02-05-2002 - Visioning Program - Presentation of Final Documenti
('[ty of west uovina
46 Memorandum
TO: Andrew G. Pasmant, City Manager and City
Council
FROM: . Artie Fields, Assistant City Manager
AGENDA
DATE February 5, 2002
ITEM NO. K-1
SUBJECT: VISIONING PROGRAM — PRESENTATION OF FINAL DOCUMENT
SUMMARY: The- City hired the firm of Moore, Iacofano, .Goltsman, Inc. (MIG), to coordinate
the City's 2020 Vision Plan. The Vision document has been completed and MIG
will present a report to the City Council.
BACKGROUND:
The Visioning Program was conceived with the idea of building a new synergy around the City,
Chamber of Commerce, school districts, and the residents of West Covina. Individually, all three
agencies have been doing a great deal to move their respective missions forward; however, it was
believed that much more could be achieved if all entities came together to discuss the issues and
challenges that the community at large currently faces .or will encounter over the next twenty
years.
On July 18, 2000 the City Council approved the formation of a Visioning Subcommittee to select
a consultant and to guide the City's Visioning Program. The Visioning Subcommittee was
comprised of a representative sample of the entire community.
The Visioning Subcommittee sent out RFPs to 16 consulting firms and received five responses.
After carefully reviewing the merits of each of the submittals, the Visioning Subcommittee
selected the firm of MIG from Pasadena, California, to coordinate the Visioning Plan.
DISCUSSION:
MIG has completed the task of working with the community, Chamber of Commerce, school
districts and City to develop a 2020 Vision Plan for the City of West Covina (see attachment). A
verbal presentation of the report will be presented to the City Council at its February 5, 2002 City
Council meeting.
The Council will not be requested. to take any immediate action regarding the document, but
instead consider the document as a source of information for: 1) future strategic planning
processes; 2) updating the general plan; and/or, 3) the upcoming budget discussions.
FISCAL IMPACT:
There is no fiscal impact as a result of staff recommendation.
RECOMMENDATION:
It is recommended that the City Council receive and file this report.
Assistant City Manager/Acting Finance Director
9
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TABLE OF CONTENTS
• Foreword Page I
• Overview of Chapters Page II
Chapter 1
• Introduction Page 1
Chapter 2
• A Vision for the Future Page 3
o A Community Coming Together Page 4
o Creating an Interesting Place to Live Page 5
o Serving the Youth / Celebrating Diversity Page 7
o Creating a Self-sufficient City Page 9
o A Celebration of the Vision Page 10
Chapter 3
• Challenges Page 12
o Major Themes Page 12
o. Issues and Opportunities Page 13
° My Neighborhood: Where We Live Page 13
° Transportation: How We Get Around Page 14
° My Community: Where We Gather, Work, and Page 15
Play ._
My Money: How We Get It, How We Spend It Page 17
° My City: How We Govern Page 19
Our. Kids: How We Serve Our Youth Page 21
Chapter 4
• How to Get There Page 23
o' Strategy / Action Plan (Sample) Page 24
Appendix
o Vision Planning Committee Page 25
o Geographic Distribution of Vision 2020 Participants Page 26
o Wallgraphic Reproductions Attachment
FOREWORD
This document represents the culmination of a yearlong process to engage the community
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in a structured dialog regarding the vision for the City over the next 20 years. The
Visioning Program brought together representatives from the business community, school
districts, special interest groups, various cultures, and the youth of the community. The
interaction among those who participated provided a dynamic exchange of ideas.
While the Visioning process was opened to every individual throughout the community,
' it does not represent the ideas of every resident and/or group in the city. Instead, it is a
diverse sampling of community opinions regarding the issues that the City will face over
the next 20 years. This sampling of ideas should be used as a platform to spur further
discussion on matters that will come before the city. in the future.
The City Council served as observers to the Visioning process in order to give the
community at large the opportunity to develop a Visioning Plan. Now that the
community's role has been fulfilled, it is up to the City Council to determine how this
document can best serve them as they take on the task of leading the city.
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This document has two primary purposes. The first is to synthesize the results of the
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visioning process by presenting the issues and opportunities facing the city, as identified
by those who participated in the community outreach effort, and by describing.the shared
vision for West Covina that emerged from that process. The second purpose is to suggest
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some of the strategic actions that can be taken to help make this vision a reality.
We hope this Vision Plan will stimulate the community's thinking about the future of our
P t3' g
city and how we can best work together as a community to ensure a good life for all its
the two decades beyond.
residents over coming and
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OVERVIEW OF THE CHAPTERS
The information in this booklet is organized around the following four chapters:
Chapter 1— An overview of the process and extensive outreach utilized by the City to
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involve the community in the Visioning process.
Chapter 2 — A profile that describes the City in the Year 2020. This profile represents the
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collective vision of the preferred future based upon the ideas and concerns raised by those
who participated in this process.
Chapter 3 — A description of the issues and opportunities facing West Covina, as
identified by the community, around which a vision can be built.
Chapter 4 — A brief presentation of a strategic plan framework that can serve as the
foundation for a community -wide strategic plan designed to implement the vision.
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INTRODUCTION
Chapter 1
Over the past three years, the City of West Covina has been faced with the difficult question of how
1 best to plan for the long-term future of our community. We now live in an era where the pace and
scale of change creates both opportunities and uncertainties. This often makes it difficult to decide
upon a course of action that will best ensure our continued health and prosperity as a city. What is
required is a shared vision of our preferred future that can be used to help guide our community and
its leaders over the next two decades.
In response to this need, the City of West Covina and the Chamber of Commerce initiated the Wlest
Covina Visioning 2020 Program as a unique opportunity for residents and community leaders to come
together and engage in a serious dialogue about the future of our community. The purpose of this
process was to create a vision for the future of West Covina that reflects the hopes and dreams of
the residents based on a realistic understanding of existing conditions and opportunities that face
our city today. A clear vision of what the community aspires to achieve is the first and most
important step in charting a path through the thicket of complex decisions that we will face in the
future. Rather than simply reacting to events as they unfold around us, a shared vision will enable us
to develop a pro -active plan for how best to achieve the ideal future we have imagined together as a
Icommunity.
Overview of the Vision Process
The West Covina Visioning 2020 Program has been an eight -month process involving over 336
residents and other community stakeholders who represent the diversity of the community as well as
its core leadership (Please refer to page 26 of this document for a map of the city highlighting the many dierent
areas of the city in :vhich Vision 2020 participants live). Guiding this process has been a Vision Planning
Committee (VPC) made up of community leaders, activists, and committed citizens who have
worked with City staff and the consultant hired to implement the process. The purpose of the VPC
was to establish goals and expectations for the visioning process as well as to monitor its
implementation and review progress. The first phase of this effort began in March 2001 with a
review of planning documents and other information provided by the City and the Chamber of
Commerce. This information served as the basis for the publication this July of `This is West
Covina, "an at -a -glance profile of our city, as it is today, that has provided a context for the
community dialogue and visioning effort.
The second phase of the process was devoted to creating the vision. It consisted of two separate
but related programs designed to encourage a conversation among citizens regarding the future of
West Covina. One of these efforts involved over 40 citizen volunteers who were trained as
Visioneers to facilitate meetings among their friends and neighbors to gather input for the visioning
process. During these meetings, they led their neighbors through a series of open --ended questions
designed to elicit their hopes and concerns about the future of West Covina:
• What do you like best about your neighborhood?
