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RPVCCA_CC_SR_2014_01_08_01_City_Council_Goal_Setting_ExerciseCITY OF :RANCHO PALOS VERDES MEMORANDUM TO: FROM: HONORABLE MAYOR & CITY COUNCIL MEMBERS CAROLYNLEHR,Ci'PtMANAGER JANUARY 8, 2014 0 \ .fv c.t... DATE: SUBJECT: CITY COUNCIL GOAL-SETTING EXERCISE Project Manager: Kit Fox, AICP, Senior Administrative Analyst@) RECOMMENDATION Conduct a City Council goal-setting exercise, facilitated by ·Dr. Allan Colman of The Closers Group, LLC. BACKGROUND On December 17, 2013, the City Council approved a professional services agreement (PSA) with The Closers Group, LLC, to facilitate a City Council goal-setting exercise. The first session of this exercise is scheduled for tonight's City Council meeting, with the concluding session set for January 21, 2014. DISCUSSION At the December 17th meeting, Staff posed several questions to the City Council to assist with the preparations for this exercise. Based upon the City Council's responses, Staff has compiled background materials to assist in the preparation and conduct of tonight's exercise. These include: • The current Vision Statement, Core Values Statement and 1993 Goals, Objectives and Strategies; • Sample Mission Statements from several South Bay cities; • Summary of the October 5th CJPIA Leadership Training; • 2013 City Council Goals and Priorities (both "clean" and annotated versions as of January 8, 2014); • A list of major, non-routine projects anticipated by Staff in 2014; and, • Rancho Palos Verdes General Plan Goals & Policies. Copies of all of these materials have been provided to Dr. Colman. In addition, Staff has furnished Dr. Colman with copies of the Los Angeles County Grand Jury report, the 2013 Matrix Report, the 2008 Management Partners report and materials from the recent CJPIA Leadership Training. 1-1 MEMORANDUM: City Council Goal-Setting Exercise, Session 1 January 8, 2014 Page2 The format of the exercise and the items to be addressed at each session can be determined by the City Council in consultation with the Dr. Colman. A possible approach would be to discuss the Mission, Vision and Core Values Statements, and then move on to revising the City Council's goals and objectives, at the first session. The results of these efforts could then be compiled and formatted for presentation back to the City Council at the second session. CONCLUSION In conclusion, Staff recommends that the City Council conduct the first session of the goal-setting exercise tonight. The conclusion of this exercise will be at the upcoming City Council meeting on January 21, 2014. Attachments: • Program Outline for the Strategic Actions Road Map • 1993 Vision Statement, Core Values Statement and Goals, Objectives and Strategies • Sample Mission Statements from South Bay Cities o Hermosa Beach o Lomita o Manhattan Beach o Palos Verdes Estates o Redondo Beach o Torrance • Summary of October 5th CJPIA Leadership Training • 2013 City Council Goals and Priorities • 2013 City Council Goals and Priorities (annotated as of 1/8/2014) • Major Projects List for 2014 • Rancho Palos Verdes General Plan Goals & Policies M:\Policy lssues\2014 Council Goals & Priorities\20140108_CityCouncilGoalSetting_StaffRpt.docx 1-2 1661098v3 Exhibit "A": SCOPE OF SERVICES lt~3.5 H;w1th>rn~ BotW7'il·iHd Su\t~ :w:i Tcr~:::ma:, C:Wfornia •iCS03 ~v.::LlJJ.<59~.H'~ o/i1QGf ;1n.61¥!..-...1t~1. PJX STRATEGIC ACTIONS ROAD MAP -Workshops for and With City of Rancho Palos Verdes, Caiifomia January 8, 2014 & January 21, 2014 Program Outli!]e January 8th Meeting A. Pre-workshop review including: • Existing Goals and status of actions; • Mission Statement; • Value Statement; • General Plan and current updating; • Discussion with council members as available B. Initial workshop topics: • Leadership elements; • What makes the City stand out? • Impact of external factors? • Recent trends; • Most beneficial services? • Improvements and changes made and potential; C. Focus on challenges, opportunities and simplification of effort D. Preliminary priorities for 2014 Strategic Actions Road Map • Rapid implementation • Immediate/longer term impact • Follow-up assignments • Cost factors, if any CfOlilltstlfC!i/l.'rml Hi;u\;ef<>P lt.h'>Ang.fthV~ · Fl!i\;J;J~tofiiJ. Lcnd{!n 1-3 1661098v3 Exhibit "A": SCOPE OF SERVICES January 21st Meeting .Zt)j; M,$~'1hnrne-B:<?u:ev~tct '!hi~te ;10 Ton-Dru-.~. C5.hfornia 90;('1J $~P.&:~5.3904 PhO:f'ii& 511 {:iiS ;. ::i,1 fa'J. A. Presentation and summary recommendations for draft 2014 Strategic Actions Road Map B. Council discussion, preliminary decisions, future actions. Dr. Allan Colman, CEO the Closers Group Prepared October 29, 2013 Revised December 4, 2013 c: the Closers Group, 2013. ctoseisgrwp.rom Mw:;ts..~n < .. :l'J~;\ng~:14..;:, P.l1Hadt!'ipfui3. lvndun 1-4 ~CHO PALOS VERDES Vision Statement Rancho Palos Verdes City Council Vision: After an extensive community outreach program, the City Council hereby affirms that the City's vision for Rancho Palos Verdes is to have~ community that has the following qualities: A safe community where citizens can enjoy their property and community amenities without fear for their safety; Both public and private property will be maintained in a manner that will be compatible with the aesthetic setting of the Peninsula; A sound community economic base will be dev~loped and maintained; As part of the economic base, the city will provide an opportunity for the development of quality recreation facilities; There will be a high "customer satisfaction" level among users of City services; A commitment to maintaining open space and public access in a manner that will not harm critical resources. Adopted by the Rancho Palos Verdes City Council on September 21, 1993 30940 HAWTHORNE BOULEVARD I RANCHO PALOS VERDES, CA 90274-5391 I (310) 377-0360 I FAX (310) 377-9868 PRINTED ON RECYCLED PAPER '\• 1-5 ~CHO PALOS VERDES Core Values Statement Rancho Palos Verdes City Council The Primary purpose of City government is to provide service. As your City government, our commitment is to wisely use our resources to _provide competent, responsive and reliable services in . an atmosphere which demonstrates our commitment to · accessibility, customer service, honesty and integrity. In all we do and in every decision we make we will ask ourselves, "is this best for the City of Rancho Palos Verdes?" Adopted by the Rancho Palos Verdes City Council September 21, 1993 30940 HAWTHORNE BOULEVARD I RANCHO PALOS VERDES, CA 90274-5391 I (310) 377-0360 I FAX (310) 377-9868 PRINTFn nN RFC":Vr.1 Fn PAPl=R • .. 1-6 CITY PUBLIC SAFETY GOALS & OBJECTIVES GOAL: . A safe community in which to live and work. OBJECTIVE: To eliminate the perception that the City is on the decline with regard to public safety. OBJECTIVE: To reduce the number of traffic speed violations in the City. OBJECTIVE: To eradicate graffiti within the City. ·. STRATEGIES: • Continue to support and enhance the Neighborhood Watch program. • Continue to provide safety information in the Neighborhood Watch and City newsletters, public service announcements (PSA's), press releases and other public· information sources. • Provide briefing updates to newly appointed Lomita Sheriff Station Commanders to sensitize them to on-going events and issues in the community. • Encourage participation by the Lomita Sheriff Station Commander in City sponsored communications with the public including townhall, homeowners association and Neighborhood Watch ~eetings. STRATEGY: • Implement new traffic enforcement programs offered by the Sheriff's Department such as motorcycle patrols and traffic monitoring by video where possible. STRATEGIES: • Actively publicize the Graffiti Tip Reward Program. • Continue to support legislation that seeks to eradicate graffiti. • Work closely with the school district to educate students regarding the effects of graffiti vandalism and to identify potential school-age vandals. • Pursue the establishment and recruitment of persons and/or community groups as volunteers to identify and remove graffiti from various locations throughout the City. •,.\· 1-7 OBJECTIVE: To fully implement an emergency preparedness program in the·City. STRATEGIES: • Conduct regular emergency preparedness drills at City Hall, in addition to participating in drills sponsored by Los Angeles County agencies and Area G Disaster Council. • Pursue the establishment and recruitment of a fonnal emergency preparedness volunteer team, including participants from the Palos Verdes · Amateur Radio Ciub, to augment various staff emergency preparedness functions. • Complete City Emergency Preparedness Plan. 1-8 CITY COMMUNICATIONS, CUSTOMER SERVICE AND COMPETENT WORKFORCE GOALS & OBJECTIVES GOAL: A well-informed, educated public with regard to City issues, problems and services. OBJECTIVE: To make more effective use of existing programs and consider, when possible, the expansion of other programs to educate the public regarding City issues and services. · OBJECTIVE: To establish more opportunities for two-way communication between the City and its residents. STRATEGIES: • Develop and update on a regular basis a series of department "fact" sheets that outline and explain services that are provided by the City. • Produce the quarterly City newsletter in a more user-friendly way by shortening articles, including more photos and publishing on regular intervals. • A void technical jargon when speaking with the public regarding City business. • Continue with an on-going schedule of producing City public service announcements (PSA's) and special video programs on topics to educate the residents regarding City issues, services and programs. • Make efficient use of telecommunications technology to improve communication with residents and the ,business community. STRATEGIES: • Establish a regular schedule of quarterly townhall meetings to be held throughout the community for the public with the City Council and staff to address issues of concern to the participating residents. • Continue scheduling and conducting twice yearly community leaders' meetings.· • Solicit opportunities for the City Council and the staff to speak before community and business groups regarding City issues and services. • Promote, encourage and assist in the establishment of homeowners associations for continued and future communication opportunities. 1-9 GOAL: A friendly, responsive and competent City government. OBJECTIVE: To effectively measure how we're doing and what improvements in the way we do business are necessary. OBJECTIVE: To maintain and effectively utilize City staff. STMTEGIES: • Establish a formal customer service program incorporating customer feedback surveys, employee training and a data base to measure improvements over time. • Incorporate the use of telecommunications technology such as fax machines and computer modems to allow the City's customers flexibility in submitting applications, permits and other documents, where feasible, to the City. • Participate in programs established by.realtor associations and other organizations to welcome new residents in the community by creating a welcome packet of information on City services, as well as response cards for ideas and suggestions. STRATEGIES: • Pursue the establishment of a general volunteer program in the City to augment various staff functions, as well as recruit persons from the community to serve as volunteers. • Establish an employee recognition program to acknowledge outstanding service in the City. • Continue as a budget priority the effective training . of staff in variC?US subject areas including customer service. • Compensate employees based upon approved schedules as adopted and amended by the City Council and occasional surveys in the market of both public and private entities, when and where appropriate. '. ~ . 1-10 CITY ECONOMIC DEVELOPMENT GOALS AND OBJECTIVES GOAL: A community with a sound economic base. OBJECTIVE: To improve the business climate of the existing business districts (W estem A venue & Golden Cove). OBJECTIVE: . . To improve:: the.business climate for new business operators to encourage more businesses to locate 'within the City. STRATEGIES: • Jointly pursue with the City of ~s Angeles, the design and implementation of an appropriate streetscape plan along Western Avenue. I • Pursue the steps necessary to identify and investigate the possibility of establishing a redevelopment project are3: along Western Avenue. STRATEGIES: • Develop a general Economic Development Plan for the City. • Assist with the development of Long Point in conjunction with City property to facilitate the construction of an 18 hole golf course. • Assist with the development of Ocean Trails. ', !• 1-11 OBJECTIVE: CITY FINANCE GOALS & OBJECTIVES GOAL: A sound .financial base to support and maintain vital City services. STRATEGIES: To develop and maintain multiple revenue sources. • Adopt and retain new revenue measures until the economic development plans produce a reliable source of revenue from within the community. • Continue to lobby state and federal representatives . to protect local revenue sources, including property taxes and state subventions. • Pursue other goals and objectives that :would contribute to the City's financialbase such as those outlined under the Economic Development section. · • Pursue opportunities for public and private grant funding for appropriate City programs 1-12 LAND USE GOALS & OBJECTIVES GOAL: A well maintained, balanced and aesthetically pleasing community. OBJECTIVE: To maintain property values. OBJECTIVE: To maintain existing public open space and acquire additional public open space when feasible. OBJECTIVE: A General Plan that is compatible with City resources. STRATEGIES: • Adopt appropriate revisions to Chapter 17 of the Development Code to assure neighborhood compatibility with regard to new development and remodels. · • Continue to support and enhance, where necessary, the City's proactive Code Enforcement Program. STRATEGIES: • Continue to work with conservancy groups to deyelop plans for the maintenance and acquisition of open space. • Continue to work with developer and County to secure Shoreline Park as permanent open space. • Identify areas to preserve as natural habitats. STRATEGY: • Revise and update the General Plan on a regular basis. 1-13 CITY INFRASTRUCTURE GOALS & OBJECTIVES GOAL: .Reduce long term public infrastructure costs in the City. OBJECTIVE: To provide for adequate public streets. OBJECTIVE: To extend the life of existing public facilities and replace where necessary. OBJECTIVE: To make more effective use of existing park facilities and consider expansion of these facilities where appropriate. STRATEGIES: • Complete and implement Pavement Management Study. • Complete and implement Capital Improvement Program Plan (streets & highways). • Analyze current Development Impact Fee Schedule to assure that new developments pay the appropriate costs associated with development impacts. STRATEGIES: • Conduct Needs Assessment Study. • Complete and implement Capital Improvement Plan (public buildings). STRATEGIES: • Adopt and implement the Los Angeles County Safe Neighborhood Parks Act ("Measure A") Expenditure Plan. • Explore other funding sources which may be available for park acquisition and/or development (Portuguese Bend Playing Fields). • Continue to maintain the existing park system. 1-14 FOR IMMEDIATE RELEASE: For more information, contact: April 23, 2013 Alison Joob Gallagher (818) 760-2121 ajoob@fionahuttonassoc.com City Council Adopts Strategic Plan and Code of Conduct Plan Creates Vision for Hermosa Beach and Establishes Future Priorities HERMOSA BEACH, CA-The Hermosa Beach City Council recently adopted a Strategic Plan and Code of Conduct to guide the city going forward. The Strategic Plan creates a vision for the city's future and a clear-cut set of goals to guide the city and inform the public about the council's priorities. The council, working with a facilitator, launched a Strategic Planning Model last year, which led to the development of the Strategic Plan. The framework for the Plan includes a: vision, defined as the guiding principles for the city for the next 15 years; plan, which includes the city's strategic goals for the next five years; execution, the work plan for the next year; mission, the responsibilities of the city government, and core beliefs, the values that define the conduct of the city. The council and facilitator held public meetings in order to receive feedback from the community on the Strategic Plan. These meetings helped to shape every element of the plan, including the vision for the city. The vision adopted by the council is defined as: "Hermosa Beach 2028 is The Best Little Beach City! Our hometown spirit, our beach lifestyle, our eclectic downtown, our vibrant entry corridors, our commitment to environmental sustainability, makes us different and sets us apart." With this vision in mind, the council established a list of priorities for 2013, including a: sewer replacement program, storm water quality plan, identifying opportunities for a civic center and other downtown properties and creating a city facilities plan. "In developing a Strategic Plan for Hermosa Beach, the council worked with the community and city staff to craft a vision of our city, goals to be achieved in the near-term and long-term a purposeful path forward," said Mayor Patrick "Kit" Bobko. "We are on the threshold of many important planning processes in Hermosa Beach, and this plan will provide the critical underpinnings for all of us as we make these critical decisions about our community's future." As part of the Strategic Plan process, the council adopted the following mission statement: "The mission of the City of Hermosa Beach is to be financially and environmentally responsible, govern the community and to provide first-class municipal services in a customer-friendly manner through valued employees and volunteers." 1-15 Coupled with the development and adoption of the Strategic Plan, the council agreed to a Code of Conduct and Civility to guide how the council, city employees and the community would interact. Among the seven "House Rules" the council established, are the following: respect others, listen to others and strive to understand, come prepared and be hard on issues, easy on people. The council also adopted a number of protocols, or Operating Guidelines, for dealing with information requests, commission communication, and other items related to the management of the council. The Strategic Plan, Code of Conduct and Civility, and Operating Guidelines are designed to be dynamic documents that can be revisited over time. These items will be incorporated and referenced during the Community Dialogue process that the city will soon be launching and during the General Plan process. Both will be additional opportunities for residents and business owners to help determine the future of Hermosa Beach. You can find more information on the Strategic Plan, or read it in full, here. About Hermosa Beach Founded in 1907, Hermosa Beach is known as "The Best Little Beach City." Named "Southern California's Greenest City" for its work to protect the environment, it is a thriving community of some 20,000 residents located on the southern end of Santa Monica Bay in Los Angeles County, and its beaches have been ranked among the best in the world. To learn more, please visit www.hermosabch.org. #### 1-16 Core Values: CORE VALUES, VISION, AND MISSION STATEMENTS 1. Professionalism/Integrity -The City will operate with utmost integrity including treating all residents, customers, and other members of the public with respect and professionalism and in return expect the same from the public. 2. Respe~t -Respect of others is a fundamental requirement for operating a professional organization. The City will respect residents, business owners, customers, each other, the environment, and institutions. 3. Innovation/High Performance -The City will consistently strive for continuous quality improvement in everything it does. This includes creative thinking and finding innovative and cost-effective ways to accomplish the City's goals in a fiscally prudent manner. 4. Health and Safety Awareness -The City will consistently strive to maintain public safety and health and to provide recreational opportunities by upholding established rules and regulations to promote community wellness in order to sustain a healthy environment. Vision Statement As a family friendly City, Lomita will strive creatively and consistently to provide excellent public service and employee performance, with the intent to enrich the quality of life for every citizen, worker, and business owner. Mission Statement The mission of the City of Lomita is to provide a healthy, safe and friendly small -town community where everyone can successfully live, work and play. 1-17 C I T Y 0 F M A N H A T T A N B E A C H STRATEGIC PLANNING COMMUNITY MEETING 9 July 2013 • Police/Fire Conference Room Marilyn Snider, Facilitator -Snider and Associates (510) 531-2904 Gail Tsuboi, Graphic Recorder -Tsuboi Design (925) 376-9151 MISSION STATEMENT The City of Manhattan Beach is dedicated to providing exemplary municipal services, preserving our small beach town character and enhancing the quality of life for our residents, businesses and visitors. THREE-YEAR GOALS 2012-2015 •not in priority order Maintain and enhance financial stability Increase organizational effectiveness and efficiency Maintain and enhance city facilities, programs and infrastructure Encourage engagement and increase participation of residents and businesses NEXTSTEPS/FOLLOW"-UPPROCESS WHEN WHO WHAT By8:00 am on City Clerk Distribute the meeting record to the City Council and Wednesday, July 10 Management Team for use at tomorrow's Strategic Planning Retreat. Wednesday, July 10 City Clerk Distribute the meeting record to community participants. July 10, 2013 Mayor, City Council Incorporate public input from the community meeting of July and Management Team 9 into the Strategic Plan and future SP retreats. 