-Commissioner Handbook-

INTRODUCTION
The City of West Covina encourages and promotes participation by citizens in the decision making process through a variety of activities. Most notable is the appointment of citizens to a number of standing commissions to advise the City Council on specific issues and problems. In certain situations, commissions are empowered to make decisions, subject to appeal to the Council.

The primary purpose of this handbook is to provide a guide for commissioners to conduct meetings in accord with City laws and policies; to inform commission members of the responsibilities and duties of the commission in which they have been asked to serve; to clarify relationships between commissioners and the City Council, City Manager, City staff and general public; and to provide general information that might be useful in conducting public meetings.

The City of West Covina is fortunate to have many concerned citizens give their time by serving on City commissions. These formal citizen bodies have helped define and formulate the City's goals and objectives that have guided its growth and development since its incorporation in 1923.

The level of citizen involvement in local government is growing, and with it the challenge and opportunities that will require the careful attention of our commissions, City staff and the City Council to working together towards common goals.

This handbook is divided into four sections:

• Section I contains general information applicable to all commissions.
  
  
• Section II describes relationships of commissions with the City Council, other commissions, City Manager, City staff and the general public.
  
  
• Section III includes information helpful to conduct effective public meetings.
  
  
• Section IV contains specific provisions applicable to each individual commission.

The detailed information on the establishment of the advisory commissions, their roles, and the rules governing the commissions can be found in the City of West Covina Municipal Code §2-66 through §2-76.

SECTION I
1. SCOPE OF AUTHORITY

There are four commissions serving the City: Planning, Community Services, Human Resources and Senior Citizens'. These commissions:

• Advise the City Council and the City Manager on matters within their area of responsibility and interest as prescribed by the City Council and their ordinances.
  
  
• Help focus attention on specific issues and problems within their scope of responsibilities and recommend actions and alternatives for their resolution.
  
  
• Act as channels of communication and information between city government and the general public and special interest groups.
  
  
• Reconcile contradictory viewpoints and provide direction toward achieving citywide goals and objectives.
  
  
• Encourage broad citizen participation in the definition and formulation of City goals and actions for achieving these goals.
  
  
• Balance community needs with municipal responsibilities and resources.

2. APPOINTMENT, TERMS, RESIGNATION AND TERMINATION

The appointment process and number of members per commission are set by ordinance. Currently, the Municipal Code specifies that each City Councilmembers has the power to appoint one commissioner each to the Planning, Human Resources, and Senior Citizens' Commission and two commissioners to the Community Services Commission. Commissioners serve at the pleasure of the appointing Councilmember and their term of office coincide with the term of office of the Councilmember. In the event a member is unable to continue to serve actively as a commissioner, the individual should submit a letter of resignation to the City Council.

Commissioners who are absent (whether or not excused) from three (3) consecutive regular commission meetings shall be deemed to have vacated their position on the commission. In addition, Commissioners that are absent from four (4) regular commission meetings (six for Planning Commissioners) in a calendar year shall be deemed to have vacated their position on the commission.

3. SELECTION

Any West Covina resident over the age of 18 is eligible to apply to serve as a City Commissioner. Applications are available in the City Clerk's Office. Selection for appointment to commissions and boards is generally based on the following:

• A broad perspective and concern for the welfare and progress of the City.
  
  
• A familiarity with the City's history, issues, and goals.
  
  
• An interest in the functions and area of responsibility of the particular commission.
  
  
• A readiness to devote time and effort to carrying out the duties and responsibilities of the particular office.
  
  
• A willingness to be aware of and understand the policies of the City Council.
  
  
• A willingness to serve as Chairperson of the particular board or commission.

4. ORGANIZATION

At its first meeting in May, each Commission shall elect a chair and vice-chair to serve one-year terms.

5. RALPH M. BROWN ACT

Elected bodies and appointed commissions in California are required to conduct business openly. The requirements of the Ralph M. Brown Act are explicit in this regard:

"In enacting this chapter, the legislature finds and declares that the public commissions, boards, and councils, and other public agencies in this state exist to aid in the conduct of the people's business. It is the intent of the law that their actions be taken openly and that their deliberations be conducted openly."