• What would you like to improve about your neighborhood?
0 When I think about West Covina's future, I am most optimistic about.....
• When I think about West Covina's future, I am most worried about......
• What are the two most important issues facing the City of West Covina? Why?
At these small group meetings, each participant recorded his or her thoughts on Idea Cards that
were submitted to the City and the consultant team to serve as one of the primary sources for
development of the 2020 Vision Document.
The principal event of the visioning process was the Citizens Congress, a day -long event -held at City
Hall on July 21 ". During this Saturday forum, residents from throughout the community were
invited to come together to explore a variety of topics identified by the Vision Planning Committee
based on the input provided by the various local community meetings facilitated by the Visioneers.
These topics included:
• My Neighborhood: Where We Live
• Our Kids: How We Serve Our Youth
• My Community: Where We Gather, Work, & Play
• My City: How We Govern
• My Money: How We Get It, How We Spend It
In each of these topic areas, participants expressed their thoughts and ideas concerning the future of Ithe
e city. In doing so they were asked to consider the following questions:
■ What do you believe are the major assets of West Covina and how should we build upon
them to create the future we desire?
■ What do you believe are the major challenges and issues facing the community and how
should we deal with them?
■ What opportunities exist that we should be pursuing to ensure our continued success as a
city?
■ Most importantly, what kind of future do we want for our city?
These community dialogues were graphically recorded and the information compiled, together with
the earlier Visioneer input, to help create the West Covina 2020 Vision Document you are now
reading. �=
Additional outreach efforts that were a part of the visioning process included the following:
• Web page — Survey questions were placed on the City's web page, which allowed residents to
send responses directly to the City.
■ Telephone Message — The City's "on -hold" telephone message described the visioning
process and encourages all residents to provide input.
■ Discover West Covina — Surveys were handed out at a number of community events,
including the July 4"' Celebration, which is one of the City's largest community events.
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Chapter 2
A VISION FOR THE FUTURE
What follows is the Vision for the City of West Covina as collectively expressed by those who
1 participated in the visioning process. It portrays what we imagine West Covina could be like twenty
years from now if actions are taken to turn the Vision into a reality. The Vision is written from the
perspective of a. citizen living in West Covina in the year 2020. This future resident of West Covina
' is looking backward from the year 2020, describing both what has been achieved and some of the
steps taken between 2001 and 2020 to make this possible. Although some may feel this Vision is
too optimistic, what seems difficult or impossible in the short-term merely becomes an exciting
challenge over a period of two decades. The Vision, if it is compelling enough, becomes a catalyst
for action.
1TVert Camna - Focu ing on Our Youth as the Cataly t for Transforming Our City
By the year 2020, the residents of West Covina had transformed their city, making it the most
distinctive community in the San Gabriel Valley. Although still surrounded by other cities, both
residents and visitors alike could always tell when they had entered the "Diamond of the San Gabriel
Valley." As the leading city of the San Gabriel Valley, West Covina now stood apart in both look
and feel from other nearby cities. Still a city of many beautiful neighborhoods with single-family
homes, over the past two decades a variety of new aspects were added to both community life and
the city landscape creating a sense of place that makes West Covina unique and special in the eyes of
all those who now live here. In the process, West Covinans had created a new kind of suburban city
— not one modeled after more urban cities where people lose touch with their neighbors — but one
which folded a vital community life into the very fabric of the city structure and how it operates.
' How did this transformation come about? Primarily, it was because the people of West Covina and
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their civic institutions had all pulled together to take the steps they felt were necessary to protect
what they cherished most. The chief motivation for what has now become an enduring partnership
was the growing need to take care of the youth of the community. In the past, many people had
been drawn to West Covina because they saw its many attractive neighborhoods, single-family
homes, and good schools as a great place to raise a family. .
As time went by, however, changes in the way people work and other social trends meant that
1 suburban neighborhoods, like those in West Covina, were no longer sufficient by themselves to
ensure a healthy environment for raising children. With both parents working and an increase in
single -parent families, neighborhoods became more isolating for children, especially those in the
middle years. Parents began talking more about the need to provide the city's youth with a wider
range of positive outlets for their creativity and energy while also voicing concerns about.
overcrowded schools and increasing drop out rates. They also wanted to take pro -active steps to
make sure West Covina remained a safe environment for all children by making sure youth gangs
would never establish a foothold in the city.
People throughout the community soon recognized that no one civic institution or community
organization, acting alone, could fully address the needs of the city's youth. What was required was
that city council, city staff, all the school districts, religious and social organizations, as well as the
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parents and other concerned residents, work together to develop and implement programs in a
coordinated, comprehensive manner. This citywide partnership became the source for all the many
positive developments that led to the transformation of West Covina.
A Community Coming Together
The youth partnership first emerged from a city led public outreach campaign including a series of
town hall meetings held in neighborhoods throughout the city. These town hall meetings enabled
residents to talk directly with City Council and other community leaders about how the city might
need to change to better serve its youth. These forums stimulated tremendous interest not only on -
the part of those who attended the meetings but also among an even wider audience that had viewed
the sessions on Channel 56, the local cable access channel. This experience proved so successful it
became the inspiration for making the local public access channel more interactive. Now residents
utilize the latest technology to create an electronic version of the town hall meeting that has
facilitated an ongoing community dialogue, enhanced collaborative decision -making, and
strengthened the citywide partnership to serve all the youth of the community
To make certain that the actions of the various players in this partnership complemented and
reinforced each other, they developed a strategic plan designed to maximize community resources
by focusing them on the areas of greatest need and -potential impact. The citywide strategic planning
process occurred soon after the completion of the first series of town hall meetings. The strategic
plan clarified priorities and objectives, identified action projects, established timelines, and most
Importantly determined responsibilities for implementing these projects. As these responsibilities
were intended to be shared by the entire community, they were not limited to city departments but
also encompassed the school districts, other community organizations, as well as citizen volunteers.
Volunteers played a large role implementing many of the projects identified in the strategic plan.
This was not surprising.given West Covina's tradition of volunteerism. This time, however, the
strategic plan highlighted the importance of creating a center to coordinate volunteer activities by
matching community needs and projects with the skills and interests of those who had registered as
volunteers. A community mapping effort, also
identified in the strategic plan, had contributed to the
development of a volunteer database that listed many
of the assets and resources existing in the community
that could be drawn upon to help implement the
strategic plan. The volunteer center attracted not
only many retired residents but also members of the
workforce who were willing to devote a few hours
each week to contribute to their community. Many
local employers, especially those participating in the
citywide youth partnership, sponsored employees
who were willing to serve as citizen volunteers. The
volunteer center also succeeded in recruiting many
young people to serve as volunteers, enabling them to help others while also gaining a strong
positive connection to the larger community.
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1 Creating An Interesting Place to Live
This aspect of the volunteer effort reinforced one of the
primary goals of the youth partnership — creating positive
community -wide connections for young people to
1 complement and reinforce the life -affirming aspects of the
neighborhoods. In the minds of many people this meant
making West Covina both a more self-contained and an
interesting city in which to live. This stemmed from the
recognition that many young people feel disenfranchised
and isolated from the larger community by the design of
suburbs that do not offer a place and a role for young
people outside of their schools and homes. Lacking access
to a car, many kids had to rely on a parent to chauffer them
around the city. Even where young people could get
around, there were too few public spaces and activities within the city where they could participate
in and enjoy the broader spectrum of community life.