1-18 WHAT DO YOU LIKE ABOUT THE CITY OF MANHATTAN BEACH? Brainstormed List of Perceptions • Pedestrian lifestyle • Sense of community • No smoking on the Strand • Safe community • Focus on quality education • Schools • Families • Multi-cultural • Every excuse not to watch television • Lowstress • Easy airport access • Active lifestyle • Small businesses • Neighborhood Watch • A variety of successful people • Excellen~ police and fire departments • Youth sports • Open government • A hard working and responsive City Council • Hometown Fair • Fireworks Night • Holiday Open House • Pumpkin Races • The Mayor walks • Great bike paths • Better organized and better run City Council meetings • Suburbia in an urban environment • The beach and the Strand • Healthy community • Diversity in our neighborhoods • Defined downtown • Predictability with government • It's a destination • Financially sound city • Parks • Community events • Generally pleasant people • Single-click downloadable agenda packets • City staff is polite, friendly and responsive • Like the possibility of more reasonably priced waste collection • Active civic groups • CERT and the community police academy • Botanical gardens to the north of the Pier and above and below the Strand • Walking School Bus Program • A civil City Council • Strong Parks and Rec programs • Better computer services • Our current mall • Ability to receive email notifications from the city • Competent city staff • Our city is clean 2 1-19 • Addition of an environmental manager • Ability for youth to interact with city government, e.g., Mayor's Youth Council • Leadership Manhattan Beach for high school students • Farmers' Market • Clean environment • City government reaching • Accessible • Attention to older adults • City Calendar is on the website • Engaged community • Unique dining experiences • A range of services and retail • Better City Council and Commission minutes 3 1-20 SUGGESTIONS FOR ACTIONS TO ADDRESS THE THREE-YEAR GOALS Brainstormed Lists: Maintain and enhance financial stability • Proper commercial zoning • Revitalization of the downtown corridor • Challenge the community to be more engaged • Look internally/ in the community for resources, instead of going outside • Develop grant capacity • Maintain long-term capital goals along with short-term needs • Programs to encourage local spending • Community-friendly stores, e.g., a hardware store • Local lottery • Utility undergrounding • Legacy programs • Increase parking spaces by getting taxis out of the parking zone • Stop w~ste, abuse and corruption • Have more outreach to the public to let them know what's happening or going to happen • Thinking more regionally -everything doesn't have to be happening in Manhattan Beach; collaborate with other cities • Bigger picture on shopping locally; get the word out how important it is to keep local dollars here in Manhattan Beach • Don't ask residents to pay for things the city should pay for such as walkstreet improvements • Teach courses and charge for them, e.g., courses for seniors (Internet) Increase organizational effectiveness and efficiency • Get City Council meeting agendas out five days earlier than they are now • Increase communication through public service TV • Improve City Council meeting management • Limit ceremonial matters at City Council meetings to 15 minutes • Update/restructure the city's website to be more searchable • Provide opportunities to get specific neighborhoods involved; have meetings within those neighborhoods • Better enforcement of ordinances, use permits, and policies rather than residential enforcement • Have a customer-friendly website • Task the City Council and commissions with getting more community people involved (e.g., email) • Make processes and practices more transparent • Work closer with businesses when work has to be done • Faster movement of items from discussion to strategic plan to implementation • Reliable dates on the Strategic Plan • Hold meetings with stakeholders before the decisions are made • Broadening out the TV communication so people who don't have Verizon or Time Warner can get information • More amplified discussion on infrastructure improvements, including timelines and locations • Put all public notices on a single web page • Move the notification system to the 21•1 century -all electronic • More computer training • Better way to control disruptive comments at City Council meetings 4 1-21 Maintain and enhance city facilities, programs and infrastructure • Add: 11 ••• while maintaining a reasonable quality of life" • Improve the interim period during construction of the library for 2 years; don't throw the seniors under the bus • Change some parking spaces at the library to 15 minutes • Add bike lanes and share Sharrows • Increase library hours from the current 20 hours/ week • Library open on Monday • Get cars off the sidewalks and into their garages • Implement the Bike Master Plan • Maintain reliable electric service • Limit time on the top tier of the library parking lot from 2 hours to one hour • More underground parking • Pursue federal, state and county funding for pedestrian and cycle transportation • More character-based training mandates for youth coaches • Provide parking accommodation for residents attending Strategic Planning meetings so they don't get parking tickets • Work with all beach cities on a shuttle service • Develop a dispute resolution office for residents • No bikes on Highland • Notify residents when Southern California Edison is coming in to Manhattan Beach to trim trees • Subsidies for sustainable remodeling • Develop a vision for the modernization of downtown • Initiate the implementation of the Master Bike Plan • Enforce bicyclists following rules, such as stopping at stop signs, speeding on the Strand • Stop bulk and density (mansionization) • Improve and maintain the traffic flow downtown Encourage engagement and increase participation of residents and businesses • Don't schedule city meetings when neighboring cities are holding their City Council meetings • Get agendas out five days earlier • Run the meeting late if you have to • Coffee and cookies for the public at City Council meetings • Multiple direct mail campaigns to inform residents/businesses about resources available on the Internet • Devise a way to communicate with senior citizens • Hold a Strategic Planning focus group for the business community • Ask the Chamber of Commerce to attend meetings • Post signs at the Farmers' Market on general interest topics to be addressed by the City Council • Get civic groups to announce city meetings at their meetings • Consistently agendize civic partners rather than leaving them to public comments • Provide quiet space for the community during the library construction • Simplify the process fro renting city facilities • Have citizen committees for specific goals and reports • Minimize shuffling, eliminating or removing City Council agenda items that citizens have come to speak on • Put the city's happenings on the Internet • Let people know that they need to sign up for city email and they'll get the information they need • Start an active door-to-door canvass to get people to participate • Stagger the closed libraries so that at least one is open every day • Limit disruptive and off-topic people in City Council meetings 5 1-22 WHAT WOULD YOU LIKE THE CITY OF MANHATTAN BEACH TO ACHIEVE IN 5 YEARS; YOUR VISION FOR THE CITY? Brainstormed List: • Maintain the small town atmosphere • Increase the infrastructure, e.g., better parking • Become a Voting City (Goal: 60%) • Businesses to serve the community • Promote pedestrian and bikeway traffic • Historical preservation/local history • Regulate people who ride bikes side-by-side on streets • Be a safe community • More open spaces developed • Improve the downtown; make it a place that the community wants to come to • Have a moratorium on building • Be a healthier city -cleaner, safer, happier • Have a skate park • An interacting community where people talk to their neighbors • Have fair and reasonable rules for homeowners • Stop commercialization of walkstreets • Beautification -sidewalks, streets, storefronts • Maintain our great schools • Increase city revenues through proper commercial zoning • Ensure that we are able to preserve and celebrate our past and uniqueness • Increase Circulation Plan • Smoking ban everywhere throughout the city • Sustainable long-term Economic Development Plan • Devote a section of town for only two wheelers • Diversity of businesses • Have garages used for cars, rather than as storage units • A smart, healthy, fiscally sound community • A vibrant, well balanced community Best city to get old in • Quintessential beach community Environmentally healthy • Charming, inviting, quiet Fewer people having their second and third homes here • More spontaneity • Beach town holding on to surfing and volleyball • An innovative city • An outdoor-oriented community • No short-term rental property; • Have a lush environment downtown, e.g., more trees • Better urban planning as it relates to walls-up appeal in all of our corridors; actually have a plan • Have real estate offices upstairs in buildings • Reward our citizens for sustainable build-out • Have more opportunities for pets • Have people clean up after their pets • Cleaner, more walkable, pedestrian-friendly environment • Single use plastic bans/ elimination • Regulate mansionization • Internal transportation system • Ocean-friendly gardens everywhere • Increase quality of life, e.g., outdoor dining options, general use of property when planning • Relieve congestion on sidewalks • Develop better mixed-use opportunities • A clean, safe, family-oriented, small town beach community 6 1-23 STRATEGIC PLANNING ELEMENTS Marilyn Snider, Strategic Planning Facilitator • Snider and Associates (510) 531-2904 "SWOT" ANALYSIS Assess the organization's: -Internal §trengths -Internal Weaknesses -External Opportunities -External Threats MISSION/PURPOSE STATEMENT States WHY the organization exists and WHOM it serves VISION STATEMENT A vivid, descriptive image of the future-what the organization will BECOME CORE VALUES What the organization values, recognizes and rewards-strongly held beliefs that are freely chosen, publicly affirmed, and acted upon with consistency and repetition THREE YEAR GOALS WHAT the organization needs to accomplish (consistent with the Mission and moving the organization towards its Vision) -usually limited to 4 or 5 key areas KEY PERFORMANCE MEASURES What success will look like upon achievement of the goal SIX MONTH STRATEGIC OBJECTIVES HOW the Goals will be addressed: By when, who is accountable to do what for each of the Goals FOLLOW-UP PROCESS Regular, timely monitoring of progress on the goals and objectives; includes setting new objectives every six months © 1995 Snider and Associates 7 1-24 Mission Statement Mission Statement Guided by the highest principles of public policy and law, our mission is to provide exemplary service to the Community, City Council and our fellow Employees with a commitment to integrity, efficiency, professionalism and cooperation. Vision Statement To achieve the highest quality oflife in Palos Verdes Estates by honoring the principles of our City's founders, while adapting to future needs and challenges. Values As City of Palos Verdes Estates employees, we are proud of our organization and the community we serve. As City employees, we value: • Honesty and Integrity • Respect for Those We Serve and Each Other • Teamwork • Exceptional and Responsive Service • Effective Communication • A Safe Community and Work Environment • Responsible Use of Resources -Natural, Fiscal, Human 1-25 > City of Redondo Beach Website Mayor & City Council The Mayor and Council are the elected representatives of the residents of Redondo Beach. They formulate policy, enact laws, promote community interests and implement programs and services that enhance the quality of life for those who live, work, visit and play in the City. The Mayor is elected at large and one Council Member is elected from each of the five City districts. [Click here for the Council District Map] The Mayor and Council also sit as members of the Successor Agency to the Former Redevelopment Agency, Parking Authority, Public Financing Authority and Housing Authority. Council Meetings are held on the first and Third Tuesdays of each month beginning at 6:30 p.m. in the Council Chambers at 415 Diamond Street (Calendar) The Mayor and Councilmembers are elected officers identified in Government Code Section 87200 and file statements of economic interests with the City Clerk's office. Copies of the statements of economic interests filed by the elected officers may be obtained by visiting the City Clerk's office, 415 Diamond Street, Redondo Beach. Strategic Plan City Mission Statement The City of Redondo Beach is committed to providing the finest services to enhance the quality of life for those who live, work, visit and play in our community. The Mayor and Council have created a Three-Year Strategic Plan to carry out the mission of the City. The Strategic Plan establishes the major goals and objectives for the City. It provides the principal guidance for the preparation of the City budget, program objectives and performance measures. The goals provide the basis for improving services and preserving a high quality of life in the City. [Click here for the Strategic Plan] Mayor and Council Offices Activities within the Mayor and Council Offices include active and open communication with all sectors of the community to address community needs and interests and ensure the timely resolution of requests for service and information; participation and leadership in various intergovernmental associations and organizations to address issues which may impact Redondo 1-26 Beach and cities in general; scheduling and coordination of meetings and special presentations; and participation in community special events. For more information contact the Mayor and Council Offices at (310) 372-1171\@, Ext. 2404. For Council contact information -click on individual photo above. For Mayor and Council "Quick Contact List" click here. Explanation of Council Agenda Council Agenda -Council Minutes 1-27 I Quick Links vi Tltil:t 'fl!ifli.tlllllllllt!!! 6!1:."~Mlll'l'f;)M!il Business : News & Info : About Torrance City Services Current Bids and RFPs Disaster Preparedness Economic Development Emergency & Safety Events & Meetings News &Info Permits & ~evelopment .... .,.,,,. ..... , ................................ ,. ... . Torrance Advantage Awards Torrance Businesses I About Torrance •: General Plan Update Information ·= Valuation Reports •= Financial Reports fnnt .,;.,,..,.. A I A I A CITY OF TORRANCE MISSION STATEMENT The mission of the City of Torrance is to encourage and respond to community participation as we • provide for an attractive, clean, safe, secure and enriching environment that assures a high quality of ·life. ·· We evaluate and act on the needs of the community within a complex, changing environment. We provide quality service with integrity, professionalism and accountability in an efficient, cost effective manner . ................................................. Area and Location: 21 square miles, 12,312 acres, situated halfway between Los Angeles and Utilities Orange Counties and bound by the Pacific Ocean on the west, Torrance has 1.5 miles of lifeguard · · ······ ·· ·· ·· ·· ···· · · · · · patrolled beach, bath house facilities and public parking. It also has 550 miles of sidewalks. Population: Incorporated in 1921, the population is 147,405 with a peak daytime population (2 p.m.) of 203, 111. Torrance is the eighth largest city in Los Angeles County. Climate: Torrance enjoys a pleasant year-round climate with warm temperatures, sea breezes, low humidity and an average rainfall of 12.55 inches per year. The City has 90,000 street trees. Full-time City Employees: 1,453 work in 14 departments Public Safety: 6 Fire Stations 1 Police Station, 1 Police Substation & 3 Police Community Centers 241 Sworn Police Employees 159 Sworn Fire Employees Community Services: 6 Public Libraries 46 Parks & Recreation Amenities Contact Us I FAQs I News I eConnect I Events Calendar I Sitemap I Disclaimer I Login I Home ©Copyright 2011 City of Torrance 1-28 Rancho Palos Verdes Council Leadership Training Summation October 5, 2013 Guidelines for Good Governance • Be cognizant of the Legacy exercise and mindful of where each. other is coming from • Avoid negative and focus on positive • After a vote, move on • Continue to work as a team • Set good examples • Serve honorably • Ensure that facts and figures are vetted and avoid attacks or negative comments against other Council Members or City staff. • When dealing with misinformation decide as a body to either respond correcting the facts or decide to ignore the issue. • As policy issues arise the council as a whole need to discuss and come to a consensus on how to proceed. City Council Consensus Items 1. Council Members may contact the City Attorney directly with questions regarding potential conflict of interest issues. 2. All other matters of City business and agenda related items are coordinated with the City Manager, who will disseminate a response to all Council Members. 3. Council Members may contact the CA when requested to do so by the City Attorney. 4. When City Manager receives last minute items via email or phone call just prior to a Council Meeting, the City Manager will share with all Council Members if it is practical and appropriate. City manager will share presentation material with all Council Members upon receiving a request for additional information. Actionable items 1. Council tasked with building a consensus when approaching issues 2. Council and City Manager to develop their Mission Statement for the City -Jerry Duhovich made a suggestion for the mission statement during the discussion. 3. Council and City Manager to revise their Vision Statement RECEIVED FROM..Ji;,,i~O.w-~~~~I AND MADE A PART OF T~~co 0 AT THE COUNCIL MEETING OF JlQf_. ;' elDJ.3 OFFICE OF THE CITY CLERK CARLA MORREALE, CITY CLERK 1 1-29 4. Council and City Manager to revise their goals and objectives 5. Council to give clear direction to the City Manager 6. Direct questions regarding City business and agenda items to the City Manager, who will disseminate the response to the entire Council thereby improving communication and becoming more efficient. Exercise 1: Legacy Outcome How the group would like to be remembered. • That they were trust worthy • Focused on the residents and their needs • Governed with transparency • Served honorably • Fair decision maker • Accessible and responsive to the residents • Engaged and provided feedback • Practiced fiscal conservatism • Set high expectations • Took care of little stuff as well as big issues • Preserving quality of life • Collaborative style • Demonstrated principled leadership • Relationship builder • Developed teamwork Exercise 2: Common Themes that Cause Organizational Conflict Outcome • Breach of attorney client privilege • Failure to understand Council/Manger form of government • Need to debate without personal attack/offense • Lack of respect towards staff publicly • Unwilling to Communicate • Outside parties & Special Interest Influence • Need for a clean slate • Disingenuous behavior /two-faced • Hidden agendas • Providing misinformation to residents • Lack of participation and acceptance of responsibilities adherent to Council Members; i.e., council meetings, commission meetings, etc. • Unwilling to communicate with City Manager • Need to help one another be effective 2 1-30 Exercise 3: Common Themes that Cause Council Conflict Outcome • Spinning facts to the detriment of Council/City for one's own perceived benefit • Ambushing fellow council members in public • Unwilling to participate at meetings and assume the responsibilities of a councilman • Failure to disseminate accurate information outside of Council Meetings • Lack of respect to fellow Council Members & staff and staff back towards Council • Intolerance of persons with conflicting views • Badmouthing Council decision to public after the fact • Allowing outside special interest groups to have undue influence • Embarrassing and criticizing staff in public • Hidden agendas to the detriment of Council/City • Disagreeing by being disagreeable Exercise 4: Causes of Public Perception of Ineffective Governance • Failure to conduct business respectfully and professionally • Inability to communicate effectively . • Council's lack of civility and public bickering leads to perception of being ineffective • Politics are involved • Public hears/receives conflicting information • Public blames staff which leads to distrust • Perception that data is withheld which leads to mistrust • Perception that "all government is the same" • Trust issues and Council's ability to lead • May not be following their own rules and policy i.e., going over the meeting set- time limitation, use of cell phones, etc. • Council members and/or staff late to meetings, or absent • Too much talking during meetings • Council/staff infighting gives public a bad perception • Not giving clear responses • Putting a negative spin on issues 3 1-31 RANCHO PALOS VERDES CITY COUNCIL 2013 GOALS & PRIORITIES Revised and Re-Adopted January 15, 2013 1) PUBLIC SAFETY AND TRAFFIC ISSUES • Focus on Crime Prevention: Prioritization of "Crime Watch," notification of the public, Neighborhood Watch (Score= 14) • Forge Closer City Relationship with Sheriff's Department: Improve communication with leadership at the Lomita Sheriff's station (Score = 9) • Increase Sheriff's Presence on South and West Sides of the City: Consider creation of Sheriff's Department substation on City property (Score = 6) • Review Sheriff's Department's Allocation of Assets: Promote better focus the Department's efforts in the City (Score = 5) • Notification of Public Safety Issues: Formalize system to notify City Staff of public safety issues, review communications policy and guidelines (Score = 5) • Create Joint Powers Agency for Emergency Management for the Peninsula: Pre-arrangements to share resources during natural disasters (i.e., wildfire, earthquake, tsunami, flooding, etc.) and for other hazards (Score= 4) • Focus on Traffic Enforcement: Eliminate "speed traps" & replace with speed warning signs/units, target perceived erratic driving related to Marymount College (Score = 3) • Palos Verdes Drive East Safety: Improve roadway safety (Score= 2) • Bicycle Safety: Cyclist safety and awareness, sharing of roadways with motor vehicles (Score = 2) 2) SAN RAMON CANYON PROJECT • San Ramon Canyon Stabilization: Solicit financial support from the City & County of Los Angeles and present financing alternatives (Score = 12) 3) CITIZEN INVOLVEMENT • Increase Citizen Involvement in Infrastructure Goal-Setting & Planning: Review "lessons learned" from past projects, need more direct Staff outreach City Council Goals & Priorities rev. 2/19/13 Page 1 of 7 1-32 to residents and businesses, identify instances and plans to deal with deferred maintenance of facilities (Score = 12) • Evaluate City Recreation Programs: Review the current types of recreation programs offered to the public (Score = 2) • Public Outreach Program: Develop and implement a comprehensive program for 2013 to familiarize residents about City services, resource information available, public participation opportunities, fiscal and management accountability, and frequently asked questions. 