Item No. 8AGENDA ITEM NO.8
AGENDA STAFF REPORT
City of West Covina I Office of the City Manager
DATE: May 17, 2022
TO: Mayor and City Council
FROM: David Carmany
City Manager
SUBJECT: UPDATE REGARDING PROPOSED FISCAL YEAR 2022-23 BUDGET
RECOMMENDATION:
It is recommended that City Council receive and file report regarding the Proposed Fiscal Year FY
2022-23 Operating and Capital Improvement Program Budget.
BACKGROUND:
The FY 2022-2023 Proposed Budget was presented to Council on April 19, 2022. Since then, staff held
two community workshops and has compiled the results of the Budget Survey. The purpose of this item is
to provide feedback from these workshops, results of the survey, and receive direction, if any, from
Council regarding the budget prior to consideration of approval on June 7, 2022.
The FY 2022-2023 Proposed Budget is available online:
https://www.westcovina.org/departments/finance/budget-fi na nce-reports/a n n ua I -budget
The following is the 2022-2023 budget schedule:
• Budget Survey Available Online
• Long -Range Financial Forecast Filed (Council Meeting) 91
• Proposed Budget Presentation (Council Meeting)
• Community Workshop -
• Community Workshop
• Budget Status Update (Council Meeting)
• Budget Adoption & Appropriations Limit` (Council Meeting) 91
• New Fiscal Year Starts 1
x Appropriations Limit Calculation must be publicly available at least 15 days prior to approval.
Recap of the FY 2022-2023 Proposed Budget:
Citywide Summary
West Covina's total projected operating and capital improvement expenditures for FY 2022-23 are over
$128 million. Revenues for all fund types combined is over $126 million and includes Property Tax, Sales
Tax, Revenue from Other Agencies, Charges for Services, Licenses & Permits, Fines & Forfeitures, and
Revenue from Other Agencies.
In addition, the Capital Improvement Plan budget, totaling over $17 million for FY 2022-2023, is included
in the number above and is primarily funded from Special Revenue Funds and grants obtained from
various funding sources.
Property Tax remains the City's largest revenue source
and is projected be nearly $45 million. Sales Tax, the next
largest revenue source, has been increasing since FY
2020-21 and is projected to be over $23 million in the next
fiscal year. City staff monitors sales tax quarterly and will
amend the budgeted numbers, as necessary. Overall,
total revenues for FY 2022-23 are projected to decrease
due to one-time grant funding received in FY 2021-22.
The City received over $19 million from the American
Rescue Plan Act (ARPA) Coronavirus State and Local
Fiscal Recovery Funds between FY 2020-21 and FY
2021-22.
Total expenditures (excluding transfers) for all budgeted
funds are estimated over $128 million as shown in the L
chart below. Many funds make up the total budgeted amount,
the amount nearly $64 million, or 50% of the City's budget.
City -Wide Revenue
Interdept
Char, es
Licenses
Other
5%
& Permits
Revenues
3%
30%
Revenue From
Property
Other Agencie
Tax
10%
36%
Charges For
Service
11%
Other
Taxes
Sales Tax
14%
18%
with the largest being the General Fund in
Salary and benefits are 44% of the City's total budget, as depicted in the chart below, which is up from
last fiscal year but still down from FY 2020-21. This decrease is a result of the issuance of Pension
Obligation Bonds for the Unfunded Accrued Actuarial Liability (UAAL) pension payment due to the
CalPERS (CaIPERS) in FY 2020-21. However, it should be noted that CalPERS pension costs and the
cost of health benefits provided to the City's employees continues to rise each year and must be
monitored very closely as City staff continues to identify alternatives to providing these benefits to City
employees.
City -Wide by Expenditures Category
City -Wide Expenditures by Fund
Private
Internal
Capital
Purpose
Service
Projects
Debt
Allocated
Trust
Funds
3% Enterprise
Costs Capital
Funds
4%
Fund
Service
3,% Assets
4%
0%
16%
12%
Debt
Service
12%
Materials
0
General
g,
Fund
Services
50%
25Yo
Salaries &
Special
Benefits
44%
Revenue
27%
General Fund
The General Fund provides basic services to the City (i.e. police, fire, planning, administrative services,
and parks and recreation). The City's primary financial goal is to provide an appropriate level of municipal
services with the ability to adapt to local and regional economic changes, while maintaining and
enhancing the sound fiscal condition of the City. The City's General Fund continues to be negatively
impacted by rising pension costs, the State's elimination of redevelopment, and the loss of major local
revenues due to the pandemic. Staff continue to identify revenue sources and cost-cutting measures to
offset these negative impacts.