In an effort to create a more interesting and self-sufficient city, a core element of the strategic plan
was the creation of a central gathering place for the
ExltiattdedRestauratiandEerta entire city. Like the town squares and main streets
.........
of the past, this was seen as a way to integrate the
various facets of the city — the varied ethnic
cultures, the young and the old, newcomers and
long-time residents — enabling people from all the
various neighborhoods and visitors from outside
the city to come together to meet and mingle in a
large pedestrian
oriented environment.
However, people did
not want to see the
development of a high density, crowded downtown like those in more
1 urban communities. Instead, they wanted to create a people -friendly
place thatmould have the vitality of a thriving downtown but which
would retain the sense of openness and safety associated with more
suburban environments. This also meant working with existing
infrastructure as the foundation for this new urban village by enhancing
and redesigning it rather than building from scratch.
place for meeting friends. After adding a band shell, a new summer concert series was launched,
drawing a festive crowd on evenings and weekends that further enlivened the spirit of the place. As
a result of these many positive changes, this new venue proved to be the catalyst for further changes
to come.
Using the newly created "old town" atmosphere along Glendora Avenue as its model, the
community -wide partnership began to envision an urban village that would encompass not only
Glendora Avenue and The Lakes but which could eventually extend to other adjacent areas of the
city, including The Plaza, the Civic Center and
the old Wescove Plaza area. All five of these
separate, distinct elements were to be
redesigned into a single, integrated destination
connected by pedestrian walkways, electric
shuttles, and even horse-drawn carriages for the
romantically inclined. While people might use
their cars or the ever-present community -shuttle
to reach this central gathering place, within its
perimeter the pedestrian was king. Care was
taken to make the place accessible to all
members of the community by using textured
walkways that were easy to negotiate by anyone using a wheelchair. People did not expect this new
people -friendly urban core to emerge from the suburban heart of West Covina overnight. Rather
they wanted to slowly nurture it over time by carefully adding one small element after another,
making sure that each part was compatible with the overall concept they had envisioned and that the
necessary financing had been arranged to support it.
As part of this gradual transformation, The
Plaza shopping center was redesigned to face
outward, with shops and restaurants opening
directly
onto the
street,
rather than
inward.
This
enabled the
center to become an integral part of the larger streetscape and
public plaza emerging around it, rather than remaining an
isolated island. New parking structures were built nearby so the
vast amount of land previously devoted to parking around The
Plaza could be used for more human -scaled shops and offices,
new multi -family housing, and green open space. The new
housing was similar to other units being built in districts away
from existing single-family home neighborhoods. It was
designed to accommodate a wide range of incomes and provided
many with an opportunity to own their first home. This housing
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also allowed many new residents to live and work within the emerging urban village without even
having to use a car. Pedestrian linkages were also created between the Civic Center and The Plaza
making it safe for walkers and bicyclists to move between the two adjacent areas.
In' an effort to make West Covina a more interesting and self-sufficient city, many West Covinans
had long felt'a need for a performing arts center. Given
the growing success of the "old town," urban village
emerging along the I-10 corridor, i.e. the integrated,
central gathering place extending from Glendora Avenue
' to the Civic Center, many believed this was the ideal
location for the performing arts center. Eventually they
settled upon the property across from the Civic Center,
in what had been Wescove Plaza. Those vacant stores,
and buildings were torn down to create a new park that
included an outdoor amphitheater for concerts and
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plays. Later, the old Wescove Theater on this site was
redesigned and transformed becoming the performing arts center. By providing theatrical and
musical performances by both national touring groups and local artists and musicians, the center
soon became the cultural jewel of not only West Covina but also the entire San Gabriel Valley. The
performing arts center also included a cultural museum detailing the history of the San Gabriel
Valley and West Covina and provided exhibit space featuring the many diverse ethnic groups now
living in the city. In partnership with the local school districts, the performing arts center also
developed a cultural and theatrical arts school for the young people of the community, fulfilling the
overall mission to better serve the needs of the youth of the community.
All of these changes were not only making West
Covina a more interesting place to live but also
making it a more self-sufficient city, enabling
residents to meet all of their work, shopping,
recreational, and entertainment needs within the
city. This meant there were more places and
activities within the city where the larger
community could come together, enabling people
of different ages and cultures to interact and learn
from each other. In the process it was creating a
stronger community where people, especially the
young, felt more connected to the world around them.
Serving the Youth/Celebrating Diversity
Making life in West Covina more interesting and fulfilling for the youth of the community, as well as
for the adults, required other changes as well. The youth partnership worked hard to greatly expand
after school programs, providing a productive outlet for children that needed the stimulation of the
larger world outside their immediate neighborhoods. This included a range of extracurricular
programs m art, dance, science, and technology as well as other educational and recreational
pastimes that were available not only after school but also on weekends. A variety of educational
programs for young and old alike, sponsored by both Hurst Ranch and the Heritage Museum,
renewed ties with the past, providing residents with a greater appreciation for the historic legacy
bestowed by previous generations of West Covinans. With the cooperation of the school districts,
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the city and other members of the partnership improved local parks and created new ones, including
one at the former BKK landfill site, ensuring ample open space for organized sports, swimming, and
tennis as well as just plain roaming around. The remaining wilderness areas within West Covina .
were protected from development and made accessible with hiking trails and campsites. A renewed
effort to maintain horse trails and open up new ones was also initiated. This network of parks and
trails ensured that all West Covinans could enjoy the nearby pleasures of the outdoors without first
having to get into a car.
New public schools and libraries were built to relieve
overcrowding and to ensure that all students had access to the
best teachers and the latest educational technologies. This
community -wide commitment to quality education had the not
unexpected added bonus of raising local property values.
However, these new school facilities were not single -purpose
facilities but were also designed to serve the needs of the entire
community. They became neighborhood centers open to all
ages, enabling young people to more easily meet and get to
know other members of their community, including senior
citizens who often volunteered as mentors for the young. Each
school facility also included a neighborhood childcare center
operated by professional childcare workers.
With each school site
functioning as a
neighborhood center, the
open space and recreational
facilities built around each school became a park available to the
entire community after school and on weekends. Each of these
neighborhood centers also served as the natural location for
community forums including the town hall meetings that had now
become a well -regarded aspect of the city council: In this way and
others, these neighborhood centers also helped to bridge ethnic
differences that had emerged in an increasingly diverse city. They
created more opportunities for people to talk with each other and
in the process discover that what they had in common, especially
shared concerns about the welfare of their children, far
outweighed differences of race or religion. Neighborhood block
parties, as well as community -wide celebrations held throughout
the years, further strengthened community bonds across ethnic
differences. Most of these events, including the annual ,+ of July .
parade, picnic and carnival were made possible by the many citizen volunteers who came from
neighborhoods in all parts of the city. Each event was taken as an opportunity, to showcase the
culture of each ethnic and religious group living in West Covina but also to highlight shared civic
virtues as "American" citizens. People took special pride in both their local neighborhood and
community -wide celebrations and so it was considered quite, normal for each West Covinan to do
their part to help city crews clean up after words. It always amazes visitors to West Covina the day,
after one of our community events because the streets and parks are always completely free of trash
despite the crowds of the preceding day.
