LAFCO
Western Riverside County MSR Final Draft
Read the report at Local Agency Formation Commissions ↗
F I N A L D R A F T
M U N I C I P A L S E R V I C E R E V I E W
F O R T H E W E S T E R N R I V E R S I D E C O U N T Y A R E A
RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
Prepared for:
Riverside County LAFCO
3850 Vine Street, Suite 110
Riverside, California 92507
Prepared by:
LSA Associates, Inc.
1650 Spruce Street, Suite 500
Riverside, California 92507
(951) 781-9310
LSA Project No. RLA430
May 2005
LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
TABLE OF CONTENTS
TABLE OF CONTENTS
1.0 Introduction to Municipal Service Review....................................................................................1-1
Determination 1: Infrastructure Needs and Deficiencies..........................................................1-2
Determination 2: Growth and Population Projections for the Affected Area...........................1-3
Determination 3: Financing Constraints and Opportunities......................................................1-3
Determination 4: Cost-Avoidance Opportunities......................................................................1-3
Determination 5: Opportunities for Rate Restructuring............................................................1-4
Determination 6: Opportunities for Shared Facilities...............................................................1-4
Determination 7: Government Structure Options.....................................................................1-4
Determination 8: Evaluation of Management Efficiencies.......................................................1-4
Determination 9: Local Accountability and Governance..........................................................1-5
2.0 The City of Canyon Lake..............................................................................................................2-1
2.1 Location, Administration, Management, and Operations...................................................2-1
2.2 Population and Growth.......................................................................................................2-3
2.3 Law Enforcement................................................................................................................2-7
2.4 Fire Protection.....................................................................................................................2-8
2.5 Solid Waste.........................................................................................................................2-8
2.6 Stormwater Drainage........................................................................................................2-10
2.7 Roads and Circulation.......................................................................................................2-10
2.8 Parks..................................................................................................................................2-11
2.9 Animal Control.................................................................................................................2-11
2.10 Library.............................................................................................................................2-12
2.11 Determinations for the City of Canyon Lake..................................................................2-12
3.0 The City of Corona........................................................................................................................3-1
3.1 Location, Administration, Management, and Operations...................................................3-1
3.2 Population and Growth.......................................................................................................3-5
3.3 Law Enforcement Services.................................................................................................3-9
3.4 Fire Protection...................................................................................................................3-13
3.5 Solid Waste.......................................................................................................................3-14
3.6 Stormwater Drainage........................................................................................................3-16
3.7 Roads and Circulation.......................................................................................................3-17
3.8 Parks and Recreation.........................................................................................................3-19
3.9 Electricity..........................................................................................................................3-23
3.10 Library.............................................................................................................................3-24
3.11 City of Corona Airport....................................................................................................3-25
3.12 Determinations for the City of Corona............................................................................3-26
4.0 The City of Lake Elsinore.............................................................................................................4-1
4.1 Location, Administration, Management, and Operations...................................................4-1
4.2 Population and Growth.......................................................................................................4-5
4.3 Law Enforcement................................................................................................................4-8
4.4 Fire Protection...................................................................................................................4-10
4.5 Solid Waste.......................................................................................................................4-11
4.6 Stormwater Drainage........................................................................................................4-12
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MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
TABLE OF CONTENTS
4.7 Roads and Circulation.......................................................................................................4-13
4.8 Parks and Recreation.........................................................................................................4-13
4.9 Animal Control.................................................................................................................4-15
4.10 Library.............................................................................................................................4-16
4.11 Determinations for the City of Lake Elsinore.................................................................4-16
5.0 The City of Norco..........................................................................................................................5-1
5.1 Location, Administration, Operations, and Management...................................................5-1
5.2 Population and Growth.......................................................................................................5-5
5.3 Law Enforcement................................................................................................................5-8
5.4 Fire Protection.....................................................................................................................5-9
5.5 Solid Waste.......................................................................................................................5-11
5.6 Stormwater Drainage........................................................................................................5-12
5.7 Roads and Circulation.......................................................................................................5-13
5.8 Parks & Recreation...........................................................................................................5-14
5.9 Animal Control.................................................................................................................5-16
5.10 Library.............................................................................................................................5-16
5.11 Determinations for the City of Norco.............................................................................5-16
6.0 The City of Riverside....................................................................................................................6-1
6.1 Location, Administration, Management, and Operations...................................................6-1
6.2 Population and Growth.......................................................................................................6-5
6.3 Law Enforcement................................................................................................................6-9
6.4 Fire Protection...................................................................................................................6-11
6.5 Solid Waste.......................................................................................................................6-14
6.6 Stormwater Drainage........................................................................................................6-17
6.7 Roads and Circulation.......................................................................................................6-17
6.8 Parks and Recreation.........................................................................................................6-18
6.9 Electricity..........................................................................................................................6-24
6.10 Library and Museums.....................................................................................................6-25
6.11 Airport.............................................................................................................................6-27
6.12 Determinations for the City of Riverside........................................................................6-28
7.0 Jurupa Community Services District.............................................................................................7-1
7.1 Location, Administration, Management, and Operations...................................................7-1
7.2 Population and Growth.......................................................................................................7-3
7.3 Parks....................................................................................................................................7-5
7.4 Street Lighting, Landscape Maintenance, and Graffiti Abatement.....................................7-7
7.5 Determinations for the Jurupa Community Services District.............................................7-8
8.0 Rubidoux Community Services District........................................................................................8-1
8.1 Location, Administration, Management, and Operations...................................................8-1
8.2 Population and Growth.......................................................................................................8-3
8.3 Fire Protection.....................................................................................................................8-5
8.4 Solid Waste.........................................................................................................................8-6
8.5 Street Lighting....................................................................................................................8-7
8.6 Determinations for the Rubidoux Community Services District........................................8-7
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9.0 Jurupa Area Recreation and Parks District....................................................................................9-1
9.1 Location, Administration, Management, and Operations...................................................9-1
9.2 Population and Growth.......................................................................................................9-3
9.3 Parks and Recreation...........................................................................................................9-5
9.4 Determinations for the Jurupa Area Recreation and Parks District....................................9-7
10.0 Organizations and Persons Contacted.......................................................................................10-1
11.0 References.................................................................................................................................11-1
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LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
TABLE OF CONTENTS
FIGURES AND TABLES
FIGURES
Figure 2.1: City of Canyon Lake Boundaries and Facilities...............................................................2-2
Figure 3.1: City of Corona Boundaries, SOI, and Regional Location.................................................3-2
Figure 3.2: City of Corona Organizational Chart................................................................................3-3
Figure 3.3: City of Corona Facility Locations...................................................................................3-11
Figure 3.4: City of Corona Public Facility Names............................................................................3-12
Figure 4.1: City of Lake Elsinore Boundaries and Facilities..............................................................4-2
Figure 4.2: City of Lake Elsinore Organizational Chart.....................................................................4-3
Figure 5.1: City of Norco Boundaries and Facilities...........................................................................5-2
Figure 5.2: City of Norco Organizational Chart..................................................................................5-3
Figure 6.1: City of Riverside Boundaries, SOI, and Regional Location.............................................6-2
Figure 6.2: City of Riverside Organizational Chart............................................................................6-3
Figure 6.3: City of Riverside Facility Locations...............................................................................6-12
Figure 6.4: City of Riverside Public Facility Names.........................................................................6-13
Figure 7.1: Jurupa CSD Boundaries....................................................................................................7-2
Figure 8.1: Rubidoux CSD Boundaries and Regional Location.........................................................8-2
Figure 9.1: Jurupa Area Recreation and Parks District Boundary and Facilities................................9-2
TABLES
Table 2.A: City of Canyon Lake Population and Housing (1991, 2000, 2004)..................................2-4
Table 2.B: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................2-4
Table 2.C: Total Riverside County Population and Housing (1990, 2000, 2004)...............................2-4
Table 2.D: Composition of the Housing Stock (2004)........................................................................2-5
Table 2.E: SCAG’s Projections for the City of Canyon Lake (2010–2030).......................................2-6
Table 2.F: WRCOG Area Growth Projections (2010–2030)..............................................................2-6
Table 2.G: Total Riverside County Growth Projections (2010–2030)................................................2-6
Table 2.H: Riverside County Fire Stations Serving the City of Canyon Lake....................................2-8
Table 2.I: Monthly Solid Waste Rates..............................................................................................2-10
Table 2.J: Private Parks within the City of Canyon Lake.................................................................2-11
Table 3.A: City of Corona Development Impact Fees........................................................................3-5
Table 3.B: City of Corona Population and Housing (1990, 2000, 2004)............................................3-5
Table 3.C: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................3-6
Table 3.D: Total Riverside County Population and Housing (1990, 2000, 2004)..............................3-6
Table 3.E: Composition of the Housing Stock (2004)........................................................................3-7
Table 3.F: City of Corona Growth Projections (2010–2030)..............................................................3-8
Table 3.G: WRCOG Area Growth Projections (2010–2030)..............................................................3-8
Table 3.H: Riverside County Growth Projections (2010–2030).........................................................3-8
Table 3.I: The City of Corona’s Growth Projections..........................................................................3-9
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Table 3.J: Monthly Solid Waste Rates..............................................................................................3-16
Table 3.K: City of Corona Parks and Recreational Facilities............................................................3-19
Table 3.L: City of Corona Electricity Rates......................................................................................3-24
Table 4.A: City of Lake Elsinore Population and Housing (1990, 2000, 2004).................................4-6
Table 4.B: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................4-6
Table 4.C: Total Riverside County Population and Housing (1990, 2000, 2004)...............................4-6
Table 4.D: Composition of the Housing Stock (2004)........................................................................4-7
Table 4.E: City of Lake Elsinore Growth Projections (2010–2030)...................................................4-7
Table 4.F: WRCOG Area Growth Projections (2010–2030)..............................................................4-8
Table 4.G: Riverside County Growth Projections (2010–2030).........................................................4-8
Table 4.H: Fire Stations and Equipment Serving the City of Lake Elsinore.....................................4-10
Table 4.I: Monthly Solid Waste Rates..............................................................................................4-12
Table 4.J: City of Lake Elsinore Parks and Recreational Facilities..................................................4-14
Table 4.K: City of Lake Elsinore’s Recreational Programs..............................................................4-15
Table 5.A: City of Norco Population and Housing (1990, 2000, 2004)..............................................5-5
Table 5.B: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................5-6
Table 5.C: Total Riverside County Population and Housing (1990, 2000, 2004)...............................5-6
Table 5.D: Composition of the Housing Stock (2004)........................................................................5-6
Table 5.E: City of Norco Growth Projections (2010–2030)...............................................................5-7
Table 5.F: WRCOG Area Growth Projections (2010–2030)..............................................................5-8
Table 5.G: Riverside County Growth Projections (2010–2030).........................................................5-8
Table 5.H: Monthly Solid Waste Rates.............................................................................................5-12
Table 5.I: City of Norco Park and Recreation Facilities...................................................................5-14
Table 5.J: Recreation Programs Offered by the City of Norco.........................................................5-15
Table 6.A: City of Riverside Population and Housing (1990, 2000, 2004)........................................6-6
Table 6.B: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................6-6
Table 6.C: Total Riverside County Population and Housing (1990, 2000, 2004)...............................6-6
Table 6.D: Composition of the Housing Stock (2004)........................................................................6-7
Table 6.E: City of Riverside Growth Projections (2010–2030)..........................................................6-8
Table 6.F: WRCOG Area Growth Projections (2010–2030)..............................................................6-8
Table 6.G: Total Riverside County Growth Projections (2010–2030)................................................6-8
Table 6.H: Estimated City Population Information.............................................................................6-8
Table 6.I: City of Riverside Police Service Resources in 2004.........................................................6-10
Table 6.J: Monthly Solid Waste Rates..............................................................................................6-17
Table 6.K: City of Riverside Park and Recreation Facilities............................................................6-19
Table 6.L: Electric Rates Charged by the City of Riverside.............................................................6-25
Table 6.M: Riverside Library Resources and Usage in 2004............................................................6-25
Table 6.N: Terminal Area Forecast (FAA) Riverside Airport..........................................................6-28
Table 7.A: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................7-4
Table 7.B: Total Riverside County Population and Housing (1990, 2000, 2004)...............................7-4
Table 7.C: WRCOG Unincorporated Area Projections (2010–2030).................................................7-5
Table 7.D: Riverside County Growth Projections (2010–2030).........................................................7-5
Table 7.E: Jurupa Community Services District’s Park Facilities......................................................7-6
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Table 8.A: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................8-3
Table 8.B: Total Riverside County Population and Housing (1990, 2000, 2004)...............................8-4
Table 8.C: WRCOG Unincorporated Area Projections (2010–2030).................................................8-4
Table 8.D: Riverside County Growth Projections (2010–2030).........................................................8-4
Table 8.E: Growth Projections Provided by Rubidoux CSD..............................................................8-5
Table 8.F: Fire Stations and Equipment Serving the Rubidoux CSD.................................................8-5
Table 8.G: Monthly Solid Waste Totals (January–September 2004)..................................................8-6
Table 8.H: Monthly Solid Waste Rates...............................................................................................8-7
Table 9.A: Total Incorporated Population and Housing in the Western Riverside County (1990, 2000,
2004)...........................................................................................................................................9-4
Table 9.B: Total Riverside County Population and Housing (1990, 2000, 2004)...............................9-4
Table 9.C: WRCOG Unincorporated Area Projections (2010–2030).................................................9-5
Table 9.D: Riverside County Growth Projections (2010–2030).........................................................9-5
Table 9.E: Jurupa Area Recreation and Parks District’s Facilities......................................................9-5
Table 9.F: Recreation Programs Provided by Jurupa Area Recreation and Parks District.................9-7
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LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
This Municipal Service Review (MSR) has been prepared to assist Riverside County Local Agency
Formation Commission (LAFCO) in meeting the requirements of the Cortese/Knox/Hertzberg (CKH)
Act, which requires LAFCO to update the spheres of influence for all applicable jurisdictions in the
County. A sphere of influence is defined by Government Code 56425 as “…a plan for the probable
physical boundary and service area of a local agency or municipality…” The Act further requires that
an MSR be conducted prior to or in conjunction with the update of a sphere of influence.
This MSR has been prepared in accordance with Section 56430 of the California Government Code
and in accordance with the Service Review Guidelines prepared by the State Office of Planning and
Research. This MSR evaluates the public services provided by:
• City of Canyon Lake
• City of Corona
• City of Lake Elsinore
• City of Norco
• City of Riverside
• Jurupa Community Services District
• Rubidoux Community Services District
• Jurupa Area Recreation and Parks District
• County Service Areas within Western Riverside County (to be included)1
In 1997, the State Legislature enacted Assembly Bill (AB) 1484, which established the Commission
on Local Governance for the 21st Century. The Commission was responsible for assessing
governance issues and making appropriate recommendations regarding the CKH Local Government
Reorganization Act of 1985. Among other recommendations, the Commission suggested that each
LAFCO should have knowledge of the services available within its county. This knowledge would
assist in decision-making about city and district boundaries. The Commission stated that this
knowledge should include the current efficiency of providing service, future service needs, and
expansion capacity of the service providers. Additionally, “Information on public service capacity
could be gathered as part of the implementation of a new requirement for periodic service reviews.
LAFCOs could conduct such reviews prior to or in conjunction with amendments to spheres of
influence. A service review would encompass a comprehensive study of each identifiable public
service provided by counties, special districts, and the cities in the region. The review would not
focus exclusively on an individual jurisdiction to determine its future boundary or service areas.
1 While Riverside County is not subject to review under an MSR, certain services should be
considered for comparison purposes using existing County documents or studies.
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LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
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1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
Rather, it would require LAFCO to look broadly at all agencies within a geographic region that
provide a service” (Growth within Bounds, January 2000).
The State Legislature acknowledged the Commission’s findings and created a legislative tool (as
described in Section 56430 of the Government Code) to be used to collect information and evaluate
service provision. On September 26, 2000, AB 2838 (Chapter 761, Statutes of 2000), authored by
Assembly Speaker Robert M. Hertzberg, was signed into law. This legislation, the CKH Local
Government Reorganization Act of 2000, marked the most significant reform to local government
reorganization law since the 1963 statute that created a local agency formation commission in each
California county. Section 56430 of the Government Code now requires that a review of the
municipal services provided to the particular area be conducted in order to update any sphere of
influence in accordance with Section 56425. LAFCOs must prepare a written statement of
determinations for each agency with respect to each of the following:
1. Infrastructure needs or deficiencies
2. Growth and population projections for the affected area
3. Financing constraints and opportunities
4. Cost-avoidance opportunities
5. Opportunities for rate restructuring
6. Opportunities for shared facilities
7. Government structure options, including advantages and disadvantages of consolidation or
reorganization of service providers
8. Evaluation of management efficiencies
9. Local accountability and governance
In conducting MSRs, LAFCOs must comprehensively review all of the agencies that provide the
identified service or services within the designated geographic area. In addition, service reviews must
be conducted no later than the time that a sphere of influence (SOI) is established or updated. The
CKH Local Government Reorganization Act of 2000 also requires the LAFCO to update the SOIs for
all applicable jurisdictions in the county by January 1, 2006.
As listed above, the CKH Act identifies nine factors to be addressed when conducting an MSR. For
each factor, information is gathered and analyzed, with written determinations prepared for LAFCO’s
consideration. The following paragraphs list each factor and provide information about the required
analysis.
DETERMINATION 1: INFRASTRUCTURE NEEDS AND DEFICIENCIES
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
LAFCO is responsible for determining that an agency is reasonably capable of providing needed
resources and basic infrastructure to serve areas within the agency’s boundary and in any possible
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MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
annexation areas. It is important that such findings of infrastructure and resource availability occur
when revisions to the City’s sphere of influence occur, or, as in this case, during the mandated MSR.
In the case of this MSR, it is prudent to evaluate the present and long-term infrastructure demands
and resource availability of the jurisdiction. This is accomplished by evaluating: (1) the resources and
services that are available, and (2) the expansion of such resources and services in line with
increasing demands.
DETERMINATION 2: GROWTH AND POPULATION PROJECTIONS FOR
THE AFFECTED AREA
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
The efficient provision of municipal services is linked to the ability to plan for future need. For
example, existing and future levels of demand for services must be prepared to plan for the expansion
of infrastructure and to be able to determine where future demand will occur. Growth and population
projections data will allow for the verification that there is adequate capacity or supply to serve the
existing and future residences and businesses and ensure that projections for future growth and
population patterns are integrated into the planning function.
DETERMINATION 3: FINANCING CONSTRAINTS AND OPPORTUNITIES
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
LAFCO is responsible for evaluating the ability of the agency to pay for improvements or services
associated with growth. The planning can begin at the SOI stage by: (1) identifying infrastructure and
maintenance needs associated with future annexations and development, (2) identifying limitations on
financing such improvements, and (3) identifying opportunities that exist to construct and maintain
those improvements.
DETERMINATION 4: COST-AVOIDANCE OPPORTUNITIES
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
LAFCO is responsible for evaluating cost-avoidance opportunities including but not limited to the
following:
• Eliminating duplicative services
• Reducing high administration-to-operation cost ratios
• Replacing outdated or deteriorating infrastructure and equipment
• Reducing inventories of underutilized equipment, building, or facilities
• Redrawing overlapping or inefficient service boundaries
• Replacing inefficient purchasing or budgeting practices
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1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
• Implementing economies of scale
• Increasing profitable outsourcing
DETERMINATION 5: OPPORTUNITIES FOR RATE RESTRUCTURING
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
When applicable, the MSR will review agency rates, which are charged for public services, to
examine opportunities for rate restructuring without impairing the quality of service. Agency rates
will be analyzed for conditions that could affect future rates and variances among rates, fees, taxes,
charges, etc., within an agency.
DETERMINATION 6: OPPORTUNITIES FOR SHARED FACILITIES
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
Public service costs may be reduced and service efficiencies increased if service providers develop
strategies for sharing resources. Sharing facilities and excess system capacity decreases duplicative
efforts, may lower costs, and minimizes unnecessary resource consumption. The MSRs will inventory
facilities within the study area to determine whether facilities are currently being utilized to capacity
and whether efficiencies can be achieved by accommodating the facility needs of adjacent agencies.
Options for planning for future shared facilities and services will be considered.
DETERMINATION 7: GOVERNMENT STRUCTURE OPTIONS
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
The purpose of considering options for the structure of governance when reviewing a sphere of
influence is to identify opportunities for increased efficiency in the provision of services, which lead
to savings to both the service provider and the consumer. The MSR will provide a tool to study
comprehensively existing and future public service conditions and to evaluate organizational options
for accommodating growth and ensuring that critical services are efficiently and cost effectively
provided.
DETERMINATION 8: EVALUATION OF MANAGEMENT EFFICIENCIES
Purpose: To consider the management structure of the jurisdiction.
Management efficiency refers to the effectiveness of an internal organization to provide efficient,
high-quality public services. The MSR will evaluate management efficiency by analyzing agency
functions, operations, and practices, as well as the agency’s ability to meet current and future service
demands. Services will be evaluated in relation to available resources and consideration of service
provision constraints.
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LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
DETERMINATION 9: LOCAL ACCOUNTABILITY AND GOVERNANCE
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
LAFCO is responsible for evaluating the degree to which the agency fosters local accountability.
Local accountability and governance refers to public agency decision-making and operational and
management processes that:
• Include an accessible and accountable decision-making body and agency staff
• Encourage and value public participation
• Disclose budgets, programs, and plans
• Solicit public input when considering rate changes and work and infrastructure plans
• Evaluate outcomes of plans, programs, and operations and disclose results to the public
Since existing law requires SOIs to be updated every five years and MSRs must be completed for SOI
updates, MSRs should be updated at least every five years. Therefore, the planning horizon for this
MSR will be five years from the adoption of the sphere updates in 2005.
Pursuant to this requirement, Riverside County LAFCO has proceeded with a two-phase work plan.
The first phase consisted of the review of public agencies that provide water and/or wastewater
services. The first phase has been completed for the western Riverside County area. This MSR
document is the second phase and addresses the remaining municipal services that are provided by
cities, special districts, and County service areas in the western Riverside County area, as defined by
Riverside LAFCO.
For comparison purposes, different geographical areas are referenced within this document. These
geographical areas have been referred to by Council of Government (COG) areas. COGs are
associations that represent local governments, mainly cities and counties, within a geographical area.
COGs assist with municipal issues that can be addressed in a subregional or regional context.
Specifically, the two COGs referenced within this document are Western Riverside Council of
Governments (WRCOG) and Coachella Valley Association of Governments (CVAG). WRCOG
represents the western portion of the County, including fourteen cities and many unincorporated
areas. Calimesa is WRCOG’s northernmost city, while Temecula is its southernmost. Likewise,
Corona is WRCOG’s westernmost city, while Banning is its easternmost. CVAG represents the
eastern portion of the County, including ten cities and many unincorporated areas. Desert Hot Springs
is CVAG’s northernmost city, Palm Springs is its westernmost, and Blythe is both its southernmost
and easternmost.
1.1 GENERAL DETERMINATIONS FOR THE WESTERN RIVERSIDE COUNTY
AREA
The service review process identified areas of improvement that are beyond the scope of Riverside
LAFCO’s authority. Projections of population growth are important for efficient planning for future
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1.0 INTRODUCTION TO MUNICIPAL SERVICE REVIEW
service provision. Projections are provided by the Southern California Association of Governments
(SCAG) and by some of the individual agencies. While there are some similarities among the
agencies in the source and methodology, the service review found differences in population
projections that make estimates of future service demands more difficult. In addition, current
population estimates and future projections for the boundaries of special districts are not provided by
regional agencies. Therefore, special districts do not have this planning data, unless the districts create
a methodology and devote staff to generation of population data and future projections. Development
of standard methods for generation of population projection data, a localized component as part of the
methodology, as well as a means to prepare projections for special districts, would benefit the overall
long-term planning for service provision.
During the mapping for this MSR, another potential opportunity for cost avoidance was noted that
involved duplicate and inconsistent GIS systems. Many of the agencies, including Riverside County,
have GIS systems. A considerable amount of the same data is contained within each of these
databases. However, the data has become inconsistent due to the lack of coordination between
agencies and because the databases are not consistently updated. While beyond the scope of
LAFCO’s authority, Riverside County agencies should consider a closer coordination of all the GIS
systems as a means of reducing costs. While it might be infeasible for one agency to maintain all GIS
data, a designated agency for specific type of data (i.e., boundaries and SOIs) might reduce costs. It
is suggested that agencies within the County coordinate information and resources to develop a GIS
system that would be the “official” regional source of information for agencies.
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2.0 THE CITY OF CANYON LAKE
2.0 THE CITY OF CANYON LAKE
The following municipal services are discussed within this MSR:
• Law Enforcement and Fire Protection (via contract with Riverside County)
• Solid Waste (via contract with CR&R Disposal, Inc.)
• Animal Control (via contract with Animal Friends of the Valleys)
2.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The City of Canyon Lake (City) is located along the San Jacinto River and Salt Creek at an elevation
of 1,440 feet along a portion of Railroad Canyon, a naturally occurring cut between low but
prominent mountains in southwest Riverside County. The City covers 4.0 square miles and is
strategically located between two major freeways, I-215 and I-15.
The City is a master-planned community. Development began in 1968 by the Corona Land
Company. Currently, some vacant land still exists within the City. The community was incorporated
as a City in 1990. The lake originally was formed in 1927 after Railroad Canyon Dam was built. The
lake covers 383 acres and has 14.9 miles of shoreline. As shown on Figure 2.1, the City encompasses
2,962 acres, and the City’s Sphere of Influence is codetermined with the City’s boundary. The City’s
southern and most of its western boundary is bordered by the City of Lake Elsinore. The
northwestern boundary is bordered by Lake Elsinore’s sphere, and to the east is unincorporated area.
A large majority of the City is gated. The gates are shown on Figure 2.1. As can be seen, only a
small portion of the City, along Railroad Canyon Road, is not within the gates.
“Canyon Lake” refers to both the City and a corporation of property owners. The City is responsible
for police and fire protection, waste management, animal control, and maintenance of public roads,
such as Railroad Canyon and Goetz Roads. There is a five-member council and an office staff of one
full-time employee, one contracted City manager, and two part-time employees. Several other staff
positions, including City Engineer, City Planner, and City Building Official are contracted. The
Property Owners Association is responsible for the operation of activities within the gates, including
rules and regulations, architectural guidelines, maintenance of private streets and amenities, and
security. Because the City is a master-planned community, build out was predetermined during the
development approval process. Based upon the level of development approved by the County, all of
the infrastructure necessary for build out of this approval was included in the original development
process. Since incorporation, the City has land use authority within its boundaries and maintains
strict adherence to its General Plan.
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Figure 2.1: City of Canyon Lake Boundaries and Facilities
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The City Council holds public meetings regularly on the first Wednesday of the month. Pursuant to a
City resolution, agendas are posted at City Hall, the Post Office, and the local market. In addition, any
standing committees are posted in the same manner. All meetings are held pursuant to the Brown Act
and allow for public comment. All of the City Council meetings are held in the Property Owners
Association boardroom under a cooperative agreement. The facility provides adequate space. If a
large crowd is expected, the City has an overflow room that shows the proceedings via live television.
Likewise, the City Council meetings are televised live on a local channel.
The City does not have a newsletter; however, a local newspaper is distributed to residents once a
week, which frequently contains articles regarding City business and issues of concern to the
community. The City has utilized citizen advisory committees in the past when decisions regarding
law enforcement services were necessary. The City has also utilized mailings to residents several
times in the past to touch base with residents regarding issues of concern. These mailings are
distinguished from junk mail by using the City’s logo on the envelope.
The City prepares an annual budget, which is based on estimated actual expenditures. The budget
process begins when City staff and the City Manager prepare a draft budget, which is submitted to the
City Council in early May. The City Council reviews the budget prior to public budget hearings that
are held in either May or early June. The final budget is adopted by the City Council in late June.
Only one percent of the City’s land area is designated for commercial uses. This is much less than
most cities and adds to the City’s difficulties in generating sufficient revenue from taxable sales.
However, this is balanced by many services being provided by the Property Owners Association.
The City is a member of the Public Agency Risk Sharing Authority of California (PARSAC), which
is a consortium of 36 California cities that share resources and costs associated with insurance
coverage. The governing board of PARSAC is comprised of officials from each of the participating
agencies. The City’s participation in PARSAC allows the City to receive lower insurance rates than it
would be able to receive without the membership.
The City has adopted an investment policy in order to provide guidelines for the investment of City
funds. The City holds to the “prudent person rule,” and the investment of funds shall be guided by
the goals of safety, liquidity, and return on investment. Additionally, the policy requires a quarterly
investment report to the City Council.
2.2 POPULATION AND GROWTH
Population
The California Department of Finance estimates the City’s 2004 population to be 10,658. The City
was incorporated on December 1, 1990. In the nine years between 1991 and 2000, the City’s
population decreased according to the State Department of Finance. However, the Department of
Finance also shows the number of housing units decreasing between 1991 and 2000. The difference
reflects inaccuracies in the Department of Finance’s estimates, which are based on two different
census years. The 1991 data is based on the 1990 Census and the 2000 data is based on the 2000
Census. The 1990 census, which was conducted prior to the City’s incorporation, included areas
within census tracts that subsequently were not within the City’s boundaries. Tables 2.A through 2.C
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show the City’s past population and housing growth, the western Riverside County cities that are
within this MSR, and the County as a whole. As can be seen, the City’s growth between 2000 and
2004 was much lower than the average among western Riverside County cities or the County as a
whole.
Table 2.A: City of Canyon Lake Population and Housing (1991, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1991 10,488 — 4,642 —
2000 9,952 4,047
2004 10,658 1.77 4,260 1.32
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Table 2.B: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 2.C: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Housing Inventory
As shown in Table 2.D, the California Department of Finance estimates that there were 4,260
dwelling units within the City in 2004. Of these dwelling units, over 91 percent are detached single-
family homes, 3 percent are mobile homes, and less than 2 percent are located in structures of 5 or
more units. As shown in Table 2.D, the composition of the housing stock is much different than what
exists within the rest of the County. The current housing stock is a result of the master-planned
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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community, which was approved by the County. This plan was designed to provide a majority of
single-family units, such as what has been developed.
Table 2.D: Composition of the Housing Stock (2004)
City of Canyon Lake Riverside County
Housing Type Number of Units Percentage Number of Units Percentage
Single-family, detached 3,896 91.6 423,351 64.2
Single-family, attached 133 3.1 42,511 6.4
2- to 4-unit structure 6 0.1 30,890 4.7
5 or more unit structure 84 1.9 79,859 12.1
Mobile home 141 3.3 83,184 12.6
TOTAL 4,260 100.0 659,795 100.0
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Average Household Size
The 2000 Census reports that there were 3,733 households in the City, with an average household size
of 2.73. Of these households, it is estimated that 3,029 (81.1 percent) were family households, while
553 households (14.8 percent) were individuals living alone. The balance of the City’s households
were comprised of nonfamily households with more than one occupant.
The City’s existing population per household as identified in the 2000 Census (2.73) is low when
compared to:
• Riverside County (2.99)
• Lake Elsinore (3.29)
• Norco (3.11)
• Corona (3.28)
• Riverside (3.01)
SCAG’s most recently adopted projections show the County’s population per household decreasing to
2.88 by 2030. Likewise, the City’s population per household is projected by SCAG to decrease from
2.73 in 2000 to 2.68 in 2020 and 2.60 in 2030. However, the City is transitioning from a
weekender/retiree community to a more family-oriented community. Therefore, the City is expecting
the population per household to increase.
Projections
The most recent growth projections adopted by the Southern California Association of Governments
(SCAG) indicate that the City’s population and housing growth between 2000 and 2030 is expected
to be 0.37 percent. The number of households is also projected to have a low growth rate of 0.58
percent. The growth projections that have been adopted by SCAG are shown in Table 2.E through
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2.G. Some discrepancy exists between the Department of Finance’s data as shown in Table 2.A and
the SCAG projections, which are listed below. The Department of Finance estimates that in 2004 the
population of the City was 10,658 and that 4,260 housing units existed within the City. However, the
SCAG projections show the same population figure in 2005 as was existing in 2004, per the
Department of Finance, and SCAG projections show 423 housing units fewer than what the
Department of Finances estimated existed in 2004. In comparison, the City’s projected growth is
expected to be much less than the expected growth within both the Western Riverside Council of
Governments (WRCOG) region and the County as a whole.
Table 2.E: SCAG’s Projections for the City of Canyon Lake (2010–2030)
Year Population Households Employment
2000 9,985 3,655 1,987
2005 10,659 3,837 2,349
2010 10,900 3,967 2,933
2020 11,002 4,124 3,532
2030 11,096 4,287 4,160
Annual Growth Rate 0.37% 0.58% 3.65%
Source: SCAG RTP, April 2004
Table 2.F: WRCOG Area Growth Projections (2010–2030)
Year Population Households Employment
2010 1,614,605 521,606 541,587
2020 2,037,129 691,621 727,005
2030 2,413,467 860,168 918,640
Annual Growth Rate 2.47% 3.25% 3.48%
Source: SCAG RTP, April 2004
Table 2.G: Total Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.54% 3.22% 3.17%
Source: SCAG RTP, April 2004
The Property Owners Association maintains monthly statistics on the growth within the City. The
City is much different than the other cities within this MSR in that it is a gated community with a set
number of lots within it. In addition, the City’s Sphere of Influence is the same as the City’s
boundary; hence, the City is not expected to physically expand. The Property Owners Association
states that there are a total of 4,800 residential lots within the community, of which 4,315 are
currently developed and 55 are in the development process. Based on the City’s present Zoning and
General Plan, SCAG’s growth projections, as listed in Table 2.E, exceed the number of lots available
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in Canyon Lake. Therefore, significant growth within the City is not expected, and any growth would
occur within the existing City limits.
2.3 LAW ENFORCEMENT
The City contracts with the County of Riverside Sheriff’s Department for law enforcement services.
Most crimes in the City are property-oriented (i.e., theft and vandalism). There are few incidences of
violent or personal crimes. The City utilizes resources of both a public police force and community
patrol in crime prevention activities, thereby providing a substantially safer environment.
Services from the County Sheriff’s Department are provided from the Perris Station, which is
currently located at 403 E. 4th Street in Perris. The Department is currently in the process of
developing a new Perris Station to replace the existing one that is too small to adequately
accommodate the growing number of personnel needed at the station. The new station is planned to
be located near the intersection of San Jacinto Avenue and Perris Boulevard and is expected to be
completed in January 2007. The City also provides the Sheriff’s Department office space within City
Hall so that reports and administrative tasks can be accomplished efficiently within the City.
The City’s contract for law enforcement services includes patrol duty 24 hours per day. Specifically,
the City contracts for 4.9 patrol deputies and one Community-Oriented Policing Deputy (sworn
officer). Based upon the Department of Finance’s 2004 population data for the City, this equates to
0.56 officers per 1,000 population, which is much lower than the Sheriff Department’s standard of 1
per 1,000 population, including administrative staff. Because the City is gated, provides for security
personnel on site, and has a low crime rate, the City has determined that this level of Sheriff
personnel is adequate to serve the City.
