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HomeMy WebLinkAboutJuly 1, 2004A G E N D A Arcadia City Council and Redevelopment Agency fNO~R+oaeT>:~~~~01 Meeting Np f}/1nor~i"~2aC SPECIAL MEETING OF THE CITY COUNCIL/REDEVELOPMENT AGENCY July 1, 2004 8:00 a.m. Council Chambers Conference Room 1) ROLL CALL: Council/Agency Members Chandler, Chang, Marshall, Segal and Kovacic 2) SUPPLEMENTAL INFORMATION FROM STAFF REGARDING AGENDA ITEMS 3) TIME RESERVED FOR THOSE IN THE AUDIENCE WHO WISH TO • ADDRESS THE CITY COUNCIL/REDEVELOPMENT AGENCY (FIVE- MINUTE TIME LIMIT PER PERSON) 4) Report, discussion and/or direction a. November Ballot Issues (1) League/Governor initiatives (Local Taxpayers and Public Safety Protection Act) (2) Los Angeles County Public Safety and Homeland Security Sales Tax Initiative (Attachment) (3) Slot Machine Initiative b. Maior Capital Projects (1) Fire Department Headquarters (2) Civic Center (City Hall and Multi-Purpose Facility) ~ LASER IMAGED Gary A. Kovacic, Mayor .John Wuo, Mayor Pro rempore .Roger Chandler, Gatl A. Marshall, Mickey Segal, Council Members William R. Kelly, Ciry Manager Jim Barrows, Ciry Clerk Z P ~o^ °~bu WELCOME TO YOUR CITY COUNCIL MEETING Thmik you for attending an Arcadia City Council meeting. The following i~aformation is provided to make the meeting a more meaning~i~d and understandable event. The City of Arcadia is governed by afive-member City Council, which also serves as the Redevelopment Agency. Every even-numbered year, either two or three Council Members are elected at lazge to serve four-yeaz terms. The City Council elects, from its membership, a Mayor to serve as the presiding officer for cone-year period. The City Manager is employed by the City Council to carry out its policies and to serve as the Chief Executive Officer of the City and the Executive Director of the Redevelopment Agency. REGULAR CITY COUNCIL MEETINGS are held on the first and third Tuesdays of the month at 7:00 p.m. in the Council Chambers located at 240 W. Huntington Drive. Meetings are broadcast live on cable channel 20 and replayed at various times in the following weeks. From time to time, special meetings are scheduled for specific purposes. The Ci[y Council follows a regular order of business, as provided in the agenda for each meeting. The agenda is prepared and made available to the public 72 hours in advance of the meeting. Full agenda packages are available for review prior to the meeting in the City Clerk's Office at City Hall and at the Arcadia Public Library. CITIZEN PARTICIPATION is invited at all City Council meetings. At each regular meeting, time is reserve. for those in the audience who wish to address the City Council on any matter. There is afive-minute time limit per person. Please be aware that, pursuant to the provisions of the Brown Act, the City Council is prohibited from taking action on any issue not listed on the agenda, unless an emergency exists requiring City Council action or an urgent need for action arises after the agenda is published. Time is also reserved for individuals wishing to address the City Council about a scheduled "Public Hearing" item. With respect to Public Hearings, persons addressing the City Council should limit their remarks to the matter under consideration. CONSENT CALENDAR items are considered to be routine in nature and may be enacted by one motion. There is no separate discussion on these items unless a Council Member so requests. An ORDINANCE is a City law which can only be amended or repealed by adoption of another Ordinance. A proposed Ordinance requires two readings-an introduction and an adoption-at sepazate City Council meetings. Ordinances become effective 30 days after adoption. A RESOLUTION is an official statement of City Council policy, directs certain administrative or legal action, or embodies a public City Council statement. A Resolution is adopted the same night it is proposed. Once adopted, it remains City Council policy unless changed by a subsequent Resolution. In compliance with the. AMERICANS WITH DISABILITIES ACT, if you need special assistance t• participate in a City Council meeting, please contact the City Manager's Office at (626) 574-5401 at least three (3) working days before the meeting or time when special services are needed. This notification will help City staff in making reasonable arrangements to provide you with access to the meeting. • o. Citv Council Policies/Procedures/Programs (1) Protocol and Procedures/Certificates/Proclamations (Attachment) (2) Boards and Commissions -Activities/Liaisons (Attachment) (3) Agenda Format/Reorganization (Attachment) (4) Mayor's Prayer Breakfast Determination (5) Street Name Changes -Names/Locations/Procedures/Policies (Attachment) (6) City Seal Modifications (7) Horse "Walk of Fame" Concept (Attachment) (8), July 4`h 2005 Events d. Development Issues (1) Single-Family Design Review (2) Code Enforcement Volunteers (Attachment) (3) Redevelopment Land Use Issues e. Transnortation Priorities and Funding (Attachment) f. Police Department Programs and Services (Attachment) • ADJOURN the City CounciURedevelopment Agency to July 6, 2004 at 5:00 p.m., Council Chambers Conference Room u 46:0104 CITY COUNCIL OF THE C1TY OF ARCADIA and the ARCADIA REDEVELOPMENT AGENCY SPECIAL MEETING OF THE CITY COUNCIL/REDEVELOPMENT AGENCY THURSDAY,]ULY 1,2004. ., . MINUTES a Copies of the City Council/Redevelopment Agency proceedings' . are on-file in the.office of the City Clerk The City Council/Redevelopment Agency met ih a Special Meeting on Thursday, July 1, 2004, 8:00 a.m. in the City Council Chamber Conference Room pursuant to the previously adjourned Joint Meeting. 1. ROLL CALL - , ROLL CALL PRESENT: Council/Agency Members Chandler, Marshall; Segal, Wuo and Kovacic ABSENT: None. " Z SUPPLEMENTAL INFORMATION FROM STAFF REGARDING'AGENDA ITEMS Bill Kelly, City Manager, had no items to report at this time.' ~ TIME RESERVED FOR THOSE IN .THE AUDIENCE.WHO WISH TO ADDRESS THE CITY COUNCIL/REDEVELOPMENT AGENCY (FIVE'MINUTE TIME LIMIT PER PERSON)' There were no members of the public who.elected to speak at this time. 4. REPORT, DISCUSSION AND/OR DIRECTION: "Mr. Kelly stated that the City Council had requested a Special Meeting for "brainstorming" on avariety of City-wide issues. - a. November Ballot issues ' L League/Governor Initiatives (Local Taxpayers and Public Safety Protection Act) Mr. Kelly stated that the Council currently has a policy of not taking positions on initiatives; the Local Taxpayers and Public Safety Protection Act qualified for the November ballot. Mayor. Kovacic asked the Council if they would like to keep the current policy or evaluate each issue on' a case-by-case basis; the Council Members responded that they would take positions only when there was a unanimous vote of support or opposition ' on a particularissue. MOTION It was moved by Council Member Segal and sewnded by Council Member Marshall, to amend the City Council's policy on taking positions on initiatives so that the Council, by -unanimous vote only, may support or oppose a.position on a particular initiative. The Council deferred a position on the League or Governor's initiative until a State budget is " in place. LASER IMAGED ~~ 46:0105 ROLL CALL -AYES:'. Council Members Chandler, Marshall, Segal, Wuo and Kovacic NOES: None. 2. Los Angeles County Public Safety and Homeland Security Sales Tax Initiative Mr. Kelly provided overview information on the proposed Los Angeles County Public Safety and 'Homeland Security Sales Tax Initiative; he reported that if the initiative passes, the City of Arcadia would receive approximately two (2) million dollars annually for Police Services;'. theiosAngeles Board of Supervisors~is'currently evaluating a draft of the proposed initiative, since' it did not, receive enough signatures to qualify for the November ballot. 3. -Slot Machine Initiative . Mr. Kelly provided. the Council. with an update omthe various proposed slot machine and Indian gaming initiatives; the Council .reported that they do not want to place this item do the agenda for a City position. b.: Major Capital Projects 1. Mr. Kelly provided an update on several, city-wide Capital Projects; the cost to renovate Fire Station 106 and make it Fire Headquarters was getting very expensive due to original- design of the building;. a decision was made to renovate Station 105, by relocating staff and apparatus temporarily, and rebuilding an expanded headquarters on thesame+slte, - In response to a .question from Council Member Marshall, David Lugo, Fire Chief, responded that the decision to rebuild Station 105 was. the correct solution based on the .analysis of the capacities of Station 105 and 106. 2. Civic Center (City Hall and Multi-Purpose Facility) , Mr: ,Kelly provided an update on the proposed Civic Center project, which included visual representations and models of a proposed City Hall and Multi-purpose facility; he noted that construction was constrained on this property. because of the existing police headquarters and Council Chamber. facilities; in addition,. an underground flood channel - " `that runs diagonally through the property. Mc Kelly described alternatives for he.new facilities which could include formal entry ways and arterials fdr pedestrian movement and the preservation of large amounts of green space. In response to a question from Mayor Kovacic, Mr: Kelly elaborated on the seating and physical layout of the proposed indoor and outdoor amphitheatre. . In response to a questioh from Council Member Marshall, Mr. Kelly described the impact the new facilities may have on parking at the CivicCenter facility; he noted that parking may be added behind the existing City Hall facility-,once. wnstrucEion is complete; racetrack parking may also be used for many events. Mr. Kelly reported that staff will move into the site planriing and spatial analysis phase of - the project this fiscal year and will return to Cduncil with an update in the spring. In response.to~a question from Mayor. Kovacic; Mr. Kelly noted that naming rights for rooms and/or buildings would apply to the new facility if a significant contribution to gga~yy;; q~ th{e[project was made. _; 46:0106 MOTION It was moved by Council Member Chandler and seconded by Cquncil Member Marshall, to approve, in concept, the s(te plan for the Civic Center and multi-purpose facility, ROLL CALL , ,,. ~ AYES: - , : Council/Agency Members Chandler, Marshall, Segal,, Wuo and Kovacic NOES: ,.None.. " ,,,, „. a City Council Policies/Procedure;/Programs, --~ 1. Protocol and Procedures/Certificates/Proclamations .. Mr. Kelly, City Manager, reported that the current' Council policy for certificates and proclarriation states that all requests musthave final approval of the City Manager. Council Member Wuo noted that he receives many reguests,.from organizations within and outside the Arcadia area; these requests are most often made for "goodwill" purposes; he Is in favor of chahging the policy, however, he agrees that certificates and • proclamations should not be awarded haphazardly so as to Jose their meaning. . _ Per City Council direction, Mr. Kelly, City. Manager will amend the current administrative policy. on certificates and proclamations and bring them to the Council on a future meeting agenda for formal approval. 2, Boards and Commissions =Activities/Liaisons . - Mr. Kellyidescribed the Boards and Commission's liaison role which into give the various Board and or Commission a chance to-hear from the Council regarding upcoming events; -- ~ Mr. Kelly°reiterated.. that~ahe,~Council liaison.~cannot participate in -Board and/or • " ~ Commission proceedings. . ,. ,~ The City Council and staff discussed the various components of the liaison role including F ,, -.attendance of the liaison at the Board and Commission meetings, the independence of the Boards and Commissions. to make decisions, and the placement of the liaison report oh the agenda MOTION It was moved by Council Member Segal and seconded by Council Member Marshall, to amend. the, City Council liaison .policy so: that the liaison attends meetings on an "as needed"- basis and directed staff to bring this item back on a future Council meeting ' agenda for formal approval. ROLL.CALL ,. AYES: - Council/Agency Members Chandler, Marshall, Segal,.Wuo and Kovacic NOES: None. 3. ,Y Agende.Format/Reorganization _ The Council discussed various options for, changing the order of business for official City . Council/Redevelopment Agency meetings, consideration was given to allowing members >. of the public who are not speaking on a public hearing topic to speak prior to the start of the public hearing;-this action would be at the Mayor's discretion by polling to audience and handling the issue oh ameeting-by-meeting basis. . RECESS At 9:30 a.m, the Council recessed for a fifteen (15) minute break. RECONVENE At 9:45 a.m. the Coundl reconvened the meeting. t 46:0107 4. • Mayor's Prayer Breakfast - Mr. Kelly provided an update on .alternatives for the Mayor's Prayer Breakfast"event, in light of the various issues that have "recently arisen due to: the religious. nature of the event; City Council and staff discussed changing ,the event to ah event primarily sponsored by, the Interfaith Councii, .the City's role in-the event, and the. name of the event,.and the date to which the event could be moved. Council MemberMarshalhnoted that-the community event is'a success because of the City's leadership, role; she-expressed mncern.'over another organization's ability to achieve the scale to which the event has grown withouftfie City`s assistance. Mayor Kovacic and the members of the City Council suggested that he and Council Member Marshall, "along with Mr: Kelly; arrange a meeting with the Interfaith.Action ,, Group to discuss the various alternatives"for next year's`event: " 5:" Street Name Changes--Names/Locations/Procedures/Policies Mr. Kelly; City Manager, provided an overview of