The fund balance at fiscal year ending June 30, 2022 is projected to be over $24 million which is
approximately 31% of General Fund expenditures and transfers. Of this, over $3 million is assigned
which leaves approximately $21 million in unassigned fund balance. The City's budget policy requires
that the City's General Fund maintain an undesignated, unappropriated reserve amount equal to at least
17% of budgeted expenditures or approximately $10.8 million. At the close of each Fiscal Year, any
revenues over expenditures are generally transferred to fund balance reserved to be used for one-time
capital expenditures or the reduction of General Fund debt service requirements. Below is a chart
showing changes to Fund Balance over the past five years.
General Fund Changes in Fund Balance
$28
$26
$24
$22
$20 SM
$18
$16
$14
$12
$10
16/17 17/18 18/19 19/20 20/21 21/22 22/23
Actual Actual Actual Actual Actual Estimate Proposed
General Fund Revenues
This budget assumes continued recovery from the COVID-19 pandemic and an increase in revenues to
pre -pandemic levels. Total General Fund revenues are projected to be over $79 million, a 17.8% increase
from the FY 2020-21 Adopted Budget. This is largely due to an increase in Property Tax Revenue over
$782,000 and an increase in Sales Tax Revenue over $7.2 million from last year's original budget.
However, when compared to current year estimates, it is a conservative increase of 1.2% in Property Tax
and 1.5% in Sales Tax. Other revenue has been adjusted based on prior year actuals.
2%
Revenue From Other - -__
Agencies
5%
Charges For Service—�
Lo%
Other Taxes
12%
General Fund Revenue
Licenses & Permits
Sales Tax
29%
Property Tax
37%
General Fund Expenditures
General Fund Expenditures for FY 2022-23 are projected to be nearly $64 million. This is a $9.8 million
increase from the current fiscal year's original budget, however, a decrease of nearly $6 million from the
prior fiscal year. This decrease is mainly due to the decrease in the Unfunded Accrued Liability (UAL)
payment to the CalPERS as a result of the pension obligation bonds issued in 2020.
Most General Fund expenditures go
towards Salaries (41 %) and Benefits
(23%). Over the past year, the City
executed memorandums of
understanding with eight out of nine of its
bargaining groups. These agreements
included salary increases ranging from
three to four percent per group and are
offset by employee contributions towards
pension ranging from 1.5% to 6%. A
significant increase in salaries and
benefits is primarily due to an increase in
overtime salaries.
Expenditures overall were analyzed and
projected to reflect the actual expense
incurred based on the current year
estimate and prior years.
General Fund Expenditures by Category
Maintenance& Fuel Allocated Costs
Repairs 1% 4% j —Capital Assets
U%
utilities ---
2%
Materials & Services
14%
Salaries
41%
Mutual Ald Overtime
2%
Benefits
23%
Overtime continues to be an increasing burden on the City. The FY 2022-23 Proposed Budget has been
projected on prior years' actuals with an estimated 3% increase, in line with base salary increases.
While estimated to be slightly more than the current year estimate of $6.1 million, General Fund Overtime
is proposed to be approximately $6.4 million. The majority of this overtime is from Fire (50.4%) and
Police (48.7%).
General Fund Overtime
1
0
=c
4
3
2
1
Prior Year Current Current Year Estimate Proposed
Actuals Budget Budget
■Administration • Community Development• Finance
•Fire •Human Resources •Police
• Public Services
Fiscal Challenges
Short -Term Factors
As a result of the State and County stay-at-home orders during the pandemic, the City experienced a
decline in economic activity, which impacted the City's revenues. City staff estimated a potential loss of
$2.8 million in General Fund revenues for FY 2019-20 and a continuing loss of $2.1 million in General
Fund revenues in FY 2020-21.