In 2003, the City experienced a total of 3,007 service calls. In 2003, the average response times
within the City were as follows:
• Priority 1 calls: 6 minutes
• Priority 2 calls: 9 minutes
• Priority 3 calls: 13 minutes
The Riverside County Sheriff’s Department has mutual aid agreements with all of the local law
enforcement agencies within both the entire County and within the Canyon Lake area. In addition,
the Department coordinates with the State Office of Emergency Services to provide and receive
statewide mutual aid when necessary.
Capital needs, such as the new Perris station mentioned previously, are evaluated on an on-going
basis by the Sheriff’s Department. Indicators of service levels and the need for new personnel and
facilities are provided by analysis of the number of service calls, response times, and population
growth. In addition, the Sheriff’s Department reviews proposed development projects and provides
the approving agency information regarding impacts of the new development upon law enforcement
services. The Department uses the number of dwelling units and a generation factor of 3-4 persons
per household to project population increases. Because the City is a gated community, the
geographical coverage of services and growth patterns would not change in the future. In addition,
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operations of the Department are routinely evaluated by the Station’s Command Staff and the
Department’s Command Staff.
2.4 FIRE PROTECTION
The City of Canyon Lake has been contracting for fire protection services from the Riverside County
Fire Department since its incorporation in 1991. The City is mostly serviced from Station 60, located
on Vacation Drive within the City. Fire protection service is supplemented by Station 5 in Quail
Valley, which is the first responder to a portion of the City. The station information is listed below in
Table 2.H.
Table 2.H: Riverside County Fire Stations Serving the City of Canyon Lake
Station Equipment Personnel
Station 60 1 triple combination engine 1 fire captain, 6 fire apparatus
28730 Vacation Drive 1 rescue squad engineers, 2 firefighter I, and
Canyon Lake 15 active volunteers
Station 5 1 engine
28971 Goetz Road
Quail Valley
These stations responded to 1,336 calls in 2003 (908 from Station 60 and 428 from Station 5).
However, not all of these calls are within the City. Demographic data indicates that the majority of
the City meets the criteria for an urban response from the Fire Department. Approximately 6 percent
of the populated area of the City falls outside the first-alarm response criteria. The need for new
stations is determined by the ability to meet response time criteria. Because of recent growth within
Lake Elsinore, which is adjacent to Canyon Lake, a new station is under construction in the City of
Lake Elsinore, which will serve a portion of the City of Canyon Lake. Construction of this station is
expected to be completed in late 2005.
The City is within an area designated as a Hazardous Fire Area by the Riverside County General
Plan. These areas are undeveloped hillside areas in and adjacent to the City. To ensure adequate
protection from wildland fires, special response protocol is required, and development along the
“urban fringe” of the City has to be controlled.
All of the Riverside County fire stations, including those listed above, are part of the Integrated Fire
Protection System. The fire stations are under contract with the State and may have a mix of State,
County, Contract City, or volunteer staffed equipment. All calls for service are dispatched by the
same County Fire 9-1-1 Center. Due to the Integrated Fire Protection system, the City receives many
services such as administration, personnel, finance, dispatch, fire prevention, hazardous materials,
training, emergency services, and arson investigation.
2.5 SOLID WASTE
The City of Canyon Lake has a franchise agreement with CR&R Disposal, Inc., to provide solid
waste services within the City. The solid waste that is collected within the City is hauled to the
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Badlands Disposal Site, El Sobrante Sanitary Landfill, Frank R. Bowerman Sanitary Landfill, or the
Lamb Canyon Disposal Site. These facilities are Class III landfills that accept construction/demolition
waste, dead animals, and mixed municipal refuse.
The Badlands Disposal Site is located at 31125 Ironwood Avenue in the City of Moreno Valley just
north of the State Highway 60 and State Highway 79 junction. It is approximately 35 miles north of
the City and encompasses 1,093 acres. The facility is permitted to accept 4,000 tons per day. The
operator is the County of Riverside Waste Management Department, and the estimated closure date of
this facility is January 1, 2018.
The El Sobrante Sanitary Landfill is located at 10910 Dawson Canyon Road in the City of Corona,
east of Interstate 15. It is approximately 18 miles northwest of the City and encompasses 1,322 acres.
The facility is permitted to accept 10,000 tons per day. The operator is the USA Waste Services of
California, Inc., and the estimated closure date of this facility is January 1, 2030.
The Frank R. Bowerman Sanitary Landfill is located at 11002 Bee Canyon Access Road in the City
of Irvine just north of Portola Parkway and State Highway 241. It is approximately 50 miles west of
the City and encompasses 725 acres. The facility is permitted to accept 8,500 tons per day. The
operator is the County of Orange Integrated Waste Management Department, and the estimated
closure date of this facility is December 31, 2022.
The Lamb Canyon Sanitary Landfill is located at 16411 State Highway 79 in the City of Beaumont,
west of State Highway 79. It is approximately 29 miles northeast of the City and encompasses 353
acres. The facility is permitted to accept 3,000 tons per day. The operator is the County of Riverside
Waste Management Department, and the estimated closure date of this facility is January 1, 2023.
In 2000, which is the most recent year posted on the California Integrated Waste Management
Board’s (CIWMB) Web site, the City disposed of 6,068 tons of solid waste. The CIWMB shows that
the solid waste disposal generation factor for the City was 2 pounds per resident per day and 5.9
pounds per employee per day.
Diversion rates are defined as the percentage of total solid waste that a jurisdiction diverted from
being disposed in landfills through reduction, reuse, recycling programs, and composting programs.
In February 2002, the CIWMB adopted a diversion rate of 50 percent. Per the CIWMB, the City has
exceeded this goal, and had a 53 percent diversion rate in 2002, which is the most recent diversion
data posted.
Solid Waste Rate Comparison
The City of Canyon Lake has a franchise agreement with CR&R, Inc. When the City and CR&R
originally negotiated the service agreement, the rates for services were part of the negotiation.
Additionally, rate increases are predetermined and set within the franchise agreement. Rate increases
are based upon cost-of-living increases and landfill fees. Rates are revised annually on July 1, which
is after landfill fees are revised. Residential customers pay a flat rate for services, and commercial
rates are based on the size of the refuse bin and the number of pickups per week. Table 2.I compares
Canyon Lake’s solid waste rates and those of nearby jurisdictions within western Riverside County.
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Table 2.I: Monthly Solid Waste Rates
Canyon Lake Riverside Corona Norco
$10.92 per apartment,
$18.79 for single family
$10.98 +
Residential $16.68 curb service, $31.64 for $18.33
$4.94 (recycling)
backyard service; additional
containers are extra
From $96.11 up, From $10.67 to $732.74, From $82.62 to $984.22,
Commercial depending upon size of depending upon size of depending upon size of
$73.00–965.00
and Industrial container and number of container and number of container and number of
pickups per week pickups per week pickups per week
2.6 STORMWATER DRAINAGE
The majority of Canyon Lake is outside the 100-year floodplain, with the exception of a number of
developed lots along the reservoir. Based upon discussions with the City, Canyon Lake does not
experience drainage or flooding issues. The two existing storm drains are located on Goetz Road and
Railroad Canyon Road.
The Elsinore Valley Municipal Water District owns and manages Railroad Canyon Reservoir. The
Water District and the Canyon Lake Property Owners Association have a lease agreement that grants
the Association use of the reservoir and shore area. The agreement also requires strict controls of
runoff from all properties, which contributes to drainage that is conveyed into the reservoir. To meet
these requirements the City observes the National Pollution Discharge Elimination System (NPDES)
requirements for development projects.
2.7 ROADS AND CIRCULATION
Direct access to the City from the I-15 and I-215 Freeways are provided by several roads, which
include: Railroad Canyon Road, Goetz Road, Greenwald Avenue, and Newport Road. Additionally,
Goetz Road links Canyon Lake with the communities of Quail Valley and Perris to the north, and
Greenwald Avenue links the north community gate to Highway 74.
Only Goetz Road, Newport Road, Railroad Canyon Road, Black Horse Drive, and Sorrell Lane are
public, dedicated, accepted and maintained rights-of-way. All other roadways within the gates of the
City are privately managed and maintained by the Canyon Lake Property Owners Association.
Access to the gated portion of the community is through Canyon Lake Drive North, Canyon Lake
Drive South, and Vacation Drive. Gate locations are shown on Figure 2.1.
Transit Services
Currently, there is no fixed route transit service available to the community. Public transit services
within the gated community would be difficult to establish. The Riverside Transit Agency (RTA)
serves the general area but has no established route that serves the City. Dial-a-ride service is
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available through the Sun City system, with connection to the RTA’s system fixed service Line 27 in
Sun City.
Bicycle Facilities
The City has several bikeways within and adjacent to the City. A Class I bikeway exists along the
length of Newport Road from Goetz Road to I-215. Goetz Road, a Class II bikeway, extends from
the intersection at Newport Road to its intersection with the San Jacinto River trail in Perris. Other
Class II bikeways include Railroad Canyon Road from the easterly end of the community to the City
of Lake Elsinore, Greenwald Avenue from the northerly gate of the community to Highway 74 to the
north, Canyon Lake Drive South, Canyon Lake Drive North, and Vacation Drive.
2.8 PARKS
Railroad Canyon Reservoir is the most high-profile open space amenity within the City. It serves a
variety of recreational purposes, such as swimming, boating, water skiing, and fishing. The City does
not contain any public parks. All of the parks within the City are owned, operated, and maintained by
the Canyon Lake Property Owners Association. Currently, there are 74.83 acres of land intended for
use as private park and facility areas, and 45.51 acres are developed parklands. These facilities
include neighborhood parks, campgrounds, beaches, trails, athletic fields, dock areas, an
amphitheatre, an equestrian center, a lodge, and a country club. The developed parks within Canyon
Lake are listed in Table 2.J.
Table 2.J: Private Parks within the City of Canyon Lake
Park Acreage Park Acreage
Diamond Point 0.50 Lion’s Park 0.43
East Port 5.45 Moonstone 0.57
Evans Park West 2.48 Roadrunner 0.71
Evans Park East 2.50 San Jacinto 10.74
Gault Field 4.13 Sierra 6.59
Holiday Harbor 0.60 Sunset Beach 8.06
Indian Beach 2.75
Canyon Lake is unique because residents are receiving park services, have local accountability, and
have planned future facilities; however, the City is not the organization providing services.
2.9 ANIMAL CONTROL
The City contracts with Animal Friends of the Valleys (AFV) for animal shelter and animal control
services. AFV promotes the humane care of animals through education and a humane proactive
animal control program. The organization is in the process of building an additional center/shelter on
property leased to the organization by the Elsinore Valley Municipal Water District.
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2.10 LIBRARY
The Canyon Lake Library is a facility of the Riverside County Library system. The library is located
at 31516 Railroad Canyon Road. The County operates and maintains this facility, which is located
within City Hall and is leased from the City. The City does not directly fund or have any
administrative relationship with the County library system. All branches of the library system are
supported by volunteer nonprofit “Friends of the Library” organizations. Dues, used book sales,
rental books and videos, and the sale of novelty items are the primary fundraising activities. Funds
raised are used to support library programs and supplement library resources.
2.11 DETERMINATIONS FOR THE CITY OF CANYON LAKE
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, following are the written determinations for the City.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. Because Canyon Lake is a master-planned community, all of the infrastructure needed for build
out was included within the original development.
2. The City has storm drains on the two public roads within the City. These drains have alleviated
any flooding problems resulting from storms.
3. Capitol needs for the Sheriff’s Department are evaluated on an on-going basis. Indicators of
service standards and the need for new personnel and facilities are provided by analysis of the
number of service calls, response times, and population growth.
4. A new fire station is under construction in the City of Lake Elsinore. This new station will serve a
portion of Canyon Lake. The completion date of this station is expected to be in late 2005.
Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. The City of Canyon Lake is a gated community with a total of 4,800 lots within it. Of these lots
4,315 are currently developed and 55 are in the development process. Therefore, significant
growth within the City is not expected, and any growth would occur within the City boundary.
2. SCAG has projected the City’s population growth to be very low (0.9 % annually) through 2030.
This growth would be resulting from the build out of the remaining vacant lots within the City.
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Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The City prepares a comprehensive and thorough annual budget that clearly describes the services
provided to the residents and the funds expended for those services.
2. Only one percent of the City’s land area is designated for commercial uses. This is much less
than most cities and adds to the City’s difficulties in generating sufficient revenue from taxable
sales. This is a constraint to the City’s financing opportunities.
3. Many facilities within Canyon Lake are owned and operated by the Property Owners Association.
This reduces costs to the City.
4. The City has adopted an investment policy, which may assist the City in the financing for future
needs.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The City is member of the Public Agency Risk Sharing Authority of California and benefits from
the insurance coverage’s offered at a lower rate then they could purchase on their own.
2. The Canyon Lake Property Owners Association provides many services and facilities to the
residents of the community. This reduces costs that would be funded by the City.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. When the City originally negotiated the service agreement for solid waste services, rates for
services were part of the negotiation and set at that time Therefore, the City has limited
opportunity for rate restructuring.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The City does not have any arrangements for sharing equipment, costs, or facilities with any other
agency. However, the City works in cooperation with the Property Owners Association to
provide services to community residents.
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Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. It is reasonable to conclude that pubic services can continue to be provided by the City of Canyon
Lake under the existing government structure.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The City’s budget and accounting practices are audited annually by a certified public accountant.
2. The City is required to submit a quarterly investment report to the City Council for review.
3. The City of Canyon Lake provides the Sheriff’s Department office space within City Hall, so that
reports and administrative tasks can be accomplished efficiently within the City.
4. Operations of the Sheriff’s Department are routinely evaluated by the Station’s Command Staff
and the Department’s Command Staff.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. The City has historically made reasonable efforts to maintain a public dialogue regarding issues
and projects of concern to the community. In particular, the City has conducted citizen advisory
committees and implemented mailings to residents to solicit the broadest public input possible.
2. The City complies with Brown Act provisions for conduct of meetings and uses cable television
broadcasts and a website to achieve public accessibility to agendas and City business.
3. Prior to budget approval, public meetings are conducted to include citizen comments.
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The following municipal services are discussed within this MSR:
• Law Enforcement and Animal Control
• Fire Protection
• Solid Waste (via contract)
• Storm Water Drainage
• Roads and Circulation
• Parks and Recreation
• Electricity
• Library
• Airport
3.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The City of Corona (City) is located at the junction of two major freeways, the east/west Riverside
Freeway (SR-91) and the north/south Interstate 15 (I-15) Freeway. The City limits encompass 24,667
acres, and the City’s SOI encompasses 21,734 acres. The City’s boundaries, SOI, and regional
location are shown on Figure 3.1
The City was incorporated on July 13, 1896, and operates under a Council-Manager form of
government (Figure 3.2). There are five City Council members, elected to four-year terms of office.
The Mayor is appointed annually by and from the City Council. The regularly scheduled City
Council meetings are held on the first and third Wednesday of each month at 7:00 p.m. in the Council
Chambers in City Hall. Agendas for the meetings are posted at City Hall and on the City’s Web site.
In addition to City Council meetings, the City has several methods of reaching out to the public and
providing opportunities for the residents of the City to partake in the implementation of local policies.
The City’s Web site provides information about the City’s current issues, which includes City
Council agendas and information about the City’s Advisory Boards and Commissions. In addition,
the local newspaper tracks projects within the City, and articles are printed regularly.
Each year the City Council adopts a budget. The goal of the annual budget is to provide for efficient
uses of the City’s financial resources, as well as establishing a priority of objectives. The budget
process begins in January of each year, with an annual strategic planning meeting. From this, the City
departments use projected revenue assumptions to prioritize and recommend the next fiscal
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Figure 3.1: City of Corona Boundaries, SOI, and Regional Location
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Figure 3.2: City of Corona Organizational Chart
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year’s objectives. The City Manager’s Office and the Finance Department review each budget
proposal, revenue assumptions, and all current financial obligations before preparing the proposed
budget for City Council review. The City Council reviews the proposed budget through a series of
committees and public workshops, with the final budget adoption scheduled during the second City
Council meeting in June.
In FY 2004–2005, the majority of the proposed capital budget (22.2 percent) is in the Roads, Bridges,
and Freeways category. The primary funding sources for this category are Measure A and Gas Tax
funds. Also, the FY 2004–2005 proposed budget has a total of 828 authorized positions. However,
the funding in the budget is for 819 positions. The difference of nine positions results from the City
having to “chill” and/or underfill vacant positions due to budget constraints. The City has stated that
these positions are evaluated to ensure that reduction of service is limited.
The City has been recognized for excellence in budgeting and financial reporting by the Government
Finance Officers Association of the United States and Canada, who awarded the City an eleventh
consecutive Certificate of Achievement for Excellence in Financial Reporting for its Comprehensive
Annual Financial Report for the fiscal year (FY) ending June 30, 2002.
The City maintains a centralized system of purchasing and has adopted purchasing policies to guide
the procurement of goods and services. All City departments obtain supplies and services through the
Purchasing Division. This system provides control of expenditures and reduced costs due to a larger
purchasing volume. The Purchasing Policy requires a minimum of three bids for purchases between
$1,000 and $25,000. For purchases over $25,000, the final award is made by the City Council. In
addition, the City utilizes a Cost Avoidance/Savings sheet in an attempt to keep costs down and to
track the methods of success.
The City also adopts an annual Investment Policy. The policy states that the “prudent person”
standard shall be used for selecting investments and managing the overall portfolio. The criteria for
selecting investments are safety, liquidity, and yield. The policy also states that the City Treasurer
shall submit a monthly investment report to the City Council. In addition, the City Council has
established and funded a 15 percent reserve policy in order to provide for any unexpected financial
needs of the City.
The City annually adopts a five-year Capital Improvement Program (CIP), which is used to identify
and coordinate the financing and timing of public improvements. Specifically, the CIP provides for
the maintenance and improvement of the City’s infrastructure, such as: streets, alleyways, sidewalks,
sewers, storm drains, water system, street lighting, and traffic signals. The program provides the
means for the City Council to determine capital priorities and continuity in carrying them out. By
considering all the projects at a single time in this document, a more comprehensive view can be
taken of the community’s capital needs and the City’s response. The first year of this five-year
program is the capital budget that appears in the annual budget. Projects slated for subsequent years in
the program are approved on a planning basis but do not receive expenditure authority until they are
allocated funding in a capital budget. The CIP is a “rolling” process. Projects scheduled for future
years are moved up for authorization in subsequent years.
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Within the past two decades, a large part of the City’s infrastructure needs have been necessitated by
new development. The funding for infrastructure needed to serve new development is derived by
Community Facilities Districts (CFDs), Assessment Districts, and various development impact fees,
as listed in Table 3.A, that are paid by developers. Development impact fees vary throughout
different areas of the City depending upon the adequacy of existing infrastructure.
Table 3.A: City of Corona Development Impact Fees
Aquatic Center Fund Fire Protection Facilities Fund
Drainage Fund Law Enforcement Facilities Fund
Fire Facilities Fund Parks and Recreation Facilities Fund
Fire Wildland Mitigation Fund Sewer Capacity Fund
Library Facilities Fund Streets and Roadways Fund
Parks and Open Space Fund Streets and Traffic Signals Fund
Police Facilities Fund Traffic Signal Facilities Fund
Public Meeting Facilities Fund Water Capital Improvement Fund
In addition, the City has adopted General Plan Policies to ensure that if future annexations occur, City
expansion will not affect public services. These policies include:
• Requiring existing and proposed developments within the proposed annexation areas to generate
sufficient tax or other revenue base to compensate for their fair share of community services
• Requiring that infrastructure and service improvements for proposed annexation areas do not
create an undue burden on existing City infrastructure and services
3.2 POPULATION AND GROWTH
Total Population
Corona has a history of being a high-growth City and has doubled its population since 1987. The
California Department of Finance estimates the City’s 2004 population at 141,750. In the 10 years
between 1990 and 2000, the City’s population increased 64.6 percent. from 75,943 to 124,966.
During the same 10-year period, the housing stock increased 65.4 percent, from 26,480 to 43,807
units. Tables 3.B through 3.D show past population and housing growth in Corona, western Riverside
cities, and the County as a whole. As can be seen, growth within Corona between 1990 and 2000 was
much higher than the average growth among western Riverside County cities or the entire County.
Table 3.B: City of Corona Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 75,943 — 26,480 —
2000 124,966 6.46 39,271 4.83
2004 141,750 3.36 43,807 2.89
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
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Table 3.C: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 3.D: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Housing Inventory
As shown in Table 3.E, the California Department of Finance estimates that there were 43,807
dwelling units within the City of Corona in 2004. Of these dwelling units, 69 percent are detached
single-family homes, over 3.5 percent are mobile homes, and just over 17 percent are located in
structures of five or more units. With the exception of mobile homes having a much lower percentage
of units within the City, the housing inventory of the City is similar to that of the County as a whole.
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Table 3.E: Composition of the Housing Stock (2004)
City of Corona Riverside County
Housing Type Number of Units Percentage Number of Units Percentage
Single-family, detached 30,196 69.0 423,351 64.2
Single-family, attached 2,186 5.0 42,511 6.4
2- to 4-unit structure 2,225 5.1 30,890 4.7
5 or more unit structure 7,587 17.3 79,859 12.1
Mobile home 1,613 3.6 83,184 12.6
TOTAL 43,807 100.0 659,795 100.0
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Average Household Size
The 2000 Census reports that there were 37,917 households in the City, with an average household
size of 3.28. Of these households, it is estimated that 30,685 (80.9 percent) were family households,
while 5,445 households (14.4 percent) were individuals living alone. The balance of the City’s
households was comprised of non-family households with more than one occupant.
The City’s existing population per household as identified in the 2000 Census (3.28) is high,
compared to the following:
• Riverside County (2.99)
• Lake Elsinore (3.29)
• Norco (3.11)
• Canyon Lake (2.73)
• Riverside (3.01)
The projections that have been adopted by SCAG show the City’s population per household
decreasing from 3.28 in 2000, to 3.22 in 2020, and to 3.10 in 2030. Likewise, the County’s population
per household is projected to decrease to 2.88 by 2030.
Growth Projections
The most recent growth projections adopted by SCAG indicate that population growth in the City
between 2010 and 2030 is expected to total 1,148 persons annually, or 0.77 percent, which is far less
than what occurred in the 1990s (4,902 persons annually, or 6.46 percent). The number of households
is expected to have less growth as well, at 539 households annually, or 1.21 percent. The growth
projections that have been adopted by SCAG are shown in Tables 3.F through 3.H. As shown, the
projected growth within the City of Corona is expected to be much less than the expected growth
within both the WRCOG region and the County as a whole.
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Table 3.F: City of Corona Growth Projections (2010–2030)
Year Population Households Employment
2010 148,437 44,428 72,527
2020 160,320 49,814 80,173
2030 171,395 55,203 88,186
Annual Growth Rate 0.77% 1.21% 1.08%
Source: SCAG RTP, April 2004
Table 3.G: WRCOG Area Growth Projections (2010–2030)
Year Population Households Employment
2010 1,614,605 521,606 541,587
2020 2,037,129 691,621 727,005
2030 2,413,467 860,168 918,640
Annual Growth Rate 2.47% 3.25% 3.48%
Source: SCAG RTP, April 2004
Table 3.H: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.54% 3.22% 3.17%
Source: SCAG RTP, April 2004
Recently, Riverside County LAFCO has asked agencies to provide projected growth in five-year
increments through 2025. Hence, the City’s Planning Department compiled the following growth
projections for the City, as shown in Table 3.I. These projections are much lower than those that have
been adopted by SCAG and expect an annual growth rate of 0.53 percent through 2025. Because of
this difference, it may be beneficial to develop a regional or areawide system for consistent growth
projections that accounts for changes or growth issues at the jurisdictional level. The City’s
projections are pursuant to the Corona General Plan documents, which detail that the City is
approaching build out within its current City limits. In 2002, the City had 3,977 acres of vacant land
within its boundaries that could be considered for development. Therefore, any future growth will
occur on these vacant lands or on underutilized parcels within the City, unless the City annexes
additional land. As mentioned previously, the City’s current SOI is 21,734 acres, which is slightly
smaller than the City itself (24,667 acres). Therefore, the City has the sphere area to annex large
development areas to meet demands for growth, as needed.
However, large portions of the City’s SOI may not be developable such as the Prado basin area and
areas where topography constrains development or hinders the ability of the City to provide services.
Because a key issue in determining SOI boundaries is the ability of a city to provide urban services,
the City should evaluate its ability to provide future services to all of the SOI areas. Furthermore, it
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may be the appropriate time for LAFCO staff and the LAFCO Commission to consider reviewing the
City’s ability to provide future services to these areas, so that the SOI update would encompass only
areas that could someday be served by the City.
Table 3.I: The City of Corona’s Growth Projections
Year Population
2003 137,600
2005 142,000
2010 148,300
2015 151,800
2020 153,000
2025 153,600
In 2002, the City and the County agreed upon a Memorandum of Understanding (MOU) regarding
development in the City’s SOI. The agreement states that the County will implement development
standards within the City’s SOI that are comparable to the standards of the City. Likewise, the MOU
states that the County will not approve a project within the City’s SOI that requires rezoning that is
inconsistent with the City’s adopted General Plan until the City and County staff meet to discuss the
project. Since 2002, the City and County have had implementation issues regarding the MOU.
Because of this issue, the City is considering a sphere reduction in areas that are either not developed
to its standards, are approved for development that is not to the City’s standards, or areas that the City
does not foresee serving in the future. This will guide the standards of development that will be
within the ultimate build out of the City.
3.3 LAW ENFORCEMENT SERVICES
The Corona Police Department provides law enforcement services within the City. The department is
successful in that the City has one of the lowest crime rates among cities within the region that have
populations of 100,000 people or more.2 The main police station is located at 849 W. 6th Street,
adjacent to City Hall. The Department has several additional facilities that serve specific services or
designated geographical patrol districts in the City. These facilities include:
• The Special Enforcement Bureau at 515 South Corona Mall. The facility includes the Traffic
Bureau, Youth Services, and a domestic violence unit. Patrol officers also use the office to follow
up with phone calls and write reports.
• The office at 340 N. McKinley provides a satellite office for field officers and a volunteer staff
for children identification fingerprinting.
2 Source: State of California, Office of the Attorney General 2003 Crime Statistics.
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• The office at 1451 Rimpau, which is not staffed, provides office space and a child-friendly
interview room for child and social services, trauma intervention, and serves as a satellite office
for field officers.
• The Animal Control Unit is located at a separate facility at 608 Harrington in Corona.
• The Department also has a Narcotics/Vice Investigation Facility, which is located at a
confidential site.
In addition, the City has recently finished constructing the Temescal Public Safety Facility. The new
facility is located at 3777 Bedford Canyon Road in the southeastern portion of the City, as shown in
Figure 3.3. The Corona Fire and Police Departments jointly occupy the facility, which is 16,200
square feet and includes living quarters, office facilities, and an apparatus garage for the City’s
seventh fire station. The Police Department operates two patrol zones, a volunteer program, a FLEX
team, and a helicopter program from this facility. The development of this facility was funded by
development fees, general fund revenues, and facility fees.
As of 2003, equipment used by the Corona Police Department included the following:
• 48 marked patrol units, including crew-cab truck and commercial enforcement truck
• 32 unmarked vehicles (includes special weapons van, crime scene van, hostage negotiation van,
and volunteer trucks)
• 1 prison transport van
• 8 motorcycles
• 1 leased helicopter with surveillance equipment
• 4 K-9 (dog units) plus 1 spare unit
• 6 bicycles
As of July 2003, the Corona Police Department had 165 sworn personnel and a ratio of 1.2 sworn
personnel per 1,000 City residents. The City utilizes this figure to analyze service levels along with
the following:
• Response time
• Volume of calls for service
• Number of officers available at any given time
• Number of violent crimes
• Number of Part 1 crimes (robbery, assault, residential and nonresidential burglary, vehicle
burglary, vehicle larceny, vehicle theft, grand theft automobile, and arson)
In 2002, emergency dispatch received over 250,000 telephone calls and dispatched over 125,000
officers. The Police Department maintains an overall emergency response time of approximately five
minutes. As the City comprises 37.6 square miles, travel distance can affect emergency response
times, which can exceed five minutes in the outlying areas of the City; however, with the recent
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Figure 3.3: City of Corona Facility Locations
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Figure 3.4: City of Corona Public Facility Names
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extension of a helicopter patrol, response times have decreased significantly to three minutes when
the helicopter is on duty. Currently, the helicopter is airborne for an average of 18 to 20 hours a week
during the historically higher crime hours of the week. The ability of the Corona Police Department
to support the needs of any future growth is dependent upon its financial ability to hire additional
sworn personnel and potentially construct new facilities. The Police Department conducts ongoing
assessments to determine future funding, staffing, and equipment needs. The City’s General Plan
contains policies to ensure adequate police protection services. These policies include: (1)
periodically evaluating population growth, development characteristics, level of service, and
incidence of crime in the City to ensure that an adequate level of police service is maintained; and (2)
requiring development projects to contribute fees based on their proportional impact and demand for
police services.
3.4 FIRE PROTECTION
The City of Corona Fire Department provides fire protection, prevention, and emergency medical
services in the City. The City currently employs 132 people in fire services: 105 employees
throughout the area’s fire stations and 27 at its headquarters, located in the Civic Center. The Corona
Fire Department and a local private ambulance service, American Medical Response, provide
emergency medical service. Each fire engine is staffed with a licensed paramedic and three EMTs.
The transport ambulance is staffed with a licensed paramedic and an EMT. The City’s fire station
locations are listed below, and shown on Figure 3.3.
• Station 1: 540 Magnolia Avenue
• Station 2: 225 E. Harrison Street
• Station 3: 790 S. Smith Street
• Station 4: 915 N. McKinley Street
• Station 5: 1200 Canyon Crest
• Station 6: 110 W. Upper Drive
• Station 7: 3777 Bedford Canyon
The Riverside County Fire Department has two fire stations located within the City’s SOI on the
eastern side of the City. These stations would respond to calls within the City’s SOI and when
mutual aid is requested. These stations are listed below and are also shown on Figure 3.3.
• Riverside County Station 13: 3770 Blair Street
• Riverside County Station 15: 20320 Temescal Canyon Road
In addition, County Fire Station No. 14 is located at 1511 Hamner Avenue in Norco and would
respond to mutual aid calls in the northern Corona area, and the California Department of Forestry
(CDF) has a Riverside Unit with several stations near Corona. The Corona Fire Department has
formal mutual aid agreements with the following entities: City of Norco, City of Riverside, Riverside
County, Orange County, and San Bernardino County Fire Departments, as well as with the United
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States Forest Service and the California Department of Forestry and Fire Protection. The Corona Fire
Department also participates in the State of California Master Mutual Aid Agreement.
In general, calls for service and demand for emergency medical services have increased with
population growth. The Department’s stations are strategically located to ensure adequate service
within the area. One of the most important criteria for effective firefighting is the response time
needed to reach the site of the fire. The documented response time for the year 2000 was 5.32 minutes
for both fire service and emergency medical service. According to the Fire Department’s FY 2003/04
budget, the fire suppression program strives to maintain a response time as follows:
Respond to emergencies with the first engine company arriving on scene of the incident
within five minutes fifty-nine seconds of notification, 90 percent of the time as a “desired”
response time during the hours of 8 A.M. and 10 P.M. Further the first alarm should be on the
scene within six minutes fifty nine seconds, 90 percent of the time as a “desired” response
time during the hours of 10 P.M. and 8 A.M.
In addition, the City’s General Plan includes the following policy to ensure that response times
remain below an acceptable level: “Ensure that fire staffing and facilities are expanded
commensurably to serve the needs of the City’s growing population and business community so as to
maintain a targeted 5-minute or less response time.”
3.5 SOLID WASTE
The City contracts with Waste Management, Inc. to provide solid waste and recycling services within
the City. Waste Management collects refuse on a weekly basis. In addition, bulky items such as
washers and dryers, furniture, water heaters, and refrigerators and freezers are collected two times a
year.
Waste Management is responsible for approximately 99,930 residential pickups in the City each
week; 2,962 commercial customers, typically with pickup service twice a week; and 286 industrial
customers with roll-off containers in the City. Per the City, the monthly average for all users in the
City is 11,210 tons of trash, 1,768 tons of green waste, and 1,040 tons of recycled materials. In 2000,
which is the most recent year posted on the CIWMB’s Web site, the City disposed of 159,586 tons of
solid waste.
All recyclable materials are transported to Pomona Valley Recycling in Pomona. All green waste
materials are transported directly to B.P. John’s green waste facility located in the City. The
remaining solid waste is hauled to the following landfills: Arvin Sanitary Landfill, Badlands Disposal
Site, Colton Refuse Disposal Site, El Sobrante Sanitary Landfill, Fontana Refuse Disposal Site, Frank
R. Bowerman Sanitary Landfill, Lamb Canyon Disposal Site, Olinda Alpha Sanitary Landfill, Puente
Hills Landfill No. 6, and San Timoteo Solid Waste Disposal Site. These facilities are Class III
landfills that accept construction/demolition waste, dead animals, and mixed municipal refuse.
The Arvin Sanitary Landfill is located at 5500 North Wheeler Ridge Road, about one and one-half
miles south of State Route 223 (Bear Mountain Road). It is approximately 150 miles north of the City
and encompasses 170 acres. The facility is permitted to accept 800 tons per day. The operator is the
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Kern County Waste Management Department, and the estimated closure date of this facility is
December 31, 2008.
The Badlands Disposal Site is located at 31125 Ironwood Avenue in the City of Moreno Valley, just
north of the State Highway 60 and State Highway 79 junction. It is approximately 30 miles east of the
City and encompasses 1,093 acres. The facility is permitted to accept 4,000 tons per day. The
operator is the County of Riverside Waste Management Department, and the estimated closure date of
this facility is January 1, 2018.
The Colton Refuse Disposal Site is located at 850 Tropica Rancho Road in the City of Colton,
northwest of Interstate 215. It is approximately 20 miles northeast of the City and encompasses 98
acres. The facility is permitted to accept 3,100 tons per day. The operator is the County of San
Bernardino Solid Waste Management Division, and the estimated closure date of this facility is
January 1, 2006.
The El Sobrante Sanitary Landfill is located at 10910 Dawson Canyon Road in the City, east of
Interstate 15. It encompasses 1,322 acres and is permitted to accept 10,000 tons per day. The operator
is the USA Waste Services of California, Inc., and the estimated closure date of this facility is January
1, 2030.
The Frank R. Bowerman Sanitary Landfill is located at 11002 Bee Canyon Access Road in the City
of Irvine just north of Portola Parkway and State Highway 241. It is approximately 24 miles
southwest of the City and encompasses 725 acres. The facility is permitted to accept 8,500 tons per
day. The operator is the County of Orange Integrated Waste Management Department, and the
estimated closure date of this facility is December 31, 2022.
