HomeMy WebLinkAboutStudy Session – Presentation Regarding the Local Agency Form �� ernm for the Cortese-Knox-Hertzberg Local Gov-
• ernment Reorganization Act of 2000(CKH Act),
an act that mandates greater independence for
.After World War II,California experienced dramatic LAFCOs and further clarifies their purpose and mis-
growth in population and economic development. sion.
With this boom came demands for housing,jobs, In response to both the passage of the CKH Act A publication of
and public services.To accommodate these demands,
P and local needs to address certain service provision CAI-,CO
the state approved the formation of many new local issues,San Francisco LAFCO was formed in 2000.
government agencies,often with little forethought Today,there is a LAFCO in each of California's 58
as to the ultimate governance structures in a given counties.
region.The lack of coordination and adequate plan-
The California Association
1 ning led to a multitude of overlapping,inefficient
jurisdictional and service boundaries and the prema- Objectives Of
titre conversion/loss of California's agricultural and Local Agency Formation Commissions
To Encourage the Orderly Formation of
open-space lands. Local Governmental Agencies
` Recognizing this problem,Governor Edmund G. LAFCOs review proposals for the formation of new
Brown,Sr.appointed the Commission on Metropoli- local governmental agencies and for changes in the To learn more about LAFCOs
tan Area Problems in 1959.The Commission's charge and to obtain contact information
organization of existing.agencies.There are 58
was to study and make recommendations on the for each LAFCO,we invite
LAFCOs working with nearly 3,500 governmental you to visit.
"misuse of land resources"and the growing com- agencies(400+cities and 3,000+special districts). y
plexity of local governmental jurisdictions.The Agency boundaries are frequently unrelated to one http://www.catako.org
Commission's recommendations on local govern- another and sometimes overlap at random,often lead-
mental reorganization were introduced in the Legis- ing to higher service costs to the taxpayer and gen-
lature in 1963,resulting in the creation of Local
m eral confusion regarding service area boundaries.
Agency Formation Commissions,or"LAFCOs,"op- LAFCO decisions strive to balance the competing
erating in each county except San Francisco, needs for efficient services,affordable housing,eco-
From 1963-1985,LAFCOs administered a compli- nomic opportunity,and conservation of natural re-
cated series of statutory laws and three enabling acts— sources.
the Knox-Nisbet Act,the Municipal Organization To Preserve Agricultural Land Resources Photographs courtesy of Betsy Malloy at
Act(MORGA),and the District Reorganization Act, http://gocalifomia.about.com.
Confusion over tlme application of these laws led to a LAFCO must consider the effect that any proposal (c)2002 by Betsy Malloy,licensed to
reform movement that produced the first consoli- will have on existing agricultural lands.By guiding About.com,Inc.
dated LAFCO Act,the Cortese-Knox Local Gov- development toward vacant urban land and away Used by permission of About.com,Inc.,
ernment Reorganization Act of 1985.In 1997,a new from agricultural preserves,LAFCO assists with the which can be found on the Web at
call for reform in local government resulted in the preservation of California's valuable agricultural re- www.aboeserve.
formation,by the Legislature,of the Commission
sources, All rights reserved
P on Local Governance in the 21st Century.After many To Discourage Urban Sprawl
months canvassing the state,the Commission rec Graphic design elements crafted by
ommended changes to the laws governing LAFCOs Urban sprawl can best be described as irregular and nantelle Bats of orange county LAFCO.
in its comprehensive report "Growth Within disorganized growth occurring without apparent de-
Bounds."These recommendations became the foun- sign or plan.
This pattern of development is characterized by services are provided efficiently and economically The purpose of the sphere of influence is to Adoption of Local Policies
the inefficient delivery of municipal services(e.g„ while agricultural and open-space lands are protected, ensure the provision of efficient services while Each LAFCO may adopt local policies to appropri-
police,fire,water,and sanitation)and the unneces- To better inform itself and the community as it seeks discouraging urban sprawl and the premature atelysary loss of agricultural resources and open space to exercise its charge,each LAFCO must conduct conversion of'agricultural and open space lands must administer the CKH Act in its county. LAFCOs
dpooh-
lands.By discouraging sprawl,LAFCO limits the service reviews to evaluate the provision of munici- by preventing overlapping jurisdictions and must act in accordance with any locally adopted poli-
tnisuse of land resources and promotes a more effi- pal services within its county, duplication of services. Commissions cannot aes.
cient system of local govemmental agencies. tell agencies what their planning goals should be.
