MSR G1 3 Tulare Jan06

CHAPTER 3 – CITY OF TULARE MUNICIPAL SERVICE REVIEW EXECUTIVE SUMMARY This section provides an overview of the written determinations findings of the City of Tulare Municipal Service Review. As part of its review of municipal services, LAFCO is required to prepare a written statement of its determination with respect to each of the following: 1) Growth and population projections for the affected area; 2) Infrastructure needs and deficiencies; 3) Financing constraints and opportunities; 4) Cost avoidance opportunities; 5) Opportunities for rate restructuring; 6) Opportunities for shared facilities; 7) Government structure options; 8) Evaluation of management efficiencies; and 9) Local accountability and governance. These requirements are established by AB 2838, the Cortese-Knox- Hertzberg Local Government Reorganization Act of 2000. The City of Tulare MSR identifies the following written determinations. Written Determinations 1) Growth and Population Population Trends & Projections 1. Based upon Census 2000 data, the City of Tulare had an incorporated land area of approximately 17 square miles, approximately 14,250 housing units, and a total population of 43,994. 2. Based upon population projections available from the California Department of Finance, the City had a population of approximately 49,500 as of January 2005. 3. Available data indicates that the City experienced an average annual population growth rate of approximately 2.8% between 1990 and 2000, and 2.4% between 2000 and 2005. Assuming the City’s population will continue to grow at an average annual population growth rate between 2½% and 3%, the City can expect a year 2025 population between 84,500 and 93,000. Growth Planning 1. The City uses multiple tools to plan for future growth, including but not limited to, General Plan Elements, Specific Plans, and Master Plans. 2. The City is undergoing comprehensive updates to the Land Use and Circulation Elements of their General Plan and adopted a comprehensive update to the Housing Element of their General Plan in December of 2003. 3. The General Plan Housing Element identifies potential constraints that could limit residential growth within the City, including staff resources to meet such substantial, high demand projected for issuing residential building permits. Planning and building department staff would have to be substantially augmented to meet the projected demands. 4. The City has an Urban Development Line (UDL), adopted as a part of the General Plan Land Use Element, which has been established to accommodate growth through 2015. The comprehensive update of the General Plan Land Use Element, which will evaluate and City of Tulare MSR Page 3-1 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 modify, as necessary, to accommodate 20 years of growth, the City’s UDL. As the City’s UDL expands, it will also be necessary to expand the SOI as the UDL approaches the limits of the SOI Boundary. 5. Tulare has adopted the South Tulare Master Plan to expand the industrial base of the City. Ultimate development of the recommended land use concept would require expansion of the existing UDL, the existing SOI, and the existing City Limits. Annexations/County Islands 1. Between 1996 and September 2005, Tulare has successfully annexed over 1,000 acres of land into the City, with approximately 780 acres of annexations occurring in 2004 and 2005. 2. It is recommended that the City of Tulare continue to pursue opportunities to incorporate existing “County Islands” that meet criteria outlined in AB 1555, and SB 1266. Incorporation of “County Islands” could help eliminate public confusion (regarding County/City jurisdictions), and increase service efficiencies within these areas. It is a goal of the City Council to continue the process of annexation of “County Islands” and appropriate residential by December 31, 2006, in accordance with state legislation, to be completed in mid-2007. 2) Infrastructure Needs & Deficiencies Water 1. The City has a Water System Master Plan that was last updated in May 1994, and indicated that a comprehensive update will be completed following the adoption of the General Plan Update, which is scheduled for completion in the fall of 2006. The current Master Plan has a planning area coterminous with the City’s Urban Reserve Line, which lies within the City’s UDL and SOI. When the City updates the Master Plan, it is recommended that the planning boundary be extended, at a minimum, to encompass the City’s SOI, to ensure that adequate water supply can be provided to accommodate future growth consistent with General Plan Build-out. 2. The City’s water supply source consists of a series of domestic wells that are scattered throughout the City, extracting water form the City’s underground aquifer. There is one elevated storage tank with a capacity of 150,000 gallons connected to the system, and several hydro-pneumatic pressure tanks that are used for storage as well. 3. The City has an enterprise fund set up for the operation and maintenance of its water system, and a seven year capital improvement program (CIP) for water, to implement capital water system improvements. 4. The Public Works Department indicated that water production for the month of June 2005 was approximately 660,500,000 gallons, with an estimated water production for July 2005 of over 700,000,000 gallons. The City estimates that the current system operates at approximately 90%-95% of its capacity during summer (maximum demand) months. 5. The City is improving its water system capacity by replacing/refurbishing one well every other year, and in off years, adding a new well to the system. City officials indicated that the City has been on a faster track recently, which is evident by the recently awarded contract to City of Tulare MSR Page 3-2 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 drill two new wells, Nos. 37 and 38. Well No. 37 would replace Well No. 16. The City anticipates that once water meters are installed, they should drop back to the every other year scenario. 6. The City is engaged in an agreement with the Tulare Irrigation District (TID), in which the City compensates the District since the City’s system benefits from the recharge of the aquifer as a result of the District’s operations. The agreement was renewed in 2005 and extends through year 2035. 7. Beginning fiscal year 2005-06, the City will begin converting all connections to the water system to metered connections. The conversion is expected to take seven years and will have significant conservation benefits. 8. Based upon information obtained from the Department of Water Resources, the City of Tulare has not complied with the Urban Water Management Planning Act, which requires urban water suppliers to submit Urban Water Management Plans to the Department every five years, on years ending in zero and five. The City has not complied with the 2000 requirement and has until December 2005 to comply with the 2005 requirement. Non- compliant urban water suppliers are ineligible to receive funding pursuant to Division 24 (commencing with section 78500) or Division 26 (commencing with section 79000), or receive drought assistance from the State until the UWMP is submitted pursuant to the Urban Water Management Planning Act. City officials have indicated that the preparation of their 2005 UWMP has been funded in the City’s budget for fiscal year 2005-06. 9. The City has a sound management structure in place that will continue to provide efficient water service to existing and future residents of Tulare. The City maintains a balance in their enterprise water fund, which can be used to fund unforeseen major repairs and/or improvements to the water system. 10. When evaluating any proposed SOI updates, LAFCO should consider which agency can most efficiently provide water service to the subject area and ensure that adequate planning has taken place for the provision of public services. Wastewater Collection, Treatment and Disposal 1. The City has a Sewer System Master Plan that was updated in 1991. When the City updates the Sewer System Master Plan, it is recommended that the planning Boundary be extended to encompass the City’s SOI in order to ensure that adequate sanitary sewer infrastructure can be provide to accommodate future growth consistent with General Plan Build-out. 2. The City has an enterprise fund set up for the operation and maintenance of its sewer/wastewater systems, and a seven year CIP for sewer/wastewater, to implement capital sewer/wastewater system improvements. 3. The City owns and operates a wastewater treatment facility (WWTF) located at the intersection of Levin Avenue and Gemini Street in southwest Tulare. The WWTF is operated under the provisions of Waste Discharge Requirements (WDR) Order No. R5-2002-0186, issued by the California Regional Water Quality Control Board Central Valley Region. The City’s WWTF has two separate wastewater treatment trains (WWTT), a domestic WWTT, and an industrial WWTT. City of Tulare MSR Page 3-3 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 4. WDR Order No. R5-2002-0186 outlines varying levels of prescribed flow limits, depending on certain criteria being met, including obtaining written approval from the Executive Officer documenting technical justification of treatment capacity. City staff has indicated that current improvements at the WWTF allow for a domestic flow of 6.0 MGD, and an industrial flow of 6.7 MGD. 5. The WDR Order specifies several actions that are necessary to comply with current regulations with regard to effluent water quality, and capacity. The permit provides seven years to eliminate the impact of nitrates and other pollutants. Continuous efforts by the City will be necessary to meet the deadline. 6. Based upon information contained in a Self Monitoring Report for September 2005, an average monthly influent flow of 4.83 MGD was recorded for the domestic WWTT, and an average monthly influent flow of 6.28 MGD was recorded for the industrial WWTT. 7. The City’s budget reflects continued efforts to anticipate and avoid any problems with the sewer/wastewater utilities, with many capital improvements included. Several million dollars in projects are proposed, and bonding and rate increases will continue to be needed. A previously approved 10% rate increase took effect in July 2005. 8. Based upon a review of the City’s budget for sewer/wastewater, it appears that the service is being managed in a cost effective and efficient manner. The City’s effort to keep sanitary sewer rates in check is evident by the City’s issuance of sewer bonds to construct capital improvements to the WWTF. The City is meeting the long term debt obligations of bond issuances. 9. There is no evidence suggesting that the City does not have the capabilities to provide current and future residents, including service to SOI areas, with sewer/wastewater service. Drainage Infrastructure 1. The City has a Storm Drain Master Plan which was last updated in 1974, and is far outdated according to City staff. City officials have indicated that several “mini-updates” have been done in areas where the drainage master plan is no longer applicable. The City plans to update infrastructure master plans (including drainage) following the completion of the City’s General Plan Update. 2. The City has a Storm Drainage Division that is funded through general fund appropriations, and, where appropriate, gasoline tax expenditures where storm drainage installations are in connection with major street projects. 3. Under an agreement with the TID, the City pumps storm water into the TID canal system. Disposal of storm water is also handled by means of storm drainage retarding basins and storm drainage retention basins. 4. For fiscal year 2005-06, $458,490 was budgeted for the operation of the Storm Drainage Division, which includes only one maintenance position. 5. The City assesses development impact fees for storm drain consistent with City Resolution Number 03-4988. The City has established sixteen benefit areas for assessment of storm drain impact fees which range from $614 to $1,355 per single family dwelling. City of Tulare MSR Page 3-4 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 6. The City has a seven year CIP for storm drainage, to implement capital storm drainage system improvements. Capital storm drainage improvements planned for fiscal year 2005-06 include oversize participation, pipeline construction, and pond construction. 7. The City will need to continually expand and improve its storm drain system to keep pace with development demands. As the City’s storm drain system continues to expand, the City will likely need to add additional staff to operate and maintain the system, as there is currently one maintenance technician for the entire system. 8. The City would be the most logical agency to provide storm drain infrastructure for development within the City’s SOI. Past improvements to the City’s storm drain system have significantly reduced flooding problems in the area. Streets and Roads 1. The City plans for roadway transportation improvements through the implementation of General Plan Circulation Element Goals and Policies, and Specific Planning. The City is undertaking a comprehensive update to their General Plan Circulation Element, which is expected to be completed in 2006. The Circulation Element of the General Plan provides a foundation for evaluating the transportation issues facing the City. 2. The Tulare County Regional Transportation Plan (RTP) provides a link between local (City) and regional (County) transportation needs. The Regional Transportation Improvement Program (RTIP), which qualifies projects for the State Transportation Improvement Program (STIP), programs RTP projects, and serves as the implementing document. 3. For fiscal year 2005-06, $2,449,940 was budgeted for the operation of the Streets Division, which includes eight full time staff positions. 4. The City assesses development impact fees for streets, interchanges, and traffic signals consistent with City Resolution Number 03-4988. For single family dwellings, the transportation impact fee has been established at $1,021 per dwelling. 5. The City has a seven year CIP for streets, which includes various revenue sources including gas tax STIP funding, grant funding, development impact fees, and transfers from the general fund. Capital street improvements planned for fiscal year 2005-06 include various street projects, traffic signals, oversize participation, the AG Center Interchange, and UPRR crossing upgrades. 6. The City continues to make steady progress towards upgrading and expanding its roadway infrastructure. The City’s approach and plan for completing capital improvements is excellent, and in line with the needs of the community. Fire and Police Protection Services 1. The City completed the construction of its third fire station in fiscal year 2004-05 and is funding the last three positions for that station during fiscal year 2005-06. The new station was locally funded through impact fees on new development and is the City’s first new fire station in over two decades. The new fire station represents a 50% increase in department capabilities to respond rapidly to emergency needs. City of Tulare MSR Page 3-5 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City’s fire department operates three stations staffed with a total of 43 sworn fire fighters. 3. The City continues to upgrade fire facilities and increase fire staff as needed to serve the residents of Tulare through capital improvement funds and general fund allocations. 4. It is goal of the City to develop a comprehensive Fire Department Master Plan by the fall of calendar year 2007. A fire department master plan will assist the City in planning future fire stations, staffing requirements, as well as address response time management needs, in line with increasing demand for public safety efforts. 5. The City’s police department operates out of one main station, and three community policing sub-stations staffed with a total of 64 sworn police officers. 6. The City’s strong commitment to a safer community is reflected in the first full year funding of 13 new police positions, a 17% increase over the prior year. 7. As Tulare continues to grow, the City will need to plan for future police staffing, and additional sub-stations in line with increasing public safety demands. The preparation of a police department master plan could assist the City in preparing for and implementing such improvements. Solid Waste 1. Solid waste collection service is provided by the City while disposal services are provided through Tulare County via area landfills. The City’s solid waste collection operations are also integrated with the City’s street sweeping activities. 2. The City’s solid waste division continues to be very active in providing quality services. An eighth residential route was added in fiscal year 2001-02 due to new housing growth since the last route that was added in 1995. 3. In 1989, the State of California passed the Integrated Waste Management Act. Assembly Bill 939 (AB 939) required all cities and counties implement programs to reduce landfill tonnage by 25% by the end of 1995, and 50% by the end of 2000. The eight Tulare County City’s (Porterville, Visalia, Tulare, Lindsay, Dinuba, Farmersville, Exeter, and Woodlake) are involved in a Joint Power Authority (JPA) and are currently at 44% diversion. The JPA has a time extension and plans to return to 50% diversion. 4. For fiscal year 2004-05, the solid waste/street sweeping division’s expenditures exceeded revenues, resulting in an annual loss of approximately $433,700. For fiscal year 2005-06, anticipated revenues of $5,382,830 are projected to cover estimated expenditures totaling $5,051,190. 5. As employee (salaries/benefits), fuel costs, and landfill fees continue to rise, to keep pace with increasing demands and to keep the solid waste/street sweeping fund from incurring losses, refuse collection rate increases of 5% have been approved for 2005, 2006 and 2007. City of Tulare MSR Page 3-6 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 6. The City’s street sweeping/solid waste division should be able to continue to provide solid waste collection/street sweeping services to existing and future residents, including SOI areas. 3) Financing Constraints and Opportunities 1. The City of Tulare has sound financing/funding practices in place in order to fund City provided services. The financing functions guide the City on how revenue can be best spent by considering the impact on the community, public perception/acceptance, difficulty of implementing, and impact on employees. 2. Though reduced due to an imbalanced general fund (by approximately $1.6 million), the anticipated general fund balance at the end of fiscal year 2005-06 is estimated at just under $3 million, which represents 8½% of operating revenues, and over one month of expenses. The Government of Finance Officers Association recommends a reserve balance of no less than 5- 15% of operating revenues in the general fund, or between one and two months of regular general fund expenditures. 3. The City assesses development impact fees to mitigate impacts on infrastructure resulting from new development projects. The City uses these fees to construct capital infrastructure improvements. 4. The City is making steps to reverse its unusual deficit spending for fiscal year 2005-06. A sales tax ballot initiative, which increased the local sales tax by ½ cent in order to maintain and improve the City’s public safety services, was passed in the November 2005 election. 5. The City actively pursues outside funding sources including state and federal grant and loan programs to improve the community. The City is currently pursuing over $6 million of state funds for the construction of a new library. The redevelopment agency received over $2 million in grants in fiscal year 2005-06. 