"The people of this state do not yield their sovereignty to the agencies which serve them. The people, in delegating authority, do not give their public servants the right to decide what is good for the people to know, and what is not good for them to know. The people insist on remaining informed so that they may retain control over the instruments they have created." (Government Code, Title 5. Sec. 54950.)

The Brown Act requires that meetings of commissions be open to the public, that notice of the meetings be properly given, and that matters to be discussed be properly agendized. City staff members are familiar with the Brown Act and will assist Commissioners in meeting this responsibility.

The provisions of the Brown Act are not intended to apply to meetings of committees of less than quorum of the entire board or commission, nor to social gatherings where no action is taken.

6. MEETINGS

The time and place of commission meetings are set by ordinance. Commissions meet at the time designated unless they act to change this time and/or location. Meetings must be held in a public place located within the City limits. If a regular meeting falls on a holiday, the commission should reschedule the meeting to another date. Appropriate public notice is required for changes in meeting times and locations. Meetings should be conducted according to Robert's Rules of Order.

The Brown Act and the West Covina Municipal Code require only that a regular meeting date and time be established each month. If there are no items of business on the agenda, it is not necessary to convene.

7. ADJOURNED MEETINGS

A board or commission may adjourn any meeting to a time and place specified in the order of adjournment. An adjourned regular meeting is considered a regular meeting for the purposes of transacting business.

8. SPECIAL MEETINGS

Special meetings may be called at any time by the Chair or by a majority of the membership. Written notice of the special meeting must be delivered to each member at least 24 hours before the time of the meeting and must indicate the business to be considered at the meeting. Notice must also be given to the local newspaper 24 hours in advance.

9. HEARINGS

There are three different kinds of hearings; "informal" public hearings, "formal" public hearings, and "protest" hearings (a specific kind of formal public hearing).

An informal public hearing is one which is not required by law but which is called by the City Council or a Commission in order to give the public chance to comment on a subject.

A formal public hearing is one which is required by State Law or local ordinance and which must be conducted according to specified procedures. Most such hearings are designated to solicit comment from the general public.

A protest hearing is usually associated with formation of a benefit assessment district or a Planning Department matter, and is called to give private property owners directly affected by the City's actions a chance to protest.

As directed by law, an official Notice of Public Hearing is generally published in a local paper or general circulation and mailed/posted. Hearings held by a commission should be fair and impartial. Members need to address bias or conflict of interest issues prior to the hearing to determine if a member should disqualify himself/herself and not participate in the hearing. (Staff should contact the City Attorney if there are concerns in this area.)

Persons and/or groups who may be affected by the subject of the hearing must be given sufficient notice of the time and place of the hearing and a reasonable opportunity to be heard. They may be represented by counsel if they wish and may be permitted to present oral and documentary evidence.

The Agenda must indicate the time, date, and subject of the public hearing. At the appropriate time, the Chair opens the hearing and explains to the audience the hearing procedures.

If there are numerous persons who would like to participate, and all represent the same view and opinions, the chair may ask that a spokesperson be selected to speak for the group. If this arrangement cannot be made, the chair may ask each speaker to limit his/her time so all may be heard. Irrelevant and off-the-subject comments should be ruled out of order-by the Chair.

The usual procedure after the hearing has been opened is for staff to present the staff report followed by commissioners' questions relating to the report itself. Proponents should then be given the opportunity to present their case first. This is followed by an opportunity for opponents to present their case. Proponents can then present their rebuttal to those points presented by opponents. (Comments by residents should be made during the proponent opponent speaking period.) Either side may ask questions through the Chair. After all interested persons have had and opportunity to speak, the hearing should be closed, ending audience participation. Commission members may then discuss the proposal and take action on the proposal.