The Lamb Canyon Sanitary Landfill is located at 16411 State Highway 79 in the City of Beaumont,
west of State Highway 79. It is approximately 44 miles east of the City and encompasses 353 acres.
The facility is permitted to accept 3,000 tons per day. The operator is the County of Riverside Waste
Management Department, and the estimated closure date of this facility is January 1, 2023.
The Olinda Alpha Sanitary Landfill is located at 1942 N. Valencia Avenue in the City of Brea, east of
State Highway 57 and north of Lambert Road. It is approximately 20 miles west of the City and
encompasses 565 acres. The facility is permitted to accept 8,000 tons per day. The operator is the
County of Orange Integrated Waste Management Department, and the estimated closure date of this
facility is December 31, 2013.
The Puente Hills Landfill No. 6 is located at 2800 South Workman Mill Road in the City of Whittier,
south of State Highway 60. It is approximately 35 miles northwest of the City and encompasses 1,365
acres. The facility is permitted to accept 13,200 tons per day. The operator is the County Of Los
Angeles Sanitation District, and the estimated closure date of this facility is October 31, 2013.
The San Timoteo Solid Waste Disposal Site is located south of San Timoteo Canyon Road in the City
of Redlands. It is approximately 35 miles northeast of the City and encompasses 366 acres. The
facility is permitted to accept 1,000 tons per day. The operator is the County of San Bernardino Solid
Waste Management, and the estimated closure date of this facility is May 1, 2016.
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Diversion rates are defined as the percentage of total solid waste that a jurisdiction diverted from
being disposed in landfills through reduction, reuse, recycling programs, and composting programs.
The CIWMB has adopted a diversion rate of 50 percent. Per the CIWMB, the City has exceeded this
goal and had a 59 percent diversion rate in 2002, which is the most recent data posted.
Solid Waste Rate Comparison
The City has a flat rate for residential solid waste services, and commercial rates are based on the
larger refuse bin size and by number of pickups per week. WM bills for commercial and industrial
pickup, and the City bills for residential pickup. Table 3.J compares the City’s solid waste rates and
those of nearby jurisdictions within western Riverside County.
Table 3.J: Monthly Solid Waste Rates
Corona Riverside Norco Lake Elsinore
$10.92 per apartment,
$18.79 for single family
$10.98 + curb service, $31.64 for
Residential $18.33 $19.03
$4.94 (recycling) backyard service;
additional containers are
extra
From $10.67 to $732.74, From $82.62 to $984.22, From $88.70 up,
Commercial depending upon size of depending upon size of depending upon size of
$73.00–965.00
and Industrial container and number of container and number of container and number of
pickups per week pickups per week pickups per week
3.6 STORMWATER DRAINAGE
The existing drainage system in the City is owned and operated by both the City and Riverside
County Flood Control District. Storm runoff within the City limits is generally intercepted by a
network of the City’s facilities. The local facilities then convey the flows to the major County
facilities, which in turn convey flows to the Prado Flood Control Basin.
The City uses 10-year and 100-year design standards to determine the peak runoff and to construct
adequately sized storm drain facilities. The City’s objective is for all existing and proposed storm
drain systems to meet the minimum 10-year frequency storm event. For arterial streets, the City has
adopted criteria to keep one lane open for the 10-year frequency storm event. For the 100-year storm
event, the maximum street flow depth shall not exceed the street right-of-way. Ponding is not allowed
at major arterial intersections during 10-year flooding events. For collector streets, the depth of flow
for 2- and 10-year storm runoff shall be maintained below the top of the curb. The adopted criterion
for collector streets is also that the 100-year storm runoff will be maintained in the street right-of-
way.
The City has adopted a Drainage Master Plan, which identifies two related issues—periodic street
flooding and occasional large infiltration/inflow “spikes” in the City’s sewer system, which may be
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partially rectified by enhanced maintenance, but are mostly the result of deficient storm drain links or
damaged/deteriorated sewer lines.
Based on the analysis conducted as a part of the City’s Drainage Master Plan dated December 1999, it
was determined that 30 percent of the drainage facilities, including the combination capacities of
streets and existing drainage facilities, were insufficient to convey the runoff for the 10-year or 100-
year storm event events. The deficient areas include:
• Sixth Street and Radio Road
• Sixth Street and Rimpau Avenue
• Magnolia Avenue and Sherborn Street
• Railroad Street and N. Sherman Avenue
• Railroad Street and Buena Vista Avenue
• Joy Street and Harrison Street
• Joy Street and W. Grand Boulevard
• Main Street and Harrison Street
3.7 ROADS AND CIRCULATION
The City is served by an extensive network of roadways. There are two freeways that bisect the City,
the Corona Freeway (I-15) that runs north/south, and the Riverside Freeway (SR-91) that runs
east/west. Because of this, the City is greatly influenced by the regional transportation system and by
the travel demand that is generated by adjacent communities. In addition, the SR-91 and I-15
freeways are also major corridors for goods movements. In 2001, truck volumes on these routes were
approximately 15,000 trucks per day, which is approximately 7 percent of the traffic volume on SR-
91 and more than 11 percent of the overall volume on I-15. The total truck traffic is expected to
continue to experience strong growth by 2020 and may exceed 40,000 trucks per day on I-15 and SR-
91. The City has adopted a truck route system that designates various facilities for “through” truck
movements.
Increasingly, congestion on the SR-91 and I-15 freeways causes significant traffic impacts in the City.
The freeway congestion results in significant amounts of regional traffic utilizing City streets for
relief from poor freeway service levels. The primary arterial streets in the City include Main Street,
Magnolia Avenue, Border Avenue, Lincoln Avenue, Fullerton Avenue, McKinley Street, River Road,
6th Street, Ontario Avenue, Foothill Parkway, and Green River Road.
It is the City’s policy to maintain Level of Service D or better on arterial streets wherever possible.
The City currently has two intersections that operate at LOS E during one or both peak hours and
three intersections that operate at LOS F during one or both peak hours. The remaining locations
operate at LOS D or better. These intersections are all located at or near SR-91 entrance or exit
ramps and are listed below.
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• Paseo Grande & W. 6th Street: LOS E in a.m. peak hour
• Lincoln & Pomona: LOS E in a.m. peak hour
• SR-91 WB ramp & Pomona/Lincoln: LOS F in a.m. peak hour
• Main Street & SR-91 EB ramp: LOS F in p.m. peak hour
• McKinley Street & SR-91 EB ramp: LOS F in both peak hours
Transit
The Riverside Transit Agency (RTA) provides bus service, and the City operates a demand-
responsive dial-a-ride service as well as a fixed-route service. RTA provides several routes that serve
the City of Corona as well as the rest of the western Riverside County area. The routes connect to the
Cities of Riverside, Norco, and Orange, and access the Corona Park-n-Ride Lot and the West Corona
Station on the Metrolink Commuter Rail system. A community-wide fixed-route bus service entered
service in February 2001 and is comprised of two routes, both of which connect to the North Main
Corona Metrolink station. These routes serve park-and-ride lots, City parks, shopping areas, and City
facilities such as the library, senior center, and hospital.
The Dial-A-Ride program, which has been operated by the City since 1977, is an on-demand, shared-
ride transit system. Riders call ahead to schedule their trip. Currently, Dial-A-Ride offers service
Monday through Saturday, with a two-dollar adult fare and half-price fares for the elderly and
disabled; rides are free for those with Metrolink tickets.
Bicycle, Pedestrian, and Hiking Facilities
Bicycle facilities within the City include Class I Bike Paths (completely separated from auto traffic),
Class II Bike Lanes (striped bike lanes on roads), and Class III Bike Routes (designated bike routes
noted by signs alongside roadways but without separate striping). The City currently has 5.3 miles of
existing Class II/III facilities, 6.0 miles of planned Class I facilities, and 19.7 miles of planned Class
II/III facilities for a total of 31.0 miles of bicycle facilities.
The existing bikeways are located along Green River Road from SR-91 easterly to Paseo Grande, and
in the northeastern region of the City, along portions of Parkridge Avenue, Village Loop Drive,
Hidden Valley Parkway, and Parkview Drive. These bikeways provide access between neighborhoods
and major activity centers such as schools, parks, and transit facilities. Additionally, the Riverside
County Integrated Plan proposes bikeways that tie Corona’s bikeways to those of other areas.
The City of Corona has recently completed updating its Bicycle Master Plan (BMP). This document
serves to guide the development and maintenance of a bicycle network and its support facilities in
Corona over the next 20 years.
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3.8 PARKS AND RECREATION
The City of Corona Department of Parks and Community Services provides community parkland and
recreational services throughout the City. The City’s General Plan includes a policy to establish a
standard of 4.0 acres of parkland per one thousand residents. The City currently has 415 acres of
parkland, for a ratio of 3.1 acres per one thousand residents, or approximately 54 acres less than that
required to meet the 3.5 acres/thousand goal. Table 3.K lists the City’s park and recreational facilities
(also shown in Figure 3.3).
Table 3.K: City of Corona Parks and Recreational Facilities
Park Facility Amenities Acreage
Auburndale Park Tennis courts, basketball courts, swimming pools, barbeques, picnic 2
1045 Auburndale St. facilities, restrooms
Border Park Tennis courts, volleyball courts, barbeques, play equipment, picnic 2.5
2400 Border Ave. facilities, restrooms, drinking fountains
Buena Vista Park Under construction: ballfields, barbeques, covered shelter, play 10
2515 Buena Vista St. equipment, picnic facilities, restrooms, drinking fountain
Brentwood Park Indoor recreation facilities, ballfields, volleyball courts, basketball 13
1646 Dawnridge courts, exterior jogging facilities, barbeques, covered shelters, play
equipment, picnic facilities, restrooms, parking spaces, drinking
fountains
Butterfield Park Concession stand, ballfields, soccer fields, exterior jogging facilities, 64
1886 Butterfield barbeques, covered shelter; big toys dynatrac, play equipment, picnic
Stage Dr. facilities, restrooms
Citrus Park Ballfields, barbeques, play equipment, picnic facilities, restrooms, 20
1250 Santana Way drinking fountains
City Park Ballfields, volleyball courts, basketball courts, soccer fields, 17
930 East 6th St. swimming pool, horseshoes, bandshell, skate park, barbeques,
covered shelter, play equipment, picnic facilities, restrooms,
drinking fountains, bicycle racks
Civic Center Gym Ballfields, basketball courts, soccer fields, teen room/gym 6
815 West 6th St. (83' x 66')/fitness room/kitchen facility, restrooms, drinking
fountains, bicycle racks
Clearwater Sports Ballfields, play equipment, restrooms, drinking fountains 5.7
Fields
2205 Railroad St.
Contreras Park Basketball courts, horseshoes, barbeques, picnic facilities, parking 0.3
Buena Vista & spaces, drinking fountains
Railroad
Cresta Verde Park Ballfields, basketball courts, barbeques, covered shelter, play 5.4
640 Collett Avenue equipment, picnic facilities, restrooms, bicycle racks
Eagle Glen Ballfields, tennis courts, soccer fields, barbeques; covered shelter, 13
Community Park play equipment, picnic facilities, restrooms, drinking fountains
4190 Bennett Avenue
Fairview Park Ballfields, basketball courts, barbeques; covered shelter, play 5
1804 Fairview equipment, picnic facilities, restrooms, drinking fountains.
Griffin Park Open space areas 13
2804 Griffin Way
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Park Facility Amenities Acreage
Husted Park Ballfields, tennis courts, volleyball courts, basketball courts, 3.25
1200 Merrill barbeques; covered shelter, play equipment, picnic facilities,
restrooms, drinking fountains
Joy Park Barbeques, picnic facilities, drinking fountains 0.3
Joy & Grand
Kellogg Park Tennis courts, horseshoes, barbeques, play equipment, picnic 3.5
1635 Kellogg facilities, restrooms, bicycle racks
Lincoln Park Exterior jogging facilities, barbeques; covered shelter, play 5
Lincoln & Citron equipment, picnic facilities, restrooms
Mangular Park Tennis courts, wheelchair accessible, play equipment, drinking 4
2200 Mangular Ave. fountains
Merrill Park Barbeques, picnic facilities 0.3
10th Street & West
Grand Blvd.
Mountain Gate Concession stand, ballfields, tennis courts, basketball courts, exterior 21
Community Park jogging facilities, barbeques, covered shelter; wheelchair accessible,
3100 South Main St. play equipment, picnic facilities, bicycle racks
Ontario Park Ballfields, basketball courts, exterior jogging facilities, barbeques; 5
Ontario & Via covered shelter, play equipment, picnic facilities, restrooms,
Pacifica drinking fountains, bicycle racks
Parkview Park Ballfields, barbeques, picnic facilities, drinking fountains 6.3
2094 Parkview Dr.
Promenade Park Ballfields, basketball courts, barbeques; covered shelter, play 20
615 Richey Street equipment, picnic facilities
Ridgeline Park Ballfields, barbeques, covered shelter, picnic facilities, restrooms, 5
2850 Ridgeline drinking fountains
River Road Park Indoor recreation facilities, 30 x 50 pond & stream; barbeques; 5
1100 West River covered shelter, play equipment, picnic facilities, restrooms,
Road drinking fountains, bicycle racks
Rock Vista Park Ballfields, soccer fields, drinking fountains 6
2481 Steven Dr.
Santana Regional Ballfields, tennis courts, soccer fields, drinking fountains 45
Park
598 Santana Way
Senior Center
921 South Belle
Serfas Club Park Ballfields, basketball courts, barbeques; covered shelter, play 5
2575 Green River equipment, picnic facilities, restrooms, drinking fountains
Road
Sheridan Park Ballfields, basketball courts, horseshoes, barbeques; covered shelter,
300 South Sheridan play equipment, picnic facilities, restrooms
Spyglass Park Restrooms, open space
1790 Spyglass
Tehachapi Park Basketball courts, barbeques; covered shelter; wheelchair accessible, 4
Tehachapi & St. play equipment, picnic facilities
Helena
Victoria Park Indoor recreation facilities, barbeques; kitchen facility, play 2.5
312 9th St. equipment, picnic facilities, restrooms, drinking fountains
Village Park Ballfields, barbeques, play equipment, picnic facilities, restrooms, 5
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Park Facility Amenities Acreage
860 Village Loop parking spaces, telephones, drinking fountains
Drive
In addition, the City has several planned park facilities, which are listed below and also shown on
Figure 3.3.
• Jameson Park
• Lemon Heights Park
• Fresno Park
• Rimpau Park
To meet the General Plan Policy of establishing and maintaining 4.0 acres of parkland per 1,000
residents, the General Plan has designated areas in the western portion of the City, south of Green
River Road, and in the southeastern portion of the City, south of Cajalco Road, as open space and
recreational land uses. In addition, the City has a policy that requires all new development involving
subdivisions of five or more dwelling units to set aside land for parkland uses.
The City also owns portions of Wardlow Wash, located directly south of the westernmost area of the
City. The wash area is reserved from development through a landscape maintenance district. The
City’s General Plan Technical Background Report indicates that the wash has future potential as a
hiking/natural area and as an access point to the Cleveland National Forest. Other washes and
channels identified by the Technical Background Report that are potential connections to parks and
recreation facilities and/or opportunities for a hiking/biking network include Oak Street Channel,
Main Street Channel, and Temescal Wash.
In addition, formal agreements for general public use of school facilities have been entered into by the
City and the Corona Norco Unified School District. Under these agreements, two swimming pools are
made available to the public. In addition, these agreements allow for the school to use open space
areas at the parks in exchange for the public’s use of school amenities such as basketball courts and
ballfields.
The City also provides many different recreational activities for residents of all ages. These activities
are listed below.
Recreational Activities • Ronald Reagan Presidential Library
Trips & Tours • U.S.S. Midway Museum and Seaport
• Solvang “Danish Days” Village
• “Day at the Horse Races & Seabiscuit • “The Wonderful World of Christmas”
Tour”
• Newport Harbor Christmas Boat Parade
• Julian Apple Harvest & Dudley’s
• Rose Parade 2005
Bakery
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Youth Sports • Dance Time
• Coed Nerf Flag Football
• Dance Exploration
• Coed Youth Flag Football
Youth Classes
• Youth Basketball—Boys Division
• Reading Comprehension
• Youth Basketball—Girls Division
• Mind Your Manners
• Pee Wee Soccer
• Handprint Calendar
Youth & Teen Programs • Cheerleading “Fantasia”
• Kids Nite Out
• Baton Twirling “Fantasia”
• Corona Kids Camp
• Babysitter Workshop
• After School Kids Club
• Phonics-Fun
• Teen Zone
• Moms Lil’ Helper
Adult Sports • Math-Mania
• Adult Softball
• Algebra
• Adult Basketball
• Writing & Composition
Pre-School Classes • CAT 6 & SAT Prep
• Baby School
• Beginning Piano/Theory
• Baby Musical Munchkins
• All about Dance
• Tot/Super Tot Gymnastics
• Ballet Folklorico
• Playdays
• Drama 4 Kidz
• Parent/Child Playgroup
• Beginning Hula
• ABCs and 123s
• Not for Models Only
• Musical Munchkins
• “Lights..Camera..Action” Commercials
• Pee Wee Karate
• Theatre for Children
• Stretch-N-Grow
• Intro to Gymnastics
• Musical Munchkins Holiday Concert
• Karate
• Parent/Tot Gymnastics
• Youth Karate
• All About Dance
• Girls’ Academy
• Parent/Tot Kinderclass
• Intro to Ice Skating
• Tiny Tots/Big Tots
• Intro to Fitness
• Santa’s Little Helpers
• Rising Stars Basketball Camp
• Little Dragon Karate
• Bowling Basics
• Kinder Korner
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Adult Classes
Senior Citizen Programs
• Dog Obedience
• Recreation Respite Program
• Grad-Novice Dog Obedience
• Programs for the Disabled
• Canine Games Agility Course
• Rehabilitation Equipment loan
• Let’s Make Tamales
• Bingo
• Quilt as you Sew
• Hispanic Social Club
• Frame it Yourself
• Billiards
• Beginning East Coast Swing Dance
• Party Bridge
• Hula—Beginners
• Intro to Computers
• Country Line Dancing
• Table Games
• Beginning Salsa
• Friday Movie Matinee
• Intro to Belly Dance
• AARP Mature Driving Class
• Contact Combat
• HICAP Counseling
• Tactics for Self Defense
• Health and Educational Lectures
• Karate for Teens & Adults
• Housing Information
• Beginning Aikido
• Paralegal assistance
• Stick Weapons for the 21st Century
• Senior Nutrition Program
• Tai Chi Exercise
• Outreach
• Intermediate/Advanced Aikido
• Health Services
• Beginning Golf
• Arts & Crafts
• Hatha Yoga
• Dance
• Body Ball Strength Training
• Sports & Fitness
• Kickboxing
• Food Distribution
• Karate for all ages
• Public Safety Firearms Course
3.9 ELECTRICITY
On April 4, 2001, the City Council passed Resolution No. 2001-25, which established a municipally
owned electric utility. In August 2001, this electric utility, which is part of the Corona Department of
Power and Water, entered into an agreement with Southern California Edison (SCE) to provide retail
services as an Electric Services Provider (ESP). The electric utility buys and sells power on behalf of
all of the City’s municipal electric accounts and more than fifty businesses within the City. The City
provides electrical services to a portion of the City. Currently, this includes approximately 1,500
electric accounts. All other areas of the City are served by SCE. SCE reads the meters and transmits
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the results electronically to the City. The City is responsible for customer service for all electric
service accounts.
The City currently utilizes one existing City-owned power plant and will use a second City power
plant, which is currently under construction. The existing facility, known as Corona Generating
Station No. 1, or CorGen, currently produces Green Power electricity for sale to SCE. Green power
is electricity that is partially or entirely generated from renewable energy sources, such as solar, wind,
geothermal, biomass, biogas, and low-impact hydro. The future facility, the Clearwater Cogeneration
Project, will produce electric energy to offset the quantity of energy purchased through the wholesale
energy program as well as supplying heat to one of the City’s wastewater treatment plants.
Table 3.L: City of Corona Electricity Rates
Energy Charge $/kWh/Meter/Month
Lower Demand Rate*
Summer 0.14551
Winter 0.11559
Customer charge: $/meter/day 0.48
Three phase service: $/day 0.06745
Excess transformer capacity: $/kVA/day 0.02850
Higher Demand Rate
Non TOU for the first 300 kWh per kW of 0.08755
maximum demand
All excess kWh 0.09654
TOU pricing option
Summer season—on-peak 0.12225
Summer season—mid-peak 0.08906
Summer season—off-peak 0.07967
Winter season—mid-peak 0.09387
Winter season—off-peak 0.07967
Customer charge: $/meter/month 70.33
Demand charge: $/kW of billing demand/meter/month
Facilities related 5.90
Time-related—summer 8.47
Time-related—winter 0.00
Excess transformer capacity: $/kVA/month 0.95
greater than 50kV
50 kV or less 0.17
*A customer whose monthly maximum demand is expected to exceed 20 kW or has exceeded 20 kW
in any three (3) months during the preceding 12 months is charged the higher demand rate.
3.10 LIBRARY
The City’s public library is located at 650 South Main Street. The facility consists of 62,300 square
feet and has 118,000 registered borrowers. The library has a collection of over 155,000 items. The
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library has a variety of meeting rooms. The largest can hold as many as 200 people. Other smaller
meeting rooms hold 30 to 40 people. The rooms have audiovisual and computer amenities available
and provide a central meeting space for local community groups and organizations.
The library currently has 20 full-time staff and 58 full-time-equivalent part-time staff. The library
offers a number of services to assist its users. Computer services include an on-line library catalogue
and Internet access. Classes offered through the Computer Learning Center provide basic computer
training. Programs available to library users for a small fee include Word, Excel, PowerPoint, and
Turbo Tax. The library also offers a Career Center to assist in selecting a college or determining a
career and a Homework Center that offers homework help to children in grades K–12. In addition,
the library has been offering passport services to the public since June 1999. The Corona Library also
has an Outreach Office to provide services to those that may not be aware of all that the Library has
to offer. Outreach services include:
• A bilingual Spanish/English speaking staff
• Information and referrals to government agencies
• Help in filling out applications for energy assistance, food, and shelter
• Assistance with translating documents and offering immigration information
• Income-tax preparation help for low-income residents
• Coordination of annual “Navidad en el Barrio” holiday food basket program
• Organization of annual holiday program for Head Start children with other City Departments and
local agencies
According to the City’s General Plan Technical Background Report, the demand for usage of certain
library materials has decreased in the last few years. Interlibrary loan requests and periodical usage
are down. Decreased usage may be attributed to increased Internet usage, as well as the availability of
CD-ROM databases with full-text magazine articles.
3.11 CITY OF CORONA AIRPORT
The City operates an airport, which is located on 100 acres of U.S. Army Corps of Engineers land
(leased to the City) that is located at the corner of Smith Street and Butterfield Road, just north of the
Butterfield Park. One runway that is approximately 3,200 feet long is available for use. The airport
is a recreational facility, with no commercial flights, and is home to 350–400 general aviation aircraft.
The airport has over 60,000 annual operations and has 15 businesses that generate approximately 75
jobs. All the commercial facilities are aviation-oriented except one, Bob’s Cafe.
The airport is managed and maintained by the Parks and Community Services Department. The
airport is self-funding and operates at no cost to taxpayers. All revenues to operate and maintain the
airport are generated through rental fees and State grants. Currently, there are no plans to extend the
runways or expand facilities and services.
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3.0 THE CITY OF CORONA
3.12 DETERMINATIONS FOR THE CITY OF CORONA
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, following are the written determinations for the City.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The City annually updates its five-year Capital Improvement Program, which is used to identify
and coordinate the maintenance and improvement of the City’s infrastructure.
2. The Corona Police and Fire Departments conduct ongoing assessments to determine future
staffing, and equipment needs.
3. The City’s General Plan contains policies to ensure adequate fire and police service
infrastructure. These policies include: periodically evaluating population growth, development
characteristics, level of service, and incidence of crime in the City.
4. Past growth within the City has resulted in congestion on both surface streets and the freeways,
and response times for calls for fire, police, and emergency medical services may continue to
increase as a result of congested roadways. As such, the Police and Fire Departments’ ability to
support the needs of future growth is dependent upon the ability to secure sites for construction
and equipment for new police and fire stations in a timely manner, as either new development or
any annexations occur.
5. Based on the analysis conducted as a part of the City’s Drainage Master Plan, 30 percent of the
drainage facilities, including the combination capacities of streets and existing drainage facilities,
were insufficient to convey the runoff for the 10-year or 100-year storm event events.
6. The City currently has two intersections that operate at LOS E during one or both peak hours, and
three intersections that operate at LOS F during one or both peak hours. The City’s General Plan
EIR states that LOS D is the minimum threshold goal for the City’s arterials and collectors.
Therefore, these intersections that operate at LOS E or F are considered to be deficient.
7. The City of Corona has recently completed updating its Bicycle Master Plan. This document
serves to guide the development and maintenance of a bicycle network and its support facilities in
Corona over the next 20 years.
8. The City currently has 415 acres of parkland, for a ratio of 3.1 acres per one thousand residents.
The City has planned to increase parkland through designating open space and recreational land
uses and by requiring development of five or more dwelling units to set aside parkland.
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Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. The City is approaching build out within the current City limits. Therefore, future growth will
occur on vacant lands within the City or would occur as re-use of underutilized parcels, unless the
City pursues annexations. In the case that annexation is pursued, the City has adequate sphere
area to annex large areas to meet demands for growth, as needed.
2. The City has adopted General Plan Policies to ensure that if future annexations occur, the
expansion of the City will not affect public services.
3. The most recent growth projections adopted by SCAG indicate that population and housing
growth in the City of Corona between 2010 and 2030 is expected to be far less than what
occurred in the 1990s. The City’s growth projections, which are based upon build out of the City,
are even lower and expect an annual growth rate of 0.53 percent through 2025. Because of the
difference, it may be beneficial to develop a regional or area-wide system for consistent growth
projections that accounts for agency level growth issues.
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The FY 2004-2005 budget provides funding for nine positions less than are authorized. This is a
result of the city having to “chill” and/or underfill vacant positions, due to budget constraints.
This could affect the ability to provide resident services, however, the City has stated that these
positions are evaluated to ensure that reduction of service is limited.
2. The funding for infrastructure needed to serve new developments is derived by Community
Facilities Districts, Assessment Districts, and various impact fees, that are paid by developers.
The City requires development projects to contribute fees based on the project’s proportional
impact. This allows service provision to keep pace with demands.
3. The airport is self-funding. All revenues to operate and maintain the airport are generated
through rental fees and state grants. Therefore, airport operation is not a financing constraint.
4. The City prepares a comprehensive annual budget, which includes an annually updated Capitol
Improvement Program. These documents are used to identify and coordinate the financing and
timing of public improvements.
5. The City has adopted an investment policy in order to optimize and secure the City’s funds.
6. The City Council has established and funded a 15 percent reserve policy in order to provide for
any unexpected financial needs of the City.
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Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The City of Corona has adopted purchasing policies to guide the procurement of goods and
services. The goal of this policy is to reduce costs by centralizing the purchasing function and
purchasing in large quantities.
2. The City utilizes a Cost Avoidance/Savings sheet in an attempt to keep costs down.
3. The City uses its annual budget preparation process to provide for efficient use of the City’s
financial resources.
4. The City has in place investment policies that ensure investments will be subject to prudent
investor standards. Additionally, the City Council submits regular reports to the City Council to
track investment activity.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. The City sets rates and fees through public processes to ensure that fees and charges are adequate
to cover expenditures and meet the legal requirements for a clear nexus between the fee and uses.
2. The City’s solid waste rates are comparable to rates of other jurisdictions within western
Riverside County.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The Corona Fire Department has formal mutual aid agreements many fire service agencies within
the western Riverside County area.
2. Formal agreements for the sharing of park and recreational facilities have been entered into by the
City of Corona and the Corona Norco Unified School District.
3. The City’s Police and Fire Department’s have worked together to develop the Temescal Public
Safety Facility. The cooperative development of this facility has allowed both departments and
the City to combine resources to meet the public safety service needs of the community. The City
should continue to pursue opportunities for development of additional inter-city joint facilities.
4. The City should explore potential efficiencies that could be achieved through shared personnel,
facilities and other cooperative arrangements. Ideas that could be explored include shared
corporation yards, specialized equipment, and office space.
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Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon past and current service provision, it is reasonable to conclude that pubic services can
continue to be provided by the City of Corona under the existing government structure.
2. The existing government structure is capable of offering appropriate levels of service to current
and future populations, and capable of extending its services.
3. The acreage of the City’s current SOI is slightly smaller than the acreage of the City itself.
Therefore, the City could double in size and has the SOI area to annex large development areas to
meet demands for growth, as needed. However, some of the City’s SOI area may have
constraints to development, or hinder the City’s ability to provide services to specific areas. It
may be the appropriate time for LAFCO staff and the LAFCO Commission to consider reviewing
the City’s ability to provide future services to these areas.
4. Because of implementation issues regarding the City/County MOU, the City is considering a
sphere reduction, to guide the standards of development that will be within the ultimate build out
of the City.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The City’s annual budget is used by the City Council to assure the efficient and effective uses of
resources, as well as establishing a priority of objectives.
2. The City was awarded the eleventh consecutive Certificate of Achievement for Excellence in
Financial Reporting to the City of Corona for its Comprehensive Annual Financial Report for the
fiscal year ending June 30, 2002. This is indicative of efficient financial management of the City.
3. The City of Corona has one of the lowest crime rates among cities within the region that have
populations of 100,000 people or more. This is indicative of efficient and effective management
of police services.
4. The City’s budget and accounting practices are audited annually by a Certified Public
Accountant.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
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1. The City of Corona has several methods of reaching out to the public and providing opportunities
for the residents of the City to partake in the implementation of local policies.
2. The City’s website provides information about the City’s current issues, which includes City
Council agendas and information about the City’s Advisory Boards and Commissions.
3. Public comments are accepted at all City Council meetings and prior to any proposed fee changes
and charges.
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4.0 THE CITY OF LAKE ELSINORE
4.0 THE CITY OF LAKE ELSINORE
The following municipal services are discussed within this MSR:
• Law Enforcement and Fire Protection (via contract with Riverside County)
• Roads and Circulation
• Parks and Recreation
• Solid Waste
• Stormwater Drainage
4.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The City of Lake Elsinore (City) was incorporated in 1888 under a Council/Manager form of
government. The City is located approximately 22 miles southeast of Corona, 73 miles east of Los
Angeles, and 74 miles north of San Diego. It is bounded by the Cleveland National Forest on the
south, the Gaciuan Hills on the north, the Temescal Valley on the west, and the Sedco Hills on the
east. The City encompasses 24,823 acres and its SOI encompasses 25,063 acres, as shown on Figure
4.1. Currently, the City employs 117 full-time workers and contractors, including police (38) and fire
(20) personnel. The City also employs 13 part-time workers. The City’s organizational chart is
shown in Figure 4.2.
The City Council consists of five elected representatives who serve four-year staggered terms. The
City Council establishes policy and acts upon all legislative matters concerning the City by approving
and adopting ordinances, resolutions, contracts, and the annual budget. The Mayor is appointed by the
City Council to serve a one-year term.
An electoral reform committee was created by the City Council in spring 2004 to analyze the City’s
governing body, define rules and procedures, and determine whether the City Treasurer position
should continue to be an elected position. The committee members were appointed by the City
Council. The committee’s recommendations that were approved by the City Council include:
• Moving City Council elections to even-numbered years in 2006 to increase voter participation.
• Council terms will be staggered, so no more than three seats are elected in the same election.
• On the 2006 ballot, voters will be allowed to decide whether or not the City Treasurer position
should be elective.
• Displaying candidate Conflict of Interest and Financial Disclosure Forms on the City’s Web site.
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Figure 4.1: City of Lake Elsinore Boundaries and Facilities
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Figure 4.2: City of Lake Elsinore Organizational Chart
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• Defining rules for appointing commissions and committees.
• Defining procedures for vacant positions.
The City Council meets every second and fourth Tuesday of the month in the Cultural Center, located
at 183 N. Main Street. A public agenda review session is held at 4:00 p.m. prior to each regular City
Council meeting, followed by a Closed Session meeting at 5:00 p.m. At 7:00 p.m., the City Council
adjourns the closed session and reconvenes the public portion of its regular meeting. The City
Council meetings are also televised, and agendas and minutes are available on the City’s Web site. In
addition, the City publishes a newsletter for residents that discusses City events, activities, and City
operation.
The City adopts an annual budget. The City’s budget process begins when City Departments submit
budget requests to the City Manager, which are then analyzed in depth along with revenue
projections. The proposed preliminary budget is then developed and presented to the City Council.
After review and direction by the City Council, revisions are made and the Final Budget is proposed
for adoption after a public hearing. The City received a Certificate of Award for Outstanding
Financial Reporting from the California Society of Municipal Finance Officers for the City’s
Financial Report for FY 2001–2002.
Per the Riverside County 2001–2002 Grand Jury Report, the City has a history of financial
difficulties, which included previous financing of the Lake Elsinore Diamond Stadium. The City is
currently spending more than $700,000 a year in maintenance costs and owes more than $38 million
in bond debt resulting from stadium construction. In order to defer costs and reduce debt, the City is
currently requesting proposals to buy, lease, or operate the stadium.
The City has been operating for the past several years in deficit. However, in June 2004, the City
Council reported that it passed a balanced budget, with revenues projected to exceed expenditures. In
January 2005, the City reported that its mid-year budget was progressing well. However, the City
also stated that it does not have the ability to finance $1.9 million in lane widening on the Highway
74 and I-15 interchange, which was required in order to open a Costco store that is under
development. The City has stated that it will try to obtain financing through Caltrans and developer
impact fees. The City is also having difficulty in financing $1.3 million in repairs to the boat launch at
the Lake Elsinore Recreation Area and Campground.
In addition, the City is conducting internal financial audits. These include analysis of staff
expenditures and expansion of a health benefit program. The City Council voted in late 2004 to
implement an independent audit analyzing one year of receipts of the health benefit, the use of City
credit cards, and petty cash reimbursements. The City Council has stated that a lack of coordination
between the subcommittee and staff has led to confusion and caused the completion of this audit to be
delayed.
The City is currently experiencing high growth, which affects finances and the provision of services.
Fiscal Year 2002–2003 set record highs for the number of permits issued and permit valuations. The
City is expecting growth to continue; hence, increasing services to keep pace with growth is the main
thrust of the City’s budget for this fiscal year. The City’s FY 2004-2005 budget projects revenue to
grow by 28 percent in 2004–2005 and 7 percent in 2005–2006; expenditures are expected to grow by
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18 percent in 2004–2005 and 8 percent in 2005–2006. As mentioned previously, the City has
substantial long-term debt, but has managed to maintain its AAA credit rating.