In addition to the economic impacts from the COVID-19 pandemic, over the past 6 years, the City's
General Fund reserves had continued to decline — in FY 2014-15, the unassigned fund balance was
$20.5 million, in FY 2015-16, the unassigned fund balance was $15 million, in FY 2016-17, the
unassigned fund balance was $14.1 million, in FY 2017-18, the unassigned fund balance was $11.9
million, and in FY 2018-19, the unassigned fund balance was down to $9.8 million. During FY 2019-20,
despite the COVID-19 world-wide pandemic, the unassigned fund balance increased by $2.6 million to
$12.5 million. The General Fund unassigned fund balance at June 30, 2021 was over $21.4 million.
Through sound financial policies and procedures, the City managed rising costs and dwindling revenues
efficiently and effectively. This has resulted in the growth in the unassigned General Fund balance.
Going forward, the City will continue to face challenges. Rising costs of materials and services continue
to be a major concern. For many years, the infrastructure needs of the City were deferred and, as a
result, City buildings are in need of repair. Additionally, a labor contract for the last remaining bargaining
group is expiring in June 2022 and is in the process of being renegotiated.
Three specific challenges affect the City's annual budget:
Resident Engagement — Through civic engagement, resident and community partners define what
services are valued. The result is a budget that better reflects local priorities. Inclusive, open, and
collaborative budget processes and community declaration of principles help the municipal
organization better provide essential services.
Accountability Through Oversight — Continued improvement of the City's long-term financial health
requires ongoing close attention to timely implementation of the State Auditor's Financial Recovery
Plan. Institutionalizing accountability in the recovery process enhances public trust in municipal
governance.
Fiscal Prudence — Capital needs remain underfunded. Clearly, municipal facilities are not to
standard. Maintenance of buildings, streets, and parks has been deferred and as a result services
have suffered. Typically, assets operate until they break down. For example, Fire Station No. 1,
has been determined uninhabitable forcing the City to set-up temporary quarters. The City has
received some one-time funding to address critical immediate needs; however, additional funding
sources need to be identified to address future issues.
Long -Term Factors
The FY 2022-2023 Proposed Budget is structurally balanced; however, expenditures are increasing at a
faster pace than revenues. The City has attempted to attain fiscal sustainability by identifying and
implementing economies and efficiencies in its operations. Like most California cities, West Covina has
several unfunded liabilities - the biggest of these being the cost of employee pensions. The pension
obligations and payments for the UAAL is expected to worsen each fiscal year and the severity of the
problem is dependent on CalPERS earnings. This fact prompted the City to issue Pension Obligation
Bonds in July of 2020 to address the UAAL and attain more favorable interest rates to address the
pension problem.
The City's Long -Range Financial Forecast was updated in March 2022 and projected General Fund
budget deficits for each year in the forecast. Additionally, General Fund reserves were anticipated to be
depleted to 10% or $8 million by fiscal year ending 2027. The forecast recommended structural changes
to increase revenues and/or decrease expenditures in future years. Thus, this year's budget
incorporated the following changes that will have a long-term positive impact on the City's General Fund:
. Formally reduced Non -Sworn personnel in Police. The Police Department had three Community
Service Officers, two Dispatchers, and three Records Specialists that have been frozen the past
two fiscal years. The Long -Range Financial Forecast assumed these positions were
funded; however, the FY 2022-23 Proposed Budget does not include these positions or salaries.
. The False Alarm program and associated revenue were eliminated in prior years. The FY 2022-23
Proposed Budget assumes re -initiation of the program and associated revenue.
.Overall, historical revenues and expenditures were evaluated, and the FY 2022-23 Proposed
Budget was adjusted to prior year actuals. While this included both increases and decreases, the
overall net impact to the General Fund was positive.
. Revenue estimates included in the forecast were also updated based on current year actual
trends. At the time of the Long -Range Financial Forecast, it was uncertain whether the effects of
the pandemic would subside. Since then, it is apparent that the City's Sales Tax, Transient
Occupancy Tax, and Permit revenue will continue to remain level with the current and prior year.