10. MOTIONS

As a general rule motions should follow Roberts Rules of Order to provide consistency. When a member wishes to propose an idea for the commission to consider, the member must make a motion. This is the only way an idea or proposal from a member can be presented to the body for discussion and possible action. A motion goes through the following steps:

1. The member asks to be recognized by the Chair.
   
   
2. After being recognized, the member makes the motion ("I move ...")
   
   
3. Another member seconds the motion.
   
   
4. The Chair states the motion and asks for discussion.
   
   
5. When the Chair feels there has been sufficient discussion, the debate is closed (i.e., "Are you ready for the question?" or "Is there any further discussion?").
   
   
6. If no one asks for permission to speak, the Chair puts the question to a vote.
   
   
7. After the vote, the Chair announces the decision ("The motion is carried" or "The motion fails," as the case may be.)

Phrasing a motion is often difficult and corrections may be necessary before it is acted upon. Until the Chair states the motion (step 4), the member making the motion may rephrase or withdraw it. If the original motion has already been seconded, the consent of the second is required. After the motion has been stated by the Chair, the consent of the body is required to change or withdraw it. An amendment may be offered to a motion, which must also be seconded, and then acted upon by the members. After an amendment is approved, the original motion as amended still must be voted upon. It is particularly important when a motion is amended that the Chair restate the motion so that members are clear on what they are voting on.

11. DIVIDED MOTIONS

In making motions, members should try to avoid including more than one proposal in the same motion. This is especially important when members are likely to disagree. If a member would prefer to see proposals divided and voted upon separately, the member should ask the Chair to divide the motion. If other members do not object, the Chair may proceed to treat each proposal as a distinct motion to be acted upon separately. The request to divide may also be made by motion. The minutes should indicate how each member voted.

12. ADJOURNMENT

When a commission has finished its business, a motion to adjourn is in order. This motion is not debatable, and so it is the duty of the Chair to see that no important business is overlooked. If the body wishes to meet before the next regularly scheduled meeting, the motion to adjourn may adjourn the meeting to a stated time and place. If this is done, a notice of the adjourned meeting must be posted on the door of the regular meeting place within 24 hours after the time of adjournment.

13. MINUTES

Minutes of all meetings must be kept and will be prepared by staff. Verbatim minutes are not necessary unless so indicated on special items. Written minutes, upon approval by the commission or board, constitute the official record of its activities. Additions and corrections of the minutes may be made only in public meetings, with the approval of the body, and not by the private request of individual members. Minutes should be succinct and generally not extensive and should summarize findings and actions.

After the meeting, in addition to formal minutes, a "Summary of Actions" reflecting Commission decisions is prepared by staff and forwarded to the City Council as an item for their Agenda. In certain instances, recommendations are in the form of a resolution (i.e.: Planning Commission recommendations for zone changes).

14. ATTENDANCE

A majority of the members of a body constitutes a quorum. A quorum is essential to conduct business. Once a quorum is constituted, its majority can conduct business. If a quorum is not present, the meeting may be adjourned by the staff. Members are expected to attend all regularly scheduled meetings and should make every effort to do so. Members should notify the Chairperson and staff advisor (Department Head) if they are not able to attend a meeting as soon as possible.

15. COMPENSATION

Commission and board members shall be compensated in accordance with City Council resolutions.

16. BENEFITS

• Worker's Compensation
  
  While working in their capacities as commissioners, members qualify for state worker's compensation.
  
  
• Life Insurance
  
  Planning Commissioners are covered under a City policy for accidental death and dismemberment. The amount of the policy is $100,000 with the premiums paid by the City. Some exceptions apply to the coverage.
  
  
• Credit Union
  
  All commissioners are eligible to join the employees' Credit Union.
  
  
• Deferred Compensation
  
  All Commissioners may elect to use any of the deferred compensation plans available to City employees (without City contributions).

SECTION II
1. RELATIONS WITH THE CITY COUNCIL

The primary responsibility of commissions and boards is to advise and make recommendations to the City Council. Boards and commissions should not attempt to relieve the Council of the responsibility for making political decisions. This responsibility properly rests with the City Council and cannot be delegated to any other body, however capable and interested it might be.