Rather,on a regional level,LAFCOs coordinate Public Involvement
Authority the orderly development of a community by
�Com_posjtion reconciling differences between agency plans
Boundary Changes so that the most efficient urban service arrange- Citizens are welcome and encouraged to attend regu-
7ne composition of LAFCO varies from county to CAFCOs regulate,through approval or denial, ments are created for the benefit of area resi- lar LAFCO meetings and state their views during
county.Nearly all LAFCOs are composed of two the boundary changes proposed by other pub- dents and property owners. public hearings on proposals before the Commis-
members from the Board of Supervisors and two lic agencies or individuals.LAFCOs do not have Commis-
sion.In addition,the meetings provide an excellent
P Service Reviews opportunity for citizens to familiarize themselves with
members from the city councils in that county.Many the power to initiate boundary changes on their
corrunissions also have two members from the inde- own,except for proposals involving the disso- Service reviews were added to LA Act
in man- the growth,development,and ofth uric meeting
ag n-
pendent special districts in that county.In turn,these lution or consolidation of special districts and date with the passage of the ens Act u y de- sues facing their county,Copies of the meeting d by
members select a representative of the general pub- the merging of subsidiary districts. A service review is a comprehensive study de- das,minutes,and staff reports can be obtained by
signed to better inform LAFCO,local agencies, contacting the county's Local Agency Formation
lic—an individual who is not seated on any elected Typical applicants might include: and the community about the provision of Commission office.
body.For each category represented on LAFCO, municipal services. Service reviews attempt to
there is an alternate member.Alternate members may Individual homeowners requesting annex- P p
y ation to a sewer district due to a failing capture and analyze information about the gov-
attend LAFCO meetings and participate in the dis- ernance structures and efficiencies of service CALAFCO
cussion of items,but the only vote on items when a septic system.
Y Y providers and to identify opportunities for
regular member from their category is absent. • Developers seeking annexation to cities in
g g �' greater coordination and cooperation between founded in 1971,the California Association of
Through special legislation,some LAFCOs,includ- order to obtain urban services for new providers. The service review is a prerequisite
ing Los Angeles,Sacramento,Santa Clara,and San housing.` to a sphere of influence determination and may LAFCOs(CALAFCO)is an organization dedicated
Diego,have reserved a seat on the Commission for a • Cities wishing to annex pockets of unincor- also lead a LAFCO to take other actions under to assisting member LAFCOs with technical re-
representative from the county's major city, porated land,or"islands,"located within its authority. sources that otherwise would not be available.The
their borders in order to avoid duplication Association provides statewide coordination of
Each agency that is eligible to have one of its offi- p Initiation of Special District Consolidations LAFCO activities,serves as a resource to the Legis-
cials seated on the Commission must contribute to of services with the county, As of July 1,1994,LAFCOs have the authority lature and other bodies,and offers a structure for
the LAFCO budget.The amount of this contribu- Sphere of Influence Studies to initiate proposals that include the dissolu- sharing information among the various LAFCOs and
tion is determined by statute and vanes in each county. tion or consolidation of special districts or the other governmental agencies.
.In 1972,LAFCOs were given the power to deter- merging of existing subsidiary districts.Prior to
mine spheres of influence for all local governmental initiating such an action, LAFCO must deter- The Association is governed by the Executive Board
agencies.A sphere of influence is a planning bound- mine that the district's customers would ben- composed of fifteen(15)LAFCO Commissioners:
ary outside of an agency's legal boundary(such as efit from the proposal through adoption of a four city members,four county members,four spe-
Each LAFCO is responsible for coordinating logi- the city limit line)that designates the agency's prob- sphere of influence or other special study, cial district members,and three public members.
cal and timely changes in local governmental bound- able future boundary and service area.Factors con- CALAFCO staff consists of an Executive Director,
aries,conducting special studies that review ways to sidered in a sphere of influence review focus on tireOut of Agency Service Agreements
Executive Officer,and Legal Counsel,plus a num-
reorganize,simplify,and streamline governmental current and future land use,the current and future Cities and districts are required to obtain ber of other support positions. The membership of
structure,and preparing a sphere of influence for need and capacity for service,and any relevant com- LAFCO's approval prior to entering into contracts CALAFCO consists of 56 of the 58 LAFCOs, as
each city and special district within its county.The munities of interest.With the passage of the CKH with private individuals or organizations to pro- well as a number of associate members from agen-
Commission's efforts are directed toward seeing that Act,spheres are reviewed every five years. vide services outside of the agency's boundaries, cies and organizations throughout California.