Thus, revenue bases have been raised and are projected to increase conservatively with the
assumptions used in the forecast. While sales tax appears to be on the upswing from the kickstart
of reopening from the pandemic, it can easily turn downward. It is uncertain if the current trend is
just a post -pandemic spike that will bottom out to prior year levels. Therefore, it is not
recommended to commit this revenue to recurring obligations.
City Council Goals
The budget contains City Council goals for 2022 to guide the City. These goals are instrumental in
guiding the budget process. These overarching goals can be seen throughout the budget document as
follows:
Service Levels
The citizens of West Covina continue to expect a high level of service provided by the City. These
services are paid for with local tax dollars and include police; recreation and community service
programs for youth, adults, and seniors; park maintenance; street maintenance; transportation;
engineering; building & safety; housing programs; planning & development; code enforcement; animal
control; and environmental programs and services. Services levels are proposed to be enhanced by
adding funding for the following:
. Recreation and community service programs back to pre -pandemic levels.
. Special Events, such as, Spring Festival, 4th of July, Egg Hunt, Summer Concerts, Christmas
Parade, and Halloween.
. Quarterly Discover newsletter to inform and engage residents.
. An additional twelve Public Services positions have been included under the City's maintenance
funds to provide the highest level of service, while maintaining fiscal responsibility and improving
community image. These positions did not impact the General Fund.
. Increase in the tree trim cycle from seven to five years to reduce the need for emergency
maintenance, prevent liability problems, reduce tree mortality, and improve urban forest health over
the long-term.
. In the Police Department, a Forensic Specialist Supervisor position has been added to allow the
Department to properly manage and keep up with the changing demands of forensic investigations.
Conclusion
As the City recovers financially from the COVID-19 pandemic, it is with conservative optimism that this
budget is presented. Service levels are directly related to income from which public expenses are met.
Finding economies in municipal operations including privatization and reductions in the workforce, the
City has made gains toward attaining the goal of fiscal sustainability. Toward this goal, alternative
service delivery should continue to be given ongoing consideration to help position the City for long-term
financial success. Alternative service delivery is the approach of providing government services using a
non-traditional method to reduce costs, while maintaining or improving service levels. Examples of
alternative service delivery include shared service agreements, public -private partnerships and interlocal
government collaboration.
DISCUSSION:
Summary of Community Workshops
At the April 20, 2022 meeting, there were approximately 10 residents, Councilmember Brian Tabatabai,
and four staff members in attendance. Staff addressed questions regarding the Health Department,
Sportsplex, sales tax projections, Long -Range Financial Forecast, proposed positions, Debt Service,
sewer fund, ARPA funding, and 2020 Bond issuance. There was one resident that wanted the City to
invest more in the Glendora corridor. There were also a few residents who spoke in opposition of creation
of a local Health Department.
At the May 4, 2022 meeting, there were three residents, Councilmember Brian Tabatabai, and six staff
members in attendance. Staff addressed questions regarding the Sportsplex; sources of funding for the
Capital Improvement Program; sales tax projections; proposed positions; sewer fund; Fire Department
overtime; and Animal Control. One resident was concerned with the sustainability of new positions and
another noted an increase in the number of potholes that need to be addressed.
Budget Survey
The City created and solicited a budget survey from March through April 2022. A total of 103 responses
were received. Attachment No. 1 includes a summary of the survey results.
