COMMUNITY SERVICES DEPARTMENT
MISSION STATEMENT: To create community and enhance the quality of life in West Covina through people, places, programs and partnerships.

The department offers social and recreational programming, advocacy, child-care, special events and transportation. In addition, the department serves as a City liaison to numerous youth sport groups and community organizations, while helping mediate activities such as community planning, collaboration, and coordination for many capital projects and senior services. Grants management programs are also assigned to the department and include the administration of the Community Development Block Grant (CDBG) Program, the Area Agency on Aging Grant for senior meals, Proposition A and C Local Return funds, and the department is pursuing competitive grants in various community service areas.

In fiscal year 2005-06, the department will use federal and local monies, fees, grants, and General Fund resources to provide approximately $5.4 million dollars in services. The department employs 16 full-time staff and 43.39 full-time equivalents and part-time staff to provide the many programs and services offered to the community, and to manage the appropriate expenditure of this budget.

A continuing emphasis for the department is to advocate for the importance of community services to the quality of life in West Covina; and to maximize services by partnering with school districts, other government agencies, community-based organizations, volunteers and the business community. The department operates 1 senior center, 5 licensed day cares, 3 community centers, 1 aquatic center, 1 equestrian center, 1 skate park, 1 roller hockey center and 29 athletic facilities. Staff strives to involve the whole community in their programs and activities to enrich people's lives at all ages.

The General Fund subsidizes 15% of the department budget. In fiscal year 2005-06, the department will utilize federal and local monies, fees, grants, partnerships and General Fund resources to provide approximately $5.4 million dollars in services. The department has 56.88 FTE of which 16 are full time. The majority of the positions are part-time and seasonal, providing comprehensive job training and career development opportunities for diverse ethnic and economic groups throughout the community.

In order to further integrate services for all residents, the department addresses youth, seniors, and disability issues, as well as homelessness, housing, transportation, and low-income assistance. This is accomplished by continuing to monitor the progress of existing programs/services.

The department is divided into two divisions: recreation services and community services. General administration provides oversees and supports the divisions.

RECREATION SERVICES DIVISION
The purpose of the Recreation Services division is to create community through people, parks and programs. Division staff is responsible for planning, developing, coordinating and implementing a variety of leisure activities, such as youth and adult sports, aquatic programs, fitness, cultural, dance and art classes, nature programs, tiny tot programs and youth assistance program. The division also plans, implements, and monitors a variety of social service programs and activities that foster a viable community. The division carries out its mission by administering the City's Community Development Block Grant (CDBG) program, which funds various programs with the purpose of expanding economic opportunities primarily for low-income persons, working to create a suitable living environment, and proactively seeking to provide services and programming that meet the changing needs of the city's diverse population.

The division works cooperatively with other departments on special projects such as the Master Plans for Galster Park, Cortez Park, Aroma Parkette, City Trails, and administers associated grants. The division also administers Regional Park and Open Space District funds. The division manages contracts and agreements with community user groups, youth leagues, school districts and public recreation operators. The division provides support and scheduling to sport leagues. It also collaborates with the maintenance division and the building division of the public works department for the operations, improvement, and maintenance of facilities, as well as the City's Capital Improvement Programs (CIP).

The division staff act as a liaison to the Sports Council. The Sports Council meets monthly and is comprised of fourteen (14) volunteer youth sports organizations including: Football, Softball, Basketball, two Soccer and nine Baseball Leagues. Recreation division staff provides a conduit between youth leagues and City/School Districts Maintenance Divisions regarding field safety, repair and maintenance. City staff coordinates all youth league games and practices on ten City and 18 District (West Covina-11, Covina-six, Rowland-one) properties. 4,700 youth participate in sports programs annually.

COMMUNITY SERVICES DIVISION
This division provides a variety of family, cultural, and community oriented programs and events. The division hosts three City-run and eleven Co-Sponsored special events throughout the year. Staff works to increase community participation through event marketing, press relations, and collaboration with a variety of community organizations and non-profit groups which raise funds for various causes such as: Muscular Dystrophy Association (MDA), American Cancer Society, the National Association for the Advancement of Colored People (NAACP), as well as school groups.

In addition, the division oversees five full-service child-care programs throughout the city. On average, 250 children per week are served through child-care programming.

