Foothills Sentry July 2024

Page 5 Foothills Sentry JULY 2024 JOHNSON MOTORCARS 34 Years of Specializing in the Service and Repair of Mercedes-Benz Gary Johnson 714-997-2567 982 N. Batavia # B13, Orange, CA 92867 gary@johnsonmotorcars.com @ ramblingroseoc "City sales tax" continued from page 1 "Orange budget" continued from page 1 District, and I strongly object to Arianna Barrios' attempt to balance her city's budget on the backs of my struggling students. Phillip Yarbrough North Tustin Ed. note: At the May 28 council meeting, Barrios reported that SCC was off limits. Dear Editor: We cannot allow our vital first responder police and fire departments to be compromised, and even with a fixed income, I'm all for increased taxes. This, providing the city stops rewarding outside contractors with the often overly priced bids. Additionally, eliminate fireworks and other unnecessary events, some that can do more harm than good. Consider the police and firefighters that have gone through extensive training to assist us when in need. Unjustly relieving them from their duties, and possibly into dire financial situations, is horribly unfair. Use volunteers to do some of the city work. Recall what JFK said, "Ask not what your country can do for you - ask what you can do for your country." Stephen Tyler Orange Helter skelter shelter Dear Editor: In the tapestry of my family's life, companion animals have woven themselves in various forms—dogs, cats, bunnies and more. My affinity for these furry friends is a commitment that led me to volunteer at OC Animal Care, the county shelter in Tustin. Even after I left, my bond with the shelter remained strong, through regular communication with friends who continue to dedicate their time there. However, amidst the camaraderie and shared love for animals, a stark reality persists—the shelter grapples with a perpetual shortage of animal care attendants (ACAs), the frontline troops of animal welfare. ACAs shoulder a myriad of responsibilities crucial for the well-being of shelter animals. From cleaning kennels and feeding, to providing walks and playtime, their role is indispensable. Yet, despite their dedication and tireless efforts, there simply aren't enough of them. The shelter's budget has seen steady increments, but the allocation seems to veer away from what truly matters—the proper care of animals. Staffing decisions mirror the priorities of any organization. If a city council cares about parks, it allocates resources to create and maintain green spaces. Similarly, a school board's commitment to science education leads to well-equipped laboratories and qualified educators. In the realm of animal welfare, the priority should naturally be the well- being of shelter animals and their successful adoption into forever homes. The numbers reveal a stark reality. With only 16 ACAs currently employed, and just half of them on duty each day, the shortfall is glaring. Considering factors like vacation and sick leave, the average number of attendants present on any given day dwindles to around seven. This pales in comparison to the recommended 26 ACAs outlined in the shelter's own Strategic Plan—a figure derived from the guidelines the Association of Shelter Veterinarians, the National Animal Care & Control Association, and the Humane Society of the United States. It's not merely a matter of numbers; it's about the quality of care these animals receive. Seven ACAs cannot possibly shoulder the workload of 26. The repercussions are felt daily— filthy kennels, animals deprived of socialization and exercise, and potential adopters left waiting, or worse, leaving empty-handed. Despite repeated calls for action, the shortfall persists. The Orange County Grand Jury echoed concerns about staffing inadequacies in its 2023 report, yet tangible solutions remain elusive. The disconnect between those on the front lines and the leadership exacerbates the plight of shelter animals, who ultimately pay the price for this negligence. Animals are labeled “behavior challenged” and “fearful” and ultimately euthanized, all because shelter management and county supervisors have failed them. In a county where pet ownership is cherished and animal welfare is a shared concern, we should not turn a blind eye to the unacceptable state of the animal shelter. The county board of supervisors can, and should, do better, by investing in the frontline staff needed to look after shelter animals and serve the visitors who adopt them. To stay informed, please visit OCShelter.com and sign up for email updates. Jackie Lamirande Past Animal Care volunteer Park place Dear Editor: In an ideal world, all trash would be recycled, and there would be no need for landfills. However, in a time of severe urban space constraints and limited resources, closed landfills present excellent opportunities for reclamation due to their size, location, and cost-effective nature. Reclaimed landfills in Southern California offer large open spaces that are often the only affordable land available and are not suitable for housing development. Could such an approach be the solution for the 40-acre Villa Park dump site in East Orange? Over the past two decades, many parks in SoCal have been developed on reclaimed landfill sites. Despite their origin, these parks have proven to be valuable community assets. While a capped landfill may not be the first choice for a park location, it is noteworthy that numerous successful city parks across the country have been repurposed from former dumpsites. According to a survey conducted by the Center for City ParkExcellence,majorU.S. cities already feature approximately 4,500 acres of landfill parks. These recreational sites not only enhance the quality of life for nearby residents, but also have the potential to generate revenue for the city or county. These spaces can generate revenue through rental fees, program fees, special events, concessions, sponsorships, advertising, and tax-related initiatives. By leveraging these revenue streams, parks and recreation departments can enhance their financial sustainability, while providing valuable services to the community. The former Villa Park dump site in East Orange, which has been inactive since 1966, represents an untapped resource that could be repurposed for parks and recreational use. Transforming this derelict space into a vibrant community asset would not only benefit local residents, but also provide a new source of revenue for the city. Whether