6. In the past few years, the City has been selling bonds to finance expensive capital improvements to its WWTF, and to refinance higher interest, existing borrowings. The new bonds, which will save the City over $1.5 million in interest, have an interest rate averaging 4.48% annually. 7. The City identifies the biggest threat to City services over the past twenty years as the California state government. The constitutional protection passed in November 2004 reduces the unfortunate threat to the financial future of the City. 8. The City will need to continue to seek ways to offset revenue losses resulting from the state fiscal conditions. Additional revenue streams could be generated by continuing to aggressively seek state and federal grant funding, local tax initiatives, working with the private sector to fund certain activities, and promoting economic develop that will generate tax revenue. 4) Cost Avoidance Opportunities 1. The City of Tulare uses conservative budgeting practices to ensure adequate and cost- effective services to current residents. It can be expected that the City will avoid unnecessary costs that may be caused by the annexation of the proposed SOI areas through comprehensive analysis of the costs and benefits of a proposed development in those areas. City of Tulare MSR Page 3-7 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City has a thorough and well-established budget process that it can continue to improve upon as a way of avoiding unnecessary costs. 3. Master planned infrastructure helps the City in avoiding unnecessary costs through effective planning and implementation policies, and eliminating overlapping and/or duplicative services. 4. The City’s developer impact fee program has proven effective in reducing the financial responsibility of the City to install and maintain infrastructure to serve new developments. The primary financial responsibility for the installation and maintenance of infrastructure to serve the SOI areas would be offset by impact fees and expenses paid for by the developer. 5. The City has a well-defined purchasing policy that promotes healthy competition and guides the City in obtaining cost effective and quality services. 6. The City’s use of landscaping and lighting districts, along with impact fees is an important aspect of avoiding future financial liability. The formation of homeowners associations for larger scale residential developments could also help reduce the financial liabilities of the City. 5) Opportunities for Rate Restructuring 1. Rates and fees for services are established and updated using the City’s budget process, ordinances and other regulations. 2. The City has a sound fee structure in place that allows the City to continue to provide cost effective services to its residents while continuing to maintain and improve the current infrastructure. 3. There is no evidence that the City would not be able to provide services to the SOI areas for fees consistent with City-wide fees for such services. 6) Opportunities for Shared Facilities Current Shared Facilities 1. The City has worked with TCAG and Tulare County RMA on regional planning issues including transportation, solid waste, and coordinating applications to request State and/or Federal funding for joint projects. 2. The City has mutual aid agreements with surrounding jurisdictions to provide and/or receive emergency and fire support services. 3. The City actively works with the TID and the Kaweah Delta Water Conservation District on groundwater recharge, and water resource management issues. 4. The City coordinated with Caltrans on a new landscape project along SR 99 through Tulare and explored funding possibilities and set a timetable for wall construction along freeway abutting residential areas. City of Tulare MSR Page 3-8 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Future Opportunities 1. The City has several future opportunities to share services and/or facilities in the future, including but not limited to: groundwater recharge efforts, recreational facilities within mutual benefit areas, sharing facilities with the school district, and agricultural land preservation. 7) Government Structure Options 1. Since development of properties within the SOI generally relies on Master Planned infrastructure available from the City, it is logical for the City to assume the lead in planning for these sites. 2. The City has a sound governmental structure that provides necessary resources to provide public services and infrastructure improvements within the SOI area. 3. Coordinated infrastructure plans for development within the SOI area that are submitted with specific annexation requests would create a checks and balance system for incorporating lands into the City while promoting improvements to impacted adjacent County land. 4. Tulare County LAFCO has adopted specific policies for reviewing proposals for a change in organization, reorganization, incorporations, dissolution and other proposals processed by Tulare County LAFCO, including annexations, and SOI amendment proposals. 5. There are no foreseeable boundary conflicts with surrounding Cities or special districts that would affect the current governmental structure of Tulare. 8) Evaluation of Management Efficiencies 1. The City has an effective organizational structure that is readily available to respond to the needs of the community. 2. The numerous awards and recognitions the City has received are indicators of the City’s excellent management strategies to respond to the needs of the community and its citizens. 3. There is no evidence indicating that the City’s current management structure would not be able to assume services within the SOI area, and/or continue to assist other agencies through mutual aid agreements. 4. As a part of the budget process, the City evaluates the accomplishments during the previous budget cycle, and also outlines specific objectives for the following budget cycle. This is done for each department at the division level. 9) Local Accountability and Governance 1. The City complies with the Brown Act Open-Meeting Law and provides the public with opportunities to get information about City issues, including website and phone access, and bill inserts. The City also posts a calendar of events, and on a quarterly basis, a discussion of “Current City Issues”, on their website (www.ci.tulare.ca.us). City of Tulare MSR Page 3-9 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City maintains a comprehensive website, which provides a means to keep the public informed on local events, current City projects, department budgets, recreational activities, and other activities occurring in the City. 3. The City conducts public workshops to keep the public involved with local planning issues including land use, housing, circulation, and other issues key to the development and growth of Tulare. 4. Every few years, the City gathers additional input from citizens of the community by way of a public opinion survey. The 2003 public opinion survey quality of service ratings significantly increased from the 2000 survey. In areas where the quality of service ratings did not change significantly, the City has significantly increased its efforts to improve those areas, which included public safety, senior services, and the library. 5. The City continues to demonstrate acceptable local accountability and governance by responding, in a timely fashion, to the needs of the community and its citizens. City of Tulare MSR Page 3-10 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.0 CITY OF TULARE 3.0.1 Background In July 2003, the Tulare County Local Agency Formation Commission (LAFCO) Board adopted a Municipal Service Review (MSR) exemption policy, which identifies the agencies that would be subject to a review and the extent of that review. The agencies in Tulare County were divided into three (3) categories: agencies subject to a full comprehensive study; agencies subject to a questionnaire study; and agencies exempt from a MSR study. Each of the Cities in Tulare County shall be subject to full review. The policy further identifies that the services subject to review shall be: • Police protection • Fire protection • Water and wastewater • Solid waste collection and disposal • Streets and traffic circulation • Power generation and distribution • Health Care The City of Tulare founded in 1872 and incorporated in 1888, is located within western Tulare County in the heart of the San Joaquin Valley. Location is one of Tulare’s best assets, as it is situated in the Central San Joaquin Valley along SR 99, 45 miles south of Fresno and 60 miles north of Bakersfield. Its mid- State location benefits businesses needing same-day access to key California markets as well as residents seeking recreational opportunities in the Sierra Nevada Mountains to the east and the California coastline to the west. The City operates under the Council-Manager form of government, and provides the following services that are subject to a municipal service review: public safety (police and fire protection), domestic water, wastewater collection, treatment and disposal, solid waste collection, and streets and roads. Although the City provides solid waste collection services, the solid waste landfills are owned and operated by Tulare County. Power generation and distribution is provided by privately owned utility companies. The Southern California Edison (SCE) Company serves most of the Cities within Tulare County, including Tulare. Review of the services provided by privately owned and operated utility companies is outside the scope of this MSR. It should also be noted that due to the unique nature of healthcare, review of this service is specifically excluded from this report. Tulare is a City with a strong agricultural vitality, seeking to diversify its industrial and retail base. A growing City of approximately 49,000 people, Tulare’s number one priority is economic development. Its central location and six SR 99 interchanges are helping it become a regional attraction. Tulare has a historical downtown, first class historical museums, the Horizon Outlet Center, and is home to the largest farm equipment show in the world – the World Ag Expo. Tulare combines the best of both worlds; small town personalized service and big-City self-sufficiency as well as access to a wide range of goods, services and shopping centers. City of Tulare MSR Page 3-11 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Incorporated cities surrounding Tulare include Visalia to the north and Farmersville to the northeast. Smaller size communities surrounding Tulare include Tagus to the northwest, Tipton to the south and Woodville to the southeast. The current City Limit Boundary and the currently adopted SOI for the City of Tulare are illustrated on Figure 3-1. The following excerpt from the Tulare County LAFCO website (www.co.tulare.ca.us/lafco/info.asp) defines a SOI and the purpose it serves. A “Sphere of Influence” is the physical boundary and service area that a local governmental agency is expected to serve. Establishment of this boundary is necessary to determine which governmental agencies can provide services in the most efficient way to the people and property in any given area. The Sphere of Influence requirement also works to discourage urban sprawl by preventing overlapping of jurisdictions and duplication of services. The following discussions address the nine legislative factors required by the Cortese-Knox-Hertzberg Act: 1) Growth and population, 2) Infrastructure needs and deficiencies, 3) Financial constraints and opportunities, 4) Cost avoidance opportunities, 5) Opportunities for rate restructuring, 6) Opportunities for shared facilities, 7) Government structure options, 8) Evaluation of management efficiencies, and 9) Local accountability and governance. City of Tulare MSR Page 3-12 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 FIGURE 3-1 – TULARE CITY LIMITS AND SPHERE OF INFLUENCE Source: Tulare County GIS Database (July 2004) City of Tulare MSR Page 3-13 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.1 GROWTH AND POPULATION The purpose of this section is to present historical and projected growth patterns and population projections to establish a baseline for the evaluation of service needs. 3.1.1 Population Trends & Projections Based upon Census 2000 data, the City of Tulare had an incorporated land area of approximately 17 square miles (10,880 acres), approximately 14,250 housing units, and a total population of 43,994. The same data indicates that Tulare County had a year 2000 population of 368,021. Based upon population projections available from the California Department of Finance, the City of Tulare had a population of approximately 49,500 as of January 2005 and approximately 15,500 housing units. The same data estimates a January 2005 population of approximately 409,900 for Tulare County. Census 1990 data indicates that Tulare had a population of 33,249 corresponding to an average annual growth rate between 1990 and 2000 of approximately 2.8%. Tulare experienced an average annual growth rate of 2.4% between 2000 and 2005. It should also be noted that the City is in the process of annexing County islands, which would increase the City’s population by an estimated 2,000 plus residents. These pending County island annexations are underway, and are expected to be completed by the end of 2006. For this reason, an additional population of 2,000 residents has been added to the base (2005) population to estimate the long range population projections. Assuming the City’s population will continue to grow at an average annual population growth rate between 2.5% and 3%, the City of Tulare can expect a year 2025 population between 84,500 and 93,000. Based upon information provided by City staff, the City’s population has historically been approximately 12% to 13% of the total County population. Information contained in the Tulare County General Plan Update estimates a year 2025 total County population of 630,629, which at 12% to 13% would correspond to a City of Tulare population between 75,700 and 82,000. By year 2025, Tulare will likely make up higher percentage of the overall County population since growth within Cities generally occurs at higher rates than growth within unincorporated areas. With a year 2025 population between 81,500 and 92,000, Tulare would make up between 13% and 14½% of the total County population. 3.1.2 Growth Planning General Plan The City of Tulare manages and plans for growth through the preparation and implementation of planning documents including but not limited to General Plan Elements, Specific Plans, and Master Plans. According to the California Planners Information Network (CALPIN), the City of Tulare last updated its General Plan Elements as follows. • Housing Element – 2003 • Land Use Element – 1993 • Circulation Element – 1993 • Public Safety Element – 1990 • Noise Element – 1987 • Conservation Element – 1975 • Open Space Element – 1975 City of Tulare MSR Page 3-14 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The City of Tulare is currently undergoing comprehensive updates to the Land Use, and Circulation Elements of their General Plan. The City of Tulare Housing Element identifies the following action plan with regard to a comprehensive update of the land use element. “During this 5-year Housing Element cycle, the Land Use Element will be amended to ensure that there is sufficient land within the Urban Development Line to meet future residential needs for twenty years. The land area designated for residential uses will exceed 200 percent of the amount needed by 2008. This will allow for sufficient land choice and preclude inflated land values due to a limited stock of residentially designated land.” The following excerpts from the City of Tulare Housing Element identify the following possible constraints with regard to the provision of sufficient residential land to accommodate future growth. “Annexations are seen as a constraint to the amount of residential land available for development because of the lengthy new service review requirement, which now is much more thorough review than the previous. LAFCo does not have an adopted policy in regard to allowing annexations of land to meet Residential Housing Needs Assessment (RHNA) numbers. In addition, LAFCo has an informal policy of allowing a 10-year supply of zoned land (based on historical actual developments) in a City. Based on average growth over the last thirteen years, LAFCo policies will permit land adequate for 2,650 dwelling units, an amount that would be inadequate to meet the RHNA of 3,927. LAFCo policies, unless modified to recognize TCAG’s RHNA allocation, may provide a constraint to providing new housing.” “Additionally, the City’s historic building permit approval rate may provide a significant constraint to meeting RHNA needs. In order to meet RHNA allocation, the City would have to issue 561 residential permits each years, more the twice the average over the past 13 years and 50 percent higher than the highest years. Notwithstanding, the fact that the residential market has never experienced such growth, the Planning and Building Department staff would have to be substantially augmented to meet such substantial, high demand.” Specific/Master Planning In addition to General Plan Elements, the City also guides future growth through the preparation of Specific Plans and Master Plans. The City has adopted the following Specific/Master Plans and Environmental Impact Reports (EIR) to guide growth in the City: • Del Lago Specific Plan Second Amendment (Quad Knopf, March 2003) • Master Plan for South Tulare (Quad Knopf, December 2000) • Lagomarsino Annexation Project Final EIR (McClelland Consultants, August 1990) • City of Tulare Wastewater Treatment Facility Expansion Final EIR (Quad Knopf, August 2001) • City of Tulare Sewer System Master Plan (Boyle Engineering, June 1991) • City of Tulare Water System Master Plan (Montgomery Watson, May 1994) Infrastructure Mater Plans are discussed in a subsequent section of this report. The Del Lago Specific Plan Area is bounded by Cartmill Road to the north, Prosperity Avenue to the south, Hillman Street to the City of Tulare MSR Page 3-15 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 east, and Mooney Boulevard to the west. The Specific Plan area addressed aspects of land use, and infrastructure for the Specific Plan Area, land which has been annexed into the City. The South Tulare Master Plan Area is located in the southern portion of the community. The Master Plan Area is bounded generally by “I” Street to the west and a line running roughly north and south from Turner Drive and Paige Avenue to the north to Avenue 184 to the south. The area includes land within the current City Limits, and land outside of the current City Limits, and land outside of the current Urban Development Line and SOI. Ultimate development of the recommended land use concept would require expansion of the existing Urban Development Line, the existing SOI, and the existing City Limits. Planning Boundaries The City of Tulare General Plan Land Use Element has established urban boundaries to guide future development within the City and surrounding areas. In addition to City Limits, these boundaries include an SOI, an urban development line, and an urban reserve line. Based upon the City of Tulare General Plan Land Use Map (February 2005), obtained from the City’s website, it appears that the Urban Reserve Line lies within the Urban Development Line and SOI. The current City of Tulare Urban Development Line has been established to accommodate growth through 2015. Urban Development Lines should generally lie within a City’s SOI, which is the area that a local government agency is expected to serve. The City of Tulare SOI is shown on Figure 3-2 in relation to the City Limits, and Urban Development Line. As indicated on Figure 3-2, the City’s Urban Development Line generally lies within the City’s overall SOI. The City is in the process of completing a comprehensive update to their General Plan Land Use Element, which will evaluate and modify as necessary, to accommodate 20-years of growth, the