Transportation services are also administered by the division. Specific responsibilities include the management and supervision of Proposition A and C Local Tax Return Funds for Transportation, Recreation and Education Transit, Westco Dial-A-Ride, Metrolink Shuttle and West Covina Shuttle Services with their activities.

This division provides services and programming for West Covina's senior citizens, including case management and a daily nutrition program.

The division staff act as a liaison to the Youth Council.

GENERAL ADMINISTRATION
The primary responsibility of general administration is to direct, oversee, and provide support to all operations of the department. Specific responsibilities include: development and monitoring of the department budget and accounts payable, grant writing, and providing support to the department and Senior Citizens' Commissions.

COMMUNITY SERVICES COMMISSION
This commission was created by the City Council. It is comprised of ten commissioners, two are appointed by each Councilmember, to aid and advise the City Council on matters that pertain to the community service needs of the citizens of West Covina relating to (a) public recreational services, (b) cultural activities and special events, (c) youth services, (d) public transportation, (e) neighborhood and human relations and (f) human rights.

SENIOR CITIZENS' COMMISSION
This commission was created by the City Council. It is comprised of five commissioners, each appointed by a Councilmember, to aid and advise the City Council in the identification of the needs of the senior population of West Covina and recommend policies and programs to meet those needs.

The public can become involved in their community by bringing ideas to the different bodies that provide input to the City Council, such as the Community Services Commission, Senior Commission, Youth Council, Sports Council, and various sub-committees of these bodies. Department staff provides support to these bodies in their effort to assist in the development and evaluation of community service programs and services along with making recommendations to the City Council on policy matters.

COMMUNITY SERVICES DEPARTMENT ORGANIZATIONAL CHART

FY 2004-2005 ACCOMPLISHMENTS

• With four key vacancies in the department, existing staff has continued to maintain service levels to residents.
  
  
• By reorganizing staff, the department has been able to eliminate a vacant limited services Clerk Aide position at the Senior Center. The result is a General Fund savings of approximately $15,000.
  
  
• Streamlined the park reservation program by including program on the Class software, making schedules available to all Class software users.
  
  
• Led the City Council Sub-Committee for the soccer field expansion feasibility. Comprised of City Councilmembers, School Board Members, youth league representatives, City and District staff, the sub-committee's recommendation to expand soccer fields at Orangewood Park was approved for conceptual master planning.
  
  
• Created a city-wide vending machine program estimated to produce $28,000 of new revenue.
  
  
• Created an operation plan for the Cameron Community Center to reach a self-sustaining level within two years of operation. This plan, currently completing the first year is exceeding performance measures.
  
  
• Applied and received a $285,809 reimbursement of Maintenance & Service funds from the L.A. County Park District based on five sport lighting projects working with Finance and Public Works team members. Future annual reimbursement of these five projects is estimated at $45,000 to $50,000.
  
  
• Drafted facility evaluations for 23 facilities and parks to provide an analysis of operations working with Public Works team members.
  
  
• Class software program now provides an online tool for participants to review programs and facilities, register for programs, ask questions of staff; as well as a tool for staff to promote programs through broadcast messages to online participants. Approximately 10% of Recreation Program Registration is processed online.
  
  
• Staff closed out two state Park Bond Grants: Per Capita ($480,000) and Roberti Z'berg ($295,000) for reimbursement on the cost of construction of the Cameron Center. The total grant funds ($775,000) were received this year.
  
  
• Staff initiated reimbursement on a $75,000 grant awarded through the U.S. Department of Housing and Urban Development, Special Development Initiative, for reimbursement on the construction of the Cameron Community Center.
  
  
• The Youth Council partnered with the American Cancer Society to help sponsor West Covina's first annual Relay for Life, a 24 hour walk-a-thon held for the purpose of raising cancer awareness.
  
  
• Youth Council members volunteered at City events and the Summer Lunch Program.
  
  
• Youth Council members relocated meetings from City Hall to the Cameron Center.
  
  
• Youth Council members attended the League of California Cities Annual Conference in Long Beach. They attended several workshop regarding services in cities and career opportunities in local government.
  
  
• The Youth Council coordinated and hosted a decorating shift for the 2005 Rose Float in Pasadena, attracting approximately 25 decorators on the shift.
  
