HomeMy WebLinkAboutJuly 1, 2004A G E N D A
Arcadia City Council
and
Redevelopment Agency
fNO~R+oaeT>:~~~~01 Meeting
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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
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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
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•
(ATTACHMENT A)
.LOS ANGELES COUNTY PUBLIC SAFETY
AND HOMELAND SECURITY SALES TAX INITIATIVE
Written Statement for Initiative
by Sheriff Leroy D. Baca
PURPOSE OF INITIATIVE:
The State budget crisis has resulted insignificant reductions of public safety services. Unfortunately,
the situation appears to be worsening with legislators orchestrating a tax increase to address the
State's financial woes. 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
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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 $100 if the jockey silk needs to be repainted., The
maintenance schedule will vary depending upon sun and rain exposure but will probably be
required every 5 years. (The plaques could also pose a potential liability for slipping and tripping
on the sidewalks which would be addressed by proper installation, maintenance, and insurance.)
Mr. Siberell also suggested the fabrication and installation of informational directories (similar to
.kiosks) at key intersections along Huntington Drive. The directories are proposed to provide an ,
explanation of the "theme" behind the plaques. At this time, the cost to fabricate and install these
directories is unknown.
Pat Malloy has reviewed this concept and has indicated that he would not recgmmend the use of
City crews to install or maintain the plaques.
Potential sponsorship df the plaques by business owners, City clubs and organizatiohs, jockeys,
trainers, horse owners, etc. may serve as another funding source. The Agency also has funds
available to contribute depending upon direction from the Agency Board. The Chamber of
Commerce, the Santa Anita Race Track, and the Arcadia Business Association support the
concept and have played active roles in its creation.
.. At this time, the Chamber and the Race Track want to know whether the City Council has any
interest in this concept, and whether the City or the Agency could possibly contribute any "seed
money" for the project to begin.
'~ ~ ,A1~L"I'A ~II`~'A ,~~DICAP
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'"°°RP~~T$~~~°°' 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~
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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
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~..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
•