4) PUBLIC INFRASTRUCTURE • Infrastructure Funding: Consider a full range of funding options (Score= 12) • Portuguese Bend Landslide: Roadway maintenance, dewatering wells (Score= 6) • Citywide Sewer Maintenance: Review maintenance program, schedule and projects (Score = 6) • Citywide Storm Drain Maintenance: Review maintenance program, schedule and projects (Score = 5) • Energy Audit of City Facilities: Provide update of grants and completed projects (Score = 3) • County Sewer Pump Station at Western Avenue & Avenida Aprenda: Identify issues to be addressed, encourage LA County Sanitation Districts to complete work (Score = 1) • CalWater Facilities within Portuguese Bend Community: Meet with CalWater to ensure the safety of water lines and other infrastructure in active landslide area (Score= 1) • Cell Sites in Public Right-of-Way: Explore options to provide better visual screening (Score = 0) • Citywide Street Maintenance: Review street maintenance program (Score = Unk) 5) GOVERNMENT EFFICIENCY, FISCAL CONTROL AND TRANSPARENCY • Evaluate "Core" City Services: What services do citizens really want from the City? (Score = 11) City Council Goals & Priorities rev. 2/19/13 Page 2of7 1-33 • Full Transparency of Financial Information: Improve public access to City financial information (Score = 10) • Improve Organizational Efficiency: Run a "tight ship," conduct performance audit of City staffing & programs, analyze "needs" vs. "wants," consider increased use of volunteers (Score = 10) • Conduct a Business Survey: Staff to prepare a survey, with the assistance of the Chamber of Commerce or other organizations with similar experience and expertise, to assess what the City can do for businesses and how can the City be a better partner with businesses. (Score= 4) • Council Liaison to Advisory Boards: Consider whether each City advisory board should have a designated City Council liaison (Score = 4) • Review of Existing Contracts/Consultants: Review all contracts and consider formal bid process, review City's use of consultants, ensure that consultant work product is actually used, review IT/PV on the Net (Score = 3) • Evaluate Development Review Process: Review fees, expand lower-level decision making, streamlined review processes, etc. (Score = 3) • Create a City Business Forum: Include City Council and Staff (Score = 1) • Evaluate View Restoration Process: Re-evaluate ordinance and procedures (Score= 1) • Evaluate Employee Compensation: Review salary, benefits & pension (Score= 0) • RPV Chamber of Commerce: Focus on developing RPV businesses, possible "subset" of existing Peninsula Chamber of Commerce (Score = 0) • Evaluate City Tree Review Process: Re-evaluate ordinance and procedures, try to preserve existing street trees (Score= 0) • Analyze various methods of generating revenues for the City: Analyze various methods of generating revenues for the City, efficiency improvements and expenditure reductions • Update the Committee's Memorandum to the City Council dated April 25, 2012 and titled "Calculation of the City's Unfunded Pension Liability": Receive the 2012 CalPERS Actuarial Valuation Report, update the Committee's Memorandum to the City Council dated April 25, 2012 and titled "Calculation City Council Goals & Priorities rev. 2/19/13 Page 3of7 1-34 of the City's Unfunded Pension Liability", and consider any other pension related issues which City Council may direct; • Conduct a competitive bid process for banking services. • Implementation of the recommendations made by Nexlevel regarding IT (including formalizing a Strategic Plan, installation of a help-desk incident tracking & metric system and conducting quarterly internal IT meetings with departments). • Conducting the competitive process for all IT services. • Implementation of the replacement accounting system (replacement was high-priority recommendation by Management Partners in 2008. 6) PALOS VERDES PENINSULA UNIFIED SCHOOL DISTRICT • Shared Use of PVPUSD & City Facilities: Coordinate with the school district to share active recreation facilities (Score = 11) • Eastview School District Issue: Consider whether to resume efforts to resolve disenfranchisement of Eastview residents regarding PVPUSD issues (Score = 2) 7) WESTERN AVENUE CORRIDOR ISSUES • Western Avenue Commercial Corridor: Evaluate & integrate existing Western Avenue specific plans, SCAG grant proposal, City Municipal Code and other programs for future discussion and goal-setting; SCAG grant status tentatively agendized for 1/17/12 meeting (Score= 10) • Western Avenue Improvement: City "gateway," improve aesthetics (Score= 7) • Ponte Vista Project in San Pedro: Monitor and evaluate development proposal for Ponte Vista site, focus on traffic impacts (Score = 5) 8) INTERGOVERNMENTAL ISSUES • Monitor Actions by the State of California: Staff to inform the Council of actions by the State Legislature or State agencies that may adversely impact the City or our residents (examples: unfunded mandates, tax/revenue changes. 9) SOUTHERN CALIFORNIA EDISON ISSUES City Council Goals & Priorities rev. 2/19/13 Page4 of7 1-35 • SCE Infrastructure Safety & Reliability: Confer with SCE to ensure the safety of electrical lines (Score = 9) 10) CITY TRAIL SYSTEM ENHANCEMENT • Trail System Enhancement: (Score = 9) COMPLETED GOALS or TASKS SINCE 2012: City Dog Park -The temporary dog park was constructed at Point Vicente Park/Civic Center and officially opened on November 8, 2012. The City will conti.nue to support a regional dog park location. City Skate Park -Completed, due to the planned location of a Peninsula park in Rolling Hills Estates. City Dog Beach -The trial period and Council policy action was completed. Peninsula-Wide Park Support of City Parks -Staff outreach was part of the Dog Park and Skate Park discussions with Peninsula cities. Overview of Current Business Environment -Staff (Rojas) presentation to Council March 6, 2012. Review City Fees -Completed review of fees and staff (Rojas) covered in presentation to Council on March 6, 2012. Evaluate Business Fees -Completed also on March 6, 2012. Streamline Business Openings -Completed also on March 6, 2012. Zero-Based Budgeting -Expanded menu of discretionary funding items for Council budget workshop June 19, 2012. Support of Local Businesses -Completed with staff presentation March 6, 2012. Enhance General Fund & CIP Reserves -Presented to Council June 19, 2012. Prepare a Fiscal Health Statement -Presented FAC statement to Council on January 15, 2013. City Council Goals & Priorities rev. 2/19/13 Page 5of7 1-36 The following goals were not included on the final adopted list because they are already under review or scheduled on the Tentative Agenda: • Civic Center Master Plan: Staff to present all information about the Civic Center project prepared to date to the City Council and the public within 60 days; City Council may then refer to PC and/or FAG for recommendations. • Sheriff's Department Community Outreach: Consider Deputies' attendance at HOA meetings • Monitor Traffic Safety Commission Activity: Review & evaluate effectiveness of flashing lights at crosswalks • Animal Control: Review contract with County Animal Control, trapping of wiJd/nuisance animals and road-kill disposal • Review Fire Protection Services: Ensure weed abatement is sufficient on City's open space properties • Rancho LPG Butane Tanks in San Pedro: Reconsider position on the removal of tanks • Terranea Resort: Evaluate fees and process for use of City Hall for off-site Parking • Current Park Improvement Initiatives: Provide City Council overview of status of current projects (i.e., Lower Hesse, Grandview, Abalone Cove grant, ADA upgrades, etc.) • Status of Redevelopment Agency: Staff to brief City Council on status of RDA in light of recent State Supreme Court decision • Beautification (Recycling) Grant Program: Reinstate the Beautification (Recycling) Grant Program, review City policy, consider disbursement on basis of best use/need, possibly focus on Hawthorne Boulevard or other major corridors. • Temporary Non-Commercial Banner Program: Re-evaluate aesthetics of current banner sign "backdrops" • Aircraft Noise Impacts: Monitor FAA airspace proposal for Long Beach airport, monitor helicopter flight paths from Torrance airport • Re-Evaluate "No Solicitation" Ordinance: Review solicitation regulations and alternatives; tentatively agendized for 4/3/12 meeting City Council Goals & Priorities rev. 2/19/13 Page 6of7 1-37 • Public Feedback via City Website: Revise City website to provide enhance opportunities for public feedback, opinion surveys, etc. • Town Hall Meetings: Consider establishing a regular schedule of "town hall"- style meetings • Regular City Council Meetings: Reduce duration of meetings, length of Staff reports City Council Goals & Priorities rev. 2/19/13 Page 7of7 1-38 RANCHO PALOS VERDES CITY COUNCIL 2013 GOALS & PRIORITIES Revised as of January 8, 2014 1) PUBLIC SAFETY AND TRAFFIC ISSUES • Focus on Crime Prevention : Prioritization of "Crime Watch," notification of the public, Neighborhood Watch (Score= 14) • RPV staff immediately posts Breaking News notices on the City website regarding significant traffic accidents, road closures, emergencies etc. on a 24/7 basis as we are notified (a level of service not found in most other cities); and, • The Law Enforcement web page added to City's web site in 2012 to provide the public with more information and resources on crime trends and prevention has been continually updated since that time; • Because thefts from unlocked vehicles have increased dramatically during the first two quarters of 2013, the Lomita Sheriff's Station initiated the "Lock It or Lose It" campaign to educate residents on the need to secure their cars and not leave valuables in plain sight; and, • For FY13-14, the Lomita Station's "Volunteers on Patrol" worked 213 hours in July and 261 hours in August, for a total of 474 hours to date. • Identify trends and/or patterns in park/preserve crimes. Install proactive signage at all park sites. Document any incidents and share data with Sheriff's Department. • Host city-wide Neighborhood Watch and/or Sheriff's Department Town Hall meetings at various park sites on various dates and times to discuss neighborhood issues. • Forge Closer City Relationship with Sheriff's Department: Improve communication with leadership at the Lomita Sheriff's station (Score = 9) • Within the last six months, emergency communications with the Lomita Sheriff's Station have improved significantly. Staff receives notifications regarding emerging incidents via emails, telephone calls and text messages from the management staff at the Station. The timely delivery of information has allowed Staff to better inform Council and the public (via the listserv and website) on law enforcement incidents. Further, beginning in March 2013, a standing monthly meeting has been established between Staff from the three regional cities and Captain Bolin to discuss emerging issues and to follow up on prior incidents and concerns. City Council Goals & Priorities rev. 1/8/14 Page 1 of 21 1-39 • Increase Sheriff's Presence on South and West Sides of the City: Consider creation of Sheriff's Department substation on City property (Score = 6) • Continue to provide a drop-in office for the Park Rangers and Lomita Station Deputies at the Ladera Linda Community Center. The office, which is equipped with two desks, chairs, telephones, restroom and kitchen facilities, is located next to the staff office and is available to law enforcement personnel 24 hours a day, seven days a week. • Review Sheriff's Department's Allocation of Assets: Promote better focus the Department's efforts in the City (Score = 5) • Prior to the adoption of the FY13-14 Sheriff's Contract on June 18, 2013, a representative from the Lomita Sheriff's Station confirmed at the City Council meeting that the Sheriff has the necessary resources and personnel to provide law enforcement services to the City. • Notification of Public Safety Issues: Formalize system to notify City Staff of public safety issues, review communications policy and guidelines (Score = 5) • See above. • Create Joint Powers Agency for Emergency Management for the Peninsula: Pre-arrangements to share resources during natural disasters (i.e., wildfire, earthquake, tsunami, flooding, etc.) and for other hazards (Score= 4) • Staff met with Mayor Misetich and the Area G Disaster Services Coordinator on October 15, 2012. It was discussed that the initial effort would begin "Mayor to Mayor" by introducing the concept of the four Peninsula cities sharing resource inventory lists with each other. • Focus on Traffic Enforcement: Eliminate "speed traps" & replace with speed warning signs/units, target perceived erratic driving related to Marymount College (Score = 3) • The adopted FY13-14 Budget continues the additional 30% allocation to traffic enforcement that was included in FY12-13 Budget. • The City's consulting traffic engineer has completed the remaining speed zone surveys which are currently being reviewed by staff. After review the surveys will be presented to the Traffic Safety Committee at its August 26, 2013 meeting for a recommendation to City Council for approval and adoption. • Palos Verdes Drive East Safety: Improve roadway safety (Score= 2) City Council Goals & Priorities rev. 1/8/14 Page 2 of 21 1-40 • Public Works preparing to hold public workshops on PVDE safety improvements of public rights-of-way. The TSC has tentatively scheduled three workshops for Thursday, November 15th at 7pm, Monday, December 10th at 7pm, and Saturday, February 2nd at 1 Oam.; Staff will recommend awarding design of PVDE at the September 18, 2012 Council meeting. • The Palos Verdes Drive East public workshops have been rescheduled to Monday, December 10, 2012 at 7pm, Saturday, February 2nd, 2013 1 O:OOam and Wednesday March 13, 2013, 7:00pm all to be held at the Point Vicente Interpretive Center. The design is 95% complete and will be finalized to start construction in the June 2013. • The plans for the safety improvement projects (upgrading guardrails, chevron signs and striping) are complete. Staff is waiting for Federal Authorization to proceed with construction. • Staff has received Federal Authorization (E-76) to proceed with construction. This project will upgrade the failed and damaged guardrails along PVDE. The project plans and specifications have been approved by the City Attorney's office and the project is ready for bidding. • Staff will recommend to the Council execution of the Program Supplement Agreement for the PVDE Guardrail project prior to construction start. This item will be on the 5/21/13 CC agenda. • Staff has received the Expenditure Authorization from Caltrans to proceed with the guardrail repairs. After the guardrail repairs, other utility, concrete and roadside repairs will be conducted prior to the start of the resurfacing. Staff anticipates awarding a construction contract in September/October 2013. • Bicycle Safety: Cyclist safety and awareness, sharing of roadways with motor vehicles (Score = 2) • Awaiting METRO approval of grant amendment to begin design for PVDS construction bike compatible lanes both sides, excluding the landslide. • Metro has acknowledged receipt of the amendment and has provided a verbal approval. The City is awaiting the final approval letter. • Metro has informed the City that the PVDS bike safety project will be amended in November 2013. • Assist the Department of Public Works in the promotion of bicycle safety by providing bicycle safety clinics addressing road and trail safety and by contacting local road and mountain bike groups to address this issue. Contact mountain bike groups to promote safety in the Preserve and various road cycling clubs to discuss PVDS cycling concerns. City Council Goals & Priorities rev. 1/8/14 Page 3 of 21 1-41 • MRCA Enforcem ent of Preserve Rules: • Use input from a variety of sources and public information tools to provide effective public education on and enforcement of Preserve rules in the Palos Verdes Nature Preserve. Sources include MRCA Rangers, Palos Verdes Peninsula Land Conservancy, and the public. Enforcement and education tools include MRCA Rangers, the Volunteer Trail Watch program, and effective signage. • Identify public information needs and methods to increase awareness of Preserve rules and to increase compliance. 2) SAN RAMON CANYON PROJECT • San Ramon Canyon Stabilization: Solicit financial support from the City & County of Los Angeles and present financing alternatives (Score = 12) Design plans 100% completed; addressed environmental questions from Army Corps of Engineers -awaiting review comments which are anticipated by late September, need ACOE permit before project can be advertised per State grant funding requirements: • Awarded $9 .5 million grant funding; • Sewer re-location complete; • Shelf-ready early action stabilization project plan designed and ready • Pursuing federal, state and LA funding, presented financing options to Council July 17, reimbursement resolution adopted August 21; • Received the Army Corp of Engineer's permit December 3, 2012; • Prospective Bidder's pre-qualification applications were received December 5, 2012; • The project is being advertised -the City has asked to received proposals from pre-qualified bidders ; the proposals received will be opened at 11 :00 Thursday morning January 24, 2013; and • The City Council has directed Staff to develop funding alternatives, including the possible use of Reserves and/or debt financing, to be presented to the FAC. Subject to approval by the City Council, Magis Advisors is expected to assist the City with the development of financing alternatives. • Jan. 24 received 5 construction bids; will ask Council approval of contract March 19 . Anticipate June 2013 project start date. • City Council approved construction and Professional Services contracts March 5. Anticipate May 2013 construction start date. • Pre-construction meeting scheduled April 8, 2013. • Ground breaking ceremony performed April 16, 2013. • Project is under construction . City Council Goals & Priorities rev. 1/8/14 Page 4 of 21 1-42 • First stick of pipe laid week of August 5, 2013 • Tunnel for the Slant drain leading to the beach completed September 2013. • Tunnel from PVDS to the San Ramon Canyon began September 2013 . 