%. The following chart shows the percentage of existing developed land use distribution.120 Table ? 15-1 Rolling Hills Estates Land Distribution LIBRARY SERVICES Library services are provided by the Palos Verdes Library District. Please refer to the Miscellaneous Government Services Providers MSR Report for more information. SOLID WASTE Collection of residential, commercial, and industrial waste is provided by Browning Ferris Industries, Incorporated. 118 City of Rolling Hills Estates, General Plan 1992, 6-20. 119 City of Rolling Hills Estates, General Plan 1992, 6-13. 120 City of Rolling Hills Estates, General Plan 1992, 2-42. 191 STREET MAINTENANCE The Los Angeles County Department of Public Works provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by Southern California Edison. SEWER MAINTENANCE The City of Rolling Hills Estates contracts out for sewer maintenance. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the Los Angeles County Flood Control District. TRANSIT SERVICES Transit services are provided by the Palos Verdes Peninsula Transit Authority. A N I M A L CONTROL Los Angeles County provides provision of animal control services such as, animal licensing, care and boarding facilities to the residents of Rolling Hills Estates. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Rolling Hills Estates was $1,999,500 121. The median value in Los Angeles was $412,000 in 2004122. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Rolling Hills Estates during the 1998-2005 planning period is 78 new units. The breakdown of Rolling Hills Estates construction needs are put into four groups: Very Low Income at 11 units, Low Income at 8 units, Moderate Income at 11 units, and Upper Income at 48 units.123 121 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- rollinghillsestates.html. 122 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 123 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 192 The City of Rolling Hills Estates’ Housing Element submitted to the California Department of Housing and Community Development is not in compliance with RHNA regarding residential needs and housing affordability. 124 124 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 193 City of Rolling Hills Estates Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Sheriff’s Department has one facility located in Lomita. The Lomita Sheriff’s Station is in good condition. Refer to Chapter 17 for information regarding funding, facilities, service demands, response times, and service calls. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Rolling Hills Estates receives fire protection and emergency medical services from the Consolidated Fire Protection District of Los Angeles County (CFPD). Rolling Hills Estates is part of the CFPD where services are financed largely through property taxes. The CFPD has one fire station, Fire Station 106, located in the city. Additional fire stations that are not located in the City but have primary first-in jurisdiction include CFPD Fire Stations 2, 6, and 83. According to the CFPD, all fire stations are in good to fair condition. Refer to Chapter 18 for information regarding funding, facilities, response times, and service calls. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & No. 30 The City of Rolling Hills Estates funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. 194 TABLE 15- 2? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 acres 109,327 Growth and Population Projections The City of Rolling Hills Estates boundary is not coterminous to its SOI boundary. Rolling Hills Estates does not anticipate future growth in adjacent unincorporated County territory. The following chart shows the SCAG based 2000-2025 population projections for Rolling Hills Estates. Population growth is expected to be minimal and only increase by 504 residents or 1.3% by year 2025. Figure ? 15-3 Rolling Hills Estates Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Rolling Hills Estates received $2,247,805 in functional revenues and General Fund revenues totaled $4,344,840. Total revenues were $6,592,645 and total expenditures totaled $7,532,229. The City’s total expenditures exceeded total revenues with a difference of $939,584. The City withdrew addition money from the reserve account to balance its Budget. The City’s unreserved fund balance was 100% of the General Fund revenue at the end of FY 01- 02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Rolling Hills Estates for Fiscal Year 2001-02 and compares it to the average fund 195 revenues reported by cities in the State of California.125 Sales Tax accounted for the highest share of General Fund revenues at 31%. The second highest share of General Fund revenues was Property Tax at 23%. The City’s Vehicle License Fees accounted for 10%. Figure ? 15-4 Rolling Hills Estates General Fund, FY 01-02 Revenues The City had $259,451 is general long-term debt as of FY 01-02. The City had no outstanding bonded indebtedness. Rolling Hills Estates has never defaulted on public debt. Cost Avoidance Opportunities The City of Rolling Hills Estates is a member of the Palos Verdes Peninsula Transit Authority, a joint powers authority with the Cities of Palos Verdes Estates and Rancho Palos Verdes. The purpose of this authority is to study, implement, and provide public transit within and around the Palos Verdes Peninsula. Rolling Hills Estates is a member of the California Joint Powers Insurance Authority which provides workers compensation and liability insurance through cost savings. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. 125 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 196 Government Structure Options No government structure options were noted. Evaluation of Management Efficiencies The City of Rolling Hills Estates conducts performance evaluation and productivity monitoring on an annual basis. Local Accountability and Governance The City of Rolling Hills Estates was incorporated as a general law city on September 18, 1957. The City is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets twice a month. Council meetings are held the second and fourth Tuesday of each month. City Council meetings are broadcast on cable television. Agenda and minutes are available on the City’s website. Newsletters are mailed on a quarterly basis to all residents regarding City activities. Complaints can be submitted by U.S. Mail, e-mail, or calling City Hall. 197 Chapter 16 City of Torrance Background The City of Torrance is located approximately 20 miles southwest of downtown Los Angeles. The City is bounded by Gardena, unincorporated County territory, and Lawndale to the north. The City is also bordered by Redondo Beach to the north and west, the City of Los Angeles to the east and Lomita, Rolling Hills Estates and Palos Verdes Estates to the south. Torrance encompasses approximately 20.56 square miles with a coterminous boundary to its SOI boundary. (see Map Exhibit 15) The City of Torrance was incorporated as a charter city on May 12, 1921 and is governed by a six-member city council and mayor elected at-large. The council meets every Tuesday of the month. Meeting minutes are broadcast on cable television. CITY SERVICES Torrance is a full service municipal government that is responsive to the needs of its residents and many of the issues regarding growth and future development of the South Bay. The city provides the following services to its residents: § Law enforcement § Fire protection and emergency medical services § Ambulance services § Public park maintenance, recreational programs and services § Land use planning and building regulation § Library services § Solid waste § Street maintenance § Street lighting § Flood control and storm water disposal § Water supply is provided by the City of Torrance, West Basin Municipal Water District and the Water Replenishment District of Southern California 198 § Wastewater is provided by Los Angeles County Sanitation Districts No. 5 and No. 30 § Transit services § Animal control services are provided by Torrance and Los Angeles County City of Torrance Services LAW ENFORCEMENT Torrance has its own police department. FIRE PROTECTION AND EMERGENCY MEDICAL S E R V IC E S Torrance has its own fire department and paramedic division. AMBULANCE SERVICES Torrance provides ambulance services to its residents. ELECTRIC POWER AND UTILITIES Electric power is provided to residents by Southern California Edison and gas is provided by Southern California Gas Company. RECREATION AND PARKS The City of Torrance’s overall open-space/parkland is approximately 611 acres which includes 29 regional, community, and neighborhood parks: McMaster, Descanso, Guenser, Pequeno, El Nido, La Carretera, Columbia, Dominguez, Entradero, La Romeria, Sunny-Glen, Delthorne, Victor, Paradise, Greenwood, Sam Levi, Charles Wilson, Torrance, Hickory, Sur La Brea, Alta Loma, De Portola, Walteria, Lago Seco, El Retiro, Miramar, Las Canchas Racquet Club, Los Arboles Rocketship, and Sea-Aire Golf Course. Open-space includes the Redondo State Beach, Madrona Marsh Natural Preserve and Civic Center. Torrance has a goal or set standard of providing five acres of open-space/parkland per 1,000 residents. With SCAG based 2004 population projections of 143,446 residents and 611 acres of open-space/parkland per 1,000 residents in Torrance, the City provides 4.26 acres per 1,000 residents. The City is short .74 acres or 15% of its goal. LAND USE AND PLANNING Torrance’s last General Plan update and land use survey were conducted in 1992. The primary land use for the City of Torrance is residential at 48%. The following chart shows the percentage of existing developed land use distribution.126 126 City of Torrance, Land Use Element 1992, 50. 199 Table ? 16-1 Torrance Land Distribution LIBRARY SERVICES The City of Torrance provides library services such as, book collections, educational programs, research staff, and an extensive network of resources through current technology to its residents. There are five libraries located in Torrance. One library utilized by the residents of Torrance is located in Redondo Beach. § Katy Geissert Civic Center- 3301 Torrance Boulevard § El Retiro Branch- 126 Vista del Parque, Redondo Beach. § Henderson Branch- 4805 Emerald Street. § North Torrance Branch- 3604 West Artesia Boulevard. § Southeast Branch- 23115 South Arlington Avenue. § Walteria Branch- 3815 West 242nd Street. SOLID WASTE Collection of residential, commercial, and industrial waste is provided by the City of Torrance. STREET MAINTENANCE The City of Torrance provides street maintenance, street sweeping and traffic engineering services for roads within the city limits. STREET LIGHTING Street lighting is maintained by Southern California Edison. The City of Torrance Lighting District, a property assessment tax funds maintenance and servicing of street lighting within the City. SEWER MAINTENANCE Torrance provides sewer maintenance within the City limits. FLOOD CONTROL/STORM WATER DISPOSAL Flood control and storm water disposal is maintained by the City of Torrance. 200 TRANSIT SERVICES Transit services are provided by the City of Torrance. ANIMAL CONTROL Torrance provides for the provision of animal control and licensing services to its residents. A care and boarding facility is provided by Los Angeles County. The Carson Animal Shelter is located at 216 W. Victoria Street, Carson. HOUSING Affordability In 2004, the median price for a single-family detached home in Torrance was $621,000127. The median home value in Los Angeles County was $412,000 in 2004128. Housing Needs The Regional Housing Needs Assessment (RHNA) figures published by SCAG, adopted in November 2000, identify an overall construction need for Torrance during the 1998-2005 planning period is 1,384 new units. The breakdown of Torrance’s construction needs is put into four groups: Very Low Income at 235 units, Low Income at 184 units, Moderate Income at 287 units, and Upper Income at 678 units.129 The City of Torrance’s Housing Element submitted to the California Department of Housing and Community Development is in compliance with the housing element regarding supply and affordability. 