the street name change issues including '. recent suggestion to name Arcadia streets after famous race horses, chahging the name of EI Monte Avenue to "Seabiscuit," _and the various issues. involved in Initiating a street name change including the Impacts on residents and business owners. Council Member Marshall noted that there are precedents Por street name changes; she reported •that Santa Anita racetrack has committed to ".pay' for'signage (approximately $5;000) in regard to changing EI Monte"to`Seabiscuit; she endorses the,name change so :--- MOTION that the Gty"can take advantage•of-the racetracks populanty increase after the success of the Seabiscuit movie; she also noted that Arcadia should capitalize on the popularity of the racetrack as other cities do not have the same advantages. ~CounGl Member .Segal noted that if an overvaheimirig majority of ,residents and businesses on the street would like"the name change,"then he would not oppose the process; he also noted that if there . fs no "gain by' the' City and there is riot an overwhelming support far the project,'. he would bppose it. • Council Member Wuo stated that he`is•not,in favor;of the:renaming EI Monte as.the ` change would be a tremendous burden on'property ovirieis`aswellas tfie'City. Council Member Chandler noted that fie is,not in favor oftommitting City staff to the - work associated with the name change in IIghE of current budget issues. It was moved by Council "Member Marshall and seconded by Council Member Segal, as related to the proposed street name change from EI,MOnte Avenue to "Seabiscuit", that " staff determine affected ~ properties (addresses, abutting properties; properties on intersection streets, commercial, . indusfrlal' or other nearby uses and adjacent jurisdictions), send notices to affected properties'of the "intent'to chengestreet name" . with a request for comments, specify in-the notices that the City will~not be providing any reimbursement for personal costs incurred by property owners due to the street name change; review the comments_and'evaluate opposition, and determine the fiscal : impact to the City In terms of signs, maps, and various documents. ROLL CALL AYES: Couhcil Members Marshall; Segaly and Kovacic NOES: Chandler, Wuo ` ` " ;x as:o~ os 6. City Seal Modifications ' Mr. Kelly, City Manager, requested input from the City,Council regarding the current City Seal; he noted that the official Seal has changedseveral times over the years. The City Council initiated discussion on various issues surrounding the City Seal, Including incorporating different elements into the graphic design, changing the City flag, ensuring that the Gty's history is reflected in the Seal's graphic design, and incorporating the state's name, "California", into the Seal. ` MOTION It was moved by Coun¢il.Member Marshall and.seconded by Council Member Segal, to incorporate the word "California" into the graphic design of the Arcadia City Seal and to bring this Item back on a future. Council :agenda for formal: review, discussion and .direction. ROLL CALL ;,, AYES: Council/Agency.Members Marshall, Segal, Wuo, and Kovacic NOES: Chandler. 7. Horse `Walk of Fame" Concept .. Mr. Kelly provided an update related to the proposed Horse "Walk of Fame" project for the downtown area and requested direction.from Council. - - .Council Member Marshall noted that she is in support of the project; it would serve as marketing for the downtown area..... Mayor Kovacic and Council Member Segal stated that theywould favor the racetrack and the Chamber of Commerce taking the lead on this project rather than commit the City - during the current budget situation:` . ~ 8. `July 4, 2005 Events ; Mr. Kelly requested'thatahe City Council provide directiorF on conducting acity-wide Fourth of July event in 2005; the Council and staff, discussed various options and issues related to hosting an event including location, the impact on Lucky Baldwin Day, the use of the High School stadium fora firework show, and vests and Picket fees for the event. MOTION It was moved by Council Member Chandler and seconded by Council Member Segal to wnduct a city-wide Fourth of July Celebration in July 2005, which would replace the Lucky Baldwin Day events in 2004 and 2D05. ROLL CALL AYES: Council/Agency~Members Chandler, Marshall, Segal, Wuo, and Kovacic _ -NOES: None. d: Development Issues ~ ~ . i. Single Family Design Review , Mr. Kelly provided the Clty Council with an update on the single family home design review issue; he stated that he is seeking direction from the Council regarding establishing architectural guidelines to assist staff with .the design review process, especially In areas of the City not covered by ,homeowners associations; Upon the . direction of the Council, staff will work on`a draft policy and bring it to the Planning Commission ahd the public for their input; ultimately. the draft policy will be brought to '- ' ~ the Councllfortheirinput. ' 46:0109 2. 'Code Enforcement Volunteers , Mr: Kelly, ,"City Manager, provided' the Council `with Information regarding the implementation .of the Code Enforcement volunteer program; "the program will begin. with. two (2) volunteers who will assist with processing paperwork and' learn.about the code enforcement system; after discussion on the item, the Council agreed to staffs proposal forthe volunteer program.: , ,RECESS At11:40 a.m. the Council recessed fora break.: RECONVENE At 11:47 a.m: the Council reconvened the meeting. 3. Redevelopment:Land Use Issue Mr. Kelly provided the Council with information on various redevelopment land use issues including downtown parking and the,creatiomof parking. district, grant programs and forgivable loans for businesses to expand,=and the code enforcement process. "Council Member Chandler noted:„that lie considers the-downtown area"a success since there is a limited numberof vacancies and it is a blight-free zone. e: Transportation Priorities andfunding = ' - The City. Council and City staff ~ehgaged in` a discussion 7egarding transportation priorities, and funding for projects; " Mr. Penman. requested direction from the Council regarding setting aside ,funding for a proposed Gold Line Project grade. separation at ..'.Santa Anita Avenue.,•.. ..Council Member Segal stated:-that he does not want to defer street maintenance or reduce existing transportation projects just to use that money for other projects, as the general fund will be adversely impacted by such action: Mayor Kovacic suggested that setting aside funds. may provide the incentive for Arcadia residents±to vote fob an assessment fo future transportation .projects such as the grade:. ! separatioh at Santa Anita.° t :, ,". ~ ` " Mayor, Kovacic inquired if buaslielters could be constructed by those-who are looking fore . an "Eagle Scout" project, . ( 1 Mr. Penman noted that there are specific "right of way:' and Americans with-Disability Act (ADA) requirements for bus shelters. ` _ ,. ~, _ MOTION A minute motion`was made, moved by Council Member Segal and sernnded by Council " Member Marshall to place one-half (1/2) of the interest from the Capital Construction - and Equipment reserve fund accounts into an" unreserved fund account for "the Gold Line Grade Sepaation. ROLL CALL. AYES: Council/Agency Members Chandler,:Marshall; Segal, Wuo, and Kovacic. NOES: None.. f... .. '.Police DepartmentPrograms and Services- " Mr. Kelly ,provided. the Council with..information related to. tfie Police pepartment's ~- Programs and Servlces.as,related to the current budget" Inl(ght of the increase ih crime related issues and the Police Department's established stretegic plan staff is in the_ process of reallocating officers as per the current budget,situation; a proposed shift is to 46:0110 ADJOURNMENT (to July 6, 2004, 5:00 p.m.) eliminate the DARE program; officers are currently reallocated to programs with a higher priority; the school district is aware of this shift in, program policy; the Arcadia Police Department will continue to provide wmmunity outreach through the schools. In response to a question from Mayor Kovacic, David Hinig, Police Chief responded that DARE is a specific curriculum and that the Police Department is continuing with the community outreach components of the program without using additional resources to teach the specific curriculum; he noted that there is no quantifiable evidence that the DARE program specifically reduces children's involvement with drugs; the most important component of the program is the relationship building with the police, which will continue as part of the Police Department's strategic plan. Noting no additional business, at 1:10 p.m. the City Council/Redevelopment Agency adjourned its Special.Meeting to the July 6, 2004 Regular Meeting at 5:00 p.m., Development Services Department Conference Room. James Barrows, City Clerk by: ~~~ Vida Tolman/Chief Deputy City Clerk 7 L~L W i .~ 1 p C fD Ul~ p' N ~ m ~ m - ~ ~~?~ n .''~ f0..{p `G. 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While I am not excited about the prospect of raising taxes, I feet it is prudent to ensure that public safety tax dollars remain in our local communities. Therefore, I am proposing a Countywide sales tax increase to strengthen public safety, homeland security, and Coca[ anti-terrorism efforts throughout Los Angeles County. This proposed half-cent sales tax increase would provide a stable funding source for local law enforcement, with an emphasis on the following areas: Additional personnel for law enforcement, local anti-terrorism, homeland security, intelligence gathering, and "first response" capabilities to extraordinary emergencies. • Communications and specialized equipment for law enforcement personnel throughout Los Angeles County, including independent cities; and support resources required for Regional and Countywide '`Mutual-Aid" effectiveness. Expansion ofinter-agency coordination and standardized training for public safety services, local anti-terrorism, homeland security, intelligence gathering, and "first response" capabilities (Emergency Operations Center-EOC/Terrorism Early Warning). USE OF REVENUES: The plan would generate approximatel! ,~ ~llion annually, and would be dedicated to law enforcement. homeland security. and loc.,. Forism efforts throughout Las Angeles County. To ensure these funds are equitably distributed throughout the County and to independent cities, the allocation structure and use of funds shall be as follows: Five percent of the revenue will be allocated to the Sheriff of Los Angeles County, who performs Count~nvide duties required by law, including jail services, court security, investigations. judicial protection, and coordination of Emergency/Disaster Operations for the County. The remaining revenue shall be distributed to the unincorporated area and every city within Los • Angeles„Count', and shall augment law enforcement, homeland security, and Ioca1 anti-terrorism efforts. with a minimum allocation of $500,000 to each jurisdiction, with the remaining funds d .. .e..:~, } . equally distributed based on population percentage. The allocation amount shall not exceed a city's . total public safety budget. SUMMARY: Public Safety is the first priority of local government, and it is critical that we invest in our future right now. The Los Angeles County Public Safety and Homeland Security Sales Tax Initiative provides the stable funding desperately needed to strengthen public safety, homeland security, and local anti-terrorism efforts throughout the County. This measure also guarantees that local financial resources will not be redirected to other public services. The brave men and women who protect and serve our communities deserve the proper resources, and-we deserve the highest level of public safety.. I strongly urge your support of this initiative. • •. • Half Cent Sales Taz Allocation Summary Besed on ff00,000 Wnimum pWe COy Popubtlon Estlmetetl pevenue • ffDD.DDD,00D • GIUNO TOTAL ~ ffDD,000A00 ,,: , • • Hahn, -LAPD -back sales-tax measure Funds would go to law enforcement By James Nash STAFF WRITER Mayor James Hahn and Los Angeles police commissioners Tuesday endorsed a proposal to raise the sales tax by a halfcent to fund police throughout Las Angeles County, including an estimated 1,000 new LAPD ofri- cers. The Los Angeles Police Com- mission voted unanimously to support Sheriff Lee Baca's pro- posed countywide sales-tax bal• lot measure rather than pursue a tax oNy in Los Angeles. Hahn added his support Jater in the day in a letter to Baca. "I look forward to working with you to ensure that we do not let this opportunity pass us by and to continue to work with you on all of our wide-ranging public safety initiatives," Hahn wrote. Baca said his proposed November ballot measure would yield $168 million for the LAPD, which is one-third of the rew enue the tax would produce .countywide. Baca said Los Ange• les' portion could pay for 1,000 to 1,200 new police officers for the 9,200-officer department. The Sheriffs Department would get one-third of the rev- enue, and the remaining third would be divided among the other cities in Las Angeles Coun- ty. Baca said the Sheriffs Department, local police and the LAPD need the additional rev enue to pay for anti-terrorism measures, to hire more police and to imprison criminals for more of their sentences. "The entire system is now in gridlock in terms of how we do justice here in Los Angeles County," Baca said. "We're at a break point now where we have to say to the voters of Los Ange- les County, we need your help." ,lames Nash can be reached at (213) 9780390, or by a-mail at lames.nash@dailynervs.mm. 5 ~w =~ c` 5 VS. ~' PASADENA STAq-NEWS MARCH T7, 2004 SHERIFF'S HEADQUARTERS BUREAU ).r , 4%' n • • Sales Tax Hike for Police Gains Support ByItICRARD WINTON AND PATRICK MCC1R68VY Tlmel Slq~Wrltm G1lving new momentum to Los Angeles County 8heriH Lee Baca's proposed half-cent sales tax for law enforcement, the