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Creating a Self -Sufficient City
businesses searching for a unique venue upon
which to build their own economic fortunes.
This process fit well with the City's program
to build a more diverse economic base and
with it a growing revenue stream to fund city
services and community development plans.
Even as new businesses were being drawn to West Covina, the City worked hard to support existing
small and large businesses to ensure they too would flourish in this new economic environment.
Given an ever -widening array of shopping, dining, and entertainment choices, residents increasingly
had less reason to leave the city. As a result, they were spending more of their incomes within the
city, supporting local businesses, and so further enriching the tax base that supported city services.
As a result of the growing diversity and scope of the city's economic base, more and more residents
Were able to both live and work within the city. A larger proportion of the population was able to
avoid the long commutes to work outside of West Covina that had previously soaked up so much
valuable time. Parents now had more time to
spend with their children after school. The
number of latchkey kids actually declined. There
was also more time to devote to the community at
large in volunteer activities, town hall meetings,
and other public participation forums. The overall
level of civic activism grew and with it the ability
of the overall community to serve the needs of all
its residents.
The neighborhoods flourished as never before.
People now had more time to maintain the
appearance of their homes and yards. More
people came home for lunch and had time to get to know their neighbors. Many people even opted
to use the expanded community shuttles to get around town rather than use their cars. Largely
financed by the increase in city revenues brought about by the expansion of the local retail tax base,
these low -fare, ever present shuttles were always only a few minutes away. This meant that people
could avoid the hassle of having to find a place to park their car. Neighborhoods became a little
quieter because fewer people were using their cars to run everyday errands or to chauffer their kids.
Young people now had a safe and readily available means of getting around town to access and
enjoy the many new activities and opportunities created by the revival of the city's center and other
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neighborhoods. To complement the community shuttle, a bike
path network was also created linking neighborhoods
throughout the entire city. This enabled residents who worked
in the city as well as young people to leave their cars behind and
use their bikes to get to the central urban village and other
important destinations.
Neighborhoods also flourished because the youth partnership
and other residents made sure that the new economic
development was compatible with the many neighborhoods of
the city. This was done in a variety of ways. The Ci's
economic development programs targeted the type of businesses
and
industries
they felt
most likely
to enrich
the city
without
negatively
impacting neighborhood life. In addition,
much of the new business and redevelopment
activity was restricted to specific districts to
keep it away from neighborhoods. These
districts included areas along the I-10 corridor such as the central gathering place and the Eastland
Center or other places such as the old BKK landfill site. The latter became, in part, the site of a new
business park but most of the BKK site became a recreational park, including a'sports complex and
a nearby nature preserve. This new park acted not only as a natural buffer between this new
economic center and nearby neighborhoods, but given its location in the geographic center of the
city became an urban oasis of gardens and footpaths enjoyed by young and old alike. Finally, the
construction of a new north -south artery along a pre-existing city owned right -of -away enabled the
city to steer traffic generated by economic activity away from neighborhoods that previously had
been impacted by drivers seeking quicker and easier routes through the city,
A Celebration of the Vision
Given all these changes over the past two decades,
West Covina remains a human -scaled city. Most new
buildings were restricted to a modest height that
preserved the vistas of surrounding hills. While the
automobile remains an important part of the city's
transportation system, it no longer overwhelms the
neighborhoods and the larger community. Instead,
there are now more walkers, bicyclists and community
shuttles operating as highly visible and efficient
aspects of community life. Landscaping in and
around the central urban village has given the entire
city a distinctive look that is replicated at important gateways to the city and along major east -west
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' and north -south avenues. By working together to enhance the lives of the city's youth, the residents
of West Covina have created a new people friendly urban environment that preserves what is
cherished most about our neighborhoods while adding the vitality and excitement of a more mature
City.
1 It was twenty years ago today that the residents and civic institutions of West Covina came together
for the first time to form the youth partnership. Today we are celebrating that important milestone
in the history of our community. In honor of that occasion, there will be a parade along the entire
length of the central gathering place from Glendora Avenue to the performing arts center across
from the Civic Center. All the many citizen volunteers who donated their time, energy, and
creativity to making this celebration possible will lead the parade.
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Chapter 3
CHALLENGES
Throughout the visioning process, community members identified the issues and opportunities they
felt must be addressed by the city if is to move forward successfully toward its desired vision for the
future. This section summarizes those ideas and opinions expressed by participants in the visioning
process that were repeatedly voiced during the past several months. An overview of this
information is presented in the first section that highlights the major themes. The second section
beginning on page 12 provides more detailed information organized around the following topics:
• My Neighborhood: Where We Live
• Transportation: How We Get Around
• My Community: Where We Gather, Work, and Play
• My Money: How We Get It, How We Spend It
• My City: How We Govern
• Our Kids: How We Serve Our Youth
A. Major Themes
This section offers a snapshot picture of the major themes that emerged during the visioning
process. It can be used as an executive summary reflecting the essence of what people discussed
during the Citizens' Congress and the community meetings facilitated by the Visioneers.
• Retain the residential quality of West Covina (quiet neighborhoods, beautiful homes, clean
streets and sidewalks, green open space). Although economic development is essential to
provide. the revenue required for quality city services, make sure this development is compatible
with, and does not impact, the very thing we value the most — our residential neighborhoods.
• Given its many desirable assets West Covina has the potential to evolve into a more self-
sufficient, multi -faceted city enabling residents to obtain all their economic, social, and
cultural needs within the city without having to travel outside its boundaries unless they choose
to do so.
• A more diverse economic base will enable more residents to both live and work within West
Covina and by doing so add to the vitality of the city's community life and richness to the
revenues that underlie the City's capacity to deliver quality services and a strong, sustainable
infrastructure.
• Let's make West Covina a more interesting place in which to live, while still holding onto
the family focus of our community. This can be done in a number of ways including the
development of a cultural/performing arts center, the creation of more outdoor pedestrian
oriented public spaces, while attracting more upscale restaurants, a wider variety of stores, and a
mix of unique meeting places including coffee shops and other venues.
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• Create a central gathering place, an old town -like urban village, to serve the ,entire
community while also adding a distinctive sense of place to the city in its role as the heart of the
San Gabriel Valley. This need not be a traditional downtown or main street but something new
that can be built with existing components on or near the Civic Center, The Plaza, The Lakes at
West Covina, and Glendora Avenue.
• If we are truly a community that cares for our children, then we need to create ;strong,
enduring partnerships between all the civic institutions and community organizations that serve
' our, youth. This* means that city council, city staff, and all the school districts, religious and social
organizations work together with a shared mission in a coordinated manner.
1 • The City cannot solve all our problems for us. We need to tap all our available resources,
including volunteers and other residents who willingly participate in the decisions shaping the
future of our city, including the needs of our youth.
' • We should celebrate the increasing diversity of our community while helping everyone
regardless of their background feel connected to the larger community around them. What we
' share in common as residents of West Covina and citizens of the United States is far more
important than what may set us apart.