130 127 South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com./medianprices- torrance.html. 128 DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts- Data for the Year 2004. http://www.dqnews.com/ZIPLAT2004.shtm. 129 University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.htm 130 California Department of Housing and Community Development, Housing Element Compliance Report http://www.hcd.ca.gov/hpd/hrc/plan/he/status.pdf 201 City of Torrance Municipal Service Review M U N I C I P A L S E R V I C E R E V I E W D E T E R M I N A T I O N S Infrastructure Needs and Deficiencies LAW ENFORCEMENT Funding The City of Torrance finances law enforcement services primarily through the General Fund and other special revenue funds and grants. The City’s operating expenditures for police protection services totaled $41,771,737 or 22% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $294 for FY 01-02. Services and Facilities The City operates and maintains its own police department. The Torrance Police Department has one station located at 3300 Civic Center Drive. The structure was built in 1982. According to the department, the facility is in good condition. The police department has 246 sworn personnel and 101 civilian staff assigned to the Torrance station. The facility has 42 vehicles and 21 motorcycles. The Torrance Police Department has their own communication center for dispatched 9-1-1 calls. Torrance provides their own special services which include a Special Weapons and Tactics (S.W.A.T.) Unit and a Canine Unit. Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. The Torrance Police Department has mutual aid agreements with the Los Angeles County Sheriff’s Department. Service Demands The Torrance Police Department does not perform forecast service needs. The following chart provides crime data for the City of Torrance which was obtained from the Federal Bureau of Investigation131. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The data indicates that Part I crimes in Torrance have increased since 2000. 131 Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over population, 2003, 2002, 2001, 2000 202 Table 16-2?Torrance Part I Crimes Statistics Torrance had 246 sworn police officers in 2003. Based in its 2003 population of 143,446; the ratio of police officers to residents was one officer to 583 residents. Response Times and Service Calls According to the Torrance Police Department, the average response time for Priority 1 calls is 5.51 minutes. The City had 81,645 service calls between October 2002 and October 2003. FIRE PROTECTION AND EMERGENCY MEDICAL SERVICES Funding The City of Torrance finances fire protection and emergency medical services through the General Fund. The City’s operating expenditures for fire protection services totaled $25,228,049 or 14% of the General Fund for Fiscal Year 2001-02. Operating expenditures per capita averaged $178 for FY 01-02. Services and Facilities The City operates and maintains its own fire department. Torrance has six fire stations located in the City. Fire Station 1- located at 1701 S. Crenshaw Boulevard is equipped with 2 Engines, 1 Truck, 1 Rescue Vehicle, and 1 Command Vehicle. There are 9 Captains, 3 Battalion Chiefs, 9 Engineers, 24 Firefighters, and 6 Firefighters/Paramedics assigned to the station. Fire Station 2- located at 25135 Robinson Way is equipped with 1 Engine. There are 3 Captains, 3 Engineers, and 6 Firefighters assigned to the station. Fire Station 3- located at 3535 182nd Street is equipped with 1 Engine and 1 Rescue Vehicle. There are 3 Captains, 3 Engineers, 6 Firefighters, and 6 Firefighter/Paramedics assigned to the station. 203 Fire Station 4- located at 5205 Calle Mayor is equipped with 1 Engine and 1 Rescue Vehicle. There are 3 Captains, 3 Engineers, 6 Firefighters, and 6 Firefighter/Paramedics assigned to the station. Fire Station 5- located at 3940 Del Amo Circle Drive is equipped with 1 Engine and 1 Air/Lighting Unit. There are 3 Captains, 6 Engineers, and 9 Firefighters assigned to the station. Fire Station 6- located at 21401 Del Amo Circle Drive is equipped with 1 Engine, 1 Truck, and 1 Rescue Vehicle. There are 6 Captains, 6 Engineers, 12 Firefighters, and 6 Firefighters/Paramedics assigned to the station. According to the Torrance Police Department, all six fire stations are in good condition. Torrance provides special services which include a hazardous materials emergency response team. The Torrance Fire Department plans to construct an additional fire station located within the City. It is unknown when the facility will be built due to fiscal constraints. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. The City of Torrance has a Class 1 ISO rating. Response Times and Service Calls According to the Torrance Police Department, based on all calls for 2002; 89% of all calls had a response time of less than 5.30 minutes and 70% of calls were less than 4.30 minutes. Of the total number of services for all six fire stations combined, 29% were for fire incidents and other responses and 71% were for emergency medical services. The following chart gives the number and type of incidents for all fire stations in the City. Table ?1 6 -3 Torrance City of Torrance Fire Incidents Service Call Fire Number and Type of Incident by Fire Station Incidents 2002 Fire and Fire Station Other Medical Total City Responses All six (6) Fire 3,169 7,892 11,061 Torrance Stations 204 Service levels are calculated by a Computer Aided Dispatch (CAD) system. Data is not available to determine how service levels have changed in the last 10 years. According to the Torrance Fire Department, there will be gradual increase for emergency medical services in the next 10 years due to aging population and additional senior-related housing/services. Service demands are forecast by demographics of population. Regional Collaborations In mutual aid agreements, two or more agencies agree to provide mutually beneficial emergency services to each other. Automatic aid agreements provide valuable resources and the volumes of calls affected by automatic aid responses is not significant. The City of Torrance Fire Department has both mutual and automatic aid agreements with the Consolidated Fire Protection District of Los Angeles County (CFPD), El Segundo, Hermosa Beach, Manhattan Beach, and Redondo Beach. However, the operational memoranda of understanding (MOUs) for the automatic aid agreements are pending for these cities. WATER LAFCO contracted with Dudek and Associates to perform comprehensive municipal service reviews of water providers in Los Angeles County. The water service MSRs are being conducted according to the regional areas adopted by the Commission. The South Bay Water MSR includes the West Basin Municipal Water District. Imported and Recycled Water The City of Torrance Public Works Department services approximately 78% of the City which is purchased from the Metropolitan Municipal Water District of Southern California (MWD). For Fiscal Year 2003-04, the City of Torrance purchased 20,517 acre-feet (AF) from MWD. For FY 03-04, the City purchased 6,599 AF of recycled water from the West Basin Municipal Water District, Division 3. The City has seven pump facilities with a combined capacity of 22,400 gallons per minute. Torrance has two reservoirs for water storage used in emergencies. Torrance provides wholesale water service to California Water Service Company, an investor owned utility, which services approximately 22% of the western portion of Torrance due to lack of supply capacity. Through a contract service agreement between the Water Replenishment District of Southern California (WRD) and the City of Torrance, the WRD owns and operates a desalination facility to sell potable water to the City of Torrance. The City is in the process of improving water system infrastructure such as, water main replacements and pump station upgrades. Dudek & Associates has prepared a more comprehensive study of water providers in the South Bay region, Municipal Service Review, Water Service-South Bay Region. The report is scheduled to be adopted by LAFCO on September 28, 2005. 205 Groundwater In Fiscal Year 2003-04, the City of Torrance purchased 1,673.5 AF from the Water Replenishment District of Southern California132. WASTEWATER Collection of residential, commercial, and industrial waste is provided by Los Angeles County Sanitation Districts No. 5 and No. 30. County Sanitation Districts No. 5 & No. 30 The Torrance Public Works Department funds the operation and maintenance of the City’s wastewater system. The City owns and maintains local sewer systems that transfer wastewater to County Sanitation District trunk sewers, which flows to a regional treatment facility, the Joint Water Pollution Control Plant located in the City of Carson. LAFCO contracted with LSA Associates to perform a detailed Municipal Service Review study of the County Sanitation Districts of Los Angeles. The Districts wastewater treatment plants have adequate capacity to handle current and future flows. The JWPCP is currently operating near capacity; therefore the Districts plan to construct a new outfall system. For further information refer to LSA Associates, Inc.- Los Angeles County Sanitation Districts Municipal Service Review. TABLE 16- 4? CSD DEMOGRAPHICS SANITATION DISTRICT BOUNDARY AREA POPULATION SERVED CSD NO. 5 56,271 acres 674,091 CSD NO. 30 9,451 acres 109,327 Growth and Population Projections The City of Torrance boundary is coterminous to its SOI boundary. The City is built- out with no future expansion outside its SOI. There are only opportunities for redevelopment within the city limits. The following chart shows the SCAG based 2000-2025 population projections for Torrance. Population growth is expected to increase by 15,611 residents or 2.1% by year 2025. 132 Interview with Jason Weeks, Planning Department, Water Replenishment District of Southern California, 01/25/05. 206 Figure ? 16-5 Torrance Growth Projections Financing Constraints and Opportunities For Fiscal Year 2001-02, the City of Torrance received $102,538,813 in functional revenues and General Fund revenues totaled $112,708,437. Total revenues were $215,247,250 and total expenditures were $212,629,132. The City’s unreserved fund balance was 28% of the General Fund revenue at the end of FY 01-02. The Government Finance Officers Association recommends an undesignated reserve ratio of at least 5-15 percent of regular general fund operating revenues or no less than one to two months of regular general fund operating expenditures. The following chart shows General Fund revenue shares received by the City of Torrance for Fiscal Year 2001-02 and compares it to the average fund revenues reported by cities in the State of California.133 Sales Tax accounted for the highest share of General Fund revenues at 31%. The second highest share of General Fund revenues was Utility Users Tax at 23%. The City’s Property Tax accounted for 15% and Vehicle License Fees at 7%. 133 California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2000-2001). 207 Figure ? 