In addition to the budget, the City adopts a five-year CIP (2004–2009), which is a five-year planning
instrument used by the City to identify capital improvement needs and to coordinate financing and
timing of those needs. The CIP is updated annually during the budget preparation process. Projects
within this year’s CIP include: lake and aquatic resource projects; curb, gutter, and sidewalk repair;
street projects; traffic signal installation; City facility improvements; and park and recreation
improvements. In the CIP, each of these projects are described in brief detail, including a description
of the project, the location of the project, a breakdown of the estimated project cost, and the revenue
sources proposed to be used to fund the project.
The City has adopted an investment policy that authorizes the City’s investment of idle funds. Per the
policy, investments are based on safety, liquidity, and yield. The standard to be used by the City shall
be that of a “prudent person.” Daily management of the City’s investments is the responsibility of the
Director of Administrative Services, who provides monthly reports to the City Manager, City
Council, and City Treasurer. Likewise, the City has adopted a purchasing policy, which names the
Director of Administrative Services as the City’s Purchasing Officer. The policy details bidding
procedures and awarding of contracts. The City is also a member of the California Joint Powers
Insurance Authority, which allows the City to obtain lower insurance rates than it would be able to
obtain without the Authority.
Shared facilities, programs, or cooperative agreements have not been identified, with exception of the
Lake Elsinore and San Jacinto Watersheds Authority, which is a joint powers authority entrusted with
$15 million in State and local funds to improve water quality and wildlife habitats. Members of the
Authority include: Elsinore Valley Municipal Water District, the City of Lake Elsinore, County of
Riverside, and the City of Canyon Lake and Santa Ana Watershed Project Authority. Implementation
of additional cooperative agreements with other agencies in the Lake Elsinore area may allow
additional services to residents or may provide for cost savings for the City. Ideas that could be
explored include: shared personnel, facilities, studies, and equipment among different agencies.
4.2 POPULATION AND GROWTH
Total Population
The California Department of Finance estimates the City’s 2004 population at 35,358. In the ten
years between 1990 and 2000, the City’s population increased 57.95 percent, from 18,316 to 28,930.
During the same ten-year period, the housing stock increased 35.94 percent, from 6,993 to 9,506
units. Tables 4.A through 4.C show past population and housing growth in Lake Elsinore, western
Riverside cities, and the County as a whole. As can be seen, growth within the City between 1990
and 2000 was much higher than the average growth among western Riverside County cities or the
County as a whole.
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Table 4.A: City of Lake Elsinore Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 18,316 — 6,993 —
2000 28,930 5.80 9,506 3.59
2004 35,358 5.55 11,424 5.04
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Table 4.B: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 4.C: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Housing Inventory
As shown in Table 4.D, the California Department of Finance estimated that there were 11,424
dwelling units in the City in 2004. Of these dwelling units, 71 percent are detached single-family
homes, less than 10 percent are located in structures of 5 or more units, and just under 7 percent are
mobile homes. As can be seen, the City has a higher percentage of single-family units and a lower
percentage of 5 or more unit structures and mobile homes than the County.
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Table 4.D: Composition of the Housing Stock (2004)
City of Lake Elsinore Riverside County
Housing Type Number of Units Percentage Number of Units Percentage
Single-family, detached 8,109 71.0 423,351 64.2
Single-family, attached 707 6.2 42,511 6.4
2- to 4-unit structure 735 6.4 30,890 4.7
5 or more unit structure 1,099 9.6 79,859 12.1
Mobile home 774 6.8 83,184 12.6
TOTAL 11,424 100.0 659,795 100.0
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Average Household Size
The 2000 Census reports that there were 8,872 households in the City, with an average household size
of 3.29. Of these households, it is estimated that 7,021 (79.1 percent) were family households, while
1,394 households (15.7 percent) were individuals living alone. The balance of the City’s households
was comprised of non-family households with more than one occupant.
The City’s existing population per household as identified in the 2000 Census (3.29) is high,
compared to:
• Riverside County (2.99)
• Canyon Lake (2.73)
• Norco (3.11)
• Corona (3.28)
• Riverside (3.01)
Growth Projections
The most recent growth projections adopted by SCAG indicate that the City’s population growth
between 2010 and 2030 is expected to be 1,440 persons annually, or 3.35 percent. . The growth
projections adopted by SCAG are shown in Tables 4.E through 4.G. As shown, the City’s projected
growth is expected to be higher than growth within both WRCOG and the County as a whole.
Table 4.E: City of Lake Elsinore Growth Projections (2010–2030)
Year Population Households Employment
2010 42,940 12,703 11,231
2020 57,842 17,386 13,487
2030 71,737 22,008 15,835
Annual Growth Rate 3.35% 3.66% 2.05%
Source: SCAG RTP, April 2004
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Table 4.F: WRCOG Area Growth Projections (2010–2030)
Year Population Households Employment
2010 1,614,605 521,606 541,587
2020 2,037,129 691,621 727,005
2030 2,413,467 860,168 918,640
Annual Growth Rate 2.47% 3.25% 3.48%
Source: SCAG RTP, April 2004
Table 4.G: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.54% 3.22% 3.17%
Source: SCAG RTP, April 2004
The growth projections that have been adopted by SCAG may be low considering that in August
2004 the City had more than 1,500 homes under construction, and 4,733 are in the approval process.
Because of this difference, it may be beneficial to develop a regional or areawide system for
consistent growth projections that accounts for land use changes or growth issues at the jurisdictional
level.
The City’s current SOI (25,063 acres) is slightly larger than the City itself (24,823 acres). Therefore,
the City has the ability to annex large development areas to meet demands for growth. However,
some of the topography in the area may hinder development, or hinder the City’s ability to provide
services to specific areas. Because a key issue in determining SOI boundaries is the ability of a city
to provide urban services, the City should evaluate its ability to provide future services to all of the
SOI areas. This could be done as a part of the City’s engineering and land use studies for the
currently ongoing General Plan update. Furthermore, it may be the appropriate time for LAFCO staff
and the LAFCO Commission to consider reviewing the City’s ability to provide future services to
these areas, so that the SOI update would encompass only areas that could someday be served by the
City.
4.3 LAW ENFORCEMENT
Law enforcement services within the City are provided under contract to the Riverside County
Sheriff's Department. Services are provided from the Lake Elsinore Station, which is located at 333
Limited Avenue in the City.
Currently, the City’s contract provides for 100 hours of daily patrol time. The City would prefer a
police staffing of 1.5 officers per 1,000 population. However, the current staffing equates to 1.0
officer per 1,000 population. This ratio only includes patrol time. The City also receives additional
services such as detectives, forensics, and administration. The number of deputies on patrol varies
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during the day, with higher numbers of deputies patrolling during the afternoon and evening hours,
when more calls for service are received. In addition to the patrol time, the City also contracts for the
following additional Sheriff personnel:
• 1 lake sergeant
• 2 motorcycle officers
• 6 community service officers (non-sworn)
• 1 school resource officer
• 2 SET officers
• 1 narcotics task force officer (through a multiagency agreement)
• 1 crime prevention officer
• 1 problem-oriented policing officer
In addition, the Sheriff’s Department also provides lake patrol services to the City eight months of the
year, from April to November. To provide sufficient services, the Department utilizes boats and
personal watercrafts for lake patrol.
In 2003, the Department responded to 25,964 calls within the City. Response times are divided by
priority. Examples of each Priority call are as follows: priority 1 calls are life-threatening service
calls; priority 2 calls can be car accidents with unknown injuries; priority 3 calls can be burglary
reports; and priority 4 calls can be delayed reporting of assault or injuries. The average response
times within the City in 2003 are as follows:
• Priority 1 calls: 6 minutes
• Priority 2 calls: 11 minutes
• Priority 3 calls: 13.76 minutes
• Priority 4 calls: 13.95 minutes
The City’s crime rate has plunged dramatically in recent years. From 1993–2003, the FBI reports that
the City’s crime rate fell by 69.0 percent. In this period, the number of reported crimes decreased by
51.7 percent even though the City’s population grew by 12,337. In 2003, the City’s crime rate was
about average when compared to surrounding large cities. Its violent crime rate was lower than San
Bernardino and Pomona, but higher than Riverside. Its property crime rate was lower than San
Bernardino, Riverside, Ontario, Moreno Valley, and Pomona.
The Riverside County Sheriff’s Department has mutual aid agreements with all of the local law
enforcement agencies within the entire County. In addition, the Department coordinates with the
State Office of Emergency Services to provide and receive Statewide mutual aid when necessary.
Capital needs are evaluated on an ongoing basis. Indicators of service levels and the need for new
personnel and facilities are provided by analysis of the number of service calls, response times, and
population growth. In addition, the Department reviews proposed development projects and provides
the approving agency information regarding impacts of the new development upon law enforcement
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services. The Department uses the number of dwelling units and a generation factor of 3–4 persons
per household to project population increases. The pattern of growth also impacts services. In
response to changing growth patterns, the Department changes “Beats” as necessary in order to meet
the service demands in different areas. In addition, operations of the Department are routinely
evaluated by the Station’s Command Staff and the Department’s Command Staff.
4.4 FIRE PROTECTION
The City of Lake Elsinore contracts for fire services from the Riverside County Fire Department. All
of the Riverside County fire stations, including those listed in Table 4.H, are part of the Integrated
Fire Protection System, under contract with the State, and may have a mix of State, County, Contract
City, or volunteer staffed equipment. All calls for service are dispatched by the same County Fire
9-1-1 Center. In addition to emergency and fire services, the City receives services such as
administration, personnel, finance, dispatch, fire prevention, hazardous materials, training, emergency
services, and arson investigation from the Department.
The fire personnel and equipment that currently serve the City consist of two engines and one rescue
squad staffed with three firefighters for 24 hours per day, 7 days per week, as listed in Table 4.H.
This includes the paramedic firefighters, which the City added to its fire crews in 2003. These
specially trained firefighters are equipped to respond to medical emergencies and ride on all calls.
Each fire engine carries nearly $35,000 worth of state-of-the-art emergency medic equipment.
Table 4.H: Fire Stations and Equipment Serving the City of Lake Elsinore
Station Equipment Personnel
Station 10 2 triple combination 2 fire captains, 1 fire captain
410 W. Graham Avenue engines paramedic, 9 fire apparatus
1 rescue squad engineers, 12 firefighter II,
Station 85 1 triple combination engine 12 firefighter II paramedics,
29405 Grand Avenue and 30 active volunteers
Station 95 (to be completed in late 2005) Not yet determined N/A
Railroad Canyon Road, east of the I-15
The fire stations listed in Table 4.H responded to over 3,167 calls in 2003. Station 10 responded to
1,812 calls and Station 85 responded to 1,355 calls. However, not all of these calls were regarding
incidents within the City. In addition, Riverside County Fire Department stations 11, 61, 9, and 60
assisted in responding to incidents within the City.
In addition, grading and construction have begun on the third fire station within the City, Station 94
(Canyon Hills). This station will be located on Railroad Canyon Road east of the I-15. This new
station will increase response times to the neighborhoods east of the freeway.
The County Fire Department’s service standard is 1.0 full-time fire personnel per 1,000 population,
with a response time of five minutes for urban areas and six minutes for rural areas. Approximately
75 percent of the City meets the criteria for an urban response from the fire department, and the
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remainder of the City is considered rural or outlying. The current service provision to the City meets
this response criteria. To ensure an adequate level of service provision, the City has required new
development to provide funding for new fire stations to maintain adequate response times.
4.5 SOLID WASTE
The City of Lake Elsinore has a franchise agreement with CR&R Disposal, Inc., to provide solid
waste services within the City. The solid waste that is collected within the City is hauled to the Arvin
Sanitary Landfill, Badlands Disposal Site, Colton Refuse Disposal Site, El Sobrante Sanitary Landfill,
Frank R. Bowerman Sanitary Landfill, and Lamb Canyon Disposal Site, which are operated by
various waste management departments. These facilities are Class III landfills that accept
construction/demolition waste, dead animals, and mixed municipal refuse.
The Arvin Sanitary Landfill is located at 5500 North Wheeler Ridge Road, approximately one and
one-half miles south of State Route 223 (Bear Mountain Road). It is approximately 151 miles north of
the City and encompasses 170 acres. The facility is permitted to accept 800 tons per day. The operator
is the Kern County Waste Management Department, and the estimated closure date of this facility is
December 31, 2008.
The Badlands Disposal Site is located at 31125 Ironwood Avenue in the City of Moreno Valley just
north of the State Highway 60 and State Highway 79 junction. It is approximately 33 miles northeast
of the City and encompasses 1,093 acres. The facility is permitted to accept 4,000 tons per day. The
operator is the County of Riverside Waste Management Department, and the estimated closure date of
this facility is January 1, 2018.
The El Sobrante Sanitary Landfill is located at 10910 Dawson Canyon Road in the City of Corona,
east of Interstate 15. It is approximately 12 miles north of the City and encompasses 1,322 acres. The
facility is permitted to accept 10,000 tons per day. The operator is the USA Waste Services of
California, Inc., and the estimated closure date of this facility is January 1, 2030.
The Frank R. Bowerman Sanitary Landfill is located at 11002 Bee Canyon Access Road in the City
of Irvine just north of Portola Parkway and State Highway 241. It is approximately 46 miles west of
Lake Elsinore and encompasses 725 acres. The facility is permitted to accept 8,500 tons per day. The
operator is the County of Orange Integrated Waste Management Department, and the estimated
closure date of this facility is December 31, 2022.
The Lamb Canyon Sanitary Landfill is located at 16411 State Highway 79 in the City of Beaumont,
west of State Highway 79. It is approximately 32 miles northeast of the City and encompasses 353
acres. The facility is permitted to accept 3,000 tons per day. The operator is the County of Riverside
Waste Management Department, and the estimated closure date of this facility is January 1, 2023.
In 2000, the City disposed of 28,670 tons of solid waste. The CIWMB shows that the solid waste
disposal generation factor for the City is 1 pound per resident per day and 23.0 pounds per employee
per day.
Diversion rates are defined as the percentage of total solid waste that a jurisdiction diverted from
being disposed in landfills through reduction, reuse, recycling programs, and composting programs.
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In February 2002, the CIWMB adopted a diversion rate of 50 percent. Per the CIWMB, the City has
fallen short of this goal and had a 48 percent diversion rate in 2000, a 41 percent in 2001, and an 11
percent diversion rate in 2002, which is the most recent data posted. However, the 2001 and 2002
diversion rates are based upon preliminary data from the Biennial Review. Still, the City has not
reached the CIWMB diversion rate goal since 1996 (55 percent Diversion Rate).
4.5.1 Solid Waste Rate Comparison
The City of Lake Elsinore has a franchise agreement with CR&R Disposal, Inc. When the City and
CR&R originally negotiated for provision of solid waste services, the rates for services were part of
the negotiation and were predetermined and set within the franchise agreement. The rate increases
are based upon cost-of-living increases and landfill fees. Rates are revised annually on July 1, which
is after landfill fees are revised. Residential customers pay a flat rate for services, and commercial
rates are based on the size of the refuse bin and the number of pickups per week. Table 4.I compares
Lake Elsinore’s solid waste rates and those of nearby jurisdictions within western Riverside County.
Table 4.I: Monthly Solid Waste Rates
Lake Elsinore Riverside Corona Norco
$10.92 per apartment,
$18.79 for single family
$10.98 +
Residential $19.03 curb service, $31.64 for $18.33
$4.94 (recycling)
backyard service; additional
containers are extra
From $88.70 up, From $10.67 to $732.74, From $82.62 to $984.22,
Commercial depending upon size of depending upon size of depending upon size of
$73.00–965.00
and Industrial container and number of container and number of container and number of
pickups per week pickups per week pickups per week
4.6 STORMWATER DRAINAGE
The City and its SOI areas are affected by three drainage basins: San Jacinto Basin, Lake Elsinore
Basin, and Temescal Basin. Regional flood control facilities within the City are owned and
maintained by the Riverside County Flood Control District. The District’s facilities are the backbone
of the drainage system. The District has prepared several Master Drainage Plans for the Lake
Elsinore area. These facilities include debris dams, storm channels, and storm drains. The City owns
smaller flood control facilities within the City that were generally constructed as part of development
projects. The City is responsible for the inspection and maintenance of the storm drain system. This
includes repairing grates, clearing blocked drainpipes, and cleaning debris from the storm drain
structures. The City’s objective is to limit the number of flooding incidents by keeping the drains
clear with regular maintenance and cleaning. The City ensures that the construction of these facilities
is consistent with the plans and regulations of Riverside County Flood Control. In addition, the City
reviews development proposals and associated drainage plans to ensure that proposed drainage
improvements are compatible with existing facilities.
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4.7 ROADS AND CIRCULATION
The roadway network within the City encompasses 137 miles. This is comprised of 95 miles of local
streets, 9.7 miles of collector streets, and 32.3 miles of arterial streets. There is a total of more than
26,300,000 square feet of pavement. In addition, I-15 and State Route 74 are two highways that
traverse the City, carry significant levels of traffic, and provide regional access. Key arterial and
major streets in the City are listed and described below.
• Railroad Canyon Road: extends in an east-west direction along the east side of the City. To the
west the street connects to I-15 and to the east the street connects to the community of Canyon
Lake.
• Palomar Street: located on the eastern side of the lake and extends in a north-south direction.
• Lakeshore Drive: traverses in a north-south direction along the north side of the lake. To the
north the street connects to Riverside Drive, Terra Cotta Road, and Robb Road. To the south the
street connects to Railroad Canyon Road and Mission Trail.
• Grand Avenue: traverses in a north-south direction along the south side of the lake and connects
to Riverside Drive and SR-74 to the north and Corydon and Central Streets to the south.
• Mission Trail: extends north-south along the northern and eastern portion of the lake. It is
crossed by Railroad Canyon Road to the north and Bundy Canyon Road to the south.
• Riverside Drive: travels in an east-west direction along the western portion of the lake. It is
intersected by Lakeshore Drive on the north and Grand Avenue on the south.
The City has also adopted a Pavement Management Program, which provides a current inventory
(with condition and preservation requirements) for the roadways and a forecasting of financing needs.
Per the Pavement Management Program, the overall condition of the City’s roads is “very good.”
The Program has developed a strategy to reduce maintenance in the future. This strategy involves
using slurry seal and pavement resurfacing as preservation components.
Public Transportation
The Riverside Transit Agency (RTA) operates dial-a-ride services for seniors and disabled persons
within the City. This is an advance-reservation service designed to provide curb-to-curb
transportation. This service travels to and from locations in Glen Avon, Jurupa, Lake Elsinore, Mira
Loma, Moreno Valley, Murrieta, Pedley, Rubidoux, Temecula, and Wildomar. The charge for this
service is $1.50 per bus ride for seniors/disabled persons, and the first two children are free. Each
additional child is 50¢.
4.8 PARKS AND RECREATION
The City provides both park and recreational facilities and services to the residents of the City. The
City currently owns and maintains 12 parks in the City. Table 4.J lists the City’s park and
recreational facilities.
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Table 4.J: City of Lake Elsinore Parks and Recreational Facilities
Park Facility Amenities Acreage
Lake Elsinore City Park Restrooms, concession, parking, horseshoe court, shade 4
243 S. Main Street structure, play equipment, drinking fountain, benches,
picnic area, picnic shelters, barbecues and electrical.
Lake Community Center Community center, gymnasium, restrooms, parking, 0.25
310 W Graham volleyball, drinking fountain, and benches
Swick & Matich Park Restrooms, concession, parking, baseball, softball, 7
402 Limited Street football, soccer, sports light, shade structure, drinking
fountain, and benches
Lake Elsinore Cultural Center Performance stage, restrooms, and drinking fountain 0.25
183 N. Main Street
Yarborough Park Restrooms, parking, baseball, softball, shade structure, 3
419 N. Poe Street play equipment, drinking fountain, benches, picnic areas,
and barbeques
Tuscany Hills Park Restrooms, parking, baseball, softball, sports light, play 5
30 Summerhill equipment, drinking fountain and benches.
Summerhill Park Restrooms, parking, football, soccer, play equipment, 5
31613 Canyon Estates Drive drinking fountain, and picnic areas
Lakepoint Park Restrooms, concession, parking, baseball, softball, 12.5
420 E. Lakeshore football, soccer, volleyball, sports light, shade structure,
play equipment, drinking fountain, benches, picnic areas,
and barbecues.
Lake Elsinore Senior Center Restrooms, parking, horseshoe court, shade structure,
420 E. Lakeshore drinking fountain and benches.
Public Fishing Beach Restrooms, and parking 0.25
1400 Block Lakeshore
Public Beach Restrooms, parking, volleyball, shade structure, picnic 5
700 Block Lakeshore areas, and barbecues
Machado Park Restrooms, parking, football, soccer, volleyball, tennis, 5
15150 Joy Street shade structure, play equipment, drinking fountain,
benches, picnic areas, picnic shelters, and barbecues.
Summerlake Park Restrooms, parking, football, soccer, sports light, shade 16
900 W. Broadway structure, play equipment, drinking fountain, benches,
picnic areas, and barbecues.
Oak Tree Park Picnic area, benches 2
243 S. Main Street
McVicker Canyon Park and Restrooms, concession, parking, baseball, softball, sports 26
McVicker Skate Park light, shade structure, play equipment, drinking fountain,
29355 Grand Ave. benches, picnic areas, barbecues, and electrical.
The skate park is a supervised facility for skateboarding
and inline skating. Annual membership fee and/or daily
use fees are charged.
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Park Facility Amenities Acreage
Creekside Park Creekside Park is the City’s newest park facility. Its 7 7
32000 Lost Road acres of amenities include: children’s play equipment,
lighted tennis courts, pedestrian walks, barbecues and
picnic tables, restrooms, and plenty of grass area for
sports and play.
Canyon Estates Linear Park New facility 1
31717 Canyon Estates Drive
The City’s park standard is five acres per 1,000 population. As shown above, the City currently has
104.25 acres of parkland, plus 5 acres of public beaches. Using the Department of Finance 2004
population for the City (35,358), the City has a current parkland per population ratio of 2.95.
Therefore, the City’s current provision of parkland per resident ratio is lower than the adopted
standard.
Recreation Activities
The City provides recreational activities and classes for residents and implements special annual
events within the City. These annual events include: the Children’s Fair, Kid’s Fishing Derby, July
4th Celebration, Music with a View concerts, Safe Candy Night, Community Parade, and Winterfest.
The City’s recreational programs are listed in Table 4.K.
Table 4.K: City of Lake Elsinore’s Recreational Programs
Tae Kwon Do Art Kidsbreak after school program
Japanese style karate Ballet Folklorico Tumbling and gymnastics
Fitness classes Aztec and Ballet Folkorico Basketball
Tennis Tap and jazz dance Quilting
Acoustic guitar Baton and twirl classes Scrapbooking
Acting techniques 101 Young Olympians self defense Belly dancing
Volleyball Massage Softball
Yoga Chi Gong
4.9 ANIMAL CONTROL
Animal Friends of the Valleys, a non-profit organization, provides animal control services to the
Cities of Lake Elsinore, Canyon Lake, Murrieta, and Temecula. The organization is located at 2900
Bastron Street within the City. This organization is dedicated to promoting humane care of animals
through education and a proactive animal services program. The organization works to prevent
animal suffering and ending pet overpopulation.
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4.10 LIBRARY
Library facilities in the project area are provided by the Riverside County Public Library branch,
located at 600 West Graham Avenue in the City. The City does not directly fund or have any
administrative relationship with the County library system. However, all branches of the library
system are supported by volunteer nonprofit “Friends of the Library” organizations. Dues, used book
sales, rental books and videos, and the sale of novelty items are the primary fundraising activities.
Funds raised are used to support library programs and to supplement library resources.
4.11 DETERMINATIONS FOR THE CITY OF LAKE ELSINORE
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, following are the written determinations for the City.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The City annually updates and adopts a Capitol Improvement Program. Projects within this
year’s CIP include: lake and aquatic resource projects; curb, gutter, and sidewalk repair; street
projects; traffic signal installation; City facility improvements; and park and recreation
improvements.
2. The City reviews development proposals and associated drainage plans to ensure that proposed
drainage improvements are compatible with existing facilities.
3. The City has adopted a Pavement Management Program, which provides a current inventory,
with condition and preservation requirement, for the roadways, and a forecasting of financing
needs. Per the Pavement Management Program, the overall condition of the City’s roads is “very
good”.
4. The City’s standard for parkland is 5 acres per 1,000 population. However, the City’s current
parkland per resident ratio is 2.95 persons per acre and is therefore, currently deficient in
parkland.
5. The City would prefer a police staffing of 1.5 officers per 1,000 population on patrol. However,
the current staffing equates to 1.0 officers per 1,000 population on patrol.
6. Capitol needs for Sheriff’s services are evaluated by the Department on an on-going basis.
Indicators of service levels and the need for new personnel and facilities are provided by analysis
of the number of service calls, response times, and population growth.
7. The City has required new development to provide funding for new fire stations to maintain
adequate response times.
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Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. Fiscal year 2002-03 set record highs for the number of permits issued and permit valuations
within the City. Likewise, in August 2004, the City had more than 1,500 homes under
construction and 4,733 are in the approval process. The City is expecting this level of growth to
continue. The City’s current SOI is slightly larger than the City itself. Therefore, the City has
ample SOI area to annex large development areas to meet demands for growth.
2. Increasing services to keep pace with growth is the main thrust of the City’s budget for this fiscal
year.
3. SCAG has projected that the City’s population will grow 3.35 percent annually through 2030.
These projections may be low considering that the City is setting records in the number of permits
being issued within the City. Because of the difference, it may be beneficial to develop a regional
or areawide system for consistent growth projections that accounts for agency level growth
issues.
4. The City should utilize growth projections and local development plans to forecast for future
service needs within the City. This will assist the City in planning for adequate facilities and
services to meet future demand .
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The City has been operating for the past several years in deficit. However, the 2004–2005 budget
projects revenues to exceed expenditures. In addition, the budget projects revenue growth through
2006.
2. Construction debt and operation costs of Diamond Stadium are a financial burden on the City.
Hence, the City is requesting proposals to buy, lease, or operate the stadium. Implementation of a
lease or sale agreement would provide the City needed financial and budget opportunities.
3. The City’s financing constraints have caused difficulties in funding necessary road widening
projects and boat launch repairs.
4. The City has substantial long-term debt, but has managed to maintain its AAA credit rating.
5. The CIP includes a breakdown of each estimated project cost and the revenue sources proposed to
be used to fund the project.
6. The City has adopted an investment policy. Per the policy, investments are based on safety,
liquidity, and yield. The standard to be used by City the City shall be that of a “prudent person”.
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7. The City prepares a comprehensive and thorough annual budget that clearly describes the services
provided to the residents and the funds expended for those services.
8. The City should pursue grant funding where possible to reduce the costs of capitol projects.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. In an effort to avoid unnecessary costs, the City has adopted a purchasing policy, which details
bidding procedures and the awarding of contracts.
2. The City is a member of the California Joint Powers Insurance Authority, which allows the City
to obtain lower insurance rates than it would be able to get without the Authority.
3. The City should explore potential efficiencies that could be achieved through shared personnel,
facilities, and other cost-sharing arrangements with other agencies in the area. Ideas that could be
explored include shared personnel, studies, equipment, and office space.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. When the City and CR&R Disposal originally negotiated the service agreement for solid waste
services, the rates for services were part of the negotiation, and increases were predetermined at
that time. Therefore, no opportunities for rate restructuring exist.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The City is a member of the Lake Elsinore and San Jacinto Watersheds Authority. The
Authority’s objective is to improve water quality and wildlife habitats.
2. The City should explore potential efficiencies that could be achieved through shared personnel,
facilities, and other cost-sharing arrangements with other agencies in the area. Ideas that could be
explored include shared personnel, studies, equipment, and office space.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon recommendations from the electoral reform committee, several changes regarding
election years and rules are being implemented by the City Council. In addition, voters in 2006
will decide whether or not the City Treasurer position should be elective.
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2. Some of the topography surrounding the City may hinder development, or hinder the City’s
ability to provide services to specific areas. As a part of the City’s General Plan update process,
the City should determine its ability to provide future services to all of the SOI areas. In addition,
it may be the appropriate time for LAFCO staff and the LAFCO Commission to consider
reviewing the City’s ability to provide future services to specific SOI areas.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The City is conducting internal financial audits. The audit analysis includes investigation of staff
expenditures and existence of unapproved health benefits. Completion of this audit should
provide insight into the level of fiscal efficiency.
2. The City’s crime rate has plunged dramatically in recent years. From 1993-2003, the FBI reports
that the city’s crime rate fell by 69.0%. In this period, the number of reported crimes decreased by
51.7 percent even though the City’s population grew by 12,337. This is indicative of efficiently
managed law enforcement services.
3. Operations of the Sheriff’s Department are routinely evaluated by the Station’s Command Staff
and the Department’s Command Staff.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. The City Council meetings are open to the public, televised, and agendas and minutes are
available on the City’s website. In addition, the City publishes a newsletter for residents to
provide updates on City activities and operations.
2. The City has historically made reasonable efforts to maintain a public dialogue regarding issues
and projects of concern to the community. Moving City Council elections to even numbered
years would increase voter participation, due to the coincidence of national elections.
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5.0 THE CITY OF NORCO
5.0 THE CITY OF NORCO
The following municipal services are discussed within this MSR:
• Law Enforcement (via contract with Riverside County)
• Fire Protection
• Solid Waste (via contract with Waste Management)
• Stormwater Drainage
• Roads and Circulation
• Parks and Recreation
• Animal Control
5.1 LOCATION, ADMINISTRATION, OPERATIONS, AND MANAGEMENT
The City of Norco (City) is a General Law City, incorporated on December 28, 1964. The City was
incorporated in order to preserve the small plot agricultural/animal-keeping/equestrian lifestyle. The
City is located approximately 50 miles southeast of downtown Los Angeles in the northwest corner of
Riverside County. The City of Riverside lies to the east and the City of Corona lies to the south. The
City encompasses 8,880 acres and has a Sphere of Influence of 334 acres (Figure 5.1).
The City is governed by a council/manager form of government (Figure 5.2). The City Council holds
public meetings on the first and third Wednesday of each month at 7:00 p.m. Meetings of the City
Council and various City Commissions are open to the public, and the start times range from 6:30
p.m.–7:00 p.m. City Council and Commission meetings are held in the Norco City Council Chamber
located at 2820 Clark Avenue in Norco. Reasonable arrangements are made for those citizens with
disabilities when the City Clerk’s Office is notified within 48 hours of a meeting.
City Council Chamber seating capacity is 125. Should the Council Chamber fill to capacity, the
hallway leading into the Council Chamber is equipped with a speaker so that those citizens may listen
to the meeting.
Adequate notice is given to residents for City Council meetings and meetings of the various City
Commissions. Agendas are posted 72 hours prior to the meeting in five places, as directed by Council
resolution. They are: the United States Post Office, 1801 Town and Country Drive; the Norco
Library, 3954 Old Hamner; Norco Fire Station #22, 3092 Hillside Avenue; the Norco City Clerk’s
Office, Norco City Hall, 2870 Clark Avenue; and a display case at the entrance of Norco City Council
Chamber, 2820 Clark Avenue.
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Figure 5.1: City of Norco Boundaries and Facilities
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Figure 5.2: City of Norco Organizational Chart
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For added convenience, the City Clerk’s Office and the Planning Department post the Council
Agenda and the Planning Commission Agenda, respectively, on the City’s Web site. The City
Clerk’s Office also places a verbal recording of the contents of the City Council agenda on the City’s
information line. City residents may call that information line to hear the items on the Council
agenda.
Occasionally town hall meetings are convened to address a specific concern or issue. These meetings
are typically located in a larger facility, and the newspapers generally run articles about the upcoming
meeting(s). Other types of notices include announcements at City meetings, letters and flyers,
summaries on the government channel, and the City’s Web site.
Information on when and where the City Council and various City Commissions meet is also
available on the City’s government channel, which is updated by the City Clerk’s Office. Also
available on the government channel is information about programs offered in the City, such as youth
and adult sports, preschool programs, after-school programs, senior and low-income housing and
subsidy programs, etc. The City’s Department of Parks, Recreation and Community Services
publishes a quarterly brochure, which contains various information about the City. There is a City
newsletter, “Weekly Update,” written for the City Council, staff, and the press. The City’s water bills
are routinely used to inform residents about topics of interest.
Available at the City Clerk’s Office are two pamphlets, “Welcome to Your City Council Meeting”
and “Commissions, Committees, and Boards.” These pamphlets provide information about the order
of business for City Council, Commission, Committee and Board meetings, as well as summaries
about the responsibilities and duties of the City Council and various Commissions and Committees.
Standing citizen advisory committees include the Planning Commission, Parks and Recreation
Commission, Community Services Commission, Streets and Trails Commission, Economic
Development Advisory Council, Beautification Commission, and the Sports Advisory Committee. In
the past there was a Building Board of Appeals. Smaller committees of three to five people are often
used by the Parks and Recreation Department in order to facilitate program development (Ingalls Park
Sub-Committee, Moreno Advisory Committee).
Correspondence from the City generally goes out in one of three forms: water bill, letter with the City
address, or brochure. The City seal is used on letterhead to distinguish between City correspondence
and junk mail.
The City’s revenue is generated from the following categories; property, sales, and other taxes;
franchise fees, vehicle license fees, intergovernmental, fines and penalties, interest/lease income,
community development fees, and community services/recreation fees. The City has long-term debt.
Recently, debt has been incurred by the City’s purchase of the 122-acre Silverlakes Property (which
is discussed in detail in Section 5.8) for $5.5 million. This purchase incurred debt payments of
$460,716 per year for 17 years.
The City has adopted a Five-Year CIP, which is updated annually along with the budget. Within this
document the City projects needed capital improvements and identifies and tracks funding for these
needed projects. Trail fencing and trail maintenance receives an annual allotment, as well as various
street and other public facility projects. Funding for these projects is partially obtained from
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development impact fees. The City levies development impact fees for fire, police, traffic,
stormwater drainage, and park facilities. Impact fees are normally reviewed and analyzed every five
years to ensure that a clear nexus exists between the costs of infrastructure projects and the revenue
obtained from these fees. The City’s impact fees were recently reviewed in the summer of 2004;
however, the City expects to review these fees again within the next year to ensure that they meet the
nexus between revenue and costs, and are competitive with other nearby jurisdictions. Additionally,
the City pursues grant funding whenever possible. The City has been awarded several grants over the
last few years for the purpose of increasing urban forestry, bluff stabilization, and trail improvements.
In an effort to reduce costs and increase efficiencies, the City recently merged the Economic
Development Department with the Community Development Department, with the byproduct of
reduced costs and a more unified approach to development processes. Also, a modified employee
work week has been implemented for all City employees, which reduced the work week by 10
percent from 40 hours to 36 hours, along with a corresponding 10 percent reduction in salary costs
over a three-year period. This change will result in a savings of $935,000.