• We need a long-term, integrated plan to ensure that all new development adds value to the
community while protecting both our neighborhoods and preserving our remaining natural open
' spaces. The BKK landfill site constitutes a tremendous opportunity to achieve all these goals and
for this reason should be an integral part of any such plan.
• Let's make sure that all our schools are the very best. That is why many of us came here in
1 the first place. Anything less is simply not acceptable.
1 B. Issues and Opportunities Identified by the Community
1 MY NEIGHBORHOOD: WHERE WE LIVE
People are proud of their neighborhoods. It is the feature that most defines West Covina today and
' what the residents of the city most want in the future. In the face of changes that may occur in the
city and the region at large, they want most of all to retain those residential qualities that drew them
to West Covina in the first place — quiet neighborhoods, with beautiful, single-family homes in park
like settings. It is a place where people know their neighbors, the schools are the best, and' everyone
feels safe and secure. Accessing nearby shops, services, and parks is fast and easy. Even the streets
and sidewalks are always clean. All and all, a perfect place to raise a family. Although this is what
they most value about West Covina, some feel these qualities are slowly disappearing because of too
much growth, increased traffic, noise, and other changes they see around them.
Growth and Neighborhoods
Many are concerned that increasing population will lead to overcrowding, increased traffic" and a loss
of open space. Although new residents to the city are welcomed, it is hoped that the overall
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population does not increase much beyond its current size. Economic development is seen as
essential, but many want to be sure that the new businesses attracted to the city are compatible with
neighborhood life and do not bring with them excessive traffic or other problems often associated
with growth.
Affordable Housing
Rising housing prices are making it difficult for many middle and low-income families to afford
homes in West Covina. Many people who work here would like to live here but cannot afford to do
so. There is also concern that seniors who have been long time residents of West Covina can no
longer afford to stay in the city as the cost of housing exceeds their limited incomes. The lack of
affordable housing has also led to a perceived increase in the number of single-family residences
shared by two or more families. Although a need for more affordable housing is recognized, most
do not want to see more apartment buildings built. These are not seen as compatible with existing
neighborhoods or the image of West Covina as a city of single-family homes.
Pride of home ownership is seen as a foundation for quality neighborhoods and a strong
community. Rather than build more apartments the city should sponsor programs to help people
purchase their own homes. Multi -family housing might be acceptable if limited to the I-10 corridor
or other locations away from existing single-family neighborhoods.
Appearance
Residents of West Covina have long taken special pride in the appearance of their homes and
neighborhoods. So, when some no longer seem able or willing to take adequate care to maintain the
appearance of their homes and property, it is seen as a threat to the overall quality of life in the city.
In addition to seeing an increase in the number of rundown homes and unkept yards, they also
report seeing too many cars parked on neighborhood streets and even on front yards. Trashcans
and shopping carts left out on the street are viewed with disdain. They think it extremely important
that all residents and property owners be encouraged to make their homes more attractive and
maintain their appearance. This includes a call for much stronger building and zoning code
enforcement in both residential and commercial areas.
Design Guidelines
Maintaining the appearance of neighborhoods also extends to design plans for nearby retail and
other commercial developments. The architectural style of new buildings — public or private —
should be compatible with the look of surrounding neighborhoods. Some expressed concern that
that the city had not always taken this into consideration when approving new projects.
TRANSPORTATION: HOW WE GET AROUND
Transportation was largely viewed from .three perspectives: first, how best to keep increasing traffic
from disrupting neighborhood life; second, how to increase overall mobility within the city, and
third, how to address the continuing increase in traffic congestion on nearby freeways.
Traffic and Neighborhood Life
The increase in traffic congestion and noise is seen as a direct result of unwanted growth and its
impact on neighborhood life. Some complain that many secondary roads have become more like
primary routes as motorists seek ways around congestion. Traffic calming measures and better
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enforcement of posted highway speeds were suggested as ways of reducing traffic speeds through
neighborhoods. Some identified specific traffic problems on a number of,streets and suggested a
variety of solutions, including lower speed limits on streets like Cameron and Pacific Lanes (reduced
from 40 mph to 35 mph).
' Heavy traffic near neighborhood schools is of particular concern. Some can for establishment of a
"safe passage way" program for school children, requiring a partnership between the city council
and local schools. Such a program would identify shortcuts now taken by students and would install
' speed bumps, crosswalks, and stop signs where needed.
Improving Mobility to Integrate the City
Many expressed a desire for transportation improvements that would make it easier for residents to
move about and reach destinations outside their neighborhoods. Such changes should be designed
to facilitate integration within a city now seen as physically disconnected by a road network no
longer fitting current mobility needs. For this reason, many called for more north -south and east -
west corridors to help knit the city together. Some were skeptical, asserting vacant land for such a
purpose simply no longer existed. Others suggested the potential of turning Azusa Avenue'into a
i parkway or freeway corridor. Signal synchronization should be studied to improve traffic circulation
within the city.
r Others complained there are too few alternatives to the car. For this reason, they suggested'
redesigning and increasing the number of shuttle routes so they can function more effectively as
community circulators. Encourage bicycling, not just for recreational purposes but to meetl;a variety
' of needs by constructing bike lanes that serve shopping areas and other destinations. Finally, many
wanted to enhance the appearance of public walkways and make them more pedestrian -friendly. All
such improvements should comply with ADA requirements.
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Traffic and Community
Increasing congestion on the I-10 and 605 freeways and the resulting long commute times were seen
as undermining community life. Residents who work outside the city have less time and energy to
contribute to their community. This problem was seen as contributing to the desire for a more self-
contained city, one in which residents could meet all their needs (employment, shopping,
entertainment, etc.) without having to leave West Covina.
Many thought there was an opportunity for West Covina to take a leadership role by forming
regional partnerships to work with other nearby cities and public agencies in an effort to develop
solutions to freeway congestion. In particular, the City should work with Caltrans to improve the 10
Freeway by upgrading the intersection with the 605 Freeway and work with the MTA and Foothill
Transit to extend the El Monte.Busway.
MY COMMUNITY: WHERE WE GATHER, WORK AND PLAY
West Covinans are proud of their city, but in many different ways the city has become more diverse,
making it more difficult to create a shared sense of community across the entire city. For this
reason, residents are seeking ways to bring people together regardless of the neighborhood" in which
they happen to live, their cultural background, whether they are a young person or a senior, a
newcomer or a long time resident, or someone who works here while living elsewhere. Members of
15
the disabled population are also seeking full participation in the life of the community. The question
is how best to create connections between the various components of the community while also
making it "a more interesting place to live" with its own unique sense of place and identity. In this
respect many have called for the creation of a new "downtown" or central gathering place to serve
the entire community. There are also calls for a performing arts center and other cultural activities
as well as a wider range of restaurants and entertainment venues to add variety and spice to city life
in West Covina. Success in this respect would also contribute to making West Covina a more self-
contained city, one in which residents could meet all or most of their needs without having to go
elsewhere. Some of the more specific issues raised by people include the following:
Ethnic Diversity
There is a strong desire to celebrate the increasing cultural diversity of the city even while there is
concern the city could divide into isolated ethnic enclaves. Most feel this worse case scenario can be
avoided if efforts are made to reach out to one another. Some suggested a multi -cultural welcome
wagon to help new residents, regardless of their cultural background, become adjusted to life in
West Covina. Some residents felt the City should also sponsor ESL (English as a second language)
classes and offer translation services. It was suggested that a cultural room be set up in a community
center, featuring exhibits that showcase various ethnic groups now living in West Covina. More
community events are needed that will bring citizens together, enabling them to discover that what
we share in common is far greater than our differences. The role of the public schools in helping
children and their parents become an active part of the larger community was also stressed.