A commission or individual commissioner may disagree with the City Council on any matter, but once the Council has established its position on a matter, the commission should not do anything contrary to the established policies and programs adopted by the City Council. If personal ethical problems arise, resignation from the Commission is appropriate response.

Business transacted with the Council should be in writing from the commission as a whole. Written communications to the Council should be submitted to the City Manager's Office at least five working days before Council meeting dates.

A commission should not present proposals to the City Council through other community organizations. This method of advancing proposals carries the political weight of the organization as well as the proposal, in which case the Council is in a difficult position to consider the proposal on its merits alone.

Commissions or members should not attempt to predict Council action, either publicly or privately. They may and should interpret Council policies or identify trends in Council thinking.

2. RELATIONS WITH STAFF

The City's administrative staff works for and is responsible to the City Manager. The City Manager may assign staff to act in a technical advisory capacity and provide supportive assistance to a board or commission.

Except where administrative authority is specifically conferred upon a commission, the commission should not attempt to direct or decide on the priority of work for the department providing staff to it. Since staff personnel are directly responsible to the City Manger, it becomes his responsibility to allocate their time and efforts. Commissions should, however, set priorities for their own agendas. Commissions should not ask staff to commit manpower for work that has not been budgeted or has not been approved by the City Council.

It is not expected that every staff recommendation will be approved; however, based on the technical knowledge of staff, consideration should be given to their proposals and recommendations. After a staff recommendation has been made, the commission may or may not agree; in the latter case, staff will present the Commissioner's decision or actions completely and accurately, but has the option of making their recommendation to the City Council, through the City Manager, which may be different from those of the commission.

Commissions or individual commissioners should not discuss individual concerns regarding employee-related matters with employees. These matters should be referred to their respective supervisors, department head, of the Personnel Department.

New commissioners receive an orientation by the Department Head of their assigned department regarding the relationship between all City commissions and City staff, and the scope of activities within the field of influence of the particular commission. The City Manager will also review the means by which commissions or commissioners convey their recommendations or opinions to the City Council and other legislative or governing bodies.

3. RELATIONS WITH THE PUBLIC

Commissioners are encouraged to become aware of public opinion related to their field of influence and welcome citizen input at commission meetings.

Commissions are encouraged to take inventory of opportunities and resources to increase citizen involvement.

Commissions should ensure that rules and procedures are clear to the public in public hearings and meetings.

Commissions are encouraged to supplement traditional means of public communications with cable television on matters of significant public interest. Requests to cablecast Commission meetings should be made to the City Council by a formal motion during a commission meeting.

Commission members should conduct themselves at public meetings in a manner that is fair, understanding, and gracious as circumstances permit. Members should be considerate of all interests, attitudes, and differences of opinion. Members should take care to observe both the appearance and the principle of impartiality.

Commissioners should speak through the Chair and try to avoid speaker-to-audience conversation. The purpose of hearing the public is usually to help the commission act, not to engage in debate or argument with the public.

Commissioners should avoid making statements to the media or to the public on matters that have not been presented before the entire commission.

Commissioners should be aware that any statements or opinions made to members of the media could be considered "on the record" by reporters. Such statements should be made in consideration of the likelihood that they will be printed or broadcasted.

Relations with the City Council should also be kept in mind in communicating with the public or the media. Commissioners are considered by the public to be members of and spokesperson for the City. Because policy decisions are the sole responsibility of the City Council, it is inappropriate for commissioners, as representatives of the City, to publicly criticize established Council policies or Council members. If personal ethical problems arise, resignation from the commission is the appropriate response. This does not in any way preclude a commissioner's responsibility to advocate his or her position on a policy matter prior to the decision on an official policy.

4. POLITICAL REFORM ACT - CONFLICT OF INTEREST

Commission appointments are of such responsibility and accountability that they among other things, fall under the purview of the Political Reform Act.