City’s Urban Development Line. As the City’s UDL expands, it will also be necessary to expand the SOI as the UDL approaches the limits of City’s SOI Boundary. It is Omni-Means understanding that the City of Tulare is currently seeking a SOI amendment through Tulare County LAFCO. The details of the proposed SOI amendment are unknown at this time. 3.1.3 Annexations/County Islands Annexations (1996 – Oct 2005) Since 1996, Tulare has successfully annexed over 1,000 acres of land into the City. Table 3-1 below provides an annual breakdown of the amount of land that has been annexed into the City between 1996 and September 2005. The table includes all recorded and approved annexations as of September 2005. Annexation applications not approved as of September 2005 are not shown. Annexations have occurred along the northern, eastern, and western City Limits. City of Tulare MSR Page 3-16 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 TABLE 3-1 HISTORICAL ANNEXATIONS (1996 – OCT 2005) Year Acres Annexed 1996 6 1997 9 1998 80 1999 115 2000 0 2001 0 2002 6 2003 12 2004 377 2005 407 Total 1,012 As indicated in Table 3-1, the majority of annexations have occurred in the past two years, totaling approximately 780 acres in 2004 and 2005. Figure 3-3 shows the locations of annexations from 1996 through September 2005. All annexations have been within the boundary of the City’s Urban Development Line and SOI. It should also be noted that the City is in the process of annexing County islands, which would increase the City’s population by an estimated 2,000 plus residents. These pending County island annexations are not shown on Figure 3-3. City of Tulare MSR Page 3-17 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 FIGURE 3-2 – CITY OF TULARE SOI IN RELATION TO UDL AND CITY LIMITS Source: Tulare County GIS Database (July 2004) City of Tulare MSR Page 3-17 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 FIGURE 3-3 – ANNEXATION AREAS/COUNTY ISLANDS Source: Tulare County GIS Database City of Tulare MSR Page 3-18 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 County Islands As indicated on Figure 3-3, there are some unincorporated “County Islands” lying within the overall City Limits of Tulare. Prior to 2000, annexation law allowed residents and/or landowners within the annexation area to protest the annexation. A protest level of 50% or more terminated the annexation, and a protest level between 25% and 50% required that an election be held in which a majority vote was required for the annexation to pass. In 2000, the State Legislature, recognizing the inherent inefficiencies of urban unincorporated islands, and in an effort to encourage their annexation, allowed for a simplified annexation process for the islands. Assembly Bill (AB) 1555 allowed annexations of urban unincorporated islands that were 75 acres or less and that meet certain criteria to be approved without protest or election. Senate Bill (SB) 1266 (Torlakson), effective January 1, 2005, amended AB 1555 by expanding the maximum area for island annexations from 75 to 150 acres, with all other provisions of AB 1555 remaining unchanged. Island annexations may be approved without protest or elections if all of the following criteria are met: • Annexation is proposed by resolution of the annexing City. • The island is 150 acres or less. • The island is surrounded or substantially surrounded by the annexing City or by the annexing City and adjacent Cities. • The island is not a gated community where services are currently provided by a Community Service District. • The island is substantially developed or developing based on the availability of public utility services, presence of public improvements or the presence of physical improvements on the parcels within the area. • The island is not prime agricultural land as defined in Government Code Section 56064. • The island is receiving benefits from the annexing City or will benefit from the City. • The island was not created after January 1, 2000. This streamlined process without protest and election requirement is available only for a limited time period – between January 1, 2000 and January 1, 2007. However, after January 1, 2007, not all provisions under this section expire. After January 1, 2007, protest proceedings will be required for these annexations but elections will not be needed. That is, if a majority protest is not received to defeat the annexation proposal, the annexation is approved without an election. It is recommended that the City of Tulare continue to pursue opportunities to incorporate existing “County Islands” that meet the above criteria. Incorporation of “County Islands” could help eliminate public confusion, and increase service efficiencies within these areas. It is a goal of the City Council to continue the process of annexation of “County Islands” and appropriate residential by December 31, 2006, in accordance with state legislation, with completion in mid-2007. City of Tulare MSR Page 3-19 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.1.4 Written Determinations Population Trends & Projections 1. Based upon Census 2000 data, the City of Tulare had an incorporated land area of approximately 17 square miles, approximately 14,250 housing units, and a total population of 43,994. 2. Based upon population projections available from the California Department of Finance, the City had a population of approximately 49,500 as of January 2005. 3. Available data indicates that the City experienced an average annual population growth rate of approximately 2.8% between 1990 and 2000, and 2.4% between 2000 and 2005. Assuming the City’s population will continue to grow at an average annual population growth rate between 2½% and 3%, the City can expect a year 2025 population between 84,500 and 93,000. Growth Planning 1. The City uses multiple tools to plan for future growth, including but not limited to, General Plan Elements, Specific Plans, and Master Plans. 2. The City is undergoing comprehensive updates to the Land Use and Circulation Elements of their General Plan and adopted a comprehensive update to the Housing Element of their General Plan in December of 2003. 3. The General Plan Housing Element identifies potential constraints that could limit residential growth within the City, including staff resources to meet such substantial, high demand projected for issuing residential building permits. Planning and building department staff would have to be substantially augmented to meet the projected demands. 4. The City has an Urban Development Line (UDL), adopted as a part of the General Plan Land Use Element, which has been established to accommodate growth through 2015. The comprehensive update of the General Plan Land Use Element, which will evaluate and modify, as necessary, to accommodate 20 years of growth, the City’s UDL. As the City’s UDL expands, it will also be necessary to expand the SOI as the UDL approaches the limits of the SOI Boundary. 5. Tulare has adopted the South Tulare Master Plan to expand the industrial base of the City. Ultimate development of the recommended land use concept would require expansion of the existing UDL, the existing SOI, and the existing City Limits. Annexations/County Islands 1. Between 1996 and September 2005, Tulare has successfully annexed over 1,000 acres of land into the City, with approximately 780 acres of annexations occurring in 2004 and 2005. 2. It is recommended that the City of Tulare continue to pursue opportunities to incorporate existing “County Islands” that meet criteria outlined in AB 1555, and SB 1266. Incorporation of “County Islands” could help eliminate public confusion (regarding County/City jurisdictions), and increase service efficiencies within these areas. It is a goal of the City Council to continue the process of annexation of “County Islands” and appropriate residential by December 31, 2006, in accordance with state legislation, to be completed in mid-2007. City of Tulare MSR Page 3-20 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.2 INFRASTRUCTURE NEEDS AND DEFICIENCIES The purpose of this section is to evaluate the infrastructure needs and deficiencies of the City of Tulare in terms of availability of resources, capacity to deliver services, condition of facilities, service quality, and levels of service. An overview of services including water, storm drainage, wastewater collection and treatment, streets and roads, fire and police protection, and solid waste is provided focusing on past improvements and planned future improvements. LAFCO is responsible for determining that an agency requesting an SOI amendment is reasonably capable of providing needed resources and basic infrastructure to serve areas within the City and its SOI. It is important that these findings of infrastructure and resource availability are made when revisions to the SOI and annexations occur. LAFCO accomplishes this by evaluating the resources and services to be expanded in line with increasing demands. 3.2.1 Domestic Water The City of Tulare plans for water system improvements through the implementation of a comprehensive Master Plan. The City of Tulare Water System Master Plan was last updated in May 1994 by Montgomery Watson. The City indicated that a comprehensive update to their Water System Master Plan will be prepared following the adoption of the City’s General Plan Update. The current Water System Master Plan has a planning area coterminous with the City’s Urban Reserve Line, which lies within the City’s UDL and SOI. When the City updates the Water System Master Plan, it is recommended that the planning boundary be extended, to encompass at a minimum, the City’s SOI, to ensure that adequate water supply can be provided to accommodate future growth consistent with General Plan build-out. In addition to Master Planning, Specific Planning for large development areas also addresses infrastructure needs in more detail for specific planning areas. Tulare’s water supply source consists of a series of domestic wells that are scattered throughout the City, extracting water from the City’s underground aquifer. Newer wells drilled by the City over the past thirty-five years are gravel packed and have been drilled to approximately 700 feet. The older wells, and wells purchased by the City with the acquisition of private water companies are generally around 350 feet deep. The City has one elevated water storage tank with a capacity of 150,000 gallons, and several hydro-pneumatic pressure tanks that are used for storage. Based upon discussions with the City of Tulare Public Works Department, water production for the month June 2005 was approximately 660,500,000 gallons, with an estimated water production for July 2005 of over 700,000,000 gallons. The City estimates that the current system operates at approximately 90%-95% of its capacity during summer (maximum demand) months. The City is working to add additional wells to the system, and replace/refurbish old wells connected to the water system. The City is accomplishing this by replacing/refurbishing one well every other year, and on off years, adding a new well to the system. Each year, an old well is refurbished, or a new well is brought online. City officials indicated that the City has been on faster track recently, which is evident by the recently awarded contract to drill two new wells, Nos. 37 and 38. Based upon information contained in the City of Tulare Board of Public Utilities Meeting Minutes for October 6, 2005, Well No. 37 would serve as a replacement for Well No. 16. The City anticipates that once water meters are installed, they should drop back to the every other year scenario. The City of Tulare has a Water Division which is responsible for providing water that is of safe and sanitary quality for the citizens of Tulare and an adequate water supply for fire protection. The maintenance of all wells, water mains and service connections is also a responsibility of this division. City of Tulare MSR Page 3-21 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The quality of water is maintained through monitoring and proper maintenance of the system. State regulations require the City to test the entire system, from wells to service connections, and that data is then reported to the State. The water service operates under the direction of the Board of Public Utilities. A major cost to the water operation is contained in Code 2061, which includes a payment to the TID. The City’s system benefits from the recharge of the aquifer as a result of the Tulare Irrigation District’s operations. The City has an agreement to compensate the TID for such operations; the agreement was renewed in 2005 and extends through year 2035. The City’s budget reflects continued efforts to anticipate and avoid any problems with the water utility, with many capital improvements included. Rehabilitation of an existing well and addition of a new well are intended to keep up with growing demand. Refurbishment of the water tower and the west side water main upgrade are expected to be underway in fiscal year 2005-06. Per direction from the Board of Public Utilities, conversion of all connections to metered connections will begin this fiscal year (2005-06). It is expected that this conversion will take seven years, and will have significant conservation benefits. The City of Tulare has an enterprise water fund set up to estimate revenues and expenditures for the domestic water utility. The City’s water fund generates revenue from the following major sources, including but not limited to: • Interest Income • Water Receipts • Connection Fees • Main Footage Fees • Development Impact Fees Table 3-2 summarizes the City’s water fund projected revenues and expenditures for fiscal year 2005-06. TABLE 3-2 PROJECTED REVENUES AND EXPENDITURES CITY OF TULARE WATER FUND BUDGET (F.Y. 2005-06) PROJECTED REVENUES Beginning Fund Balance (July 1, 2005) $9,470,040 Use of Money and Property $177,020 Current Service Charges $4,260,400 Miscellaneous Revenues $37, 700 Total Available Resources $13,945,160 ESTIMATED EXPENDITURES Salaries and Employee Benefits $936,000 Maintenance and Operation $2,692,180 Capital Improvements $486,300 Capital Outlay $47,960 Debt Service $682,030 Fund Transfer to Water CIP $1,907,000 Total Estimated Expenditures $6,751,470 Anticipated Water Fund Balance (June 30, 2006) $7,193,690 Source: City of Tulare 2005-06 Adopted Budget City of Tulare MSR Page 3-22 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 As indicated in Table 3-2, for fiscal year 2005-06 the City’s water fund expenditures exceed the projected revenues by over $2,000,000. The City accounted for this imbalance by spending carryover funds from previous years. In addition to allocating funds towards capital improvements to occur out of the enterprise fund, a transfer of nearly $2,000,000 was allocated to the City’s capital improvement program for water. The following capital improvements are listed as enterprise water fund expenditures: • Miscellaneous Studies • Meter Boxes and Lids • Meter Repairs/Replacements • Voluntary Metering Program • Fire Hydrants • Service Pipe and Fittings • Main Valve Repairs/Replacements • SCADA System Repairs • Well Site/Equipment Upgrade • Upgrade Electrical Panels • Water Meter Install (1,000) • Water Box Install (1,000) In addition to the above improvements, approximately $2,000,000 was allocated towards the City’s capital improvement program for water, which for fiscal year 2005-06, identifies the following water system improvements: • Oversize participation • Pipeline Replacement • New Pipeline Construction • New Well Construction • Meter Replacement/Repairs • Fire Hydrants • Meter Boxes/Lids • Service Pipes/Fittings • Voluntary Metering • Full City Metering – Radio Meters • Well Upgrade Based upon a review of the City’s budget for domestic water, it appears that the service is being managed in a cost effective and efficient manner. Although the City’s water system is not yet fully metered, it is expected to be fully metered within seven years. A fully metered water system will help with water conservation, and minimize over usage and/or wasting of water. The Urban Water Management Planning Act requires the Department of Water Resources to evaluate Urban Water Management Plans adopted by urban water suppliers pursuant to Section 10610.4 (c) and submitted to the Department no later than 30 days after adoption and updating once every five years, on or before December 31 in years ending in five and zero. Based upon information obtained from the Department of Water Resources, Tulare has not complied with the Urban Water Management Planning Act, which requires urban water suppliers to submit Urban Water Management Plans (UWMP) to the Department every five years, on years ending in zero and five. The City has not complied with the 2000 requirement, and has until December 2005 to comply with the 2005 requirement. Non-compliant urban City of Tulare MSR Page 3-23 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 water suppliers are ineligible to receive funding pursuant to Division 24 (commencing with section 78500) or Division 26 (commencing with section 79000), or receive drought assistance from the State until the UWMP is submitted pursuant to the Urban Water Management Planning Act. State funding for urban water improvements are often necessary to aid agencies in providing quality water service, especially during drought periods. City officials have indicated that the preparation of their 2005 UWMP has been funded in the City’s budget for fiscal year 2005-06. SB 610 and SB 220 amended state law, effective January 1, 2002, to improve the link between information on water supply availability and certain land use decisions made by Cities and Counties. SB 610 and SB 220 are companion measures which seek to promote more collaborative planning between local water suppliers and Cities and Counties. Both statutes require detailed information regarding water availability to be provided to the City and County decision-makers prior to approval of specified large development projects. Both statutes also require this detailed information be included in the administrative record that serves as the evidentiary basis for an approval action by the City or County on such projects. Under SB 610, water assessments must be furnished to local governments for inclusion in any environmental documentation for certain projects (as defined in Water Code 10912) subject to the California Environmental Quality Act (CEQA). Under SB 220, approval by a City or County of certain residential subdivisions requires and affirmative written verification of sufficient water supply. There is no evidence suggesting that the City cannot continue to provide efficient water service to existing and future residents of Tulare. The City maintains a balance in their enterprise water fund, which can be used to fund unforeseen immediate/emergency repairs and/or improvements to the water system. Minor repairs can generally be accomplished through funding already allocated towards maintenance and operation of the water system. 