Prepared by: Stephanie Sikkema, Finance Director
Fiscal Impact
FISCAL IMPACT:
City Wide Summary
Revenue
Property Tax
38,405,653
40,711,032
45.556,800
46,007,228
44.955,200
(601.600)
Sales Tax
17,033,647
20,412,164
15,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
19.229,837
19.069,959
18,458,400
19,343,541
17.948,500
1509.900)
Capital Assets
-
11,250
-
25,564
-
-
Charges For Service
13.055,204
12.852,470
12,163,100
14,143,851
13,737,920
1,574,720
Fees
411,074
61,663
-
64,189
64,200
64,200
Fines & Forfertures
873,497
1.193,233
608,000
1,021,700
1,023,290
415.290
Interdept Charges
8,501,438
6,259,912
6,791,700
7,192,700
6,249,060
(533,640)
Licenses & Permits
1,549,155
2,389,979
1.964,300
3,544,873
3,633,599
1,669.499
Other Revenues
4,046,413
216,704,235
422,300
606,205
205,270
(217,030)
Revenue From Other Agencies
14.503,904
12.715,513
26,252,400
37,141,363
13.364,791
(12,887.609)
Sales
1,312,905
758,120
416,400
504,599
645,000
228,6W
Use of Money & Property
4.083,630
1.349,305
1.678,600
1,289,196
1.562,040
(116.560)
Eapersdkures
Materials & Services
41,255,867
46,155,205
31,276,100
32,618,469
31,573,264
297,164
Al located Costs
5,822,911
4.172,096
4,180,300
4,008,982
4,199,297
19,197
Capital Assets
5,753,822
5,028,828
39,752,200
47,251,998
15,551,514
(23,200,686)
Salaries & Benefits
6D,271,046
61,644,188
45,813,500
53,166,913
56,702,459
10,889,959
Debt Service
10,422,820
15,606,004
20,924,900
21,333,710
20,423,944
(500,956)
General Fund Summary
Re venue
Property Tax
27,378,987
29,681
28,204,200
28,635,749
29,986,300
782,100
Saks Tax
17,033,647
20,412,164
1S,900,000
22,800,000
23,142,000
7,242,000
Other Taxes
9,356,188
8,834,366
8,167,200
8,981,000
9,446,000
1,278,800
Charges Fa Service
S,9S7,071
S,603,193
S,336,OD0
7,007,498
7,S78,220
2,242.220
Fines& Forfeitures
873.497
1,183233
608,0DC
1,021,700
1,023,290
415,290
Interdept Charges
1,415,799
1,189,215
1,423,800
1,423,800
1,196,200
(227,600)
Ucenses & Permits
1,548,859
2,389.535
1,964,100
3.544,084
3,167,810
1,203,710
Other Revenues
2,089,9S3
409,468
82,800
64,530
136,670
53,870
Revenue From Other Agencies
2,755,302
4,341.434
4,813,300
3.431,118
3,994,525
(818,7751
Use of Money & Property
2,367,948
138,473
1,183,600
801,S00
1,078,300
(105,300)
Expenditures
Materials & Services
10,098,722
10,083,560
9,911,000
9,983,135
11,139,16S
1,228,16S
Allocated Costs
3,707,927
2,444,202
2,S79,900
2,486,944
2,605,797
25,897
Capital Assets
231,058
-
-
29,995
-
-
Salaries & Benefits
54,922,906
S6,9S9,531
41,S41,000
47,838,575
50,162,753
8,621,753
Debt Service
4,000
-
-
-
Revenues less Expenditures
Net Transfers
Net Change in Fund Balance
Beginning Fund Balance
Reserve Requirement (17%)
1,922,736 4AK341 13,651,100 17,372,330 15,941,600
(1,329,108) 1,118,412 (13,651,100) (18,721,095) (15,325,255)
493,628 S,812,7S3 - (1,348,76S) S16,345
19,181,696 19,675,324 25,488,077 25,488,077 24,139.312
11,722,267 11,812,840 9,185,423 10,257,570 10,864,312
-For consistency, the FY2020-2021 Bond Transfer -In and Payment towards Unfunded Pension Uabillty have been excluded.
Attachments
Attachment No. 1 - Budget Survey Results
CITY COUNCIL GOALS & OBJECTIVES: Protect Public Safety
Enhance City Image and Effectiveness
Maintain Good Intergovernmental Relations
Achieve Fiscal Sustainability and Financial Stability
A Well -Planned Community
Budget Survey
Results
City of West Covina
WWW.WESTCOVINA.ORG 1 1444 W GARVEY AVE, WEST COVINA CA, 91790
City of West Covina
Budget Survey Results FY2022-23
The City created and solicited a budget survey from March through April 2022. A total of 103 responses were
received. This report is a summary of the results.