/3�AS
LOCAL AGENCY FORMATION COMMISSION � �
Composition of the Commission
12 Civic Center Plaza,Room 235 • Santa Ana,CA 92701
• (714) 834-2556• (714) 834-2643,Fax•www.orange.lafco.ca.gov
CITY: COUNTY:
Robert Bouer, Vice Chair Bill Campbell
City of Laguna Woods Board of Supervisors
24264 El Toro Road 10 Civic Center Plaza
Laguna Woods, CA 92653 Santa Ana, CA 92701
Phone: (949) 639-0500 Phone: (714) 834-3330
Fax: (949) 639-0591 Fax: (714) 834-2786
Peter Herzog Tom Wilson
City of Lake Forest Board of Supervisors
23161 Lake Center Drive 10 Civic Center Plaza
Lake Forest, CA 92630 Santa Ana, CA 92701
Phone: (949) 859-3309 Phone: (714) 834-3550
Fax: (949) 830-6232 Fax: (714) 834-2670
Patsy Marshall,Alternate James W. Silva,Alternate
City of Buena Park Board of Supervisors
6650 Beach Boulevard 10 Civic Center Plaza
Buena Park, CA 90620 Santa Ana, CA 92701
Phone: (714) 562-3750 Phone: (714) 834-3220
Fax: (714) 562-3506 Fax: (714) 834-6109
SPECIAL DISTRICTS: PUBLIC:
Arlene Schafer Susan Wilson, Chair
Costa Mesa Sanitary District Orange County LAFCO
P.O. Box 1200 12 Civic Center Plaza, Room 235
Costa Mesa, CA 92628-1200 Santa Ana, CA 92701
Phone: (714) 754-5043 Phone: (714) 834-2556
Fax: (714)432-1436 Fax: (714) 834-2643
John Withers Rhonda J. McCune,Alternate
Irvine Ranch Water District 1973 Newport Blvd., #20
15600 Sand Canyon Avenue Costa Mesa, CA 92627
Irvine, CA 92612 Phone: (714) 834-2556
Phone: (949) 252-8990 Fax: (714) 834-2643
Fax: (949) 252-8911
Charley Wilson,Alternate
Santa Margarita Water District
P.O. Box 2279
Mission Viejo, CA 92690-0279
Phone: (949)459-6601
FOR PUBLIC DISTRIBUTION FAAdmin\Rosters\Commissioners Roster PUBLIC.doc
Rev.07/19/2005
HACH, CA
Orange County Local
Agency Formation
Commission ( LAFCO )
City of Huntington Beach Council
Meeting
August 15 , 2005
Presentation Overview
• What is LAFCO?
• Who sits on LAFCO?
• What are Municipal Service Reviews?
• What are Sphere of Influence reviews/updates?
• What are islands?
• How does LAFCO's process work?
• What does this mean for Huntington Beach?
What is LAFCO?
.............
LAFCO (Local Agency Formation
Commission) is a state mandated agency
that approves:
• Boundary changes to cities and special
districts.
• Formation of new agencies, including the
incorporation of new cities.
• Consolidation of existing agencies.
• Municipal Service Reviews (MSRs) -
regional studies
• Spheres of influence
3
Who Sits on LAFCO?
0 7 Commissioners
. 2 Supervisors
. 2 City representatives
. 2 Special district representatives
. 1 Public Member
. 4 Alternates
What are Municipal Service
Reviews ( MSRs )?
� New state-mandated special studies
o Orange LAFCO's Approach
• Focus on services and boundaries
. Address future growth, challenges, and change over 10 to
15 years
. Opportunity to collaborate, educate and share information
• Develop creative and innovative options, opportunities, and
solutions to service, infrastructure and governance
challenges
Is
What are Spheres of Influence
(Sols )?
* Ultimate probable boundary of an agency
. Physical boundaries
. Service area
LAFCO's long-range planning tool
. Annexations
* Legislative mandate to review/update
every 5 years in conjunction with MSRs
What Are Islands?
9 Unincorporated area
. Substantially surrounded by a city
. Within a city's SOI
. Receive services from County of Orange
. Included within small islands program
. Government Code Section 56375.3
How Does LAFCO's Process
Work?
Initiated by resolution or petition
Application and fees
Staff report with terms and conditions
Public hearing at LAFCO
• Protest period—protest by landowners or
registered voters
• Recordation
Typical time-4-6 months
What does this Mean for the City
of Huntington Beach ?
Areas addressed during MSR and SOI
. Bolsa Chica
oDeveloped portion
oRemainder
. Unincorporated island within City's Sol
(approx. 41 acres)
. Sunset Beach-(approx. 83 acres) — not in the
City's Sol
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01
.Aim
A TEN-YEAR REVIEW OF HUNTINGTON BEACH
1992 —2002
RALPH BAUER
Many events have occurred in Huntington Beach in the last ten years that have helped it
move from what at one time was a sleepy tittle beach town where records tended to be
kept"on the back of an envelope"to a sophisticated city among America's 100 or so
largest. Huntington Beach today is an organization where time lines, deadlines, regular
progress reports on important projects, and written goals and objectives have become
routine. What is more, an entrepreneurial spirit has been engendered. The sum total of
all of these activities makes Huntington Beach today one of the best-managed cities in
the United States. The summary below illustrates not only the level of sophistication,
but also shows the city's responsiveness to the realities of today's society. Many abhor
the urbanization that has been thrust upon us. However, this urbanization is the natural
result of people wanting to live in a desirable area. The most effective way to deal with
urbanization is to manage it—not fight it. Fighting it is useless because the economic
factors in a capitalistic system are more powerful than any countervailing force.
Management of urbanization, of course, includes preservation of open space and
Huntington Beach has been at the forefront of this in helping preserve over 1200 acres
of Bolsa Chica wetlands, purchasing of land to preserve 356 acres of Central Park, and
the purchase of much parkland and other environmentally sensitive habitats.
The many events of the last ten years suggest that this may be among the most
significant period in the city's history. All have participated in forming these events.
Some events have occurred due to staff actions, some events have occurred due to
elected officials, some events have occurred due to the citizenry, and some events are
just fortuitous.