operated directly by the city or leased to a third party specializing in sports and entertainment venues, the potential for the site is significant and could be a major success for the city administration. As the city seeks to address both the need for additional park spaces and generate new revenues, the reclamation of the Villa Park dump site offers a promising solution that aligns with these goals. Embracing this opportunity could lead to a transformative outcome that enhances the well-being of residents and advances the city's economic prosperity. Mark Moore Orange Senior Center saved One service that drew support from community members and council members alike was the Or- ange Senior Center. A $224,000 expenditure, the center provides socializing, classes, workshops, meals and other resources to the city’s aging population. Many of them came to the meeting to plead for the center’s survival. Resident Linda Hicks related that she was struggling with de- pression after the loss of her hus- band. Advised to try socializing with peers to help her cope, she decided the senior center would be a good place to start. “The senior center saved me,” she said. Later, the exercise class- es offered there helped her recov- er from knee surgery. The center avoided the chop- ping block but, as would be the theme for the night, it came with a caveat. Santiago Canyon College President Jeannie Kim has been in early talks with city officials about including the senior cen- ter in its Older Adult Education program through its non-credit side. This inclusion could mean an expansion of classes available to patrons of the center plus state funding to help support it. We still got fun Concerts in the Park, the Tree Lighting ceremony, and Treats in the Streets will all continue this year, but with the expectation that talks will continue with the Kiwanis, OC Master Chorale and downtown businesses, respective- ly, to pick up those events going forward. The 3rd of July fireworks show will also continue, but will likely be scaled back. Santiago Creek cleanup will be discontinued, with volunteers, who already tend to the creek, fill- ing in the gap. The crossing guard program is being defunded due to the high number of vacancies within its ranks. Instead it will be OUSD’s job to recruit volunteer crossing guards if it wants them. One of the few items council members agreed to keep was the vacant positions within the po- lice department. The department currently has approximately 165 sworn officers and is budgeted for 170. Police Chief Dan Adams told the council that he had been hav- ing difficulty sustaining numbers above 165, but that the depart- ment could adequately meet the city’s needs with that number. No cuts to Orange PD Still, the council chose not to include the police in the hiring level they are now, others aren't so keen to shell out even another few pennies until they know how we got here to begin with. How'd we get here? “People need to know what happened, why are we in the hole?” resident Laura Thomas asked the council ”Something led up to this. Why did we not see this coming? A forensic au- dit must done. That should be a top priority. We need to know the truth and you need to tell the citi- zens.” Councilwoman Arianna Bar- rios has been lobbying for a fo- rensic audit for several months. The idea may now be getting some traction. Another member of the public wanted to know why the resi- dents seemed to be the first place the council looked for money. He mentioned a pilot program in Providence, Rhode Island, that will see Brown University pay the city $174 million over the next two decades. Orange has several large non- profit, and therefore nontaxable, entities such as CHOC, Chap- man University and UCI Hospi- tal with annual revenue ranging from around $450 million to $1.5 billion that could potentially be engaged in a similar program. Resident Eddie Albright was also in favor of seeing Chapman pay its share before asking resi- dents to pay. “One in five people in the United States is living from credit card to credit card in debt. They can't even afford to buy gro- ceries and now we're going to tax them more. I think it's unfair, I think it's unjust.” Oversight, not hindsight If the council does vote to move forward with the increase, members emphasized the impor- tance of oversight. The majority of cities with similar tax initia- tives established a citizen over- sight committee responsible for ensuring funds are spent on what the public was told they would be spent on. While each city sets its own requirements for committee membership, common elements include someone who opposed and someone who supported the initiative, individuals with finan- cial backgrounds, and members of the senior community. The city has until the end of June to make a final decision. If the council chooses to move forward with the tax initiative, paperwork must be filed with the Registrar of Voters by June 30. No good options “We have some very tough de- cisions that I don't think anyone wants to make,” Councilman Jon Dumitru summarized. “But in the end, we have to leave the city more fiscally sound than we found it. “We have to ensure to the pub- lic we're not going to spend like drunken sailors. That's not the goal here. The goal is to get some breathing room.“ freeze that’s currently holding many city positions vacant. If those positions remain unfilled, the remaining balance would re- turn to the city’s general fund at the end of the fiscal year. Although cuts were made, the council is still far from where it needs to be. Ultimately, they have until the end of June to approve a balanced budget, though the like- lihood of doing that through cuts alone is slim. During the May 28 late night discussion, the council identi- fied about $5 million in revenue enhancements, including credit card fees, parking enforcement, business license fee penalties and road repair funding from trash hauler CR&R. None of those will have an im- mediate impact. The fall-back position is to fill the budget gap with a one-time-only transfer of reserve funds. “We all have our priorities, and as we saw tonight not one of us was willing to support all the staff recommendations,” said Mayor Dan Slater toward the end of the June 11 meeting. “Everything from saving crossing guards to events to the senior center to public safety. We couldn't get there," he said. The only way we're going to get there is to pass some kind of a sales tax measure.”