5.2 POPULATION AND GROWTH
The City has very little area remaining in its Sphere of Influence that it could annex potential large
development areas. Therefore, the City is expecting most future growth to be commercial, industrial,
and infill development. Additionally, the City is physically defined by natural borders along its
northwest side, and along the eastern boundary that separates it from adjoining communities. The
City’s southern boundary is the City of Corona.
Total Population
The California Department of Finance estimates the City’s 2004 population to be 25,488. In the ten
years between 1990 and 2000, the population of Norco increased 3.67 percent, from 23,302 to 24,157.
During the same ten-year period, the housing stock increased 8.5 percent, from 5,785 to 6,277 units.
Tables 5.A through 5.C show past population and housing growth in the City, western Riverside
cities, and the County as a whole. As can be seen, growth within the City between 1990 and 2000
was much lower than the average growth among western Riverside County cities or the County as a
whole.
Table 5.A: City of Norco Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 23,302 — 5,785 —
2000 24,157 0.37 6,277 0.85
2004 25,488 1.38 6,658 1.52
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
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Table 5.B: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 5.C: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Housing Inventory
As shown in Table 5.D, the California Department of Finance estimates that there were 6,658
dwelling units within the City in 2004. Of these dwelling units, over 93 percent are detached single-
family homes, 1.3 percent are mobile homes, and less than three percent are located in structures of 5
or more units. As shown, the City has a much higher percentage of single-family homes than the
County as a whole. This is due to the City’s goal of preserving its animal keeping/small plot
agricultural lifestyle. The City has adopted policies to ensure the preservation of large residential lots
within the City.
Table 5.D: Composition of the Housing Stock (2004)
City of Norco Riverside County
Housing Type Number of Units Percentage Number of Units Percentage
Single-family, detached 6,244 93.8 423,351 64.2
Single-family, attached 137 2.1 42,511 6.4
2- to 4-unit structure 9 0.1 30,890 4.7
5 or more unit structure 177 2.7 79,859 12.1
Mobile home 91 1.3 83,184 12.6
TOTAL 6,658 100.0 659,795 100.0
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Average Household Size
The 2000 Census reports that there were 6,110 households in the City, with an average household size
of 3.11. Of these households, it is estimated that 4,900 (80.2 percent) were family households, while
871 households (14.3 percent) were individuals living alone. The balance of Norco’s households was
comprised of non-family households with more than one occupant.
Norco’s existing population per household as identified in the 2000 Census (3.11) is average when
compared to:
• Riverside County (2.99)
• Lake Elsinore (3.27)
• Canyon Lake (2.73)
• Corona (3.29)
• Riverside (3.01)
The projections that have been adopted by SCAG show the County’s population per household will
decrease to 2.88 by 2030. However, the City of Norco’s population per household is projected by
SCAG to increase to 3.46 in 2030.
Growth Projections
The most recent growth projections adopted by SCAG indicate that the City’s population growth
between 2010 and 2030 is expected to be 208 persons annually, or 0.80 percent, which is greater than
what occurred in the 1990s (86 persons annually, or 0.37 percent). The number of households will
also have increased growth (95 households annually, or 1.39 percent). The growth projections
adopted by SCAG are shown in Tables 5.E through 5.G. As shown, the projected growth within the
City is expected to be much lower than growth within the WRCOG area and the County as a whole.
Table 5.E: City of Norco Growth Projections (2010–2030)
Year Population Households Employment
2010 26,070 6,833 11,755
2020 28,229 7,783 13,837
2030 30,239 8,732 16,019
Annual Growth Rate 0.80% 1.39% 1.81%
Source: SCAG RTP, April 2004
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Table 5.F: WRCOG Area Growth Projections (2010–2030)
Year Population Households Employment
2010 1,614,605 521,606 541,587
2020 2,037,129 691,621 727,005
2030 2,413,467 860,168 918,640
Annual Growth Rate 2.47% 3.25% 3.48%
Source: SCAG RTP, April 2004
Table 5.G: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.54% 3.22% 3.17%
Source: SCAG RTP, April 2004
The SCAG projections may be low when compared to actual growth in the near future, because there
are currently several large projects under development within the City. These developing projects are
located on the east side of the City and near Hidden Valley Parkway. The City also develops its own
growth projections based upon the built out condition of the City. The most recent population
projections were prepared for the City’s Development Impact Fee report. These projections estimated
a build out of approximately 28,330 residents. The City believes that this is realistic, based on the
General Plan, zoning, and physical characteristics of the City. This figure is lower than what SCAG
projects, as shown above in Table 5.E.
5.3 LAW ENFORCEMENT
Law Enforcement in the City is provided by contract with the Sheriff of Riverside County. Services
to the City are provided from the Jurupa Valley Station, which is located at 7477 Mission Boulevard
in Riverside. In addition, the City provides 5,000 square feet of office space to the Department within
City Hall so that reports and administrative tasks can be accomplished efficiently within the City.
The Sheriff’s Department has outgrown this space and needs either additional space or a larger
facility within the City in order to meet the growing demands of the community.
Currently, the City’s contract provides for 50 hours of daily patrol time. This equates to a patrol
staffing level of 1.3 officers per 1,000 population, which is higher than the Sheriff Department’s
standard of 1 per 1,000 population, including administrative staff. The number of deputies on patrol
varies during the day, with higher numbers of deputies patrolling during the afternoon and evening
hours, when more calls for service are received. In addition to the patrol time, the City also contracts
for the following additional Sheriff personnel:
• 1 lieutenant
• 1 sergeant
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• 1 traffic officer
• 2 motorcycle officers
• 2 community-oriented policing officers
• 6 community service officers (not sworn)
In 2003, the Jurupa Valley Station responded to 18,612 calls for service, which included calls outside
of Norco. These calls were regarding both criminal activity and traffic incidents. The average
response time for a Priority 1 call in 2003 was 6.9 minutes. The City’s response time goal is 3.5
minutes.
The Riverside County Sheriff’s Department has mutual aid agreements with all of the local law
enforcement agencies within both the entire County and within the Norco area (City of Corona Police
Department, City of Riverside Police Department). In addition, the Department coordinates with the
State Office of Emergency Services to provide and receive statewide mutual aid when necessary.
Capital needs are evaluated on an on-going basis. Indicators of service levels and the need for new
personnel and facilities are provided by analysis of the number of service calls, response times, and
population growth. In addition, the Department reviews proposed development projects and provides
the approving agency information regarding impacts of the new development upon law enforcement
services. The Department uses the number of dwelling units and a generation factor of 3–4 persons
per household to project population increases. The pattern of growth also impacts services. In
response to changing growth patterns, the Department changes “Beats” as necessary in order to meet
the service demands in different areas. Because the City is mostly built out, the geographical
coverage of services and growth patterns would not change dramatically in the future. In addition,
operations of the Department are routinely evaluated by the Station’s Command Staff, Department’s
Command Staff, and bi-weekly by the Norco City Manager.
5.4 FIRE PROTECTION
The City of Norco Fire Department is responsible for providing fire suppression, emergency medical,
rescue, hazardous materials response, fire prevention, public fire safety education, and disaster
preparedness services to the City. The Department responded to over 1,950 requests for service in
2003. The Department is divided into three functional divisions: (1) fire, rescue and inspection
services, (2) emergency and disaster services, and (3) paramedic services. The City of Norco Fire
Department currently operates from one facility located in the eastern half of the City and one facility
located in the western half of the City.
Fire Station No. 21 (Corydon Avenue Fire Station), located at 3367 Corydon Avenue, houses one
1,500 gallons per minute (gpm) first-line pumper (equipped with Hurst rescue tool) and one 1,500
gpm reserve pumper. The Department’s Administrative Office is also located at this facility. The
Administrative staff includes the fire chief, batallion chief, executive secretary, account clerk I, and
part-time fire prevention intern. Three fire captains, three fire engineers, three firefighter/paramedics,
and three firefighters are assigned here equally among three 24-hour fire/rescue shifts.
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Fire Station No. 22 (Hillside Avenue Fire Station), located at 3902 Hillside Avenue, houses one 1,500
gpm first-line pumper (equipped with Hurst rescue tool), one 1,500 gpm reserve pumper, one rescue
unit, and one brush patrol vehicle. Three fire captains, three fire engineers, three
firefighter/paramedics, and three firefighters are assigned here equally among three 24-hour
fire/rescue shifts. Also, the City’s Emergency Operations Center is located at this facility. This
facility was recently constructed and opened for operation in August 2004. This station replaced the
old fire station that was located on Fifth Street. The Fifth Street station has been closed.
In addition, the County of Riverside Fire Department has a station located within the City at 1511
Hamner Avenue. This station is equipped with two engines and provides services to unincorporated
areas in western Riverside. This station would respond to calls for mutual aid that are needed within
Norco.
Daily staffing (for the City stations) of two Type I engines is provided by four personnel on each
engine. In addition, the Department has a medium rescue unit, a large animal rescue trailer (with two
off-road vehicles), a brush patrol, and a utility truck that may be staffed by either on-duty personnel
or utilized by recalled personnel. The Department also operates two command cars and an inspection
vehicle and maintains one staff car in reserve status. The rescue, reserve engines, and brush patrol
vehicles are not regularly staffed. They are staffed only by recalled personnel or when first-line
equipment is out of service.
Basic Life Support and Advanced Life Support emergency medical services are also provided by the
Norco Fire Department. Emergency Transportation Service is provided by AMR Ambulance Service.
The Department standard for EMS response is to arrive on the scene of a reported medical emergency
within six minutes of being dispatched, 90 percent of the time.
The Fire Department is charged with maintaining the City Emergency Plan, maintaining the
Emergency Operations Center (EOC), facilitating training and drills for the City, and providing public
education to schools, businesses and residents.
Emergency dispatching and communications service and vehicle maintenance services are provided
by the City of Corona under terms of a contractual agreement. Mutual aid is provided to the City of
Norco Fire Department by Corona Fire Department, Riverside Fire Department, and Riverside
County Fire Department.
Automatic aid agreements, which provide bidirectional resources dispatched automatically upon
receipt of alarm, occur as follows:
• The Cities of Norco and Corona engines respond to all emergencies in areas where the other
agency’s response is quicker; in Norco the area is south of Second between I-15 and Pacific.
• The City of Norco responds to fires and EMS incidents north of the City, south of Schleisman,
west of I-15; County Fire Department responds with two engines to vegetation fires in Norco.
• The City of Norco and the County Fire Department respond together, including Chief Officers, to
vegetation fires in the Santa Ana River area.
• The Cities of Norco and Corona and the County Fire Department respond together to all incidents
on the freeway to provide opposite direction of response.
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5.5 SOLID WASTE
The City of Norco contracts with Waste Management, Inc. to provide solid waste services within the
City. Because of the City’s animal keeping/small plot agricultural lifestyle, manure disposal services
are also provided. Specific manure bins (that are two different sizes depending upon need) are
provided to residents. Manure pickups are dependent upon need and can occur from one to three
times per week. The solid waste that is collected within the City is hauled to the Badlands Disposal
Site, Colton Refuse Disposal Site, El Sobrante Sanitary Landfill, Fontana Refuse Disposal Site, Lamb
Canyon Disposal Site, Olinda Alpha Sanitary Landfill, and Puente Hills Landfill No. 6, which are
operated by various Waste Management Departments. These facilities are Class III landfills that
accept construction/demolition waste, dead animals, and mixed municipal refuse.
The Badlands Disposal Site is located at 31125 Ironwood Avenue in the City of Moreno Valley just
north of the State Highway 60 and State Highway 79 junction. It is approximately 30 miles east of the
City and encompasses 1,093 acres. The facility is permitted to accept 4,000 tons per day. The
operator is the County of Riverside Waste Management Department, and the estimated closure date of
this facility is January 1, 2018.
The Colton Refuse Disposal Site is located at 850 Tropica Rancho Road in the City of Colton,
northwest of Interstate 215. It is approximately 20 miles northeast of the City and encompasses 98
acres. The facility is permitted to accept 3,100 tons per day. The operator is the County of San
Bernardino Solid Waste Management Division, and the estimated closure date of this facility is
January 1, 2006.
The El Sobrante Sanitary Landfill is located at 10910 Dawson Canyon Road in the City of Corona,
east of Interstate 15. It is approximately 12 miles south of the City and encompasses 1,322 acres. The
facility is permitted to accept 10,000 tons per day. The operator is the USA Waste Services of
California, Inc., and the estimated closure date of this facility is January 1, 2030.
The Lamb Canyon Sanitary Landfill is located at 16411 State Highway 79 in the City of Beaumont,
west of State Highway 79. It is approximately 44 miles east of the City and encompasses 353 acres.
The facility is permitted to accept 3,000 tons per day. The operator is the County of Riverside Waste
Management Department, and the estimated closure date of this facility is January 1, 2023.
The Olinda Alpha Sanitary Landfill is located at 1942 N. Valencia Avenue in the City of Brea, east of
State Highway 57 and north of Lambert Road. It is approximately 20 miles west of the City and
encompasses 565 acres. The facility is permitted to accept 8,000 tons per day. The operator is the
County of Orange Integrated Waste Management Department, and the estimated closure date of this
facility is December 31, 2013.
The Puente Hills Landfill No. 6 is located at 2800 South Workman Mill Road in the City of Whittier,
south of State Highway 60. It is approximately 35 miles northwest of the City and encompasses 1,365
acres. The facility is permitted to accept 13,200 tons per day. The operator is the County Of Los
Angeles Sanitation District, and the estimated closure date of this facility is October 31, 2013.
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In 2000, the City disposed of 31,794 tons of solid waste. The CIWMB shows that the solid waste
disposal generation factor for the City is 4 pound per resident per day and 12.4 pounds per employee
per day.
Diversion rates are defined as the percentage of total solid waste that a jurisdiction diverted from
being disposed in landfills through reduction, reuse, recycling programs, and composting programs.
In February 2002, the CIWMB adopted a diversion rate of 50 percent. Per the CIWMB, the City has
exceeded this goal and had a 59 percent diversion rate in 2002, which is the most recent data posted.
Solid Waste Rate Comparison
The City has a multiyear contact with Waste Management, Inc. for solid waste services, which was
approved in 1998 for 15 years. Provisions of the contact allow for an annual review of potential cost
increases (i.e., CPI and landfill rates) and for informal reviews of the contract every 3 to 5 years.
Solid waste services are based on a flat rate for residential services, and commercial rates are based
on the size of the refuse bin and by the number of pickups per week. Table 5.H compares the City’s
solid waste rates and those of nearby jurisdictions within western Riverside County.
Table 5.H: Monthly Solid Waste Rates
Norco Corona Riverside Lake Elsinore
$10.92 per apartment,
$18.79 for single-family
$10.98 +
Residential $18.33 curb service, $31.64 for $19.03
$4.94 (recycling)
backyard service; additional
containers are extra
From $82.62 to $984.22, From $10.67 to $732.74, From $88.70 up,
Commercial depending upon size of depending upon size of depending upon size of
$73.00–965.00
and Industrial container and number of container and number of container and number
pickups per week pickups per week of pickups per week
5.6 STORMWATER DRAINAGE
The City has adopted a Master Drainage Plan, which consists of two major components. The first
component is the Riverside County Flood Control and Water Conservation District (RCFD) facilities
within the City; and the second is the City-maintained facilities. The City Public Works Department
maintains the City’s facilities, which convey stormwater runoff into the County facilities. City field
crews are responsible for maintaining inlet structures, collector pipes, and catch basins, while the
major channels, both lined and unlined, are the responsibility of the RCFD. The Master Drainage Plan
also establishes a program for the payment of drainage impact fees for new development
Because many of the streets within the City were constructed without any curb or gutter, the storm
water collects and runs across land. The installation of curbs and gutters is typically the responsibility
of the property owner. The City does not have a designated fund for the ongoing installation of curbs
and gutters.
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5.7 ROADS AND CIRCULATION
The City has approximately 77 miles of public streets. Hamner Avenue is the major north-south
roadway through the City, linking the City of Corona to the south and the Eastvale and Jurupa
Community Plan to the north. Other major arterials within the City include:
• Sixth Street: an east-west roadway linking Hamner Avenue and I-15. The road has two lanes in
each direction with equestrian trails on both sides.
• North Drive: an east-west roadway that connects the Cities of Norco and Riverside. This is a
two-lane roadway.
• California Avenue: a north-south arterial in the northeast portion of the City. This roadway is
two lanes with equestrian trails on both sides.
• River Road: an existing north-south 4 lane arterial linking the City of Corona to the Jurupa
Community Plan to the North.
• Hidden Valley Parkway: an east-west arterial along the southern boundary of the City, which
extends from Hamner Avenue to McKinley Avenue.
The City has adopted LOS D or better as an acceptable level of service for the roadways and
intersections within the City. A Citywide Traffic Study, completed in 1998, indicated that most
collectors and arterials within the City were operating at this acceptable level. In addition, the City
has conducted studies that analyze growth and potential impacts to the City’s arterial and collector
system. This study used a build out date of 2010 and projected the need for additional traffic signals
and roadway improvements on arterials within the City. The City is currently experiencing
congestion at the I-15 interchanges within the City. These interchanges include: Hidden Valley
Parkway, Second Street, and Sixth Street. The City is currently preparing traffic studies to analyze
this LOS issue and propose upgrades.
The City’s responsibility for streets includes administration of contracts for street sweeping,
pavement striping, tree trimming, traffic signal maintenance, and roadway repair. Additionally, crews
maintain parking and directional street signage. The City utilizes the assistance of a California
Rehabilitation Center inmate crew (four to eight inmates) to remove debris and weeds from parkways
as well as pothole repair and minor street patching. Utilizing this labor saves the City maintenance
costs.
Public Transportation
The Riverside Transit Agency (RTA) operates fixed-route and dial-a-ride service for the City. The
fixed-route service consists of two vehicles operating 13 trips per day, Monday through Friday, on an
hourly frequency. This service is currently offered at $2.00 per bus ride or $1.00 per bus ride for
seniors/disabled persons. The first two children are free and each additional child is 50¢. The RTA
also provides ADA Intercity Dial-A-Ride service for ADA-certified passengers only. It is an advance-
reservation service designed to provide curb-to-curb transportation. This service travels to and from
locations within Corona, Norco, and Riverside. The charge for this service is $1.50 for
seniors/disabled persons per bus ride, and the first two children are free. Each additional child is 50¢.
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5.8 PARKS & RECREATION
The City owns, operates, and maintains 13 parks, and has proposed three future parks. These
facilities are listed below in Table 5.I.
Table 5.I: City of Norco Park and Recreation Facilities
Facility and Location Amenities Acreage
Clark Park Lighted ballfields 2
1740 Detroit
Community Center & Park Open field, picnic tables, covered shelters, 18
3900 Acacia gymnasium, tot lot, restrooms, lighted ballfields,
meeting room, multi-purpose room, kitchen, pool,
basketball court, skate park
Ingalls Park Restrooms, horse arena, 4-H shelters, fairgrounds, 70.3
3737 Crestview kitchen, holding corrals
Kips Korner Park Open field, picnic tables, tot lot, tennis courts 2
Kips Corner & Del Mar
Neal Snipes Park Open field, picnic tables, covered shelters, tot lots, 15
1885 Fifth Street restrooms, exercise course, holding coral
Parmenter Park Open field, picnic tables, covered shelters, tot lots, 5
2760 Reservoir restrooms, adult and youth lighted ball fields
River Trails Park 277
4545 Hammer Avenue
Ted Brooks Park Open field, horse arena, holding corals 2
Bluff & Vine
Wayne Makin Shearer Sports Open field, picnic tables, restrooms, youth lighted 22
Complex ball fields, football fields, soccer fields
3364 Western Avenue
Pacer Park Open field, picnic tables, tot lots, horse arena 1.5
3307 Morgan Drive
Sundance Park Picnic tables, covered shelters, tot lot, restrooms, 1.5
4047 Sundance Lane basketball court, skate park
Norco Senior Center -
269 Clark Avenue
Norco Hills Park Picnic tables, covered shelters, tot lot, horse arena, 1.5
913 Harness Lane holding coral
Future Park Sites
Norco Ridge Ranch Parks
• North 1
• South 2
Hamner/Taft Linear Park .58
Pikes Peak Park2 8.4
In addition, the City purchased a 122-acre property in 2002 known as the Silverlakes Property. This
property is located on Norco’s western border, between the Santa Ana River, I-15, and Hamner
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Avenue. The property was bid on for purchase by both the City and the Jurupa Community Services
District, which ended when a judge intervened and awarded the property to the City of Norco for $5.5
million on the condition that the City use it for public recreation. The City would like to develop this
property into a regional park with camping, fishing, equestrian trails, soccer and baseball fields, a
community center, and an Olympic-sized swimming pool. However, funding for development of
these facilities has not been secured. During summer 2004, a cooperative development agreement
was considered between the City and the Jurupa Community Services District. However, an
agreement between the two agencies could not be reached.
The City also operates Moreno Arena, the City’s banquet and convention facility, Nellie Weaver Hall,
and a variety of other amenities, which are located within Ingalls Park. Annually, Ingalls Park hosts
two major rodeo events, the Norco Valley Fair, Norco Horseweek, a number of horse shows, classes,
and open riding. The City’s Community Center Complex is used for the provision of recreational and
sports programs, special events, and classes. The Center offers a variety of facilities, which include
meeting and banquet facilities that are available to rent.
The City has a system of more than 90 miles of maintained equestrian trails. The majority of all
residential lots have direct access to this system. The City is responsible for maintenance of the City’s
park system, including horse arenas and trails. City staff is augmented through use of one inmate
crew from the California Rehabilitation Center. However, the City currently does not have sufficient
staff to maintain all of these trails. To meet maintenance needs, the City has asked residents to assist
with trail maintenance.
The City has a cooperative agreement with the Corona-Norco Unified School District in which they
share an administrative building and a hearing room. In addition, the two agencies are in the process
of jointly developing a new pool facility within the City. The project is being jointly funded and will
be used by both agencies. The City also has an agreement with the Riverside Community College for
use of the College’s playing fields for recreation and athletic programs.
Recreation
The City provides a wide range of recreational programs, services, and activities for residents. The
Department is responsible for planning, organizing, conducting, and evaluating year-round recreation
programs for City residents. Recreation programs and facility supervision is provided at the
Community Center, Riley Gymnasium, Wayne Makin/Shearer Sports Complex, Clark, Ingalls, and
Parmenter Parks, as well as in local school facilities. In addition, the Recreation Department
supervises activities at Neal Snipes, Norco Hills, and Sundance Parks. Recreational programs and
classes that are provided by the City are listed below in Table 5.J.
Table 5.J: Recreation Programs Offered by the City of Norco
Basketball Various Dance Classes Cheerleading
Dog Obedience Karate Roping
Horsemanship Taekwon-Do Tot Programs
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In addition, the Norco Senior Citizen Center is located at 2690 Clark Avenue. This 8,000-square-foot
facility offers senior services, such as: recreation, social services, counseling and referral, as well as a
daily nutrition program. The Senior Center conducts special events for social interaction that seniors
may take advantage of and also provides a program for developmentally challenged individuals
through the Party Partners Program.
5.9 ANIMAL CONTROL
The City’s Animal Control Department cares for more than 2,000 impounded animals each year and
maintains an animal shelter and an administration field office. Animal Control vigorously enforces
State and local laws pertaining to rabies control by issuing over 6,000 dog licenses annually and
canvassing the City door-to-door each year for compliance. Animal Control processes the adoption of
dogs and cats and has the highest rate of adoptions for an Animal Control facility in Southern
California. In addition, Animal Control officers enforce State and local ordinances pertaining to
animal keeping. The Division also investigates and prosecutes animal abuse cases. Animal Control
staff assists with the rehabilitation and subsequent release of injured wild animals and birds and
provides emergency rescue assistance. The Department also oversees the operation of the City’s
equestrian facility located at Ingalls Park.
5.10 LIBRARY
The Norco Public Library is a part of the Riverside County Library System. The library has been
serving the Norco area since July 1930. The library is located at 3954 Old Hamner Avenue. The
library’s estimated floor area is 10,000 square feet and contains approximately 50,000 items. These
items include books, videocassettes, CDs, books on tape, and magazines. In addition, the Norco
Public Library has been called “America’s Horse Library” because it contains one of the largest
public collections of equine-related material in the United States.
The City does not directly fund or have any administrative relationship with the County library
system. However, all branches of the library system are supported by volunteer nonprofit “Friends of
the Library” organizations. Dues, used book sales, rental books and videos, and the sale of novelty
items are the primary fundraising activities. Funds raised are used to support library programs and to
supplement library resources.
5.11 DETERMINATIONS FOR THE CITY OF NORCO
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, the following are the written determinations for the City.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
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1. The City’s Master Drainage Plan establishes drainage needs and requirements for new
development.
2. The City has adopted a LOS Level of D or better as an acceptable level of service for the
roadways and intersections within the City. The City Traffic Study, indicated that most collectors
and arterials within the City were operating at this acceptable level. However, the City is
currently experiencing congestion at the I-15 interchanges within the City. The City is currently
preparing traffic studies to analyze this LOS issue and propose upgrades.
3. The City has done Circulation system studies, which used a build out date of 2010 and projected
the need for additional traffic signals and roadway improvements on arterials within the City.
4. At this time, the City does not have sufficient staff to maintain all of the City’s trails. To meet the
maintenance needs the City utilizes inmate crews and has asked residents to assist with trail
maintenance needs.
5. The City has a Capitol Improvement Plan that is updated annually, which lists needed facilities
and improvements, in addition to the cost of each project.
6. The City provides 5,000 square feet of office space to the Sheriff’s Department within City Hall.
However, the Department’s staff has outgrown this space and needs either additional space or a
larger facility within the City, in order to meet the growing demands of the community.
7. Norco’s contract for Sheriff’s services currently allows for a staffing level of 1.3 officers per
1,000 population, which is higher than the Sheriff Department’s standard of 1 per 1,000
population including administrative staff.
Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. The City has completed circulation system studies, which analyze growth and potential impacts to
the City’s by the year 2010. This will allow the City to project the need for future circulation
upgrades.
2. The City develops its own growth projections based upon the built out condition of the City,
General Plan, zoning and physical characteristics. These projections estimate of build out of
approximately 28,330 residents. This figure is lower than what SCAG projects.
3. The projections for the near future that have been adopted by SCAG may be low, because there
are currently several large projects under development within the City.
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
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1. The City pursues grant funding whenever possible. The City has been awarded several grants for
increasing urban forestry, bluff stabilization, trail improvements, and the Corydon staging area
project.
2. The City has adopted a Five-Year Capitol Improvement Program, which is updated annually.
Within this document the City lists capitol needs and identifies funding for these projects.
3. The City’s Master Drainage Plan establishes a program for the payment of drainage impact fees
for new development. However, the City does not have a designated fund for the on-going
installation of curbs and gutters.
4. The City prepares a comprehensive annual budget that clearly identifies the revenues and
expenditures for services provided by the City.
5. The City has purchased the Silverlakes Property and would like to develop a regional park with
camping, fishing, equestrian trails, soccer and baseball fields, a community center, and an
Olympic sized swimming pool. However, funding for development of this regional facility has
not been secured.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The City recently merged the Economic Development Department with the Community
Development Department, which reduced costs and created a unified approach to development
processing.
2. A modified employee work week has been implemented, which reduced the work week by 10
percent, along with a corresponding 10% reduction in salary costs.
3. Emergency dispatching, communications service, and emergency vehicle maintenance services
are provided to Norco by the City of Corona under terms of a contractual agreement. This
reduces the City’s equipment and staffing costs.
4. The City utilizes the assistance of a California Rehabilitation Center inmate crew (four to eight
inmates) to remove debris and weeds from parkways as well as pothole repair and minor street
patching. Utilizing this labor saves the City personnel costs.
5. The City is currently working with the Corona-Norco Unified School District to develop a new
swimming pool. Both agencies are sharing the costs of this project.
6. Implementation of a cooperative agreement with other western Riverside County agencies, such
as the Jurupa Community Services District or the Jurupa Recreation and Park District, for
development of the Silverlakes Property into a regional recreation and park facility would allow
the City to share in the costs of developing the facility.
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Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. Impact fees are reviewed and analyzed every five years to ensure that a clear nexus exists
between the costs of infrastructure projects and the revenue obtained from these fees.
2. The City’s impact fees were recently reviewed in the summer of 2004, however, the City expects
to review these fees again within the next year to ensure that they not only meet the nexus
between revenue and costs, but also to ensure that they are competitive to other nearby
jurisdictions.
3. The City of Norco has a 15-year contact with Waste Management, Inc. for solid waste services.
Rate provisions within the contact provide for an annual review of potential cost increases (i.e.
CPI and landfill rates) and allow for informal reviews of the contract every 3 to 5 years. Hence,
opportunities for rate increases are limited and standardized within the contract for services.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. Emergency dispatching, communications service, and emergency vehicle maintenance services
are provided to Norco by the City of Corona under terms of a contractual agreement.
2. Fire Protection mutual aid is provided to the City of Norco Fire Department by Corona Fire
Department, Riverside Fire Department and California Department of Forestry.
3. The City should explore potential cooperative opportunities to fund development of the
Silverlakes Property into a park and recreation area.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon the service provision detailed previously, it is reasonable to conclude that pubic
services can continue to be provided by the City under the existing government structure.
2. The City limits are mostly coterminous with the SOI. The City is also physically defined by
natural borders along its northwest side, and along the eastern boundary that separates it from
adjoining communities. The City’s southern boundary is the City of Corona. Therefore, minimal
opportunity exists for SOI changes.
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Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The City’s budget and accounting practices are audited every year by a certified public
accountant.
2. Operations of the Sheriff’s Department are routinely evaluated by the Station’s Command Staff,
Department’s Command Staff, and bi-weekly by the Norco City Manager.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. The City’s website provides information about the City Council and issues of importance to the
community.
2. The City has historically made reasonable efforts to maintain public dialogue regarding issues
and projects of concern to the community. The City’s outreach program includes: updated
website, town hall meetings, government channel, City information phone line, informational
pamphlets, newspaper articles, and mailings.
3. City Council agendas are posted 72 hours prior to each meeting, in five places. Meetings are held
in the evening to give citizens a better opportunity to attend.
4. The City utilizes standing citizen advisory committees to assist in service provision decisions,
such as park facilities.
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6.0 THE CITY OF RIVERSIDE
The following municipal services are discussed within this MSR:
• Law Enforcement
• Fire Protection
• Solid Waste
• Stormwater Drainage
• Roads and Circulation
• Parks and Recreation
• Electricity
• Library and Museums
• Airport
6.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The City is located within Western Riverside County, approximately 68 miles west of Los Angeles
and 15 miles southwest of the City of San Bernardino. The City currently encompasses
approximately 50,781 acres and has an SOI of 59,408 acres, as shown in Figure 6.1.
The City was incorporated on October 11, 1883 and is currently operated under a Council-Manager
form of government (Figure 6.2). The City operates with a seven-member council elected to four-
year overlapping terms. The mayor is also elected at large for a four-year term and is the presiding
officer of the Council, but does not have a vote except in the case of a tie. The City Council is
responsible for passing ordinances, adopting the budget, appointing committees, and hiring the City
Manager, City Attorney, and City Clerk. The City Manager is responsible for carrying out the
policies and ordinances of the Council, for overseeing the day-to-day operations of the City, and for
appointing the heads of various departments. The City Council’s regularly scheduled meeting day is
Tuesday at City Hall. The City complies with the Brown Act in that the agenda is posted in a public
location.
In the Preliminary Budget for FY 2004–2005, the City has proposed to employ 1,960 full-time
employees and 221 part-time employees. The City’s annual budget development process begins in
mid-December at a meeting that the City Manager, Management and Budget Director and staff,
Human Resources Director, Finance Director, and Departmental Budget Coordinators attend. The
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Figure 6.1: City of Riverside Boundaries, SOI, and Regional Location
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Figure 6.2: City of Riverside Organizational Chart
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meeting discussion includes policy directives, general budgeting guidelines, and technical and
procedural aspects of preparing the budget. Departments have approximately two months to prepare
their budgets based on the City Manager’s Budget Directive and Instructions.
The City Manager and Office of Management and Budget staff participate in a Budget Retreat in
March. The purpose of the Retreat is to provide an opportunity for departments to explore a variety of
budgetary issues. For the FY 2004–2005 Retreat, Department Heads provided feedback on how
departments could potentially reduce their operating budgets and/or enhance revenue streams.
The City Manager presents the Preliminary Budget to the City Council in a series of workshop
sessions through May and June. Although public comment is welcome throughout the workshop
sessions, a specially designated Public Hearing is expressly held for public participation in mid-June.
In mid-to-late June, the City Manager will ask City Council to adopt the Budget with any necessary
revisions. The City has received the Distinguished Budget Presentation Award from the Government
Finance Officers Association for the fiscal year beginning July 1, 2003.
The City has adopted an Investment Policy in order to guide the City’s investment selection. The
primary objective of the policy is safety of principal. The standard to be used by the City shall be that
of a “prudent investor.” The policy also states that investment statistics and activity reports are
generated on a monthly basis for presentation to the City Manager and City Council. The City has
also adopted a purchasing policy to guide expenditures and reduce costs. The policy states that
purchases over $2,500 shall be based on competitive procurement.
The City develops an annual CIP, which is a multi-year planning instrument that identifies capital
infrastructure projects. Capital projects range from road maintenance or construction to the renovation
of municipal buildings, recreation centers, and ball fields, to water main and sewerage system repair.
The CIP relates capital project needs to the financial sources that will support their realization and the
time frame in which both the financing and work will take place.
The City’s individual departments are responsible for fully developing their individual CIPs.
However, bimonthly project tracking meetings are held collectively with the involved departments,
City Manager, Finance Director, and Office of Management and Budget staff. These meetings
provide not only a project status update, but also a forum to identify potential roadblocks, discuss
mutual concerns, forge collaboration and cooperation between departments, and strategize the most
efficient use of all available resources.
The City uses several approaches to fund its capital projects. Large-scale capital projects are funded
through long-term financing, user fees, proceeds from bond issues, grants, assessments, impact fees,
tax levies, certificates of participation, and reserve balances. Park projects receive funding from three
primary sources: local park fees (from development fees), regional park fees (from regional fees and
grant funds), and state bonds (Proposition 40).
For the past seven years the City has conducted a resident survey mailed to randomly selected
households throughout the City. This survey is the cornerstone of the City’s effort to communicate
with the public. Through this survey, residents have the opportunity to provide input on City services
such as traffic, code enforcement, refuse services, park and recreation services, and other quality of
life issues. The survey not only identifies areas of improvement, but also areas of excellence. For
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example, this year over 80 percent of respondents were happy with solid waste and library services.
In addition, the City publishes a newsletter several times per year. The newsletter provides
information regarding issues of concern to the community, a list of upcoming City events and
activities, and park and recreation information.