In evaluating city performance against the activities of private industry as well as many
other cities, the city receives high marks as shown by"The Best"awards in many
categories shown in the body of this report. Meanwhile, the city has adopted budgetary
disciplines, weathered the county bankruptcy, and continued to provide core services in
an exemplary fashion.
Critics of the city mention poor economic growth, rundown venues, high government
expenses, poor land use decisions, and overpaid employees. The body of this report
shows the critics to be wrong: many new businesses and over 5000 jobs have been
added; the city services are cost-effective and the city has the lowest per capita number
of employees of the 100 largest U.S. cities; land use follows an award winning General
Plan developed with substantial citizen input; the total compensation of employees is
not the highest in Orange County, but is somewhere in the middle of the upper half of
significantly competitive cities; and the practice of"spiking" has been stopped. It should
be noted that the city is highly credit worthy as evidenced by their bond rating of AA.
There has been a substantial increase in both sales tax and transient occupancy tax to
offset state take-away of$8,000,000 annually.
1
Since Proposition 13 was enacted, municipal financial support for critical services has
decreased substantially. This has occurred since Proposition 13 gave the State
Legislature the authority to use property tax dollars in whatever manner they choose.
Thus, in recent years, the State Legislature has taken property taxes to fund non-
municipal activities rather than raise funds in other ways to fund these non-municipal
activities. In Huntington Beach, this loss has amounted to about $8,000,000 annually
for the last nine years. There has, however, been a benefit in that cities must budget
more carefully for services to maximize cost-effective delivery. This is, of course, done
every year so the process tends to be self-correcting. It is important to note that the tax
rate in Huntington Beach has declined in the last 10 years due to paying off bonds and
self-funding employee retirement with General Fund revenues.
Tight budgets have lead to other money-seeking practices. One of these is pursuing
entrepreneurial activities, all of which are summarized in the body of this report.
Another is the fiscalization of land. Unfortunately, this has lead to land use planning
that is not always acceptable to all of the community. Improved income to the city via
increasing sales taxes and transient occupancy taxes, however, has been beneficial.
A third money generating strategy has been the limited and wise use of redevelopment.
Again, this has met with citizen opposition. Nevertheless, over the long term, there will
continue to be substantial income return to the city from redevelopment amounting to
tens of millions of dollars. In addition, blight is removed, visitors serving commercial
enterprises come into being, and as required by state law some affordable housing is
built. Debt generated b t 'g y he caty s redevelopment program is caused in part by an
artificiality of land transfer from the city to the city's redevelopment agency. Such land
or other assets are returned to the city during and at the end of the redevelopment life to
more than settle the debt. For example, the Redevelopment Agency will return $1.8M
to the General Fund in the 2002-2003 fiscal year. Any joint financial effort by the city
and the private partner in a project is full and conservative) financed p p p � y y aced by income
streams of high certainty. The benefit of such a joint project continues long after the
redevelopment agency goes out of existence and all debt is paid off. The
redevelopment projects in the last 10 years have addressed only vacant and
underutilized commercially zoned land. Eminent domain has not been used.
2
To give a flavor of financial successes the city has experienced to offset the $8,000,000
loss in property tax taken by the State Legislature, some income data are given below:
Income in Millions of Dollars
1992 2000
Property Tax 27.7 34.0
Sales Tax 16.0 25.1
Transient
a t Occupancy Tax 0.9 1.8
Parking 0.8 1.7
City Rentals 0.2 0.35
Bus Shelters and Benches 0.03 0.6
Coca Cola Contract 0 0.3
Grants 1.5 16.7
Jail Rental 0 0.9
Fire Med 3.3 4.5
Years 2000—2009 ears 2002-2003
In the final analysis, a report card on the quality of the city depends on how people vote
with their pocketbook. The steadily increasing housing prices in Huntington Beach in
the face of a sharply declining stock market and low bond interest suggests that people
want to live in Huntington Beach because it is a desirable place to live. Interestingly,
existing residents purchased about 50% of all the more expensive new houses in
Huntington Beach. The enclosed summaries are indicators of how elected officials,
staffs, and residents have contributed to this desirability. The citizens may not like the
City Council but they like living in Huntington Beach because of what local government
has accomplished.
This report lists accomplishments by the City Council and by all 13 departments. It
should be noted that many of the items shown have a long and sometimes complex
story associated with them. These stories can be elicited from the departments
involved. In the interest of brevity, the details are not included here. It is suggested that
elements of this report be circulated to the public, the media, members of City Boards,
and newly elected City Council Members.
3
i
ADMINISTRATION
1. Lobbying representation in Sacramento and Washington.
2. Active and aggressive grant writing.
3. Receipt of tens of millions of county, state, and federal monies.
4. Employee retirement funded by General Fund, not property tax.
5. Large majority of under-funded liabilities are being funded. New interfund
borrowing eliminated.