Community Identity
For long-time residents of West Covina there is a strong sense of identity with their community, but
this is less true for many newcomers. Many of these new residents commute to jobs outside of West
Covina, leaving them with less time to get to know their community. Some suggested that having
more jobs in West Covina would enable a larger proportion of the population to both live and work
in the city, creating in the process a stronger sense of community identity. In addition, many long-
time residents have'a wealth of knowledge about the history of West Covina that can be shared with
newcomers to help facilitate community identity. It was also suggested that holding town hall
meetings in various neighborhoods throughout the city would help create a sense of West Covina as
a more inter -connected community. Even landscape design can be used to reinforce the identify of
the city by using trees, lamps, sidewalks, and other elements to distinguish the look of the city from
surrounding communities.
Central Gathering Place
While the lives of most residents are focused on their homes and neighborhoods, many of these
same individuals feel there is a critically important feature missing from the life of the overall
community. They spoke of the need for a "downtown" or town center described as a central
gathering place that would attract residents from throughout the community as well as business
people, shoppers; and visitors. As the new heart of West Covina, this people -friendly focal point for
the entire community, need not be a traditional downtown or main street, but something new that
could be built on or near existing components that include the Civic Center, The Plaza, the Lakes at
West Covina, and Glendora Avenue. Some liked the concept of an "old -town" or other similar .
design that would serve as the catalyst for the development of a multi -faceted, community
destination combining both public and private functions, in civic, retail, entertainment, and
cultural activities. Although residents might need to drive or take a shuttle to reach this central
gathering place, once they arrive they could enjoy an outdoor pedestrian -oriented environment
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where people of different cultures, young and old, newcomers and long-time residents can easily
meet and mingle.
In particular, some have suggested that Glendora Avenue be renovated as a promenade with
outdoor cafes, coffee shops, fountains and artwork integrated with the adjacent The Lakes/Edwards
Theater complex. Others have identified the old Wescove Plaza across from the Civic Center as an
ideal location for a new central gathering place. Now occupied by vacant stores and other buildings,
this site could become a new park that might include an outdoor open-air theater. Some suggested
renovating the Wescove Theater on this site as a possible venue for a new performing arts center
(see below). By attracting people from throughout the community, these sites alone,, or in
combination, can function as a central gathering place that facilitates community identity, adds more
park and open space, and creates a new cultural venue. Most importantly, it has the potential of
making West Covina a truly interesting and dynamic place that would serve the needs of residents
from throughout the community who are seeking a focal point that would become the true heart of
the city. In the process, this multi -faceted, community focal point would be a fundamental, element
in making West Covina a more self-sufficient city, designed to serve all the needs of its residents,
while further enhancing the image and stature of the city throughout the San Gabriel Valleys'
Performing Arts Center
West Covina is now seen as a service and retail center for the eastern San Gabriel Valley, but it has
the potential to also become a major cultural center. To fulfill that role, some suggested the
development of a Performing Arts Center, a venue that years earlier used to exist in West Covina.
The performing arts center could feature not only live music and theater productions, but also
include an exhibit hall for displaying work by local artists or to showcase the cultures of all the
ethnic groups now living in the city. Many also wanted to see an art film house, either as a part of
this center or nearby. Such a cultural and performing arts center would help knit the community
together by providing a public place that all members of the community could enjoy as either active
participants or as appreciative audiences. Since this issue has been under discussion for many years,
it was suggested that the need for a performing arts center be confirmed with the voters before
proceeding too far along this path.
A number of alternative sites and options were suggested for how best to develop a performing arts
center. Many thought a new performing arts center should be an important element of a central
gathering place or new downtown. Some suggested conversion of old movie theaters such as the
one at the Wescove Center or the Eastland Shopping Center rather than the construction of a new
building. It was also suggested that the creation of a new park across from the civic center in the
Wescove Center could also be the site of an outdoor amphitheater that could serve as a performing
arts center. Others thought a performing arts center could be built on the BKK site while another
suggested a site in the hills behind Galster Park. The performing arts center at Mount San Antonio'
College is an existing local cultural resource that could be used more extensively by West Covina. If
West Covina does build its own performing arts center, it should be designed to complement rather
than compete with Mt. SAC.
MY MONEY: HOW WE GET IT, HOW WE SPEND IT
Many feel that West Covina has developed a dynamic local business community and there is a strong
desire to build upon that strong foundation. Given this success, however, many still voiced
17
concerns. First, they expressed a need to develop a more diverse economic base to ensure the long-
term sustainability of city revenues. Second, many residents feel more should be done to attract the
kinds of retailers that they now travel outside of West Covina to meet their needs. Third, future
economic development and redevelopment activities should be designed to avoid negative impacts
on the residential life of nearby neighborhoods.
Economic Development
A vigorous, pro -active campaign is required on the part of the City to attract new businesses and
retain existing ones to ensure the viability of the city's revenue stream. Excellent working
relationships are needed between the City and the business community. Some felt that the City had
in the past unintentionally scared away some businesses and that a more pro -business stance was
required. They also felt it was important to build stronger partnerships among all the local chambers
of commerce — such as the Filipino, Hispanic, Chinese and Japanese chambers as well as community
organizations like the NAACP — to develop a community -wide economic development strategy that
would build upon the vitality of an increasingly diverse business community. It was suggested that
the City greatly expand its economic development activities and lead and coordinate all such efforts
in partnership with the various local chambers of commerce.
Creating a Self -Sufficient Economy and Community
Many believe that business attraction and retention activities as well as workforce development
should be guided by the overarching goal of enabling West Covina to become a more self-sufficient
city, one that enables all its residents to meet their economic, social, and cultural needs entirely
within its boundaries. Although West Covina is a leading retail destination for people throughout
the eastern San Gabriel Valley, many residents still travel outside of the city to meet some of their
major retail needs. Many stated there was a need for a major supermarket at Amar and Azusa.
Others stated they now travel outside of the city for hardware, garden supplies, trendy retail outlets,
and gourmet food stores. They also expressed a desire for more high -end restaurants, nightclubs,
and other cultural and entertainment facilities to make West Covina a more interesting place to live.
It was suggested that the City conduct a market study to determine what new businesses are needed
and what gaps might now exist. Such a study would be the first part of a new business development
strategy designed to upgrade all commercial areas to reflect a new merchandising mix in tune with
modern trends and the current needs of all residents. Given that retail sales tax, as a revenue source
is essential to maintain the quality of all city services and its infrastructure, the city should research
how tax breaks and other incentives could be used to attract major retail sales tax generators. To the
extent that city residents and workers are able to spend more of their dollars within city boundaries,
this will further reinforce the local economy, generating additional sales tax revenue.
