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 2006-07, the department will use federal and local monies, fees, grants, and General Fund resources to provide a variety of services.

The community services department has 58.04 full-time equivalent, of which 15 are full time to provide the many programs and services offered to the community, and to manage the appropriate expenditure of this budget. 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.

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 one senior center, five licensed day cares, three community centers, one aquatic center, one equestrian center, one skate park, one roller hockey center, and 29 athletic facilities. Community services staff strives to involve the whole community in their programs and activities to enrich people's lives at all ages.

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 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 the youth assistance program. Division staff also coordinates the facility use rental program for Shadow Oak Park, Cameron Park Community Center, Maverick Park/Ridgeriders Equestrian Center, City ball fields, and the Municipal Pool.

Division staff is responsible for the operations and administration of the Cameron Park Community Center. This includes the training and scheduling of staff, supervision of participants, programming, marketing, maintenance and upkeep of the facility. Staff also works in cooperation with West Covina High School and Cameron Elementary in regards to the Parking Master Plan and the annual calendar of events, as well as hosting certain school events.

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 acts 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-6, Rowland-1) properties. Annually, 4,700 youth participate in sports programs.

COMMUNITY SERVICES DIVISION
The community services 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, and Metrolink and West Covina Shuttle Services with their activities.

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

The division staff acts 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 community services department. Specific responsibilities include: development and monitoring of the department budget, accounts payable, grant writing, and providing support to Community Services and Senior Citizens' Commissions.

COMMUNITY SERVICES COMMISSION
The Community Services 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
The Senior Citizens' 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 an 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

* Shading denotes limited service staff

FY 2005-2006 ACCOMPLISHMENTS

• With four key vacancies in the department, existing staff has continued to maintain service levels to residents.
  
  
• Upgraded CLASS Computer software program from version 5.0 to 6.0. making ot more user-friendly and expanding staff's reporting capability.
  
  
• Expanded the West Covina Municipal Pool swim lesson schedule to offer more lessons to the public by one month. Swim lessons will be available in the evening two weeks prior and two weeks following the summer session.
  
  
• Increased Cameron Community Center staff adult basketball league participation by 24 teams.
  
  
• The new city-wide vending machine program generated $24,000 of new revenue.
  
  
• The Cameron Community Center is on track achieve a 92% cost recovery.
  
  
• Working with the finance and public works team members, the department applied for and received a $45,216 reimbursement of Maintenance and Service funds from the L.A. County Park District based on five sport lighting projects.
  
  
• A new youth special event, Tot Olympics, was implemented and offered to participants three-six years old. Participants competed in themed Olympic style events such as running, hurdling, softball throw, and relays.
  
  
• The recreation division expanded its contract class offerings to participants. New classes that were added are Ballroom Dance, Drop-in Yoga, Guitar, Algebra Camps, and Mexican Folklorico.
  
  
• Implemented a monthly review of facility operation plans with site supervisors.
  
  
• Provided supervisory staff the authority to reduce part-time hours on a daily basis depending upon shift need.
  
  
• Utilized CLASS software program as a marketing tool to broadcast email messages to existing customers.
  
  
• Developed a partnership with the Cal Poly Pomona University Masters Program to conduct a City-Wide Master Plan study of green space and trail connectivity.
  
  
• City has received 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 third 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 has increased to 30 participants.
  
  
• The Youth Council coordinated and hosted a decorating shift for the 2006 Rose Float in Pasadena, attracting approximately 25 decorators.
  
  
• The Senior Nutrition Program anticipates providing approximately 36,000 balanced meals to participants.
  
  
• 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.
  
  
• The Summer Lunch Program served 8,161 meals through 2005. 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 seventh annual Martin Luther King, Jr. Celebration in January 2006. 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 2005 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 $138,000 was raised and donated to the Muscular Dystrophy Association.
  
  
• The Cherry Blossom Festival was also held for the third 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.
  
  
• 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 29,000 in passenger riders in fiscal year 2005- 2006.
  
  
• U.S. HUD conducted a financial monitoring of the City's CDBG program and had no significant findings.
  
  
• The City successfully completed a one- year Workout Plan to bring its CDBG program into compliance with the HUD requirement to expend funds in a timely fashion. The City has been able to purchase a new fire engine, significantly expand the scope of capital projects, make residential street improvements, street barrier removals, install picnic shelters, install sidewalks, etc.
  
  
• The Senior Center hosted a series of workshops on the Medicare D program to inform seniors of the changes to the plan. A link on the City website was also created for Medicare D information. There was an attendance of 351 to the series of workshops.
  
  
• Child Care programs began a monthly inspection checklist to insure that the condition of facilities is maintained in a safe and secure environment for participants.
  
  
• In an effort to increase the communication regarding the programs and services offered at childcare, a quarterly newsletter was implemented for participants/parents in the childcare programs.
  
  
• Child Care programs adopted a "Franchise" type of management for the programs. All programs operate under the same guidelines, policies, and procedures.
  
  
• Staff applied and was chosen to participate in the National Recreation & Park Association/NIKE Cleat Distribution Pilot Program. Youth baseball and softball cleats were distributed to 245 West Covina athletes.