Los Angeles Police Commission and Mayor Samos K Hahn endorsed the InltlativelVesday. Baca has proposed raising the sales tax in~the county to 8.75%, to generate $500 m01Eon ennuagy. The Los Angeles Police De• pertment would receive 34% of that money, the Sheriffs Depart- ment would get 33%and the rest would be split among small agencies. Sy dty Police Commis- sion estimates, the extra money would allow the hiring oP 1,700 additional LAPD officers, bring- ingtheforceto 10,000. "We showd stand shoulder to 'shoulder with the sherlf4^ PoOce CommisalonerRlclr Caruso said. "There fs a time when you have to bite the bullet, and thattlme is now " Hahn announced hts support in a letter to the sherl8' stating that Loa Angeles could use the new officers. "Making Los Angeles the saf- est big city In America is my tap Prloiity, end hi11[1g additional ponce officers is c111cie1 to this goal," the mayor said 1n a state- ment. Baca's $1.7-61Won budget has been cut a totelof $188 m811on over the lest two years, while the LAPD has not lnereased the size of its force, despite Chief William 'J. Bmtton's deshre to expend it by 320 officers this year. The sheriff has until June tc collect more than 173,000 signs- Cu=es needed to place the mea- sure onthe Novemberballot. Ba- ca said he would use campaign lhnds to hire professional signa- ture gatherers to supplement VOlUnteerS. Commission President David Cunningham said other propos- als were under conslderatlon, such as a city parcel tax or extra trash fee, but none has been pushed as Baca has the sales tax P~ Before Tuesday's vote, the sherlC lobbied commissicners, council members and Helm. "It is Lhe least pain with the most gain," he told the commis-. sinners. Baca said a new poll that showed 63% oP likely voters will- ing to support such a tax In- crease Illustreted wldeaPread Dackiltg and demonstrated that the required two•thftds approvat was within reach. . "I think this pofi is a troe v[n- dication of how the average county resident feels regaMing public safety,° he said. The survey of 2,002 county residents was performed by the Public Policy Institute of Ca11Por- nia and the 6chool oP Policy Planning and Development at USC, and Involved telephone fn- tervlewa conducted between Dec. 27 end Maroh 0. The tax increase was most fa- vored 1n the centtellsoutheast pert of the county, where 70% approved. But even 1n the San Fernando Valley, where voters tend to oppose raising taxes, 80% oP those surveyed would suPPOrt a sales tax increase to P4y for more police. Kt's an impressive level of support," said Mark Baldassare, statewide survey director for the institufe, Baca first proposed a sales tax initiative in late 2002, When he asked the county Board of 3u- pervlsors to put it before voters. But the boats said no. ~~> ~' ~~ LOS ANGELES TIMES MARCH 17, 2004 SHERIFF'S HEAOOUARTERS BUREAU CITY HALL LOS ANGELES. LALIGORNIA 90012 June 17, 2004 The Honorable Gary Kovacic Mayor, City of Arcadia 240 W. Huntington Drive Arcadia, CA 91007 VIA FACSIMILE: 626-446-5729 Dear Mayor Kovacic: CITY OF AIRC~DIA CITY COUNCIL The Los Angeles County Board of Supervisors will soon consider whether or not to place a measure that would create half-cent sales tax for law enforcement, similaz to the initiative backed by Sheriff Lee Baca, • on the November 2004 ballot. The Board is expected to consider this issue at l lam at its"June 29`" meeting. This proposed initiative would raise at least $500 million for all local law enforcement agencies in Los Angeles County. The $500 million in funding would enable all of us to increase our uniformed ranks and help to reduce crime, would allow for the development of a communications system that would link law enforcement agencies together via radio, and would allow for more jail personnel so that we may minimize the early release of prisoners. Please join us in urging the Board of Supervisors to place the half-cent sales tax for law enforcement on the November ballot. We encourage you and the Arcadia City Council to pass a resolution in support of the proposed ballot measure if you have not done so already. For your reference, we have attached a copy of the resolution that we have sponsored that the Los Angeles City Council will_be considering next week. In addition to forwazding a resolution from Arcadia, you may also write to your Los Angeles County Supervisor to help secure a majority vote on the Board for the proposed ballot measure. Thank you for your dedication to public service and for your commitment to ensuring the safety of our communities. If you have any questions, please feel free to contact us at (213) 847-7777 or (213) 473- 7013. Si eaely, fr:~ ALEX PADII-LA President ERIC GARCETTI Councilmember, 13s' District T~ CITY CLER{; fOR PLACEPIIENT ON NEXT h• GULAR COUtr'CIL AGENDA TO BE POSTED #5 ~J WHEREAS, any official position of the City of Los Angeles with respect to legislation, rules, regulations or policies proposed to or pending before a local, state or federal governmental body or agency must have first been adopted in the form of a Resolution by the City Council with the concurrence of the Mayor; and WHEREAS,-there is a strong need to raise sufficient revenue to support an adequate law enforcement response not only to crime in general, but also to terrorism; and WHEREAS, all law enforcement agencies within the boundaries of the County of Los Angeles, all 88 cities, and the Sheriff's Office, need to be better coordinated for information sharing and joint operational efforts, as well as for needed strengthening of individual police departments; and WHEREAS, as recently as March of this year, the Public Policy Institute of California found 63% of the voters in the county would vote for ahalf-cent sales ta~c increase for public safety and homeland security; and WHEREAS, the County Jail is inadequate to house all of the inmates, which has led to early releases with many serving only 10% of their sentences before being released due to overcrowding; and WHEREAS, ahalf--cent sales tax such as being promoted by Sheriff Lee Baca would, if approved by the voters, raise about $500 million for law enforcement efforts county-wide, with the City of Los Angeles Police Department expected to get roughly $167 million per year; and WHEREAS, the Board of Supervisors will be considering a motion soon to place such a proposal on the November ballot for county voters. NOW, THEREFORE, BE IT RESOLVED, with the concurrence of the Mayor, that by the adoption of this Resolution, the City of Los Angeles hereby URGES the Board of Supervisors to place on the November ballot ahalf--cent sales tax for public safety and homeland security, the proceeds of which would benefit all loca] law enforcement agencies within the county, including the Los Angeles Police Dep nt. Co-Presented by: ~~ ALEX ILLA ERIC GARCETTI Councilmember, 7°i District Councilmember, 13°' District Seconded by: ~"wd'w'"'v CIN Y M CIKOWSKI Councilm tuber, 11°i District JUN 1 6 2004 ~c L~ CITY OF ARCADIA STATEMENT OF POLICY CITY COUNCIL PROTOCOL AND PROCEDURES Adopted May 21,2002 (endorsed October 1, 2002} CONTACT WITH CITY STAFF On matters relating to certificates, proclamations, information about community events, mail, Council meeting. adjournments and other things of this nature, please contact Lynda Cudlip. For all other matters, please contact Bill Kelly, Linda Garcia or the appropriate .- department head. There will be instances when it is necessary for you to work with a particular member of the City Manager's dffice besides Bill or Linda (e.g. a special event, quote for a press release, etc.). For purposes of efficiency, direct contact with this person is expected and encouraged. However, we would appreciate if you would refrain from giving staff direction outside of the issue at hand The following is a brief outline of areas of responsibility for City Manager Department staff: Cindy Flores tracks legislation, assists departments with grant requests and assists the Asst. City Manager with capital projects. Linda Garcia manages the City's communications and marketing activities, .City Manager Department operations and special projects that do not easily fall under the responsibility of another department. Lynda Cudlip provides support to the City Council and City Manager and prepares the City Council agenda packages. Shama Jayasinghe provides clerical assistance to office staff. Jason Corona and Kristen Olafson work on communications and marketing projects. LASER IMAGED ~,>~, ~CcKt) ~~ City Council Protocol and Procedures Adopted May 21, 2002 Page 2 CORRESPONDENCE City.Council mail. is opened by the City. Manager's staff daily and delivered to Council Members on a weekly basis (usually Thursday evening). If letters arrive more than two days prior to the Thursday mail delivery, they will be faxed to the City Council with a note from-the City Manager advising whether or not a response will be prepared by staff (for the Mayor's signature). Time sensitive mail will be faxed upon receipt. Unless there is a request for a personal opinion or personal action, or the subject matter is such that there is a difference of opinion among Council Members, letters addressed, to the "City Council" (or the same letter is sent to the entire City Council) will be responded to by a letter from the sitting Mayor, on behalf of the City Council. City staff will prepare a response for the Mayor's signature. Upon completion, a copy of the incoming letter and response will be distributed to all Council Members. Letters addressed to individual Council Members will be given to the Member only and responded to by said: Member. If asked, staff will prepare a response for the Council Members review. • Details about events to which the City Council is invited will be placed on the. calendar .included in the Weekly Report (assuming the invitation is mailed to City Hall). In addition, staff will note on the invitation the names of the Council Members to whom it was mailed. If a certificate or proclamation is requested, or appropriate from past practice, staff will prepare such and provide it to the Council Member that is going to attend the event. -Not all events require a certificate. In most cases, when a certificate or proclamation is not asked for it is because the event organizers do not want one-nor do they want to add time fora City presentation td their program. City staff may provide administrative and clerical support to Council Members with regard to correspondence as long as the issue at hand is directly related to City business. Should a Council Member respond to or initiate a letter on their own, he/she is to use City stationery that contains their name only. If the subject matter is one of opinion rather than policy, it should be made clear that the Council Member is speaking as an individual and not on behalf of the City or his/her colleagues on the Council. All letters (except for personal letters of recommendation) sent on City stationery, and all a-mails regarding City business, are to be copied to the City Manager so that staff can accurately respond to a resident's inquiry about the status of their request and/or answer follow-up questions. • The City, or individual Council Members; will not issue letters of invitation to foreign ..countries, agencies or businesses. `. -City Council Protocol and Procedures Adopted May 21, 2002 • Page 3 LEGISLATIVE CORRESPONDENCE When legislation is proposed that will affect the City of Arcadia, the City Manager will prepare letters for the Mayor's signature to the appropriate officials, be they Federal, State or County legislators, informing them of the City's support or oppositiori. These letters may specifically request that the legislator vote in a particular manner. In determining the City's position on a piece of legislation, the City Manager shall review the League of California Cities and California Redevelopment Association positions and the recommendation of our lobbyist. The Manager will consult with the City Attorney as necessary. CITY STATIONERY The use of City stationery should be kept to matters directly relating to City of Arcadia business. All letters (except for personal letters of recommendation) on any type of City stationery are to be copied to the City Manager. • ATTENDANCE AT COMMUNITY EVENTS Unless a certain Council Member is requested, when staff receives a requesf for the City Council to attend a community event Council Members will be contacted in the following order: Mayor, Mayor Pro Tem, Council Members. CERTIFICATES In general, certificates of achievement, commendation and/or service are to be signed by the sitting Mayor. These certificates may be given to residents and businesses that have achieved something significant or have given exceptional service to the community. The Mayor will handle all presentations made at City Council meetings. Certificates given at a community event may be presented by the Mayor or another Council Member if the Mayor is not in attendance. Certificates may be given to Arcadia residents, Arcadia businesses, or to an individual, business or organization that has provided service directly to the City of Arcadia. The City Manager is to review and approve all requests for certificates. On unique occasions, Council Members may request a certificate be prepared for their signature rather than the Mayor's. Said certificate will be titled a "Certificate of Commendation" rather than a "Mayor's Certificate of Commendation." Blank certificates will not be given to Council Members. ` Staff needs advance notice from Council Members requesting a certificate. City Council Protocol and Procedures Adopted May 21, 2002 • `Page 4 PROCLAMATIONS A Proclamation may be prepared for a special occasion or commemorative event and may be presented at a City Council meeting or a specific event. Reasons for issuing a proclamation are wide ranging; however, they should always have some connection to the City of Arcadia. Proclamations are always-signed by the sitting Mayor. The City Council does not issue proclamations for non-City activities,. for mass "national week/month" campaigns or for legislative matters. The City Manager is to review ahd approve all requests for proclamations. Staff needs advance notice from Council Members requesting a proclamation. CITY PINS City pins may be obtained from the City Manager's office. They are free to the City Council provided they are used for purposes directly related to the City. • PROMOTION OF INDIVIDUAL COUNCIL MEMBERS When "promoting or advertising" a City service, program or event, it is the City's policy to promote the activity as a whole and the City as a whole. From time to time we will include a quote from an elected official in a press release and the quote is usually from the Mayor, who speaks on behalf of the City/City Council. The City is not legally able to promote individual Council Members. In fact, there are restrictions on how we may use the name and/or likeness of elected officials in City publications. To avoid problems, Arcadia takes a conservative approach to this issue and focuses on the City and activity rather than a particular person. • CITY OF ARCADIA STATEMENT OF POLICY CITY COUNCIL BOARD AND COMMISSION LIAISONS ~ ~°~~) The City of Arcadia has a number of Boards and Commissions that were created: To advise the City Council and the City Manager on matters within their area of interest as prescribed by the City Charter and/or the City Council. 