The voters enacted the Political Reform Act in 1974 to ensure that public officials, whether elected or appointed, would perform their duties in an impartial manner, free from bias caused by their own financial interests or the financial interests of persons who have supported them. Therefore, assets and income of public officials, which may be materially affected by their official actions, must be disclosed and in appropriate circumstances the officials must be disqualified from acting in order that conflicts of interest may be avoided. To this end, the State Fair Political Practices Commission has devised a standardized Statement of Economic Interest form for use throughout the State of California.

The City's Conflict of Interest Code specifies a disclosure category that is applicable to Commission positions. Commissioners will be reporting items that fall into that disclosure category, correlating them to "schedules" contained in the Statement of Economic Interest form.

Commissioners are required to file an Assuming Office Statement within 30 days of their appointment and then annually thereafter until their appointment expires. Upon terminating from their position, Commissioners will file a Leaving Office Statement. These forms are supplied by the City Clerk and filed by that office. It is the City Clerk's responsibility to provide the forms to Commissioners for filing in a timely fashion.

Commissioners shall not accept gifts from applicants or other persons concerned with matters, which have been or might come before the commission. To accept a gift could be considered a bribe or payoff and Commissioners should not place themselves in this compromising position. Generally a gift is anything that has a value of $50 or more.

SECTION III
1. COMMISSION EFFECTIVENESS

Organized groups exist to get things done, to complete certain tasks, to achieve certain agreed upon purposes or goals. A commission is a set of individuals held together by a web of interrelationships and feeling. The nature and intensity of these feelings set the "climate" of the commission at any given moment. A positive climate encourages member involvement and responsibility to take action.

Optimum participation is achieved when the commission's stated tasks are understood. Members should keep the tasks visible and clearly defined.

2. FUNCTIONS AND BEHAVIOR

Effective Commissions usually pay attention to the following functions and behavior:

• Prioritizing tasks
  
  
• Anticipating problems
  
  
• Analyzing problems
  
  
• Setting clear objectives
  
  
• Developing actions/options
  
  
• Identifying implementation roadblocks
  
  
• Deciding
  
  
• Active listening
  - Not interrupting
  - Listening to feelings
  - Not judging others
  - Summarizing and feeding back
  
  
• Supporting your colleagues
  - Accepting their ideas
  - Sowing warmth
  - Creating opportunities to involve members
  - Building on member's ideas
  - Encouraging different ideas
  
  
• Confronting what's happening
  - Questioning your and others' assumptions
  - Dealing directly with conflict
  - Focusing attention on the idea; not the person
  
  
• Diagnosis skills
  - How are you working together?
  - Who isn't involved?
  - What isn't being discussed?
  - Where is your help needed?
  - When are YOU going to help?

3. EFFECTIVE CONFLICT MANAGEMENT

Public hearings or citizens input meetings are difficult to manage. Participants at public hearings are usually highly motivated and often nervous. When you have a group of potential adversaries in one room, the possibility of uncontrolled conflict is very high. As commissioners, your role is to guide conflict to positive results, not to eliminate it, which is usually not possible.

The following suggestions should help manage conflict and confrontation effectively.

1. Anticipate conflicts by doing your homework so you can concentrate on the dynamics of the meeting rather than learning about the topic at hand.
   
   
2. Treat all sides fairly. Set the rules of the hearing early and make sure everyone follows them without exception.
   
   
3. Carefully explain the purpose of the public hearing and what action is expected at the conclusion of the hearing. Insistence on playing by the rules is your best tool for conflict management in the public hearing.
   
   
4. All people speaking must clearly identify themselves, not only for the record, but also so you can address them by name.
   
   
5. Set an acceptable time limit for testimony and stick to it.
   
   
6. Make decisions as promptly as possible. Commissions may get so bogged down in procedural distractions, petty details, and endless searches for more information that the issue never seems to get resolved.
   
   
7. Set time limits on the public hearing; don't let it ramble on and cause people to leave before a decision is made.
   
   
8. Try not to overreact to such inflammatory comments as:
   
   

   "Who thinks up these ideas, anyway."?
   