3.2.2 Wastewater Collection, Treatment, and Disposal The City of Tulare plans for sanitary sewer system improvements through the implementation of a comprehensive Master Plan. The City of Tulare Sewer System Master Plan was last updated in June 1991 by Boyle Engineering Corporation. The current Sewer System Master Plan has a planning area which generally extends beyond the City’s current SOI, except for areas in the southeastern and eastern areas within the City’s SOI. When the City updates the Sewer System Master Plan, it is recommended that the planning boundary be extended, at a minimum, to encompass the City’s SOI, to ensure that adequate sanitary sewer infrastructure can be provided to accommodate future growth consistent with General Plan build-out. The Sewer System Master Plan is framed to accommodate a population of 115,000 by the year 2020. The City of Tulare wastewater collection system consists of a series of pipes and lift stations that transport raw sewage to the City’s wastewater treatment facility (WWTF) located at the intersection of Levin Avenue and Gemini Street in southwest Tulare. The City’s WWTF includes two separate wastewater treatment trains (WWTTs), one for domestic wastes, and the other for primarily industrial wastes, described as follows. The expanded domestic WWTT is a 6.0 MGD capacity activated sludge plant that includes headworks with mechanical screens and an aerated grit chamber, primary and secondary sedimentation, biofiltration, activated sludge units, sludge thickening and digestion, and sludge drying. The industrial WWTT influent arrives via two separate pipelines that terminate into one headworks that feature a bar screen and grease and grit removal. After preliminary treatment, flows combine for grit and grease removal then enter a 30.1 million gallon capacity anaerobic “bulk volume fermenter” (BVF). In 2006, the City will begin the design of a new 8.0 MGD industrial WWTT. City of Tulare MSR Page 3-24 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The City operates the WWTF under the provisions specified in Waste Discharge Requirements (WDR) Order No. R5-2002-0186 issued by the California Regional Water Quality Control Board Central Valley Region. City staff has indicated that current improvements at the WWTF allow for a domestic flow of 6.0 MGD, and an industrial flow of 6.7 MGD. Domestic and industrial discharges are combined in an aerated mixing box and discharged to approximately 200 acres of ponds for disposal by evaporation and percolation. A portion of the effluent discharged to ponds is recycled on 2,700 acres of nearby farmland, 800 acres of which is owned by the City. Water in the Tulare Lake Basin is in short supply, requiring importation of surface waters from other parts of the State. The Basin Plan encourages reclamation on irrigated crops wherever feasible and indicates that discharges to surface water and evaporation of reclaimable wastewater will not be acceptable permanent disposal methods where the opportunity exists to replace an existing use or proposed use of fresh water with recycled water. Where appropriate, the Basin Plan allows a timetable for implementing reclamation. The City’s discharge constitutes a significant source of agricultural supply water and groundwater recharge. Self monitoring reports are required to be submitted by the Discharger to the RWQCB on a monthly basis, and contain information pertaining to flow records, construction activity, permit compliance, etc. Self monitoring reports from March 1998 through January 2002 indicate that winter flows to the domestic WWTT are not significantly higher than summer flows, indicating that inflow and infiltration in general are not a serious problem for the domestic WWTT. Based upon information contained in the Self Monitoring Report for September 2005, submitted by the City of Tulare Water Pollution Control Facility to the State Regional Water Quality Control Board Central Valley Region, an average monthly influent flow of 4.83 MGD was recorded for the domestic WWTT, and an average monthly influent flow of 6.28 MGD was recorded for the industrial WWTT. Based upon information contained in the Wastewater User Charge Survey Report FY 2004-05 (Cal EPA – State Water Resources Control Board, May 2005), the average dry weather flow at the WWTF (combined flow for both treatment trains) is approximately 10.3 MGD. Recorded flows indicate that the WWTF is currently operating near 80% of its permitted capacity for the domestic WWTT and near permitted capacity for the industrial WWTT. However, ongoing efforts to improve the plant’s capacity and efficiency are expected to increase available capacity to serve future growth. Beyond the expansion project currently under construction at the plant, it is likely that additional capacity improvements will need to occur to meet the 20-year growth needs of the City. The following excerpt from the City’s budget for fiscal year 2005-06 expresses the City’s commitment to continue to improve its sewer infrastructure. “Continued funding of our industrial wastewater treatment plant expansion is recommended. This expansion is in response to our industries’ growth, and the City’s long term commitment to provide sewage treatment capacity for job creating food processing industries. Additional improvements are planned for future years, as we endeavor to avoid a loss of job creating opportunities due to inadequate sewer capacity, and provide better environmental controls.” The City of Tulare Sewer Division is responsible for operating, maintaining, expanding, cleaning, and repairing the sanitary sewer trunk line system, lift stations and pumps. The Sewer Division is also responsible for inspection of all sewer services to insure conformance with City standards and specifications. The Wastewater Division is responsible for operating and maintaining the City’s WWTF including physical maintenance on and improvements to several expensive treatment structures such as lift stations, sedimentation tanks, digesters, filters, pumps and control buildings, and performing numerous lab analyses. The following excerpt from the budget for fiscal year 2005-06 outlines some of the City Manager’s comments with regard to the WWTF. City of Tulare MSR Page 3-25 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 “The Sewer and Wastewater Divisions continue to demand much attention and improvement dollars. The combined effect of new State requirements and fast expanding industrial volumes are causing continuing large investments in our plant. The long awaited wastewater permit renewal, received in 2002, provides seven years to eliminate the impact of nitrates and other pollutants, but continuous efforts must be made to meet that deadline. Several million dollars in projects are proposed, and bonding and rate increases will continue to be needed to fund those. A new bond issue may be needed in 2006. A previously approved 10% rate increase takes effect in July 2005. On the positive side, the plant will continue to serve job-producing and creating companies, and negative impacts on the environment will be mitigated.” The City’s budget reflects continued efforts to anticipate and avoid any problems with the sewer/wastewater utilities, with many capital improvements included. The City of Tulare has an enterprise fund for sewer/wastewater set up to estimate revenues and expenditures for the sewer/wastewater utilities. The City’s sewer/wastewater fund generates revenue from the following major sources, including but not limited to: • Interest Income • Rents and Concessions • Connection Fees • Sewer Receipts • Septic Tank Discharge Fees • Main Footage Fees • Development Impact Fees • Loan Proceeds (2006 Bonds) Table 3-3 summarizes the City’s sewer/wastewater fund projected revenues and expenditures for fiscal year 2005-06. TABLE 3-3 PROJECTED REVENUES AND EXPENDITURES CITY OF TULARE SEWER/WASTEWATER FUND BUDGET (F.Y. 2005-06) PROJECTED REVENUES Beginning Fund Balance (July 1, 2005) $19,073,660 Use of Money and Property $310,000 Current Service Charges $11,003,930 Miscellaneous Revenues $4,000 2003/2006 Sewer Bond Proceeds $6,000,000 Total Available Resources $36,391,590 ESTIMATED EXPENDITURES Salaries and Employee Benefits $1,306,420 Maintenance and Operation $5,770,320 Capital Improvements $55,000 Capital Outlay $68,560 Debt Service $4,284,990 Fund Transfer to Sewer/Wastewater CIP $7,416,000 Total Estimated Expenditures $18,901,290 Anticipated Wastewater Fund Balance (June 30, 2006) $17,490,300 Source: City of Tulare 2005-06 Adopted Budget City of Tulare MSR Page 3-26 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 As indicated in Table 3-3, for fiscal year 2005-06 the City’s sewer/wastewater fund expenditures exceed the projected revenues (excluding carryover balance and bond proceeds). The City accounted for this imbalance by spending carryover funds from previous years, and issuing sewer bonds. In addition to allocating funds towards capital improvements to occur out of the enterprise fund, a transfer of nearly $7,500,000 was allocated to the City’s capital improvement program for sewer/wastewater. The following capital improvements are listed as enterprise sewer/wastewater funds expenditures. • Manholes/Rehabilitation ($50,000) • Miscellaneous Lift Station Improvements ($5,000) In addition to the above improvements, approximately $7,500,000 was allocated towards the City’s capital improvement program for sewer/wastewater, which for fiscal year 2005-06, identifies the following sewer system and wastewater treatment system improvements. • Oversize participation • Pipeline Replacement • Main Extensions • Lift Station Upgrades • Manhole Rehabilitation • SCADA • Miscellaneous • Domestic Plant NdN • Industrial Plant Secondary/NdN • Land Acquisition • Piping to new land • Westside Trunk Line • Various Equipment Replacement • Storm/Sewer Installation Based upon a review of the City’s budget for sewer/wastewater, the service is being managed in a cost effective and efficient manner. The City’s effort to keep sanitary sewer rates in check is evident by the City’s issuance of sewer bonds to construct capital improvements to the WWTF. The City is meeting the long term debt obligations of bond issuances. As more connections to the City’s sewer system are installed, additional revenue will be generated to assist with the repayment of long term debt. 3.2.3 Drainage Infrastructure The City has a Storm Drain Master Plan which was last updated in 1974, and is far outdated according to City staff. City officials have indicated that several “mini-updates” have been done in areas where the drainage master plan is no longer applicable. The City plans to update infrastructure master plans (including drainage) following the completion of the City’s General Plan Update. The primary reason for the master plan updates will be to ensure that the City’s development impact fees are adequate to fund implementation of the master plans, and to justify the level of those fees to the development community. The primary objective of the Storm Drainage Division is to provide maintenance, operation and expansion of the storm drainage system. All budgeted funds come from general fund appropriations and, where appropriate, gas tax expenditures where storm drainage installations are in connection with major street projects. The majority of the storm water in the City is collected and flows to central points where it is pumped into the TID canal system under provisions of an agreement entered into and renewed in City of Tulare MSR Page 3-27 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2005. Disposal of storm water is also handled by means of storm drainage retarding basins and storm drainage retention basins. The Storm Drainage Division funds only one maintenance position; its source of revenue is the general fund. Past improvements to the City’s storm drain system have significantly reduced flooding problems. Many capital improvement needs go unfunded as the City seeks grant funding, including the need to complete separation of the City system with other systems. Oversize payments are required as a result of a ten year analysis of obligations, and large payments are due for fiscal year 2005-06. For fiscal year 2005-06, $458,490 was allocated to the Storm Drainage Division from the general fund. Estimated expenditures totaling $458,490 includes salaries and employee benefits totaling $76,200, maintenance and operation totaling $181,590, capital improvements totaling $40,700, debt service totaling $150,000, and a $10,000 operating transfer to the storm drain CIP. Capital improvements funded through general fund appropriations include miscellaneous inlets, grate modifications, lift pumps, control panels, and dry wells. Debt service includes principal and interest payments for oversize liability. The City assesses development impact fees for storm drain consistent with City Resolution Number 03- 4988. The City has established sixteen benefit areas for assessment of storm drain impact fees. For single family dwellings, the storm drain impact fees vary (depending on the area of benefit) from $614 per dwelling to $1,355 per dwelling. The City has a storm drain fund set up within the seven-year CIP document. The City completes capital storm drain improvements through revenue generated from development impact fees, and transfers from the general fund. The City has $240,000 worth of capital storm drainage improvements planned for fiscal year 2005-06, $100,000 for oversize participation, $70,000 for storm drain pipelines, and $70,000 for pond construction. The City will need to continually expand and improve its storm drain system to keep pace with development demands. It is recommended that the City continue to expand and improve the storm drain system through revenues generated from development impact fees and general fund appropriations. As the City’s storm drain system continues to expand, the City will likely need to add additional staff to operate and maintain the system, as there is currently one maintenance technician for the entire system. 3.2.4 Streets and Roads The City plans for roadway transportation improvements through the implementation of General Plan Circulation Element Goals and Policies and Specific Planning. The streets, roads, and circulation patterns in the City of Tulare were studied as a part of the General Plan Circulation Element, which was adopted by the City Council in December 1992. This information base provides an excellent foundation for evaluating the transportation issues in the City. For fiscal year 2005-06, the City is undertaking a comprehensive update to their General Plan Circulation Element. Every three years TCAG prepares a Regional Transportation Plan (RTP), which includes coordination efforts with all eight incorporated cities within Tulare County. The RTP involves inter-jurisdictional coordination to help resolve inter-related transportation issues that affect multiple agencies. Routes of regional significance that serve the City include State Route (SR) 99, SR 63, and SR 137. The City is served by six major interchanges on SR 99 located at Avenue 200, Paige Avenue, Bardsley Avenue, Tulare Avenue, Prosperity Avenue, and Cartmill Avenue. The City has a Streets Division which is responsible for the maintenance and repair of all City streets, alleys, storm water inlets, City parking lots, street lights and signs. The primary tasks of the Street City of Tulare MSR Page 3-28 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Division include maintenance and repair of traffic signals, installation of pavement markings, pavement repairs, and maintenance of storm drain ponding basins. The Streets Division budget includes energy charges for the operation of street lighting and traffic signals. The following excerpt from the fiscal year 2005-06 budget outlines the City Manager’s comments with regard to the Streets Division. “Improving the condition of our streets continues as a high priority of the City Council. An additional one percent utility users tax (UUT) went into effect on July 1, 2002, for ten years and is paying, through bonds, for substantial improvements for three years. The last of the UUT funds will be spent for projects in the fall of 2005.” “A study of the cost effectiveness of purchasing a grinder/paver for City use indicates the purchase is appropriate, and funds for the first of a five year lease purchase of a $315,000 asphalt milling machine are shown in Code 9004.” For the fiscal year 2005-06 budget cycle $2,449,940 was allocated to the Streets Division from the general fund. Estimated expenditures totaling $2,449,940 includes salaries and employee benefits totaling $585,740, maintenance and operation totaling $1,143,180, capital improvements/outlay totaling $28,200, debt service totaling $50,000, a $63,820 operating transfer to the fleet maintenance internal service fund, and an operating transfer of $579,000 to the streets CIP. Capital improvements/outlay funded through general fund appropriations ($28,200) includes allocations for defective concrete program, miscellaneous right of way, miscellaneous street light, alley repairs/maintenance, LED “Don’t Walk”, traffic loops, walk behind saw, arrow board, and airless paint pump. Debt service includes principal and interest payments for oversize liability. The City assesses development impact fees for streets, interchanges, and traffic signals consistent with City Resolution Number 03-4988. For single family dwellings, the transportation impact fee has been established at $1,021 per dwelling unit. Development impact fees are allocated to the City’s seven year (2005-2012) CIP. The City’s streets CIP fund generates revenue from a variety of sources including gas tax STIP funding, grant funding, development impact fees, and transfers from the general fund. The City has $1,980,000 worth of street improvements planned for fiscal year 2005-06 including $922,000 for various street projects, $200,000 for traffic signals, $750,000 for the Agri-Center Interchange, $100,000 for oversize participation, and $8,000 for UPRR upgrades. The City continues to make steady progress towards upgrading and expanding its roadway infrastructure. The City continues to work towards improving the infrastructure that serves its citizens and has a detailed plan for constructing the needed improvements. The City’s approach and plan for completing capital improvements is excellent, and in line with the needs of the community. 