2. To enable more attention to be given to specific issues and problems. To act as a channel of communication between municipal government and the public by presenting City proposals to the public, and in turn transmitting to City officials the reactions, opinions and proposals of citizens. In this respect their role is one of reducing misunderstandings concerning City policies and programs, reconciling contradictory viewpoints and aiding the development of common goals and objectives. 4. To provide a greater opportunity for citizen participation in the affairs of City government, Every year, the Mayor appoints a Council.Member to each of the City's Boards and Commissions to act as a Liaison representative. The Liaison program serves two purposes: 1) to educate Council Members on the activities of the various Boards and Commissions; and 2) to enable Council Members to inform Commissioners and Board Members of City activities and recent Council actions. Council Members serving as liaisons are not voting members and they are not supposed to actively participate in discussions or deliberations. Further, Council Liaisons are not expected to express an opinion as to how the City Council may act on a matter that is before the Commission or Board. All Board and Commissions are subject to the Brown Act (Open Meeting Law) which precludes discussion of any matter not on the agenda. Accordingly, other than a request for information, a Council Liaison cannot bring up for discussion issues that are not a part of the official meeting agenda. It should be noted that the Planning Commission and Human Resources Commission are distinct from other Commissions in that they engage in legislative and/orjudicial type hearings. During these legal proceedings, the participation of City Council Liaisons is precluded. At Board and Commission meetings, Council Liaisons are given the opportunity to address the Commissioners and any public in attendance about City activities. Often, • this is done in the form of an update on where the City is with regard to certain projects and programs. This information is intended to keep Board Members and Commissioners current with City activities so that they are adequately prepared to respond to questions they may be asked as "representatives" of the City of Arcadia. LASER IMAGED ~~ ., a ~: RESOLUTION NO. 6012 5. ~{CE3, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ARCADIA, CALIFORNIA, SPECIFYING MEETING TIMES AND THE ORDER OF BUSINESS FOR CITY COUNCIL MEETINGS THE CITY COUNCIL 'OF THE CITY OF ARCADIA, CALIFORNIA, DOES HEREBY FIND, DETERMINE AND RESOLVE AS FOLLOWS: SECTION 1. Pursuant to Section 407 of the Arcadia City Charter and Section 2121.1 of the Arcadia Municipal Code, the business of the City shall be brought before the City Council at all regular meetings which are on the first and third Tuesdays of each month, or adjourned regular meeting in substantially the following order: (A) 6:00 p.m. (Optional) • 1. Roll Call 2. Time Reserved for Audience 3. Closed Session (B) 7:00 p.m. (C) Invocation. (D) Pledge of Allegiance. (E} Roll Call. ~) • 1. Presentations. Supplemental Information from Staffregarding agenda items/announcements. 1 LASER 6~iAGED 4~c~~ ~~ .1.. ~ • {G) Questions from City Council/RedevelopmentAgmcy regarding agenda items. (H) Motion regarding reading ordinances and resolutions by title only. (I) Public Hearings scheduled or noticed for the-time of the meeting. (>7 .Time reserved. for Audience to address the City Council/Redevelopment Agency. (K) ~, Matters from EIected Officials: (L} Meeting of the Arcadia Redevelopment Agency.. Roll Call. (Ivl) City Council Consent Items (I~ Matters from City Manager. (O) Matters from City Attorney. (P) Adjournment. SECTION 2. That Resolution No. 5948 is hereby repealed in its entirety. SECTION 3. That the City Clerk shall certify to the adoption of this Resolution. 2 ., Passed, approved and adopted this 16th day of September , 1997. ATTEST: ~, /s/ NND D. ALFORD City Clerk of the City of Arcadia APPROVED AS TO FORM: ~. Michael H. Miller City Attorney ~. 3 /s/ GARY A. KAVACId Mayor of the City of Arcadia /Pro Tem 1 . . • . .• STATE OF CALIFORNIA ) COUN'T'Y OF LOS ANGELES) SS: CITY OF ARCADIA ) I, JUNE D. ALFORD, City Clerk of the City of Arcadia, hereby certify that the foregoing Resolution No. 6012 was passed and adopted by the City Council of the City of Arcadia, signed by the Mayor Pro Tem and attested to by the City Clerk at a regular meeting of said Council held on the 16th day of September, 1997-and that said Resolution was adopted by the following vote, to wit:. AYES: Councihnember Chang, Kovacic, Kuhn and Young NOES: None ABSENT: Mayor Harbicht /sJ ,NNE D. ALFORD City Clerk of the City of Arcadia 4 `~~ ~~) ~Ihe ,~antni a~~7iurc~ 226 `W. CoCorado BCvd. • Arca~fta, CA 91007 • (626) 446-8206 ~F'ax• (626 574-3354 „ 226 `W. CoCorado BCvd • Arcadia; ~ 91007 • (626 446-8206 ~'a~ • (626) 574-3354 June 3, 2004 RECEIVED CITY OF gRCADIA Mayor and City Council City of Arcadia 240 West Huntington Drive CITY COUNCIL Arcadia, CA 91007 Honorable Mayor and City Council Members, As the current convener of the Arcadia Interfaith Action Group, I am writing to you at their unanimous request. We represent a large number of faith communities in and around the greater Arcadia area. Ourmembers include Buddhist, Muslim, Jewish and Baha'i communities as well as a number of Christian denominations. Our purpose is to recognize and support each other in the commonality of our various beliefs in the One God. With this purpose in mind, we respectfully request that all future observances of the Mayor's Prayer Breakfast be moved from Good Friday to the first Thursday morning in May. This is the day designated by the United States Congress, and signed into law by President Reagan, in 1988, as The National Day of Prayer. In both the Jewish and Christian religious calendars, Good Friday is a day of fasting, prayer and somber reflection. To practicing members of these communities it is uncomfortable, if not offensive, to participate in a more-or-less festive celebration on that day. For the Jews, this day comes at the beginning of the Passover, a lengthy period of remembrance of the Jewish people's time of bondage and deliverance. For the Christian, this day remembers the suffering and crucifixion of Jesus, also not a celebratory holiday. In making this request we do not have any desire to become a political or policy- making entity. We merely wish that the very best time might be found for prayer and a demonstration of loving faith for all. We thank you for your consideration of this matter of importance to many faith communities. We have, for the most part, attempted to adapt the public invocations and other prayers of our various traditions to be as universally acceptable as possible. We would ask you to show the same consideration when setting future days for the Mar's Prayer Breakfast. ~, deepest Arcadia Interfaith Action Group ~~ (s~ MEMORANDUM Development Services Department DATE: April 1, 2004 TO: William R. Kelly, City Manager FROM: Don Penman, Assistant City Manager/Development Services Director Philip A. Wray, City Engineer~~ SUBJECT: Request for Street Name Change from EI Monte Avenue to "Seabiscuit" This memo is in response to the request to change the street name from "EI Monte" to • "Seabiscuit". The City has historically changed street names by resolution of the City Council. Prior to any street name change, staff must investigate the conditions surrounding the street to determine the impacts of a name change and let the affected parties know of the City's intention. Because EI Monte Avenue is an important collector street that carries approximately up to 7,800 cars over a 24-hour period and there are several residents addressed to it, staff recommends the following process to formally change the name: • • Circulate the name change request to the various City departments for initial input. • Determine affected properties (addressees, abutting properties, properties on intersecting streets, commercial, industrial or other nearby uses and adjacent jurisdictions). • Send notices to affected properties (above) of intent to change street name with request for comments. • Review comments and evaluate opposition. • Determine fiscal impact to City, i.e. signs, maps, documents, etc. • Send notice to affected residents/businesses of Council action. • City Council adopts resolution for street name change. • City maps revised. • Affected agencies notified. LASER IMAGED ~ k~~~~ 3P William R. Kelly, City Manager Request for Street Name Change from EI Monte Avenue to Seabiscuit March 30, 2004 • Page 2 Wfth regard to EI Monte Avenue, staff has compiled information regarding abutting development and other features potentially affected by a street name change. The following is a list of the initial findings: • 35 residences have addresses on EI Monte Avenue, 20 on the west side and 15 on the east. • 76 residences either have a side yard or a rear yard abutting EI Monte Avenue, 31 on the west and 35 on the east. • Residents on adjacent streets intersecting EI Monte Avenue could also be affected. Consideration should be given to expanding the affected area for mailing notices. • The Los Angeles County .Department of Public Works/Flood Control District is responsible for the maintenance of the EI Monte Avenue bridge spanning the Arcadia Wash. • Southern California Edison Company (SCE) has ah overhead major transmission line running the length of EI Monte Avenue. • SCE owns asub-station abutting EI Monte Avenue at the southwest corner of Live Oak Avenue. • The City of Arcadia owns a water well site abutting EI Monte Avenue at the southwest corner of Palm Avenue. • Arcadia High School has a common intersection point with EI Monte Avenue at the north terminus. • A Sav-On Drug Store abuts EI Monte Avenue between Las Tunas Drive and Live Oak Averiue (address on Las Tunas Drive) with a driveway access onto EI Monte Avenue. • A small office building abuts EI Monte Avenue at the southeast comer of Live Oak Avenue (address on Live Oak Avenue). • There are 35 pole-mounted "EI Monte" street name signs. • There are three (3) signal mast-arm-mounted "EI Monte" street name signs. • Arcadia City limits extend approximately 160 feet south of Live Oak Avenue and an additional 180 feet for the west half of the street. There are no EI Monte Avenue addresses in this segment. Coordination with Temple City will be necessary to determine the limits of the name change. • The segment of EI Monte Avenue between Duarte Road and Campus Drive should also be considered. This segment is bordered by the Arcadia wash and the Arcadia High School. DP:PAW:pa • ~EAO4 CIT YOF gRCADIA • LJ From: 120 West Wistaria Avenue Arcadia, 91007 To: Mayor M. Segal and Councilinembers City Hall Huntington Drive Arcadia, 91007 CITY COUNCIL ~ April 5, 2004 Re: Proposal for name change of E1 Monte Avenue to Seabiscuit Item #1. Councilwoman Marshall's comment: "It would only affect about a dozen homes and no businesses." It does not matter whether it is 1 or 101 homes, the effect is the same for each owner. Item #2. The response of the residents to the propsal. Has this information been collected? Item #3. Arcadia Weekly: "The city staff w111 bring back a report on the cost issue". It would be humane to "bring back" information on Items 1 and 2. Item #4. Naming future streets after horses. Good idea, but careful consideration should be given to the choice(s). Personally, I would not want to live on a road named "Affirmed" - one of the suggestions made by Councilmember Marshall. Patricia Buesch " • ~ ~cC~~ City of Arcadia Development Services Department December 11, 2000 Mr. Pete Siberell Santa Anita. Race Track 285 W. Huntington Drive Arcadia, CA 91007 Dear Beth and Pete, Staff, including the City Manager, has reviewed your Thoroughbred Racing concept for downtown (see attached). Don Penman Ars;.rar,t c;ry Man<s~.i In summary, it was felt that. 128 plaques were simply too overwhelming, nevtlcprnens ssrv;nr not to say expensive, for downtown. It is staffs recommendation that the D;,«ao, plaques should be significantly reduced in number (20 perhaps, no more than 30), and commemorate the major or well known horses, jockeys, owners, trainers and historical events at Santa Anita. We hope you will revise your plan consistent with this suggestion. Staff would be happy to continue to meet with you and other members of your committee to discuss this further. Please call Pete, Brian or me if you have any questions. 