16-6 Torrance General Fund Revenues, FY 01-02 The City had $55,819,998 in general long-term debt as of FY 01-02. Bonded indebtedness includes a Water Project Construction, Transit System Improvements and Police/Fire Improvements. Torrance has never defaulted on public debt. Torrance’s underlying ratings with Moody’s Investor Service is A1 and A2, “low credit risk”134. Cost Avoidance Opportunities No cost-avoidance opportunities were noted. Opportunities for Rate Restructuring No opportunities for rate restructuring were noted. Opportunities for Shared Facilities No opportunities for shared facilities were noted. Government Structure Options There are two areas of unincorporated County territory, El Camino College and the Alondra Golf Course and Park, bounded by Redondo Beach Boulevard, Prairie Avenue, and Manhattan Beach and Crenshaw Boulevards adjacent to the northern boundary of Torrance. Staff initially recommended that Torrance’s SOI boundary be adjusted to include both territories as to provide a logical boundary line. Information provided by the President of El Camino College stated the college is in fact considered 134 Moody’s Investor Service. Municipal Finance. City of Torrance. www.moodys.com. 208 to be truly a community college of five surrounding cities and other local unincorporated areas; it would be inappropriate to associate the boundaries with any one particular city. Therefore, the college has requested that LAFCO not include the college in any one SOI area. In response to the college’s request, staff has now recommended that the El Camino College be excluded in Torrance’s SOI. Furthermore, staff recommends that Torrance’s SOI boundary be expanded to include the Alondra Golf Course and Park bounded by Prairie Avenue, Manhattan Beach and Redondo Beach Boulevards, and west of the Dominquez Channel (see Map Exhibit 19, Proposed Sphere of Influence Amendment-City of Torrance). Evaluation of Management Efficiencies The Torrance Police Department is currently conducting a study to determine if police and fire dispatch centers could be merged to create a more efficient dispatch operation. The City of Torrance conducts performance evaluations every three years through the Strategic Plan. The City does not conduct productivity monitoring. Local Accountability and Governance The City of Torrance was incorporated as a charter city on May 12, 1941. Torrance is governed by an elected city council. Council members are elected at-large to serve a four year term. The Council meets every Tuesday of each month. City Council meetings are broadcast on cable television. Complaints can be submitted by e-mail, U.S. mail, in person, or by phone. There is no centralized point for collecting complaints. Complaints are sent to the appropriate department for immediate action. 209 Chapter 17 Los Angeles County Sheriff’s Department The Cities of Lawndale, Lomita, Rancho Palos Verdes, Rolling Hills, and Rolling Hills Estates receive law enforcement services from the Los Angeles County Sheriff’s Department. The Cities of Rancho Palos Verdes, Rolling Hills, and Rolling Hills have regional contracts and share contract decisions with the Sheriff’s Department. CITY OF LAWNDALE Funding The City of Lawndale finances police protection services primarily through the General Fund and other special revenue funds and grants. For Fiscal Year 2003-04, the City’s law enforcement expenditures totaled $3,425,858135. Facilities Law enforcement services are provided by the Los Angeles County Sheriff’s Department. The Lawndale facility is under the Lennox Sheriff’s Station jurisdiction that serves the City of Lawndale and surrounding unincorporated County territory. The Lennox Station is located at 4331 Lennox Boulevard, Inglewood. According to the Sheriff’s Department, the facility is in poor condition. The Sheriff’s Department utilizes a service center for officer deployment rather than being deployed from the Lennox Station. The Lawndale Service Center is located at 15331 South Prairie Avenue, Lawndale (see Map Exhibit 16). The Service Center was acquired by the Sheriff’s Department in 1997 through a lease agreement with the City of Lawndale. According to the Sheriff’s Department, the facility is in fair condition. The Service Center is staffed by 1 Lieutenant, 2 Sergeants, 1 Traffic Investigator, 1 Gang Investigator, 21 Deputies, 2 Law Enforcement Technicians, and 1 Station Clerk. The station has 13 black and white vehicles, 2 unmarked cars, and 1 surveillance van. 135 Los Angeles County Sheriff’s Department, Municipal Service Review/Police Protection Services Responses, December 2003. 210 Service Demands According the Sheriff’s Department, growth has increased by 16% during 1990-2000 census periods due to increased multi-family existing dwellings. An additional 7% population growth is expected during 2005-2010. Service levels are evaluated on an annual basis by the City of Lawndale and the Sheriff’s Department. The City of Lawndale adjusts service levels according to crime trends. The desired services levels are then contracted with the Sheriff’s Department for the upcoming fiscal year. Response Times and Service Calls According to the Sheriff’s Department, in 2002 the average response time for Emergent calls were 3.67 minutes, Priority calls were 9.5 minutes, and Routine calls were 25.3 minutes. In Calendar Year 2002, the number of 9-1-1 calls was 10,651. Crime Statistics The following charts and data show crime statistics for the City of Lawndale from 1999 to 2002. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part II crimes are Forgery, Fraud, Felony and Misdemeanor Sex Offenses, Non-aggravated Assaults, Weapon Laws, Offenses against Family, Narcotics, Liquor Laws, Drunk Driving Vehicle/Boat, Vandalism, Warrants, Receiving Stolen Property, Federal Offenses without Money, Federal Offenses with Money, and miscellaneous Felonies and Misdemeanors. Part I crime rates per 10,000 for Lawndale in 2002 averaged 301136. Table 17-1? L awndale Area Crime Statistics LA County Sheriff’s Department137 Station Year Area Population Part I Part II Reported Part I Crime Coverage Crimes Crimes Incidents Rates Per In Square 10,000 Miles Population Lawndale City 2002 2.0 32,723 1,098 3,723 43 301.62 2001 2.0 32,044 1,392 2,243 1,460 337.04 2000 1.97 31,711 1,240 1,894 1,232 319.13 1999 1.97 30,600 1,226 1,867 1,110 382.43 136 County of Los Angeles Sheriff’s Department, Year in Review 2002, 242. 137 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. 211 Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The following chart indicates that Part I crimes in Lawndale have decreased since 1999. Figure 17-2? Lawndale Part I Crimes Statistics According to the following chart, Part II crimes have increased dramatically since in 1999. Figure 17-?3 Lawndale Part II Crimes Statistics CITY OF LOMITA Funding The City of Lomita finances police protection services through the General Fund and an Air Quality Management District Fund. For Fiscal Year 2003-04, the City of Lomita’s law enforcement expenditures totaled $1,843,475138. 138 Los Angeles County Sheriff’s Department Municipal Service Review/Police Protection Services Responses, December 2003. 212 Facilities Law enforcement services are provided by the Los Angeles County Sheriff’s Department. Lomita is under the Lomita Sheriff’s Station jurisdiction that services the cities of Lomita, Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates, and unincorporated County territory. The City has one station located at 26123 Narbonne Avenue in the City of Lomita (see Map Exhibit 16). The structure was built in 1975. According to the Sheriff’s Department, the facility is in good condition. The Lomita Sheriff’s Station has 95 sworn personnel and 25 administrative staff assigned to the station. The station has 24 black and white vehicles, 1 motorcycle, 2 detective vehicles, and 1 Sheriff’s van. Service Demands Lomita is mostly developed with very little projected growth is anticipated. The Station Captain meets with City Officials on a regular basis and makes adjustments on service policing needs. Response Times and Service Calls According to the Sheriff’s Department, in 2002 the average response time for Emergent calls were 3.1 minutes, Priority calls were 5.93 minutes, and Routine calls were 24.17 minutes. In Calendar Year 2002, the station had 7,551 in 9-1-1 calls. Crimes Statistics The following charts and data show crimes statistics for the City of Lomita from 1999 to 2002. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part II crimes are Forgery, Fraud, Felony and Misdemeanor Sex Offenses, Non-aggravated Assaults, Weapon Laws, Offenses against Family, Narcotics, Liquor Laws, Drunk Driving Vehicle/Boat, Vandalism, Warrants, Receiving Stolen Property, Federal Offenses without Money, Federal Offenses with Money, and miscellaneous Felonies and Misdemeanors. Part I crime rates per 10,000 for Lomita in 2002 averaged 292139. 139 County of Los Angeles Sheriff’s Department, Year in Review 2002, 254. 213 Table 17-4? Lomita Area Crime Statistics LA County Sheriff’s Department140 Station Year Area Population Part I Part II Reported Part I Crime Coverage Crimes Crimes Incidents Rates Per In Square 10,000 Miles Population Lomita City 2002 1.9 20,692 742 1,285 844 292.38 2001 1.9 20,057 688 1,168 897 261.75 2000 1.94 20,046 687 1,267 779 279.36 1999 1.89 21,000 626 1,241 843 245.71 Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The following chart indicates that Part I crimes in Lomita have steadily increased since 1999. Table 17-5?Lomita Part I Crimes Statistics 140 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. 214 According to the following chart, Part II crimes have remained relatively the same with marked decrease in 2001. Table 17-6?Lomita Part II Crimes RANCHO PALOS VERDES Funding The City of Rancho Palos Verdes finances police protection services primarily through the General Fund and special revenue funds and grants. For Fiscal Year 2003-04, the City of Rancho Palos Verdes’ law enforcement expenditures totaled $2,783,395141. Facilities Law enforcement services are provided by the Los Angeles County Sheriff’s Department. Rancho Palos Verdes is under the Lomita Sheriff’s Station jurisdiction. The Lomita Station services the cities of Lomita, Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates and unincorporated County territory. The City has one station located at 26123 Narbonne Avenue in the City of Lomita (see Map Exhibit 16). The structure was built in 1975. According to the Sheriff’s Department, the facility is in good condition. The Lomita Sheriff’s Station has 95 sworn personnel and 25 administrative staff assigned to the station. The Sheriff’s station has 24 black and white vehicles, 1 motorcycle, 2 detective vehicles, and 1 Sheriff’s van. Service Demands Rancho Palos Verdes is mostly developed with very little projected growth is anticipated. The Station Captain meets with City Officials on a regular basis and makes adjustments on service policing needs. Response Times and Service Calls According to the Sheriff’s Department, in 2002 the average response times for Emergent calls were 6.23 minutes, Priority calls were 8.97 minutes, and Routine calls were 25.63 minutes. In Calendar Year 2002, the number of 9-1-1 calls was 8,084. 141 Los Angeles County Sheriff’s Department, Municipal Service Review/Police Protection Services Responses, December 2003. 215 Crime Statistics The following charts and data show crime statistics for the City of Rancho Palos Verdes from 1999 to 2002. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part II crimes are Forgery, Fraud, Felony and Misdemeanor Sex Offenses, Non-aggravated Assaults, Weapon Laws, Offenses against Family, Narcotics, Liquor Laws, Drunk Driving Vehicle/Boat, Vandalism, Warrants, Receiving Stolen Property, Federal Offenses without Money, Federal Offenses with Money, and miscellaneous Felonies and Misdemeanors. Part I crime rates per 10,000 for Rancho Palos Verdes in 2002 averaged 137142. Table 17-7? Rancho Palos Verdes Area Crime Statistics LA County Sheriff’s Department143 Station Year Area Population Part I Part II Reported Part I Crime Coverage Crimes Crimes Incidents Rates Per In Square 10,000 Miles Population Rancho City Palos Verdes 2002 13.7 42,365 635 894 620 137.61 2001 13.7 41,083 559 872 615 123.90 2000 13.50 41,145 545 866 568 120.06 1999 13.50 44,500 508 916 673 99.55 Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The following chart indicates that Part I crimes in Rancho Palos Verdes have remained relatively the same. Table 17-8?Rancho Palos Verdes Part I Crimes Statistics 142 County of Los Angeles Sheriff’s Department, Year in Review 2002, 254. 