The City and its various departments have earned many awards from professional organizations. The
following are some of the City’s awards:
• America’s Most Livable Community Award, by the Partners for Livable Communities
• Award for Excellence for Facility Design, Phase II, by the California Park and Recreation Society
• Comprehensive Planning Award of Merit, by the California Chapter of the American Planning
Association
• Building Department of the Year Award, by California Building Officials
• 3rd Best City for Business, by California CEO Magazine
• 11th Best Metro Area for Recreation in the Nation, by Time Magazine
• Top 20 Economic Development Programs in the Nation, by Site Selection Magazine
• California Crime Prevention Partner of the Year, by the California State Assembly
• Outstanding Crime-Free Coordinator of the Year, by the International Crime Free Association
• Two Awards of Merit, by the California Association for Local Economic Development
• Community Service/Resource Efficiency Award, by the California Municipal Utilities
Association
• Certificate of Special Congressional Recognition, by United States Congress
• Large Employer of the Year FUTURE Award, by the International Right-of-Way Association
• Integrated Pest Management Award, by the California Department of Pesticide Regulation
• Distinguished Budget Award, by the Government Financial Officers’ Association
6.2 POPULATION AND GROWTH
Population
The California Department of Finance estimates the City’s 2004 population to be 277,030. In the ten
years between 1990 and 2000, the City’s population increased from 226,546 to 255,166, a total of
12.63 percent. During the same ten-year period, the housing stock increased from 80,260 to 85,974
units, or 7.12 percent. As shown in the Tables below, the annual growth rate from 2000–2004 is
higher than the growth that occurred in the 1990s. Tables 6.A through 6.C show past population and
housing growth in the City, western Riverside County cities , and the County as a whole. As can be
seen, growth within the City has been much lower than growth in the WRCOG region or County as a
whole.
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Table 6.A: City of Riverside Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 226,546 — 80,260 —
2000 255,166 1.26 85,974 0.71
2004 277,030 2.14 91,349 1.56
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Table 6.B: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 6.C: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Housing Inventory
As shown in Table 6.D, the California Department of Finance estimates that the City had 91,349
dwelling units in 2004. Of these dwelling units, over 63 percent are detached single-family homes,
less than 3 percent are mobile homes, and more than 22 percent are located in structures of 5 or more
units. As shown below, the composition of the City’s housing units is similar to that of the County,
with the exception that the City has a much larger percentage of 5 or more unit structures.
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Table 6.D: Composition of the Housing Stock (2004)
City of Riverside Riverside County
Housing Type Number of Units Percentage Number of Units Percentage
Single-family, detached 58,106 63.6 423,351 64.2
Single-family, attached 4,185 4.6 42,511 6.4
2- to 4-unit structure 5,826 6.4 30,890 4.7
5 or more unit structure 20,801 22.8 79,859 12.1
Mobile home 2,431 2.6 83,184 12.6
TOTAL 91,349 100.0 659,795 100.0
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004.
Average Household Size
The 2000 Census reports that there were 82,128 households in the City, with an average household
size of 3.01. Of these households, it is estimated that 58,634 (71.4 percent) were family households,
while 17,550 households (21.4 percent) were individuals living alone. The balance of the City’s
households were comprised of non-family households with more than one occupant.
Riverside’s existing population per household as identified in the 2000 Census (3.01) is about average
when compared to:
• Riverside County (2.99)
• Lake Elsinore (3.29)
• Norco (3.11)
• Corona (3.28)
• Canyon Lake (2.73)
SCAG’s most recently adopted projections show the County’s population per household decreasing to
2.88 by 2030. Likewise, the City of Riverside’s population per household is projected by SCAG to
decrease from 3.01 in 2000 to 2.98 in 2020, and 2.86 in 2030.
Growth Projections
The most recent growth projections adopted by SCAG indicate that the City’s population growth
between 2010 and 2030 is expected to be 2,982 persons annually. The growth projections that have
been adopted by SCAG are shown in Tables 6.E through 6.G. As shown, the City’s projected growth
is expected to be much less than the expected growth within both the WRCOG region and the County
as a whole.
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Table 6.E: City of Riverside Growth Projections (2010–2030)
Year Population Households Employment
2010 307,847 99,044 163,771
2020 338,712 113,785 199,078
2030 367,489 128,492 236,081
Annual Growth Rate 0.97% 1.49% 2.21%
Source: SCAG RTP, April 2004
Table 6.F: WRCOG Area Growth Projections (2010–2030)
Year Population Households Employment
2010 1,614,605 521,606 541,587
2020 2,037,129 691,621 727,005
2030 2,413,467 860,168 918,640
Annual Growth Rate 2.47% 3.25% 3.48%
Source: SCAG RTP, April 2004
Table 6.G: Total Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.54% 3.22% 3.17%
Source: SCAG RTP, April 2004
Recently, Riverside County LAFCO has asked agencies to provide projected growth in five-year
increments through 2025. Hence, the City of Riverside’s Planning Department compiled the
following growth projections for the City, as shown in Table 6.H. These projections are slightly
higher than those that have been adopted by SCAG, and an annual growth rate of 1.39 percent is
expected through 2025.
Table 6.H: Estimated City Population Information
Year Population
2003 277,000
2005 294,000
2010 311,000
2015 328,000
2020 345,000
2025 362,000
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Potential Boundary Changes
The City is in the process of several annexations of land that are adjacent to the current City limits
within the existing SOI. These proposed annexations are being proposed through a cooperative effort
with the City and the landowners. The areas that are identified in the City’s Draft General Plan
include several sites that are adjacent to the City's two major business parks (Hunter and Sycamore
Canyon) and the unincorporated island areas adjacent to the Northside neighborhood. As mentioned
previously, the City’s current SOI is 59,408 acres, which is larger than the City itself (50,781 acres).
Therefore, the City has the sphere area to annex large development areas to meet demands for growth,
as needed.
In 2002, the City and the County agreed upon a Memorandum of Understanding (MOU) regarding
development in the City’s SOI. The agreement states that the County will implement development
standards within the City’s SOI that are comparable to the standards of the City. Likewise, the MOU
states that the County will not approve a project within the City’s SOI that requires rezoning that is
inconsistent with the City’s adopted General Plan until the City and County staff meet to discuss the
project. Since 2002, the City and County have had disagreements regarding implementation of the
MOU. Because of this issue, the City is considering additional annexations in order to guide the
standards of development that will be within the ultimate build out of the City.
LAFCO’s objective in determining a City’s SOI is to comprise the area of adjacent and nearby
unincorporated lands that may be expected to become annexed to a City at some date in the future. A
key determinant in determining SOI boundaries is the likelihood of a city providing urban services
(water, sewer, etc.) to any land in question.
As shown in Figure 6.1, the City’s sphere, which is located south of the City limits, extends many
miles to the south of the City’s boundary, well beyond the ridgeline just south of Cajalco Road. Much
of the southern SOI is separated from the City by Lake Matthews and/or the Cajalco Ridge. As stated
in the City’s Draft General Plan, the lands in the extreme southern SOI, south of the Cajalco Ridge,
are beyond the foreseeable reach of the City’s urban services. Because a key issue in determining SOI
boundaries is the ability of a city to provide urban services, it may be the appropriate time for LAFCO
staff and the LAFCO Commission to consider reviewing the City’s ability to provide future services
to these areas, so that the SOI update would encompass only areas that could someday be served by
the City.
6.3 LAW ENFORCEMENT
The City of Riverside’s Police Department provides law enforcement services to the City. The
Riverside Police Department was founded in 1896 and currently has 345 sworn police employees and
206 non-sworn employees. The Department’s officers and equipment are listed in Table 6.I.
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Table 6.I: City of Riverside Police Service Resources in 2004
Number of Sworn Police Officers 353
Number of Police Vehicles 376
Number of Motorcycles 20
Number of Police Dogs 6
Number of Aircraft (helicopters) 4
Number of Police Stations and RPD Storefronts 13
The Police Department is headquartered at 4102 Orange Street in downtown Riverside. The
headquarters building houses the Office of the Chief of Police, Administrative Division (Personnel
and Training), Records Bureau, Communications Bureau, Emergency Operations Center, and a
portion of Traffic Services. The Department’s Field Operations Division is located at 8181 Lincoln
Ave. The Department also operates seven neighborhood service centers for non-emergency contacts.
Problem-oriented policing officers are assigned to these storefronts.
The Riverside Police Department also has an aviation unit, which supports the ground operations. The
unit operates two Hughes 500D model and two M D 500E model helicopters. Three patrol crews
cover the City 19 hours a day, 7 days a week. In addition, one helicopter and pilot are specifically
designated to assist the California Department of Justice Bureau of Narcotics Enforcement. They
provide tactical air surveillance and assistance for high-profile narcotics cases.
In 2001, the Department’s air crews flew 2,000 hours and assisted with 473 arrests and 55 pursuits.
Because helicopters are not limited to roadways, stop lights, or speed limits, they are usually the first
police unit to arrive at an incident. In 2001, air crews arrived on scene prior to ground units on 3,506
of the 5,025 calls to which they responded. In addition, they were able to handle 1,714 calls without
the assistance of ground units, freeing patrol officers for other calls. The Riverside Police Aviation
facility is located on the north side of Riverside Municipal Airport.
The Department has a public safety communications center that is staffed by dispatchers who are
trained to handle a variety of emergencies. The center is staffed by 41 public safety dispatchers and 6
communications supervisors. Public safety communications personnel handle over 500,000 telephone
calls annually.
The Police Department has a grant unit, which is responsible for grant research and development,
financial report documentation, grant monitoring (including expenditures and revenues), and
department compliance in the use of grant funds. The Department has been successful in receiving
State and federal grant funds in the past. These funds have allowed the Department to purchase new
equipment and upgrade existing systems. Grant funds have also been used to enhance community-
oriented policing programs and to increase the number of sworn officers and civilian personnel
available to the residents.
Incoming calls requesting police services are classified by urgency. Examples of the different priority
call are as follows: priority 1 calls are life-threatening service calls; priority 2 calls can be car
accidents with unknown injuries; priority 3 calls can be burglary reports; and priority 4 calls can be
delayed reporting of assault or injuries. Police officers strive to respond within seven minutes to
Priority One calls. Officers will respond to Priority Two calls, which are less urgent, within 12
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minutes. In addition to responding to incoming calls, the Department’s policy encourages patrol
officers to spend 40 percent of their time in the field on officer-initiated community problem-solving
activities.
6.4 FIRE PROTECTION
The City of Riverside’s Fire Department provides fire protection services to the City. The
Department consists of six divisions: Administration, Prevention, Operations, Paramedics, Certified
Unified Program Agency, and Training. The Department is comprised of 221 full-time employees.
The Department’s major facilities include 13 fire stations strategically placed throughout the City (as
shown on Figure 6.3 and listed below) and a fire training tower used for training. The Canyon Springs
Fire Station is jointly shared with the City of Moreno Valley and is the first in California to be shared
between two cities. Both cities shared the cost of acquisition and development of the station, both
cities share ownership, and both share the cost of maintenance and operation. In addition, the two
cities have an automatic aid agreement, which means that each will automatically respond to
emergency alarms within certain geographical areas.
• Station 1: 3420 Mission Avenue
• Station 2: 9449 Andrew Street
• Station 3: 6395 Riverside Avenue
• Station 4: 3510 Cranford Avenue
• Station 5: 6963 Streeter Avenue
• Station 6: 2293 Main Street
• Station 7: 10191 Cypress Avenue
• Station 8: 11076 Hole Avenue
• Station 9: 6674 Alessandro Boulevard
• Station 10: 2590 Jefferson Street
• Station 11: 19595 Orange Terrace Parkway
• Station 12: 10692 Indiana Avenue
• Station 13: 22250 Eucalyptus Avenue
The Riverside Fire Department provides many different services and programs, some of which
include the Arson Investigation Team; Fire Firesetter Regional Intervention Education Network and
Delivery System (F.R.I.E.N.D.S.), a juvenile arson intervention program; Advanced Life Support
provided by the Paramedic Program; Emergency Services; Hazardous Materials Team; and the
Certified Unified Program Agency program to regulate hazardous materials in cooperation with the
County of Riverside. In addition, the Department staffs a Federal Urban Search and Rescue Team
(California Task Force-6) that provides highly trained rescue personnel and equipment to disaster
incidents anywhere in the nation. This is one of eight specialized rescue teams strategically located
throughout California.
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Figure 6.3: City of Riverside Facility Locations
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Figure 6.4: City of Riverside Public Facility Names
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The City uses a two-mile service area radii to measure geographic coverage of fire protection
services. The primary response radius is one and one-half miles, with the secondary response radius
of three miles. The service radius standards for fire protection are currently met from the City
facilities.
The Department evaluates service provision by analyzing service statistics annually. The following
list includes some performance measurements that the Department regularly reviews.
• In 2002–2003, the Department responded to 24,340 emergency incidents and estimates that in
2003–2004 it will respond to approximately 25,300 emergency incidents.
• In 2002–2003, the Department contained 89 percent of fires within 15 minutes of arrival and
estimates that in 2003–2004 it will contain 87 percent within 15 minutes of arrival.
• In 2002–2003, the Department responded to 44 percent of EMS calls within 5 minutes from call
entry to arrival on scene. The Department has estimated that in 2003–2004 the percentage
increase to 59 percent.
• In 2002–2003, the Department responded to 72 percent of fire calls within a response time of 7
minutes from call entry to arrival on scene. The Department has estimated that in 2003–2004 this
percentage will be 68 percent.
• In 2002–2003, The Department conducted 517 public education programs. In 2003–2004, 526
were conducted.
In addition to the above performance measures, the Department has achieved several
accomplishments within the last fiscal year, including:
• Passing a $20 million Fire Facilities Bond Measure in November 2003
• Obtaining in excess of $2.4 million in grants from various agencies for departmental operations
• Maintaining the Insurance Services Office (ISO) Class 2 rating
• Achieving an 81 percent rating of “good” to “excellent” for the services of the Department in the
2002/2003 Annual Citizen Survey
• Referred 201 youth and families for intervention through the Fire F.R.I.E.N.D.S. program
• Maintained the Fire and Emergency Television Network as a training tool
6.5 SOLID WASTE
Solid waste service is provided by the City and by Waste Management, Inc. via contract with the
City. The City currently provides approximately 70 percent of all residential service, with the
remainder provided by Waste Management, Inc.
The solid waste that is collected within the City is hauled to the following Class III landfills that
accept construction/demolition waste, dead animals, and mixed municipal refuse.
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The Arvin Sanitary Landfill is located at 5500 North Wheeler Ridge Road, approximately one and
one-half miles south of State Route 223 (Bear Mountain Road). It is located approximately 162 miles
north of the City and encompasses 170 acres. The facility is permitted to accept 800 tons per day. The
operator is the Kern County Waste Management Department, and the estimated closure date of this
facility is December 31, 2008.
The Badlands Disposal Site is located at 31125 Ironwood Avenue in the City of Moreno Valley just
north of the State Highway 60 and State Highway 79 junction. It is approximately 19 miles east of the
City and encompasses 1,093 acres. The facility is permitted to accept 4,000 tons per day. The
operator is the County of Riverside Waste Management Department, the estimated closure date of this
facility is January 1, 2018.
The Chiquita Canyon Sanitary Landfill is located at 29201 Henry Mayo Drive in the City of Valencia
(in Santa Clarita), north of State Highway 126. It is approximately 94 miles northwest of the City and
encompasses 592 acres of solid waste disposal and 30 acres of compost disposal. The facility is
permitted to accept 6,000 tons of solid waste and 560 tons of compost per day. The operator is the
Republic Services of California I, L.L.C., and the estimated closure date of this facility is November
24, 2019.
The Colton Refuse Disposal Site is located at 850 Tropica Rancho Road, in the City of Colton,
northwest of Interstate 215. It is approximately 9 miles north of the City and encompasses 98 acres.
The facility is permitted to accept 3,100 tons per day. The operator is the County of San Bernardino
Solid Waste Management Division, and the estimated closure date of this facility is January 1, 2006.
The Edom Hill Disposal Site is located at 70-100 Edom Hill Road in the City of Cathedral City, north
of Interstate 10. It is approximately 24 miles northeast of the City and encompasses 655 acres. The
facility is permitted to accept 2,651 tons per day. The operator is the County of Riverside Waste
Management Department, and the estimated closure date of this facility is November 1, 2004.
The El Sobrante Sanitary Landfill is located at 10910 Dawson Canyon Road in the City of Corona,
east of Interstate 15. It is approximately 22 miles south of the City and encompasses 1,322 acres. The
facility is permitted to accept 10,000 tons per day. The operator is the USA Waste Services of
California, Inc., and the estimated closure date of this facility is January 1, 2030.
The Frank R. Bowerman Sanitary Landfill is located at 11002 Bee Canyon Access Road in the City
of Irvine just north of Portola Parkway and State Highway 241. It is approximately 37 miles
southwest of the City and encompasses 725 acres. The facility is permitted to accept 8,500 tons per
day. The operator is the County of Orange Integrated Waste Management Department, and the
estimated closure date of this facility is December 31, 2022.
The Lamb Canyon Sanitary Landfill is located at 16411 State Highway 79 in the City of Beaumont,
west of State Highway 79. It is approximately 32 miles east of the City and encompasses 353 acres.
The facility is permitted to accept 3,000 tons per day. The operator is the County of Riverside Waste
Management Department, and the estimated closure date of this facility is January 1, 2023.
The Olinda Alpha Sanitary Landfill is located at 1942 N. Valencia Avenue in the City of Brea, east of
State Highway 57 and north of Lambert Road. It is approximately 33 miles west of Riverside and
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encompasses 565 acres. The facility is permitted to accept 8,000 tons per day. The operator is the
County of Orange Integrated Waste Management Department, and the estimated closure date of this
facility is December 31, 2013.
The Puente Hills Landfill No. 6 is located at 2800 South Workman Mill Road in the City of Whittier,
south of State Highway 60. It is approximately 45 miles west of the City and encompasses 1,365
acres. The facility is permitted to accept 13,200 tons per day. The operator is the County Of Los
Angeles Sanitation District, and the estimated closure date of this facility is October 31, 2013.
The San Timoteo Solid Waste Disposal Site is located south of San Timoteo Canyon Road in the City
of Redlands. It is approximately 23 miles northeast of the City and encompasses 366 acres. The
facility is permitted to accept 1,000 tons per day. The operator is the County of San Bernardino Solid
Waste Management, and the estimated closure date of this facility is May 1, 2016.
The Simi Valley Landfill - Recycling Center is located at 2801 Madera Road in the City of Simi
Valley, north of State Highway 118. It is approximately 98 miles west of Riverside and encompasses
298 acres. The facility is permitted to accept 3,000 tons per day. The operator is the Waste
Management Of California (Simi Valley), and the estimated closure date of this facility is June 27,
2022.
The Victorville Refuse Disposal Site is located at 18600 Stoddard Wells Road in the City of
Victorville, northwest of Interstate 15. It is approximately 58 miles northeast of the City and
encompasses 80 acres. The facility is permitted to accept 1,600 tons per day. The operator is the
County of San Bernardino Solid Waste Management, and the estimated closure date of this facility is
July 1, 2007.
In 2000, the City of Riverside disposed of 279,454 tons of solid waste. The CIWMB shows that the
solid waste disposal generation factor for the City is 2 pounds per resident per day and 9.9 pounds per
employee per day.
Diversion rates are defined as the percentage of total solid waste that a jurisdiction diverted from
being disposed in landfills through reduction, reuse, recycling programs, and composting programs.
In February 2002, the CIWMB adopted a diversion rate of 50 percent. Per the CIWMB, the City has
exceeded this goal and had a 61 percent diversion rate in 2002, which is the most recent data posted.
Solid Waste Rate Comparison
The City has a flat rate for residential solid waste services, which is dependent upon the type of
residence (i.e. apartment, single-family) and type of pickup (curbside vs. backyard). Commercial rates
are based on the larger refuse bin size and by number of pickups per week. Table 6.J compares
Riverside’s solid waste rates and those of nearby jurisdictions in western Riverside County.
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Table 6.J: Monthly Solid Waste Rates
Corona Riverside Norco Lake Elsinore
$10.92 per apartment,
$18.79 for single-family
$10.98 +
Residential curb service, $31.64 for $18.33 $19.03
$4.94 (recycling)
backyard service; additional
containers are extra
From $82.62 to From $88.70 up,
From $10.67 to $732.74,
$984.22, depending depending upon size
Commercial depending upon size of
$73.00–965.00 upon size of container of container and
and Industrial container and number of
and number of pickups number of pickups per
pickups per week
per week week
6.6 STORMWATER DRAINAGE
The City’s objective for stormwater drainage is to provide sufficient levels of storm drainage to
protect the community from flood hazards and minimize the discharge of materials into the storm
drain system that are toxic or that would obstruct flows. Flood hazard risks within the City are
greatest in the vicinity of the Santa Ana River and several dams, including Mary Street Dam,
Alessandro Dam, Prenda Dam, Woodcrest Dam, Mockingbird Canyon Dam, Harrison Dam, Cajalco
Dam, and Lake Evans Dam.
Stormwater runoff flows directly into the City’s storm drain system via street gutters and other inlets,
and this flow in turn discharges into the Santa Ana River flood control channel and the drainage
basins within the City. There are nine principal drainage basins that provide stormwater protection to
the City: University, Box Springs, Central, Monroe, La Sierra, Southwest Riverside, Mockingbird
Canyon, Edgemont, and Highgrove. These basins discharge directly into the Santa Ana River. A very
small portion also discharges into Temescal Wash and into Lake Mathews. The facilities are operated
by the Riverside County Flood Control District. The City maintains responsibility for some of the
minor tributaries and floodplain management.
All new developments within the City undergo individual City review and are required to submit
storm drainage plans and comply with the RWQCB NPDES Permit, which sets forth Best
Management Practices for new development and redevelopment projects.
6.7 ROADS AND CIRCULATION
The City of Riverside contains more than 750 surface streets consisting of 1,100 miles. Because of
the City’s size and location within western Riverside County, mobility and traffic conditions in
Riverside are greatly influenced by the regional transportation system and by the travel demand that is
generated by adjacent communities. Regional through traffic flows along the I-215, I-15, SR-91, and
SR-60 Freeways.
The City of Riverside has defined LOS D as the minimum adequate service level. Per the City’s
General Plan EIR, all of the intersections that were analyzed during analysis for the General Plan
operate at LOS “D” or better, indicating generally acceptable conditions. In addition, roadway
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segments were analyzed, and the only roadway linkage operating at LOS “E” or below is the portion
of Van Buren Boulevard between Jurupa Avenue and Central Avenue. All other roadway segments
are operating at LOS “D” or better. The City’s CIP funds pavement maintenance, road widening,
redesign of intersections, and construction of new streets.
The City has an active Neighborhood Traffic Management Program to minimize and/or prevent
intrusion of regional cut-through traffic into residential neighborhoods through traffic management
and traffic calming strategies. In addition, the program improves the livability of neighborhoods
through controlling traffic impacts. The strategies include traffic circles, entrance treatments, curb
extensions, diverters, and speed bumps. The community is actively involved in requesting calming
measures and in some cases helps the City fund the improvements.
Transit Systems
Public bus service is provided by the Riverside Transit Agency (RTA). Twenty bus routes currently
traverse the City. The RTA also provides CommuterLink and Dial-A-Ride services. CommuterLink
routes travel to major transit centers and Metrolink stations in Riverside, San Diego, and San
Bernardino Counties. Dial-A-Ride service is available for ADA-certified passengers.
The City coordinates with the RCTC, RTA, Metrolink, and the California High Speed Rail Authority
to develop future routes to serve the City. For example, the City and RTA are planning a new first-
class transit center in the City (location still to be determined).
Bicycle, Pedestrian, and Hiking Facilities
To facilitate and encourage bicycle trips, the City is planning to implement a Bicycle Master Plan that
designates Class I and Class II bicycle facilities throughout the City. Victoria Avenue’s bike path will
continue to be a key Class I facility, with similar routes strongly encouraged as part of developing
areas. In addition, new development projects will be required to include safe and attractive sidewalks
and walkways.
The City has several existing trails, which are located along the Santa Ana River along the
northwestern part of the City, through Sycamore Canyon Wilderness Park, and along sections of
Wood Road, Bradley Street, and Washington Street in the southern part of the City. In addition,
several County and City trails are proposed for development. Most of the trails proposed are located
in the southern and eastern areas of the City.
6.8 PARKS AND RECREATION
The City provides park and recreation services to its residents. The City’s Park and Recreation
Department is comprised of 187 full-time equivalent positions. In addition to maintenance of the
City’s facilities, the Department manages approximately 22 maintenance contracts, totaling about
$2.2 million, from swimming pool, janitorial, and landscape contracts.
The City owns and maintains 52 parks, as listed below in Table 6.K. The City’s standard for parkland
is three developed acres per 1,000 residents. The City currently has 618.52 acres of developed
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parkland, for a ratio of 2.23 acres per 1,000, which is based on the City’s 2004 population of 277,030.
Therefore, the City’s current provision of parkland per resident ratio is lower than the adopted
standard.
Table 6.K: City of Riverside Park and Recreation Facilities
Park and Location Amenities Acreage
Agricultural Park Undeveloped park 63.2
9500 Jurupa Ave
Andulka Park Undeveloped park 17.9
5079 Chicago Ave
Arlington Park Basketball court, tennis court, playground, pool, picnic table, 4.3
3860 Van Buren Blvd barbecue, covered picnic area, roller hockey center, restroom
Bergamont Park Basketball court, playground, picnic table, exercise course 5
9229 Bergamont Drive
Bobby Bonds Park Softball field, basketball court, sports field, soccer field, tennis 15.1
2060 University Ave court, volleyball court, community center, pool, picnic table,
covered picnic area, restroom
Bordwell Park/Stratton Center Softball field, basketball court, community center, playground, 23
2008 Martin Luther King picnic table, barbecue, covered picnic area, restroom
Bryant Park Softball field, basketball court, sports field, tennis court, 20.7
7950 Philbin St. volleyball court, community center, playground, picnic table,
barbecue, covered picnic area, restroom
Carleson Park Picnic table, off-leash dog area 1.8
4700 Buena Vista Dr.
Castleview Park Playground, picnic table 26.6
1410 Via Vista Dr.
Challen Hill Park Undeveloped park 34
4602 Challen Ave.
Collet Park Basketball court, volleyball court, playground, horseshoe pit, 5.6
10950 Collett Ave picnic table, covered picnic area
Dario Vasquez Park Softball field, basketball court, tennis court, volleyball court, 1.8
2400 14th St. playground, barbecue
Don Derr Park Softball field, basketball court, sports field, soccer field, 23.6
3003 Monroe St playground, picnic table, barbecue, covered picnic area,
restroom
Don Jones Park Softball field, sports field, picnic table, restroom 6
3995 Jefferson St.
Don Lorenzi Softball field, sports field, restroom 9.1
4230 Jackson St.
Fairmount Park Tennis court, playground, horseshoe pit, picnic table, barbecue, 165.3
2601 Fairmount Blvd. covered picnic area, restroom
Golden Park Undeveloped park 22
Golden Ave. and Campbell
Harrison Park Volleyball court, playground, picnic table, barbecue 6.2
2851 Harrison St.
Highland Park Basketball court, playground, picnic table, barbecue, covered 7.1
780 Glenhill St. picnic area
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Park and Location Amenities Acreage
Hunt Park Softball field, basketball court, sports field, volleyball court, 13.7
4015 Jackson St. community center, playground, pool, picnic table, barbecue,
covered picnic area, skateboard park, restroom
Hunter Park Softball field, picnic table, barbecue, restroom 35.8
1400 Iowa Ave.
Islander Park Undeveloped park 22.1
3794 Mt. Vernon St.
La Sierra Park/La Sierra Softball field, basketball court, sports field, volleyball court, 28.1
Center community center, playground, picnic table, barbecue, covered
5215 La Sierra Ave. picnic area, restroom
Lincoln Park Basketball court, volleyball court, community center, 3.7
4261 Park Ave playground, horseshoe pit, picnic table, barbecue, restroom
Loring Park Undeveloped park 2.8
3787 Buena Vista Dr.
Low Park Undeveloped park 1.2
7101 Magnolia Ave.
Mt. Rubidoux Park Undeveloped park 152.9
4706 Mt. Rubidoux St.
Mt. Vernon Park Undeveloped park
Blaine St. and Mt. Vernon
Mountain View Park Basketball court, playground, picnic table, barbecue, exercise 5.7
6241 Wiehe St course
Myra Linn Park Tennis court, playground, picnic table, barbecue, covered 8.5
4540 Meredith St. picnic area, restroom.
Newman Park Undeveloped park 0.4
3780 14th St.
Nichols Park/Joyce Jackson Softball field, basketball court, sports field, volleyball court, 16.6
Center community center, playground, picnic
5505 Dewey Ave
North Park Picnic table 1.4
3172 Mission Inn Ave.
Orange Terrace Community Softball field, restroom. 30
Park
20010 Orange Terrace Pkwy
Patterson Park Softball field, sports field, playground, picnic table, barbecue, 4.6
1846 Linden St. restroom
Rancho Loma Park Basketball court, volleyball court, playground, picnic table, 6.5
11343 Rancho Loma Dr. barbecue, covered picnic area.
Reid Park/Ruth Lewis Center Softball field, basketball court, sports field, soccer field, tennis 41
801 N. Orange St. court, volleyball court, community center, playground, pool,
picnic table, barbecue, covered picnic area, restroom.
Riverside Sports Complex Softball field, sports field, restroom. 17.7
1014 Blaine St
Rutland Park Basketball court, volleyball court, playground, picnic table, 8.8
7000 Rutland Ave. barbecue, covered picnic area, exercise course, restroom.
Sam Evans Sports Complex Sports complex 12.0
4557 Magnolia Avenue
Shamel Park Softball field, tennis court, playground, pool, horseshoe pit, 10
3650 Arlington Ave. picnic table, barbecue, covered picnic area, restroom.
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Park and Location Amenities Acreage
Streeter Park/Janet Goeske Community center 4.62
Center
5257 Sierra Ave.
Swanson Park Picnic table 1.2
5723 Glenhaven Ave
Sycamore Canyon Wilderness Wilderness park 1550
Park
5300 block of Central
Sycamore Highland Park Undeveloped park 11.1
9500 Jurupa Ave
Taft Park Basketball court, tennis court, playground, picnic table, 7
6826 New Ridge Dr. barbecue
Tequesquite Park Undeveloped park 42.9
4825 Tequesquite Ave.
Thundersky Park Volleyball court, playground, picnic table, barbecue, covered 12.2
20440 Thundersky Cir picnic area, exercise course
Victoria-Cross Park Undeveloped park. 7.2
Victoria Ave and Cross St.
Villegas Park/Ysmael Villegas Softball field, basketball court, sports field, soccer field, 18.1
Center volleyball court, community center, playground, pool, picnic
7260 Marguerita St. table, barbecue, covered picnic area, restroom
Washington Park Playground, picnic table, barbecue, restroom 4.1
2769 Mary St.
White Park/Park and Community center 6
Recreation Office/Dales
Senior Center
3936 Chestnut St.
The City also owns and operates two public golf courses: Fairmount Municipal Golf Course, a 9-hole
golf course, and Riverside Golf Club, an 18-hole golf course.
The Riverside County Regional Park and Open Space District provides countywide or regional
facilities that are generally large facilities and are designed to be used by residents of the entire
region. The County Regional Park and Open Space District has several facilities within and near the
City. These facilities include the following:
• Box Springs Mountain Reserve, located at 9699 Box Springs Mountain Road in Moreno Valley.
This facility encompasses 1,155 acres and is located 5 miles east of Riverside. The park consists
of equestrian and hiking trails.
• Hidden Valley Wildlife Area, located at 11401 Arlington Avenue, Riverside. This facility is
located along the Santa Ana River just east of Norco. The facility contains 1,500 acres and
access to 25 miles of hiking and equestrian trails.
• Louis Rubidoux Nature Center, located at 5370 Riverview, Riverside. Activities include
children's day camp programs in the summer, winter and spring breaks, and year-round
environmental education and interpretive programs, exhibits, and interpretive trails.
• Martha McLean-Anza Narrows Park, located at 5759 Jurupa Avenue, Riverside. This facility
includes picnic facilities, hiking, and bicycle and equestrian trails.
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• Rancho Jurupa Park, located at 4800 Crestmore Road, Riverside. This facility is located along
the Santa Ana River and encompasses a 200-acre recreation and fishing area. This facility also
has 67 camp sites available; 12 with full hook-ups, 55 with water and electric.
• Jensen-Alvarado Historic Ranch and Museum, located at 4307 Briggs Street, Riverside. This
facility is a 1880s Living History Interpretive Program and Museum.
To provide additional facilities, the City has joint-use agreements with Alvord Unified School District
and Riverside Unified School District, Riverside Community College, and the University of
California, Riverside. These agreements allow resident use of district-owned and/or operated ball
fields, tennis courts, and swimming pools, as well as the sports complex.
The City provides a wide range of recreational programs for residents. The recreation programs are
provided at 9 community centers, 9 pools, and 22 after-school sites. In FY 2004–2005, more than
54,000 participants are expected to participate in recreational swimming, and 2,400 lessons will be
offered. Over 12,000 participants are anticipated in the Pee Wee and Youth Sports Programs, which
include flag football, basketball, rookie baseball, soccer, track and field, and other sports contests. In
total, the recreation programs will attract more than 100,000 youth and adult participants in FY 2004–
2005. The City’s recreation programs are listed below.
• Advanced Reiki • Mommy and Me Hula
• Beginning Acoustic Guitar I • Neko Kai Karate
• Beginning Acoustic Guitar II • Parent/Toddler Music and Movement
• Beginning Electric Guitar I • Puppy Kindergarten Training
• Beginning Electric Guitar II • Reiki I Training
• Beginning Keyboard I • Reiki II Training
• Beginning Keyboard II • Reiki Master Training
• Canine Games Agility Course • Shinsho Kempo Jujitsu
• Canine Good Citizen Certification • Shotokan Karate-Bonds
• Dog Obedience Training • Sing Well, Speak Well
• Guitar Instruction • Tae Kwon Do
• Hatha Yoga • Tennis Instruction
• Hawaiian Dance for Children • Tumble Tots
• How to use your Digital Camera • Wee Hula
• In-Home Training and Problem Solving • Adobe Photoshop 7.0
for Your Dog or Puppy
• Airbrush Art
• Intro to Golf
• Algebra I
• Mind Your Manners-Etiquette
• Ballet
• Mind your Manners-Penmanship with
• Ballet for Tots
Patience
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• Beginners Tumbling • Salsa Dance
• Beginning Belly Dance • Sho-Bo Cardio Kickboxing
• Beginning Gymnastics • Shotokan Karate
• Beginning Hip-Hop • Slender Lady SW Riverside Circuit Training
• Beginning Hustle • Sports For Tots
• Cardio Kumite (Sparring) • Swing Dance
• Cheer • Tahitian Dance for Adults
• Children’s Hip Hop • Tap Dancing
• CPR/First Aid • Tap for Tots
• Creative Movement • Teen and Adult Karate/self-defense
• Dance/Jazz • Teen Tap
• Drivers Education • Tiny Tots Gymnastics
• Film and Video Workshop • Trampoline and Tumbling
• Fun with Dance for Tots • Adult Basketball
• Gym Babies • Adult Softball
• Gymboree Music and Play: Quarter, • Adult Volleyball
Half and Whole notes
• Roller Hockey Clinic
• GymKids
• Rookie Baseball with The Anaheim Angels
• GymPairs
• Sports for Tots
• Hip-Hop
• Youth Sports Leagues
• Introduction to Ice Skating
• Tumbling
• Iyengar Yoga
• Young Champions
• Jazz Dance
• Adult Ballet
• Junior Jazzercise
• Adult EZ Play I
• Junior Karate/Self-Defense Class
• Adult EZ Play II
• Learning Adobe Photoshop Elements
• Adult Iyenger Yoga
• Level I Gymnastics
• Adult Tap Dancing
• Night Club Two Step Level II
• Adult Tumbling
• Parent and Me Gymnastics
• Advanced Jazz
• Pilates Mat Class
• Beginning Salsa
• Positive Potential Workshop
• Belly Dancing
• Reading and Math
• East Coast Lindy Swing
• Reading and Math Skills
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• Golf for Women • Skyhawk “Mini-Hawk” Sports Academy
• Jazzercise • Skyhawks Soccer and Basketball Sports
Academy
• Mighty Hawk Baseball Academy
• Stretch Jazz
• Recreational Volleyball and Body
Conditioning • Tai Chi With Brian Allen
• Senior Programs at the Senior Center • West Coast Swing
• Senior Tap
6.9 ELECTRICITY
Riverside Public Utilities is a community-owned electric and water utility that services the City.