24.1-Inn[ir,gmn Drive Post Oflice Boz 60021 Arcadia, CA 91066 - 6021 (626) 574 ~ 5414 (G26) 447 ~ 3309 Fax Sincerely yours, ~e~a-~~a„_J Don Penman Assistant City Manager/Development Services Director D P: kb Attachment cc: William R. Kelly Pete Kinnahan Brian Saeki Ms. Beth Costanza Chamber of Commerce 388 W. Huntington Drive Arcadia, CA 91007 LASER IMAGED de~m/~lJ~u ~lc~C~d~ ®~ p 5~ _::t: DATE: November 30, 2000 T0: Bill Kelly, City Manager FROM: Don Penman, Assistant City Manager/Development Services Director ,.,By: Pete Kinnahan, Economic Development Administrator repared by: Brian.Saeki, Redevelopment Project Analyst SUBJECT: Downtown "Thoroughbred Walk of Fame" Following the recommendation and initiative of the Arcadia Chamber of Commerce, City staff has attended three meetings with Beth Constanza (Chamber of Commerce), Pete Siberell (Santa Anita Race Track), Lee Shimmin (Chamber of Commerce), and Steve Leeming (Arcadia Business Association) regarding a concept to help generate pedestrian activity in the. Downtown area. This concept proposes to acknowledge the winners of the Sante Anita Derby and the Big 'Cap races with bronze plaques (see Attachment A) set into the sidewalks on both sides of Huntington Drive beginning at Gate 5 (Colorado Place/Huntington) and ending at Fifth Avenue. Each side of the street would be dedicated to one race, for example, the north side of • , Huntington could be named "Derby Drive" and the south side of Huntington could be named "Big Cap Way". Possibly, some of these plaques could be placed on First Avenue. The intent of the concept is to create more pedestrian activity in the Downtown area similar to the Hollywood Walk of Fame. This could potentially help the businesses and restaurants along Huntington Drive,-and (possibly} First Avenue and would help to achieve the overall goal of the Downtown 2000 Project. The Chamber of Commerce has been and will continue to provide the lead role in coordinatidn of the project. As currently planned, City staff will have minimal participation. Historically, the Derby and the Big.'Cap are two of the biggest annual races at the Santa Anita Race Track. According to Pete Siberell, the two races have been run at Santa Anita for more than 64 years. In commemoration of this, the plaques are proposed to be placed in chronological order along Huntington Drive (128 total plaques: 64 Derby, 64 Big Cap). This concept would be an ongoing tradition (2 new plaques per year). The plaques are primarily bronze, 12 inches wide by 18 Inches long (see Attachment A). The jockey silks (on the plaques) will vary in color to best resemble the actual color of the jockey's uniform. The plaques will show which race was won, the year of the race, the winning horse, jockey, trainer, and owner. If the plaque is sponsored, the sponsor will also be displayed. A very preliminary estimate of the cost for the fabrication ahd installation of the plaques is as , follows: • Thoroughbred Walk of F~ November 30, 2000 Page 2 of 2 SOW HIGH Fabrication of the plaques with a Three (3) color jockey silk $260 each $260 each The installation of the plaques by outside contractors (saw-cutting the existing sidewalk and installing the plaque) -per Dave Thompson -Public Works $300 each $400 each Sub Total $560 each $660 each 10% Contingency $60 each $70 each Total Cost $620 each $730 each x 128 plaques x 128 plaques $79,360 $93,440 • .Installation and Fabrication Informational Directories (Kiosks) (See Below) Unknown Pete Siberell has done most of preliminary research for the plaques. According to Mr. Siberell, there will also be a charge to maintain the plaques. Each plaque will cost approximately $30 to refurbish the bronze portion and up to $100 if the jockey silk needs to be repainted., The maintenance schedule will vary depending upon sun and rain exposure but will probably be required every 5 years. (The plaques could also pose a potential liability for slipping and tripping on the sidewalks which would be addressed by proper installation, maintenance, and insurance.) Mr. Siberell also suggested the fabrication and installation of informational directories (similar to .kiosks) at key intersections along Huntington Drive. The directories are proposed to provide an , explanation of the "theme" behind the plaques. At this time, the cost to fabricate and install these directories is unknown. Pat Malloy has reviewed this concept and has indicated that he would not recgmmend the use of City crews to install or maintain the plaques. Potential sponsorship df the plaques by business owners, City clubs and organizatiohs, jockeys, trainers, horse owners, etc. may serve as another funding source. The Agency also has funds available to contribute depending upon direction from the Agency Board. The Chamber of Commerce, the Santa Anita Race Track, and the Arcadia Business Association support the concept and have played active roles in its creation. .. At this time, the Chamber and the Race Track want to know whether the City Council has any interest in this concept, and whether the City or the Agency could possibly contribute any "seed money" for the project to begin. '~ ~ ,A1~L"I'A ~II`~'A ,~~DICAP _. _. '~I I~ I~L~ R ° ~'~~4 P5 y~Ci1~r~ ° ~Y~ ~H'H®Gl.l~i1~~ °'T"1~AI1~I~R I~. ~"~~~~Y .. ~d-®11r7~~lCr~ ~~s n u ~~ ._ _ . , _ l-td C2~ '"°°RP~~T$~~~°°' STAFF REPORT Development Services Department June 15, 2004 TO: William Kelly, City Manager FROM: Don Penman, Assistant City Manager/Development Services Director By: Donna Butler, Co.rnmunity Development Adminr~Jtr for and Corky Nicholsor~~~Planning Services Manager f~l~ SUBJECT: Code Services Volunteer Guidelines SUMMARY • This report sets forth guidelines for utilizing volunteers in Code Services for the purpose of providing supplemental clerical and field support to aid the Code Services staff in becoming more proactive in their enforcement efforts for the preservation and enhancement of the residential neighborhoods and businesses in the City of Arcadia. Staff is recommending that the volunteer program start with no more than two field Code Services volunteers, and possibly a person to assist with clerical services in the office. Also, that the volunteers be requested to donate a minimum of 5 hours each week. Their job tasks and qualifications are outlined in the report. BACKGROUND Staff has experienced an increasing level of activity in the code enforcement area. As such; most of the efforts are directed at responding to complaints, rather than doing prpactive enforcement. The proposed guidelines are being initiated by the Development Services Department, at the direction of the City Council, to assist with the code enforcement program. The City of Arcadia is fortunate to have a number of volunteers who assist the Library, Recreation and Community Services and Police Departments. The volunteers provide assistance in a number of activities, primarily clerical in nature with the exception of the Police Department. • Based on the fact that calls for code services have been increasing over time, staff has contacted a number of other cities to determine how their volunteer programs operate. Code Services Volunteers June 15, 2004 LASER IAIiAGED ~`~~~ Page 1 ~I I° • The following summarizes some of the guidelines from the contacted cities, which staff believes would be applicable to our volunteer program. • Citizens are recruited under a volunteer program to help identify and document common code .problems such as excessive accumulation of trash/debris in public view, falling fences, cars parked on the lawn, graffiti; and the parking of inoperative vehicles, boats, trailers, and oversize vehicles on private property in residential neighborhoods. • Generally, volunteers work in teams for field inspection purposes. • When violations are found, the volunteer writes the address on a special postcard, checking boxes to identify the nature of the violation. The volunteers also record the address and problem on an activity sheet. The postcards are submitted to their coordinator for mailing. • Volunteers will inspect different neighborhoods, but are not asked to inspect their own neighborhood or conduct interior inspections of structures. • Assist Code Compliance officers in identifying sign violations and removing illegal signs from the right-of-way. • • Assist in basic office tasks, including answering the phones, taking complaints, inputting information into the code enforcement database. DISCUSSION A volunteer can be an asset to any City. It is the Development Services Department's opinion that the use of volunteers in Code Services could be beneficial; however, their use should be limited to issues which are not discretionary, such as posting door hangers on properties where trash containers remain out longer than allowed by code; removing illegally posted signs placed on public property; observing vehicles illegally parked; checking temporary banners to determine if there are permits, and monitoring the time limits for the display of a banner. Over time with greater training and familiarity with the Code, volunteer activities can be expanded. In addition they possibly could assist Code Services by maintaining a photo history of signing within the commercial districts; as well as doing follow-up inspections on code violations, answering Code Services phones, and maintaining a data base on code enforcement activities. Staff does not recommend that volunteers interact with the public or be given citation authority. At this time staff recommends that the program start with no more than two (2) field Code Services volunteers, and possibly a person to assist with clerical services in the • office since their supervision could be a challenging issue. From reviewing other Code Services Volunteers June 15, 2004 gg, Page 2 9 • volunteer programs it is apparent that providing adequate supervision to ensure that the program will be beneficial is a time consuming task. The Planning Services Manager, who currently supervises Code Services, will coordinate our volunteer program with the aid of the existing Code Services staff. While there should be a net gain in the number of complaints and/or violations addressed it will require some reallocation of work for the existing officers and the Planning Manager. Currently, due to the volume of work most of the effort in the code services area is in response to complaints, or reactive. The addition of volunteers will allow Code Services to be more proactive. Though this will likely result in a greater number of residents and business owners responding to the City due to the increased level of enforcement the benefit of a more aesthetically improved community should be worth the effort. PROPOSED GUIDELINES JOB SUMMARY: Under general supervision, the Code Enforcement volunteers would assume simple clerical tasks and follow-up field investigations, which are normally performed by the Code Services Officers. Such tasks and investigations may include: • Keep records and enter sign information in a database. • Learning about ordinances and becoming familiar with neighborhoods. • Report sign violations on commercial and residential property, including sign violations that occur during weekends or holidays. • Removal illegal signs in the right-of-way. • Follow-up on temporary banners and trash containers for Code compliance purposes. A City vehicle would be available for the Code Enforcement volunteers. Staff has identified Air Quality Management District (AQMD) funds that were budgeted this year for two clean air vehicles. One of these vehicles could be used for the volunteers. VOLUNTEER QUALIFICATIONS: • Be a resident of the City • Graduation from high school or equivalent . • Complete an application form, and pass a background check Code Services Volunteers June 15, 2004 Page 3 • . Attend a brief training class Communicate clearly, both orally and in writing Possession of a Class C California driver's license Volunteers would be requested to donate a minimum of 5 hours per week, Monday thru Friday. Such hours would be as flexible as possible to accommodate the volunteer's schedule. l.J • Code Services Volunteers June 15, 2004 Page 4 t /.. - 4e. l4~ORPOaeTno-~~~ MEMORANDUM Development Services Department DATE: January 14, 2004 • TO: Bill Kelly, City Manager FROM: Don Penman, Assistant City ManageNDevelopment Services Director Martha Eros, Transportation Services Officer~y,( SUBJECT: TRANSPORTATION FUNDING PRIORITIESLL'' __ '"' SUMMARY As the City of Arcadia continues to participate in expansion efforts of the Gold Line light rail from Pasadena to Montclair, demand for the City's local Proposition A and C transportation funds will increase. The City receives dedicated transportation funding through the countywide Proposition A and C programs, and these funds have been historically used to finance the Arcadia Transit dial-a-ride program and local street improvement projects. As the City of Arcadia, in conjunction with the San Gabriel Valley Council of Governments (COG) and the other nine cities located in the Gold Line Phase II corridor', moves toward the possibility of realizing the Phase II extension, the City will be asked to finance the construction of a transit station using local funding. Additionally, the Arcadia City Council has gone on record for grade separations at Santa Anita Avenue and First Avenue. If the crossings do not meet established criteria set by the Los Angeles Couhty Metropolitan Transportation Authority (MTA) for grade separations, the City will be required to finance both separations using local funding. Planning for the Gold Line extension is underway, with Phase II cities financially participating in the amount of $32,000 each annually for the initial four (4} years of development. Each Phase II city proposing a station will be required to fund the construction of a station. Proposition