143 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. 216 According to the following chart, Part II crimes have steadily declined since 1999. Table 17-9?Rancho Palos Verdes Part II Crimes Statistics CITY OF ROLLING HILLS Funding The City of Rolling Hills finances police protection services through the General Fund and various State Funds. For Fiscal Year 2003-04, the City of Rolling Hills’ law enforcement expenditures totaled $137,145144. Facilities Law enforcement services are provided by the Los Angeles County Sheriff’s Department. Rolling Hills is under the Lomita Sheriff’s Station jurisdiction that services the cities of Lomita, Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates, and unincorporated County territory. The Lomita Sheriff’s Station is located at 26123 Narbonne Avenue in the City of Lomita (see Map Exhibit 16). The structure was built in 1975. According to the Sheriff’s Department, the facility is in good condition. The Lomita Sheriff’s Station has 95 sworn personnel and 25 administrative staff assigned to the station. The station has 24 black and white vehicles, 1 motorcycle, 2 detective vehicles, and 1 Sheriff’s van. Service Demands Rolling Hills is mostly developed with very little projected growth is anticipated. The Station Captain meets with City Officials on a regular basis and makes adjustments on service policing needs. 144 Los Angeles County Sheriff’s Department, Municipal Service Review/Police Protection Services Responses, December 2003. 217 Response Times and Service Calls According to the Sheriff’s Department, in 2002 the average response times for Emergent calls was 6.17 minutes, Priority calls was 11.17 minutes, and Routine calls was 27.4 minutes. In Calendar Year 2002, the number of 9-1-1 calls was 340. Crime Statistics The following charts and data show crime statistics for the City of Rolling Hills. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part II crimes are Forgery, Fraud, Felony and Misdemeanor Sex Offenses, Non-aggravated Assaults, Weapon Laws, Offenses against Family, Narcotics, Liquor Laws, Drunk Driving Vehicle/Boat, Vandalism, Warrants, Receiving Stolen Property, Federal Offenses without Money, Federal Offenses with Money, and miscellaneous Felonies and Misdemeanors. Part I crime rates per 10,000 for Rolling Hills in 2002 averaged 57145. Table 17-10? Rolling Hills Area Crime Statistics LA County Sheriff’s Department146 Station Year Area Population Part I Part II Reported Part I Crime Coverage Crimes Crimes Incidents Rates Per In Square 10,000 Miles Population Rolling City Hills 2002 3.1 1,926 14 39 23 57.11 2001 3.1 1,859 50 82 26 156.00 2000 3.05 1,871 17 35 19 85.52 1999 3.05 2,050 22 36 17 92.68 145 County of Los Angeles Sheriff’s Department, Year in Review 2002, 254. 146 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. 218 Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The following chart indicates that Part I crimes in Rolling Hills have remained relatively the same with a marked increase in 2001. Table 17-11?Rolling Hills Part I Crimes Statistics According to the following chart, Part II crimes have remained relatively the same since 1999 with a marked increase in 2001. Table 17-12?Rolling Hills Part II Crimes Statistics CITY OF ROLLING HILLS ESTATES Funding The City of Rolling Hills Estates finances police protection services through the General Fund and various State Grants. For Fiscal Year 2003-04, the City of Rolling Hills Estates’ law enforcement expenditures totaled $1,278,290147. Facilities Law enforcement services are provided by the Los Angeles County Sheriff’s Department. Rolling Hills Estates is under the Lomita Sheriff’s Station jurisdiction. The Lomita Station services the cities of Lomita, Rancho Palos Verdes, Rolling Hills 147 Los Angeles County Sheriff’s Department, Municipal Service Review/Police Protection Services Response, December 2003. 219 and Rolling Hills Estates. The Station is located at 26123 Narbonne Avenue in the City of Lomita (see Map Exhibit 16). The structure was built in 1975. According to the Sheriff’s Department, the facility is in good condition. The Lomita Station has 95 sworn personnel and 25 civilian staff. The station has 24 black and white vehicles, 1 motorcycle, 2 detective vehicles, and 1 Sheriff’s van. Service Demands Rolling Hills Estates is mostly developed with very little projected growth is anticipated. The Station Captain meets with City Officials on a regular basis and makes adjustments on service policing needs. Response Times and Service Calls According to the Sheriff’s Department, in 2002 the average response times for Emergent calls was 5.67 minutes, Priority calls was 8.43 minutes, and Routine calls was 20.67 minutes. In Calendar Year 2002, the number of 9-1-1 calls was 2,653. Crime Statistics The following charts and data show crime statistics for the City of Rolling Hills Estates from 1999-2001. Part I crimes include Homicide, Forcible Rape, Robbery, Aggravated Assault, Burglary, Motor Vehicle Theft, Larceny-Theft, and Arson. Part II crimes are Forgery, Fraud, Felony and Misdemeanor Sex Offenses, Non-aggravated Assaults, Weapon Laws, Offenses against Family, Narcotics, Liquor Laws, Drunk Driving Vehicle/Boat, Vandalism, Warrants, Receiving Stolen Property, Federal Offenses without Money, Federal Offenses with Money, and miscellaneous Felonies and Misdemeanors. Part I crime rates per 10,000 for Rolling Hills Estates in 2002 averaged 270148. Table 17-13? Rolling Hills Estates Area Crime Statistics LA County Sheriff’s Department149 Station Year Area Population Part I Part II Reported Part I Crime Coverage Crimes Crimes Incidents Rates Per In Square 10,000 Miles Population Rolling Hills City Estates 2002 3.6 7,939 264 339 253 270.81 2001 3.6 7,642 161 229 147 248.63 2000 3.6 7,676 189 246 231 212.35 1999 3.6 8,700 174 321 234 172.41 148 County of Los Angeles Sheriff’s Department, Year in Review 2002, 254. 149 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. 220 Part I crimes rates are calculated according to the number of Part I offenses committed per thousand people. The following chart indicates that Part I crimes have steadily increase with a marked decrease with 2001. Table 17-14?Rolling Hills Estates Part I Crimes Statistics According to the following chart, Part II crimes have remained relatively the same since 1999. Table 17-15?Rolling Hills Estates Part II Crimes Statistics 221 Chapter 18 Consolidated Fire Protection District The Cities of Lawndale, Lomita, Rancho Palos Verdes, Rolling Hills, and Rolling Hills Estates are part of the Consolidated Fire Protection District of Los Angeles County (CFPD) with fire protection and emergency medical services financed primarily through property tax revenues. The Cities of Gardena, Hawthorne, Inglewood, and Palos Verdes Estates contract with the CFPD as “fee-for-service”, for which these cities receive a bill statement for services rendered. The District operates under a regional concept in its approach to providing emergency services to District cities and unincorporated areas of Los Angeles County. To provide the best response times possible, the closet available resource is responded to all incidents regardless of jurisdictional or political boundaries, thereby providing an optimum level of service to all areas served. CITY OF GARDENA Funding The City of Gardena finances fire protection and emergency medical services through a Non-Departmental Fund. For FY 01-02, Gardena’s net payment submitted to the CFPD was $4,792,505150. Facilities Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has two fire stations, Fire Stations 158 and 159, located in the City of Gardena. An additional CFPD Fire Station 95, located in the unincorporated area of Rosewood, has some primary first-in jurisdiction for the City. (see Map Exhibit 16). Fire Station 158- located at 1650 W. 162nd Street, is equipped with a 3-person engine company, a 2-person paramedic squad, and 1 assistant chief vehicle. The structure was 150 Fee-For-Service Contract by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, May 17, 2005 222 built in 1963. The station is staffed by 1 Captain, 3 Fire Fighters/Paramedics, 1 Firefighter Specialist, and 1 Assistant Fire Chief. Fire Station 159- located at 2030 W. 135th Street, is equipped with a 4- person assessment quint. The structure was built in 1958. The station is staffed by 1 Captain, 1 Firefighter, 1 Firefighter/Paramedic, and 1 Firefighter Specialist. Fire Station 95- located at 137 W. Redondo Beach Boulevard, unincorporated area of Rosewood, is equipped with a 4-person engine company. The structure was built in 1955. The station is staffed by 1 Captain, 2 Firefighters, and 1 Firefighter Specialist. According to CFPD, all three stations are in fair condition. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Gardena has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 4.5 minutes in urban areas. Of the total number of service calls for the City, 3% were for fire incidents, 72% were for emergency medical services, 12% were for false alarms, and 13% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -1 Gardena City of Gardena CFPD Service Call Number and Type of Incident Incidents 1/1/02 – 12/31/02 Fire Medical False Other* Total 151 3,281 530 585 4,547 * Hazardous Materials, explosions, good intent and other miscellaneous incidents CITY OF HAWTHORNE Funding The City of Hawthorne finances fire protection and emergency medical services primarily through the General Fund. For FY 01-02, Hawthorne’s net payment submitted to the CFPD was $5,499,760151. 151 Fee-For-Service Contract by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, May 17, 2005 223 Facilities Fire protection and emergency medical services are provided by the CFPD. The CFPD has three fire stations, Fire Stations 160, 161, and 162, located in the City of Hawthorne. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Stations 18 and 21. (see Map Exhibit 16) Fire Station 160- located at 5323 West Rosecrans Avenue, is equipped with a 3-person engine company. The structure was built in 1959. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 1 Firefighter, and 1 Firefighter Specialist. Fire Station 161- located at 4475 West El Segundo Boulevard, is equipped with a 3- person engine company, a 2-person paramedic squad, 1 utility vehicle, and 1 battalion chief vehicle. The structure was built in 1969. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, 1 Firefighter Specialist, 1 Utility Driver, and 1 Battalion Chief. Fire Station 162- located at 12151 Crenshaw Boulevard, is equipped with a 4-person quint. The structure was built in 1957. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 2 Firefighters and 1 Firefighter Specialist. Fire Station 18- located at 4518 W. Lennox Boulevard, unincorporated area of Lennox, is equipped with a 4-person paramedic engine company. The structure was built in 1987. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 2 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 21- located at 4312 W. 147th Street, Lawndale, is equipped with a 3- person engine company and a 2-person paramedic squad. The structure was built in 1995. According to CFPD, the fire station is in good condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Hawthorne has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 4.5 minutes in urban areas. Of the total number of service calls for the City, 4% were for fire incidents, 68% were for emergency medical services, 16% were for false alarms, and 12% were for other calls. The following chart gives the number and type of incidents for 2002. 