Economic Development and the Neighborhoods
Most recognize that economic development is essential for the revenue required by city services that
underlie the quality of life enjoyed in the neighborhoods. It is critical, however, that this economic
development be compatible with, and not detract from, the very thing that West Covinans value the
most - their residential neighborhoods. For this reason, redevelopment should emphasize the
quality of residential development and not be driven purely by economic concerns. Buffer walls
between auto dealerships and residential areas are just one example of the kinds of strategies that
need to be taken to avoid unnecessary tensions between the city's economic needs and those of its
neighborhoods.
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' Redevelopment
Many expressed concern about what was being done to address vacant stores and underutilized land
in need of upgrade or revitalization. At the same time, however, they wanted all redevelopment
activities to proceed as part of an overall master plan for the city rather than on a project-by=project
basis. It is believed that projects developed within the context of a long term, well -thought out plan
' will add more value to the community by providing a better mix and synergy of land uses and
improved transportation circulation more compatible with nearby neighborhoods.
The BKK Landfill was the redevelopment site of primary interest. Some expressed concerns about
when, or if, the problems associated with this site would ever be resolved. The more optimistic
offered a variety of suggestions concerning its future redevelopment. Some suggested it had strong
' potential as a business park and commercial development. It was also mentioned as a candidate site
for a performing arts center. Others felt that its past as a toxic landfill would limit development to
specific uses such as a golf course, recreational park, nature preserve, or other open space activities.
' Finally, it was suggested that the greatest value could be obtained from this site by developing it in
combination with the adjacent Amar and Azusa redevelopment site as part of an overall concept.
' Others expressed concern about pockets of vacant and underutilized land scattered throughout the
city. Many of these areas had been zoned over two decades ago for commercial development but
with what were characterized as dismal results. They asserted the City should reexamine sites, such
' as the Fortune's Market, and acknowledge that many of them are never going to make it if targeted
for purely commercial development. Instead, they advocated changing the zones, so that they are
more attractive for mixed -use or residential development.
Many acknowledged the interdependence of the city's economic health with that of the San Gabriel
Valley and the region as a whole. They applauded the City's leadership role in supporting regional
economic development, including efforts to attract manufacturing and other major generators of
new jobs and revenue to the San Gabriel Valley even if not located in West Covina.
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MY CITY: HOW WE GOVERN
Given an increasingly diverse population, some wondered what changes might be needed in the
future to enable the city's civic institutions to continue to meet the needs of its residents. There
were a variety of comments concerning leadership, the need to work together, and how best to
engage residents in shaping the future of their city.
Civic Leadership
Despite its growth, West Covina is still seen as a small town by many residents and they like it that
way. As the city continues to mature, they want to retain this small town quality. For this reason,
they believe West Covina should be able to provide the personal touch that larger cities cannot. This
means all city officials should be visible and out in the public where they can listen to their fellow
citizens. People should know their Mayor and other members of the City Council by their first
names and feel comfortable talking to them about the issues that matter to them most.
As in most other cities, some West Covina residents feel their leadership is engaged in too much
political partisanship rather than focusing on the larger interests of the whole community." This
perception may be fueled by high expectations for the future and a desire to move beyond specific
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controversies of past years. They want a city council that is responsive to the public and one that
represents all aspects of a diverse community.
Public Involvement and Community Outreach
Many believe the city government can best address all the issues facing the community if it has the
support of an interested and actively engaged citizenry. It was stated that there is a small core of
dedicated residents who want the city to work well for everyone. However, the current overall low
level of public participation suggests that most citizens are fairly content with things as they are. It
usually takes a divisive issue to bring people out. While this may be sufficient in the short run, it is
feared by some that without more citizen involvement, the city will not be as effective as it could be
in responding to the needs of the community.
Some suggested more effective outreach is required to increase the level of public involvement.
Keeping residents aware of what is going on in their city government is an essential first step.
Although they believe the City has made a good start using new tools such as Cable TV, the Internet
and Discover Wlest Covina to bring government closer to the people, it was suggested that more can be
done to make these outreach tools more effective. For instance, using new interactive technologies,
residents could use the local public access channel (Channel 56) and their home computers to
directly participate in city council meetings rather than just observe the meetings on their televisions.
Public surveys could also be conducted via Discover West Covina. Other suggested making the City
website more user-friendly. It also should provide more links to access information about city
services and other local civic institutions. To literally bring government closer to the people, some
recommended that the City Council hold a series of town hall meetings in various neighborhoods as
a way of inviting residents to become more involved in their community.
Other suggestions focused on how to create opportunities for people to become involved in their
community and local government. Some recommended improvements to the institutional structure
of local commissions so more people will want to serve. This included changing the process by
which members of local commission are selected and granting them more independence and power
to get things done. Others discussed community mapping as a way of identifying existing
capabilities and potential leaders at the neighborhood level. Neighborhood watch and
neighborhood block programs were highlighted as ways for people to meet their neighbors and learn
how to help one another. Also, tapping into existing neighborhood and faith -based groups or
forming new ones could open up new reserves of energy and creativity for future neighborhood and
citywide initiatives.
Community Volunteers
A critical element of public involvement concerns those residents who donate a portion of their
time, energy, and skills to improving their community and helping others. Many observed that
West Covina has long been blessed with a variety of volunteer resources, including residents who
have lived in the community for most of their lives and are willing to share the wealth of their
experience. At the same time, however, changes in the economy and society at large have meant
that fewer people are able to devote time to volunteer activities. To better utilize all existing and
potential volunteer resources, some recommended a more structured, organized approach. This
included the development of a volunteer center manned by coordinators that would assess needs
and match those to available volunteer resources. It would also help recruit and train new
volunteers and facilitate cooperation among community groups that might otherwise compete for
sometimes limited volunteer resources. The youth of the community were identified as a
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' tremendous untapped pool of volunteers. Getting young people involved in volunteer activities at
an early age would help establish a habit that could benefit the entire community for years to come.
' Partnerships
Many felt that there was too much institutional fragmentation in West Covina, including multiple
school districts and chambers of commerce, making it harder to achieve the overall goals of the
community. As a remedy, they believed it was essential that the city government form close"working
relationships with the school districts as well'as other civic and community institutions. These
' partnerships might take many different forms, but would be guided by the principle that most
solutions to community -wide problems require institutional cooperation and open communication
rather than competition. Sharing responsibility for the future of the community should make it
' easier to combine resource when it made sense to do so. Some suggested combining city and school
maintenance departments to eliminate unnecessary duplication while achieving greater operating
efficiencies and lower costs. School facilities should be available after hours and on weekends to
' meet other community needs, including parks and recreation. Others asked do we really need three
school districts and three chambers of commerce? They suggested exploring ways to combine these
separate organizations to, help pull the community together.
Regional Partnerships
Given its location in the heart of the San Gabriel Valley, West Covina should leverage this position
to take a leadership role on more regional issues. It was stated that West Covina cannot solve all its
problems on its own but needs to cooperate with other nearby cities as well as public agencies at the
regional level. This was especially true regarding transportation.
OUR KIDS: HOW WE SERVE OUR YOUTH
In the minds of many, the most urgent needs driving the call for partnership are those of West
Covina's youth. If the community is truly family and child -centered, they say we need to create
' strong enduring partnerships between all the civic institutions and community organizations that
serve the city's youth. This means that the city council, city staff, all the school districts, police,
religious and social organizations work together with a shared mission in a coordinated manner.