3) CITIZEN INVOLVEMENT • Increase Citizen Involvement in Infrastructure Goal-Setting & Planning: Review "lessons learned" from past projects, need more direct Staff outreach to residents and businesses, identify instances and plans to deal with deferred maintenance of facilities (Score = 12) • Public outreach in planning for Safe Routes to Schools with parent surveys and student tallies to design project; also PTA presentation and PW will participate in annual Walk to School Day; • Public Works use of community workshops for planning of San Ramon : RPV neighbors as well as LA mobile home park; • Public outreach in design of Whitley Collins crosswalk ; • Staff from various City Departments will continue to participate in a quarterly public forum for the purpose of getting residents more involved with public use management issues related to the Nature Preserve; • Planning staff facilitates bi-annual Neighborhood Advisory Meeting between Marymount College and surrounding neighborhood groups; • Planning Staff will continue to facilitate meetings of the Abalone Cove Grant Focus Group, a group made up of City officials, neighbors and other interested parties to help steer the design of the public improvements proposed for Abalone Cove Park. • Planning Staff will continue to facilitate the public outreach process for updating the Lower Pt. Vicente portion of the Coast Vision Plan. • Public Works use of City Council workshop to educate community specific to the geophysics of the Altamira landslide complex including potential mitigation projects to aid in slowing movement. • Assist all City departments with public outreach in planning for any park/preserve improvement or development. • Assist the PVPLC in positive goals and objectives for the long term operations and maintenance of the Preserve and its trails. • Evaluate City Recreation Programs: Review the current types of recreation programs offered to the public (Score = 2) • Staff will research, define, and implement a standardized method of program sustainability with regards to recreation offerings to ensure City Council Goals & Priorities rev. 1/8/14 Page 5 of 21 1-43 they align with community values and needs. Currently, most recreation classes and camps are privatized rentals at various City park sites. Staff will evaluate this methodology in addition to independent contractors, and City provided recreation classes, camps and programs. • City fees for recreation and facility rentals will be reviewed and analyzed to determine levels of cost recovery that are in line with other like jurisdictions and service providers. Consistency in the charging (or not charging) of fees will be addressed for services provided throughout the park system. • DRP will review, research and establish cost recovery guidelines with regards to fees for recreation offerings . • Staff will analyze the feasibility of offering recreation programs and outdoor rental options at Eastview Park. • In 2014, staff will work to increase interpretive programing related directly to the Palos Verdes Nature Preserve to increase public awareness of its sensitive habitat and community value. • DRP will investigate award opportunities to gain public credibility and increase promotion of City services. Department accreditation from the National Recreation and Parks Association will be analyzed to determine feasibility. • DRP will increase opportunities to promote the health and wellness of its citizens by incorporating local, state, and federal programs such as Healthy Cities and Let's Move. • Public Outreach Program: Develop and implement a comprehensive program for 2013 to familiarize residents about City services, resource information available, public participation opportunities, fiscal and management accountability, and frequently asked questions. • A community presentation regarding the City's finances has been completed, reviewed by the FAC, and approved by the City Council. The presentation which included a statement from the FAC regarding the City's fiscal health, has been delivered to the public and posted on the City's website. • Working with Finance and IT Department, DRP will identify best management practices for the use of social media to promote City services, programs, and facilities. City Council Goals & Priorities rev. 1/8/14 Page 6 of 21 1-44 • DRP will research and identify additional partners to provide services to the community. Such partners may include, service groups, NGOs, and other jurisdictions. • DRP will create a Park Volunteer Program to assist with park and preserve clean-ups, special events and programs. An extensive database of active volunteers will assist the City in saving money while creating partnerships with volunteers and other organizations. • DRP will analyze the feasibility of coordinating pet adoption and low- cost vaccination/microchip/licensing clinic at Eastview Park. 4) PUBLIC INFRASTRUCTURE • Infrastructure Funding: Consider a full range of funding options (Score= 12) • Staff and San Ramon Subcommittee pursued funding resources for project with County and City of LA. Debt financing options have been reviewed with City Council and a reimbursement resolution was adopted August 21 to allow the city council the discretion in the future to determine the funding plan including debt financing . • Mayor and staff lobbied our representatives in Washington DC for funding for the San Ramon project. • As described above, the City Council has directed Staff to develop funding alternatives, including the possible use of Reserves and/or debt financing, to be presented to the FAC. • At its meeting on December 18, 2012, the City Council approved an agreement with Magis Advisors to prepare the financing plan for the San Ramon Project. • Tim Schaefer of Magis Advisors has encouraged an overall review of infrastructure replacement in conjunction with the City's ability to fund replacement in the future. • Staff has provided the Finance Advisory Committee with an informational overview about the development of a citywide Infrastructure Management Plan ("IMP"). • After the City Council appropriated the CIP Reserve to cash-flow the City's contribution to the San Ramon Canyon project, the 2013 Five- Year Capital Improvement Plan included a programmed use of the anticipated future funding (including transient occupancy tax revenue) with $9.1 million of projects programmed for FY13-14 and $36 million of projects for FY14-15 through FY17-18. • Water Quality Flood Protection Storm Drain User Fee set to maximum rate by City Council on August 6, 2013. City Council Goals & Priorities rev. 1/8/14 Page 7 of 21 1-45 • A review of infrastructure financing options has been added to the FAC's 2013-14 Work Plan. • Staff expects to provide the City Council with an analysis by March 2014 for financing the San Ramon Canyon project, preceded with the Report Card Infrastructure Assessment. • Portuguese Bend Landslide: Roadway maintenance, dewatering wells (Score= 6) • Current budget provides funding for new dewatering well (Abalone Cove); • City Council, in conjunction with Staff, conducted a landslide workshop July 31 that reviewed the geology of the landslides, previous mitigation measures and summarized possible future mitigation measures; and • City Council directed Staff to bring back a report that further defines the possible future mitigation measures, summarizes the costs and prioritizes the projects -staff report to City Council is anticipated in October/November. • December 2012 report on landslide projects and costs received by City Council. • Appropriations were included in the FY13-14 budget for 2 new dewatering wells and rehabilitation of 1 dewatering well. In addition, the FY13-14 budget includes straightening the east end of Palos Verdes Drive South in the landslide area, and a design effort for a future project to re-align the entire roadway in the landslide area . • Design is underway to straighten the eastern entrance to the landslide along Palos Verdes Drive South. • Plans for two additional new dewatering wells were added to the FY14- 15 column of the 2013 Five-Year Capital Improvement Plan. • Citywide Sewer Maintenance: Review maintenance program, schedule and projects (Score = 6) • Abalone Cove Sewer Lift Station repairs are complete; • Harris & Assoc . revised Citywide Sewer Report on needs and maintenance; • Currently reviewing sewer maintenance efforts with LADPW; and • Reviewed sewer maintenance efforts with LADPW, anticipate reporting finding with projects in Spring 2013. • Meeting with Harris & Associates in March to update report. • Met with AKM Consulting Engineers in March to discuss the needs of the sewer system in Abalone Cove. AKM to provide a proposal to evaluate the system and make recommendations with cost estimates for repairs. City Council Goals & Priorities rev. 1/8/14 Page 8 of 21 1-46 • The City Council included replacement of 6 sewer lines in the FY13-14 budget; and included plans for 3 additional projects in the 2013 Five- Year Capital Improvement Plan. • Citywide Storm Drain Maintenance: Review maintenance program, schedule and projects (Score = 5) • PW Storm Drain Master Plan Update underway; • 2012 Storm Drain Lining Projects construction in progress, completion anticipated in June. Additional scope added to structurally rehabilitate large diameter pipes and add pipes in need of immediate repair ; • Storm Drain Lining Project awarded April 17, 2012. • Completed construction of Ronsard to Stokowski storm drain improvements; • Completed emergency project to restore drain facility in PB Landslide; • Awarded GPS mapping contract for storm drains on east side of RPV; • Completed improvements to Miraleste Plaza storm drain system - NOC filed Dec 2012; • Catch basin cleaning for FY 2012-13 completed. Over 32 tons of debris removed; • Design of improvements to San Pedro Canyon drainage system underway; • Completed Mossbank extension runoff improvements in Nov 2012; and • Design of storm drain improvements along PVDS at Terranea Way complete, construction pending Spring 2013. • Design of storm drain improvements under PVDE underway for inclusion in PVDE Arterial project, currently scheduled for construction in Summer 2013. • City, in league with other South Bay cities, awarded a grant to install remaining catch basin inserts in Machado Lake drainage area. Design and MOU development underway for anticipate construction in Summer 2013. • Awarded construction contract for improvements to Miraleste Plaza storm drain system -construction begins Sept 2012; • Awarded contract for catch basin cleaning for FY 2012-12 -begins Sept 2012; • Design contract awarded for improvements to San Pedro Canyon drainage system; • Design underway for Mossbank extension runoff improvements; and • Miraleste Plaza storm drain system, catch basin cleaning, design of San Pedro Canyon drainage projects, and the Mossbank extension improvements are substantially complete. • PVNET has recently acquired a user license for participating in the Los Angeles Regional Imagery Acquisition Consortium (*LAR-IAC") that includes access and unlimited use by City staff and its vendors . City Council Goals & Priorities rev. 1/8/14 Page 9 of 21 1-47 Access to LAR-IAC will enable further development of the storm drain management plan, while the City further considers its own participation license in LAR-IAC. • Design is underway to re-route a storm drain on the 30200 block of Palos Verdes Drive East. • PVDS@ Terranea Way project completed in July 2013 . • 2012 Storm Drain Lining Project, including over 4,400 linear feet of CIPP lining and over 1, 100 linear feet of spin-cast concrete lining, completed in July 2013. • Energy Audit of City Facilities: Provide update of grants and completed projects (Score = 3) • Staff will continue to participate in SCE's Enterprise Energy Management cost savings program and the Energy Leader Partnership Program, which the City qualified for Gold Status. • Staff will continue to work with the South Bay Environmental Services Center (SBESC) to complete an audit of all of the City's public facilities. The audit will document the existing lighting, HVAC, building envelope and insulation inventory for each facility and will identify energy upgrade opportunities, associated costs for upgrades, potential rebates, future payback of HVAC and solar systems. • Staff will recommend initiating a city-wide street lighting inventory, audit and analysis int September 2013. The audit will document all of the City owned street light infrastructure and provide a comparison to SCE's current billing data. Additionally, this process will potentially improve street lighting efficiency, reduce costs while pursuing "Green" solutions moving forward. • County Sewer Pump Station at Western Avenue & Avenida Aprenda: Identify issues to be addressed, encourage LA County Sanitation Districts to complete work (Score = 1) • PW staff is in communication with County to complete and restore the work site; and • The construction was scheduled for completion by December 31, 2012, but a few of the final aspects of the project, including the final paving of the Palmeras Place cul-de-sac, have been delayed and so it is now expected to be complete in early 2013. • CalWater Facilities within Portuguese Bend Community: Meet with CalWater to ensure the safety of water lines and other infrastructure in active landslide area (Score = 1) City Council Goals & Priorities rev. 1/8/14 Page 10 of 21 1-48 • Cell Sites in Public Right-of-Way: Explore options to provide better visual screening (Score = 0) • Staff presented a legal refresher to the City Council on February 19, 2013. • Staff is exploring the idea and feasibility of a Wireless Masterplan or equivalent document to help develop a comprehensive inventory of existing cell sites, establish design guidelines and to help mitigate visual impacts created by the increasing number of cell antennae proliferating in the public right of way. • Staff is closely monitoring current and past applications to reduce and mitigate visual/ view impacts created by cell site equipment. • Citywide Street Maintenance: Review street maintenance program (Score = ?) • PW staff continually implementing Pavement Management Program, largely on schedule for residential and arterial street paving projects. Arterial rehab of PVDS is completed Will begin plan preparation for Palos Verdes Drive East. Design of the next residential rehabilitation project (Area 3 & 5) is nearing completion. Construction is expected to commence in about 3 months. • Construction for PVDE roadway rehabilitation will commence Summer 2013. With the anticipated impacts, the summer months will be the ideal time to construct the improvements. Further, due to the heavy construction at Marymount College and San Ramon Canyon, it is best to delay the roadway rehabilitation until after Marymount College completes most of their improvements. The switchbacks area of PVDE will be removed from the project scope until after completion of the San Ramon Landslide Stabilization project is completed. • The Residential Roadway Rehabilitation Project (Areas 3 & 5) will commence construction around January 2 (weather permitting). A construction contract has been awarded to Hardy & Harper and project details are being worked out. • The residential Roadway Rehabilitation Project (Areas 3 & 5) has commenced construction. Phase 1, consisting of pavement and concrete repairs and root pruning is currently underway. Phase 2 which is the actual resurfacing will commence in about 3 weeks. 5) GOVERNMENT EFFICIENCY, FISCAL CONTROL AND TRANSPARENCY • Evaluate "Core" City Services: What services do citizens really want from the City? (Score = 11) City Council Goals & Priorities rev. 1/8/14 Page 11 of 21 1-49 • Educate the public about the wide range of services and programs offered by City departments through the City newsletter, website, direct mailings, and social media. • Full Transparency of Financial Information: Improve public access to City financial information (Score = 10) • The following information is now posted on the City website and easily identified for citizens: • Employee Salary Rates • Employee Salary Ranges • Adopted Pension Revision that was implemented in September 2011, including employee's assumption of remainder of 8% share of contribution immediately saving the City 1.5% of compensation and establishing a 2nd tier for new employees (in process) • City Manager Employment Contract • Employee W-2 Wages for 2010, 2011 and 2012. • Employee Salary Survey of Market Area • RPV Staffing Levels and Cost, Comparing to other South Bay Cities • Full-Time Employee Benefits • Personnel Rules • CalPERS link to Facts vs. Myths re: Pensions • State Controller's Certificate of Compliance • All agendas, staff reports and minutes of the Oversight Board of the Successor Agency of the RDA are prepared by Staff and posted on the City's website • All monthly cash balance reports and payment warrant registers are available • All financial reports, including the budget, CIP, 5 Year Model, CAFR (with audited financial statements) and midyear financial report • The City Council established a formal policy for procurement of banking services every six years. • The City Manager authorized the City's independent auditors to perform agreed-upon-procedures to review her 2012 compensation. The City Council authorized additional procedures for further review of the City Manager's compensation, as well as development of an historical "actual" employee compensation schedule for public consumption. Staff expects to prepare the 2013 compensation schedule, and have the City's independent auditors test the schedule during the first quarter of 2014. City Council Goals & Priorities rev. 1/8/14 Page 12 of 21 1-50 • Educate the public regarding the real dollar value of having both developed parkland and open space and the health and well-being improvements to quality of life for all ages • Improve Organizational Efficiency: Run a "tight ship," conduct performance audit of City staffing & programs, analyze "needs" vs. "wants," consider increased use of volunteers (Score = 10) • Identified opportunity to augment crime prevention neighborhood patrols by using Lomita Station "Volunteers on Patrol" hours. • Council received a presentation on regarding the Matrix Citywide Organizational Assessment Report on April 16, 2013, and directed the Compensation Subcommittee to consider, with input from the City Manager, the creation of an overall plan, and an implementation plan, to address the proposed study recommendations over time, and return to the Council with the suggested plan at a future meeting within 90 days. • Staff and PVNET, its current IT provider, are proceeding with the 2012 upgrade of the IT system, leading to improved energy and IT network support efficiencies, cost savings, standardization of software and desktop computers, improved remote access for users and video- conferencing capabilities. Use of Office 2010 has been implemented, following instructor-led classroom training and weekly introductory workshops. Call handling design for the VOiP system is-ongoing. Installation of replacement desktop computers is expected in January 2013. • Completed replacement of the Main Page of the City's website, including new features like Spotlight, City News & Events, topical scroll bar and revisions of the drop-down menu that are now consistent with other California cities. • Recently Integrated texting and Twitter into the City's emergency notification listserver system. • Council received a presentation on regarding the Matrix Citywide Organizational Assessment Report on April 16, 2013 . The Department of Recreation and Parks will evaluate the service delivery methodology and recommend whether more programs should be provided by the City or continue with the privatized recreation model. • City has hired a Director of Recreation and Parks as recommended by the Matrix Report and much of the analysis of the aforementioned will be led by this individual. • Conduct a Business Survey : Staff to prepare a survey, with the assistance of the Chamber of Commerce or other organizations with similar experience and expertise, to assess what the City can do for businesses and how can the City be a better partner with businesses. (Score = 4) City Council Goals & Priorities rev. 1/8/14 Page 13 of 21 1-51 • Community Development Staff will continue to attend regular meetings of the PVP Chamber of Commerce's Economic Development Committee and the South Bay Cities Economic Development Roundtable to ascertain what the City can do assist businesses. • Council Liaison to Advisory Boards: Consider whether each City advisory board should have a designated City Council liaison (Score = 4) • Review of Existing Contracts/Consultants: Review all contracts and consider formal bid process, review City's use of consultants, ensure that consultant work product is actually used, review IT/PV on the Net (Score= 3) • Staff Analyst has prepared a comprehensive list of contracts, value and term in order to aide in the process of determining new bids to be undertaken. • Public Works maintenance is working on bid proposals to lower cost and increase services. • Staff will analyze the current contracts and agreements with other organizations in order to aide in the process of determining existing service delivery and whether new bids/agreements need to be addressed. • Evaluate Development Review Process: Review fees, expand lower-level decision making, streamlined review processes, etc. (Score = 3) • Community Development Staff will continue to work with the City Council on identifying application fees or review processes that can be streamlined and moving forward with the applicable code amendments to implement the streamlining. • Create a City Business Forum: Include City Council and Staff (Score= 1) • Staff will develop a page on the City's Website to act as a business forum for receiving feedback from City businesses and for disseminating information to City's businesses. • Evaluate View Rest oration Process : Re-evaluate ordinance and procedures (Score= 1) • Community Development Staff will work with the City Council on evaluating the current view restoration process to determine where changes can be made to administer view restoration more effectively. City Council Goals & Priorities rev. 1/8/14 Page 14 of 21 1-52 • Evaluate Employee Compensation: Review salary, benefits & pension (Score= 0) • RPV Chamber of Commerce: Focus on developing RPV businesses, possible "subset" of existing Peninsula Chamber of Commerce (Score = 0) • Community Development Staff will continue to attend regular meetings of the PVP Chamber of Commerce's Economic Development Committee to help develop RPV businesses. • Evaluate City Tree Review Process : Re-evaluate ordinance and procedures, try to preserve existing street trees (Score = 0) • Community Development Staff will work with the City Council on evaluating the current City Tree Review process to determine where changes can be made to administer the process more effectively. • Analyze various methods of generating revenues for the City: Analyze various methods of generating revenues for the City, efficiency improvements and expenditure reductions; • The FAC completed a review of the City's revenues and expenditures and made recommendations to the City Council for the 2013 budget process . • Update the Committee's Memorandum to the City Council dated April 25. 