  
• The Senior Nutrition Program anticipates providing approximately 36,000 balanced meals to participants in fiscal year 2004-2005.
  
  
• Staff is working on the development of an extended trail system connecting Los Angeles County's Schabarum, City of Walnut and Galster Park trails. This has been incorporated into the Galster Wilderness Park project.
  
  
• 9,670 meals were served through the 2004 Summer Lunch Program. The program is funded by the US Department of Agriculture. Volunteers were incorporated to keep costs of the program down.
  
  
• Staff collaborated with the San Gabriel Valley NAACP on the sixth annual Martin Luther King, Jr. Celebration in January 2005. This event drew a diverse audience including numerous key local and state legislators. It was praised as one of the biggest tributes to Dr. Martin Luther King in the San Gabriel Valley.
  
  
• Winterfest 2004 attracted over 1,500 participants. Participants enjoyed snow in the large play area and popular sled run. The event included photos with Santa, games, crafts, rides, food and entertainment.
  
  
• The annual Fourth of July event, co-sponsored with the West Covina Elks, was a three-day event and included a carnival, game and food booths, entertainment, and a spectacular stadium show with fireworks and skydivers. With the combined efforts, well over $100,000 was raised and donated to the Muscular Dystrophy Association.
  
  
• The Cherry Blossom Festival was also held for the second time this year in the City of West Covina in May, in conjunction with the Asian American Pacific Islander Appreciation Month.
  
  
• Staff collaborated with a wide variety of community organizations throughout the year to provide other special events for the community, including the City Birthday celebration, Arbor Day, Recycle Day, Filipino Heritage Day, the Japanese Community Center, and the American Cancer Society/Kaiser Permanente 5K Walk.
  
  
• With $550,000 grant funds from the Los Angeles County Metropolitan Transportation Authority and Federal Transit Administration and a $140,000 City match, two buses (DaimlerChrysler SFL200) were purchased. The vehicles were put into service in the shuttle system in fiscal year 2004-2005 and yielded an annual contract savings of $37,500 for the City.
  
  
• It is projected that the Go West Shuttle service will provide 226,312 in passenger riders and the Westco Dial-A-Ride service will provide 28,951 in passenger riders in fiscal year 2004-2005.

FY 2005-2006 GOALS AND OBJECTIVES
Reduce Reliance on General Fund.

• Monitor city-wide vending machine program and look for new revenue opportunities.
• Maximize opportunities for use Maintenance & Service funds reimbursements from the L.A. County Park District.
• Seek sponsorships to offset the cost of events and programs.
• Implement a program to sell ad space in the "Voice" (senior newsletter) to offset the cost of production.
• Staff will work with Personnel to develop and implement volunteer program for the City's programming and facilities to offset staffing costs.

Improve Cost Effectiveness of Fee and Charge Programs.

• Implement bi-monthly meetings with day care site directors to review program expenditures and revenues.
• Implement a monthly of review facility operation plans with site supervisors.
• Provide supervisory staff the authority to reduce part-time hours on a daily basis depending upon shift need.
• Utilize Class Software to broadcast messages to existing customers.
• Identify funding and develop a quality program brochure for distribution.

Increase Program Participation and Event Attendance.

• Establish ongoing contact list of various media through radio, television and print media for press releases.
• Disseminate information through local school districts.

Coordinate the development and acceptance of the Orangewood Park Master Plan Amendment.

• Determine costs.
• Identify and secure funding for improvements.

Coordinate the development and acceptance of the Maverick Ridge Rider Park Master Plan.

• Complete equestrian center feasibility study.
• Secure funding for improvements.

Complete Galster Park Rehabilitation Project.

• Complete Quarterly reports to grantors.
• Submit payment requests to grantors at various stages of project construction.
• Ensure that project is in compliance with grant agreements.
• Submit project completion documents to grantors when project is completed.

Complete Heritage Park Project.

• Submit payment requests to grantors at various stages of project construction.
• Ensure that project is in compliance with grant agreement.
• Submit project completion documents to grantors when project is completed.

Expend CDBG funds in a timely fashion.

• Determine available credit balance.
• Coordinate with other City departments to identify potential projects.
• Determine eligibility of identified projects.
• Proceed with project and expenditure of funds.
• Initiate reimbursement requests and report program income to HUD on a monthly basis.