' Currently, institutional responsibility for youth is shared between four school districts, the City of
West Covina, the County of Los Angeles, and other institutions. Inevitably, there are overlaps
between these institutions, but this can be a strength rather than a weakness if an effort is made to
' rethink these institutional relationships to support a shared and coordinated partnership. They asked
that the Mayor and the City Council take the initiative to help make this happen. If they do so, they
will have the active interest and support of the community. Many felt there was no more crucial
' undertaking required to ensure the future of the community.
Education
' Many residents stated that they were originally attracted to West Covina for two reasons — the
attractive neighborhoods and the quality schools. Now, they fear local public schools are no longer
maintaining the high educational standards of the past. They say that too many kids are no longer
' staying in school and too few are going onto college. Although they believe the teachers are just as
dedicated, they are being overwhelmed by factors beyond their control such as school overcrowding
and the growing presence of gangs.
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Youth Programs ,
Beyond concerns about the school system, many spoke of the need for after -school programs and
other youth services. In particular, effective programs are needed for latch key kids and other youth ,
in the middle teen years who could benefit from good, personalized programs designed to keep kids
on campus by providing them with fun, positive outlets to channel their energy. This might include
art and craft classes, dance instruction, computers, and nature walks. A wider range of sports and '
recreational facilities were called for, including bike trails, a skateboard park, and plenty of open
space for play. The youth of the community could also benefit from school and city -sponsored
mentoring programs or by providing them with volunteer opportunities that could open their eyes '
to the needs of the larger community and with it a sense of their own self-worth.
Public Safety ,
Many residents expressed concern about the presence of gangs in other nearby communities and
the need to make certain that the Police Department continues to work tenaciously to reduce the
influence of gang activity in West Covina. Some were disturbed by the sight of graffiti in their local ,
neighborhoods, which they saw as a possible sign of gang activity. Some feared that their local
youth could be at risk of being drawn into gang activity if existing preventive steps were not
continued. Others expressed concerns about teen pregnancies, drugs and substance abuse, as well as '
the potential for increased violence on local campuses. Most applauded the successful efforts of the
local police but also felt an even stronger community -wide effort was needed to support all of our
youth. Everyone is needed to find solutions — students, parents, school boards, city staff, local '
businesses and others. A variety of youth programs were suggested, as described above, as well as
ready access to counseling programs. Leadership for this campaign must come from the city council
and the school districts working together rather than apart. A citywide youth ombudsman or '
coordinator could be appointed to establish linkages between various youth programs and across
different school districts.
I
7
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Chapter 4
HOW TO GET THERE
Making the vision a reality requires a commitment on the part of the community and its various
' institutions. This commitment can emerge through the development of a General Plan as well as a
community -wide Strategic Plan. Every California city is required to have a General Plan that serves
as a blueprint for the future growth and development of the city. Each General Plan is required to
address the following seven elements: land use, circulation, housing, conservation, open space, noise,
and safety. A city can choose to adopt additional elements such as community design and
economic development. The City of West Covina last updated its General Plan in 1985 (The
' housing element was updated in 1995.) The West Covina 2020 Vision Document can serve'4s the
first step in the development of a new General Plan.
' Unlike the General Plan, a strategic plan is not a legally required document, but the development of
a Strategic Plan can provide essential input for the General Plan while also addressing opportunities
that may go beyond the scope of the General Plan. For instance, the Strategic Plan can identify
' community organizations and volunteers who can assume specific responsibilities for implementing
projects designed to help achieve the 2020 Vision that are best handled by members of the
community rather than the City. In addition, there may be many projects requiring the joint action
of the City as well as other organizations and institutions outside the city government.
The next page of this documents represents an example of an action plan "grid" that provides a
consistent organizing mechanism for documenting the output of a strategic planning process. It
establishes a framework for a Strategic Plan by suggesting how it could be organized and what
component elements should be included. The Wlest Covina 2020 Vision can be drawn upon to
identify major strategic themes or programs within which to develop and implement future,,actions
and projects.
' One example, is a major theme identified for the Citizen's Congress and presented in this document:
'Our Kids.- How ile Serve Our Youth. " Other strategic areas might include the development of a
central gathering place, economic development, and so forth. Each strategic area would then
include a variety of actions and projects designed to achieve that portion of the Vision represented
by its particular theme. In the example below, possible projects to address the "youth" theme are
identified in the first column of the action grid. Other columns deal with the estimated time frame
for completion of the project, which institutions or individuals will assume lead responsibility for the
project, success measures, and potential resources or funding sources.
' This is merely an example of one section of a possible strategic plan for the City of West Covina.
The actual strategic plan should be developed by those community organizations, civic leaders, and
city departments who will eventually be responsible for its implementation. This will help to ensure
' ownership of the plan and the various programs and projects required to turn the vision into a
reality.
23
SAMPLE STRATEGY/ACTION PLAN
STRATEGY AREA A: OUR KIDS: HOW WE SERVE OUR YOUTH
Goal: Launch a "focus on youth" partnership to create programs that will promote the development
of a safe, nurturing environment for all the city's youth, including positive and productive outlets for
their creativity and energy.
Al Identify youth needs and partnership
opportunities through town hall meetings
(community forums) and interactive use of
the public access channel.
A2 Establish a "focus on youth" partnership
between the City, school districts, and
other civic institutions/community
organizations
A3 Develop a "focus on youth" guidelines and
work program
A4 Expand after -school programs, providing
activities in art, dance, science, and
technology
A5 Establish a mentor program for city youth
A6 Provide volunteer opportunities for city
youth.
A7 Expand outdoor and recreational activities
and programs
A8 To be determined
This is only one section of an overall strategic plan. Additional action plans would be developed for
each strategic theme and together would constitute the Strategic Plan.
24
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APPENDIX A
VISION PLANNING COMMITTEE MEMBERS
Ms. Fran Andreaozzi Mr. Richard Nichols
West Covina Beautiful
Ms. Mary Grace Barrios
Mr. Royall Brown
Mr. Ed Casanova
San Gabriel Valley Hispanic Chamber of
Commerce
Mr. Johnny Chua
Filipino - American Chamber of Commerce
Ms. Elba Comeau
West Covina Beautiful
Mr. Jim Coombs
West Covina High School
Mr. James Cousar
NAACP
Mr. Flint Fertig
West Covina High School
Dr. Steven Fish
West Covina Unified School District
Mr. Gary F. George
West Covina United Methodist Church
Ms. Karen George
West Covina United Methodist Church
Mr. Jeff Goldberg
South Hills High School
Mr. Joseph Iniguez
West Covina Youth Council
25
Ms. Geneva Nixon
West Covina Beautiful
Ms. Patricia Rasmussen
Mt. San Antonio College
Mr. Herb Redholtz
Mr. Bob Reeve
Faith Community Church
Mr. & Mrs. Talmage Ross
Historical Society of West Covina
Ms. Linda Santos
Filipino -American Chamberof Commerce
Mr. John Scheuplein
Planning Commission
Mr. Alan Tuntland
BKK/San Jose Hills Development LLC
Mr. Neal Zimmerman
San Gabriel Valley Tribune
APPPENDIX B
GEOGRAPHIC DISTRIBUTION OF VISION 2020 PARTICII'ANTS
= Indicates Residency of Participants
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