Riverside Public Utilities provides electric service to approximately 100,000 customers. Riverside
Public Utilities owns, maintains, and operates 88 circuit miles of transmission lines, 1,132 circuit
miles of distribution lines, 100 miles of communication lines, 14 substations, and four 10-megawatt
(mw) generating units. In 2002–2003, the Peak Day demand for electricity was 474 mw, which
occurred on September 3, 2002, at 4:00 p.m., when it was 104 degrees. Annual residential demand in
2002–2003 was 6,970 average kilowatt hours (kWh) per residential customer. An ongoing system
monitoring and forecasting program is used to ensure that the City will continue to meet demands.
The City is a member of the Southern California Public Power Authority (SCPPA), which is a joint
powers authority. SCPPA members deliver electricity to approximately 2 million customers over an
area of 7,000 square miles, with a total population of 4.8 million. SCPPA was formed to finance the
acquisition of generation and transmission resources for its members. SCPPA’s role has evolved over
the years to include legislative advocacy at the State and national levels and cooperative efforts to
reduce member costs and improve efficiency.
The City is currently in the process of constructing the Riverside Energy Resource Center, a power
plant that will provide electricity to the City’s residents. The power plant consists of two 48 MW
generators located on a 16-acre site adjacent to the City’s Water Quality Control Plant. The natural
gas-fired turbines will run no more than 1,200 hours a year and only during times of peak demand
when additional energy is needed. A 1.75-mile, 69-kilovolt (kV) transmission line is also part of the
project. The line will connect the plant to the City’s Mt. View Substation. The new power plant will
serve only the Riverside Public Utilities customers and will not be connected to the state grid. The
project has been financed by bonds. The project is scheduled for completion by summer 2005.
The City is working to increase the amount of renewable energy that it provides. The City’s Public
Utilities’ Green Power Program received Honorable Mention from the League of California Cities
“2004 Helen Putnam Award of Excellence” Competition. The City’s Green Power Program increased
the City’s use of renewable power generation. In addition, California’s “Flex Your Power”
recognized the City’s Public Utilities Department and the Riverside Housing Development
Corporation for “serving the people of California” with the Autumn Ridge Apartments renovation and
photovoltaic installation.
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The Electric Utility contributes 9 percent of operating revenues to the City’s General Fund. For FY
2004–2005, this is estimated to be approximately $17.7 million. This money is used for providing
needed public services, such as library books, street repair, park maintenance, and increased public
safety.
Based upon rate comparisons generated by the City in July 2004, the City’s rates are lower than the
rates of Southern California Edison. For example, the City’s rates are 20 percent lower for small
businesses, 22 percent lower for large businesses, 17 percent lower for industrial businesses, and 8.1
percent lower for residential customers. Table 6.L details the rates charged for electrical services. In
addition, nonresidential end-use customers with a demand in excess of 500 kW per month can sign a
service contract with the Department for the provision of service. The contract rates would depend
upon the needs of the customer.
Table 6.L: Electric Rates Charged by the City of Riverside
Customer Rate
Residential Minimum charge of $3.28 per month, plus
$0.0866 per kWh for the first 250 kWh
$0.1279 per kWh over 250 kWh
Nonresidential Minimum Charge of $7.57, plus
$0.1092 per kWh
6.10 LIBRARY AND MUSEUMS
The City of Riverside Public Library supports the circulation of a collection of 400,000 items to over
100,000 active borrowers. The library delivers its services through the Main Library and four
neighborhood branches: Casa Blanca, La Sierra, Marcy, and Arlington. In addition, three community-
computing centers are managed by the Library. The following is a list of library facilities within the
City. Table 6.M lists the library’s resources and usage.
Table 6.M: Riverside Library Resources and Usage in 2004
Library books 419,279
Audiovisual materials 28,228
Annual circulation 1,077,139
Annual attendance in library 978,383
Number of public access computers 116
Library Facilities
• Main Library: 3581 Mission Inn Avenue, 92501
• Arlington: 9556 Magnolia Avenue, 92503
• Casa Blanca Family Learning Center: 2985 Madison Street, 92504
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• La Sierra: 4600 La Sierra Avenue, 92505
• Marcy: 3711 Central Avenue, 92506
• Eastside Cybrary: 4016 Chicago Avenue, 92507
• Nichols Cybrary: 5505 Dewey Avenue, 92506
The library provides a Literacy Program, which actively recruits volunteer tutors to support adult
learners and their young families. Other volunteers deliver library materials to incapacitated adults
and registered family child care providers through Home Bound Service. The library also enhances
services with reciprocal borrowing agreements through the Inland Library System and Sirculs, a local
intertype library network.
In FY 2002–2003 the library had several accomplishments, which include: adding 25 computer
workstations for public use, continuing the partnership with the school district to provide library
literacy activities to families in the Even Start Program, initiating library outreach to deaf residents,
and circulating over one million library items.
Museums
The Museum Department (Department) provides stewardship of two National Register Historic
buildings: the downtown Italianate facility housing the municipal Museum, and Heritage House on
the corner of Indiana Avenue and Jefferson Street. In addition, the Department is caretaker for a
significant artifact collection of more than 75,000 objects, representing the Native American, local
history, and natural history of the region.
The Department works with the community and outside agencies and organizations to provide many
community services, including, but not limited to:
• Harada House: A National Historic Landmark embodying a major era in the advancement of civil
rights and citizenship in this country
• Nature Lab: An informal, hands-on, natural science learning center housing live animals
• After School Adventures: A creative approach to natural history that serves both the home-school
population as well as public and private school-aged youth in grades K–5
In the past fiscal year, the Museum Department has achieved several accomplishments, which
include:
• Receiving Innovators Award from CALEPA for Integrated Pest Management.
• Completing installation of a jointly sponsored “Waterwise Landscape” Garden at the Museum.
• Completing a successful subsequent accreditation review by the American Association of
Museums.
• Successful implementation of ongoing “Focus on Kidz” program offering weekly school
programs, after-school science adventures, school loan kits, cultural events, special school day
events, and special needs, multi-cultural, environmental, and interdisciplinary content programs.
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• Awarded and managed three major grants providing the museum with $98,000 for collections
conservation, environmental education, integrated pest management, and waterwise
demonstration landscape efforts.
6.11 AIRPORT
Riverside Airport is owned and operated by the City. The airport functions as an independent
department within the City, reporting directly to the City Manager. The day-to-day administration
and management of the airport are the responsibility of the airport director. Administrative and
financial oversight of the airport are the responsibility of the City Council, with guidance provided by
a nine-member Airport Commission appointed by the City Council. The Airport Commission serves
in an advisory capacity, reviewing policy and providing recommendations to the City Council.
Airport Commission members can serve two consecutive four-year terms.
The Riverside Airport is situated on 441 acres in the northwest portion of the City, bordered by
Arlington Avenue to the south, Hillside Avenue to the east, and Van Buren Boulevard to the west, as
shown on Figure 6.3. A full range of aviation services is available at the airport. This includes
aircraft rental, flight training, aircraft maintenance, aircraft charter, aircraft fueling, and many other
services. In 2003, Riverside Airport handled 107,000 flight operations, up from just 65,000 in 1995,
making it one of the busiest airports in the region.
The existing runway configuration at Riverside Airport includes the following runways. Runway
9-27, which serves as the primary runway, is 5,400 feet long, 100 feet wide, and oriented in an east-
west direction. Runway 16-34 is 2,851 feet long, 45 feet wide, and oriented in a north-south
direction. Runway 16-34 serves as the crosswind runway. In this manner, Runway 16-34 provides an
alternate landing direction for small aircraft during periods when wind flow is not closely aligned
with Runway 9-27.
A two-story terminal building is located along Flight Road approximately at the midpoint of Runway
9-27. This 18,000-square-foot terminal building was constructed in 1967 to serve as an air carrier
passenger terminal building. Presently, the first floor of the terminal includes office space, restrooms,
a pilots’ lounge, and restaurant. Airport administration offices, restrooms, and additional office space
are located on the second floor.
There are a total of 79 City-owned T-hangar units at Riverside Airport totaling approximately
130,000 square feet of storage space. There are approximately 58 individual Port-A-Port hangars
located east of the control tower (totaling approximately 46,400 square feet).
In 1999, The City implemented an Airport Master Plan, which provides for anticipated facility needs
over the next 20 years as well as the airport’s ability to accommodate aviation demand for the
Riverside area well beyond this period. Table 6.N lists the forecasts as included in the Master Plan.
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Table 6.N: Terminal Area Forecast (FAA) Riverside Airport
Actual Forecast
1996 2000 2005 2010
Based Aircraft 228 224 219 214
Itinerant Operations 44,855 43,193 41,116 39,040
Local Operations 33,681 35,112 36,902 38,691
Annual Operations 78,536 78,305 78,018 77,731
Instrument Operations 8,736 8,709 8,677 8,645
Source: Riverside Airport, Airport Master Plan, November 16, 1999.
The primary revenue categories for the airport are aircraft storage hangar, building, and ground
rentals. Additional revenue is generated from fees on the sale of aviation fuels and landing and
tiedown fees. The airport also receives approximately $20,000 annually through property tax
revenues on based aircraft.
6.12 DETERMINATIONS FOR THE CITY OF RIVERSIDE
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, the following are the written determinations for the City.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The City has adopted a Capital Improvement Program, which identifies capital infrastructure
projects. CIP projects range from road maintenance or construction to the renovation of municipal
buildings, recreation centers and ball fields, to water main and sewerage system repair.
2. The City of Riverside has defined Level of Service “D” as the minimum adequate service level
for roadways. All of the intersections that were analyzed for the recent General Plan update
operate at LOS “D” or better. In addition, only one roadway linkage was found to be operating at
LOS “E” or below.
3. The City is currently in the process of constructing the Riverside Energy Resource Center, which
will provide electricity to the City’s residents. The addition of this facility will ensure adequate
electricity service provision by the City.
4. The City’s Airport Master Plan provides for anticipated facility needs over the next twenty years
as well as the airport’s ability to accommodate aviation demand for the Riverside area well
beyond this period.
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5. The City’s standard for parkland is 3 developed acres per 1,000 population. However, the City’s
current parkland per resident ratio is 2.23 residents per acre and is therefore, currently deficient in
parkland.
6. As stated in the City’s Draft General Plan, the lands in the extreme southern SOI, south of the
Cajalco Ridge, are beyond the foreseeable reach of the City’s urban services.
Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. SCAG’s projected growth within the City of Riverside is less than that of both the WRCOG
region and the County as a whole.
2. The City’s growth projections are slightly lower than SCAG’s. Because of the difference, it may
be beneficial to develop a regional or area-wide system for consistent growth projections that
accounts for agency level growth issues.
3. The City has adequate sphere area to annex large areas to meet demands for growth.
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The Police Department has been very successful in receiving grant funding. These funds have
allowed the Department to purchase new equipment and upgrade existing systems, enhance
community oriented policing programs, and to increase the number of sworn officers and civilian
personnel.
2. Large-scale capital projects are funded through a variety of methods, including long-term
financing, user fees, proceeds from bond issues, grants, assessments, impact fees, tax levies,
certificates of participation, and reserve balances.
3. Park projects receive funding from three primary sources: Local Park Fees (from development
fees), Regional Park Fees (from regional fees and grant funds), and State Bonds (Proposition 40).
4. The Riverside Electric Utility contributes operating revenues to the City’s General Fund. This
money is used for providing needed public services, such as library books, street repair, park
maintenance, and increased public safety.
5. The City prepares a comprehensive and thorough annual budget that clearly describes the services
provided to the residents and the funds expended for those services.
6. There are no apparent fiscal constraints limiting the ability of the City to serve existing and future
residents.
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Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The City has adopted a purchasing policy to guide expenditures and reduce costs.
2. The City of Riverside and the individual departments should continue to pursue grant funding to
fund additional equipment or programs. Grant funding is a valuable cost avoidance opportunity.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. Per City resolution, the City’s rates for services are reviewed annually and adopted by the City
Council after providing notice and holding a public hearing as required by law. Therefore, the
City has the opportunity annually to restructure rates.
2. Based upon rate comparisons generated by the City in July 2004, the City’s rates are lower than
the rates of Southern California Edison.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The Canyon Springs Fire Station is jointly shared with the City of Moreno Valley and is the first
in California to be shared in this way. The two cities also have an automatic aid agreement.
2. The City is coordinating with the RCTC, RTA, Metrolink and the California High Speed Rail
Authority in developing future transit routes to serve Riverside.
3. The City is a member of the SCPPA, which assists the City in financing the acquisition of
generation and transmission resources.
4. The City should continue to explore potential efficiencies that may be achieved through shared
personnel, facilities and other cost-sharing arrangements with other agencies. Ideas that could be
explored include shared corporation yards and specialized equipment, and shared office space.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon past and current service provision, it is reasonable to conclude that pubic services can
continue to be provided by the City of Riverside under the existing government structure.
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2. The City is in the process of several annexations of land that are adjacent to the current City
limits within the existing SOI. The acreage of the current SOI is larger than the acreage of the
City itself. Therefore, the City could double in size and has ample SOI area to annex large
development areas to meet demands for growth, as needed.
3. Because of disagreements regarding implementation of the City/County MOU, the City is
considering additional annexations in order to guide the standards of development that will be
within the ultimate build out of the City.
4. As stated in the City’s Draft General Plan, some areas in the City’s southernmost SOI are beyond
the reach of the City’s urban services. Because a key issue in determining SOI boundaries is the
ability of a city to provide urban services, it may be the appropriate time for LAFCO staff and the
LAFCO Commission to consider reviewing the City’s ability to provide future services to these
areas, so that the SOI update would encompass only areas that could someday be served by the
City.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The City has received many different awards for excellence and performance. These awards are
indicative of an efficiently managed agency.
2. The Fire and Police Departments evaluate service provision by analyzing performance
measurements annually.
3. The City holds bimonthly project tracking meetings for capitol projects. These meetings provide
not only a project status update, but also a forum to identify potential roadblocks, discuss mutual
concerns, forge collaboration and cooperation between departments, and strategize the most
efficient use of all available resources.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. In addition to welcoming public comment throughout the annual budget workshop sessions, a
specially designated Annual Budget Public Hearing is expressly held for public participation.
2. For the past seven years the City has conducted a resident survey. Through this survey the
residents have the opportunity to provide input on City services and quality of life issues.
3. The City publishes a newsletter several times per year. The newsletter provides information
regarding issues of concern to the community, a list of upcoming City events and activities, and
park and recreation information.
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4. The City’s website provides an abundance of City and community information, including City
Council and Planning Commission agendas.
5. The City has historically made reasonable efforts to maintain a public dialogue regarding issues
and projects of concern to the community. In particular, the City has conducted workshops and
public town hall meetings to solicit the broadest public input possible.
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7.0 JURUPA COMMUNITY SERVICES DISTRICT
7.0 JURUPA COMMUNITY SERVICES DISTRICT
The following municipal services are discussed within this MSR:
• Parks
• Landscape Maintenance
• Street Lighting
• Graffiti Abatement
7.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The Jurupa Community Services District (District) is located in northwestern Riverside County, as
shown in Figure 7.1. The District is bounded by the Riverside County line to the north and west, the
Santa Ana river to the south, and the Rubidoux Community Services District to the east. The
unincorporated communities of Glen Avon, Sunnyslope, Mira Loma, Pedley, and Indian Hills are
within the District’s boundaries. Also, the portion of the District generally to the west of I-15 is
known as “Eastvale.” The District consists of approximately 48 square miles. As shown in Figure
7.1, the District has three small SOI areas within and adjacent to its boundary. The District was
formed in 1956 for the purpose of installing a sewer system within the community of Jurupa. Since
formation, the District’s services have been expanded by the Board of Directors to include Parks,
Landscape Maintenance, Street Lighting, and Graffiti Abatement.
The District is governed by a five-member Board of Directors, who are elected to four-year terms.
The Board meets regularly on the second and fourth Monday of each month at 7:00 p.m. at the
District’s office. Prior to each meeting agendas are posted on the District’s Web site and at the
District office. Additionally, representatives from two local newspapers usually attend the District’s
board meetings and inform the public regarding the District’s activities. To provide public outreach,
the District maintains an updated Web site that provides the following information: Board of
Directors information, meeting agendas and minutes, resolutions, ordinances, facility information,
and District contact information. In addition, the District publishes a quarterly newsletter that is
mailed to District residents and posted on the Web site.
The District prepares an annual budget and has an independent audit performed annually. The budget
process begins when the District Manager and staff prepare a draft budget, which is then reviewed
and revised by the District’s Finance Committee. The draft budget is then adopted by the Board of
Directors after a public meeting. The District’s revenue sources include: property taxes, assessments,
and fees and charges for water and wastewater services.
The District has adopted a Five-Year CIP, which is updated and prioritized annually. Within this
document, the District itemizes needed capital improvements and identifies the funding needed for
these projects.
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Figure 7.1: Jurupa CSD Boundaries
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The District avoids increasing rates for all services (i.e., water and wastewater) and specifically does
not want to implement fees for park and recreation services. To ensure financial stability, the District
reviews rates for services annually with the budget process to ensure that charges and fees are
adequate to cover expenditures and meet the legal requirements for a clear nexus between the fee and
the uses.
Community Facilities Districts (CFD) have been formed to provide the financing mechanism for
acquisition, improvement, and maintenance of parkland. There are 26 CFDs that have been formed,
which will fund approximately 400 acres of parkland. Currently, 83 acres of parkland have been
developed. The District has Joint Facility Agreements with the Corona Norco Unified School
District, which also provides funding for new facilities.
The District does not collect Quimby fees for the provision of park services. Funding opportunities
may also be available through Quimby fees, grant funding, and additional cooperative agreements
with other agencies in the area, such as the Jurupa Recreation and Parks District. In addition,
Riverside County has recently prepared a Report on Parks and Recreational Service in the
Unincorporated Communities of Riverside County, which states that the Recreation and Parks
Districts of the County have formed a working group to develop improved funding and infrastructure
planning. The District’s participation in this group may assist in the provision of service. These
potential opportunities may provide additional services to residents while providing a cost savings to
the District.
The District is a participant in the California Local Agency Investment Fund (LAIF) and has adopted
an investment policy. This policy is intended to outline the guidelines and practices to be used in the
District’s investments. The adopted standard is that of a “prudent person,” and shall be applied in the
context of managing the District’s portfolio. In addition, the District has adopted a Purchasing
Policy. The policy provides procedures for acquiring services and products to assure that purchases
provide a maximum benefit and a minimum cost to the District.
7.2 POPULATION AND GROWTH
This section is based upon data generated by the U.S. Census, the California Department of Finance,
and the Southern California Association of Governments (SCAG). Existing and projected population
information from these agencies is provided at the city or county level. It is not aggregated to the
Special District level. Hence, existing population figures and future projections are rarely projected
for the service areas of special districts unless the district devotes staff for that purpose. However,
assumptions regarding the District’s growth can be made by analyzing trends of the larger
geographical area, which is provided below.
Total Population
The California Department of Finance estimates the 2004 population within the cities of western
Riverside County (Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside) to be 490,284. In the
10 years between 1990 and 2000, the population of in this area increased 28.8 percent. During the
same 10-year period, the housing stock increased 21.4 percent. Tables 7.A and 7.B show population
and housing growth in western Riverside County and the County as a whole in 1990, 2000, and 2004.
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As shown, growth within the western County area during the 1990s was slightly lower than growth
within the County as a whole.
Table 7.A: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 7.B: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Growth Projections
Within the District’s Park Master Plan for the Eastvale area, the District estimated the 2000
population of the District to be 56,291. The District estimates that by 2020 the population of the
District will be 106,210, or a 4.4 percent growth annually. The District projects that most of this
growth will be within the Eastvale area. This is a much higher growth rate than the most recent
projections that were adopted by SCAG, which indicate that population growth in the unincorporated
WRCOG area between 2010 and 2030 is expected to be 3.7 percent annually.
The growth projections that have been adopted by SCAG are shown in Tables 7.C and 7.D. As
shown, the projected growth in population and households within the unincorporated WRCOG area is
less that what is expected in the County as a whole. However, growth in employment opportunities
are projected to be similar.
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Table 7.C: WRCOG Unincorporated Area Projections (2010–2030)
Year Population Households Employment
2010 475,002 156,466 98,385
2020 667,930 235,183 163,253
2030 830,191 313,281 228,887
Annual Growth Rate 3.7% 5.0% 6.6%
Source: SCAG RTP, April 2004
Table 7.D: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.5% 3.2% 3.17%
Source: SCAG RTP, April 2004
The District uses the western Riverside County population and housing growth data that is provided
by the Riverside County Planning Department to assess upcoming facility needs. The District also
utilizes the County’s adopted “Build Out” information for the area to assess and plan for long-term
needs. The District also coordinates with developers for the development of parkland to ensure that
demands resulting from residential growth are met by facilities that are constructed and integrated
into a coordinated land use plan.
As mentioned previously, the District has three SOI areas within and adjacent to its current boundary,
as shown on Figure 7.1. The larger of these areas is property that is owned by the Santa Ana River
Water Company. There is no need for services to the Water Company’s property, hence the area has
not been annexed. The smaller area is a mobile home park, which does receive services from the
District. Because this property is currently receiving services, this area should be annexed into the
District. This would assist in clarifying service boundaries, and would provide additional property
tax revenue to the District for provision of services.
7.3 PARKS
In response to citizens’ requests, the Board of Directors began providing park services and in 1996,
the District formulated and approved a Park Plan for a portion of its service area known as the
Eastvale area. Master plans for other areas of the District have not been drafted. The District’s
standard for parkland is 5 acres per 1,000 population. Within the District’s Park Master Plan for the
Eastvale area, the District has estimated the 2000 population of the entire District to be 56,291. The
District currently has approximately 102 acres of parkland, as shown in Table 7.E, which lists the
District’s park facilities.
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Table 7.E: Jurupa Community Services District’s Park Facilities
Park Facility and Location Amenities Acreage
Cedar Creek Park Tot lot, child play area, temporary fire station, restrooms, 10
6709 Cedar Creek Road picnic tables, picnic shelters, bbqs
Corona
Harada Heritage Park Soccer fields, baseball/softball fields, basketball courts, 32
13100 68th Street tot lot, child play area, volleyball courts, skateboard
Corona park, roller hockey, concession building, restrooms,
picnic tables, picnic shelters, bbqs
James C. Huber Park Soccer fields, baseball/softball fields, basketball courts, 12
Rolling Meadows and Archibald tot lot, child play area, tennis courts, skateboard park,
Avenue concession building, restrooms, picnic tables, picnic
Corona shelters, bbqs
McCune Family Park Soccer fields, baseball/softball fields, basketball courts, 12
7450 Eastvale Parkway tot lot, child play area, tennis courts, concession
Corona building, restrooms, picnic tables, picnic shelters, bbqs
Orchard Park Soccer fields, baseball/softball fields, basketball courts, 10
5900 Festival Way tot lot child play area, volleyball courts or skateboard
Corona park, concession building, restrooms, picnic tables,
picnic shelters, bbqs
Providence Ranch Park Soccer fields, baseball fields, basketball courts, tot lot, 13
7250 Cobble Creek child play area, concession building, restrooms, picnic
Corona tables, picnic shelters, bbqs
Future Facility
Eastvale Jogging/Running/Bike Park amenities include: cinder running track, 13
Trail in Corona. Located along jogging/running biking trail, restrooms, picnic tables,
the Santa Ana River from River bbqs. the trail is currently in the design stages.
Road to Hamner Avenue.
The Jurupa CSD’s boundaries overlap with the boundaries of the Jurupa Recreation and Parks
District. Both of these Districts provide park facilities within their respective boundaries. Because:
(1) the CSD only provides parkland west of Hamner Avenue; (2) the Recreation and Parks District
provides park facilities throughout its boundaries; and (3) because population information is not
aggregated to the District level, it is difficult to determine whether the CSD’s standard of 5 acres per
1,000 is being met.
Currently, an overlapping of park services does not exist, because the parks that are provided by the
Jurupa CSD are west of Hamner Avenue and beyond the boundary of the Jurupa Recreation and
Parks District. However, overlapping authority to provide park services does exist, as the principal
act provides the Jurupa CSD the ability to provide park services. The two Districts should coordinate
plans for future facilities to ensure that an efficient and streamlined provision of service continues to
be provided. In addition, it may be appropriate to reevaluate recommendations within the Jurupa
Area Special District Organization Task Force report, including the potential consolidation of the
Jurupa Area Districts.
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As discussed within Section 5.8, the Silverlakes Property, which is located within the City of Norco,
was bid on for purchase by both the City and the District. The issue regarding purchase of this
property ended when a judge intervened and awarded the property to the City of Norco for $5.5
million on the condition that the City uses it for public recreation. However, funding the
development of these facilities has not been identified. During summer 2004, a cooperative
development agreement was considered between the City and the District. However, an agreement
between the two agencies could not be reached.
Harada Heritage Park has 16 of its 32 acres open to the public. An additional eight acres were
scheduled for completion by December 2004, and the remaining eight acres will be completed in fall
2005.
The Riverside County Regional Park and Open Space District provides countywide or regional
facilities that are generally large facilities and designed to be used by residents of the entire region.
The County Park and Open Space District has three facilities within the District’s boundaries, which
are listed below.
• Rancho Jurupa Park, 4800 Crestmore Road, Riverside. This facility is located 1.5 miles south of
Mission Boulevard on Crestmore Road along the Santa Ana River. This 200-acre recreation and
fishing area facility contains 67 RV sites (12 with full hook-ups, 55 with water and electric).
There are also primitive camping areas, primitive equestrian camping group areas, and group day-
use facilities.
• Jensen-Alvarado Historic Ranch and Museum, 4307 Briggs Street, Riverside. This facility is
located in Riverside off the 60 Freeway and Rubidoux Boulevard. This is an 1880s Living
History Interpretive Program and Museum.
• Louis Rubidoux Nature Center, 5370 Riverview, Riverside. Activities include children’s day
camp programs in the summer, winter, and spring breaks and year-round environmental education
and interpretive programs, exhibits, and interpretive trails. The center is located two miles
southeast of Limonite Avenue on Riverview Drive in west Riverside.
The District is currently looking to hire a recreation coordinator, who would work with recreation
groups (i.e., little league, AYSO soccer, basketball, softball) in the Jurupa area to coordinate the use
of the District’s facilities and planning of recreation events. The County has assisted with the first
year’s funding for this new position.
7.4 STREET LIGHTING, LANDSCAPE MAINTENANCE, AND GRAFFITI
ABATEMENT
The District administers Lighting and Landscape Maintenance Districts within its boundary by
placing charges on property tax bills to cover the energy charges of the streetlights and the operation
and maintenance of landscaping within public rights-of-way throughout the District's service area.
In 1992/1993, the Board of Directors, recognizing a need to eradicate the growing blight of graffiti
within the District’s service area, authorized the formation of the Graffiti Abatement Program through
the Landscaping and Lighting Maintenance Act (1972). This program has been very successful not
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only in eradicating graffiti, but also in keeping the costs down for property owners. The District also
allocates funding from its property tax revenues for the graffiti abatement program.
7.5 DETERMINATIONS FOR THE JURUPA COMMUNITY SERVICES
DISTRICT
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, the following are the written determinations for the District.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The CSD only provides park facilities west of I-15, and the Jurupa Recreation and Parks District
provides park facilities throughout its boundaries. Due to this and because population
information is not aggregated to the District level, it is difficult to determine whether the CSD’s
standard of 5 acres per 1,000 is being met.
2. The District requires developers to provide for park land through CFDs, which will be needed to
serve the new development.
3. The District has adopted a Capitol Improvement Program, which is updated and prioritized
annually.
Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. Existing population figures and future projections are rarely projected for the service areas of
special districts unless the district devotes staff for that purpose. This is a constraint to predicting
future service demands, especially in areas where growth is expected and whose resources are
limited.
2. The District has created estimates of the current and future District population and utilized this in
the District’s Park Master Plan for the Eastvale area.
3. The District has estimated that growth will be 4.4 percent annually within the District’s
boundaries.
4. The District uses population and housing data that is provided by the Riverside County Planning
Department to assess upcoming facility needs.
5. The District utilizes the County’s adopted “Build Out” information for the District’s service area
to assess and plan for long-term needs.
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Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. Community Facilities Districts have been formed by Jurupa CSD to provide the financing
mechanism for acquisition, improvement, and maintenance of parkland. However, the District
does not collect Quimby fees, which may be a constraint to financing.
2. The District has Joint Facility Agreements with the Corona Norco Unified School District to
provide funding for new facilities.
3. The District should pursue grant funding where possible to reduce the cost of capitol
improvement projects.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The District is adding a recreation coordinator, who would coordinate the use of the District’s
facilities and planning of recreation events. The County has provided cost savings to the District
by assisting with the first years funding for this new position.
2. Through participation in the Recreation and Parks District’s working group, the District should
explore potential cost-sharing arrangements with other agencies in the area. Ideas that could be
explored include shared personnel, programs, equipment, and funding for new facilities.
3. The District has adopted investment and purchasing policies.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. Rates for services should continue to be analyzed during the annual budget process, to ensure that
charges and fees are adequate to cover expenditures and meet the legal requirements for a clear
nexus between the fee and the uses.
2. The District avoids increasing rates and specifically does not want to implement fees to residents
for park and recreation services.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The District should participate in the Recreation and Park District’s working group and explore
potential efficiencies that could be achieved through shared personnel, facilities, and other cost-
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sharing arrangements with other agencies in the area. Ideas that could be explored include shared
funding of new facilities, personnel, programs, recreational facilities, maintenance equipment,
and office space.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon the current provision of service, it is reasonable to conclude that pubic services can
continue to be provided by the District under the existing government structure.
2. Although the CSD and Park and Recreation District boundaries overlap, park services are not
overlapping. However, overlapping authority to provide park services does exist, as the principal
act provides the Jurupa CSD the ability to provide park services. The two Districts should
coordinate plans for future facilities to ensure that an efficient and streamlined provision of
service continues to be provided. Likewise, the District should also coordinate with the County
Park and Open Space District to ensure that overlapping services do not occur.
3. The mobile home park is currently receiving services from the District, therefore, this area should
be annexed into the District. This would assist in clarifying service boundaries, and would
provide additional property tax revenue to the District for provision of services.
4. The MSR and SOI Update process is currently ongoing; therefore, it may be appropriate to
reevaluate the potential consolidation of the Jurupa Area Districts.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The District implements a graffiti abatement program. This program has been very successful, not
only in eradicating the graffiti, but also in keeping the costs down to the property owners. This is
indicative of an efficiently managed District.
2. The District prepares a comprehensive and thorough annual budget that clearly identifies the
revenues and expenditures for the services provided by the District. This document allows for the
evaluation of efficiencies.
3. The District’s budget and accounting practices are audited every year by a certified public
accountant.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
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1. The District has historically made reasonable efforts to maintain a public dialogue regarding
issues and projects of concern to the community. The District’s outreach program includes
providing information regarding current issues of significance to the community. In particular, the
District has provided information on its web site, publishes a newsletter, and works with the local
newspapers.
2. Prior to budget approval, a public meeting is held to include citizen comments.
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8.0 RUBIDOUX COMMUNITY SERVICES DISTRICT
8.0 RUBIDOUX COMMUNITY
SERVICES DISTRICT
The following municipal services are discussed within this MSR:
• Fire Protection (via contract for staffing with Riverside County)
• Solid Waste (via contract with Burrtec Waste Industries, Inc.)
• Street Lighting
8.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The Rubidoux Community Services District (District) is situated in both Riverside and San
Bernardino Counties approximately 50 miles east of Los Angeles. The District is located between
San Bernardino County to the north, unincorporated areas of Jurupa to the west, the Santa Ana river
to the south, and the City of Riverside on the east, as shown in Figure 8.1. The District encompasses
approximately 14 square miles and serves approximately 6,400 dwelling units and 24,000 residents.
The District has three small SOI areas within Riverside County. As shown in Figure 8.1, the SOI
areas are located between the District and the County line to the north and between the District and
the Santa Ana river to the south. The area to the north existed prior to the formation of the District,
and District services are not needed. The areas to the south are mostly within the Santa Ana River
flood plain and either are not developed or do not need services from the District. The District
Manager has stated that the need for the District’s services is primarily driven by the need for water
and/or wastewater services (which are not discussed within this MSR). The developed properties,
which surround the District, are being served by private wells and by septic. If a need for the
District’s services develops, then the District has stated it would propose an annexation. The District
currently has 18 full-time employees and 1 part-time employee.
The District was established on November 24, 1952. The District’s service area is approximately
4,800 acres and has a population of approximately 26,177. The District operates under a five-
member Board of Directors with a four-year term of office and meet the first and third Thursdays of
the month at 7:30 p.m. at the District’s office. Board meeting agendas are posted and mailed to all
persons on the District’s mailing list. The District also utilizes the local newspaper for public
outreach.
The District’s revenue is obtained through property taxes and fees for services. The annual budget
adoption process includes reviewing previous budgets and rates, identifying any cost avoidance
opportunities, and holding public workshops to include residents of the District prior to adoption by
the District’s Board of Directors. In addition, service upgrades are funded by Mello Roos, developer
fees, and user charges. Capacity improvements are also evaluated annually.