6. Outside revenue underwriting for Channel 3.
7. New programming for Channel 3.
8. Your City, Your Issues from Council Members and HB Weekly Report.
9. Report from the Mayor.
10. Quality Improvement Program and other Customer Service Programs.
11. Scheduled management audits of all departments_ Thus far, Police,
Administrative Services, Planning, Building and Safety, City Attorney, City
Treasurer, Public Works, and Community Services have been audited.
12. Upgraded Internet website.
13. City information system available by phone on a 24/7 basis, Community
Connection Newsletter on Internet, and The Sands.
4
* ADMINISTRATIVE SERVICES
1. Consistency in Memoranda of Understandings (MOUs)with past practices, work
rules, and state and federal law.
2. Evaluation of real estate assets for disposition and/or improved financial return.
3. Vehicle Utilization Plan.
4. Upgrade of computer and data processing system, thereby increasing productivity
and enhancing record keeping-
5- Changed Personnel Board selection process.
6. New more-efficient payroll system.
7. Risk Management is more selective and thus reducing costs.
8. Two-year budget.
9. Fiscal year—October 1 to September 30—to better anticipate state funds for city.
10. Five-year financial plan.
11. improved bus shelter and bus bench program resulting in many fold income
increase.
12. Annual review of user fees in budget.
13. Orange County bankruptcy impact dealt with and overcome.
14. New agreements in place or scheduled for all lessees of city property to increase
income.
15. Spiking stopped.
16. New Department Heads are all at-will employees.
17. Employee classification study.
18. Established a reserve of 7% of the General Fund Budget.
5
BUILDING AND SAFETY
1. Building inspectors cross-trained for more efficient building inspections.
2. Permitting and plan check process streamlined.
3. Developing Building Permit Internet Access System.
6
CiTY ATTORNEY
1. Created the Administrative Citation Program
2. Developed and streamlined the City's contract processing
3. Zagustin: Eliminated nuisance house.
a. Expanded nuisance ordinance to provide city with greater enforcement tools.
b. Spearheaded development of Nuisance Task Force
4. Legai Affairs/Settlement Committee: To consider, approve and make recommendations
regarding legal issues and cases.
5. McDonnell Douglas: Breach of contract case; recovered 1.35 million dollars.
6. Peck Reservoir. Obtained favorable settlement of Peck lawsuit, resulting in new roof for
reservoir; acquired additional property for Peck Reservoir expansion.
7. CENCO: Successfully prosecuted lawsuit. No more oil tankers offshore from
Huntington Beach.
8. Nude Entertainment: Lead fight against nude entertainment in city. Nude Juice Bar
closed.
I
9. Huntington Harbor Task Force: Address amendments to the Municipal Code to
strengthen code enforcement capabilities.
10. Trench Cut Ordinance: To improve city streets
11. Tort Litigation: Successful defense verdicts on high profile cases (i.e., Haserort—
Schoap)
I
12. Labor/Grievances: Proactive in early intervention in the disciplinary process.
13. Law Library: reduced hard book costs; utilized on-line research tools.
i
14. Lawsuit Status Sheet.
15. Quarterly Lawsuit Status Report.
i
CITY CLERK
1. Establishment of Passport Facility in City Clerk's Office for community's
convenience.
2. Internet access to all City Council records.
3. First City Clerk's Office in State to have Municipal and Zoning Code available to
the public on the Internet and updated as amendments enacted.
4. Establishment of City Clerk's Volunteer Program, which benefits from the talents
and resources of the community.
5. Access to City Council Agendas and Action Agendas on the Internet.
6. Official City Historian appointed by the City Council (retired City Clerk, Alicia M.
Wentworth), logged 10 years of volunteer, city historical work with the
community. Also collaborated on City History Pictorial Book with book signing
ceremony at Barnes & Noble Bookstore, Images of America—Huntington Beach,
California."
7. Worked closely with Veteran's groups in the creation of the Time Capsule for the
Veteran's Memorial.
s
CITY COUNCIL
1. New Boards, Committees, and Commissions formed:
• Children's Needs Task Force
• Community Participation Allocation Board for CDGB fund allocation
• Finance Board
• Investment Advisory Board
• Human Relations Task Force
• Mobile Home Advisory Board
• Public Works Commission
• Settlement Committee liaison
• Specific Events Committee
• Beautification, Landscape, and Tree Committee
• Water Quality Management
• Communications Committee
• Competitive Services Committee
• Economic Development Committee
• Intergovernmental Relations Committee
• Legal Affairs Committee
• School District Liaison Committee
• Southeast Area Committee
• Downtown Task Force and Committee
2. Involvement in many regional organizations:
• Coastal Commission
• League of Cities
• Southern California Association of Government
• Orange County Council of Governments
• Integrated Waste Management Commission
• Citizens Advisory Committee to the Orange County Transportation Authority
• Santa Ana River Flood Protection Agency
• Orange County Sanitation District
• West Orange County Water District
• Public Cable Television Authority
• Orange County Harbor, Beaches, and Parks Commission
• Founded West Orange County Cities Association
• Founded California Coastal Coalition
• Orange County Coastal Coalition
• Leader of West Orange County Light Rail System
3. Wrote and adopted Human Dignity Statement that was also adopted by the
Orange County League of Cities and the State League of Cities.