A and C monies may be expended for station construction, and the City of Arcadia thus far has reserved $5 million for a transit station on Front Street between Santa Anita Avenue and First Avenue. The Arcadia City Council recently entered into a Memorandum of Understanding with the MTA to reserve $5 million of Proposition A and C funds for future Gold Line capital Gold Line Phase II cities include Arcadia, Monrovia, Duarte, hwindale, Azusa, Glendora, San Dimas, La Veme, Pomona, and Clazemont. LASER IMAGED ~`" 4Ce~ ~~~ • projects. The funds will remain on reserve with the MTA until October 2006, at which time the funds must be expended. The City may elect to reserve additional funds above the amount already held in reserve, provided the monies are available and MTA approves the request. Additional Proposition C funds could be placed in reserve for a rail station and/or grade separation(s), but this would impact the City's historic use of Proposition A and C funds for local street improvement projects. The City's street improvement program would need to be scaled back. For example, during this fiscal year the City will utilize Proposition C funds to reconstruct and widen Baldwin Avenue, rehabilitate portions of Huntington Drive, Centennial Way, Peck Road, Colorado Place, Las Tunas Drive and Lower Azusa, and upgrade signals at Colorado Street and Michillinda Avenue. This report will address potential funding challenges for current and future transportation related projects and suggest that the City Council establish priorities for use of these funds. BACKGROUND The City of Arcadia receives an annual allocation (on a per capital basis) of the countywide voter approved Proposition Aand Chalf--cent sales tax. Although there are some differences in how these funds can be expended, generally they must be used for • public transit purposes. The City's Proposition A funds are currently used to operate the Arcadia Transit dial-a-ride program, along with other transit specific activities and administration. Proposition C funds can be used for street improvements on streets that are heavily used by public transit. While Proposition A monies are eligible for trade to other public agencies in exchange for less restrictive funds, Proposition C funds cannot be traded for any purpose. The City is projected to receive the following amounts of Proposition A and C Local Retum revenue (excluding interest), for fiscal year 2003-2004: , Proposition A Local Return $ 750,800 Proposition C Local Retum 622 700 $1,373,500 The City also receives transportation funding from a variety of federal, state and local sources that must be used exclusively for the dial-a-ride program: • Proposition A Discretionary $ 271,000 • Proposition C Discretionary $ 109,000 • Transit security funds $ 7,600 • Transit Development Act (TDA) Article 4 $ 342,700 • Transit Development Act (TDA) Article 3 $ 26,700 • State Transit Assistance (STA) 19 200 • $ 776,200 • Overall, the City receives about $2.1 million annually in transportation related funding, exclusive of interest earnings on the Proposition A and C balances (estimated at $255,000 for the current fiscal year). All funds must be used on transportation related projects, with the. street reconstruction program using Proposition C monies. Future allocations may be affected by actions taken at the state legislative level to address budget concerns. Provided below are the projects and amounts budgeted in FY 2003-2004 using transit. funds: • Arcadia Transit (contract costs and City staff support) C Arcadia Transit Vehicle Replacement, Local Match Arcadia Transit Radio Communication, Local Match • Non-emergency Medical Transportation (pilot program) • Bus stop maintenance program • Recreational transit programs f Transportation planning: Engineering and Traffic Mgt. `. Transportation planning: Congestion Mgt. • Capital Improvement: Streets $1,278;800 / $ 102 000/ $ , 15,000/ $ 50,000/ $ 60,000 $ 23,840 $ 34,540 $ 35,000 2 975 325 $4,574,505 Based on current year revenues and expenses, the City will expend all revenues, • including interest and Proposition C carryover. reserves, on budgeted projects. DISCUSSION An Alternatives Analysis report was issued to the Federal Transit Administration (FTA) in March 2003, recommending light rail as the viable solution to relieve regional traffic congestion in the Foothill corridor. The Blue Line Construction Authority (BLCA) is currently working on the engineering and technical analysis for the Gold Line Phase II Environmental Impact Statement/ Report (EIR) that will be submitted to the FTA for approval early this year. The study is not yet completed. Preliminary engineering -efforts and funding procurement will continue throughout the current year, with construction on Segment 1 (from Sierra Madre Villa Avenue station in east Pasadena to the City of Irwindale) starting December 2005 and passenger service beginning as early as December 2009. Segment 2 construction from Irwindale to the Montclair Transit Center would continue systematically from December 2009 through December 2013. At its December 2003 Board meeting, the MTA adopted the Grade Crossing Policy for Light Rail Transit that established grade separation criteria. The grade separation concept involves an above-grade (or overhead) crossing that will allow vehicle traffic to continue on surface streets without rail interruption. The original Phase II Draft Environmental Impact Report prepared in 1993 recommended a grade separation across Santa Anita Avenue, but not First Avenue. U • If the Arcadia City Council determines that both crossings at Santa Anita Avenue and First Avenue need to be separated from traffic, it is likely that City funding would have to be used to finance at least one crossing; based on current traffic flows, it is unlikely that First Avenue will qualify for a grade separation. Preliminary analysis by BLCA staff indicated that the tracks -could be lowered to grade at First Avenue from a separated Santa Anita. However, it is possible that if Santa Anita Avenue qualifies for a grade separation, the engineering design may not allow the tracks to safely drop to an at- grade level at First Avenue, thus possibly forcing a separation at the intersection. As noted above, the City is currently expending all its available annual transportation revenues on public transit activity and eligible street projects (i.e., streets heavily used by public transit). Since the City has gone on record wanting a grade separation across both Santa Anita Avenue and First Avenue, City staff expects that $5 million will not be sufficient to construct a light rail stationZ. A grade separation will dramatically increase the cost of a light rail station because the' passenger platform (and related improvements such as elevators, stairs) will need to be constructed. at the same elevation as the tracks. This comment is not intended to suggest that there not be a grade separation, only to state the fact that this will increase the cost of the station. BLCA staff estimates that it could cost $10 million to construct one grade separation at Santa Anita Avenue, and as much as $35 million for two grade separations and an elevated platform. If only Santa Anita Avenue was grade separated, a street level station could be constructed east of First Avenue along the rail right-of-way. • Furthermore, current environmental studies conducted by the Phase II technical staff identify a need for 800 parking spaces to accommodate projected population growth in the region over the next 20 years: A conservative estimated cost for a parking IoUstructure is an additional $8 million (800 spaces at $10,000 per space). It is very unlikely that the $5 million currently reserved for a transit station will be sufficient, assuming the station will need to be elevated and the City requires that both crossings-or even one at Santa Anita Avenue-be separated. If that is the case, additional funds will be required to finance the costs for both projects, thus reducing the available Proposition C funds earmarked for local street improvements. In fact, even if the City were to commit all of its Proposition C monies to the rail project for the next ten (10) years, which would total less than $7 million, there would be inadequate local funding for one grade separation and an elevated station. Arcadia Transit The five (5) year contract period with Southland Transit Inc. ends ih June 2004 for the operation of the Arcadia Transit dial-a-ride program. Staff is preparing a Request for Proposal (RFP) to be distributed to private transit providers asking them to submit proposals. The results of this process will be presented to the City Council in the last quarter of this fiscal year. It is not possible to predict the outcome of the process; new x Attachment A: Gold Line Phase II Extension, Street Crossing and Station Alternatives, Estimated Cost Analysis 4 • contract costs could increase, which would impact existing available local transit funding. There is also a pilot program to provide emergency medical transportation to seniors to selected locations outside the City. The trial period ended in September 2003, and staff and the Senior Citizens Commission recommended asix-month extension to the City Council. City Council approved asix-month extension to allow the Commission to further publicize the program- and increase ridership.. This program is more expensive to operate than the general public dial-a-ride program because it typically carries only one passenger per trip. Finally, staff will be securing bids for the purchase of ten (10) replacement transit vehicles this fiscal year. The fleet size will not increase; the ten new vehicles will replace existing vehicles that have met federal regulations for retiring vehicles. Though the majority of the funding will come from the Federal Transportation Administration (FTA), local match funding of $102,000 is required for federal grants. SUMMARY The purpose of this report is to identify current and pending projects that would require funding from the City's existing transportation funds. With the possibility of the extension of the Gold Line as part of Phase II, the City Council has previously discussed • the need for-grade separations as well as a desire to have a local station. It is likely that the City may not have adequate funds in reserve to fund a rail station and possibly a grade separation. The City Council could determine to reserve, on an on-going basis, additional. Proposition C funds, though this vvould impact the City's current .street rehabilitation program. The City Council could determine that existing reserves of $5 million are adequate for now and should the -need arise for the City to financially participate in the cost of construction a grade separation, the first priority for the $5 million would be the separation, which could result in no station being constructed, at least initially, in Arcadia. -There may also be other funds the City could compete for, through the MTA Call-for Projects process, or with the Federal government, to help fund a rail station. C~ 5. • to W o~°a N ~Z=o W~f"N `1-Z~ yN} av~iv~ Z?~Q J N ~ ~ 0 ~ ~ ~ U f= WW fA ~~ J 0 0 0 °o ~ °0 0 Q 0 ~ ~ N ~ N M ~ ~... EA fH 69 E9 69 fPr 64 W O O O O O O O O O ~ O ~ O ~ O ~ Q ~ o . H N Z J ~ o0 0 Oo 0 a o 0 0 0 0 ~? y ~ w ~ ~ 0 0 0 0 ° 0 0 Q o 0 0 ~ o ~ ° ° co EA co !f3 Q ~ y a ~ ~ W Q Z Q W O O O O O O O O O O O O Z Q N ~ ~ ~ ~ ~ o~ w ~ € ot( W Z Z W ~ Z a fA ~ ~ ¢~ ~ ~ ~~ ¢~~ w > Z c~ g U «s~ W ~ c~ € o g ~ VW ,~~ W~ W w W Z N Z a W Z W m Z w Q N W a Z ~~ ~ a¢ O av Z ~~ ~ aQw J Q w ¢ otf a ~ ¢ Q w ~ a otS a ~ -- ¢ Q F ~ I _-W w z~ F - w ~~ ~ ~ l -~ Q~ w Z~ l - W Qg~ ~ o c~ ~ a~ a~ WW a a¢~ Q ~ a~ WW aa~ 2 F- Q ~ HC Zd ~~ ¢~ I-I-Q ZZd = ~ Q ~ H¢ Z~ ~~ a~ I-I-Q zZd .J Q QW (ncg s-C7 QQW fn(ACA ~ .J Q QW CA(n r-U QQW f4fAfA t0 O y y ~ C O ~ N C N U E ~, N O ~ a ~. y O N .~: L N C ' O U1 C f0 '~j d ~ ° w ~ o - ~ v c .. 2 L o N w y a ~ r m a a~ .. d ~ ~ ~ c > m J O N aQ C y N ~ a Q d c ~ ~ w n C7 s E ~~ ~ . E v ~ c '~ y y c Z ~, ~ ~ 3 ~ :~» o rn O C y - m.+ C ° ~ `~ c ~ `o °' a N a m y ~ a~ E~~ 16 y m ~ ' t ~ °~ O a N ~ L ~.r.... 7 y C y N L C .C >. y C fp N +-~ N t!1 O OY R f6 O a ~ () w, m a c`6 N ~ ~ f~4 C . Q ~ y +L ' N ~ ~ ~' . ~ . _ .~ 3 L Q O y .-~ a y y y 0 _ 7 a 7 ~ x ~ O V N ~ ~ > > ~ ~ p to ~ y Q c . ~ - ° L '~~ ~ E °-~ o Y C lC Q 6 .-«T. ~ t~ ~ c viU ~ ` c ~• n a m ~ c U ~ w N E ~ m m rn ~ 3 ~ N c~ c .~ y y y (0 > N Q (A N O C C t0 O t 6 N d A 7 ' 4 y O a C > N '' " ~ y 7 a Q¢ C y 0 U c a Q o c o o ~ °' ~ m ~ a ~~ ~ ~~n c n . y L= L ~ ~ ~ a Y ~ U ° ' QUc ~ - c ~ ~ n Q Attachment A CAPITAL IMPROVEMENT PROJECTS STREET IMPROVEMENTS CARRYOVER PROJECTS - FY02I03 TO FY03f04 Santa Anita Entry Corridor Design Baldwin Avenue Widening -Duarte to Naomi Huntington Drive Rehab -Colorado to Santa Clara Baldwin Avenue -Cambridge to Huntington Street Rehabilitation Santa Anita Conidor -ITS Integration CURRENT PROJECTS - FY03-04 untington Drive -Colorado Place to Holly Avenue ~IoradO Place -Colorado Blvd. to Huntington Drive Concrete Bus Pads TRANSIT Other Source 55,000 60,000 RedevelopmenUCapital0utlay 400,000 431,250 Capital Outlay 186,300 - 798,025 - 80,000 740,025 STPL/Local Match 312,000 248,000 ITS GranULocal Match $1,631,325 $1,479,275 490.000 0 360,000 0 160,000 0 Sidewalk Gap Closures -Centennial Way, Project List 72,000 0 Article 3 Traffic Signal Modification - Michillinda/Colorado 17,000 0 Westfield Bus Stop 25,000 35,000 BSEP $1,144,000 $ 35,000 TOTAL $2,975,325 $1,514,275 u AS OF 0'I-O6-D4 • FY2003.2004 TRANSIT REVENUE Prop A (local) 25% Local Return $ 750;811 40%Disc~etionary $262,034 Prop A Interest $ 9,214 $ 271,248 $1;022,059 Prop C (local) 20% Local Return $ 622,717 5% Security $ 7,594. 