3.2.5 Fire and Police Protection Services Fire The primary objective of the Fire Department is to protect the lives and property of the citizens of and visitors to Tulare from the ravages of fire, exposure to hazardous materials and other perils, including disaster preparedness. The department is responsible for enforcing local fire ordinances, state and federal laws, apprehending violators and assisting in their prosecution. The City of Tulare Fire Department is divided into two divisions, suppression and prevention. The Fire Suppression Division includes all uniformed personnel who respond to emergency incidents with appropriate apparatus and perform activities required to mitigate the emergency nature of the incident. Duties of the Fire Suppression Division include extinguishing of fires, identification and containment of City of Tulare MSR Page 3-29 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 hazardous materials, paramedic advanced life support non-transport first responder emergency medical service, performance of special rescue operations, and engine company fire prevention inspections. The Fire Prevention Division provides safety inspections of existing buildings open to the public, performs plan review for safety compliance of all new commercial, industrial and multi-occupancy structures, investigates fires for origin and cause determination, and assists with the prosecution of arson caused fires. Special activities of the fire department include the conduct of safety education programs for all ages with a Fire Safety House Prop, Fire Station tours, smoke detector installation, abandoned vehicle removal, annual weed abatement program, and bicycle licensing. The following excerpt from the fiscal year 2005- 06 budget outlines the City Manager’s comments with regard to the Fire Division. “The Fire Department budget provides for the last three new positions for Fire Station Three, at “M” Street near Cartmill Avenue. Funding for the new station and a new fire engine was accomplished in 2003-04, and the first six new positions were funded in fiscal year 2004-05. As of May 3, 2005, paramedic services are now being provided in Tulare, a first for our County. The reorganization effective July 1, 2003 transferred all code enforcement related divisions to this department, including graffiti, animal control, and code enforcement. To improve our capabilities, in response to City Council direction, graffiti and code enforcement will each add a new employee, funded by the federal Community Development Block Grant Program.” The City assesses development impact fees for fire facilities, equipment, and training consistent with City Resolution Number 03-4988. For single family dwellings, the fire impact fee has been established at $134 per dwelling. Locally funded by impact fees on new development, the City, in July 2004, opened its third fire station, on North M Street. It is the City’s first new station in more than two decades, and represents a 50% increase in department capabilities to respond rapidly to emergencies. The Fire Department operates out of three stations staffed with a total of 40 sworn fire fighters, with three more positions being added during fiscal year 2005-06. The City’s fire department is funded through general fund appropriations. Approximately 16% of the City’s general fund expenditures go towards the operation of the fire department. For the fiscal year 2005-06 budget cycle $4,439,440 was allocated to the Fire Division from the general fund. Estimated expenditures totaling $4,439,440 includes salaries and employee benefits totaling $3,750,120, maintenance and operation totaling $634,850, capital outlay totaling $30,600, and a $23,870 operating transfer to the fleet maintenance internal service fund. The City’s budget (F.Y. 2005-06) identifies goal statements which reflect desired initiatives for the next one to three years. It is a goal of the City to develop a comprehensive Fire Department Master Plan by the fall of calendar year 2007. A fire department master plan will assist the City in planning future fire stations, staffing requirements, as well as address response time management needs, in line with the increasing demand for public safety efforts. City of Tulare MSR Page 3-30 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Police The primary objective of the Police Department is to protect the lives and property of the citizens of Tulare and those who frequent the community in transit or engage in business or professional activities. The department is responsible for enforcing all local ordinance and state laws, apprehending violators and assisting in their prosecution. The City of Tulare Police Department is divided into four functioning divisions including police administration, patrol, investigations, and traffic safety. The Police Administration Division provides support service through records management, dispatch and other generalized administrative services, and is responsible for the transcribing, storing and retrieving of police data, maintaining public safety communications, support services for the Patrol and Investigative Divisions and providing general police service for the walk-in public. The Patrol Division includes all uniformed personnel, and is responsible for the prevention of crime and accident prevention. The Investigations Division is responsible for investigative work on part one crimes including all felonies, i.e. homicides, rape, armed robbery, burglary, etc. The following excerpt from the fiscal year 2005-06 budget outlines the City Manager’s comments with regard to all divisions of the Police Department. “The great success in receiving grant funds in the past has relieved the strain on our budget, and allowed us to implement community based policing to improve our intersections and relations with the public. Active prevention programs are continuing. The department continues to reach out to the community via a variety of efforts, including trading card and citizens’ academy programs. Community policing in conjunction with our Problem Oriented Policing programs has significantly contributed to the improvement of the quality of life in the area targeted. The concept of partnership between the police and the community serves has also paid dividends in terms of mutual trust and respect. This has resulted in an increase of vital intelligence identifying areas of criminal activity. Our Cops on Campus program has had an impact on the reduction of school related juvenile crime issues, and funding continues to be split 50/50 with the High School District. The City’s rapid recent growth has helped cause a rise in calls for service, which in turn has reduced our patrol officers’ preventative patrol time. To reverse this trend, the City Council authorized twelve new police positions in 2004-05. A tax ballot measure is under consideration to maintain this higher level of effort as our City grows, assuring the safety of our citizens and visitors.” The City assesses development impact fees for law enforcement facilities, equipment and training consistent with City Resolution Number 03-4988. For single family dwellings, the police impact fee has been established at $37 per dwelling. The Police Department operates out of one main station, and three community policing sub-stations staffed with a total of 64 sworn police officers. The City’s police department is funded through general fund appropriations. Approximately 33% of the City’s general fund expenditures go towards the operation of the police department. For the fiscal year 2005-06 budget cycle $9,111,640 was allocated to the Police Division from the general fund. Estimated expenditures totaling $9,111,640 includes salaries and employee benefits totaling $7,738,270, maintenance and operation totaling $1,366,570, and capital outlay totaling $6,800. City of Tulare MSR Page 3-31 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The City’s strong commitment to a safer community is reflected in the first full year funding of 13 new police positions, a 17% increase over the prior year. More staff for police patrol and investigations along with a new fire station and new paramedic service represent a significant increase in the City’s ability to provide public safety services. At current staffing levels, the City has approximately 1.3 sworn police officers per 1,000 people. The Tulare Police Department continues to actively support proven crime prevention programs and to explore new and innovative methods to reduce crime in Tulare. Neighborhood watch crime prevention programs are proven and effective means to substantially reduce not only the incidence of residential burglaries in a specified geographic area, but the incidence of other crimes. The City of Tulare will need to plan for future police staffing, and additional sub-stations as the City continues to grow, in line with increasing public safety demand. To meet future public safety needs, it is recommended that the City consider the preparation of a police department master plan to assist the City in planning future police stations, staffing requirements, as well as address response time management needs, in line with the increasing demand for public safety efforts. To reduce costs, incorporation of both a police and fire master plan into one document should be considered. 3.2.6 Solid Waste Disposal Solid waste collection service is provided by the City, while disposal services are provided through Tulare County via area landfills. The City’s solid waste collection operations are also integrated with the City’s street sweeping activities. These divisions perform a bi-weekly service to residential accounts and as required for commercial accounts. In addition to the regularly scheduled services to residential accounts, a special haul service is provided, on request, for hard to handle materials. Licensed private contractors collect salvageable cardboard materials regularly throughout the commercial areas for recycling purposes. Residential refuse is taken to a recycling center located northeast of Tulare for removal of recyclables from the waste stream. Also taken to various processing facilities is a “dry route” from the commercial pickups that has been identified as having a large amount of recyclable in the waste. Other commercial routes continue to dispose of collected materials at the County owned landfill nine miles southeast of Tulare. The Solid Waste service operates under the direction of the Board of Public Utilities. This division is also responsible for street sweeping operations which like solid waste collection, contributes to the overall cleanliness and sanitary condition of the City. In 1989, the State of California passed the Integrated Waste Management Act. Assembly Bill 939 (AB 939) required all cities and counties implement programs to reduce landfill tonnage by 25% by the end of 1995, and 50% by the end of 2000. The eight Tulare County City’s (Porterville, Visalia, Tulare, Lindsay, Dinuba, Farmersville, Exeter, and Woodlake), which are involved in the Joint Power Authority are currently at 44% diversion. The JPA has a time extension and plans to return to 50% diversion. Based upon information obtained from the Tulare County Solid Waste Division website (www.co.tulare.ca.us/solidwaste/swabout.htm), the County buries about 300,000 tons of waste per year, which is equivalent to about 5 lbs. per person per day, or one ton per County resident per year. The budget for this operation is $12-$13 million annually. The County operates three landfills or solid waste disposal sites. These three facilities are the Tulare Landfill, northwest of Tulare; the Woodville Landfill, southeast of Tulare; and the Teapot Dome Landfill, southwest of Porterville. The County also operates seven transfer stations. The transfer stations are located in rural areas for the convenience of the people who live near them and do not accept large volumes of waste. The seven transfer stations and approximate locations are listed below: City of Tulare MSR Page 3-32 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 • Badger Transfer Station, east of Badger • Balance Rock Transfer Station, north of Balance Rock • Camp Nelson Transfer Station, northeast of Camp Nelson • Earlimart Transfer Station, north of Earlimart • Kennedy Meadows Transfer Station, near the Inyo County line in southeast Tulare County • Pine Flat Transfer Station, north of Pine Flat • Springville Transfer Station, south of Springville Based upon discussions with the Tulare County Solid Waste Division, the Tulare Landfill is planned to expand in 9-phases, based upon increased demand. Phase 1 expansion has already been implemented. With the nine phased expansions, the total capacity of the Tulare Landfill is estimated at 16,521,501 cubic yards. The Tulare County Solid Waste Division further indicated that the Tulare Landfill has sufficient capacity to accommodate solid waste disposal demands through year 2040. The Solid Waste Division continues to be very active in providing quality services. An eighth residential route was added in fiscal year 2001-02 due to new housing growth since the last route that was added in 1995. While another new route will be needed soon, the division has made changes to make better use of the existing routes. As employee, fuel costs, and landfill fees continue to rise, to keep pace with increasing demands and to keep the fund from incurring losses, refuse collection rate increases are planned. For the first time, during fiscal year 2005-06, the Solid Waste Division is funding efforts to divert waste materials to a “waste to energy” facility. The recycling of collected refuse at a material recovery facility (MRF) continues to be funded. Two new positions within the solid waste/street sweeping division are recommended to replace previous outside labor. The positions maintain access to the City’s alleys. For fiscal year 2004-05, the solid waste/street sweeping divisions expenditures exceeded revenues, resulting in an annual loss of approximately $433,700. For fiscal year 2005-06, anticipated revenues of $5,382,830 are projected to cover estimated expenditures totaling $5,051,190. It appears that the solid waste/street sweeping division is operated in an effective and efficient manner, and meets the needs of current residents, with the ability to serve additional customers. 3.2.8 Written Determinations Water 1. The City has a Water System Master Plan that was last updated in May 1994, and indicated that a comprehensive update will be completed following the adoption of the General Plan Update, which is scheduled for completion in the fall of 2006. The current Master Plan has a planning area coterminous with the City’s Urban Reserve Line, which lies within the City’s UDL and SOI. When the City updates the Master Plan, it is recommended that the planning boundary be extended, at a minimum, to encompass the City’s SOI, to ensure that adequate water supply can be provided to accommodate future growth consistent with General Plan Build-out. 2. The City’s water supply source consists of a series of domestic wells that are scattered throughout the City, extracting water form the City’s underground aquifer. There is one elevated storage tank with a capacity of 150,000 gallons connected to the system, and several hydro-pneumatic pressure tanks that are used for storage as well. City of Tulare MSR Page 3-33 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3. The City has an enterprise fund set up for the operation and maintenance of its water system, and a seven year capital improvement program (CIP) for water, to implement capital water system improvements. 4. The Public Works Department indicated that water production for the month of June 2005 was approximately 660,500,000 gallons, with an estimated water production for July 2005 of over 700,000,000 gallons. The City estimates that the current system operates at approximately 90%-95% of its capacity during summer (maximum demand) months. 5. The City is improving its water system capacity by replacing/refurbishing one well every other year, and in off years, adding a new well to the system. City officials indicated that the City has been on a faster track recently, which is evident by the recently awarded contract to drill two new wells, Nos. 37 and 38. Well No. 37 would replace Well No. 16. The City anticipates that once water meters are installed, they should drop back to the every other year scenario. 6. The City is engaged in an agreement with the Tulare Irrigation District (TID), in which the City compensates the District since the City’s system benefits from the recharge of the aquifer as a result of the District’s operations. The agreement was renewed in 2005 and extends through year 2035. 7. Beginning fiscal year 2005-06, the City will begin converting all connections to the water system to metered connections. The conversion is expected to take seven years and will have significant conservation benefits. 8. Based upon information obtained from the Department of Water Resources, the City of Tulare has not complied with the Urban Water Management Planning Act, which requires urban water suppliers to submit Urban Water Management Plans to the Department every five years, on years ending in zero and five. The City has not complied with the 2000 requirement and has until December 2005 to comply with the 2005 requirement. Non- compliant urban water suppliers are ineligible to receive funding pursuant to Division 24 (commencing with section 78500) or Division 26 (commencing with section 79000), or receive drought assistance from the State until the UWMP is submitted pursuant to the Urban Water Management Planning Act. City officials have indicated that the preparation of their 2005 UWMP has been funded in the City’s budget for fiscal year 2005-06. 9. The City has a sound management structure in place that will continue to provide efficient water service to existing and future residents of Tulare. The City maintains a balance in their enterprise water fund, which can be used to fund unforeseen major repairs and/or improvements to the water system. 10. When evaluating any proposed SOI updates, LAFCO should consider which agency can most efficiently provide water service to the subject area and ensure that adequate planning has taken place for the provision of public services. Wastewater Collection, Treatment and Disposal 1. The City has a Sewer System Master Plan that was updated in 1991. When the City updates the Sewer System Master Plan, it is recommended that the planning Boundary be extended to encompass the City’s SOI in order to ensure that adequate sanitary sewer infrastructure can be provide to accommodate future growth consistent with General Plan Build-out. City of Tulare MSR Page 3-34 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City has an enterprise fund set up for the operation and maintenance of its sewer/wastewater systems, and a seven year CIP for sewer/wastewater, to implement capital sewer/wastewater system improvements. 3. The City owns and operates a wastewater treatment facility (WWTF) located at the intersection of Levin Avenue and Gemini Street in southwest Tulare. The WWTF is operated under the provisions of Waste Discharge Requirements (WDR) Order No. R5-2002-0186, issued by the California Regional Water Quality Control Board Central Valley Region. The City’s WWTF has two separate wastewater treatment trains (WWTT), a domestic WWTT, and an industrial WWTT. 4. WDR Order No. R5-2002-0186 outlines varying levels of prescribed flow limits, depending on certain criteria being met, including obtaining written approval from the Executive Officer documenting technical justification of treatment capacity. City staff has indicated that current improvements at the WWTF allow for a domestic flow of 6.0 MGD, and an industrial flow of 6.7 MGD. 5. The WDR Order specifies several actions that are necessary to comply with current regulations with regard to effluent water quality, and capacity. The permit provides seven years to eliminate the impact of nitrates and other pollutants. Continuous efforts by the City will be necessary to meet the deadline. 6. Based upon information contained in a Self Monitoring Report for September 2005, an average monthly influent flow of 4.83 MGD was recorded for the domestic WWTT, and an average monthly influent flow of 6.28 MGD was recorded for the industrial WWTT. 7. The City’s budget reflects continued efforts to anticipate and avoid any problems with the sewer/wastewater utilities, with many capital improvements included. Several million dollars in projects are proposed, and bonding and rate increases will continue to be needed. A previously approved 10% rate increase took effect in July 2005. 8. Based upon a review of the City’s budget for sewer/wastewater, it appears that the service is being managed in a cost effective and efficient manner. The City’s effort to keep sanitary sewer rates in check is evident by the City’s issuance of sewer bonds to construct capital improvements to the WWTF. The City is meeting the long term debt obligations of bond issuances. 9. There is no evidence suggesting that the City does not have the capabilities to provide current and future residents, including service to SOI areas, with sewer/wastewater service. Drainage Infrastructure 1. The City has a Storm Drain Master Plan which was last updated in 1974, and is far outdated according to City staff. City officials have indicated that several “min-updates” have been done in areas where the drainage master plan is no longer applicable. The City plans to update infrastructure master plans (including drainage) following the completion of the City’s General Plan Update. City of Tulare MSR Page 3-35 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City has a Storm Drainage Division that is funded through general fund appropriations, and, where appropriate, gasoline tax expenditures where storm drainage installations are in connection with major street projects. 3. Under an agreement with the TID, the City pumps storm water into the TID canal system. Disposal of storm water is also handled by means of storm drainage retarding basins and storm drainage retention basins. 4. For fiscal year 2005-06, $458,490 was budgeted for the operation of the Storm Drainage Division, which includes only one maintenance position. 5. The City assesses development impact fees for storm drain consistent with City Resolution Number 03-4988. The City has established sixteen benefit areas for assessment of storm drain impact fees which range from $614 to $1,355 per single family dwelling. 