Respondents were asked their opinion on the following city services:
1. Community Services (Recreation programs, Senior programs and Special Events)
2. Economic Development and City Planning
3. Enhancing City Image (median landscaping, graffiti removal, public art)
4. Fire and Ambulance Services
5. Housing (Affordable Housing, Homeless Services)
6. Infrastructure (Street Improvements, Sidewalk Repair, Traffic Signals, sewer)
7. Parks
8. Police Services
9. Public Health (communicable disease prevention, emergency preparedness, environmental health)
10. Regulatory Services (building permits and inspections, code enforcement)
Most (over 85%) respondents were residents of West Covina.
1.94%
■ Other
33
.01%
■ Property Owner in the City of
West Covina
3.88%
■ Business Owner in the City of
West Covina
■ Employed in the City of West
Covina
■ Resident of the City of West
85.44
Covina
0.00% 20.00%
40.00%
60.00%
80.00%
100.00%
Page 1 of 8
City of West Covina
Budget Survey Results FY2022-23
Respondents ranked Infrastructure the most important followed by Police and then Fire and Ambulance
Services.
8
7.07 7.06
6.76 AR
7
5.79 5.68
542
6
5
3.99
4
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Rank of City Services
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Page 2 of 8
City of West Covina
Budget Survey Results FY2022-23
Most respondents assigned their dollars to Police followed by Fire and Ambulance Services, then
Infrastructure.
25
$21.2
20
17.2
$15.1
15
$11.2 $10.8 $10.4
$10.3
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Dollars assigned to services
Page 3 of 8
City of West Covina
Budget Survey Results FY2022-23
Infrastructure, median landscaping and graffiti removal were the services noted as needing the most
improvement.
70.00%
60.00%
50.00%
40.00%
30.00%
20.00%
10.00%
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■ Excellent ■ Adequate ■ Needs Improvement ■ N/A
Current State of Services
APage 4 of 8
City of West Covina
Budget Survey Results FY2022-23
1
There needs to be smaller, more convenient, & affordable public transportation. Trams
and trolleys that can go all over the city more frequently and more efficiently. These big
busses are empty because they are too infrequent and the stops are too far in between.
2
Provide better salaries to the employees. Other cities are paying more to their employees
more. Make people actually want to work for the City of West Covina. Prioritize the well-
being of the employees.
3
1 just want West Covina to look nice, and to have protected bike lanes. The sooner we
can get that, the better I think it would be for a lot of the people living here.
4
Eliminate Deficit Spending
5
Stop the deficit spending and quit playing budget games.
Stay within your budget like we residents are expected to do.
6
We used to get update in a residential booklet, we don't get it anymore so I search on the
website, Twitter has not been updated, app doesn't work anymore. Parks are terrible, we
go to covina park for swim and nice walking pathway. Claremont has a bike path. West
Covina needs to pay attention to helping our environment and make family friendly
services. We sent out kids to baseball at walmerado and softball at covina, no swim team
here or theatre.
7
Our parks need more soccer related sections, not only grass areas, but futsal and
covered weather proof areas as well or even hard surface areas similar to tennis courts
8
Categories are grouped so that true ranking of spending cannot be properly addressed.
9
Provide opportunities for residents to start their own business and rise economically.
10
Please provide adequate funding that supports recreational programming around the new
aquatic facility at Orangewood High School. There is no summer swim program. How
does Baldwin Park afford a swimming program and West Covina cannot? The
recreational programing the city funds are an embarrassment. Limit participation to
residents only if needed and do not rely on the mall to program events for the city. No
funding should be toward developing a public health department. The city is not in a
position to fund such a department and the county provides services that the city can rely
on. Cities of West Covina's size do not have their own public health department.
11
Discontinue the West Covina shuttle. It is a total waste of public funds. Extremely low
ridership. All the vehicles do is add to the city's air pollution issues.
12
Super curious how this city plans to fund it's own health department since it's never once
been explained and we seem to have a hard enough time funding BASIC city services.
People who rely on services provided by la county are going to suffer. If this city cared
about what the residents want they would've put this to a vote and not let a lone
councilman push this through while under an emergency declaration.
13
NA
14
Stop the deficit spending. Control fire department overtime. Handle the basics, i.e., fix
the street potholes.
15
1 see that some parks are starting to get renovated so thank you. I appreciate more parks
to get updated and safe and clean for our kids. Some recreation classes would be nice
too. And making the city more pretty and clean is a must.