224 Table ?1 8 -2 City of Hawthorne Hawthorne Number and Type of Incident CFPD Service Call Incidents 1/1/02 – 12/31/02 Fire Medical False Other* Total 268 4,350 1,000 755 6,373 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF INGLEWOOD Funding The City of Inglewood finances fire protection and emergency medical services primarily through a Non-Departmental Fund. For Fiscal Year 2001-02, the City of Inglewood’s net payment submitted to the CFPD for fire protection and emergency medical services was $9,239,261152. Facilities Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has four fire stations, Fire Stations 170, 171, 172, and 173 located in the City of Inglewood. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Stations 18 and 162. (see Map Exhibit 16) Fire Station 170- located at 10701 S. Crenshaw Boulevard, is equipped with a 4-person truck and a 2-person engine company responding together as an assessment light force. The structure was built in 1957. The station is staffed by 1 Captain, 2 Firefighters, 1 Firefighter/Paramedic, and 2 Firefighter Specialists. Fire Station 171- located at 141 W. Regent Street, is equipped with a 3-person engine company, a 2-person paramedic squad, 1 utility vehicle, 1 battalion vehicle, and 1 deputy chief vehicle. The structure was built in 1972. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, 1 Firefighter Specialist, 1 Utility Driver, 1 Battalion Chief, and 1 Deputy Fire Chief. Fire Station 172- located at 810 Centinela Avenue, is equipped with a 3-person engine company and a 2-person paramedic squad. The structure was built in 1967. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 173- located at 9001 S. Crenshaw Boulevard, is equipped a 3-person engine company and a 2-person paramedic squad. The structure was built in 1970. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. 152 Fee-For-Service Contract by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 24, 2005 225 Fire Station 18- located at 4518 W. Lennox Boulevard, unincorporated area of Lennox, is equipped with a 4-person paramedic engine company. The structure was built in 1987. The station is staffed by 1 Captain, 2 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 162- located at 12151 Crenshaw Boulevard, Hawthorne, is equipped with a 4-person paramedic engine company. The structure was built in 1957. The station is staffed by 1 Captain, 2 Firefighters/Paramedics, and 1 Firefighter Specialist. According to CFPD, all fire stations are in fair condition. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Inglewood has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 4.5 minutes in urban areas. Of the total number of service calls for the City, 5% were for fire incidents, 76% were for emergency medical services, 9% were for false alarms, 10% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -3 Inglewood City of Inglewood CFPD Service Call Incidents Number and Type of Incident 1/1/02 – 12/31/02 Fire Medical False Other* Total 524 8,127 946 1,124 10,721 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF LAWNDALE Funding The City of Lawndale finances fire protection and emergency medical services primarily through property tax revenues. For Fiscal Year 2001-02, the City paid $1,769,466 to the CFPD for fire protection and emergency medical services based on estimated Revenue of the total assessed property value153. 153 Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 226 Facilities Fire protection and emergency services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 21, located in the City of Lawndale (see Map Exhibit 16). Fire Station 21- located at 4312 W. 147th Street, is equipped with a 3-person engine company and a 2-person paramedic squad. The structure was built in 1995. According to CFPD, the fire station is in good condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Lawndale has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 4.5 minutes in urban areas. Of the total number of service calls for the City, 3% were for fire incidents, 66% were for emergency medical services, 23% were for false alarms, and 8% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ? 18-4 Lawndale City of Lawndale CFPD Service Call Number and Type of Incident Incidents 1/1/02 – 12/31/02 Fire Medical False Other* Total 56 1,261 450 151 1,918 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF LOMITA Funding The City of Lomita finances fire protection and emergency medical services primarily through property tax revenues. For Fiscal Year 2001-02, the City paid $1,791,794 to the CFPD for fire protection and emergency medical services based on estimated Revenues of the total assessed property value154. 154 Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 227 Facilities Fire protection and emergency services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 6, located in the City of Lomita (see Map Exhibit 16). Fire Station 6- located at 25517 S. Narbonne Avenue, is equipped a 3-person engine company and a 2-person paramedic squad. The structure was built in 1957. According to CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Lomita has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 4.5 minutes in urban areas. Of the total number of service calls for the City, 4% were for fire incidents, 77% were for emergency medical services, 8% were for false alarms calls, 11% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -5 Lomita City of Lomita CFPD Service Call Number and Type of Incident Incidents 1/1/02 – 12/31/02 Fire Medical False Other* Total 57 1,030 102 152 1,341 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF PALOS VERDES ESTATES Funding The City of Palos Verdes Estates finances fire protection and emergency medical services through a Non-Departmental Fund. For Fiscal Year 2001-02, the City of Palos Verdes Estates’ net payment submitted to the CFPD for fire protection and emergency medical services was $2,635,377155. 155 Fee-For-Service Contract by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 228 Facilities Fire protection and emergency paramedic services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 2, located in the City of Palos Verdes Estates. An additional fire station that is not located within the City but has primary first-in jurisdiction is CFPD Fire Station 106. (see Map Exhibit 16). Fire Station 2- is located at 340 Palos Verdes Drive West, is equipped with a 3-person engine company and a 2-person paramedic squad. The structure was built in 1958. According to CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighter/Paramedics and 1 Firefighter Specialist. Fire Station 106- is located at 27413 Indian Peak Road, Rolling Hills Estates, is equipped with a 3-person engine company, a 2-person paramedic squad, a 4-person quint, 1 utility vehicle, and 1 battalion chief vehicle. The structure was built in 1970. According to CFPD, the fire station is in good condition. The station is staffed by 2 Captains, 2 Firefighters, 3 Firefighter/Paramedics, 2 Firefighter Specialists, 1 Utility Driver, and 1 Battalion Chief. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Palos Verdes Estates has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 5.6 minutes in sub-urban areas. Of the total number of service calls for the City, 3% were for fire incidents, 67% were for emergency medical services, 10% were for false calls, and 20% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -6 Palos City of Palos Verdes Estates Verdes Estates Number and Type of Incident CFPD Service Call Incidents 1/1/02 – 12/31/02 Fire Medical False Other* Total 19 501 78 150 748 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. 229 CITY OF RANCHO PALOS VERDES Funding The City of Rancho Palos Verdes finances fire protection and emergency medical services primarily through property tax revenues. For Fiscal Year 2001-02, the City of Rancho Palos Verdes paid $9,616,015 to the CFPD for fire protection and emergency medical services based on estimated Revenue of the total assessed property value156. Facilities Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has two fire stations, Fire Station 53 and 83, located in the City of Rancho Palos Verdes. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Station 2, 56, and 106. (see Map Exhibit 16) Fire Station 53- located at 6124 W. Palos Verdes Drive South, is equipped with a 3- person engine company. The structure was built in 1957. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 1 Firefighter, and 1 Firefighter Specialist. Fire Station 83- located at 83 Miraleste Plaza, is equipped with a 4-person engine company and a patrol vehicle. The structure was built in 1990. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 2 Firefighters, and 1 Firefighter Specialist. Fire Station 2- located at 340 Palos Verdes Drive West, Palos Verdes Estates, is equipped with a 3-person engine company and a 2-person paramedic squad. The structure was built in 1958. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 56- located at 12 Crest Road West, Rolling Hills, is equipped with a 3- person engine company. The structure was built in 1952. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 1 Firefighter, and 1 Firefighter Specialist. Fire Station 106- located at 27413 Indian Peak Road, Rolling Hills Estates, is equipped with a 3-person engine company and a 2-person paramedic squad, a 4-person quint, 1 utility vehicle, and 1 battalion chief vehicle. The structure was built in 1970. According to the CFPD, the fire station is in good condition. The station is staffed by 2 Captains, 2 Firefighters, 3 Firefighters/Paramedics, 2 Firefighter Specialists, 1 Utility Driver, and 1 Battalion Chief. 156 Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 230 Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Rancho Palos Verdes has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 5.6 minutes in sub-urban areas. Of the total number of service calls for the City, 3% were for fire incidents, 70% were for emergency medical services, 10% were for false alarm calls, 17% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8-7 Rancho City of Rancho Palos Verdes Palos Verdes Number and Type of Incident CFPD Service Call 1/1/02 – 12/31/02 Incidents Fire Medical False Other* Total 62 1,491 214 380 2,147 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF ROLLING HILLS Funding The City of Rolling Hills finances fire protection and emergency medical services primarily through property tax revenues. For Fiscal Year 2001-02, the City of Rolling Hills paid $1,262,251 to the CFPD for fire protection and emergency medical services based on estimated revenue of the total assessed property value157. Facilities Fire protection and emergency medical services are provided by the Consolidated Fire Protection District for Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 56, located within the City of Rolling Hills. An additional fire station that is not located within the City but has primary first-in jurisdiction is CFPD Fire Station 83. (see Map Exhibit 16) 157 Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, May 17, 2005. 231 Fire Station 56- located at 12 Crest Road West, is equipped with a 3-person engine company. The structure was built in 1952. The station is staffed by 1 Captain, 1 Firefighter, and 1 Firefighter Specialist. Fire Station 83- located at 83 Miraleste Plaza, Rancho Palos Verdes, is equipped with a 4-person engine company and a patrol vehicle. The structure was built in 1990. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 2 Firefighters, and 1 Firefighter Specialist. According to the CFPD, both fire stations are in fair condition. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Rolling Hills has a Class 3 ISO rating. Response Times and Service Calls For FY 2002-03, the CFPD estimated response time was 5.6 minutes in sub-urban areas. Of the total number of service calls for the City, 7% were for fire incidents, 40% were for emergency medical services, 25% were for false alarm calls and 28% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -8 Rolling City of Rolling Hills Hills Number and Type of Incident CFPD Service Call 1/1/02 – 12/31/02 Incidents Fire Medical False Other* Total 7 42 26 29 104 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. CITY OF ROLLING HILLS ESTATES Funding The City of Rolling Hills Estates finances fire protection and emergency medical services primarily through property tax revenues. For Fiscal Year 2001-02, the City of 232 Rolling Hills Estates paid $2,686,539 to CFPD for fire protection and emergency medical services based on estimated Revenue of the total assessed property value158. Facilities Fire protection and emergency medical services are provided by the Consolidated Fire Protection District of Los Angeles County (CFPD). The CFPD has one fire station, Fire Station 106, located within the City of Rolling Hills Estates. Additional fire stations that are not located within the City but have primary first-in jurisdiction include CFPD Fire Station 2, 6, and 83 (see Map Exhibit 16). Fire Station 106- located at 27413 Indian Peak Road, is equipped with a 3-person engine company, a 2-person paramedic squad, a 4-person quint, 1 utility vehicle, and 1 battalion vehicle. The structure was built in 1970. According to the CFPD, the fire station is in good condition. The station is staffed by 2 Captains, 2 Firefighters, 3 Firefighters/Paramedics, 2 Firefighter Specialists, 1 Utility Driver, and 1 Battalion Chief. Fire Station 2- located at 340 Palos Verdes Drive West, Palos Verdes Estates, is equipped with a 3-person engine company and a 2-person paramedic squad. The structure was built in 1958. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 6- located at 25517 S. Narbonne Avenue, Lomita, is equipped a 3- personengine company and a 2-person paramedic squad. The structure was built in 1957. According to CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 3 Firefighters/Paramedics, and 1 Firefighter Specialist. Fire Station 83- located at 83 Miraleste Plaza, Rancho Palos Verdes, is equipped with a 4-person engine company and a patrol vehicle. The structure was built in 1990. According to the CFPD, the fire station is in fair condition. The station is staffed by 1 Captain, 2 Firefighters, and 1 Firefighter Specialist. Rating Standards The Insurance Service Organization (ISO), an independent private insurance research group that rates fire departments on their ability to provide protection. The ISO uses a rating scale of 1 (best protection) to 10 (least protection) to rate city fire departments on a national basis. ISO rating is based on both fire department and water systems to determine the overall rating. The City of Rolling Hills Estates has a Class 3 ISO rating. Response Times and Service Call For FY 2002-03, the CFPD estimate response time is 5.6 minutes in sub-urban areas. 158 Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst with the Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 233 Of the total number of service calls for the City, 5% were for fire incidents, 62% were for emergency medical services, 18% were for false alarm calls, and 15% were for all other calls. The following chart gives the number and type of incidents for 2002. Table ?1 8 -9 Rolling City of Rolling Hills Estates Hills Estates Number and Type of Incident CFPD Service Call 1/1/02 – 12/31/02 Incidents Fire Medical False Other* Total 34 406 116 102 658 * Hazardous Materials, explosions, good intent and other miscellaneous incidents. 234 Chapter 19 Consolidated Fire Protection District About the District The Consolidated Fire Protection District (CFPD) is governed by the Fire Protection District Law of 1987, California Health and Safety Code Section 13800, et. seq. It was established on April 12, 1949 by a resolution of the Los Angeles County Board of Supervisors, as a result of merging several fire protection districts. The Los Angeles County Board of Supervisors acts as the governing body. The CFPD provides fire protection, emergency medical, hazardous materials response, rescue services and in some areas lifeguard services. It also provides other related services such as forestry, fire prevention and educational programs. All cities that receive services from CFPD are within the District’s sphere of influence boundary areas. There are ten cities in Los Angeles County that receive fire protection services from CFPD on a fee-for-service basis. They are: Azusa, Commerce, Palos Verdes Estates, Pomona, Hawthorne, Covina, El Monte, Lynwood, Inglewood and Gardena. CFPD receives funding primarily through property tax revenue, special user tax and contract fees. The Board of Supervisors adopted a Developer Fee Program to meet the need for increased resources in designated high growth areas. There are five cities that have adopted the program, Agoura Hills, Calabasas, Malibu, Lancaster and Santa Clarita. Monies received from the program can only be spent within that particular area and are used to help finance new stations and equipment needed due to new development. Previous chapters of this report provide a detailed description of fire stations and equipment. Explanations of types of fire equipment are as follows: an engine carries a hose, water, and has water-pumping capabilities; a truck carries specialized equipment and ladders (no water or water-pumping capabilities); a quint somewhat combines the capabilities of the engine and truck - it carries all the specialized equipment and ladders that a truck carries and also carries hose, water and has water-pumping capabilities; an emergency support team (EST) is a 2-person unit that provides first-alarm firefighting support to specific areas in the District. This report does not provide a complete comprehensive service review of the District. A separate municipal service review and sphere of influence update of the agency will 235 be prepared for consideration by the Commission at a future time. 236 Chapter 20 County Sanitation Districts About the District The County Sanitation Districts of Los Angeles (CSD) are a confederation of independent county sanitation districts that operate under one or more joint powers agreements. CSD provides wastewater and solid waste management. The Districts are formed pursuant to State of California Health and Safety Code Sections 4700, et seq. CSD’s are enabled to construct, operate and maintain facilities for the purpose of collection, treatment and disposal of wastewater. Edwards Air Force Base and USAF Plant 42 maintain and operate their own independent wastewater treatment and disposal systems. The County Sanitation District charges new users a connection fee, which goes into a separate Capital Improvement Fund to finance any future improvements as needed. It takes approximately one million gallons daily (mgd) per year of processed wastewater to service 24 households. COUNTY SANITATION DISTRICT NO.5 County Sanitation District No. 5 (CSD No. 5) provides collection, treatment and disposal of wastewater for the portions of El Segundo, Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Redondo Beach, Rolling Hills Estates and Torrance. The CSD services the entire SOI boundary of Gardena, Hawthorne, Inglewood, Lawndale, and Lomita. The CSD also services unincorporated County territory with the South Bay MSR Region. CSD No. 5 was established on March 31, 1924. COUNTY SANITATION DISTRICT NO.30 County Sanitation District No. 30 provides collection, treatment and disposal of wastewater for the portions of El Segundo, Manhattan Beach, Palos Verdes Estates, Rancho Palos Verdes, Redondo, Rolling Hills Estates, and Torrance. The CSD services the entire SOI boundary of Hermosa Beach. The CSD also services unincorporated County territory within the South Bay MSR Region. CSD No. 30 was established on December 24, 1923. 237 LSA Associates conducted the Sanitation Districts Municipal Service Review for the entire Los Angeles County which includes the South Bay Region. The Los Angeles County Sanitation Districts MSR was adopted by the Commission on May 25, 2005. 238 Chapter 21 West Basin Municipal Water District About the District The District was formed in November of 1947 under the California Water Code 7100, Et Seq. The district is governed by five publicly elected directors who serve a five-year term. The District was created to preserve and recharge groundwater supplies and to locate supplemental water. West Basin Municipal Water District (WBMWD) is a public agency that purchases imported water from the Metropolitan Water District of Southern California (MWD). WBMWD wholesales imported water to 17 Cities within the South Bay, mutual water companies, investor-owned utilities, and private companies in southwest Los Angeles County. Imported water is transported through the Colorado River Aqueduct System and from Northern California. WBMWD has 185 square-mile service area with a population of approximately 851,000 people living in the South Bay area, as well as unincorporated areas of Los Angeles County. WBWMD provides barrier water for injection into the South Bay’s groundwater basin to guard against saltwater intrusion. WBMWD also supplies the region with recycled water for municipal, commercial, and industrial use. Over 28,000 acre- feet of recycled water is distributed to more than 170 facilities in the South Bay. The West Basin Recycling Facility is located in the City of El Segundo, one of the largest in the nation. It can ultimately recycle 70,000 acre-feet per year of waste water from the Los Angeles Hyperion Treatment Plant. Approximately 220,000 acre-feet of water is used annually in the WBMWD service area. An acre-foot is approximately 326,000 gallons, enough to meet the water demands of two families in and around their homes for one year. Dudek and Associates has prepared a detailed Draft Municipal Service Review study of water providers for the South Bay Region on May 17, 2005. 239 Chapter 22 Water Replenishment District of Southern California About the District The Water Replenishment District of Southern California (WRD) was created by the vote of the people in 1959 for the purpose of protecting groundwater resources of the Central and West Coast groundwater basins in the coastal plain of Los Angeles County. Prior to the District, over pumping of both basins caused many wells to go dry and seawater intrusion into potable water aquifers. The District was formed on December 9, 1959 pursuant to State of California Water Code §60000, Et seq. The Water Replenishment District Act provides local financing of the District’s operations by empowering WRD to charge and collect a replenishment assessment on water extracted for the Central and West groundwater basins. WRD is a groundwater manager for the Central and West Coast groundwater basins and is the lead agency responsible for ensuring basin water quality. WRD has developed programs to capture storm water, to utilize recycled wastewater for recharge, to monitor groundwater quality and to implement projects to provide both local and regional benefits. WRD manages groundwater supply for approximately 4 million residents in 43 cities located in southern Los Angeles County. The 420 square mile service area uses about 250,000 acre-feet of groundwater per year, which equals to almost 40% of the total water demand for water. Dudek and Associates will prepare the Draft Municipal Service Review at a later date. The Water Replenishment District will be reviewed in the primary Municipal Service Review of the Gateway Region. 