2012 and tit led "Calculation of the City's Unfunded Pension Liability": Receive the 2012 CalPERS Actuarial Valuation Report, update the Committee's Memorandum to the City Council dated April 25, 2012 and titled "Calculation of the City's Unfunded Pension Liability", and consider any other pension related issues which City Council may direct; • Coordinated a review by the FAC of the alternative methods for obtaining and/or estimated the City's unfunded pension liability culminating in a report to the City Council on June 19th . The FAC's 2013-14 Work Plan includes a task to review the June 30, 2012 Actuarial Valuation Report from CalPERS and update its memo to the City Council accordingly. • Conduct a competitive bid process for banking services. • The process was completed and a recommendation made to City Council in June 2013. The banking agreement is expected to be presented to City Council in November/December 2013. City Council Goals & Priorities rev. 1/8/14 Page 15 of 21 1-53 • Implementation of the recommendations made by Nexlevel regarding IT (including formalizing a Strategic Plan, installation of a help-desk incident tracking & metric system and conducting quarterly internal IT meetings with departments). • The task is in process; however, Staff needs to complete the 2012-13 IT Upgrade prior to proceeding with implementation expected in 2013 . Implementation of a help-desk system will be done during the transition, if any, to the successor IT firm providing day-to-day IT operations . • Staff conducted its organization internal IT meeting on July 18, 2013. • The implementation of centralized system administration of servers and desktop computers, followed by completion of the system IT documentation expected in November are the final step remaining to complete the 2012-13 IT upgrade. • Conducting the competitive process for all IT services . • The task is in process ; however, Staff needs to complete the 2012-13 IT Upgrade prior to proceeding in 2013 . • Staff has outsourced the task of revising the City's IT system documentation. • Staff expects to present a professional services agreement between the City and Nexlevel, the City's IT advisor, to obtain significant support services leading to the RFP for IT services in December 2013 . • Implementation of the replacement accounting system (replacement was high-priority recommendation by Management Partners in 2008. • City Staff has selected an accounting system vendor to recommend to City Council. Implementation of the accounting system will be impacted by the software system(s) to be used by Community Development and Public Works. An analysis of other software systems and the potential impacts to the accounting system is currently underway. Staff expects to present a full recommendation to City Council by the end of FY13-14. 6) PALOS VERDES PENINSULA UNIFIED SCHOOL DISTRICT City Council Goals & Priorities rev. 1 /8/14 Page 16 of 21 1-54 • Shared Use of PVPUSD & City Facilities: Coordinate with the school district to share active recreation facilities (Score = 11) • Continue to work with the School District in providing recreation programs at Miraleste High School and Peninsula High School facilities. Staff will be working with these schools and others to establish partnerships to provide additional recreational opportunities using school district facilities. • Eastview School District Issue: Consider whether to resume efforts to resolve disenfranchisement of Eastview residents regarding PVPUSD issues (Score = 2) 7) WESTERN AVENUE CORRIDOR ISSUES • Western Avenue Commercial Corridor: Evaluate & integrate existing Western Avenue specific plans, SCAG grant proposal, City Municipal Code and other programs for future discussion and goal-setting; SCAG grant status tentatively agendized for 1/17/12 meeting (Score= 10) • Western Avenue Improvement: City "gateway," improve aesthetics (Score= 7) • With monies awarded to the City by a SCAG grant, Community Development Staff will continue to work with the City of Los Angeles on completing the Western Ave Corridor Vision Plan and developing uniform design standards for the corridor for the purpose of improving the aesthetics, economic development opportunities and traffic flow within the commercial corridor. • Ponte Vista Project in San Pedro: Monitor and evaluate development proposal for Ponte Vista site, focus on traffic impacts (Score = 5) • Project updates monitored by staff and presented in Border Reports. 8) INTERGOVERNMENTAL ISSUES • Monitor Actions by the State of California: Staff to inform the Council of actions by the State Legislature or State agencies that may adversely impact the City or our residents (examples: unfunded mandates, tax/revenue changes. 9) SOUTHERN CALIFORNIA EDISON ISSUES City Council Goals & Priorities rev. 1/8/14 Page 17 of 21 1-55 • SCE Infrastructure Safety & Reliability: Confer with SCE to ensure the safety of electrical lines (Score = 9) • RPV staff participated in Peninsula-wide workshop held by SCE in February where we demanded and received a comprehensive planning document for improved electrical service reliability. • In-depth report and presentation on SCE issues and recommended actions to Council July 17 and follow up report by SCE given on Dec. 4. • Report on infrastructure improvement project was provided by Marvin Jackman. Approximately 160 poles will be replaced on the City's east side as phase 1 of the project. The work is anticipated to be complete by the end of July this year. 10) CITY TRAIL SYSTEM ENHANCEMENT • Trail System Enhancement: (Score = 9) • City Staff will continue to work with the PVPLC on implementing the Preserve Trails Plan that was approved by the City Council on April 2, 2013. • Community Development and Public Works Staff will continue to develop and carry out projects for improving/developing trails outside of the Preserve. • Community Development Staff will continue to identify any inter- jurisdictional trail issues and re ort the status of said issues to the City Council on a quarterly basis. • Community Development Staff will update the City's Trails Network Plan • Public Works Staff will construct the Salvation Army Trail connection in 2014. • If grant monies are awarded, Public Works Staff will construct the Sunnyside Ridge trail segment. • Continue to work with the PVPLC as they build upon the Volunteer Trail Watch Program created last year. • Create a revised master plan for Lower Hesse Park and Grandview Park that includes improved and expanded walking trails. • Work with PVPLC and MRCA to identify trail maintenance priorities. COMPLETED GOALS or TASKS SINCE 2012: City Council Goals & Priorities rev. 1/8/14 Page 18 of 21 1-56 City Dog Park -The temporary dog park was constructed at Point Vicente Park/Civic Center and officially opened on November 8, 2012. The City will continue to support a regional dog park location. City Skate Park -Completed, due to the planned location of a Peninsula park in Rolling Hills Estates. City Dog Beach -The trial period and Council policy action was completed. Peninsula-Wide Park Support of City Parks -Staff outreach was part of the Dog Park and Skate Park discussions with Peninsula cities. Overview of Current Business Environment -Staff (Rojas) presentation to Council March 6, 2012. Review City Fees -Completed review of fees and staff (Rojas) covered in presentation to Council on March 6, 2012. Evaluate Business Fees -Completed also on March 6, 2012. Streamline Business Openings -Completed also on March 6, 2012. Zero-Based Budgeting -Expanded menu of discretionary funding items for Council budget workshop June 19, 2012. Support of Local Businesses -Completed with staff presentation March 6, 2012. Enhance General Fund & CIP Reserves -Presented to Council June 19, 2012. Prepare a Fiscal Health Statement-Presented FAC statement to Council on January 15, 2013. The following goals were not included on the final adopted list because they are already under review or scheduled on the Tentative Agenda: • Civic Center Master Plan: Staff to present all information about the Civic Center project prepared to date to the City Council and the public within 60 days; City Council may then refer to PC and/or FAC for recommendations. • Sheriff's Department Community Outreach : Consider Deputies' attendance at HOA meetings City Council Goals & Priorities rev. 1/8/14 Page 19 of 21 1-57 • Monitor Traffic Safety Commission Activity: Review & evaluate effectiveness of flashing lights at crosswalks • Animal Control: Review contract with County Animal Control, trapping of wild/nuisance animals and road-kill disposal • Review Fire Protection Services: Ensure weed abatement is sufficient on City's open space properties • Rancho LPG Butane Tanks in San Pedro: Reconsider position on the removal of tanks? • Terranea Resort: Evaluate fees and process for use of City Hall for off-site Parking • Current Park Improvement Initiatives: Provide City Council overview of status of current projects (i.e., Lower Hesse, Grandview, Abalone Cove grant, ADA upgrades, etc.) • Status of Redevelopment Agency: o The Successor Agency has obtained its Finding of Completion from the state for remittance of excess redevelopment cash and completion of multiple reviews by independent auditors. o The Successor Agency Board and the Oversight Board have approved a Long-Range Property Management Plan (LRPMP). Once approval of the LRPMP is received from the state, Staff will recommend transfers of real property to the City. o City Staff is currently in process of analyzing the impacts of a 1997 MOU with the County for the distribution of property tax increment. Once this analysis is completed and an agreement is reached with the County regarding the future distribution of property tax, Staff will bring forward a recommendation to restructure the City's consolidated loan to the former redevelopment agency in accordance with dissolution law. o After the transfer of land and the restructuring of the City's loan receivable, the Successor Agency will continue to extinguish debt with proceeds from the Redevelopment Property Tax Trust Fund to complete the business of dissolution. • Beautification (Recycling) Grant Program: Reinstate the Beautification (Recycling) Grant Program, review City policy, consider disbursement on basis of best use/need, possibly focus on Hawthorne Boulevard or other major corridors. City Council Goals & Priorities rev. 1/8/14 Page 20 of 21 1-58 • Temporary Non-Commercial Banner Program: Re-evaluate aesthetics of current banner sign "backdrops" • Aircraft Noise Impacts: Monitor FAA airspace proposal for Long Beach airport, monitor helicopter flight paths from Torrance airport • Re-Evaluate "No Solicitation" Ordinance: Review solicitation regulations and alternatives; tentatively agendized for 4/3/12 meeting • Public Feedback via City Website: Revise City website to provide enhance opportunities for public feedback, opinion surveys, etc. • Town Hall Meetings: Consider establishing a regular schedule of "town hall"- style meetings • Regular City Council Meetings: Reduce duration of meetings, length of Staff reports City Council Goals & Priorities rev. 1/8/14 Page 21 of 21 1-59 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT No. Project Name Project Manager Group Scope of Work 1 Abalone Cove Shoreline Park Public Works -Facilities Design=90%. going out for bidding expected in December 2013. Construction is Improvements scheduled to begin on February 18 and to be completed by May 19, 2014. Design=3%. Scope of work defined. Consultant selected through RFQ process. 2 Abalone Cove Shoreline Park Parking Public Works -Facilities CC awarded consultant contract on October 1st 2013. Per CP advice, the Focus Lot Improvement Group will be conferred with about the design. Project is expected to be completed bv September 2014. Abalone Cove Shoreline Park Design=50%. Construction is expected to begin on April 30, 2014 and be 3 Restrooms and Driveway Public Works -Facilities Improvement completed by July 22, 2014. Bronco Martingale and Grayslake Design= 0%. Consultant needs to be hired. Project preliminary planning and 4 Trails Preliminary Planning and Public Works -Facilities design report to be completed by September 5, 2014. Construction will be through Design a separate project for which a budget request needs to be submitted for FY 14-15. 5 Cable TV Building Restroom Public Works -Facilities Design= 50%. Construction begins April 4 and is scheduled to be completed by Improvement the end of May 2014. Design= 0%. As a first step, the Alarm System Contracts need to be overhauled 6 Installation of Security Cameras Public Works -Facilities by the City Attorney. Installation is expected to begin on July 21 and be completed by September 12, 2014. Design= 1 % This project is currently on hold until the preparation of RPV Infrastructure Report Card (IRC; expected in September 2013) followed by the RPV Infrastructure Management Program (IMP; expected in December 2013). 7 Ladera Linda Site Master Plan Public Works -Facilities After this the expected first step involves a study of community needs through public outreach along with the City needs; The second step will include programming and quantifying those needs, followed by planning and preparing a concept master plan which may be phased. When completed, the Master Plan will be presented to the CC for direction and further action 8 Landslide Dewatering Well Public Works-The location of one well has been established; the second well location is not yet Construction Water Quality/Flood Protection known. 9 Play Surface Refurbishing -Basketball Public Works -Facilities Design= 0%. City Hall Tennis Court and Ladera Linda Basketball Court need & Paddle Tennis Courts replacement. Budget request submitted for FY 13-14 -was not approved. 10 RPV Infrastructure Report Card Public Works -Facilities Design= 85%. Final draft report under review by PW and other departments. The draft report is expected to be presented to the CC in January 2014. 11 Ryan Park Southern Entrance Public Works -Facilities Design= 90% . Preparing the Bid Documents. Construction is scheduled to begin Realignment and Parkina Lot on March 3, and be completed bv July 2014. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 1 1 - 6 0 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT 12 Salvation Army Trail Improvement Public Works -Facilities Design= 85%. Construction is scheduled to begin on march 11, and be completed by June 2, 2014. 13 Storm Drain Modification for Salvation Public Works -Facilities Construction was completed on December 6, 2013. Army Trial Design= 5% . Received notice of award for $300,000. Waiting for formal letter 14 Sunnyside Trail Improvement Public Works -Facilities from County and grant documents before preparing staff report for Council aooroval. Hesse Park MPR Lighting and Screen Meeting held with Dennis and Ted in November 2013 to define the scope of work 15 Upgrade Public Works -Facilities and roles & responsibilities. Ted (IT} is expected to call for a kick off meeting. Tentative schedule for completion is July 25, 2014. Public Works-COD is responsible for the main grant. PW is handling the smaller Measure A 16 Montemalaga Open Space Acq Parks, Open Space, and Trails grant for administration portion of costs. CC approved, waiting for grant approval and close of escrow. Prepared draft grant application and support documents. Public Works-Audit has been completed. Staff is in the process of implementing the corrective 17 Playground Safety Audit Parks, Open Space, and Trails measures described in the report at each of the various playgrounds throughout the City. The PW, CM, CD and R&P Departments with the PVPLC have catalogued and 18 Public Space Uniform Sign Project Public Works-documented all signs in the City's preserve area, parks, trails, parking lots and Parks, Open Space, and Trails scenic turnouts. We are currently working on standard sign language, layout and placement. The committee meets twice a month. 19 NPDES Program Coordination Public Works-Ongoing work with JLHA to manage MS4 compliance for City including Water Quality/Flood Protection cooperative effort for EWMP with other Peninsula Aoencies. Contract Awarded Oct 1. NTP issued. In data gathering stage. This year-long Public Works-effort will inventory and assess the storm drain system's adequacy and condition 20 Storm Drain Master Plan Update Water Quality/Flood Protection and create a prioritized list of projects. Additionally a GIS based on-line management tool will be created and delivered to the city to allow the PW deoartment to better update and manaoe the svstem and its elements." 21 ADA Curb Compliant Ramps Public Works -Right of Way Construction=100%. Construction of Phase I is complete. Phase II construction Blackhorse Road Construction=O%. Annual Sidewalk Repair Program Construction=100% Construction complete and Notice of Completion approved by 22 FY12 13 Public Works -Right of Way Council on November 19, 2013. Waiting 35 days before retention released to contractor. 23 Annual Sidewalk Repair Program Public Works -Right of Way Design=25% Preparing list of repair locations throughout the City FY13 14 Design=99%. Completed public outreach effort. Plans have been circulated to 24 Arterial Roads Rehabilitation PVDE Public Works -Right of Way interested parties for comment and specifications are being revised per City Attorney's comments. Expect advertising to start at the end of December and start construction in February 2014. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 2 1 - 6 1 January 2014 RANCHO PALOS VERDES MAJOR TASKS LIST -DRAFT Design= 95%. Submitted ROW certification to Caltrans for approval. Waiting E-76 25 Hawthorne Blvd Pedestrian Linkage Public Works -Right of Way to start construction. The construction of this project will be performed after the Sidewalk Project Traffic Signal Synchronization Project has been done to avoid destroying a newly- constructed sidewalk for installation of fiber optic conduits. Preliminary Engineering Study PVDS Funding for this design project has been dedicated in the FY13/14 budget. City 26 Landslide Road Public Works -Right of Way Council may fund roadway relocation in the future. Discussions with Geologists are continuina reaardina the relocation effort. 27 PVDE Guardrails Traffic Safety Public Works -Right of Way Bid package finalized and E-76 authorization received. Anticipate advertising in Improvements December 2013/earlv 2014. 28 PVDS Landslide Area Drainage Public Works -Right of Way Maintenance needed to re-align pipes. Hardy and Harper is preparing to begin Corrections work in December. PVDS Roadway Realignment East Project in design. One Public Information meeting was conducted in October; 29 End Public Works -Right of Way another specific to the parking lot is being planned for January. Advertisement of this project is anticipated in March, construction should begin in May. 30 PVDW Center Median Project Phase I Public Works -Right of Way Design=95%. Plan, Specifications, & Estimates preparation phase -Plans are 95% complete. Will advertise for bids in early 2014. 31 PVDW Center Median Project Phase Public Works -Right of Way Design=95%. Plan, Specifications, & Estimates preparation phase -Plans are II 95% complete. Advertise for bids in early 2014. Residential Rehab FY1012 Area Construction=100% Phase I complete. Construction=90% Phase II construction 32 5and3 Public Works -Right of Way began Monday, October 7th, and is expected to be completed by the end of December 2013. 