40% Discretionary BSIP $ 16,110 MOSIP $ 61,857 Interest $ 31,589 $ 109,556 $ 739,867 STA (state) $ 19,210 Interest $ 1,208 TDA Article 4 (state) $ 342,752 interest $ 5,178 TDA Article 3 $ 26,726 • TOTAL $ 2,157,000 COMBINED LOCAL RETURN $ 1,373,528 DISCRETIONARY $ 777,086 (exclude STA and TDA interest) • • MEMORANDUM Development Services Department Date: May 17, 2004 To: Bill Kelly, City Manager From: Don Penman, Assistant City Manager/Development Services Director Martha Eros, Transportation Services Officer/~11:'~~ Subject: Bus Stop Shelters and Amenities ((//~~ In response to a complaint issued by Eugene Morkus, 818 La Cadena Avenue, on May 2, 2004, staff has attached for your review two (2) memoranda pertaining to the . construction of bus stop shelters in the City of Arcadia. As indicated in the 2001 Bus Stop Shelter Analysis report dated August 7, 2001, the cost to construct one standard commercial bus shelter averages $5,200 per shelter, excluding additional costs for ongoing utility expenses (electricity) and (additional) routine maintenance (graffiti, litter). Custom-built shelters requiring design and construction begin at $7,000 per unit. The City of Arcadia does not have an adopted policy outlining aesthetic design and building requirements for bus stop shelters. To date, LACMTA and Foothill Transit have a total of 114 bus stops within the city limits, and the City maintains bus benches and trash receptacles at 73 bus stops. City staff has responded to residents' requests for bus stops by upgrading three (3) stops with concrete landings and/or bus benches and trash receptacles. Additionally, in 1998, city staff expressed concern of potential liability the City would incur if a private individual or organization were to construct structures in the public right-of-way (ROW). The City Attorney's office requires ongoing insurance from all private entities involved with construction on public ROW to indemnify the City from any potential legal claims resulting from personal injury or property damage associated with construction projects. The shelter constructed at the Arcadia Assistance League site is on private property; therefore, the Arcadia Assistance League is liable for all claims • associated with the Eagle Scout-sponsored structure. 1/2 Mr. Morkus' residence is located two apartment buildings south of -the Huntington Drive/La Cadena Avenue intersection. There is no bus stop in front of his residence nor on eastbound (south side) Huntington Drive at La Cadena; two (2) benches and trash receptacles are located on the north -side of the intersection at the existing bus stop. After previous inspections with the LACMTA and Foothill Transit, the City Traffic Engineer determined the public ROW on the. south side of Huntington Drive is too narrow, and lined with trees, to accommodate a passenger landing area or bus shelter that meets ADA standards. City staff is available to answer questions or provide additional information for Council Members as needed.. • 2/2 Bub Stop Sheltef Anatysis lJpdate -August 7, 2007 Pape 7 DATE: August 7, 2001 TO: William R. Kelly, City Manager' FROM: Don Penman,' Assistant City Manager/Development Services Director By: Martha Eros, Transportation Services Officer SUBJECT: Bus Stop Shelter Analysis, 2001 Summary Staff has updated an analysis originally performed in June 1998 to determine the feasibility 'of implementing a bus shelter program for the City of Arcadia. The analysis includes a ranking of major bus stop locations throughout the City based on • a threshold of average daily hoardings and alightings. Further, staff completed an analysis of the cost the City will incur to construct and maintain bus shelters at selected locations versus shelters with advertising that would be provided by a private vendor at no cost to the City in high visibility locations. Discussion Currently, the City has eighty-four (84) bus stops within the City limits with bus benches and trash receptacles. The Arcadia Public Works Services Department and an informal windshield survey confirm there are currently no formal shelters within the city limits. The city has an ongoing program to maintain benches, landscaping, empty trash receptacles and remove graffiti at all eighty-four stops. In FY 01-02, the Public Works Services Department budgeted $57,520 of Proposition A Local Return trarl~portation funds to cover labor, maintenance supplies and overhead costs associated with bus stop maintenance. -Prior to deciding whether or notttae City should enhance existing bus stop locations with shelter„ the follgruing information regarding ridership, construction costs and on-going maintenance costs should~e~nsidered. • OR1 G~N,q~ Bus Slop Shelter Analysis updalb -August 7, 2001 Page 2 • Ridership Analvsis A formal analysis of ridership levels at specific locations within the City limits would be the primary measurement for determining the appropriateness of installing bus stop shelters. Consistent with the 1998 study, a threshold of 100 or more average weekday boardings or alightings was used based on the City's demographics and transit dependency of the community. The 100 threshold is one-third the number of 300 boardings or alightings used by the larger regional bus operators, such as the Los Angeles County Metropolitan Transportation Authority (MTA) or Foothill Transit for determining shelter locations. Information received from the MTA and Foothill Transit indicate that eleven (11) stop locations meet or exceed the minimum threshold base (100 per day). ADA Requirements The uncovered benches located at the eleven (11) identified bus stops currently meet Americans with Disabilities Act (ADA) requirements for disabled access: 48" (4 feet) of open space in front of the bench and 36"'(3 feet) of open space on at least one side to provide adequate bypass of a wheelchair or other apparatus. The average size of a bus shelter is 3 feet deep and, depending on model, range from 9 feet to 13 feet in length. Shelters with (three) walls require 48 inches (4 feet) of space in front or behind the unit to provide adequate passage with a wheelchair. • The minimum width of pavement required accommodating a 3' deep shelter plus the 4' ADA mobility requirement is 7 feet of space. Additionally, ADA standards require a minimum of 30 inches of space between the bench and one side wall to accommodate a wheelchair inside/under the shelter roof. Most of the identified locations will be problematic, as they will require curb and sidewalk construction to provide the space required to install the shelter and meet the necessary ADA space requirements.. At this point staff has not field surveyed the locations in detail to determine shelter feasibility. Cost of Construction After sun+eying the City of Los Angeles-Bus Stop Improvement division, MTA, and bus shelter vendors (Toler Shelters and Valley Crest), the cost of bus shelters average $3,700 per unit depending on size, design,. and aesthetic features such a solar panel. In addition, the cost of installation is estimated at $1,000 per unit, with two technicians providing 3 hours of labor per unit. This estimate does not include electric hook-ups ranging between $500 for conventional electricity and $1,500 for a solar option per shelter. An alternate option available to the City is to design. and construct custom shelters that would blend into the existing streetscape and environment. Assuming the City prefers a custom design instead of a generic-type shelter, a custom manufacturer • can design and build a shelter at an estimated cost of $7,000 per .shelter. This option is likely to be time consuming and costly when compared to having a bus Bus Stop Sheffer Analysis - UpOate-August 7, 2001 Page 3 • shelter company provide a more generic shelter on the City's behalf. The estimated cost to design and install custom shelters at 11 locations throughout the City would cost approximately $77,000. Bus Shelter Implementation The procurement of bus shelters is an eligible Proposition A or C Local Return expense. Upon City Council direction, staff can request MTA approval to appropriate Local Return funds. Once funds are programmed; staff can begin to solicit bids for construction. The time necessary to develop the Scope of Work ahd receive bids is estimated at ninety (90) days. A significantly longer period may be required if curb/sidewalk modifications are necessary at potential bus shelter locations to meet ADA requirements. Necessary ADA compliance to potential bus shelter locations may include widening or increasing curb areas and/or removing vegetation. Financino Alternatives for Shelter Installation An alternative to the City financing the construction and maintenance of bus stop shelters is to contract with a private bus shelter provider that depends on advertising revenue to offset the cost of the structure. Infiniti Outdoor Advertising and Eller Media are leaders in this industry. Infiniti Outdoor Advertising currently provides • shelter service to the City of Los Angeles. Shelter providers normally offer to pay for construction, installation, necessary repairs and on-going maintenance in exchange for advertising opportunities. Typically, shelter providers require a minimum of thirty (30) locations in order to secure sufficient advertising revenues to construct and maintain shelters at no cos4 to the City. Since the City of Arcadia has identified eleven (11) bus stop locations that meet the threshold of 100 average daily boardings and alightings, it is unlikely that a shelter provider would be interested in constructing shelters at no cost to the City. Should the City of Arcadia decide to expand the number of locations closer to thirty (30), the City may to receive up to 15% return, or.a fixed monthly allowance, of all advertising revenues received from bus shelters. In most contracts, the cities are responsible for establishing parameters that control advertising content and location. In the City of Los Angeles, shelters with advertisements are placed- in highly populated areas with high exposure, and stipulate language in their agreement prohibiting advertising on any shelter with objectionable content such as advertisements of tobacco and alcohol products. Revenue Opportunities Based on information received from Eller Media, a "no-cost advertising" shelter provider, the City may receive an estimated 15% of the revenue generated per month per shelter. The actual dollar figure could go up or down depending on • shelter type provided by Eller Media and negotiations regarding restrictions. As the current threshold of average daily boardings and alightings restricts the number of Bus Stop Shelter Analysis Updale - AuBUSt 7, 2001 Page 4 • potential advertising shelter locations to eleven, staff cannot estimate annual revenues from the placement of advertising shelters. However, an alternative can be established through a fixed revenue agreement between the City and Eller Media (or another vendor) once the number of shelters is determined. Since the City has a balance of Proposition A and C funds for installation and maintenance, the revenue from shelter advertising may not be an important consideration and worth the trade- off of allowing the advertising. Alternatives The options the staff considered during this analysis included the following: 1. Should the City of Arcadia implement a bus shelter program? 2. If the City implements a shelter program, should the City pursue advertising opportunities that may generate revenue and cover some maintenance costs? 3. If advertising is not pursued, should a generic or more custom shelter be utilized? 4. Should the City of Arcadia consider installing bus shelters at a more limited number of locations, such as those with a passenger threshold above 200 per day? Recommendation Based on the above information and analysis, staff recommends to the City Council that no bus shelter program be pursued at this time. The average daily hoardings or alightings are too low when compared to regional standards (100 vs. 300 average per day) to consider the construction of bus shelters. Revenue opportunities through bus shelter advertising have also been reviewed and have been determined as insufficient to support necessary administration of the program. Additionally, the introduction of advertising in the public right-of-way on shelters is not in character with the City's efforts to provide an aesthetically pleasing streetscape. Should the City Council determine that this item should be placed on the agenda for discussion, staff will present the analysis and answer any questions as necessary at that time. Attachments • r1 u ATTACHMENT1 BUS STOP ANALYSIS Based on current analysis, the following eleven (11) bus stop locations meet the threshold of 100 or more average boarding or alightings based on passenger count data provided by Los Angeles County Metropolitan Transportation Authority and Foothill Transit. 1. Santa Anita Mall 451 2. Santa Anita / Huntington 392 n U 3. Huntington / Baldwin 252 4. Huntington /Sunset 203 5. Huntington / 1S` Street 144 6. Huntington /Civic Center /City Hall 134 7. 5th Street / Huntington 130 8. Duarte Road / Baldwin 122 9. Baldwin /Las Tunas 108 10. 2"d Street 1 Huntington 106 1~.Huntington / Goldenwest 102 summery Due svelter stops &0]~Ot • Huntington. Boy MTA Line 79-3 Eastbound Stoo Location MTA 8 FOOTHILL TRANSIT LINES VIA CITYOf ARCADIA RIDERSHIP ANALYSIS AS OF AUGUST 2001 ATTACHMENT2 Average Weekday Boardings Alightings Huntington/Sunset 13 62 Huntington/Golden West 10 22 Huntington/Baldwin 5 68 Santa Anita Mall 7. 