Expand membership of the Youth Council.

• Work with members to develop and host a recruitment event.
• Conduct a goal-setting session with membership.
• Establish a calendar of standing events in which to partner and participate.

Increase security on the Go West shuttle service.

• Purchase transit security system through MTA grant.
• Implement a monitoring program in which staff will periodically and anonymously ride each line to assess the activity of patrons.

Enhance services to the senior population.

• Develop and implement new fee based programming which is consistent with the results of a recently conducted survey of seniors at the center.
• Expose the local communities to the various programs and opportunities that the senior center offers. Staff will attempt to form partnerships with businesses and other agencies that would be mutually beneficial to all involved.

Recover revenue loss due to discontinuation of the Bingo program.

• Expand Senior Center facility rentals program to include Saturdays.
• Develop and disseminate marketing information regarding program.

Improve appearance and safety conditions of the Senior Center.

• Identify necessary improvements.
• Identify potential funding for the completion of improvements.
• Submit capital improvement requests, as appropriate.

Prepare for increased demand for senior services.

• Collaborate and plan with neighboring communities
• Participate in community discussions, seminars, and other educational opportunities.

Trails Master Plan Project

• Collaborate with Planning, Public Works, and contractor to identify the best alternative for trail connection.
• Collaborate with City of Walnut and Los Angeles County relative to trail connection.
• Contract a consultant for design, once the Master Plan is approved.
• Determine project cost.
• Seek project funding through grants.

PERFORMANCE MEASURES


BUDGET COMMENTS
The Senior Nutrition Program, as well as portions of Senior Fee and Charge programs are substantially funded by donations.

Because of the level of anticipated CDBG program income, which is generated through the Home Improvement Loan Program, the funding available for public service projects and administration has increased, relative to the fiscal year 2005-06 by approximately $75,000 and $100,000, respectively.

The West Covina Food Bank is no longer in operation.

In fiscal year 2005-2006, communication charges of satellite sites previously aggregated and charged to the General Fund have been disseminated and charged to specific programs, as appropriate.

The department seeks to manage Fee and Charge programs to the revenue of respective programs. All programs are continually re-evaluated to insure that the programs are cost effective. Funds should not be expended unless off-setting revenues are anticipated

Currently, there are planned costs, specifically for the Rec N Roll mobile recreational program, that are budgeted against fund 152 (BKK). If it is determined that the fund cannot bear these costs, they will have to be shifted elsewhere.

BUDGET ISSUES
Maintaining service levels with a roll-over budget and rising costs to conduct programs will be a challenge for the department.

The department plans a re-organization and consolidation with the environmental management department. The department has operated with an interim director for the past two and half years. The department has several vacancies in key positions: director, social services manager, administrative analyst II, and administrative aide. A consultant has been hired and is in the process of evaluating the organizational structure of the department and developing a recommendation for a re-organization.

The fiscal year 2005-2006 CDBG Entitlement is approximately $80,000 less that the prior year. On-going costs previously funded by CDBG will be funded from alternative sources or eliminated.

In his proposed Federal Budget, the president has proposed significant cuts to the Community Development Block Grant program (CDBG). If these cuts are made as proposed, our CDBG funded activities will either be funded from alternative sources or eliminated.

The Bingo program that has been conducted at the Senior Center for many years is no longer operating. Staff will expand the Senior Center facility rental program to Saturdays to recover the revenue lost by the closure of the program.

The department is requesting the authorization to hire a limited services Food Service Worker for the Senior Meals program. A grant-funded worker held served in the program for two years. The grant ended and the program is in need of a replacement. Funding for the position is available through CDBG.

There is an increased demand for limited amount of funds available for CDBG Public Service Projects (capped at 15% of the grant). The department will be investigating ways to better leverage these funds by evaluating and monitoring projects to insure that the funds are being expended in the most efficient manner possible, as dictated by HUD's goals and objectives, as well as by the City's Four-Year Consolidated Plan.

Participation in youth sports continues to grow. The greatest challenge is providing space for the increasing number of youth participating in Sports Council member leagues with the limited amount of athletic facilities in the city. In addition to the Sports Council member leagues, there are an increasing number of travel ball teams requesting facilities.

AUTHORIZED POSITIONS


ACTIVITY TREE


BUDGET SUMMARY

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