33 Residential Rehab FY12 13 Areas 1 Public Works -Right of Way Design=40%. Design of Area 5B improvements is almost complete from previous and 5B project. RFP being prepared for desian services for Area 1. Admin=50%. Harris & Associates has rewritten the report describing the Citywide 34 Citywide Sewer Analysis Public Works -Sewer System needs and outlining potential funding opportunities. Project is on hold until further notice. A design RFP has been prepared and will be released following the New Year. 35 Sewer Capacity Improvements Public Works -Sewer System Once a firm is selected the design should be complete within two months, bidding and award will require two months. Construction is anticipated to begin in May. This project is being combined with the Hawthorne Blvd. Traffic Signal 36 Citywide Traffic Safety Battery Backup Public Works -Synchronization Project in order to minimize construction impacts on the T raffic(f ransportation/Safety community. The Traffic Signal Synchronization Project is currently in design and construction is anticioated to beain in Sorina 2014. Project received program supplement to initiate design. This project is currently in 37 Hawthorne Blvd Signal Public Works -design and coordinated with the Facilities and IT department as we will utilize the Synchronization Traffic/Transportation/Safety trench line to lay fiber and connect Ryan and Hesse Park to CH. Construction anticioated to beain in Sprina 2014. P:\MajorTasks List_Jan 2014_DRAFT.xlsx 3 1 - 6 2 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT Palos Verdes Drive South Bikeway Public Works -Project is awaiting approval of an amendment request from the Los Angeles 38 Safety Project Traffic/Transportation/Safety County Metropolitan Transportation Authority (Metro). Approval of this request is expected to occur in Spring 2014. 39 PVDS Landslide Road Evaluation Public Works -Reviewing roadway monthly with Jim Lancaster Traffic/Transportation/Safety 40 Marguerite Canyon Improvements Public Works -Water Contract Awarded Oct 1 to KPFF for feasibility study. Kickoff meeting held Nov 5 Quality/Flood Protection 2013. NTP will be issued upon receipt of insurances. 41 Paintbrush Canyon Drainage Study Public Works -Water RFP is being prepared for this project. Quality/Flood Protection 42 San Pedro Canyon Area Storm Drain Public Works -Water Design 80%. Projects to be rolled into effort focused in PVDE area. Construction Improvements Quality/Flood Protection expected to begin in early 2014. Public Works -Water Construction=75%. Construction underway, construction completion scheduled for 43 San Ramon Canyon Stabilization Quality/Flood Protection April 2014. Rib and Lag tunneling expected to be complete in late December. Inlet and outlet structures are under construction. Schedule & budget are secure. Public Works -Water Ongoing work. Evaluate need and create projects as needed throughout the year. 44 Storm Drain Maintenance Quality/Flood Protection Several projects identified in last year's lining investigation now being defined for design RFP. 45 Trump Storm Drains Public Works -Water Working with Greg Pfost and Alan Braadvedt on this Quality/Flood Protection 46 General Plan Update Community Development A complete update of the City's 38-year old General Plan 47 Trails Network Plan Update Community Development An update of the City's Conceptual Trails Plan and Bikeways Plan which will be consolidated into one Trails Network Plan 48 Western Ave Compass Project Grant Community Development Coordination with a selected consultant to prepare a plan for Western Avenue that will improve the aesthetic appearance and promote economic development A proposal initiated by the City Council to remove a loop hole in the City's existing 49 Fence, Wall and Hedge Ordinance Community Development Fence, Wall & Hedge Ordinance to provide more view protection to residents Code Amendment affected by hedges that may impair their view. The amendment will also change the allowed height of fences/walls from 6 feet to 7 feet in height. 50 Arterial Walls and Fences Code Community Development A proposal initiated by the City Council to establish regulations for the repair or Amendment replacement of fences or walls located along major arterial streets in the City. Update of Lower Point Vicente Portion A public outreach process to develop a concept plan for the City's Lower Point 51 of Coast Vision Plan Community Development Vicente property that is consistent with the City's General Plan, Coastal Specific Plan, Program of Utilization and any deed restrictions on the property. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 4 1 - 6 3 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT 52 Abalone Cove Shoreline Park Community Development A public outreach process to develop a concept plan for Abalone Cove Shoreline Improvements Park. 53 Implementation of Certain Public Community Development The planning and implementation of the Salvation Army Trail Segment, Bronco Trails outside of the Preserve Trail Segment, Library Trail Segment and Grayslake Trail Segment. 54 Trump National Golf Course Community Development The review and/or processing of permits related to ongoing activities or proposed improvements. 55 Marymount California University Community Development The review and/or processing of permits related to ongoing activities or proposed improvements. 56 Energy Cost Savings Programs Community Development Participation in SCE's Enterprise Energy Management cost savings program and Enerav Leader Partnership Program to reduce the City's energy costs. 57 PUMP Quarterly Public Forums Community Development Participation in quarterly public forums for the purpose of getting the public more involved with public use management issues related to the City's Nature Preserve. 58 Zone 2 EIR Community Development The preparation of an EIR to analyze the environmental impacts of allowing 47 vacant lots to be developed in Zone 2 within the City's landslide moratorium area. The development of a master plan for Point Vicente Park/Civic Center, including 59 Civic Center Master Plan City Manager's Office City Hall facilities, Council Chambers, Emergency Operations Center, Community Building, Village Green and shared parking. City Hall Renovation Cost/Benefit A cost/benefits analysis of renovating the existing City Hall buildings for 60 Analysis City Manager's Office compliance with current building safety and access requirements versus new construction. Conduct a statistically valid telephone survey of residents' opinions regarding City 61 Community Survey City Manager's Office service levels to assist the City Council in developing its strategic objections and making policy decisions. Participate in the LA-RICS Authority, a regional cooperative effort to establish a 62 Los Angeles Regional Interoperable City Manager's Office wide-area interoperable public safety communications network. Four sites have Communications System (LA-RICS) been identified in RPV, including a new monopole at City Hall. LA-RICS currently has until August 2015 to complete the project. Coordinate the renewal of the leases for the monopole at City Hall expires in June 63 City Hall Monopole Lease City Manager's Office 2014. As part of this effort, staff is seeking aesthetic improvements to the existing facility. 64 Film LA City Manager's Office Enter into an agreement with Film LA to process the City's film permit applications through this regional non-profit organization. 65 Preservation of Agriculture City Manager's Office Seek an alternative location on City-owned property for the current farm lease at Point Vicente Park or a new demonstration Japanese-American-style dry farm 66 Wall of Honor City Manager's Office Work with the Council Subcommitee to determine the deisgn, location and criteria for the Wall of Honor. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 5 1 - 6 4 January 2014 RANCHO PALOS VERDES MAJOR TASKS LIST -DRAFT 67 Skate Park City Manager's Office Working with Skatepark PV to assess the feasibility of locating a skateboard plaza at Point Vicente Park. 68 Memorandum of Understanding City Manager's Office/Human Preparation and negotiation of the City's first Memorandum of Understanding Resources (MOU) with the Rancho Palos Verdes Employees Association. 69 Class and Compensation Study City Manager's Office/Human Follows completion of the MOU Resources Update Personnel Rules, City Manager's Office/Human 70 Administrative Instructions & Follows completion of the MOU Employee Handbook Resources 71 Job Specfications Update City Manager's Office/Human Follows completion of the MOU Resources 72 Performance Management Tool City Manager's Office/Human Implementation of an improved system of conducting employee performance Resources evaluations. 73 AED Installation City Manager's Office/Human Installation of Automated External Defibrillator (AED) units at all staffed park sites Resources and/or public buildings. 74 Upgrade of Building Security System City Manager's Office/Human Installation of key card readers at entrances to all staffed park sites and/or public Resources buildings. 75 Records Management Project City Clerk's Office Conversion of the City's vital documents (scanned/verified) into the Electronic Document Management System (Laserfiche}. Survelliance Cameras at City An investigation of alternatives to provide video survelliance at the major arterial 76 Entrances Public Safety entry points into the City, in coordination with the Los Angeles County Sheriff's Department, as a deterrant to crime. A study to identify a location on the south side of the City for an ambulance station 77 Ambulance Station Public Safety to be leased to the agency that contracts with the LA County Fire Department for these services. Recreation and Parks, Administrative Office, Finance and IT, and Public Works staff are working to create a drop-in office at the Ladera Linda Community Center 78 Park Ranger/Sheriff Drop In Office Public Safety for Lomita Sheriff's Department officers and MRCA rangers. Staff is working on internet capabilities and keyless entry to the office. The office should be ready for use in early 2014. All-Hazards Multi-Jurisdictional An update to the adopted 2004 Joint NHMP in conjunction with the City of Rolling 79 Mitigation Plan Update Emergency Preparedness Hills Estates. Updating the plan is essential for eligibility for FEMA disaster reimbursement funds. P:\Major Tasks List_ Jan 2014_DRAFT.xlsx 6 1 - 6 5 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT Recreation and Parks, Administrative Office, and Community Development Department staff worked together with trail enthusiasts from the hiking, equestrian, and mountain biking communities to assist the PVPLC to develop a Volunteer Trail Watch Program for the Palos Verdes Nature Preserve. The Program is headed by the PV.PLC, with City support. The City provides a web 80 Volunteer Trail Watch Recreation & Parks portal for logging volunteer reports, funding and training through Mountains Recreation and Conservation Authority Rangers, and feedback on the program. The first group of volunteers began monitoring the Preserve in late 2013. The next recruitment/training is planned for January2014. The goals of the program are to educate Preserve visitors on Preserve rules, improve visitors' experience, and collect information to help MRCA Rangers, the City, and PVPLC in manaoement of the Preserve. This project to re-locate and expand the Discovery Room at Ladera Linda 81 Discovery Room Expansion Recreation & Parks Community Center to increase and improve the exhibits available to hike/tour groups and the general public was completed, and a public Open House event was held October 20, 2013. Continue to monitor the "Rancho Caninos" temporary dog park at Point Vicente Park/Civic Center built in November 2012. Identify potential locations for 82 Pocket Dog Park Site Location Study Recreation & Parks additional pocket dog parks in the City. Continue to monitor progress of proposed regional dog park at County's former Palos Verdes Landfill site in Rolling Hills Estates. The development of a Master Plan that will lay the groundwork for the site's long- 83 Ladera Linda Site Master Plan Recreation & Parks term redevelopment and potential phased implementation. The first step of this project involves a study of community needs through public outreach. Council approved conceptual plans for the park in December 2010. A Mitigated Negative Declaration is currently being prepared for the project, which will be 84 Grandview Park Improvement Project Recreation & Parks circulated for public comment in 2014. In 2012, Council moved the project to the CIP unfunded list. The next steps will be to explore funding, phasing of the project's concept plan, and construction of the proposed improvements P:\Major Tasks List_Jan 2014_DRAFT.xlsx 7 1 - 6 6 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT Conceptual plans were approved for the park in November 2010. In 2012, Council moved the project from the CIP funded list, to the unfunded list; and on July 17, 2012 Council directed staff to complete the Negative Declaration for the project as Lower Hesse Park Improvement currently proposed, but to then work with the Pacific View Homeowner's 85 Project Recreation & Parks Association to develop a phased scaled-down project to be brought back to City Council. The MND was completed and released for public comment Dec. 3, 2013. Staff is currently meeting with the Pacific View HOA to develop a phased, scaled-down project. The MND, public comments, and modified master plan will be brought to Council in early 2014. Because the existing SunGard system is at end of useful life, Matrix recommended its replacement. The Staff acquisition team has selected the Munis ERP system provided by Tyler to replace the SunGard accounting system. The staff acquisition team is currently evaluating Tyler's permitting module as a 86 Enterprise Resource Planning ("ERP") FIT possible current replacement of the Tidemark permit tracking system. The staff System acquisition team is also evaluating two software options for Public Works. The City's project advisor from GFOA, the City Attorney and Staff are currently negotiating the ERP system with Tyler with the expectation of making a recommendation to the City Council for licensing and implementation in early 2014. The last review of cost-based fees was completed in 2010. With acquisition and 87 Update of Cost-Based Fee System FIT implementation of new software systems for Community Development, Public Works, and Finance, some business processes will likely change; which will subseQuentlv necessitate a review of cost-based fees. Staff has deferred the process of reviewing all disaster recovery documents and 88 Update Disaster Recovery Documents FIT processes for improvement with the goal of moving to a electronic-based system, some documents which may possibly be integrated with the Tyler Munis system. Obtain approval from both Oversight Board and State Dept of Finance for transfer of real property from the Successor Agency to the City. Restructure City's consolidated loan. Potential renegotiation with the County regarding the 89 Redevelopment Dissolution FIT distribution of redevelopment property tax. Due to the complexity of dissolution law and the required processes to complete, the remaining steps of dissolution are expected to consume significant staff and City Attorney time. As a result of the Banking Services RFP, Staff expects the City Council will select Transition to New Banking Services a new bank; which will required transition of the City's accounts. This transition 90 Provider FIT will include coordination with other departments, system set-up, intensive communication with outside agencies and taxpayers, re-programming of certain svstems Staff trainina. etc. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 8 1 - 6 7 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT 91 Fraud Hotline FIT Staff is currently in process of preparing options for City Council. The City Council approved the independent audit contract with Vavrinek, Trine & 92 Independent Audit Services RFP FIT Day during 2013. This concluded a competitive process among several CPA firms with expertise serving aovernmental agencies. The City's indepdent auditor will perform additional procedures to test employee 93 Employee Compensation Review FIT compensation during January 2014. Significant Staff time is required to prepare a compensation schedule and to prepare for the auditors. Staff will coordinate with the City's financial advisor to develop a financing plan for the San Ramon Canyon Stabilization project. The proposed financing plan may or 94 San Ramon Financing Plan FIT may not include the issuance of debt; which would include cooperation with outside rating agencies, bond counsel, and other professional advisors to complete the issuance. Staff expects to participate &/or coordinate the preparation of a one-time midyear update of the Five-Year Capital Improvement Plan in coordination with the financing plan for the San Ramon Canyon Stabilization project. This midyear 95 Five-Year Capital Improvement Plan FIT update would be conducted in coordination with the City's financial advisor and will consider funded and unfunded projects included in the CIP for the previous year, new projects and rating of the condition existing infrastructure categories and funds available. Finance Staff developed a comprehensive Powerpoint presentation about the City's financial structure and status and delivered it to several civic organizations 96 Community Presentations FIT (e.g. homeowners' association meetings). Staff anticipates updating the presentation and working with Public Works staff to develop a similar presentation about storm drains in early 2014. FIT staff will continue to assist with implementation of Active Network software for Implementation of Recreation Recreation and Parks, including system set-up and coordination with banking and 97 Software FIT general ledger. The seamless transfer of the data for the PVIC gift shop (either to Active Network or another POS software) will be a significant part of this project. With the assistance of its independent IT Advisor, Staff will soon begin to establish the process to conduct a RFP to revise the website, including its current 98 Revision of Website FIT features like video on demand, emergency notification, listserver system and non- emergency notification. With the hiring of the vacant IT position, Staff expects to oroceed with next steos durina 2014. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 9 1 - 6 8 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT With the hiring of the vacant IT position, Staff expects to make a recommendation to the City Council in early 2014 for establishing a written policy for email archival 99 Policy for Email Archival and Retrieval FIT and retrieval, as well as the possible acquisition of hardware, software or a third party provider to manage retention and retreival for PRAs. 100 IT Plan -Migration of Cisco to Lyne FIT Lyne has been successfully installed on theDell virtual machine) "VM" as a part of the IT uoarade. 101 Replacement of Desktop Computers FIT The implementation of about 70 new Dell desktop computers is completed. & Software Upgrades Staff, with the assistance of PVNET, RPVtv and Cox Communication's IT advisor, developed a conceptual plan to improve audio/video broadcasting from Hesse 102 Improve Video Quality During Hesse FIT Park. The concept was included in FY13-14 budget. Because it's a "public works Park Cable Broadcasts project", FIT staff & PVNET have passed-off the installtion of camera liughts and a backdrop to Public Works. It's expected that the project will be designed, bid specifications developed and bid durim:i 2014. Present a recommendation to City PVNET licensed GIS pictometry offered by LAR-IAC on a short-term basis. Staff 103 Council to upgrade GIS pictometry FIT expects to bring forward a recommendation to license LAR-IAC pictometry is early and join LARIAC 2014. Fiber optic cabling is expected to be installed along the Hawthorne Boulevard right of-way in the underground utility trench as a part of the grant-funded traffic Installation of Fiber Optic Cabling signalization project currently in the design phase that will connet Hesse Park to 104 between Hesse Park and City Hall FIT the City's network. Connecting both will enable staff to access the City's network, including the City's GIS system to improve public meeting presentations and decision making. Once design is completed, this project could commence as earlv as 2014. This project includes software licensing and implementation costs ranging between $25,000 -$100,000 that will enable City staff to provide information and Purchase and Implementation of obtain public feedback regarding proposed projects, events and legislative 105 Community Outreach Software FIT activities under consideration. The system could enable surveys, create a database of results, use appropriate forms of social media and improve decision making. Subject to prioritization and funding by the City Council, this project could begin during 2014. The upgrade of the City's 1 GB network speed would require the replacement of IT 106 Upgrade Network Speed FIT devices (ex. desktop computers, switches) with 10GB speed network cards. The 5-Year IT Capital Plan includes an unfunded provision ranging between $50,000 - $75 000 for this network soeed. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 10 1 - 6 9 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT Although all email is archived on the City's Exchange server, it does not have a Acquisition and implementation of an dedicated email archival and retention device/software solution. The 107 FIT implementation of an email solution could improve record searches, including email archival and retention system PRAs. The 5-Year IT Capital Plan includes an unfunded provision of $25,000 - $75,000 for implementation of an email svstem. Nexlevel Recommendation -The 5-Year IT Capital Plan was updated and integrated into the FY12-13 and Nexlevel recommends the City FY13-14 budgets adopted by the City Council. Upon filling the vacant IT position, 108 complete a long range IT Strategic FIT Staff expectsto work with the City's independent IT Advisor and the Internal IT Plan [Management Partner's Steering Committee to establish a formal strategic plan document that would be recommendation 13] for City Council presented to the City Council for their approval along with the draft 2014 CIP in adoption. sprino 2014. Nexlevel Recommendation -Create Upon filling the vacant IT position, Staff expectsto work with the City's a new contract with PVNET using a independent IT Advisor to develop an amendment to the Professional Service 109 Service Level Agreement format FIT Agreement ("PSA") between the City and PVNET to incorporate more detailed [Management Partner's definitions and measurement of service levels in early 2014. The amended PSA recommendation 18]. will also incorporate changes of support provided by PVNET as a result of the completion of the IT Uporade. Nexlevel Recommendation -4a) Nexlevel has since recommended to defer the acquisition of software to track Establish a formal reporting of IT service requests and track the performance of service delivery based upon their 110 service levels and activities -these FIT expectation that a sucessor IT service provider will own and maintain their own should be the basis for every invoice service request software system. As an alternative, Staff and PVNET may and payment. implement PVNET's own IT trackino system. Nexlevel Recommendation -4d) In the event that the City moves toward bidding out IT services, consider establishing a minimum on-site Staff agrees with this suggestion and could provide the City Council with a cost 111 staffing requirement for proposers to FIT meet; and/or consider the analysisas a part of a competitive process for IT services. establishment of an in-house IT support position to augment any remote support proposal. Nexlevel Recommendation -4e) Nexlevel has since recommended to defer the acquisition of software to track Require the implementation of a service requests and track the performance of service delivery based upon their 112 formal help desk/trouble tracking FIT expectation that a sucessor IT service provider will own and maintain their own system to track activities being service request software system. As an alternative, Staff and PVNET may performed and which will provide implement PVNET's own IT tracking system. information to report aaainst. P:\Major Tasks List_Jan 2014_DRAFT.xlsx 11 1 - 7 0 January2014 RANCHO PALOS VERDES MAJOR TASKS LIST-DRAFT Nexlevel Recommendation -3) Establish an internal IT Steering Committee comprised of Staff has already conducted periodic, frequest informal meetings to update staff IT representatives from all City users about the IT Upgrade. Staff will work with the the City's Internal IT Steering departments. The Committee's Committee to establish a draft, formal strategic plan document that would be responsibilities would include presented to the City Council with the draft 2014 CIP in spring 2014. Finance & 113 evaluating potential new IT projects, FIT IT staff have previously established upgrade teams and collaborated with staff in prioritizing multiple competing IT other departments during the selection process for the Enterprise Resource needs, meeting regularly to receive Planning ("ERP") system, the forthcoming Recreation system and the past updates on the status of IT projects, upgrade of the GIS system. and communicating information back to their departments regarding IT related activities. Staff established use of web-based email accounts and is ready to provide an overview and/or training to each City Council member. The web-based system is 114 Deployment of Microsoft Outlook Web FIT currently used by staff and will provide Council members access to email from any Access to City Council Members computer or smart phone. Use of the web based system will also organize email through the City's email server and significantly improve PRA responsiveness to the public. 115 Update of IT Policies FIT Upon filling the vacant IT position, Staff will proceed to work with the City Attorney to complete the significant update of IT policies. 116 Upgrade PVIC theatre sound system FIT Expected to be completed in early 2014. 117 Replace PVIC MPR sound system, FIT Expected to be completed in early 2014. I oroiector and screen P:\MajorTasks List_Jan 2014_DRAFT.xlsx 12 1 - 7 1 City of Rancho Palos Verdes General Plan Goals and Policies (Adopted June 26, 1975, and including amendments per General Plan Amendment No. 22 via Resolution No. 91-77 adopted on November 6, 1991) Natural Environment Element Goal: A. It is the goal of the City of Rancho Palos Verdes to conserve, protect, and enhance its natural resources,· beauty, and open space for the benefit and enjoyment of its residents and the residents of the entire region. Future development shall recognize the sensitivity of the natural environmental and be accomplished in such a manner as to maximize the protection of it. Policies for Public Health/Safety Related to the Natural Environment (G.P. pages 44-45): 1. Permit development within the Sea Cliff Erosion Area (RM1), only if demonstrated through detailed geologic analysis,. that the design and setbacks are adequate to insure public safety and to maintain physical, biologic, and scenic resources. Due to the sensitive nature of RM 1, this area is included as an integral part of a Specific Plan District and should be more fully defined. 2. Allow only low intensity activities within Resource Management Districts of extreme slopes (RM 2). 3. Require any development within the Resource Management Districts of high slopes (RM 3) and old landslide area (RM 5) to perform at least one, and preferably two, independent engineering studies concerning the geotechnical, soils, and other stability factors (including seismic considerations) affecting the site. 4. Allow no further development involving any human occupancy within the active landslide area (RM 4) 5. Develop, as a part of any specific area planning study, a more detailed definition of the limits and composition of any RMD's related to Health and Safety with particular reference to the active/old landslide areas, the sea cliff erosion setback, and critical extreme slope areas. 6. Develop and enforce a grading ordinance with detailed controls and performance standards to insure both engineering standards and the appropriate topographic treatment of slopes based upon recognized site planning and landscape architecture standards. 7. Prohibit activities that create excessive silt, pollutant runoff, increase canyon wall erosion, or potential for landslide, within Resource Management Districts containing Hydrologic Factors (RM 6). 8. Encourage establishment of the rocky inter-tidal areas as a marine reserve and strict enforcement be applied to all regulations concerning marine resources (Resource Management Districts containing Marine Resources RM 7). 1-72 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 2of17 9. Encourage developments within or adjacent to wildlife habitats (RM 8) to describe the nature of the impact upon the wildlife habitat and provide mitigation measures to fully offset the impact. 10. Encourage developments within Resource Management Districts containing Natural Vegetation (RM 9) to re-vegetate with native material wherever clearing of vegetation is required. 11. Stringently regulate irrigation, natural drainage, and other water-related considerations, in both new development and existing uses affecting existing or potential slide areas. 12. Provide incentives to enable unique and innovative development exceptions in areas otherwise precluding development for health and safety reasons, if the development can establish its engineering feasibility beyond a reasonable doubt, and is otherwise compatible with the intent of the General and Specific Plans for the area. 13. Pr~vide a listing of toxic chemicals used as fertilizers, insecticides, and herbicides which are determined to be damaging to the environment, with particular concern for the marine environment, at current use levels within the City (based upon water sampling, etc.) to all potential major users in the City, with use criteria or prohibition clearly indicated. 14. Maintain the existing natural vegetation of the City in its natural state to the maximum extent possible in all existing and proposed developments, to the extent commensurate with good fire protection policies and encourage the re-establishment of appropriate native plants. 15. Require a master landscape plan for any proposed development showing the retention/enhancement of natural vegetation proposed, new complementing vegetation, and all efforts involving retention/enhancement/protection of hydrologic factors, vegetation and wildlife factors. 16. Require all projects with any natural resource management district factors falling within their project boundaries to deal with these areas in detail in an Environmental Impact Report. Overall Policies (G.P. page 45): 1. Develop a resource management ordinance to accompany the zoning ordinance, grading ordinance, and any other regulatory vehicles. 2. Develop a specific set of planning and design criteria for natural environment considerations with new development, and in upgrading existing areas for use by architects, planners, engineers, and others in a handbook/checklist form. 3. Develop and integrate a specific review process covering the natural environment aspects of any proposed development with the normal review processes associated with proposed development. 4. Consider in more detail natural environment factors in subsequent specific area studies as an integral part of these studies. 5. Consider the establishment of baseline data for air and water quality in order to develop standards for future enforcement of regulations specific to Rancho Palos Verdes. 6. Consider the acquisition of rights over the offshore tidelands area related to the City's coastline. 7. Encourage study of and funding to preserve unusual flora and fauna. 1-73 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 3of17 Socio/Cultural Element Goal: A It is the goal of the City to preserve and protect its cultural resources and to promote programs to meet the social needs of its citizens. Cultural Resources Goal: A The City shall strive to protect and preserve all significant archaeological, paleontological and historical resources within the City. Policies (G.P. page 50): 1. Monitor the State's activities for developments that could provide funds for the acquisition, preservation, and/or maintenance of historic places and archaeological sites. 2. Encourage the identification of archaeologically sensitive areas and sites. 3. Require all projects for new construction, subdivisions, conditional use permits, and variances that occur in archaeologically sensitive areas to have a special archaeological component in their Environmental Impact Reports. 4. Forward Environmental Impact Reports to the University of California at Los Angeles, the Society for California Archaeology's (SCA) Clearinghouse for this area, and to California State College at Dominguez Hills. 5. Allow salvage excavation of the site where some technique of preservation cannot be implemented. 6. Actively press for the Point Vicente Lighthouse to be included in the National Register of Historic Places. Current social, service, and cultural organizations Goal: A Work toward a coordinated program to aid in matching the facility needs of the many and diverse groups in the community with existing and future facility resources throughout the City. Policies (G.P. page 51): 1. Provide leadership in coordinating a cooperative approach to solving the need for community meetings, cultural events, and recreational facilities. 2. Plan for a large community meeting facility in its Civic Center. 1-74 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 4of17 3. Encourage the building of meeting facilities by private or nonprofit groups. Existing and new businesses, churches, utilities, etc., should be encouraged to allow some use of their facilities by community groups. 4. Encourage the building of playing fields for multiple uses by various recreational groups on City land, school sites, and private land, which has not yet been programmed for development. Social Services Goals: A Encourage programs for community involvement, participation, and action to minimize the sense of isolation and powerlessness felt by many individuals in the community. B. Encourage programs for recreation, social services, and cultural and educational achievement. C. Encourage a framework for interaction among the four cities of the peninsula and between the peninsula and its surrounding communities to solve common problems. Policies (G.P. page 55): 1. Encourage the development and expansion of meaningful geographic groupings and sub community committees to act as a vehicle for improved communications with citizens, the City staff, and the City Council. Individuals should be encouraged to become involved in the community through interaction, communication and participation. 2. Act to enhance mobility within the neighborhood, mobility within the City, and on the Peninsula as a whole. Dependence solely upon the private automobile is not satisfactory. 3. Bring the residents' needs into the City's planning process and attempt to ensure that citizens and their skills are utilized. 4. Encourage all groups within the City to establish representation on the sub community committees and other civic action groups. Efforts should be made to ensure that no programs are developed that will isolate any group and particular emphasis should be given to those who suffer from isolation due to age, health, disability and race. 5. Encourage the use of town meetings and forums within neighborhoods and citywide to address a variety of issues and subjects of community interest. Facilities for such events should be provided where possible, and annual citywide events should be encouraged. 6. Develop an ongoing centralized civic information service of events, issues and services for the citizens. The City should encourage, through this service, the use of existing civic and private assistance organizations. 7. Encourage the development of job opportunities for youth within the City. The City should actively work toward providing meaningful opportunities for older citizens so that they will choose to remain in the community. 8. Develop recreational programs that will address the recreational needs of all citizens, both individually and in groups. This should include the development of a set of criteria, which will enable the City to project and evaluate the implications of its decisions as to the long-range effectiveness of these programs. 1-75 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 5of17 9. Identify, in partnership with other agencies and organizations, the major human services areas and the respective roles of each agency in the planning, administration and delivery of those services. 10. Establish, in partnership with other agencies and organizations, procedures for the better coordination of human services delivery. Specifically, the City should assume responsibility for acting as a clearinghouse for up-to-date information on the current state of human services. 11. Develop, in partnership with other agencies and organizations, mechanisms for the better coordination of human service planning efforts. Specifically, the City should assume responsibility for acting as a clearinghouse for information exchange relevant to human service planning activities throughout the community. 12. Place special emphasis on the cultural, educational, and recreational needs of individuals, families, arid the community and encourage the expansion of existing programs in these areas. 13. Encourage the South Bay, Harbor, and Peninsula cities to share in the identification of common problems and work toward the development of solutions and services of benefit to each. This should include the encouragement of dialogue between the professional City employees of the four cities. 14. Take leadership in the formation of a four-city Peninsula commission dedicated to the expansion and strengthening of common Peninsula city bonds and which should further serve to develop an attitude of mutual respect among communities. Urban Environment Element Goal: A. It is the goal of the City to carefully control and direct future growth towards making a positive contribution to all elements of the community. Growth in Rancho Palos Verdes should be a cautious, evolutionary process that follows a well-conceived set of general guidelines which respond to both holding capacity limitations for the region and environmental factors on the peninsula. Activity Areas Goals: A. It is the goal of the City of Rancho Palos Verdes to preserve and enhance the community's quality living environment; to enhance the visual character and physical quality of existing neighborhoods; and to encourage the development of housing in a manner which adequately serves the needs of all present and future residents of the community. B. The City shall discourage industrial and major commercial activities due to the terrain and environmental characteristics of the City. Commercial development shall be carefully and strictly controlled, and limited to consideration of convenience or neighborhood service facilities. C. The City shall encourage the development of institutional facilities to serve the political, social, and cultural needs of its citizens. 1-76 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 6of17 D. The City shall endeavor to provide, develop, and maintain recreational facilities and programs of various types to provide a variety of activities for persons of all age groups and in all areas of the community. E. Agricultural uses within the City shall be encouraged, since they are desirable for resource management and open space. Compatibility of Adjacent Activity Areas to Rancho Palos Verdes Policy (G.P. page 58): 1. Work in conjunction with neighboring cities when development plans are submitted to either this City or the other cities which generate impacts into other organizations. Housing Activity Policies (G.P. page 78): 1. Retain the present predominance of single-family residences found throughout the community, while continuing to maintain the existing variety of housing types. 2. Require all new housing developed to include suitable and adequate landscaping, open space, and other design amenities to meet the community standards of environmental quality. 3. Encourage and assist in the maintenance and improvement of all existing residential neighborhoods so as to maintain optimum local standards of housing quality and design. 4. Prepare development codes with quality standards, but flexible to new technology and techniques of building. 5. Support and assist in enforcement of "open housing" regulations to prohibit discrimination in the sale or rental of housing. 6. Cooperate with County, State, and Federal agencies, monitoring all housing programs offered, and studying their desirability for implementation in the City. 7. Cooperate with other governmental entities to explore the possibility of obtaining rent and purchase subsidies for low-income housing in the City and South Bay region. 8. Initiate strong code enforcement programs so that scattered housing problems are solved rapidly to prevent even small-area deterioration. 9. Discourage condominium conversion since this further limits the economic range of housing. 10. Require all developments that propose open space to be held in private ownership to provide legal guarantees to protect these areas from further development. 11. Control the alteration of natural terrain. 12. Encourage energy conservation in housing design. 13. Require proposals for development of areas which impact corridor related views to analyze the site conditions and address the preservation of such views. 1-77 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 7of17 14. Prohibit encroachment on existing scenic views reasonably expected by neighboring residents. 15. Enforce height controls to further lessen the possibility for view obstructions. 16. Require proposed housing to show how it ensures the existence of neighboring site privacy, while simultaneously providing privacy to the occupants of the proposed units. 17. Make an effort through zoning, cooperation with other governmental entities, and acquisition to preserve the rural and open character of the City. 18. Allow no further development involving any human occupancy within the active landslide area. Commercial Activity Policies (G.P. page 85): 1. Place commercial activities under the same building orientation controls as residential activities in regard to topographic and climatic design factors. 2. Require the commercial activity where a commercial area would be nonconforming with adjoining activities, to provide the necessary mitigating measures, including landscaping, etc. 3. Make special efforts to ensure safe conditions on ingress and egress routes to commercial areas for both pedestrians and vehicles. 