240 Chapter 23 Garbage Disposal Districts (Athens-Woodcrest-Olivita, Lennox) About the Districts The formation process is initiated only by the adoption of a resolution by the board of supervisors. Upon the submission to LAFCO of such a resolution, the Commission shall fix a time and place for a hearing on the matter of the formation of the district (Public Resources Code § 49006). After the formation proceedings have been initiated, LAFCO must conduct a noticed public hearing. After hearing public testimony, the Commission may either, approve, modify, or deny the proposed formation. If it is approved, the Commission also will adopt terms and conditions for the formation, and establish a sphere of influence for the new district. Then the proposed formation is scheduled for a conducting authority hearing where no further modifications may be made. At the conducting authority stage, the Commission shall either terminate further formation proceedings, or order the matter submitted to the registered voters of the proposed district (Public Resources Code§§ 49009 & 49010). If, at the election, a majority of all those voting upon the question of creation of the district and a majority of those voting thereon, in each city, is in favor of formation of the district, the territory shall be formed into a district (Public Resources Code§ 49016). 1. Any portions of one county; 2. Any contiguous or noncontiguous territory that is at least a full subdivision or contains at least 10 privately owned acres; and 3. Any unincorporated or incorporated territory. However, if incorporated territory is included, the unanimous consent of the governing body of the city must be obtained if only a portion, rather than the total city, is in the proposed district. 241 Governing Body The governing body which is established by law to administer the operation of a garbage disposal district is the Board of Supervisors. Functions The specific powers that the Board of Supervisors may exercise are: 1. The collection and disposal of garbage and other refuse matter in the district, and 2. The operation and maintenance of a garbage and refuse disposal site In addition to these specific powers, the Board of Supervisors also has the general power to perform all acts necessary or proper to accomplish the purposes of this chapter. Athens-Woodcrest-Olivita Garbage Disposal District The Athens-Woodcrest-Olivita Garbage Disposal District (District) is a Dependent Special District, formed on November 28, 1939. The District boundary is approximately 1.8 square miles of unincorporated county territory bounded mostly by Manchester Boulevard (north), Vermont Avenue. (east), El Segundo Boulevard (east) and Van Ness Avenue (west). There is a small area of a couple hundred square feet located at the corner of Yukon Avenue and Marine Street. The Sphere Of Influence (SOI) boundary is coterminous to the service boundary. The purpose of the District is to: § Provide refuse collection and recycling services. Those services are provided to the District under contract with the Consolidated Disposal Service, LLC. Lennox Garbage Disposal District The Lennox Garbage Disposal District (District) is a Dependent Special District, formed on November 20, 2002. The District boundary is approximately 1.09 square miles of unincorporated county territory bounded by the City of Inglewood to the north and east, the City of Los Angeles to the west and the City of Hawthorne to the South. The Sphere Of Influence (SOI) boundary is coterminous to the service boundary. The purpose of the District is to: § Provide refuse collection and recycling services. Those services are provided to the District under contract with BFI Waste Systems of North America, Inc. 242 An abbreviated municipal service review and sphere of influence update for the District was adopted June 23, 2004. 243 Chapter 24 Recreation & Park Districts (Miraleste, Ridgecrest Ranchos, and Westfield) About the Districts Miraleste Recreation & Park District The Miraleste Recreation & Park District (RPD) is an Independent Special District, formed on June 14, 1940. The purpose of the RPD is to: § Provide for the development, operation, and maintenance of parklands. § Provide residents with public park maintenance of landscape improvements that include medians, parking parcels, cul-de-sacs, and other open-spaces. § Maintain and develop parkland areas in accordance with the needs and wishes of the residents. § Provide fire prevention and clearing of parkland areas. § Provide improvement of the trail system accessibility. § Balance and preserve woodland atmosphere. Miraleste RPD is comprised of approximately 350 acres, located in the southeast portion in City of Rancho Palos Verdes. The RPD consists of 390 parcels with a population of 970 people. Ridgecrest Ranchos Recreation and Park District The Ridgecrest Ranchos Recreation and Park District (RPD) is an Independent Special District, formed on November 13, 1961. The purpose of the RPD is to: § Maintain landscaping and at the entrance of the district and provide street lighting, thereby improving the appearance of the community. 244 Ridgecrest Ranchos RPD is comprised of approximately .11 square miles or 70.4 acres, located in the northeast portion in City of Rancho Palos Verdes. The RPD consists of 107 households and contains a population of 240 people. Westfield Recreation and Park District The Westfield Recreation and Park District (RPD) is an Independent Special District, formed in August 1957. The purpose of the RPD is to: § Provide public park maintenance, recreation programs, land use planning, and resource conservation. Westfield RPD is comprised of approximately .31 square miles or 198.4 acres, located in unincorporated County territory, situated among the Cities of Rolling Hills and Rolling Hills Estates. The RPD consists of approximately 294 households with a population of 980 people. An abbreviated municipal service review and sphere of influence update for the District was adopted June 23, 2004. 245 Chapter 25 Palos Verdes Library District About the District The Palos Verdes Library District (District) is an Independent Special District, formed in 1929 under Education Code Section 19600 Et Seq. The District encompasses a total area of 28 square miles in the Cities of Palos Verdes Estates, Rancho Palos Verdes, Rolling Hills, and Rolling Hills Estates and unincorporated county territory. The purpose of the District provides the residents of the area with a library within the constraints of the Enabling Act. The District provides balanced, diverse collections of books and materials that meet community information, educational and recreational library needs. The formation process is initiated by a petition signed by the registered voters equal to 5% of voter’s casting votes at the last election for governor within the proposed district, and presented to the LAFCO of the principal county. The petition shall specify whether the proposed library district shall be governed by a three-member or five-member board of library trustees. After the formation proceedings have been initiated, LAFCO must conduct a noticed public hearing. After hearing public testimony, the Commission may either; approve, modify, or deny the proposed formation. If it is approved, the Commission also will adopt term and conditions for the formation, and establish a sphere of influence for the new district. Then the proposed formation is scheduled for a conducting authority hearing where no further modifications may be made. At the conducting authority stage, the proceedings for formation of the library district may be terminated by written protest by the owners of the majority of land according to the assessed valuation. The proceedings may also be terminated by written protest by the registered voters within the proposed district equal to at least 50% of the number of votes cast in the last election for governor (Education Code §§ 19406 & Government Code § 58103). If an election is called and a majority of the qualified voters of the district vote in its favor, the district shall be formed (Government Code § 58132). 246 The following territory may be included within the proposed boundaries of a library district, but must consist of contiguous parcels only (Education Code § 19401); 1. Land located in one or more counties; and 2. Unincorporated and incorporated territory if the city is not divided. Governing Body The governing body, which is established by law to administer the operation of a library district, is composed of a board of trustees consisting of three or five members. The county board of supervisors shall appoint the required number of library trustees from the district at-large. Succeeding trustees will be elected (Education Code § 19420) Functions The specific powers that the trustees may exercise are to establish, equip and maintain a public library for the dissemination of knowledge of that arts, sciences, and general literature. In addition to thee specific powers, the district may do all acts necessary or proper for the carrying out of the purposes of this part (Education Code § 19400) An abbreviated municipal service review and sphere of influence update for the District was adopted June 23, 2004. 247 Chapter 26 Vector Control Districts (Greater Los Angeles, Los Angeles County West) About the Districts The formation process may be initiated by a resolution of intention adopted by the board of supervisors, or a petition signed by not less than 25 percent of the registered voters residing in the area of the proposed district (Health and Safety Code §§ 2011 & 2013) After the formation proceedings have been initiated with LAFCO, a noticed public hearing will be held. After hearing public testimony, the Commission may either approve, modify, or deny the proposed formation. If it is approved, the Commission also will adopt terms and conditions for the formation, and establish a sphere of influence for the new district. Then the proposed formation is scheduled for a conducting authority hearing where no further modification may be made. The Commission may terminate proceedings if a majority protest exists or if no majority protest exists, authorize the formation of the district without an election unless formation is subject to voter approval of a special tax or land area approval of a special benefit assessment in which case an election must be held. (Health and Safety Code § 2014). Governing Body The governing body, which is established by law to administer the operation of a mosquito abatement or vector control district, is composed of an at least five member board of trustees (Health and Safety Code § 2020). The makeup of the board shall be as follows: 1. If the district is situated in one or more counties and consists wholly of unincorporated territory, the board or boards of supervisors shall appoint the trustees; or 2. If the district is situated in one or more counties and consists of unincorporated and incorporated territory, the trustees shall be appointed by the board or boards of supervisors, and the governing body of any city included. 