16
A great way to attract legitimate, big name stores and restaurants (which will then bring
revenue and improve our city's economic situation) is to fix up the city's image by cleaning
up the streets, removing graffiti and improving the landscape by adding more trees all
around the cities and parks. The city also needs to hire more sanitation workers and
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City of West Covina
Budget Survey Results FY2022-23
invest more on its police and fire departments. This will make our residents feel safe
about going out to our parks, jog or walk around our neighborhoods and actually patronize
our local businesses. The city has done very little to improve optics and that is why our
residents eat out and spend their money outside West Covina, and why the homeless
think it's okay to litter our streets and make it their homes.
17
Loved the spring festival. Need more 3-5 year old activities. Keep Fire and Safety city
ran. Would appreciate street parking permit requirements throughout city limits.
18
1 believe that the city needs to give more funding to the youth sport programs. Care for the
fields and restrooms better. Last year a tree fell on the snack bar at Cortez park and the
city told the non-profit program to fix the facility themselves. A city tree fell and the
program has to fix it themselves? HOW?! Also, the restroom is so far away from the
football snack bar and poorly lit many parents feel very unsafe using those restrooms
because transients living at the park. The field as well is very unsafe for the kids to play
on as well. The field has so many holes and puddles the kids are constantly hurting
themselves and again making parents feel unsafe. The council member show up for
opening day take a few photos and turn down ALL requests from these youth sports.
19
Focus on providing better outlets for our youth. Promoting the city Recreational Programs
as most residents do not know what what is available.
20
We spend way too much money on our private fire department. We should look into
contracting with LA County Fire for our services. Much better coverage at a cheaper price.
21
Build a reserve to pay off city debt, unfounded liabilities.
22
We should enhance our farmers market, so more people in the community attend.
Change it to an evening event with music and add more vendors. Our shopping centers
need to be clean especially Stater bros and food for less shopping centers, they are
being over run by homeless people and pan handlers.
23
City of West Covina is a beautiful city please do your best to allocate funds to keep it
beautiful and safe. Invest in its streets, code enforcement, beautification projects like main
streets such as Azusa and Vincent. Do not allow street vendors that don't pay for license
and permit.
24
Against having our own Health Department
25
Residential support and programs (food Bank etc)
26
Spending too much on police while rest of city staffs are underpaid. No one wants to work
in the city so only under qualified people are hired as a result while city councils say they
have no money when the police are constantly increasing and hiring. Encounters with
angry residents are common when they see the city generating revenue that is spent in
stupid ways. The city is in brink of failure as many of the employees in city hall are
dissatisfied with the work conditions and are constantly looking for was out.
27
Police presence, road improvements, speeding, home improvements, and shopping
center improvements need to be addressed.
28
Just police presence more. Too many people running reds and stop signs!
29
Fund our police and keep firefighters. Clean up streets on outside of city line not just
focusing on inner city
30
Stop the median updates and get rid of homeless issues and trash
31
Time for change the city manager should not have a deficit. West covina is becoming
embarrassing. Customer service when calling the City is a joke.
32
Overall, West Covina is very beautiful city. Keep it up.
33
Great
34
1 am raising a child in this city. The things that matter most to me are having a funded
police, infrastructure, and anything that helps make this a wonderful place to live in and
visit (appearance, parks, stores).
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City of West Covina
Budget Survey Results FY2022-23
35
Council needs to vote as a group and not let one person decide. Council needs to stop
following what just ONE council member decides.
36
Please prioritize the Fire Department building. It needs a new modern upgraded look.
Thank you.
37
Pleas consider no overnight park. Are city is starting to look like a middle class city which
attracts a bad crowd of people. This will not only keep our streets clean from abandoned
or non working vehicles but ever we resident will get the most out of our street cleaning
that tax payers pay for. If our neighboring cities like San Dimas and walnut can do it, I'm
sure we can and we will then just look as beautiful and clean as their cities. We also need
to work on adding trees. If we cut trees because they are dead we should invest in
replacing them and planting new ones. Trees keep our city looking green and beautiful.