6. The City has a seven year CIP for storm drainage, to implement capital storm drainage system improvements. Capital storm drainage improvements planned for fiscal year 2005-06 include oversize participation, pipeline construction, and pond construction. 7. The City will need to continually expand and improve its storm drain system to keep pace with development demands. As the City’s storm drain system continues to expand, the City will likely need to add additional staff to operate and maintain the system, as there is currently one maintenance technician for the entire system. 8. The City would be the most logical agency to provide storm drain infrastructure for development within the City’s SOI. Past improvements to the City’s storm drain system have significantly reduced flooding problems in the area. Streets and Roads 1. The City plans for roadway transportation improvements through the implementation of General Plan Circulation Element Goals and Policies, and Specific Planning. The City is undertaking a comprehensive update to their General Plan Circulation Element, which is expected to be completed in 2006. The Circulation Element of the General Plan provides a foundation for evaluating the transportation issues facing the City. 2. The Tulare County Regional Transportation Plan (RTP) provides a link between local (City) and regional (County) transportation needs. The Regional Transportation Improvement Program (RTIP), which qualifies projects for the State Transportation Improvement Program (STIP), programs RTP projects, and serves as the implementing document. 3. For fiscal year 2005-06, $2,449,940 was budgeted for the operation of the Streets Division, which includes eight full time staff positions. 4. The City assesses development impact fees for streets, interchanges, and traffic signals consistent with City Resolution Number 03-4988. For single family dwellings, the transportation impact fee has been established at $1,021 per dwelling. 5. The City has a seven year CIP for streets, which includes various revenue sources including gas tax STIP funding, grant funding, development impact fees, and transfers from the general fund. Capital street improvements planned for fiscal year 2005-06 include various street City of Tulare MSR Page 3-36 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 projects, traffic signals, oversize participation, the AG Center Interchange, and UPRR crossing upgrades. 6. The City continues to make steady progress towards upgrading and expanding its roadway infrastructure. The City’s approach and plan for completing capital improvements is excellent, and in line with the needs of the community. Fire and Police Protection Services 1. The City completed the construction of its third fire station in fiscal year 2004-05 and is funding the last three positions for that station during fiscal year 2005-06. The new station was locally funded through impact fees on new development and is the City’s first new fire station in over two decades. The new fire station represents a 50% increase in department capabilities to respond rapidly to emergency needs. 2. The City’s fire department operates three stations staffed with a total of 43 sworn fire fighters. 3. The City continues to upgrade fire facilities and increase fire staff as needed to serve the residents of Tulare through capital improvement funds and general fund allocations. 4. It is goal of the City to develop a comprehensive Fire Department Master Plan by the fall of calendar year 2007. A fire department master plan will assist the City in planning future fire stations, staffing requirements, as well as address response time management needs, in line with increasing demand for public safety efforts. 5. The City’s police department operates out of one main station, and three community policing sub-stations staffed with a total of 64 sworn police officers. 6. The City’s strong commitment to a safer community is reflected in the first full year funding of 13 new police positions, a 17% increase over the prior year. 7. As Tulare continues to grow, the City will need to plan for future police staffing, and additional sub-stations in line with increasing public safety demands. The preparation of a police department master plan could assist the City in preparing for and implementing such improvements. Solid Waste 1. Solid waste collection service is provided by the City while disposal services are provided through Tulare County via area landfills. The City’s solid waste collection operations are also integrated with the City’s street sweeping activities. 2. The City’s solid waste division continues to be very active in providing quality services. An eighth residential route was added in fiscal year 2001-02 due to new housing growth since the last route that was added in 1995. 3. In 1989, the State of California passed the Integrated Waste Management Act. Assembly Bill 939 (AB 939) required all cities and counties implement programs to reduce landfill tonnage by 25% by the end of 1995, and 50% by the end of 2000. The eight Tulare County City’s (Porterville, Visalia, Tulare, Lindsay, Dinuba, Farmersville, Exeter, and Woodlake) are City of Tulare MSR Page 3-37 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 involved in a Joint Power Authority (JPA) and are currently at 44% diversion. The JPA has a time extension and plans to return to 50% diversion. 4. For fiscal year 2004-05, the solid waste/street sweeping division’s expenditures exceeded revenues, resulting in an annual loss of approximately $433,700. For fiscal year 2005-06, anticipated revenues of $5,382,830 are projected to cover estimated expenditures totaling $5,051,190. 5. As employee (salaries/benefits), fuel costs, and landfill fees continue to rise, to keep pace with increasing demands and to keep the solid waste/street sweeping fund from incurring losses, refuse collection rate increases of 5% have been approved for 2005, 2006 and 2007. 6. The City’s street sweeping/solid waste division should be able to continue to provide solid waste collection/street sweeping services to existing and future residents, including SOI areas. City of Tulare MSR Page 3-38 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.3 FINANCING OPPORTUNITIES AND CONSTRAINTS The purpose of this section is to evaluate a jurisdictions capability to finance needed improvements and services. The section summarizes the accomplishments of the City’s budget preparation process. 3.3.1 Annual Budget The City of Tulare has sound financing/funding practices established as a part of their budget preparation process. The City’s budget includes several funds (identified below) for which revenue sources and expenditures are clearly articulated. • General fund • Special revenue funds • Trust funds & debt service funds • Enterprise funds • Redevelopment funds • Internal service funds The City’s budget identifies detailed revenue projections by fund, along with line item expenditure recommendations. It also shows prior year expenditures and projections for comparison. The budget contains a variety of schedules that may be used by City staff, board members, and citizens as a resource document. It is designed to contain both fiscal data and departmental information. For the past ten years, Tulare has received an “Outstanding Financial Reporting Award“, from the California Society of Municipal Finance Officers. The City’s estimated general fund cash balance for the end of fiscal year 2005-06 is just under $3 million, a decrease of 35%. The Government of Finance Officers Association recommends a reserve balance of no less than 5-15% of operating revenues in the general fund, or between one and two months of regular general fund expenditures. Though reduced, the City’s anticipated general fund balance at the end of fiscal year 2005-06 represents nearly 8½% of operating revenues, and over one month of expenditures. 3.3.2 Local Funding The City-wide operating budget for fiscal year 2005-06 totals $51,292,170, an increase of 9.7% over 2004-05. The grand total operating budget for the City is over $75,000,000, which includes the CIP funds, and Redevelopment Agency funds. The CIP is funded through development impact fees, and as appropriate, transfers from other City funds. Following are a few examples of projects that the City has completed (or is in the process of completing) fully or partially funded through revenue generated from development impact fees. • New water mains and sewer trunks • New park facility (Del Lago) • Develop new water sources • Airport improvement plans • AG Center interchange • WWTF improvements • New fire station City of Tulare MSR Page 3-39 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The community has also supported improved City efforts by supporting an increase in the utility user’s tax to the statutory maximum of 7%, an increase of 1%, passed in 2002. The money is designated to be used 75% for streets, and 25% for the local match for a library grant. 3.3.3 Outside Funding The City also actively seeks outside funding through state and federal grant and loan programs. The City’s redevelopment activities encompass use of Community Development Block Grant (CDBG) Funds, HOME funds, and tax increment funds from the redevelopment agency project areas to accomplish its broad mission. The redevelopment budget is significantly higher for fiscal year 2005-06 due to success in obtaining a $500,000 Cal Home Grant, and a $1.65 million HELP loan grant to acquire property around the old “County triangle” for low to moderate housing. The City’s commitment to aggressively seeking outside grant funding has resulted in Zumwalt Park improvements and construction of the Silvercrest senior housing project. In addition, the City continues to pursue more than $6 million of state funds for the construction of a new library, which would also require local matching for the grant money. City staff continues to strive to meet the Council’s goals to bring jobs and at least the City’s fair share of sales, taxes, and grants to the community. 3.3.4 Bond Ratings During the past few years, the City has sold bonds to finance expensive capital improvements to its WWTF, and to refinance higher interest, existing borrowings. While going into debt is seldom positive, the City selling over $42 million in bonds in 2003 was seen as a success. The sewer bonds keep customer rates lower by spreading out required improvement costs over time, and will save over $1.5 million in interest, as most of the bond was to refinance high interest borrowings. The new bond interest rate averages 4.48% annually. It is a goal of the City Council to pursue a general obligation bond while rates are low and other funding opportunities for grade separation crossings of the Union Pacific Railroad at Bardsley Avenue and Cartmill Avenue. 3.3.5 State Fiscal Impacts Due to continuing losses of revenue due to the state’s fiscal crisis, and the Council’s funding of new police personnel, the general fund budget is not currently balanced. A new revenue source is needed to maintain and improve the City’s public safety services in the years ahead. A sales tax ballot initiative, which increased the local sales tax by ½ cent in order to maintain and improve the City’ public safety services, was passed in the November 2005 election. The City identifies the biggest threat to City services over the past twenty years as the state government. Major losses of traditional local revenues occurred in 1978, 1993, and 2003. The constitutional protection passed in November 2004, reduces the unfortunate threat to the financial future of the City, but does not repay over $9 million lost since 1992. The City will need to continue to seek ways to offset revenue losses resulting from the state fiscal conditions. Additional revenue streams could be generated by continuing to aggressively seek state and federal grant funding, local tax initiatives, working with the private sector to fund certain activities, and promoting economic development that will generate tax revenue. City of Tulare MSR Page 3-40 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.3.6 Written Determinations 1. The City of Tulare has sound financing/funding practices in place in order to fund City provided services. The financing functions guide the City on how revenue can be best spent by considering the impact on the community, public perception/acceptance, difficulty of implementing, and impact on employees. 2. Though reduced due to an imbalanced general fund (by approximately $1.6 million), the anticipated general fund balance at the end of fiscal year 2005-06 is estimated at just under $3 million, which represents 8½% of operating revenues, and over one month of expenses. The Government of Finance Officers Association recommends a reserve balance of no less than 5- 15% of operating revenues in the general fund, or between one and two months of regular general fund expenditures. 3. The City assesses development impact fees to mitigate impacts on infrastructure resulting from new development projects. The City uses these fees to construct capital infrastructure improvements. 4. The City is making steps to reverse its unusual deficit spending for fiscal year 2005-06. A sales tax ballot initiative, which increased the local sales tax by ½ cent in order to maintain and improve the City’s public safety services, was passed in the November 2005 election. 5. The City actively pursues outside funding sources including state and federal grant and loan programs to improve the community. The City is currently pursuing over $6 million of state funds for the construction of a new library. The redevelopment agency received over $2 million in grants in fiscal year 2005-06. 6. In the past few years, the City has been selling bonds to finance expensive capital improvements to its WWTF, and to refinance higher interest, existing borrowings. The new bonds, which will save the City over $1.5 million in interest, have an interest rate averaging 4.48% annually. 7. The City identifies the biggest threat to City services over the past twenty years as the California state government. The constitutional protection passed in November 2004 reduces the unfortunate threat to the financial future of the City. 8. The City will need to continue to seek ways to offset revenue losses resulting from the state fiscal conditions. Additional revenue streams could be generated by continuing to aggressively seek state and federal grant funding, local tax initiatives, working with the private sector to fund certain activities, and promoting economic develop that will generate tax revenue. City of Tulare MSR Page 3-41 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.4 COST AVOIDANCE OPPORTUNITIES The purpose of this section is to identify practices or opportunities that may help to eliminate unnecessary costs. This section evaluates the City’s cost avoidance practices built into the City’s budgetary process. The City’s purchasing policy is also described to show how the City avoids unnecessary costs through competitive bidding, and other purchasing practices. The City’s goals with regard to cost avoidance opportunities are also discussed. 3.4.1 Budgetary Process The City’s budgetary process is designed to screen out unnecessary costs. The budget development process involves extensive work by the City Council, City Manager, budget staff, and managers of all departments. In addition to meetings beginning at the departmental level with the first line supervisors, the City Manager, department heads, and the Finance Director meet to go over each budget. For fiscal year 2005-06, 34 budget balancing ideas and follow-up items were generated from these discussions. Workshops are then held with the management team to confirm priorities, develop a list of budget balancing measures, prioritize them, and reach consensus on recommendations. For fiscal year 2005-06, the general fund budget as originally submitted exceeded projected revenues by approximately $2.6 million, which was reduced to approximately $2.18 million during the department head budget meetings with the City Manager. The top managers’ second budget workshop and meetings with the Council budget committee then reduced the general deficit to $1.62 million. The management team used the Council’s goals prior to deciding on their recommendations. In evaluating budget balancing ideas, the following criteria were considered; impact on the community, public perception/acceptance, difficulty of implementing, and impact on employees. On or before the second regular meeting in May of each year, the City Manager shall submit to the Council an estimate of revenue and expenditures for the ensuing year which contains an estimate of the probable revenue from all sources, the amount necessary to meet the interest and principal of the bonded indebtedness of the City, and the following information, arranged in parallel columns: • Detailed estimate of the expenses of conducting each Department • Expenditures for the corresponding items for the past two fiscal years • Expenditures of corresponding items for the current fiscal year • Supplies and materials on hand • Such other information as the Council may require • Recommendations of the City Manager Typically, proposed expenditures which exceed previous years for corresponding items need justification, and need to be in line with the goals of the City Council. These goals and priorities help City staff focus on the areas that will be receiving financial resources in the next fiscal year. This process avoids unnecessary costs by helping to refine the specific priorities to be considered in the next fiscal year. Consistent with the Council’s prioritized goals, several funding recommendations serve the goals of highest priority; funding for public safety has increased, and major economic development efforts continue. 3.4.2 Purchasing (Procurement) Policy The City has comprehensive purchasing policies that promote the cost-effective procurement of goods and services. These policies identify specific rules and regulations for purchasing services and capital City of Tulare MSR Page 3-42 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 assets for the City. These policies are detailed within a comprehensive Procurement Policy Manual, organized as follows. • Section 1 – General Provisions: Contains guidelines to address ethical considerations, delegations to other City officials, source of selection policies, award policies, value and price policies, supplier policies, bid requirements, exceptions to bidding requirements, rejection of bids, award of contracts, and equipment purchases. • Section 2 – Procurement by Formal Advertising: Contains guidelines addressing general policy with regard to competitive bidding, formal bidding procedures, and supplemental procedures. • Section 3 – Procurement by Open Market Procedure: Contains guidelines addressing general policy for procurement by open market procedure, source selection procedures, and award of purchases. • Section 4 – Sole Source Procurement: Contains guidelines addressing general policy for sole source procurement, justification for requesting sole source procurement, cost and price analysis, and award of purchases. • Section 5 – Procurement Process: Contains guidelines addressing supplier/department relations policies (relations with other departments, relations with suppliers representatives’), purchase requisitions, request for quotation of bids, purchase orders, issuance of purchasing orders, purchase order acknowledgement, follow-up procedures, receiving procedures, emergency purchases, coordination of purchases, and return of unauthorized purchases. • Section 6 – Miscellaneous: Contains guidelines addressing warranty or guarantee policies, signature requirements, theft of or damage to City property, and claim deadlines. • Section 7 – Charter and Other Requirements for Purchasing: This section identifies amendments to the City’s charter (by resolution) that have an affect on the purchasing activities of the City. Healthy competition is at the heart of efficient purchasing. Competition is directly related to the prices the City pays and the quality of the goods and services it obtains. The City’s procurement policy is based upon fair and open competition. The foundation for effective fair and open competition is equal treatment of each vendor, and it is imperative that no vendor is given an advantage over the others. 