FY 2006-2008 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 human resources 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 Staff Training & Development
• Certify Cameron Park Community Center and Shadow Oak Park staff in CPR and First Aid.
• Offering training to staff in the areas of programming, customer service, leadership and team building twice a year.
• Implement bi-weekly staff meetings to review policies/procedures and to ensure department expectations are being met.

Cameron Park Community Center

• Continue to strengthen the partnership and relations with West Covina High School and Cameron Elementary.
• Seek sponsorships to help offset expenditures of facility.
• Continue to market programs, classes, special events and rental opportunities to ensure revenue stream for facility.
• Seek to maximize facility use capacity during peek hours of operation.
• Seek other programs, classes, and rentals during non-peek hours of operation.

Develop community knowledge and build partnerships that will benefit recreation programs and enhance service.

• Create programming partnerships with school districts and non-profit groups to address childhood obesity, health and wellness for the family, after school tutoring and after school fitness programs.
• Develop new recreation programming through private partnerships such as Kids Star Performing Arts, TryFytt Sports, Young Rembrandts, California Lifesavers and Combined Martial Science.
• Solicit sponsorships from private businesses to offset program costs.
• Coordinate with the American Red Cross and public safety departments for emergency response protocols at public facilities.

Continuously monitor and evaluate the efficiency and effectiveness of programs and services delivery methods based on outcomes.

• Maintain a customer service philosophy and respond to citizen inquiries and resolve difficult or controversial issues. Train other personnel in customer service.
• Develop a program evaluation system in which we can obtain information from staff and patrons to identify what programs are successful and to obtain information on community needs and interests.
• Monitor results of programs and continue to evolve and adapt as demographics and community interest change.
• Keep up with neighboring communities in recreational trends as well promoting youth health and wellness.

Recruit, select, and train personnel. Evaluate personnel based on performance. Counsel personnel to correct deficiencies and implement disciplinary procedures as necessary.

• Implement bi-annual trainings for staff from an outside agency or consultant for customer service, public appearance, dealing with youth and teens, childhood obesity, etc...
• Hold bi-monthly staff meetings to discuss program issues, deal with new problems, give positive reinforcement and continue to remind staff of goals and expectations.
• Schedule annual trainings to ensure all staff have necessary certifications and training.
• Perform timely staff evaluations to set goals, give positive reinforcement and to help improve problem areas.

Manage, develop, implement and monitor a program budget and prudently allocate resources to accomplish program goals.

• Create alternative ways to allocate resources to ensure we are receiving maximum productivity for our budget.
• Look for alternate ways to expand budget without effecting program fees or city budget. Look for donations sponsoring specific programs or solicit advertisement at the Cameron Park Community Center.
• Continue to increase program participation to relieve the burdens of the department's services on the general fund.

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 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.

Expanded use of Class software program

• Utilize program more at the senior center and implemented at the child- care programs for better tracking of data and to aid in report writing.

Trails Master Plan Project

• Collaborate with planning department, public works, and contractor to identify the best alternatives 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

* The significant increase in Senior Center rentals is due to the termination of the Bingo activity at the center and the resulting availability of rental space on Saturdays.
** Decline attributed to cost increase of bus pass.

AUTHORIZED POSITIONS

The increase in Limited Service staff is associated to the addition of new activities - Live at the Lakes and a longer Summer Concert series, as well as expansion in existing programs - Senior Center rentals, Aquatics, and day care sites (California and Orangewood) with increased enrollments.

* Indicates a correction to authorized positions. Recent budgets reflected an authorized full-time Administrative Aide position. In fact, the Administrative Aide "underfilled" an authorized but vacant Management Analyst II position, which was not reflected in the budgets. Corrections have been made to prior years, as follows: Administrative Aide (removed) and Management Analyst II (3).

BUDGET COMMENTS
The Senior Nutrition Program and portions of the Senior Fee and Charge program are substantially funded by donations.

In fiscal year 2006-2007, 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 offsetting revenues are anticipated

BUDGET ISSUES
Maintaining service levels will be a challenge for two reasons. First, in a recent restructuring the department lost the full- time social services manager position, which oversaw the CDBG program, senior programs, grants and special projects. The workload has been split between the remaining two divisions. Second, while the costs to programs are rising, the department is essentially presenting a roll-over budget.

During this budget cycle, the department expects to fill three long-term management level position vacancies: a director, a management analyst II, and a recreations supervisor.

Staff will establish an account set up to receive donations, which will be used to fund activities at the Senior Center. The fiscal year 2006-07 CDBG Entitlement is approximately 10% less than the prior year. On-going costs previously funded by CDBG will be funded from alternative sources or eliminated. It is expected that the CDBG entitlement will be reduced further in fiscal year 2007-2008.

As a result of a financial monitoring conducted by U.S. HUD on the City's CDBG program in August 2005, staff funded by CDBG must now complete timesheets indicating the time spent on associated activities. In some cases, actual time spent is less than budgeted and other funding sources must cover the difference. Another result of the monitoring was that staffing costs of employees who are not involved in the administration of the grant had to be reallocated from CDBG to other funding sources.

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

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.

ACTIVITY TREE


BUDGET SUMMARY

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