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Figure 8.1: Rubidoux CSD Boundaries and Regional Location
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The District has adopted an investment policy that has the objectives of safety of principal, liquidity,
and return on investment. Investments shall be made under the Prudent Person Rule. Likewise, the
District has a AAA bond rating. The District’s financial audit for the 2002-03 fiscal year states “that
the steady growth within the District and management’s continual evaluation of financial data has
poised the District to be in a position to provide for its continued well being and financial soundness.”
8.2 POPULATION AND GROWTH
This section is based upon data generated by the U.S. Census, the California Department of Finance,
and the Southern California Association of Governments (SCAG). Existing and projected population
information from these agencies is provided at the city or county level. It is not aggregated to the
Special District level. Hence, existing population figures and future projections are rarely projected
for the service areas of special districts unless the district devotes staff for that purpose. However,
assumptions regarding the District’s growth can be made by analyzing trends of the larger
geographical area, which is done below.
Population
The California Department of Finance 2004 estimate of the population within the cities of western
Riverside County (Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside) was 490,284. In the
10 years between 1990 and 2000, the population of in this area increased 28.8 percent. During the
same 10-year period, the housing stock increased 21.4 percent. Tables 8.A and 8.B show population
and housing growth in western Riverside County and the County as a whole in 1990, 2000, and 2004.
As shown, growth within the western County area during the 1990s was slightly lower than growth
within the County as a whole.
Table 8.A: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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Table 8.B: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Growth Projections
The growth projections that have been adopted by SCAG are shown in Tables 8.C and 8.D. As
shown, the projected growth in population and households within the unincorporated WRCOG area is
less than what is expected in the County as a whole. However, growth in employment opportunities
is projected to be similar. The District has analyzed growth and has utilized projections in its water
and wastewater master plans. Specifically, these projections have been used to anticipate service
demands and to project for needed capital facilities.
Table 8.C: WRCOG Unincorporated Area Projections (2010–2030)
Year Population Households Employment
2010 475,002 156,466 98,385
2020 667,930 235,183 163,253
2030 830,191 313,281 228,887
Annual Growth Rate 3.7% 5.0% 6.6%
Source: SCAG RTP, April 2004
Table 8.D: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.5% 3.2% 3.2%
Source: SCAG RTP, April 2004
Recently, Riverside County LAFCO asked agencies to provide projected growth in five-year
increments through 2025. Hence, the District provided the information compiled in Table 8.E. The
District’s projections show an annual growth rate of 1.95 percent through 2025.
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Table 8.E: Growth Projections Provided by Rubidoux CSD
Year Population in Agency’s Boundaries
2003 26,177
2005 28,500
2010 30,300
2015 32,200
2020 34,100
2025 37,400
8.3 FIRE PROTECTION
Fire services are provided by a cooperative agreement between the District and the County of
Riverside Fire Department. The District owns one station and all of its equipment, and the County
Fire Department provides staffing for the station via contract with the District. This method of
providing services was established when the District took over service provision from a preexisting
Fire District in the 1960s. In 1990, the District contracted for staffing from the County Fire
Department. At that time, all of the District’s fire personnel were absorbed into the County Fire
Department. The contract for services allows the District to either increase or decrease the staffing of
stations, as necessary. The District obtains funding for fire services through the Structural Fire Tax.
Fire Station 38, on Rubidoux Boulevard, is owned and equipped by the District. This station is the
first responder to service calls within the District. However, Station 16 and Station 18 provide mutual
aid as needed. In 2003, Station 38 responded to a total of 2,046 incidents. In order to provide
additional fire services, the County’s Redevelopment Agency recently entered into a cooperative
agreement with the District for the construction of a new fire station to be located on the northwest
corner of Avalon Street and Mission Boulevard. This station is expected to be completed in late
2005. Fire station equipment and personnel that provide services to the District are shown in Table
8.F.
Table 8.F: Fire Stations and Equipment Serving the Rubidoux CSD
Station Equipment Personnel
Station 38 (owned by the 2 triple combination engines 2 fire captains, 1 fire apparatus
District) 1 rescue squad engineer, 4 firefighter II, and
3590 Rubidoux Boulevard 30 active volunteers
Station 16 (County Station) 2 triple combination engines 3 firefighters
9270 Limonite Ave 1 rescue squad
Station 18 (County Station) 2 triple combination engines 4 firefighters in the summer
7545 Mission Boulevard 1 rescue squad 3 firefighters in the winter
5701 Mission Boulevard 2 type 1 engines N/A
(owned by the District, 1 truck engine
completion end of 2005) 2 rescue squads
The need for new stations is determined by the ability to meet response time criteria for the various
land use categories. The number of dwelling is the basic unit of measure.
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The Fire Department’s data indicates that approximately 60 percent of the District meets the criteria
for an urban response from the Fire Department. The addition of the new fire station on Mission
Boulevard will increase the level of service.
The District has established fire flow requirements based upon Riverside County requirements. This
is in addition to the County’s requirements for developers to equip new commercial and industrial
buildings with fire sprinklers, which greatly reduces uncontrolled fire hazards.
8.4 SOLID WASTE
The District has contracted with Burrtec Waste Industries, Inc., to provide solid waste services within
the District’s boundaries. Table 8.G lists the amount of green waste and other refuse that is collected
in the District. The percentage of green waste that is diverted is also listed. All of the non-green
waste refuse is transported to a transfer station for additional diversion processing and disposal.
Pursuant to the District’s contract for solid waste services, Burrtec is required to comply with the
California Integrated Waste Management Act of 1989 and is required to divert a minimum of 50
percent of all solid waste.
Table 8.G: Monthly Solid Waste Totals (January–September 2004)
Month Green Regular Total Diversion of Green Waste
January 211.09 988.16 1,199.25 17.60%
February 148.85 893.88 1,042.73 14.28%
March 334.32 1,199.01 1,533.33 21.80%
April 246.85 974.65 1,221.50 20.21%
May 303.31 1,290.72 1,494.03 20.30%
June 244.96 947.63 1,192.59 20.54%
July 246.00 964.99 1,210.99 20.31%
August 346.66 1,193.98 1,540.64 22.50%
September 240.36 905.72 1,146.08 26.54%
Total 2,322.40 9,358.74 11,581.14 —
Average 258.04 1,039.86 1,286.79 20.45%
* All amounts are in tons.
Source: Rubidoux CSD, 2004.
Solid Waste Rate Comparison
The rates for solid waste services are reviewed annually and anticipated in the budget process. The
District sets rates for solid waste services through assessing the expenditures and revenues necessary
to provide sufficient services. Prior to rate increases, the District meets with representatives of
Burrtec Waste Industries, Inc., to review in detail the proposed charges and determine that rate
increases are necessary for the efficient provision of services. The District then holds a public
hearing for the proposed rate increases prior to approval.
The District’s refuse rates are differentiated by the type of land use (i.e., single-family, multifamily,
commercial), the number of refuse cans, and the number of pickups per week for commercial and
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industrial customers. Table 8.H compares the District’s solid waste rates and those of nearby
jurisdictions within western Riverside County.
Table 8.H: Monthly Solid Waste Rates
Rubidoux CSD Riverside Corona Norco
$10.92 per apartment, $18.79 for
$15.66
single-family curb service $31.64 $10.98 +
Residential $5.88 per extra 90 gallon $18.33
for backyard service; additional $4.94 (recycling)
can
containers are extra
From $82.62 to
From $10.67 to $732.74, $984.22, depending
Commercial From $9.18–$580.00,
depending upon size of container $73.00–965.00 upon size of container
and Industrial depending on amount
and number of pickups per week and number of
pickups per week
8.5 STREET LIGHTING
The District contracts with Southern California Edison for the provision and maintenance of street
lights and electricity to illuminate the street lights located within the District. The placement and
standards for street lighting are set by the County Transportation Department and specified during the
development process. The District’s role is simply to assume the energy charges and maintain the
contract for services with Southern California Edison. The District does not receive assessments for
street lighting services. Revenue to provide this service is obtained through the property tax share
that the District receives.
8.6 DETERMINATIONS FOR THE RUBIDOUX COMMUNITY SERVICES
DISTRICT
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, the following are the written determinations for the District.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The placement and standards for street lighting are set by the County Transportation Department
and specified during the development process.
2. The Fire Department’s data indicates that approximately 60 percent of the District meets the
criteria for an urban response from the Fire Department. The addition of the new fire station on
Mission Boulevard will increase the level of service.
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Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. Existing population figures and future projections are rarely projected for the service areas of
special districts unless the district devotes staff for that purpose. This is a constraint to predicting
future service demands, especially in areas where growth is expected and whose resources are
limited.
2. The District has analyzed growth and has utilized projections in the District’s water and
wastewater master plans. Specifically, these projections have been used to anticipate service
demands and to project for needed capitol facilities. District’s projections show an annual growth
rate of 1.95 percent through 2025.
3. The District has three small SOI areas, in which service provision from the District is not needed.
If a need for the District’s services develops, then the District would propose an annexation.
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The District has adopted an investment policy, which has the objectives of safety of principal,
liquidity, and return on investment.
2. Service upgrades are funded by Mello Roos, developer fees, and user charges.
3. The District prepares a comprehensive and thorough annual budget that clearly identifies the
revenues and expenditures for the services provided by the District. The District also has a AAA
bond rating. These provide opportunities for the District to obtain financing, when necessary.
4. The District’s financial audit concludes that there are no apparent fiscal constraints limiting the
ability of the District to serve existing and future residents.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The District’s utilizes the annual budget adoption and rate review process a method to identify
cost avoidance opportunities.
2. The County Redevelopment Agency’s agreement with the District for the construction of a new
fire station is a cost avoidance opportunity.
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Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. The District does not receive assessments for street lighting services. Revenue to provide this
service is obtained through the property tax share that the District receives. Therefore, there is no
opportunity for the restructuring of rates for this service.
2. The District sets rates annually for solid waste services through assessing the expenditures and
revenues necessary to provide sufficient services. 3. Prior to rate increases, the District meets
with Burrtec Waste Industries, Inc. to review the proposed charges. This process provides an
annual opportunity to restructure rates.
3. Rates for solid waste services are similar to those of other agencies within western Riverside
County.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. All of the services provided by the District, which are discussed within this MSR (Fire, Solid
Waste, and Street Lighting) are provided via contract. The only facility the District uses to
provide these services is the District office and the existing fire station. Hence, no opportunities
for shared facilities have been identified. However, fire services are provided by a cooperative
agreement between the District and the County of Riverside Fire Department. The District owns
the facility and equipment, and the County Fire Department provides staffing for the station via
contract with the District.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon the conclusion of the District’s financial audit, it is reasonable to conclude that pubic
services can continue to be provided by District under the existing government structure.
2. Services that are discussed within this MSR, are implemented by contract with service providers.
This structure is capable of offering appropriate levels of service to current and future
populations, and capable of extending services.
3. The District’s SOI area within San Bernardino County has been addressed by San Bernardino
County LAFCO. The District has three small SOI areas in Riverside County, which are adjacent
to the District’s boundary. The SOI areas in Riverside County do not currently need the District’s
services. If services to these areas are needed in the future, they should be annexed into the
District.
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4. The MSR and SOI Update process is currently ongoing; therefore, it may be appropriate to
reevaluate the potential consolidation of the Jurupa Area Districts.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The District’s financial audit for the 2002-03 fiscal year states “that the steady growth within the
District and management’s continual evaluation of financial data has poised the District to be in a
position to provide for its continued well being and financial soundness”. This is indicative of an
efficiently managed District.
2. The District has a AAA bond rating. This is also indicative of an efficiently managed District.
3. The District’s budget and accounting practices are audited annually by a Certified Public
Accountant.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. The annual budget adoption process includes holding public workshops to include residents and
customers of the District.
2. Rates and fees for service have been established at public hearings that include public
participation.
3. The District operates under the provisions and requirements of the Ralph M Brown Act. All
agendas are posted in a timely manner and supplied to anyone requesting notification, including
the local newspaper.
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9.0 JURUPA AREA RECREATION AND PARKS DISTRICT
9.0 JURUPA AREA RECREATION AND PARKS DISTRICT
Recreation and park services are discussed within this MSR.
9.1 LOCATION, ADMINISTRATION, MANAGEMENT, AND OPERATIONS
The Jurupa Area Recreation and Parks District (District) was formed on May 22, 1984. The District
was formed to provide parks and recreational facilities for current and future families within the
District’s boundaries. The District is located in an unincorporated portion of northwestern Riverside
County, as shown in Figure 9.1. The District is bounded on the north by the County line, and the City
of Riverside is located to the south. The District’s boundary is coterminous with its SOI.
The District is governed by a five-member, locally elected Board of Directors. Board meetings,
which are open to the public, are held on the second and fourth Tuesday of each month and are held at
the Jurupa Community Center at 4810 Pedley Road. Meeting agendas are posted and mailed to
interested agencies and residents. In addition, agendas regarding issues that are specific to certain
recreation groups (i.e., equestrian and soccer groups) are mailed to the group for notification. The
District follows the Brown Act explicitly. To ensure compliance, the District has an annual retreat to
study Brown Act regulations.
In an attempt to reach out to the community, the District maintains a Web site that lists the District’s
facilities, class and program information, District news, Board Member information, agendas, and
meeting minutes. The District also conducts annual meetings with facility user groups to discuss
rules, budget, and facility issues. This meeting allows the District to connect directly to the needs of
the residents who are using and renting the District’s facilities.
The District prepares an annual budget and has an independent audit performed annually. The budget
process begins when the District Manager and the accounting staff prepare a draft budget with input
from the community regarding needs. The draft budget is then made available for public review prior
to the District’s Board meeting in which the budget is adopted. The District’s revenue sources
include: property taxes, assessments, Quimby fees, program fees, facility rentals, and grants. The
District has employees with grant application experience and a policy of continually applying for
grants. In addition, the District has been able to secure additional financing for development and
rehabilitation of facilities through the Economic Development Agency of Riverside County (EDA).
The District’s Board annually reviews the rates charged for programs and facility rentals to ensure
that revenue keeps pace with the expenditures that are required to provide services. The District’s
budget specifically lists the costs and revenues associated with each facility and program. Hence, the
District can specifically ascertain where additional revenue is needed and can raise rates as necessary
for those specific programs or facilities.
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Figure 9.1: Jurupa Area Recreation and Parks District Boundary and Facilities
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The District has adopted a Capital Improvement Program (CIP), which is updated and prioritized
annually. Within this document, the District itemizes needed capital improvements and identifies the
funding needed for these projects.
The District is a member of the California Park and Recreational Society, which allows for
participation in California Association of Parks and Recreation Insurance (CAPRI) of California
Special Districts. CAPRI is a self-insured program that allows the District to receive lower insurance
premiums than it would receive without the membership.
In order to limit expenditures, the District has adopted a purchasing policy. This policy provides for
competitive bidding procedures to be implemented by the District and establishes purchasing
thresholds for buying equipment, supplies, and services. The purpose of the policy is to purchase
goods, supplies, and services in a manner that is cost-effective and promotes sound accounting
controls. The purchasing policy is currently being revised and should be adopted by the Board in the
near future.
The District has a history of working with other agencies in order to provide facilities and programs.
The District currently has many agreements for the development and sharing of facilities. For
example, in October 2000 the District entered into an agreement with the Center for Community
Action and Environmental Justice to jointly develop the Glen Avon Heritage Park. In 1993, the
District entered into an agreement with the Jurupa Unified School District to provide a neighborhood
riding arena. This facility is the Felspar Arena. The District also benefits from improvements
generated by the County’s Redevelopment Agency and participates in various projects through
cooperation agreements between the District, Redevelopment Agency, and the County. The District
Manager has stated that he would like to work with other agencies to create, implement, and fund a
regional plan for the provision of park and recreational services. Likewise, Riverside County has
recently prepared a Report on Parks and Recreational Service in the Unincorporated Communities of
Riverside County, which states that the Recreation and Parks Districts of the County have formed a
working group to develop improved funding and infrastructure planning. The District’s participation
in this group may assist in the provision of service. These potential opportunities may provide
additional services to residents, while providing a cost savings to the District.
The District is also currently working with Riverside County Flood Control District to develop a 13-
acre multipurpose athletic facility (Centennial Park). The two agencies have a 30-year cooperative
agreement. The Flood Control District owns the property, and the District will develop, maintain, and
operate the facility. Grant funding will assist in financing the development of this facility. In
addition, a well is located adjacent to the proposed facility. Because of the location of the well, the
water purveyor has agreed to provide water to the park site at 50 percent of the normal rate.
Additional opportunities for cooperative agreements have been suggested between the District, Jurupa
Community Service District, and the City of Norco; however, these agencies have not been able to
find a workable basis of cooperation.
9.2 POPULATION AND GROWTH
This section is based upon data generated by the U.S. Census, the California Department of Finance,
and the Southern California Association of Governments (SCAG). Existing and projected population
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information from these agencies is provided at the city or county level. It is not aggregated to the
Special District level. Hence, existing population figures and future projections are rarely projected
for the service areas of special districts unless the district devotes staff for that purpose. However,
assumptions regarding the District’s growth can be made by analyzing trends of the larger
geographical area, which is provided below.
Total Population
The California Department of Finance estimates the 2004 population within the cities of western
Riverside County (Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside) to be 490,284. The
District estimates that the current population within its boundaries is 82,000. In the 10 years between
1990 and 2000, the population of this area increased 28.8 percent. During the same 10-year period,
the housing stock increased 21.4 percent. Tables 9.A and 9.B show population and housing growth in
western Riverside County and the County as a whole in 1990, 2000, and 2004. As shown, growth
within the western County area during the 1990s was slightly lower than growth within the County as
a whole.
Table 9.A: Total Incorporated1 Population and Housing in the Western Riverside County
(1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 344,107 — 119,518 —
2000 443,171 2.8 145,075 2.1
2004 490,284 2.7 157,498 2.1
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Table 9.B: Total Riverside County Population and Housing (1990, 2000, 2004)
Annual Percent Annual Percent
Year Population Change Housing Change
1990 1,170,413 — 483,847 —
2000 1,545,387 3.2 584,674 2.1
2004 1,776,743 3.7 659,795 3.2
Source: State of California, Department of Finance, E-5 City/County Population and Housing Estimates, 2004, Revised
2001–2003, with 2000 DRU Benchmark. Sacramento, California, May 2004; City/County Population and Housing
Estimates, 1991–2000, with 1990 Census Counts.
Growth Projections
The most recent growth projections adopted by SCAG indicate that population growth in the
unincorporated WRCOG area between 2010 and 2030 is expected to be 2.5 percent annually. The
1 Canyon Lake, Lake Elsinore, Corona, Norco, and Riverside
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growth projections that have been adopted by SCAG are shown in Tables 9.C and 9.D. As shown,
the projected growth in population and households within the unincorporated WRCOG area is less
that what is expected in the County as a whole. However, growth in employment opportunities are
projected to be similar.
Table 9.C: WRCOG Unincorporated Area Projections (2010–2030)
Year Population Households Employment
2010 475,002 156,466 98,385
2020 667,930 235,183 163,253
2030 830,191 313,281 228,887
Annual Growth Rate 3.7% 5.0% 6.6%
Source: SCAG RTP, April 2004
Table 9.D: Riverside County Growth Projections (2010–2030)
Year Population Households Employment
2010 2,085,432 685,775 727,711
2020 2,644,278 907,932 954,499
2030 3,143,468 1,127,780 1,188,976
Annual Growth Rate 2.5% 3.2% 3.2%
Source: SCAG RTP, April 2004
The boundaries of the District are coterminous with census tract maps, which allows the District to
determine population and housing within its boundaries. As mentioned previously, the District has a
history of applying for grants. The District utilizes regional projections and projected growth related
to development approvals within the grant application process to determine upcoming facility
demands, which are expected to result from growth. As mentioned previously, the District’s
boundary is coterminous with its SOI. There are no areas outside of the District’s current boundary
that District services will be needed. Therefore, SOI area is not needed beyond the current boundary.
9.3 PARKS AND RECREATION
Table 9.E below lists all of the District’s park and recreation facilities. All of these facilities are
operated and maintained by the District.
Table 9.E: Jurupa Area Recreation and Parks District’s Facilities
Facility and Location Amenities Acreage
Jurupa Community Center Skate park, playground, community center, 2.55
(District office) community center rental, restrooms
4810 Pedley Rd., Riverside
Rick Thompson Arena Equestrian arena, restrooms 8.92 (includes
8629 Jurupa Rd., Riverside Agate Park and
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Facility and Location Amenities Acreage
Agate Park/Harvey Ballfield Playground, grassy area, picnic tables, Harvey
8623 Jurupa Rd., Riverside ballfields, restrooms Ballfield)
Avalon Park/Cliff Wanamaker Playground, grassy area, picnic tables, 10.00
Gymnasium ballfields, outdoor basketball, community
2500 Avalon, Riverside center, gymnasium, restrooms
Clay Park Playground, grassy area, picnic tables, outdoor 6.36
8029 Havenview, Riverside basketball, sand volleyball, restrooms
Knowles Park Ballfields, restrooms 6.41
5001 Poinsettia, Riverside
Laramore Park Playground, grassy area, picnic tables, 5.18
1380 Little Dipper, Mira Loma equestrian arena, restrooms
Laramore Trail Multiuse trail 8.03
Veterans Memorial Park & Playground, grassy area, picnic tables, picnic 9.98
Community Center area, ballfields, community center, pool,
4393 Riverview, Riverside restrooms
Rancho Mira Loma Park Playground, grassy area, picnic tables, outdoor 6.41
34 Rouselle/Wysocki, Mira Loma basketball, sand volleyball
Wineville Park Playground, grassy area, picnic tables 4.89
34 Trail Canyon Dr., Mira Loma
Felspar Arena Equestrian arena 4.80
Felspar and 58th, Riverside
Centennial Park Under development 31.62
Jurupa Rd. and El Camino Real
Horseshoe Lake Park Undeveloped park site 13.00
Kelsey Place and Lakeview Ave.
Paramount Park Undeveloped park site 0.48
Pacific Ave. and Canal Street
The Riverside County Regional Park and Open Space District provides countywide or regional
facilities that are generally large facilities and designed to be used by residents of the entire region.
The Regional Park and Open Space District owns and maintains two facilities within the District’s
boundaries. These facilities are listed below and shown on Figure 9.1.
• Louis Rubidoux Nature Center, 5370 Riverview, Riverside. Activities include children’s day
camp programs in the summer, winter, and spring breaks and year-round environmental education
and interpretive programs, exhibits, and interpretive trails. Located 2 miles southeast of Limonite
Avenue on Riverview Drive in west Riverside.
• Jensen-Alvarado Historic Ranch and Museum, 4307 Briggs Street, Riverside. This facility is
located in Riverside off the 60 Freeway and Rubidoux Boulevard. This is an 1880s Living
History Interpretive Program and Museum.
As discussed within section 7.3, the Jurupa Recreation and Parks District’s boundaries overlap with
the boundaries of the Jurupa CSD. Both of these Districts provide park facilities within their
respective boundaries. Currently, an overlapping of park services does not exist, because the parks
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that are provided by the Jurupa CSD are west of Hamner Avenue and beyond the boundary of the
Jurupa Recreation and Parks District. However, overlapping authority to provide park services does
exist, as the principal act provides the Jurupa CSD the ability to provide park services. The two
Districts should coordinate plans for future facilities to ensure that an efficient and streamlined
provision of service continues to be provided. In addition, it may be appropriate to reevaluate
recommendations within the Jurupa Area Special District Organization Task Force report, including
the potential consolidation of the Jurupa Area Districts.
The District currently has a total of 123.16 acres of parkland, not including the County’s facilities.
Utilizing the District’s current estimated population of 86,000, the District provides 1.5 acres of park
land per 1,000 population. This ratio is far below the District’s standard of five acres per 1,000
population. The District has not historically met this standard.
The District also provides recreational services to residents. These programs are listed below in
Table 9.F. Fees for these programs vary by program based on the number of meetings and the
facilities need to provide the program.
Table 9.F: Recreation Programs Provided by Jurupa Area Recreation and Parks District
RAP (Recreational After School Program) Youth cooking class Tot time
Family karate Sports 4 tykes Trick roping
Youth basketball Youth basketball Spring break camp
Tumbling, trampoline, and gymnastics Summer youth basketball Youth Center
Summer day camp Summer day camp + swim Summer tot time
Tot time swim combo Open swim
In addition to the programs listed in Table 9.F, the District provides special events, including the
Salsa Run, 3rd of July Fireworks, Halloween Spooktacular, Spring Fling, Candle Light Vigil, Arbor
Day, Teen Expo, and Green Faire. The District also hosts additional community events such as the
Jurupa Valley Chamber of Commerce Casino Night and the Jurupa Valley Rodeo.
9.4 DETERMINATIONS FOR THE JURUPA AREA RECREATION AND PARKS
DISTRICT
The Service Review guidelines prepared by the State Office of Planning and Research recommend
that issues relevant to the jurisdiction be addressed through written determinations called for in the
Act. Based on the above information, the following are the written determinations for the District.
Infrastructure Needs and Deficiencies
Purpose: To evaluate the infrastructure needs and deficiencies in terms of supply, capacity,
condition of facilities, and service quality.
1. The District provides 1.5 acres of park land per 1,000 population, not including County facilities.
This ratio is far below the District’s standard of five acres per 1,000 population. The District has
not historically met this standard.
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2. The District has adopted a Five-Year Capitol Improvement Program, which is updated and
prioritized annually. This document provides the blueprint for upgrading many of the District’s
facilities. Funding is set aside each year during the budget process to complete specific projects.
Growth and Population
Purpose: To evaluate service needs based upon existing and anticipated growth patterns and
population projections.
1. Existing population figures and future projections are rarely projected for the service areas of
special districts unless the district devotes staff for that purpose. This is a constraint to predicting
future service demands, especially in areas where growth is expected and whose resources are
limited.
2. The most recent growth projections adopted by SCAG indicate that population growth in the
unincorporated WRCOG area between 2010 and 2030 is expected to be 2.5 percent annually.
3. The District utilizes regional projections and projected growth related to development approvals
within the grant application process and to determine upcoming facility demands, which are
expected to result from growth.
Financing Constraints and Opportunities
Purpose: To evaluate a jurisdiction’s capability to finance needed improvements and services.
1. The District prepares a comprehensive and thorough annual budget that clearly identifies the
revenues and expenditures for the services provided by the District.
2. The District has employees with grant application experience and a policy of continually applying
for grants.
3. The District has been able to secure additional financing for development and rehabilitation of
facilities through the EDA.
Cost Avoidance Opportunities
Purpose: To identify practices or opportunities that may help eliminate unnecessary costs.
1. The District is member of CAPRI and benefits from the insurance coverage that is offered at a
lower rate then they could purchase on their own.
2. The District looks to collaborate with the surrounding jurisdictions and the County, as this has
proven to be cost effective.
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3. The District has adopted a purchasing policy that is currently being reviewed. The purpose of the
policy is to purchase goods, supplies and services in a manner that is cost-effective and promotes
sound accounting controls.
4. Through participation in the Recreation and Parks District’s working group, the District should
explore potential cost avoidance opportunities with other agencies in the area. Ideas that could be
explored include shared funding for facilities, programs, studies, and equipment.
Opportunities for Rate Restructuring
Purpose: To identify opportunities to impact rates positively without decreasing service levels.
1. The District’s Board reviews rates annually to ensure that revenue keeps pace with expenditures.
2. The District’s budget is designed so that the District can specifically ascertain where additional
revenue is needed, and can raise rates as necessary for specific programs or facilities.
Opportunities for Shared Facilities
Purpose: To evaluate the opportunities for a jurisdiction to share facilities and resources to develop
more efficient service delivery systems.
1. The District has demonstrated its ability to share facilities and the development of facilities with
other agencies in western Riverside.
2. The District has several arrangements for working together with other agencies such as: EDA,
Riverside County Flood Control District, the Center for Community Action and Environmental
Justice, and Jurupa Unified School District.
3. The District should participate in the Recreation and Park District’s working group and explore
potential cooperative agreements with agencies in western Riverside County for the provision of
park and recreational services. Opportunities exist to collaborate resources amongst different
agencies and to provide additional facilities.
Government Structure Options
Purpose: To consider the advantages and disadvantages of various government structures to
provide public services.
1. Based upon the current provision of service, it is reasonable to conclude that park and recreational
services can continue to be provided by the District under the existing government structure.
2. Even though the Jurupa CSD and the Jurupa Park and Recreation District boundaries overlap,
park services are not overlapping. However, overlapping authority to provide park services does
exist, as the principal act provides the Jurupa CSD the ability to provide park services. The two
Districts should coordinate plans for future facilities to ensure that an efficient provision of
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9.0 JURUPA AREA RECREATION AND PARKS DISTRICT
service continues to be provided. Likewise, the District should also coordinate with the County
Park and Open Space District to ensure that overlapping services do not occur.
3. The District’s boundary is coterminous with its SOI. There are no areas outside of the District’s
current boundary that District services will be needed. Therefore, SOI area is not needed beyond
the current boundary.
4. The MSR and SOI Update process is currently ongoing; therefore, it may be appropriate to
reevaluate the potential consolidation of the Jurupa Area Districts.
Evaluation of Management Efficiencies
Purpose: To consider the management structure of the jurisdiction.
1. The District’s budget and accounting practices are audited annually by a certified public
accountant.
Local Accountability and Governance
Purpose: To evaluate the accessibility and levels of public participation associated with the
agency’s decision-making and management processes.
1. Board meeting agendas regarding issues that are specific to certain recreation groups are mailed
to the group for notification.
2. The District follows the Brown Act for conduct of all meetings. To ensure compliance the
District has an annual retreat to study Brown Act regulations.
3. The District maintains a website that lists the District’s facilities, class and program information,
District news, Board Member information, agendas, and meeting minutes.
4. The District has historically made reasonable efforts to maintain a public dialogue regarding
issues and projects of concern to the community. In particular, the District has conducted annual
meetings with facility user groups to discuss issues and concerns. This meeting allows the
District to connect directly to the needs of the residents who are using and renting the District’s
facilities.
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10.0 ORGANIZATIONS AND PERSONS CONTACTED
10.0 ORGANIZATIONS AND PERSONS CONTACTED
George Spiliotis, Executive Officer, Riverside LAFCO.
Wayne Fowler, Deputy Executive Officer, Riverside LAFCO.
Sanaa Azar, Development Specialist, Economic Development Agency of Riverside County.
Wendy Villa, Intergovernmental Relations Officer, City of Riverside.
Diane Jenkins, Senior Planner, City of Riverside.
Patricia Burbano-Brenes, Associate Planner, City of Riverside
Armando Villa, Planning & Code Enforcement Manager, City of Lake Elsinore.
Kathy Barrozo, GIS Services, City of Lake Elsinore.
Cheryl Russell, Manager, Jurupa Community Services District.
Jan Zirwas, Jurupa Community Services District.
Terry Manual, Planning Department, City of Corona.
Terrie Villalpando, Sr. Administrative Assistant, City of Corona Fire Department.
Jonathon Jones, Park Development Manager, City of Corona.
Ken Seumalo, Engineering Manager/City Engineer, City of Lake Elsinore.
Dan Rodriguez, General Manager, Jurupa Area Recreation and Park District.
Gene Ostrander, Riverside County Fire Department.
Kathy Bennett, City Clerk, City of Canyon Lake.
James Daniels, Community Development Director, City of Norco.
Cheryl Roberts, Deputy City Clerk, City of Norco.
David Lopez, Manager, Rubidoux Community Services District.
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LSA ASSOCIATES, INC. MUNICIPAL SERVICE REVIEW
MAY 2005 RIVERSIDE COUNTY LOCAL AGENCY FORMATION COMMISSION
10.0 ORGANIZATIONS AND PERSONS CONTACTED
Dan Ybarra, Sergeant, Patrol & Corrections Planning, Riverside County Sheriff’s Department.
George Mickleheim, Jurupa Area Recreation and Parks District.
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11.0 REFERENCES
11.0 REFERENCES
Addendum to the Jurupa Area Special District Organization Task Force Evaluating the Potential
Consolidation of: Rubidoux Community Services District, Jurupa Community Services District, and
Jurupa Area Recreation and Parks District. October 1997.
City of Canyon Lake Annual Financial Report, June 30, 2003. Prepared by Lance Soll & Lunghard
LLP, December 18, 2003.
City of Canyon Lake General Plan, 1996.
City of Corona Annual Proposed Budget Fiscal Year 2004–2005.
City of Corona Capital Improvement Program Proposed Fiscal Years 2004–2005 to 2008–2009.
City of Corona Comprehensive Annual Financial Report Year Ended June 30, 2003.
City of Corona General Plan, Adopted March 17, 2004. Prepared by EIP Associates.
City of Corona General Plan Final EIR, March 2004. Prepared by EIP Associates.
City of Corona General Plan Technical Background Report, March 2004. Prepared by EIP
Associates.
City of Corona Investment Policy, Adopted by the City Council June 16, 2004.
City of Corona Purchasing Manual, October 1995.
City of Lake Elsinore Capital Improvement Program, 2004.
City of Lake Elsinore Demographic, Economic & Quality of Life Data, June 15, 2004. Prepared by
Economics and Politics, Inc.
City of Lake Elsinore Pavement Management Program, Prepared by OMNIS, February 2004.
City of Norco Fiscal Year 2004/2005 Adopted Budget, July 1, 2004.
City of Norco Fiscal Year 2004/2005 Capitol Improvement Program 2004-05 through 2008-09.
City of Riverside Capital Improvement Program 2004-09, March 1, 2004.
City of Riverside Comprehensive Annual Financial Report for Fiscal Year Ended June 30, 2003,
September 30, 2003.
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11.0 REFERENCES
City of Riverside General Plan 2025 Public Review Draft, October 1, 2004.
City of Riverside Preliminary Annual Budget 2004/05, May 11, 2004.
County of Riverside Report on Parks and Recreation Service in the Unincorporated Communities of
Riverside County, January 13, 2005.
Jurupa Area Recreation and Park District Auditor’s Report and Financial Statements for the Year
Ended June 30, 2003. Prepared by David B. Whitford, Jr., CPA. January 19, 2003.
Jurupa Area Recreation and Park District Community Park and Recreation Master Plan, 1988.
Jurupa Area Recreation and Park District Fiscal Year 2004/2005 Budget.
Jurupa Community Services District Comprehensive Parks and Recreation Plan for the Eastvale Area.
Prepared by Community Works Design Group, June 17, 2004.
Jurupa Community Services District Financial Statements for June 30, 2004, and 2003. Prepared by
Diehl, Evans & Company, LLP. September 1, 2004.
Jurupa Community Services District Web site: www.jcsd.us
Riverside County Grand Jury Report City of Canyon Lake, 2001–2002.
Riverside County Grand Jury Report City of Lake Elsinore, 2001–2002.
Rubidoux Community Services District Independent Auditor’s Report, September 4, 2003. Prepared
by Crabtree & Associates, CPAs.
Rubidoux Community Services District Independent Auditor’s Report, September 4, 2003. Prepared
by Crabtree & Associates, CPAs.
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