3.4.3 Goals/Policies Related to Cost Avoidance The City avoids unnecessary costs through the implementation of infrastructure Master Plans, which assist in eliminating overlapping or duplicative services. Master planning documents also provide sound funding alternatives for their implementation, and plan for growth within and surrounding the City. The City also has a development impact fee program to help offset the financial responsibility of the City to install and maintain the infrastructure necessary to serve new developments. The following City Goal Statements (fiscal year 2005-06) reflect the City’s efforts to avoid unnecessary costs by seeking alternative funding sources. “Continue to improve the City’s cost effectiveness and revenue raising (enhancement) efforts, including use of assessment districts, track and show savings, maintain a City of Tulare MSR Page 3-43 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 balanced budget, including maintaining a general fund budget reserve that grows each year, and emphasize performance measurement.” “Pursue general obligation bond while rates are low and other funding for grade separation crossings of the Union Pacific Railroad at Bardsley Avenue and Cartmill Avenue…” “Commit to improving streets to an acceptable level by implementing an ongoing street maintenance program, while actively seeking new funding sources.” “…Research funding options for improving and increasing street lighting, as it relates to Proposition 218 limitations, and establish and maintain uniform lighting standards through the entire City (including alleys) by 2006.” The City can avoid unnecessary costs by implementing smart growth practices by promoting development in infill areas and areas where infrastructure is already in place (and has excess capacity). Through the preparation, implementation, and updating of infrastructure Master Plans, the City can avoid unnecessary costs by incrementally expanding its infrastructure to areas zoned for General Plan development. Master Plans and Specific Plans also help to ensure that duplication of services does not occur. The City could also avoid unnecessary costs through the construction of joint use facilities, including but not limited to recreational sports fields, parks, or a museum (in cooperation with the County). The City’s use of landscaping and lighting districts, along with impact fees is an important aspect of avoiding future financial liability. Additional practices which have the potential of eliminating unnecessary costs include the formation of homeowners associations for larger scale residential developments where shared (community) facilities are present. Associations could maintain facilities such as streets, play grounds, swimming pools, parks, and gyms, thereby relieving the financial obligations of the City. 3.4.4 Written Determinations 1. The City of Tulare uses conservative budgeting practices to ensure adequate and cost- effective services to current residents. It can be expected that the City will avoid unnecessary costs that may be caused by the annexation of the proposed SOI areas through comprehensive analysis of the costs and benefits of a proposed development in those areas. 2. The City has a thorough and well-established budget process that it can continue to improve upon as a way of avoiding unnecessary costs. 3. Master planned infrastructure helps the City in avoiding unnecessary costs through effective planning and implementation policies, and eliminating overlapping and/or duplicative services. 4. The City’s developer impact fee program has proven effective in reducing the financial responsibility of the City to install and maintain infrastructure to serve new developments. The primary financial responsibility for the installation and maintenance of infrastructure to serve the SOI areas would be offset by impact fees and expenses paid for by the developer. 5. The City has a well-defined purchasing policy that promotes healthy competition and guides the City in obtaining cost effective and quality services. City of Tulare MSR Page 3-44 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 6. The City’s use of landscaping and lighting districts, along with impact fees is an important aspect of avoiding future financial liability. The formation of homeowners associations for larger scale residential development could also help reduce the financial liabilities of the City. City of Tulare MSR Page 3-45 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.5 OPPORTUNITIES FOR RATE RESTRUCTURING The purpose of this section is to identify opportunities to positively impact rates without decreasing service levels. This section provides a comparison of various utility rates to surrounding jurisdictions to show that the City can provide effective quality service at rates comparable to surrounding agencies. 3.5.1 Fee Structure The City has in-place development impact fees, connection fees, reconnection fees, and monthly user fees which are utilized to expand and maintain the City’s infrastructure systems. The Board of Public Utilities Commissioners, by adoption of Resolution 03-611, increased water rates charged to current users in July 2002, and again in July 2003. In July 2002, an across the board 8% rate increase was adopted for all metered and un-metered water users. In July 2003, the Board adopted a rate increase of 5% for metered customers and a 9.5% rate increase for flat rate customers. As an alternative to an across the board rate increase, the Board opted to increase flat rates more than metered rates to provide an incentive for flat rate customers to switch to meters. The additional revenue is to be used for improvements to the water system to increase pressure by adding wells and replacing under-sized pipelines. The City continues to offer a free meter installation program as they have in the past and tie the publicity to A.B. 306 which requires that all water customers in California be metered. As of July 2003, the cost per month for a non-metered single family residence is $15.72 plus an additional cost of $0.07 per month for each additional 100 square feet of parcels greater than 7,500 square feet in area. For a standard 1” single family residential metered service, a monthly service charge of $9.67 covers a base usage of 10,000 gallons. For all water in excess of the “baseline” allowance, a monthly rate of $0.544 for each 1,000 gallons used is charged. The City requires that a minimum size 1” metered service be installed to multi-family, commercial or industrial lots and to any single-family residence constructed after January 1, 1992. The installation of ¾” meters will only be considered for use as landscape irrigation sub-meters to determine appropriate sewer bills to business establishments as defined in the sewer rate resolution. To finance improvements needed to comply with the WWTF permit, issued by the California Regional Water Quality Control Board Central Valley Region, sewer revenue bonds were sold by the City. Sewer revenues from adopted rates must pay for operating costs including labor, materials and supplies, depreciation of the plant and debt service, including the 2003 sewer revenue bond. The City has incrementally increased sewer rates for single family connections from $17.69 per month effective August 2003 to $20.17 per month effective July 2004, and $22.19 per month effective July 2005. Tables 3-4A – 3-4C compare the water, sewer, and refuse rates for the cities of Tulare, Porterville, and Visalia. The rates identified are for single-family dwellings metered water service (for a standard 5/8 x 3/4-inch meter), flat rate sewer fees, and flat rates for refuse pickup. The sample monthly bill is calculated using 12 units (1,200 cubic feet or 8,977 gallons) of water as a base. City of Tulare MSR Page 3-46 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 TABLE 3-4A SINGLE FAMILY WATER RATES Water (per 100 Monthly Service City cubic feet or 748 Other Charges Sample Monthly Bill Meter Charge gallons) City of Tulare $9.67 $0.40 $0.00 $9.67 City of Visalia $6.70 $0.51 $0.00 $12.82 City of Porterville $5.00 $0.72 6% of Total1 $14.46 Notes: 1) The City of Porterville assesses a 6% Utility Users Tax within City Limits 2) The City of Tulare’s Base Rate of $9.67 covers water usage to 10,000 gallons. Usage above 10,000 gallons has additional charges in the amount of $0.544 per 1,000 gallons (134 cubic feet). TABLE 3-4B SINGLE FAMILY SEWER RATES City Flat Rate Other Charges City of Tulare $22.19 $0.00 City of Visalia $13.81 $0.00 City of Porterville $25.39 $0.00 TABLE 3-4C SINGLE FAMILY REFUSE RATES City Flat Rate Other Charges City of Tulare $16.00 $6.80/Additional Can City of Visalia $16.00 $4.00/Additional Can City of Porterville $15.00 $0.00 As indicated in the above tables, the City is able to provide quality service generally at comparable rates to other Cities within the County. There is no evidence suggesting that the annexation of areas within the SOI would result in unreasonable fees for these services as properties annex and develop within the City. It is anticipated that fees for the SOI areas would be inline with citywide fees for such services. As previously discussed, the City has programs in place (development impact fees, capital improvement program, etc.) for the construction of new infrastructure, thereby, mitigating the need to increase rates for current residents to support new development within the SOI areas. 3.5.2 Written Determinations 1. Rates and fees for services are established and updated using the City’s budget process, ordinances and other regulations. 2. The City has a sound fee structure in place that allows the City to continue to provide cost effective services to its residents while continuing to maintain and improve the current infrastructure. 3. There is no evidence that the City would not be able to provide services to the SOI areas for fees consistent with City-wide fees for such services. City of Tulare MSR Page 3-47 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.6 OPPORTUNITIES FOR SHARED FACILITIES The purpose of this section is to evaluate opportunities for a jurisdiction to share facilities and resources, thereby increasing efficiency. This section provides a description of the City’s current facilities sharing activities, and identifies future opportunities to collaborate with other agencies on joint use projects and/or practices. 3.6.1 Current Shared Facilities The City has worked with TCAG and Tulare County RMA on regional planning issues including transportation, solid waste, and coordinating applications to request State and/or Federal funding for joint projects. In 1989, the State of California passed the Integrated Waste Management Act. Assembly Bill 939 (AB 939) required all cities and counties implement programs to reduce landfill tonnage by 25% by the end of 1995, and 50% by the end of 2000. The eight Tulare County City’s (Porterville, Visalia, Tulare, Lindsay, Dinuba, Farmersville, Exeter, and Woodlake), established a Joint Power Authority to comply with the requirements of AB 939. The City of Tulare has mutual aid agreements with surrounding jurisdictions to provide and/or receive emergency and fire support services. The City also works with the Tulare Irrigation District and the Kaweah Delta Water Conservation District on groundwater recharge, and water resource management issues. The City coordinated with Caltrans on a new landscape project along SR 99 through Tulare, and explored funding possibilities and set a timetable for wall construction along freeway abutting residential areas. 3.6.2 Future Opportunities With the State budget crisis impacting both Counties and Cities, the need for intergovernmental cooperation is becoming apparent, as every agency is facing an unprecedented assault on local resources. For this reason, it is important for City’(s) and the County to meet this challenge on common ground. The City has several future opportunities for shared facilities and/or the construction of joint use projects. One opportunity for shared facilities involves the construction of groundwater recharge facilities. As groundwater levels in the County continue to dwindle, the importance of groundwater recharge projects is becoming apparent. Groundwater recharge efforts would benefit both the County as a whole and the City in terms planning for future growth within the SOI boundary. Other opportunities for shared facilities include the coordination and construction of recreational facilities including parks, hiking/bike trails, scenic trails, etc. The area separating the Cities of Tulare and Visalia could be considered ideal for the construction of joint recreational facilities, as there are several waterways that enhance the recreational appeal of the area. Planning this area for future recreational facilities could be accomplished as a joint effort between the City of Tulare, the City of Visalia, and Tulare County. The recreational aspects of trail connections offer opportunities for Cities and Counties to join recreational resources not only to the benefit of the Cities residents’, but for the general public of the County as well. The City should explore opportunities to work with the local school district to share recreational facilities including gymnasiums, ball fields, track and field facilities, hard courts, and other facilities as such activities could benefit both the school district, and City residents. City of Tulare MSR Page 3-48 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 The City should continue to work with the County on efforts to preserve prime agricultural land, and discourage development that would result in the loss of such lands. The City can accomplish this through smart growth planning, and promoting higher density developments. 3.6.3 Written Determinations Current Shared Facilities 1. The City has worked with TCAG and Tulare County RMA on regional planning issues including transportation, solid waste, and coordinating applications to request State and/or Federal funding for joint projects. 2. The City has mutual aid agreements with surrounding jurisdictions to provide and/or receive emergency and fire support services. 3. The City actively works with the TID and the Kaweah Delta Water Conservation District on groundwater recharge, and water resource management issues. 4. The City coordinated with Caltrans on a new landscape project along SR 99 through Tulare and explored funding possibilities and set a timetable for wall construction along freeway abutting residential areas. Future Opportunities 1. The City has several future opportunities to share services and/or facilities in the future, including but not limited to: groundwater recharge efforts, recreational facilities within mutual benefit areas, sharing facilities with the school district, and agricultural land preservation. City of Tulare MSR Page 3-49 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.7 GOVERNMENT STRUCTURE OPTIONS The purpose of this section is to consider the advantages and disadvantages of various government structures to provide public services. This section describes the potential fiscal impacts of development within SOI areas, and the annexation of land. The section also identifies the potential implications of possible boundary conflicts that could affect the governmental structure of the City and surrounding agencies. 3.7.1 Development within SOI Areas One of the most critical elements of LAFCO’s responsibilities is in setting logical service boundaries for communities based on their capability to provide services to affected lands. Similar levels of public participation can be expected for either City or County development projects in the planning and development process for the SOI territories. It is possible that development in the SOI areas that occurs under County control may not fully resolve impacts to the City, such as increased traffic on City streets and new groundwater wells to support County development impacting Tulare groundwater aquifers and other analogous assumptions. It can also be assumed that the reverse is true: that development controlled only by the City may leave impacts in the County unresolved in whole or in part. The challenge of this planning effort is to coordinate shared infrastructure and improvements so as to mitigate impacts on either side of the City/County limit boundary. Since the development of the SOI territories generally relies on Master Planned infrastructure available from the City, it is logical that the City assume the lead in planning for SOI properties. If the City were to be the lead planning agency for properties within the SOI, LAFCO could require the City to bring coordinated plans for infrastructure forward to LAFCO at the time specific annexations requests are submitted. This would provide a checks and balance system for incorporating new lands within the City, and would render the remaining County lands a part of an integrated whole. As previously noted, there are some unincorporated “County Islands” lying within the City Limit Boundary. Annexation of these “County Islands” into the City would create a more defined City Limit Boundary while meeting or exceeding the current levels of service provided by the County. The City is currently working with Tulare County LAFCO to annex the “County Islands” into the City. The City helps guide infrastructure improvements within SOI areas through the preparation of Specific Plans, and Master Plans. A Specific Plan usually provides for a more detailed planning process and covers development issues in a more comprehensive manner. The City Limits can be established in a manner that maximizes open space and agricultural land preservation. The City and County are both undertaking comprehensive updates to their General Plans, which will enhance management of the development of the land within SOI areas. The General Plan represents a policy base that provides for high-quality orderly and sensible growth. It also promotes the provision of adequate and efficient public services for logical and appropriate municipal expansion into the area while preserving agricultural lands for priority agricultural use, consistent with County land use policies. The plan also draws the line at urban growth limits for the City, identifying lands that will remain in the County. The City and County will need to work collaboratively on their General Plan Updates to ensure consistency, and avoid costs associated with general plan amendment proposals. The City should be actively involved in the County General Plan Update process to ensure that their needs regarding zoning within municipal fringe areas, and SOI areas, are addressed with regard to land use planning, and development potential. City of Tulare MSR Page 3-50 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Tulare County LAFCO has adopted specific policies for reviewing proposals for a change in organization, reorganization, incorporations, dissolution and other proposals processed by Tulare County LAFCO. Tulare County LAFCO policy C-1 identifies factors and standards to be considered in review proposals including additional requirements for City annexations, standards for annexation to special districts, standards for the formation of special districts, and standards for City incorporation. Tulare County LAFCO policy C-2 outlines general procedures for changes in boundaries or organization to be processed by LAFCO. Generally, proposals for changes in boundaries, formations, or changes of organization can be submitted for the consideration of LAFCO by petition of the registered voters or affected landowners; however, prior to the circulation of any petition, a “Notice of Intent to Circulate” must be presented to the LAFCO Executive Officer. A proposal may also be initiated by a resolution adopted by the governing body of any related public body (county, city or special district). The proposal must be submitted on forms available from the LAFCO staff office, or on the LAFCO website, along with the applicable number of maps, legal descriptions, and filing fees to cover the proposal submitted. Tulare County LAFCO policies C-3 and C-4 outline specific criteria for petitions for change in organization, and protest hearings, respectively. Tulare County LAFCO policy C-5 sets forth specific criteria for establishing, and reviewing amendment proposals to, Spheres of Influence. Policy C-5 contains criteria regarding the following items: Existing boundaries, conflicting boundaries, initial implementation, scheduled updates – Cities, scheduled updates – Special Districts, Exceptions, separation of communities, municipal service reviews, and also contains an MSR exemption policy. SOI amendments shall be processed in accordance with the policies and procedures set forth by Tulare County LAFCO. 