82 Huntington/LA Cd Holly 1 10 Huntington/Holly 0 12 Huntington Hospital ( 0 11 Huntington/Civic Center 0 51 Huntington/ Santa Clara 0 36 Huntintion/Santa Anita 0 58 (Huntington/1st 0 18 St. Josephl2nd Ave. 0 38 Westbound St. Joseph/2nd Ave. St. Josephllst St. 1sUSanta Clara Huntington/1st Huntintion/Santa Anita Huntington/Santa Clara Huntington/City Hall Huntington/Civic Center Huntington Hospital Huntington/Holly Santa Anita Mali Huntington/La Cadera HuntingtonlBaldwin Huntington/Golden West Average .Weekday Boardings Alightings 30 0 10 0 18 0 20 0 35 0 53 0 43 1 39 0 3 0 9 0 60 3 33 2 67 9 31 8 76 12 • Santa Anita Avenue North/South u~rw ~ ~__ wne Location i AnitalLive Oak i AnitalPalm i Anita/Longden t AnitalW istaria i Anita/Camino Real i Anita/Naomi i Anita/Lindarae t Anita/Duarte i AnitalGenoa t Anita/Diamond i AnitalBonita i AnitalHuntington i AnitalSanta Clara i AnitalColorado i Anita/Foothiil t Anita/Orange Grove i AnitaNirginia t Anita/Perkins 3 MadrelSanta Anita a MadrelOrange Wood • Sierra Average Weekday Boardings Alightings 33 39 0 0 1 2 0 6 1 7 0 2 0 2 1 22 0 10 3 11 1 12 14 112 3 5 2 18 2 18 0 3 0 3 0 0 1 11 0 6 3 1 Southbound Sierra MadrelClaridge Sierra MadrelLa Ramada Sierra Madre/Santa Anita' Santa Anita/Perkins Santa Anita/Orange Grove Santa Anita/Woodland Santa Anita/Foothill Santa Anita/Colorado Santa Anita/Santa Clara Santa AnitalHuntington Santa Anita/Bonita Santa Anita/Diamond Santa Anita/Genoa Santa Anita/Duarte Santa Anita/La Sierra Santa Anita/Naomi Santa Anita/Camino Real Santa Anita/W istaria Santa Anita/Longden Santa Anita/Palm Average Weekday Boardings Alightings 0 0 2 0 9 5 2 0 1 1 4 1 22 4 17 4 3 0 149 24 11 7 4 1 6 0 27 5 7 1 2 0 10 5 2 3 2 4 5 a ievara tasuvvesc Bus Stop Analysis Updale_B-07-01 slats to13 ATTACHMENT2 •. MTA & FOOTHILL TRANSIT LINES VIA CITYOF ARCADIA RIDERSHIP ANALYSIS AS OF AUGUST 2001 MTA Lln@ Zbtl Northbound Average Weekday Southbound Average Weekday Stop Location Boardings Allghtings Boardings Alightings Baldwin/Live Oak 2 1 Baldwin/Orange Grove 0 1 Baldwin/Las Tunas 31 17 FoothilUBaldwin 1 0 BaldwinlPalm 2 3 Baldwin/Colorado 3 3 Baldwin/Longden 0 1 Baldwin/Arboretum 1 8 Baldwin/Lemon 2 3 Baldwin1507 Baldwin 2 2 Baldwin/Camino Real 2 16 Huntington/Baldwin 3 17 Baldwin/Duarte 10 35 Santa Anita Mall 66 27 Huntington/Baldwin 4 13 Huntington/La Cadena 6 0 Santa Anita Mall 24 61 Baldwin/Huntington 15 1 HuntingtonlLa Cadena 2 10 BaldwinlDuarte 30 7 Baldwin/Huntington 9 0 Baldwin/Camino Real B 3 Baldwin/Fashion Park 0 0 Baldwin/Longden 2 2 Baldwin/Gate #7 2 3 Baldwin/Lemon 3 0 Baldwin/Colorado 1 5 BaldwinlGaribaldi 1 1 Foothill/Baldwin 4 1 Baldwin/Las Tunas 20 30 Baldwin/Orange Grove 0 1 BaldwinlLive Oak 1 4 • Foothill Boulevard East/West MTA Llne 177 • Eastbound Average Weekday Westbound Average Weekday Stop Location Boardings Allghtings Boardings Alighting s Foothill/Michillinda 3 1 Foothill/5th Ave 1 1 Foothill/Coma verde 0 1 Foothill/2nd Ave 2 41 FoothilllDon Diablo 0 1 Foothill/Highland 13 0 0. O Foothill/Baldwin 0 0 Foothill/Santa Anita FoothilUArbolada 0 0 Foothill/Roadeo Rd. 4 0 Foothill/Burnel Oak 0 0 FoothilllCtrus Lane 0 1 Foothill/Ctrus Lane 0 2 Foothill/Burnel Oak 1 0 Foothill/Roadeo Rd. 0 1 Foothill/Arbolada 1 1 Foothill/Santa Anita 0 0 Foothill/Baldwin 1 2 IFoothi11l1stAve 0 2 Foothill/Don Diablo 0 0 Foothilll2nd Ave 0 2 Foothill/Dexter 0 0 Foothill/5th Ave 0 0 Foothill/Michillinda 4 1 Bus Slap Analysis Uptlals 807-Oi slats 201] • Duarte/Huntington EasW MTA Line 188 Eastbound Stop Location Sunset/Michillinda HuntingtonlSunset Huntington/Golden West Huntington/Baldwin Santa Anita Mall HuntinatonlLa Cadena ATTACHMENT2 MTA 8 FOOTHILL TRANSIT LINES VIA CITYOF ARCADIA RIDERSHIP ANALYSIS AS OF AUGUST 2001 Duarte Rd./Baldwin Duarte Rd./Lovell Ave Duarte Rd./La Cadena Duarte Rd./Holly Duarte Rd.ILydon Duarte Rd./EI Monte Duarte Rd./Santa Anita Duarte Rd./1st Ave Duarte Rd./2nd Ave Duarte Rd.l5th Avenue Average Weekday Boardings Alightings 1 7 5 12 1 3 0 18 12 41 0 0 4 1 10 20 2 0 0 2 1 2 0 0 0 2 6 6 0 2 1 3 0 .2 Westbound Duarte Rd/5th Ave Duarte Rd.12nd Ave Duarte Rd./1st St Duarte Rd.ISanta Anita Duarte Rd./EI Monte Duarte Rd./Lyndon Duarte Rd.IHolly Duarte Rd./La Cadena Duarte Rd./Lovell Duarte Rd./Baldwin HuntingtonlBaldwin Santa Anita Mail Huntington/La Cadena HuntingtonlBaldwin HuntingtonlGolden West SunseUHuntington SunseUMichillinda Average Weekday Boardings Alightings 8 0 6 0 0 D 5 7 14 0 0 0 3 3 0 0 0 2 6 4 0 2 36 12 5 0 15 1 14 3 17 6 3 1 tasuvvesi 187 • Vista Colorado/Gate 6 ColoradolGate 5 HuntingtonlSan Juan ColoradolHuntington 1 st/Huntington Boardings Alightf 28 40 12 28 12 19 7 25 18 8 6 18 12 19 27 11 10 22 43 63 35 61 33 31 58 72 Bus SIOO Ma~ysia UpCale e.a7-0t stela xn r~l ~c ~ ~..0..,,9• STAFF REPORT POLICE DEPARTMENT Date: June 9, 2004 To: William R Kelly, City Manager From: Dave Hinig, Chief of Police~~ Subject: Restructuring of Police Programs -Elimination of D.A.R.E. SUMMARY In wncert with the Police Department's Strategic Plan, we have conducted ongoing examinations of our programs and internal operations to ensure that we maximize our effectiveness in the community. The plan recommended additional staffing in the Detective Bureau-and in various other operational areas, however the Department recognizes that with the budget crisis currently confronting the State, and its peripheral impacts on local cities, that adding personnel to the Department is not a likely option at this time. During the course of the past year, we experienced an increase in Part 1 felony crimes of 4.6% and in misdemeanor offenses of 1.8%. Although this is nominal, we are feeling the impact on our investigative staff. Further, our trend analysis suggests that we will see continued rises in criminal activity over the next 3 to 5 years. Recognizing the need for immediate support in the investigation section, coupled with our intent to aggressively deal with both local and regional gang activity, and the ongoing need to be involved with the concepts of homeland security, we are restructuring our Community Services Bureau as a support unit. Restructuring will allow us to provide support when necessary to both the Detective Bureau, and patrol operations dealing with gang control and counter terrorism. Because the restructuring is being accomplished without additional staffing, the Department will eliminate the D.A.RE. (Drug Abuse Recognition and Education) Program. In place of D.A.RE. we will be presenting a more compact drug education curriculum. BACKGROUND & DISCUSSION The primary responsibility of law enforcement is to protect its citizens from crime. In that light, the Police Department adopted its mission as "Safety and Service Is Our #1 Priority." To accomplish the mission, we must focus our resources on those law enforcement operations where we can have atwo-fold impact. Our first focus is to dvectly affect the level of criminal activity in the community and second is to enhance our ability to solve crimes that are reported. C~ LASER IMAGED ~"~~~ ~P • The geographical location of Arcadia makes it susceptible to crime. A major freeway bisects us, and several cities adjacern to our community have substarnial criminal and gang activity that spill over to our City.. Additionally, with a regional shopping center, hotels, restaurants, sports and entertainment venues, Arcadia has become a destination for many people. The result can be described as both a blessing and a curse. On one hand, we see an attractive community where people enjoy our retail and entertainment sites, thus bringing revenue from both residerns and visitors as well as a more cosmopolitan environment, while on the other hand we have increased traffic congestioq and an influx of persons, some of whom commit crimes within our municipal borders. In the Police Strategic Plan 2002, our trend analysis identified a variety of reasons for a predicted increase in crime, not the least of which was the demographic change of an increasing number of persons in the 14 to 30 year-old bracket. This age group is most often associated with criminal activities that require police attention. When adding the fact that this same age group also comprises the largest number of persons who engage in gang activity, we can see a tremendous likelihood that scarce police resources will need to be redirected for use as an intervention tool. General calls for service have continued to increase, and since January of this year, the Departmern is averaging more than 1,000 calls per week. At this pace, we will exceed last year's total call volume of 46,013 by approximately 12%. This call volume has already placed a strain on patrol operations as we see increased response time and less proactive patrol. • Additionally, traffic related issues continue to be a primary concern for the community, and the concepts of homeland security present formidable challenges of their own. I bring forth these issues, because they were well documented in the Strategic Plan as some of the primary concerns upon which we would have to focus. As we did with the Strategic Plaq we have re-visited all operations of the Department to determine where we have been most effective in resowce allocation. In ow examinatioq we found that implementation of the Y.E.S. (Youth and Educational Support) officer at Arcadia High School had an immediate and very visible impact on gang activity. Overt criminal conduct by gang members dropped significantly and we also found that gang recruiting was greatly curtailed as students were less likely to be intimidated while they were on campus. Ow success at the High School led us to apply for and receive a federal grant to fund a Y.E.S. officer to police the three middle schools. We have just begun year two of the three-year grant and like the High School program; the middle school Y.E.S. officer has had a substantial impact on youth gang and criminal activities. In 1996, the Department initiated the P.A.C.E. (Peaceful Arcadia through Community Effort) program. Part of the program included the implementation of D.A.R.E. (Drug Abuse Resistance Education) at the Elementary School level to be taught to all 5`" graders. Since its inception, over 5,500 students have completed the program. D.AR.E. teaches young people to make good life choices and to avoid substance abuse and gang involvement. It has been effective and very clearly has been a tremendous tool in "relationship building" with our youth. However, the • program is "licensed" and must be taught in its designated format or it cannot be referenced as "D.A.R.E." This requires the commitment of two sworn officers on a full-time basis. We • believe that the "anti-drug, anti-gang" message can be repackaged and presented in a more compact format wherein we can address students in a combination of periodic classroom and assembly forums rather than full-time classroom instruction. A reduction in classroom time will allow us to re-direct these officers to support investigative needs and intervention of gang activity at the field level. Although we sincerely value the relationships that we build through 'the classroom interaction, we must assess the program in the context of accomplishing ow fundamental mission of community safety. In that light, we believe that elimination of D.AR.E. and implementation of an alternative instructional program is the best use of police resources. RESTRUCTURING CONCEPT The Community Services Bureau consists of one sergeant who supervises and coordinates the unit, an executive officer who handles community presentations, coordinates events, prepares brochures, oversees Neighborhood and Business Watch, as well as a host of other community interactive efforts. Additionally, two Y.E.S. officers, and two D.A.RE. officers and apart-time volunteer services coordinator work in the section. We are re-aligning the efforts of the Community Services Bureau to become a "rapid response .and special problems" unit. Although D.A.RE. will be replaced with an abbreviated anti-drug format, the aforementioned operations will continue to be the responsibility of the section. However, the unit can be immediately deployed in its entirety for major crimes, such as homicide, or in cases where larger amounts of manpower must be assigned to an operation. This can be particularly effective in that the former D.A.R.E. officers will now support detectives • when necessary, will engage in proactive gang patrol, can assist the Y.E.S. officers and in general can modify their operations, even if needed on a day-today basis, to attack special problems. This concept will allow us to continue in our community interaction efforts, yet create a flexible and mobile team that can act as crime and gang interventionists whenever necessary. It is recognized that there will be times when "community relations" and "educational programs" will take a backseat to frontline policing operations. Such is the natwe of the work. As noted above, we cannot lose footing in community safety and ow analysis shows that absent the addition of staff as proposed in the Strategic Plan, that this is the most viable and cost effective approach to community policing. FISCAL ANALYSIS Of the six sworn positions in the Community Services Bweau, fow are funded from the Police Operating Budget. This includes the two officers currently assigned to D.A.RE. One officer is jointly funded by the City and School District (City uses the Local Law Enforcement Block Grant allocation for the position); and one officer is funded by a three-yeaz Federal COPS grant. The officers funded from external sources are both assigned to the Y.E.S. (Youth and Educational Support) program. Salary and benefits for the two D.AR.E. officers is presently $195,000. We do not have alternative funding sources for these positions and based upon our assessment of priorities and demands upon the Department we have determined that we must use these officers outside of • their present classroom assignments. _.: • CONCLUSION & T'IlKLLINE The Departmem has already developed a curriculum for the new anti-drug program to be administered in the elementary schools. The program will be presented to School Superintendent Dr. Mimi Hennessy at the end of June 2004. With Dr. Hennessy's approval, we.expect to begin presentations of the new format with the beginning of the 2004-05 school year in September. The restmcturing concept will be implemented with the conclusion of this year's D.AR.E. classes and the Community Services Bureau will be operational for "rapid response and special problems," as early as the middle of duly 2004. ~J •