   "You must be in the developer's pocket."
   
   "This whole idea stinks of politics."

   
   These types of comments do not require answers. Most are expressions of frustration. Try to turn frustration to constructive avenues. Ask questions. Be specific if you can. Refer to the speaker by name. Reinforce areas where you agree. Do not return insult for insult. Your insults can turn the audience against you for your lack of control and unfairness.
   
   
9. Try to avoid speaker-to-audience conversation. The purpose of a hearing is to help your commission act, not engage in debate.
   
   
10. If other commission members have questions of the speaker, the Chair should permit these questions only during the speaker's time at the podium.
    
    
11. Be careful not to prejudge the action of the commission. Use the hearing to gather the necessary information about the project and individuals desires concerning the proposal. Your commission members should not express their views on the proposal until after testimony has ended. Their comments and questions should not suggest a position one-way or the other.
    
    In situations when a Commission's action constitutes a formal decision by the City (i.e. a zoning matter), a Commissioner's prior statements about the pending matter may cause the Commissioner to be disqualified or the Commission's decision to be invalidated.
    
    
12. Once testimony has ended, commissioners should be invited to discuss their views on the proposal.
    
    
13. View the public hearing as an example of basic democracy in action at the local level. Make it your personal goal to make the public hearing work. This means:
    
    Everyone will feel fairly treated and believe the Commission had all the facts, was open in its deliberations and acted accordingly. No one person dominated the meeting, and there was sufficient time for all to speak. No one left the meeting feeling disenfranchised.

SECTION IV

Community Services Commission Responsibilities
The Community Services Commission resulted from the consolidation of the Recreation and Parks Commission and the Human Resources Commission that was established by Ordinance No. 1866 on January 14, 1991. The composition of the Commission was amended by Ordinance No. 1908 on August 4, 1992 to nine members. The Commission meets on the second Tuesday of the month at 7:00 p.m. in Room 314 of City Hall.

The Community Services Commission may (Section 2-72 of Municipal Code):

(1) Aid and advise the city council on matters pertaining to the community service needs of the citizens of West Covina relating to:

1. Public recreational services.
2. Cultural activities and special events.
3. Youth services
4. Public transportation
5. Neighborhood and human relations.
6. Human rights.

(2) Review matters pertaining to the preparation, implementation, and evaluation of the city's Community Development Block Grant program.

(3) Seek the assistance of citizen committees to investigate and research specific issues concerned with community services with the concurrence of the city council.

(4) Provide input to the planning commission and the city council on matters pertaining to the design and features of parks and community centers that affect the provision of recreation and related services.

(5) Recommend programs and activities directed toward enhancing the recreation opportunities available to all persons in our community.

(6) Recommend to the city council programs and activities directed toward enhancing communication and relationships between residents, agencies, institutions, and businesses in our community.

(7) Recommend to the city measures to ameliorate physical, social and economic conditions adversely affecting the residents of our community.

(8) Seek involvement of residents, agencies, organizations, institutions, and the business community to further mutual regard and understanding between all persons of our city, and work toward constructive resolution of tensions whenever they occur.

(9) Recommend to the city council delinquency prevention programs that foster respect, positive self-esteem, and personal and social responsibility.

(Ord. No. 2041, §§2, 3, 9-7-99)
Assigned Staff: Community Services Director

Human Resources Commission Responsibilities
The Human Resources Commission was established by Ordinance 666 on August 5, 1960. The Human Resources Commission is composed of five members and meets on the second Wednesday of the month at 7:30 p.m. in Room 314 of West Covina City Hall. The Human Resources Commission may (Section 2-73 of Municipal Code):

(a) Advisory capacity. As provided in article III of this chapter and the personnel rules, the human resources commission may act in an advisory capacity to the council and the personnel officer on personnel matters not specifically delegated by law to other parties in the city service.