4. Formation of Greater Huntington Beach Interfaith Council.
5. Formation of Tree Society.
9
City Council (continued)
6. Mayor's Award for outstanding employees.
7. Mayor's Breakfasts for community.
8. West Orange County Light Rail project in planning stages.
9. Oakview collaborative
10. Civic Center artwork transported from Seacliff Shopping Center.
11. Community Clinic expansion.
12. Goals, objectives, and priorities adopted by Council and all departments.
13. Logging and follow-up of citizen complaints.
14. Veterans Memorial.
15. Council ethics, election reform and gift ban ordinance adopted.
16. Adoption of four-hour rule for Council requests.
17. AES pollution and operation control contract enacted with State, South Coast Air
Quality Management District (SCAQMD), and AES.
18. AES Beautification Plan adopted.
19. Sanitation Plant Beautification Plan adopted.
20. Founded California Coastal Coalition
21. Received many awards including:
• America's safest city
• Best California city for business
• Best city for raising children
• Best city for women
• Best Central Park
• Best pier
• Best parade
• Best beach with an "A"for cleanliness and no pollution
• Best auto boulevard
• Best city in which to live in Orange County
22. Bolsa Chica wetlands - purchased, saved, and restoration plan in place to begin in
2003.
23. Council Outreach Program to five areas on five different Saturdays.
24. Public Comments put early on the Council Agenda.
25. Outdoor dining and kiosk ordinance.
26. Year 2000 celebration.
10
City Council (continued)
27. Ordinances on graffiti, aggressive panhandling, and wild parties.
28. Transportation Center at Golden West College.
29. Bus connection to Blue Line.
30. Sponsorship of Southern California Rail Symposium.
31. Anti-smoking ordinance.
32. Tree City USA designation.
33. Conference and Visitors Bureau reorganized.
34. Received many awards from the Orange County Human Relations Commission.
35. Sanitation District 301 h Waiver application eliminated.
36. Shopping cart pick-up program.
11
CITY TREASURER
1. Improved billing and collection resulting in substantial income increases.
2. Improved investment strategies.
3. Selection of banking services by competitive bid.
4. Selection of collection agency by competitive bid.
5. Investment Advisory Board.
6. Updated computer and data processing.
7. Addition of$1 million AES Power Plant property tax to the city vs. countywide
distribution of these taxes.
12
COMMUNITY SERVICES
1. Pier Plaza.
2. South Beach Improvement— Phase l complete; Phase 11 started with new
Lifeguard Headquarters and new Jr. Lifeguard building to be built_
3. New Tower Zero.
4. Ruby's, Dukes, and Chimayos built and returning income to the city.
5. Lifeguard trucks donated by Chevrolet.
6. Pier Plaza Summer Concerts.
7. ATM machine at Pier Plaza returning substantial funds to the city.
8. -Art in public places are a part of business and housing entitlements.
9. New Art Center built.
10. Sports Complex in Central Park with eight softball fields overlaid with soccer fields
and parking for 850 cars. Contaminated land is cleaned up.
11. Special Events Committee in place.
12. Band concerts in Central Park.
13. School field use coordination.
14. New man on lights sports fields.
9 Y Po
15. New Huntington Beach High School pool.
16. City gym and pool rebuilt.
17. New beach maintenance yard_
18. Shipley Nature Center upgrade.
19. Urban Forest started.
20. Central Park Master Plan complete.
21. New RV Park to be built.
22. Parking structure financially self-sufficient.
23. New Senior Center concept complete.
24. Many new buses for senior citizens.
25. Gun range taken back and clean-up plan in process with financing planned.
26. Many new parks purchased and developed.
27. New Tot Lot equipment in all parks in compliance with federal safety rules.
28. Annual youth sports grant program.
13
Community Services (continued)
29. Seapoint and PCH beach access.
30. Linear Park started.
31. Cultural Master Plan.
32. Coca Cola agreement in place netting $600,000 annually to the city.
33. New beach railings.
34. Pacific Coast Marathon and many new beach events.
35. Doggie Beach and Doggie Park.
36. Land acquisition by Huntington Beach Conservancy.
. 37. River Park being planned and enhanced.
38. City Store in place.
39. Frisbee golf field.
40. Equestrian events to raise money for Art Center.
41. Equestrian Center upgrade and new contract.
42. Quimby Act fees enacted to reflect true cost of land acquisition.
43. Film and photograph coordination; permitting and fee structure in place.
44. Central Park bandstand.
45. Huntington Harbour fees, docks, live-aboard, and dredging ordinances begun.
46. $3.5 million Meadowlark Golf Course renovation
47. Beach Public Services Center
48. - Simple Green/local civic groups winter beach cleanup program
49. Coastal Commission/City Beach Clean Up Days
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c
ECONOMIC DEVELOPMENT
1. Addition of an estimated 5,000 jobs
2. HCD approved Housing Plan including affordable housing as required by state
law. Completion of 37 affordable housing projects, creating 1,032 affordable
units. An additional six projects are currently underway, which will provide 465
new affordable units.