3.7.2 Boundary Conflicts There are no foreseeable boundary conflicts with surrounding Cities or special districts that would affect the current governmental structure of Tulare. 3.7.3 Written Determinations 1. Since development of properties within the SOI generally relies on Master Planned infrastructure available from the City, it is logical for the City to assume the lead in planning for these sites. 2. The City has a sound governmental structure that provides necessary resources to provide public services and infrastructure improvements within the SOI area. 3. Coordinated infrastructure plans for development within the SOI area that are submitted with specific annexation requests would create a checks and balance system for incorporating lands into the City while promoting improvements to impacted adjacent County land. 4. Tulare County LAFCO has adopted specific policies for reviewing proposals for a change in organization, reorganization, incorporations, dissolution and other proposals processed by Tulare County LAFCO, including annexations, and SOI amendment proposals. 5. There are no foreseeable boundary conflicts with surrounding Cities or special districts that would affect the current governmental structure of Tulare. City of Tulare MSR Page 3-51 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.8 EVALUATION OF MANAGEMENT EFFICIENCIES The purpose of this section is to consider the management structure of the jurisdiction. 3.8.1 Organizational Structure The following section discusses various operational and service aspects of the City of Tulare. Much of the information was obtained from the City’s website at www.ci.tulare.ca.us. The website provides detailed descriptions of the departments serving the residents of the City. Overall, a review of the documentation reveals that the City is well run and organized in an efficient manner. The City’s budget document is an excellent example of the efficient management methods used. The budget provides a history of performance and accountability and allows for a clear view of what the City’s residents are getting for the fees and taxes they pay. This type of accountability provides for an efficiently and effectively run organization. Corrections to programs can be made when needed and services that are no longer required can be evaluated. It is a goal of the City Council to adopt a customer service manual and implement program training of all current employees, with greater emphasis on visible and behavioral changes. In addition, develop and implement an employee orientation program that integrates the customer service program and an employee handbook; strive to ensure management and staff is sufficient and well trained in all areas to meet the demands of a growing community; and conduct ongoing yearly refresher training and conduct leadership training classes to give managers a better, broad sense of the organization. 3.8.2 Awards & Recognitions Adding to a list of prior recognitions, the City, in late November 2003, was selected as a “Champion of Small City Management” by the National Pat Summerall Production Company. This organization for several years has coordinated a “Champions of Industry” recognition program for outstanding national firms. Tulare’s award was one of no more than eight that was presented to California local governments. Among the many activities reviewed, the selection committee noted the following accomplishments – support for world agriculture and the City’s food processing plants, strong support for arts and parks programs, and commitment to the redevelopment of the downtown area. More recently, the City’s Santa Fe Trail received the Outstanding Facilities Award in January 2004, from the California Parks and Recreation Society’s Valley Division. In addition to the recent awards, following is a list of recognitions that the City has received in the past several years. • 1997 Best Practices given by the Department of Housing and Urban Development • 1998 Award of Excellence given by the California Redevelopment Association • 1999 Focused Issue Planning Award given by the American Planning Association • 2001 Outstanding Facility Award for Prosperity Sports Park given by the California Park and Recreation Society District VII • 2002 Clean Air Award given by American Lung Association of Central California • 2003 Outstanding Facility Award for Elk Bayou Soccer Complex given by the California Park and Recreation Society District VII The numerous awards and recognitions the City has received are indicators of the City’s excellent management strategies to respond to the needs of the community and its citizens. City of Tulare MSR Page 3-52 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.8.3 Government Structure Tulare, a charter City, operates under the council-manager form of government. The City council appoints a City Manager that is trained and experienced in municipal operations. The City Manager, as chief executive officer of the City, is responsible for various functions assigned by the City’s Charter and the City Council. These include overseeing the implementation and administration of Council policy, supervising the activities of all departments, enforcing City ordinances, preparing the operating and capital improvement budgets, and other such duties and responsibilities as may be assigned by City Council. The City Manager’s office has the responsibility to ensure the needs and concerns of the community and the City organization are properly addressed to assure Tulare is a good place to live and conduct business. A summary of the City’s departments and the various services they provide to residents is provided below. Administrative Services Department – The City’s administrative services department consists of the following functions: City Council, City Manager, City Clerk, Finance, Purchasing, Human Resources and Transit. City Council enacts ordinances and resolutions, and approves the budget and City expenditures. In addition to its legislative duties, the Council also appoints citizens to serve on Boards and commissions that operate in an advisory capacity to the Council. The City Council also appoints a City Manager, City Clerk, and City Attorney who serves as legal advisor to the Council and City officials. The City Manager is responsible for planning, directing, coordinating, and reviewing the activities and operations of all City departments. A major roll for the City Manager is recommending the budget to the Council on an annual basis. The current City Manager also serves as the City Clerk and General Manager of the Board of Public Utilities. Duties of the City Clerk involve maintenance of the City Seal and the official records, ordinances and resolutions of the City. Finance is primarily responsible for the fiscal operations of the City including the planning, directing, monitoring and improving the City’s financial resources. The primary objective of the purchasing division is to establish efficient and cost effective procedures for securing supplies and equipment used by all departments of the City. The human resources division is responsible for all matters relating to the efficient operation of the personnel system and risk management, including recruitment, testing and certifying of applicants for initial employment; promotional examinations; maintenance of the classification and compensation plans; employee orientation and training; coordination of the employee safety program; administration of matters regarding employer/employee relations; administration of the City’s affirmative action plan; maintenance of the central personnel records; administration of the employee health benefit plan, workers compensation, liability claims and special projects as assigned. The transit division is responsible for the operation of the Tulare Transit Express. Development Services Department – The City’s development services department consists of four divisions including planning, building inspection, engineering, and redevelopment. The planning division is responsible for providing professional advice and service to the Planning Commission, City Council, City Manager and other staff members regarding all matters pertaining to planning and zoning in accordance with the scope of City Ordinances and state planning laws. The building inspection division issues required permits, checks building plans for compliance with code requirements; validates contractors licenses and workers compensation insurance; performs inspections during the course of construction and maintains records of all activities of the division. The engineering division provides project design, surveying, inspection, and construction management for capital improvement projects; reviews plans and inspects construction of City of Tulare MSR Page 3-53 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 new developments to ensure compliance with applicable laws and ordinances, City standards, specifications, master plans, and sound engineering design methods; provides traffic engineering planning and design to assure the safe and efficient movement of people and products; and provides long range planning for the City’s streets, utilities, and drainage infrastructure. The purpose of the redevelopment division is to eliminate blighting conditions in certain redevelopment project areas. Redevelopment activities in Tulare are governed by a seven-member redevelopment agency. The Tulare redevelopment agency is comprised of appointed members that make policy and program decisions affecting Tulare’s redevelopment projects. Recreation, Library & Parks Department – The City’s Recreation, Library & Parks Department consists of five divisions/commissions/boards including parks and recreation (commission), the library advisory board, senior services, facilities maintenance, and airport. The purpose of the Parks and Recreation Commission is to act on matters of recreational importance to all segments of the community, including recreation programs, facilities and park development. The library advisory board advises the library director and the City Council on all matters pertaining to library services. The Commission on Aging advises the Recreation, Parks and Library Department on community matters of senior citizen interest such as recreation, social and nutritional services. The facilities maintenance division provides for maintenance and custodial services required for proper upkeep and operation of the City Hall, Police Department, Civic Affairs Building, Senior Community Center, Sports Park Clubhouse, and the Women’s Clubhouse. The Tulare Aviation Commission is responsible for providing recommendations to the City Council regarding all areas related to airport use, improvements and development. Public Works Department – The City’s public works department has five divisions including water, solid waste, streets, fleet maintenance, and wastewater/sewer. The primary objective of the water division, which operates under the direction of the board of public utilities, is to provide water that is of safe and sanitary quality for the citizens of Tulare and an adequate water supply for fire protection. The solid waste/street sweeping division, which operates under the direction of the board of public utilities, is responsible for the collection and disposal of commercial and domestic refuse, green waste and recyclables generated within the boundaries of the City. The streets division is responsible for maintaining and repairing all City streets, alleys, storm water inlets, City parking lots, streetlights and signs. The fleet maintenance division provides maintenance service and replacement of all City owned equipment. The wastewater/sewer division, which operates under the direction of the board of public utilities, is responsible for operating and maintaining, expanding, cleaning and repairing the sanitary sewer trunk line system, lift stations, pumps, and the City’s wastewater treatment facility. Police Department – The City’s police department has four divisions including police administration, patrol, investigation, and traffic safety. The police administration division is responsible for the department’s communications, records keeping, DARE program, and crime prevention efforts. The primary function of the patrol division is to provide visible presence within the community, suppressing criminal activity, preventing crime, and apprehending offenders. The investigations division is responsible for investigating all felony crimes and a good portion of the misdemeanors that may occur in the City. City of Tulare MSR Page 3-54 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 Fire Department – The City’s fire department consists of four divisions including fire administration, suppression, prevention, and animal control. The fire administration division is responsible for the department’s communications, records keeping, education, and code enforcement. The fire suppression division includes all uniformed personnel who respond to emergency incidents with appropriate apparatus and perform activities required to mitigate the emergency nature of the incident. The fire prevention division provides safety inspections of existing buildings open to the public, performs plan review for safety compliance of all new commercial, industrial and multi-occupancy structures, investigates fires for origin and cause determination, and assists with the prosecution of arson caused fires. The animal control division is solely responsible for animal control services, with a focus on increasing adoptions, vaccinations, and neutering/spaying, while reducing the number of loose animals. Figure 3-4 shows the City of Tulare organizational chart. FIGURE 3-4 – CITY OF TULARE ORGANIZATIONAL CHART Source: www.ci.tulare.ca.us City of Tulare MSR Page 3-55 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.8.4 Written Determinations 1. The City has an effective organizational structure that is readily available to respond to the needs of the community. 2. The numerous awards and recognitions the City has received are indicators of the City’s excellent management strategies to respond to the needs of the community and its citizens. 3. There is no evidence indicating that the City’s current management structure would not be able to assume services within the SOI area, and/or continue to assist other agencies through mutual aid agreements. 4. As a part of the budget process, the City evaluates the accomplishments during the previous budget cycle, and also outlines specific objectives for the following budget cycle. This is done for each department at the division level. City of Tulare MSR Page 3-56 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 3.9 LOCAL ACCOUNTABILITY AND GOVERNANCE The purpose of this section is to evaluate the accessibility and levels of public participation associated with the agency’s decision-making processes. 3.9.1 Public Access and Information Methods The governing body of Tulare is the City Council, which is elected in compliance with California Election Laws. The City complies with the Brown Act Open-Meeting Law and provides the public with opportunities to get information about City issues, including website and phone access, and bill inserts. The City also posts a calendar of events, and on a quarterly basis, a discussion of “Current City Issues”, on their website. The City does not however, prepare and distribute a regular newsletter. Regular City Council meetings are held on the first and third Tuesday of each month at 7:00 p.m. in the Council Chambers of the Civic Affairs Building located at 125 South “M” Street, Tulare. The City posts, on their website, as a courtesy, all meeting agendas including City Council agendas, Board of Public Utilities agendas, Planning Commission agendas, Parks and Recreation Commission Agendas, Aviation Commission agendas, Redevelopment Board agendas, and Environmental Impact Review Committee agendas, among others. Every few years, the City gathers additional input from citizens of the community by way of a public opinion survey. The City uses statistically valid means of acquiring the information, using volunteer telephone callers, but does not go to the expense of having a certified firm validate the results. The survey does, however, provide some indications of the public’s view of the City’s services, and priorities. Listed below are some of the highlights of the 2003 Public Opinion Survey. • Top quality of life ratings up 5% from 2000 survey • Informed public ratings up 10% from 2000 survey • 76% agreed with economic development as No. 1 priority • Internet access in the home was up 9%, to 49%, since 2000 Quality of service ratings also increased from the 2000 survey; streets were up 15%, street sweeping was up 21%, traffic signals were up 22%, street lights up 17%, youth recreation up 19%, adult recreation up 13%, park maintenance up 6%, solid waste up 11%, animal control up 32%, and graffiti control/prevention efforts up 20%. Categories that did not reflect significant changes in satisfaction levels included transit, public safety, adult sports, senior services, and the library. Since the 2003 survey, the City has significantly increased public safety facilities and staff, improved senior services, and pursued the construction of a new library. The City also provides public outreach through conducting workshops on land use, County island annexations, City developments, General Plan updates, Specific Plans, rate/fee adjustments, and tax initiatives. 3.9.2 Written Determinations 1. The City complies with the Brown Act Open-Meeting Law and provides the public with opportunities to get information about City issues, including website and phone access, and bill inserts. The City also posts a calendar of events, and on a quarterly basis, a discussion of “Current City Issues”, on their website (www.ci.tulare.ca.us). City of Tulare MSR Page 3-57 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01 2. The City maintains a comprehensive website, which provides a means to keep the public informed on local events, current City projects, department budgets, recreational activities, and other activities occurring in the City. 3. The City conducts public workshops to keep the public involved with local planning issues including land use, housing, circulation, and other issues key to the development and growth of Tulare. 4. Every few years, the City gathers additional input from citizens of the community by way of a public opinion survey. The 2003 public opinion survey quality of service ratings significantly increased from the 2000 survey. In areas where the quality of service ratings did not change significantly, the City has significantly increased its efforts to improve those areas, which included public safety, senior services, and the library. 5. The City continues to demonstrate acceptable local accountability and governance by responding, in a timely fashion, to the needs of the community and its citizens. City of Tulare MSR Page 3-58 Tulare County LAFCO MSR G1_3 Tulare Jan06.DOC/55-7301-01