(b) Review personnel administration. The human resources commission may continually review the recruitment and selection process for the classified service, including the publishing or posting of test notices and the preparation and scoring of testes, and the certification of [those] eligible for appointment, and review the city's position classification system: and make comments and recommendations regarding such processes to the personnel officer of the council.

(c) Requests for hearings. When requested by the council or the personnel officer, the human resources commission may hold hearings and make other recommendations on any of the matters of personnel administration, within the limits of the personnel administration, within the limits of the request by the council or the city manger.

(d) Appeals. As provided by Article III of this Chapter of the Municipal Code and by the personnel rules, the human resources commission may receive and hear appeals submitted by any person in the city service relative to any dismissal, demolition, reduction in pay or alleged violation of such article III or the classification and salary resolution of the personnel rules: and to certify its findings and recommendations as provided in this chapter.

(e) Hearing procedures: subpoenas. In any hearing delegated to the commission under this section, it shall have the power to examine witnesses under oath and compel their attendance or the production of evidence before it by subpoenas, issued in the name of the city and attested by the city clerk. It shall be the duty of the chief of police to cause all such subpoenas to be served; and refusal of a person to attend or testify in answer to such subpoena shall subjects such person to prosecution, in the same manner set forth by law for failure to appear before the city council. Each member of the human resources commission shall have the power to administer oaths to witnesses.

(Ord. No. 2041, §§2, 3, 9-7-99; Ord. No. 2098, §2, 4-15-03)

On April 8, 1974, the City Council granted authority to the Human Resources Commission, formerly known as the Personnel Commission, to determine if a disability claim by a public safety employee is industrial and to certify such determinations and all other necessary information to the Public Employees' Retirement System.

Assigned Staff: Human Resources Director

Planning Commission Responsibilities
The Planning Commission was established by Ordinance No. 136 on April 30, 1947. The Planning Commission is composed of five members and meet on the second and fourth Tuesday of the month at 7:00 p.m. in the City Council Chambers.

The planning commission shall (Sec. 2-74 of Municipal Code):

(1) Prepare, adopt and recommend to the council a comprehensive long-term plan for the physical development of the city, which shall be known as the City Of West Covina General Plan.

(2) Prepare, adopt and recommend to the council plans based on the general plan and drafts of such regulations, programs and legislation as may, in its judgment, be required for the systematic execution of the general plan.

(3) Act on the advisory agency of the council in connection with the administration of the State Map Act.

(4) Hear and decide applications for a variances, un classified use permits, tentative tract and parcel maps, as well as precise plans of design in accordance with adopted rules and procedures.

(5) Investigate, hear, and recommend to the city council plans for the improvement and beautification of the city, including such matters supplementary or [relating to] change of zoning regulation and district.

(6) Perform all other duties as may be imposed by law or the city council.

(Ord. No. 2041, §§2, 3, 9-7-99)

Assigned Staff: Planning Director


Senior Commission Responsibilities
The Senior Citizens Commission was established by Ordinance No. 1846 on May 29, 1990. The commissioned is composed of five members and meets on the second Thursday of the month at the Senior Center.

The commission created may (Sec. 2-76 of Municipal Code):

(1) 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.

(2) Encourage activities necessary to increase resident awareness of existing programs and services.

(3) Foster and enhance within the community the recognition of the contributions of senior citizens to the community.

(4) Establish and coordinate an ongoing citywide senior volunteer program of service to the community.

(5) Serve as a medium through which organizations may exchange information, coordinate programs, and engage in joint endeavors to benefit the senior population of West Covina.

(6) Prepare and annual program of work proposing activities to be addressed by the commission for consideration by the city council.

(7) Provide information to senior citizens on the status of issues, proposals, projects, and programs, which have been brought before the commission in order to inform and generate communication from senior citizens.

(8) Review matters pertaining to the preparation, implementation, and evaluation of the city's Community Development Block Grant program.

(Ord. No. 2041, §§2, 3, 9-7-99; Ord. No. 2116, §1,7-20-04)

Assigned Staff: Community Services Director

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