38
Get rid of the homeless, buy them a one way greyhound ticket out of here. I'm tired of the
BFMV, I'm tired of them pooping and peeing in front of my sidewalk,and the increase in
crime because of them. Get them the fuck out.
39
The City spends a sizeable amount for'dues' to be a part of the SGVCOG and there
appears to be nothing tangible coming out of it now. Any information they share can be
watched on their zoom committee and board meetings now. West Covina has no reason
to be a part of the COG at this time.
40
The corner of Glendora and South Garvey (freeway wall). has so much graffiti. This part
of the city looks filthy. Put video cameras. My friends started to call Roa part of West
Covina. Ghetto Land. Please have someone clean this up.
41
Stop spending money on things we don't need like the health department. Invest in
economic development for the city and fire more police officers. The city's dirt first and
foremost is public safety. Public health is maintained by the county and state. We pay for
it already, leave it be. Focus on what is important.
42
Kill the Health Department idea and hire a planning director
43
As a resident since 2005, who is recently retired and now lower income:
1. More affording housing especially rent control is needed. My rent increased almost 8%
in 2022 alone and a total of 15% over past 7 years!
2. The past couple of years have been the worst for the Community Recreation and
events -where is the newsletter? More events in addition to the Sprint Fair are needed to
strengthen the community.
3. City Ban kru ptcy--em barassing and poor management --hope this never happens again.
4. Appreciate the covid free testing especially in Shadow Oak Park, great staff there.
5. Appreciate the police's help when neighbors get noisy.
Please act upon residents' recommendations!
Thanks for your service & this survey!
44
Stop Wu and his partners from his close back door City "development" agreements at the
cost of City.
45
keep our streets clean and safe and keep the homeless out
46
If Fire & Police threaten to leave let them, hire in entry and promote within. We are
bleeding and shouldn't be since there are plenty of people that would want to work and
are qualified to.
47
actually stay within budget......
48
City needs to stop over spending. We need more police officers!!!!'
49
The budget is ridiculous and is not looking at what this city was before the people now in
charge were abide to mess everything u
50
The Wu majority needs to be unseated. All the 4-1 votes are very telling.
51
Please protect our businesses against lawlessness. Support our local businesses! Give
them priority in all events.
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City of West Covina
Budget Survey Results FY2022-23
52
We need more policing in West Covina it's becoming a crime infested city and no longer
desirable to live in. The city also needs to work closer with small businesses to keep
their doors open!
53
Public safety is my top priority.
54
Need to budget more money for more police and to forget the health department.
55
As previously stated, this city has no clear vision or a plan on how to address the biggest
issues affecting our residents, like public safety, homelessness, our city finances,
improving our parks, and just making families lives better who have to work hard to
provide to their families. Projects are getting approved without community input or EIR
reports. No thought process on how projects are going to affect residents with traffic and
environmental concerns. Please start engaging residents and improve our quality of life in
this city.
56
Increase funding in the Fire Department so that Fire can hire employee(s) (sworn) to
coordinate the EOC and prepare the citizens in case of a disaster, hire full time
employee(s) (sworn) to coordinate the training division, hire a full time education nurse to
train the paramedics and monitor the County/State regulations/paperwork, etc.
57
Graffiti and gangs are becoming a problem in the city. Needs to be addressed. Gun
violence is becoming a big problem on the south side of the city.
58
The City is doing a greatjob. Thank you
59
DO NO SPEND OUR MONEY ON A HEALTH DEPARTMENT THE RESIDENTS DONT
WANT!!!! Fix streets, signs, park benches, restrooms, playgrounds!! If you can afford
events you can afford to fix these things first! Stop spending money on what people want
to show off and spend it on what the residents keep asking for. Trim all the City trees! Hire
more homeless service officers so our parks are safe and neighborhoods are safe!
60
City Council requests should reflect a better knowledge of the budget status.
61
n/a
62
Use whatever funds you have to remove the drug addicted homeless transients out of the
parking lots, bus stop benches, between bushes, parks, in front of and behind the
business we are supposed to shop from. I leave West Covina to do all my shopping. Use
whatever means you have to make West Covina a place I would feel safe walking the
streets... I will not spend one cent in this city...
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