3. Formation of Red Team with regular meetings for business attraction
4. New projects in place or being built"
-- Plaza Almeria -- Huntington Beach Mail-Bella Terra
-- Hyatt Hotel -- Magnolia/Adams Rehab
-- Blocks 104/105/CIM-The Strand -Wal*Mart
--Peninsula Shopping Center - South Beach Improvements with
pedestrian bridge over PCH.
- The Fountains Senior Project-271 - Bowen Court Senior Project-20
units units
5. Boeing McDonnell Douglas Industrial area master planned with the following new
businesses in place: Cambro, Dynamic Cooking, Airtech, C & D Aerospace, DIX
Metals, Extended Stay Hotel, Konica, Sharp, Pacific Shoes and Morgan Metals.
Second phase assisted with Community Facilities District, currently marketing
phase.
6. Reader board for Beach Boulevard of Cars with new dealers and expansion of
existing dealers. New dealers included: Daewoo, Hummer, Nissan, KIA,
Hyundai, Mitsubishi. Voted "Best Auto Mall" by Orange County Register for three
years in a row.
7. Former Weiser Lock building converted into the West County Commerce Center
by Sares-Regis with new businesses including: Quiksilver, Gibo-Kadama Chairs,
Creative Teaching Press, Boeing, Purcell Murray and Thermador
8. Edinger Corridor Economic Development Action Plan and Specific Plan - three
public workshops held and documents are near completion.
9. Regular business outreach and visits
10. Hotel Association formed/Hotel/Motel Business Improvement District approved,
increasing marketing of Huntington Beach, CA 92648 as overnight destination
with $350,000 additional not paid for with City funds. Nineteen hotels/motels
working together to promote the City. BID facilitated by City.
11. Restaurant Association formed
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Economic Development (continued)
12. CPH concept plan for 31-acres and Hilton submitted
13. Town Square Project put into receivership and sold
14. Small Business Assistance Center. Small business seminars by Chamber of
Commerce. Fully booked —one-on-one counseling for businesses each week.
15. Annual Economic Development Conference with Chamber
16. Annual kick-off with Chamber
17. Adoption of a new redevelopment project area: Southeast Coastal
Redevelopment Project.
18. Approve extending the ability of the Redevelopment Agency to incur debt for the
Huntington Beach Project providing additional flexibility in scheduling projects.
19. Obtained a $2 Million BEDI Grant for the Hyatt project (Brownfields grant from
HUD that also assists in creating jobs).
20. Used the Section 108 loan program from HUD to accomplish historical
rehabilitation of the City Gym & Pool and to assist the Agency with lower cost
financing in the Hyatt project under Economic Development/Job Creation.
21. Launched the Economic Development Web page: www.hbbiz.com.
22. Won the California Redevelopment Associations'2002 Award for Excellence in
the mixed-use category for the Plaza Almeria project.
23. Beach Boulevard Median Landscaping complete.
24. Since 1993, the Cityhas allocated over$2.47 million in Redevelopment Agency
P 9 Y
funds and over$4 million in HOME funds for acquisition and rehab of over 80
affordable housing units in the Oakview Enhancement Area alone.
25. Almost 200 single-family housing rehabilitation loans to preserve affordable
housing stock.
26. Almost $1 million/year in CDBG funds for infrastructure and capital improvements
throughout the City.
27. Over $250,000/year in CDBG funded public service activities.
28. Formation and implementation of Huntington Beach Collaborative.
29. Community Job Center.
30. McDonnell Douglas acquired by Boeing.
16
t
FIRE DEPARTMENT
1. New Seacliff Fire Station.
2. Paramedic services improved.
3. New response times adopted.
4. Fire Med Program in place.
5. New fire equipment.
6. Repairs in older fire stations.
7. Aggressive safety inspection program.
8. New Fire Codes.
9. Opticom System for signal preemption at busy intersections thus improving
response time.
10. Emergency Operations Center upgraded and practice sessions held.
11_ Disaster preparedness plans in place and simulated disaster events took place.
12. Aggressive clean up of oil operations.
13. Clean-up program in Holly-Seacliff-with agreement to be signed by Chevron,
PLC, and city.
14. MTBE clean up being monitored and importance emphasized to oil companies
and Orange County Health Department.
15. Fire works banned.
16. Level it Insurance Service Organization Rating that reduces homeowners fire
insurance rates.
17. Hazmat program upgraded.
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LIBRARY
1. Teleconferencing.
2. Library expansion completed which included a new auditorium and largest
Children's Library in the west.