248 The particular formula used to appoint trustees to the district’s board, if more than one public jurisdiction is included within the district, is found in Section 2021 of the Health and Safety Code. If formed pursuant to a consolidation or reorganization of two or more districts into a single district, LAFCO may increase the number of directors of the district to 7, 9, or 11. As terms expire, the number of directors shall be reduced through attrition until the number of directors is in conformance with the district’s principal act or a larger number specified by LAFCO. (Health and Safety Code § 2026) Functions The specific powers that the district may exercise are the following (Health and Safety Code § 2040): 1. Conduct surveillance programs and other appropriate studies of vectors and vectorborne diseases 2. Take any and all necessary or proper actions to prevent the occurrence of vectors and vectorborne diseases 3. Take any and all necessary or proper actions to abate or control vectors and vectorborne diseases 4. Take any and all actions necessary for or incidental to the powers granted by this chapter What is a Vector? A vector is an organism (usually an insect or other arthropod) which carries and transmits a disease-causing pathogen or parasite from one host to another. Organisms that cause direct harm and injury or significant annoyance to humans and animals can also be referred to as vectors. Examples of vectors are mosquitoes, fleas, ticks, mites, lice, flies, midges, rats, eye gnats, Africanized Honey Bees, spiders, scorpions, and rattlesnakes. Aphids and nematodes are examples of vectors for plant diseases. Greater Los Angeles County Vector Control District The Greater Los Angeles County Control District (District) is an Independent Special District that was originally established as the Southeast Mosquito Abatement District on January 15, 1952. The Greater Los Angeles County Vector Control District contains the largest boundary of the five Los Angeles County Vector Control Districts serving approximately 1,300 square miles. The District’s boundary and its Sphere Of Influence (SOI) boundary are coterminous with each other. The governing body comprises a thirty-four member Board of Trustees represented by one of each of the members of the District. Those following members are: 249 Artesia Diamond Bar Long Beach * San Fernando Bell Downey L.A. City* San Marino Bellflower Gardena L.A. County* Santa Clarita Bell Gardens Glendale Lynwood Santa Fe Springs Burbank Hawaiian Gardens Maywood Signal Hill Carson Huntington Park Montebello South El Monte Cerritos La Habra Heights Norwalk South Gate Commerce Lakewood Paramount Whittier Cudahy La Mirada Pico Rivera *Only portions of these agencies are included. The purpose and mission of the District is to: 1. Reduce populations below nuisance levels of the following vectors: mosquitoes, midges, black flies, and Africanized Honey Bees. 2. Prevent human infection associated with mosquito-transmitted disease 3. Guard against human infection associated other vector-transmitted diseases 4. Prevent the loss of property values and commercial enterprise as the result of vector occurrence and activity. Los Angeles County West Vector Control District The Los Angeles County West Vector Control District (District) is an Independent Special District that was established on March 1, 1944. The District contains approximately 610 square miles, making it the second largest boundary of the five Los Angeles County Vector Control Districts. The District’s boundary and its Sphere Of Influence (SOI) boundary are coterminous with each other. Its boundaries cover most of the western part of the Los Angeles basin including the Palos Verdes Peninsula and the southeastern Santa Monica mountain range within the County boundary. Those agencies served by the district are: Agoura Hills Hermosa Beach L.A. County* Rolling Hills Beverly Hills Hidden Hills Malibu Rolling Hills Estates Calabasas Inglewood Manhattan Beach Santa Monica Culver City Lawndale Palos Verdes Estates Torrance El Segundo Lomita Rancho Palos Verdes West Hollywood Hawthorne L.A. City* Redondo Beach Westlake Village *Only portions of these agencies are included. The purpose of the district is to: 1. The purpose of the District to protect the public health of the citizens, improve enjoyment of outdoor recreation and enhance economic development. 250 2. Their main objective is: 3. to reduce the number of mosquitoes and reduce and control the number of vectors that are able to spread and amplify diseases. 4. monitor outbreaks of mosquito-borne diseases 5. respond to bee activity, most notably, the Africanized Honey Bees (AHBs) or “Killer Bees”, and 6. offers programs that provide information and education to their community and schools. An abbreviated municipal service review and sphere of influence update for the Districts was adopted on June 23, 2004. 251 Chapter 27 Beach Cities Health District About the District The South Bay Hospital District (District) is an Independent Special District, formed on January 18, 1953 under the Health and Safety Code Section 32000, Et Seq. On June 1, 1984 the South Bay Hospital District leased the South Bay Hospital to American Medical International, Inc. The long-term lease ended the South Bay Hospital District’s day-to-day involvement in the operation of an acute general care hospital. The District is governed by a five member Board of Directors duly elected by the residents within the hospital district. A result of the long-term lease was a great deal of confusion on the part of the residents within the district as to where to go for what services. The persistent confusion between the South Bay Hospital District and the South Bay Hospital was such that the South Bay Hospital District Board of Directors authorized by resolution a name change. The South Bay Hospital District became Beach Cities Health District (District) on January 7, 1993. The District provides health and wellness services to the residents of Redondo Beach, Manhattan Beach, and Hermosa Beach. The Community-Based Services Department is the District’s principal vehicle for delivering an array of comprehensive programs and services to enhance the health and well-being of beach cities residents and it addresses issues, such as, domestic violence, substance abuse, divorce and other life issues. The District provides for and underwrites community based services and events, including but not limited to, blood drives, public health screenings, in-home services for older adults and counseling services to schools within the District. An abbreviated municipal service review and sphere of influence update for the District was adopted June 23, 2004. 252 R E F E R E N C E S C I T E D Assembly Committee of Local Government, Cortese Knox Hertzberg Local Government Reorganization Act of 2000, California Government Code Section 56000 et seq. Sacramento: Assembly Committee on Local Governance, November 2003. California Department of Housing and Community Development, Housing Element Compliance Report. http://www.hed.ca.gov/hpd/hrc/plan/he/status.pdf. California State Controller, Cities Annual Report Fiscal Year 2001-02 (Sacramento: Office of the State Controller, 2001-2002. City of El Segundo, Adopted Budget FY 2002-03. City of El Segundo, Comprehensive Annual Financial Report FY Ended September 30, 2002. City of El Segundo, General Plan 1992. City of Gardena, Adopted Budget FY 2003-04. City of Gardena, Comprehensive Annual Financial Report FY Year Ended June 30, 2002. City of Gardena, General Plan 1975. City of Hawthorne, Adopted Budget FY 2003-04. City of Hawthorne, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Hawthorne, General Plan 1989. City of Hermosa Beach, Adopted Budget and Capital Improvement Program 2002-2003. City of Hermosa Beach, Comprehensive Annual Financial Report FY Ended June 30, 2004. City of Hermosa Beach, General Plan 2003. City of Inglewood, Annual Budget 2002-2003. City of Inglewood, Comprehensive Annual Financial Report FY Ended September 30, 2001. City of Inglewood, General Plan 1980. City of Lawndale, Proposed Budget-Final FY 2003-04. City of Lawndale, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Lawndale, General Plan July 16, 1992. City of Lomita, Budget FY 2003-04. City of Lomita, Comprehensive Annual Financial Report FY Ended June 30, 2002. 253 City of Lomita, General Plan Adopted May 4, 1998. City of Manhattan Beach, Adopted Budget FY 2003-04. City of Manhattan Beach, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Manhattan Beach, General Plan 2002. City of Palos Verdes Estates, Proposed Budget FY 2003-04. City of Palos Verdes Estates, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Palos Verdes Estates, General Plan Adopted January 10, 1973. City of Rancho Palos Verdes, Two Year City Budget 2001-2002 & 2002-2003. City of Rancho Palos Verdes, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Rancho Palos Verdes, General Plan/Environmental Impact Report Adopted June 26, 1975. City of Redondo Beach, Adopted Budget FY 2002-03. City of Redondo Beach, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Redondo Beach, General Plan Adopted May 26, 1992. City of Rolling Hills, Annual Budget Report 2002-2003. City of Rolling Hills, General Plan June 25, 1990. City of Rolling Hills Estates, Budget FY 2003-04 & FY 2004-05. City of Rolling Hills Estates, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Rolling Hills Estates, General Plan 1992. City of Torrance, City Manager’s Proposed 2003-05 Budget. City of Torrance, Comprehensive Annual Financial Report FY Ended June 30, 2002. City of Torrance, General Plan 1992. City of Torrance, Final Environmental Impact Report October 1992. Commission on Local Governance for the 21st Century. Growth Within Bounds: Planning California Governance for the 21st Century. Sacramento: Commission on Local Governance for the 21st Century, January 2000. 254 County of Los Angeles Sheriff’s Department. Year in Review, 1999, 2000, 2001, and 2002. DailyBreeze.com: Cash-Strapped Gardena increases utility tax to 5%, Thursday, December 16, 2004. DailyBreeze.com: Gardena ‘not going out of business, Monday, November 22, 2004. DataQuick Real Estate News. Southern California Home Sale Activity. L.A. Times Sunday Edition Charts-Data for the Year 2004 http://www.dqnews.com/ZIPLAT2004.shtm. Dudek and Associates. Municipal Service Review, Water Service-South Bay Region. Encinitas: Dudek and Associates, 2005. Email received from Harvey De La Torre, Water Resource Planner II, West Basin Municipal Water District, 04/13/05. E-mail received from Kinikia Gardner, Development Analyst, City of Inglewood Redevelopment Agency, 01/28/05. Email received from Mark Velez, City of Palos Verdes Estates Police Department. Email received from Natalie Golnazarians, City of Palos Verdes Estates Planning Department, 02/15/05. Email received from Olivia Lopez, Management Associate, City of Torrance, 02/15/05. Federal Bureau of Investigation. Uniform Crime Report. Offenses Known to Law Enforcement, by city 10,000 and over in population, 2003, 2002, 2001, 2000. http://www.fbi.gov/ucr/cius_03/xl/03tbl08.xls http://www.fbi.gov/ucr/cius_02/xl/03tbl08.xls http://www.fbi.gov/ucr/cius_01/xl/03tbl08.xls http://www.fbi.gov/ucr/cius_00/xl/03tbl08.xls Fee-For-Service: Contract by City. Submitted by Kien Chin, Planning Analyst, Consolidated Fire Protection District of Los Angeles County, January 24, 20005. Little Hoover Commission. Special Districts: Relics of the Past or Resources for the Future? Sacramento: Little Hoover Commission, May 2000. Los Angeles County Sheriff’s Department, Municipal Service Review/Police Services Responses, December 2003. Moody’s Investor Service. Municipal Finance. City of Gardena. www.moodys.com. Property Tax Funded by City. Submitted by Kien Chin, Planning Analyst, Consolidated Fire Protection District of Los Angeles County, January 12, 2005. 255 Southern California Association of Governments. Final Draft 2004 Regional Transportation Plan, March 2004. South Bay Homefinders. Median Prices. http://www.southbayhomefinders.com/medianprices-elsegundo.html. http://www.southbayhomefinders.com/medianprices-hermosabeach.html http://www.southbayhomefinders.com/medianprices-manhattanbeach.html http://www.southbayhomefinders.com/medianprices-palosverdesestates.html http://www.southbayhomefinders.com/medianprices-ranchopalosverdes.html http://www.southbayhomefinders.com/medianprices-redondobeach.html http://www.southbayhomefinders.com/medianprices-rollinghills.html http://www.southbayhomefinders.com/medianprices-rollinghillsestates.html http://www.southbayhomefinders.com/medianprices-torrance.html University of California Los Angeles. SCAG Regional Housing Assessment. Adopted RHNA Construction Need (Nov. ’00). http://api.ucla.edu/rhna/RegionalHousingNeedsAssessment/FinalNumbers/Frame.h tm. 256 I N T E R V I E W S Jason Weeks, Engineer, Water Replenishment District of Southern California 01/21/05. Allan Rigg, Director of Planning and Public Works, City of Palos Verdes Estates 08/04/04. 257 D A T A S O U R C E S Agency-specific data: responses to LAFCO Request for Information Crime Statistics: Los Angeles County Sheriff’s Department Population Projections: Southern California Association of Governments, Regional Transportation Plan, 2001 Maps: LAFCO archives; Thomas Brothers 258