3. Oakview Library opened with tutoring and homework.clubs in place.
4. Book budget increased.
5. Library open every day.
6. Library parking lot expanded.
7. Rental of facilities improved with increased income to Library.
8. Concourse d'Elegance car show for fund raising.
9. Friends of the Children's Library founded.
10. Concert program in place.
11. Three art display venues in place.
12. Computer system in place.
13. Non-resident Library fee in place.
14. Genealogy Library added.
15. Playhouse contract renegotiated.
16. Aggressive room rental program.
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PLANNING
1. New prize winning General Plan including all optional sections included
New Urban Design Guidelines
2. Zoning brought into conformance with General Plan
3. Successor to Chevron, PLC, has nearly completed one of the largest home
building projects in city history. The entitlements allowed 4,400homes. Only
about 2,400 homes have been or will be built thus reducing traffic
4. Ascon-Nesi site problems identified and the State Department of Toxic
Substance Control-is requiring a clean-up plan to be implemented
5. Oil production along Pacific Coast Highway between Goldenwest and Seapoint
is master planned for future use as required by the Coastal Commission
6. The"White Hole„ area between Beach and Newland along Pacific Coast
Highway is being resolved with the wetlands being preserved and commercial
area to be upgraded
7. The 31-acres north of the Hilton is the subject of a preliminary proposal from the
CPH Corporation. The proposal calls for commercial on the front and housing
on the back of this acreage
i
8. Neighborhood Enhancement Program
9. Upgraded code enforcement
10. Downtown Parking Master Plan approved by Coastal Commission
11. In-Fill Ordinance in place
12. New Landscape Ordinance in process
13. Building Standards (Division 9) upgraded
14. New projects in place or being built:
• Standard market replacement—Zeidan Brothers
• Expo Design
• Home Depot
• Wal-Mart
• Lowe's
• Five Points rehab
• Brookhurst and Adams rehab
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i
POLICE DEPARTMENT
1_ New towing ordinance
2. Community Oriented Policing
3. Two new no-tail rotor helicopters
4. Jail Rental Program for inmates and other arrestees
5. America's Safest Large City for 10 years
6. Job Center for day laborers
7. Fourth of July civil unrest problem eliminated
8. New Police Substations
9. 800 Megahertz county-wide communications system
10. New more modern computer system
11. Crime lab modernization
12. Retired Senior Volunteer Police
13. Massage Parlor Ordinance
14. Improved dispatch
15. Nuisance House Task Force
16. Anti-Crime Coalition
17. Updated Neighborhood Watch
18. Citizen Police Academy
19. One of USA's Safest Cities
II
20
PUBLIC WORKS
1. Water Master Plan complete and funded.
2. Sewer Master Plan complete and funded.
3. All streets slurry sealed every 7 years, which saves in paving costs.
4. Curb, gutters, and sidewalk priority system.
5. Tree Management Plan.
6. Comprehensive infrastructure needs assessment completed with substantial
citizen input- costs determined and strategies determined.
7. Charter Amendment committing 15%of the General Fund annually to
infrastructure with Public Works Commission oversight.
8. Computer controlled traffic system in place and expanded.
9. Full implementation of ultra low wattage traffic lights saving 90% of electric costs.
10. Battery backups for signals at key intersections.
11. Direct involvement with Orange County Water Board to prevent salt-water
intrusion and maintaining aquifer.
12. Closer involvement with Orange County Transportation Authority(OCTA) and Cal
Trans resulting in increased grant awards for traffic improvements.
13. Attainment of greater than 50% solid waste diversion as required by AB 939.
14. Traffic reflectorized city pavement markers throughout the ci on arterials.
P 9
15. Flood control channels upgraded with county, state, and federal support.
16. New potable water wells.
17. Four new or rehabilitated water reservoirs in place to improve emergency supply
to over 50 million gallons.
18. West Orange County Water District deferred maintenance issue solved.
19. Material Recovery Facility(MRF) in place at Rainbow Disposal.
20. Five-Year Capital Improvement Plan established.
21. Holly-Seacliff Reimbursement District formed for street improvements.
22. Many street widening and improvements for traffic safety.
23. Urban Water Conservation Management Program in effect.
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Public Works (continued)
24. Flood Plain liability reduced.
25. Many new landscaped areas and many trees planted with assistance of Tree
Society.
26. Bluff top erosion addressed and partially funded.
27. CENCO Tank Farm removed and offshore crude transfer anchorage eliminated.
28. Annual Oak View clean up and Cinco de Mayo celebration.
29. Sandbag Filling Program during rainy season.
30. Huntington Harbour bulkheads.
31. Seismic retrofit of all bridges.
32. Trench Cut Ordinance.
33. Graffiti, shopping cart, and pothole hot lines.
34. Banning Bridge connecting SEHB residential areas to/Costa Mesa threat
eliminated.
35. Street sweeping citywide every two weeks in response to the Federal Clean
Water Act requirements.
36. Urban run-off diversion helping to reduce beach postings by removing surface
water from shoreline.
37. Comprehensive urban run-off strategy being developed with Water Quality
Management Plan.
38. Many medians landscaped including Beach Boulevard, Warner Avenue,
Golden West, and Edwards Street.
39. Street paving strategy.
40. Capital project expenditures on infrastructure for fiscal year 2002-2003 amounts to
$110.8 million. This is the largest such program in city history and is supported by
grants, funds in place, and dedicated income streams. The expense represents
30% of the total budget and is larger than employee salaries and benefits. The
latter amounts to $104.0 million or 28% of the budget.
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