4. Require that scenic view disruption by commercial activities be taken into account not only in the physical design of structures and signs, but also in night lighting of exterior grounds. 5. Require commercial sites to limit the exposure of parking and exterior service areas from the view of adjoining sites and circulation routes. 6. Study parking areas as to the degree of use for the total area. Where a portion of the parking area is determined to only serve short-term seasonal demands, alternative surface treatments such as grass should be employed. 7. Require adequate provisions be incorporated into commercial site design to reduce negative impacts on adjoining residential areas. Institutional Activity (Public, Educational and Religious) Policies: 1. Locate schools on or near major arterials or collectors, buffered from residential uses, and provide adequate parking and automobile access. 2. Make every effort to preserve the Coast Guard Station as a historical and cultural resource in the event that it is deactivated. 3. Continue to work closely with the School District in coordinating planning and programming. 4. Encourage implementation of plans for pedestrian and bicycling networks linking residential areas with schools for the safety of children. 1-78 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 8of17 5. Encourage additional institutions of higher learning and research, particularly those related to oceanography. 6. Review the location and site design of future institutional uses very carefully to ensure their compatibility with adjacent sites. 7. Encourage mitigation of the adverse aesthetic impact of the County communications tower, as changing technology and economics permit. Recreational Activity Policies (G.P. page 99): 1. Proyide access to all public recreational land. 2. Continue to sponsor recreation programs within the City considering the diversity of needs. 3. Encourage local, public, non-profit recreation and cultural activities, which provide outlets for citizens on a non-discriminatory basis. 4. Establish ordinances to require builders and developers to provide lands and/or funds for acquisition and development of land for recreational use. These lands and/or funds shall be based on a standard of providing 4 acres of local parkland per 1000 population. 5. Seek County, State, and Federal funds or sharing funds to acquire lands. 6. Encourage landholders to contribute lands to the City for recreational use. 7. Work through the State and Federal government in support of legislation resulting in governmental acquisition of coastal land. 8. Encourage local citizens groups to participate in the planning, development, and maintenance of recreation facilities to the extent possible. 9. Engage in further study of recreational activities on a neighborhood level following the General Plan. 10. Investigate the interim use of vacant school sites for recreational use. 11. Encourage public use of institutional recreational facilities, where possible. Agricultural Activity Policies (G.P. page 100): 1. Encourage implementation techniques for preservation of agricultural activities. 2. Assist in the protection or conservation of agricultural sites. 3. Encourage continued operation of existing produce and flower stands, not necessarily in present locations and structural types, but in concept, related to local agricultural use. 1-79 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 9of17 4. Preserve flower farming wherever possible, in order to provide aesthetic appeal and visual accent. Infrastructure Goals: A. It shall be a goal of the City to ensure adequate public utilities and communications services to al residents, while maintaining the quality of the environment. B. It shall be a goal of the City to provide residents with a safe and efficient system of roads, trails and paths. C. It shall be a goal of the City to encourage the increased mobility of residents through the development of an adequate public transportation system. Resource System Policies (G.P. page 107): 1. Cooperate with California Water Service Company and the Los Angeles County Fire Department to improve water service (pressure and flow) in areas of inadequate service. 2. Encourage the investigation and use of alternative water and energy sources. 3. Promote, practice and encourage workable energy conservation techniques. Disposal/Recovery System Policies (G.P. page 112): 1. Take an active interest in waste management and recycling programs and offer assistance to groups attempting to offer solutions to the problems of waste. 2. Require sanitary sewers in all major new developments. 3. Encourage the retention of all remaining natural watercourses in their natural state. 4. Require developers to install necessary flood control devices in order to mitigate downstream flood hazard induced by proposed upstream developments. 5. Require that all flood control/natural water source interfaces and systems be treated so that erosion will be held to a minimum. 6. Encourage the investigation of methods to reduce pollution impacts generated by development runoff. 7. Encourage the Sanitation District to upgrade all wastewater discharged from the Whites Point outfalls to a minimum of secondary treatment. 8. Require the installation of sewers in existing development if alternative sewerage systems endanger public health, safety and welfare. 1-80 City of Rancho Palos Verdes General Plan Goals and Policies {as adopted June 26, 1975 and amended in 1991) Page 10of17 Communication Systems Policies (G.P. page 115): 1. Investigate the potential of cable communications systems as a source, which could disseminate information and issues to communities and/or the City as a whole. 2. Encourage the underground installation of cable communication network in all new developments. Transportation Systems Policies (G.P. page 137): 1. Design public access into residential areas to control non-local traffic. 2. Require any new developments with new streets to provide adequate right-of-way widths for possible future needs to provide for traffic patterns necessary to accommodate future growth needs. 3. Prohibit future residential developments from providing direct access (driveways) from individual units to arterials. 4. Encourage, together with other Peninsula cities, Southern California Rapid Transit District to improve public transportation on the Peninsula and to provide access to other destinations in the region. 5. Explore the establishment of an independent bus system or contract for service with an independent municipal transportation agency if RTD service remains unsatisfactory. 6. Design path and trail networks to reflect both a local and regional demand, while maintaining the unique character of the Peninsula. 7. Require, wherever practical, all path and trail networks to be in separate rights-of-way. 8. Coordinate and cooperate with adjacent cities, the County and other appropriate agencies and organizations in the development of path and trail networks is encouraged. 9. Prohibit motorized vehicles from using designated paths and trails, except in the case of emergency or maintenance vehicles. 10. Require that all new developments establish walkway, bikeway and equestrian systems where appropriate. 11. Further investigate possible funding sources for acquisition, development and maintenance of paths and trails. 12. Make use, where appropriate, of existing rights-of-way and easements. 13. Provide safety measures on paths and trails, particularly on bluffs and ridgelines, and include such measures as key design factors. 1-81 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 11of17 14. Encourage the R.T.D. to provide bike racks (or similar) on buses. 15. Encourage the establishment of a program designed to educate users and non-users of path and trail networks in terms of safety and courtesy. 16. Insure public access to the Rancho Palos Verdes shoreline. 17. Explore alternative methods of implementation for the stables proposed in this Plan. 18. Require adequate off-street parking for all existing and future development. 19. Investigate current and future parking characteristics and develop appropriate ordinances which regulate overnight street parking, parking of recreational vehicles, etc. 20. Require, wherever possible, pedestrian access to new developments for children to schools. 21. Require detailed analysis for all proposals to convert local public roads into private streets or retain new local roads as private property. Conditions for establishing private streets should include: (a) The road is a truly local road and is not needed as a thoroughfare in the collector and arterial road network, (b) An assessment district or a C.C.&R. district is established which will allow the district to levy taxes or legally enforceable assessments for road maintenance, (c) Provisions are made to guarantee the proper up-keep of the streets, (d) Dedication of non-vehicular easements may be required. 22. Reflect the elements of the City's Conceptual Trails Plan in appropriate City processes and procedures depending on trails categories and status as defined in the Conceptual Trails Plan. For each trail category, the City's action should include: a. Category I: No action required. b. Category II: Inclusion of these trails, or alternate approaches to provide access, should be considered in conjunction with the review and approval by the Planning Commission or City Council of all proposals for land development* or major construction.** * Land development shall mean development proposed through a subdivision of land application and/or conditional use permit application ** Major construction shall man development proposed through a conditional use permit application, major grading application, or variance application. c. Category Ill: Consideration of these trails or alternate approaches to provide access, prior to bid solicitation in projects involving the Department of Public Works or the Department of Recreation and Parks. d. Category IV: Efforts to implement these trails by soliciting voluntary offers to dedicate easements. In some cases, the City may seek the dedication of an easement as a mitigation measure for significant property improvements.* * Significant property improvements shall mean development proposed through a conditional use permit, grading application, or variance application. 1-82 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 12of17 e. Category V: Implementation of these trails only upon initiation by affected property owners or community groups. The City shall not initiate efforts to implement Category V trails. f. Category VI: Individual evaluation of these trails. 23. Design and construct trails in accordance with U.S. Forest Service standards, wherever possible. 24. Construct trails to have a minimal impact on the environment. 25. Align trails to provide maximum access to scenic resources. 26. Include those bikeways in the Conceptual Bikeways Plan or alternate approaches to provide access, prior to approval of proposals for land development* by the Planning Commission or City Council. * Land Development shall mean development proposed through a subdivision of land application and/or conditional use permit application. 27. Consider the inclusion of bikeways in the Conceptual Bikeways Plan, or alternate approaches to provide access, prior to project bid solicitation in all Department of Public Works or Department of Recreation and Parks projects. Infrastructure Policies (G.P. page 138): 1. Explore the possibility of eliminating major or critical infrastructure facilities and networks that serve other parts of the City from landslide areas. 2. Prohibit the extension of any infrastructure component into any area known to be unstable or of major environmental significance. 3. Consider, at such time that a service or services do not adequately meet the needs of Rancho Palos Verdes, which utilities might better be a function of the City or other public agency. 4. Underground all new power lines and communications cables and implement programs to place existing lines and cables underground. 5. Continue to encourage the establishment of undergrounding assessment districts by homeowners, in areas of existing overhead lines. 6. Investigate funding sources to be used in local undergrounding programs for areas of existing overhead lines. 7. Allow new development to only occur where adequate infrastructure systems can reasonably be provided. 8. Require adequate landscaping or buffering techniques for all new and existing facilities and networks, in order to reduce the visual impact of many infrastructure facilities and networks. 1-83 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 13of17 Safety Goals: A. It shall be a goal of the City to provide for the protection of life and property from both natural and man-made hazards within the community. B. It shall be a goal of the City to provide for the protection of the public through effective law enforcement and fire protection programs. C. It shall be a goal of the City to develop and enforce health and sanitation, emergency communications, and disaster preparedness programs to ensure the overall health and safety of all residents. D. It shall be a goal of the City to protect life and property and reduce adverse economic, environmental, and social impacts resulting from any geologic activity. Policies (G.P. page 175): 1. Promote the education and awareness pertaining to all hazards, which affect Rancho Palos Verdes residents. 2. Adopt and enforce building codes, ordinances, and regulations which contain design and construction standards based upon specified levels of risk and hazard. 3. Encourage cooperation among adjacent communities to ensure back-up law enforcement assistance in emergency situations. 4. Cooperate with the fire protection agency and water company to ensure adequate water flow capabilities throughout all areas of the City. 5. Cooperate with the fire protection agency to determine the feasibility of utilizing the existing helicopter "pad" at the Nike Site for a water refueling location. 6. Develop stringent site design and maintenance criteria for areas of high fire hazard potential. 7. Implement reasonable house numbering and consistent street naming systems. 8. Coordinate with the Fire Department to determine the feasibility of providing emergency access to the end points of long cul-de-sacs (in excess of 700 ft.). 9. Ensure that services are provided to deal adequately with health and sanitation problems. 10. Ensure that local, County, State and Federal health, safety, and sanitation laws are enforced. 11. Ensure that adequate emergency treatment and transportation facilities are available to all areas of the City. 12. Promote development and maintenance of liaison with various levels of health, safety, and sanitation agencies. 13. Encourage the availability of paramedic rescue service. 1-84 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 14of17 14. Be prepared to implement contingency plans to cope with a major disaster. 15. Maintain liaison with other local, County, State and Federal disaster agencies. 16. Regulate the activities, types, kinds, and numbers of animals and balance the interest of animal owners and persons whose welfare is affected. 17. Ensure the protection of compatible levels of wild animal populations. 18. Encourage liaison of animal regulation activities with adjacent cities. 19. Give consideration to alternative animal control and enforcement methods and to facilitate for shelter, medical treatment, and training. Sensory Environment Goals: A. It shall be the goal of the City of Rancho Palos Verdes through proper land use planning and regulations, to provide for a quiet and serene residential community with a minimum of restriction on citizen activity. B. Palos verdes peninsula is graced with views and vistas of the surrounding Los Angeles basin and coastal region. Because of its unique geographic form and coastal resources, these views and vistas are a significant resource to residents and to many visitors, as they provide a rare means of experiencing the beauty of the peninsula and the Los Angeles region. It is the responsibility of the City to preserve these views and vistas fro the public benefit and, where appropriate, the City should strive to enhance and restore these resources, the visual character of the City, and provide and maintain access for the benefit and enjoyment of the public. Noise Aspects Policies (G.P. page 187): 1. Mitigate impacts generated by steady State noise intrusion (e.g., land strip buffers, landscaping, site design). 2. Develop an ordinance to control noise. 3. Regulate land use so that there is a minimal degree of noise impact on adjacent land uses. 4. Contain through traffic to existing arterials and collectors so that local roads are not used as bypasses or short cuts so as to minimize noise. 5. Require residential uses in the 70 dB(A) location range to provide regulatory screening or some other noise-inhibiting agent to ensure compliance with the noise ordinance. 6. Control traffic flows of heavy construction vehicles en route to or from construction sites to minimize noise. 7. Maintain current and up-to-date information on noise control measures, on both fixed point and vehicular noise sources. 1-85 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 15of17 8. Require strict noise attenuation measures be taken in all multi-family residential units. 9. Coordinate with all public agencies, especially our adjoining neighbors, who might wish to enter into a joint effort to study and/or control noise emissions. 10. Review noise attenuation measures applicable to home, apartment, and office building construction, make appropriates proposals for the City zoning ordinance, and make appropriate recommendations for modifying the Los Angeles County Building Code. 11. Encourage the State and Federal governments to actively control and reduce vehicle noise emissions. 12. Encourage State law enforcement agencies such as the California Highway Patrol to vigorously enforce all laws that call for the control and/or reduction of noise emissions. Visual Aspects Policies (G.P. page 192): 1. Develop controls to preserve existing significant visual aspects from future disruption or degradation. 2. Enhance views and vistas where appropriate through various visual accents. 3. Preserve and enhance existing positive visual elements while restoring those, which are lacking in their present visual quality. 4. Make a further study on the visual character of neighborhoods following the General Plan in order to assess visual elements on an individual neighborhood basis. 5. Develop well-located vista points to provide off-road areas where views may be enjoyed. These should have safe ingress and egress and be adequately posted. 6. Develop and maintain, in conjunction with appropriate agencies, public access to paths and trail networks for the enjoyment of related views. 7. Require developers, as developments are proposed within areas which impact the visual character of a corridor, to address treatments to be incorporated into their projects, which enhance a corridor's imagery. 8. Require developments within areas which will impact corridor-related views to fully analyze project impacts in relation to corridors in order to mitigate their impact. 9. Require developments which lie between natural areas to be maintained and viewing corridors to show how they intend to mitigate view disruption. 10. Develop a program for the restoration of existing areas, which negatively impact view corridors through the urban design element (e.g., landscaping and under grounding). 1-86 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 16of17 Land Use Plan Goal: A. It is the goal of the City of Rancho Palos Verdes to provide for land uses which will be sensitive to and enhance the natural environment and character of the community, supply appropriate facilities to serve residents and visitors, promote a range of housing types, promote fiscal balance, and protect the general health, safety, and welfare of the community. Fiscal Element Goals: A. It shall be a goal of the City to hold the property tax to a minimum and to continually explore and analyze the advantages and disadvantages of alternate or new sources of revenue. B. It shall be a goal of the City to explore cooperative financing strategies that might be undertaken in association with other jurisdictions. C. It shall be a goal of the City to take maximum advantage of regulatory legislation to obtain contributions, dedications and reservations (i.e., easements). D. It shall be a goal of the City to ascertain that all revenues generated by growth are sufficient to cover costs related to growth. E. It shall be a goal of the City to thoroughly evaluate capital acquisition and operating expenditures and their impacts before implementation of programs. Policies (G.P. page 241-242): 1. Consider the cost effectiveness and community benefits of all new major services and facilities. 2. Require that wherever appropriate, special benefit services be paid for by the users in the form of specified fees or taxes. 3. Work toward integration of common services among the four Peninsula cities for improved cost effectiveness. 4. Consider the financial impacts of City decisions on other jurisdictions serving our residents. 5. Encourage State legislative action to provide equitable distribution of tax revenues commensurate with the City's responsibilities. 6. Obtain a fair share of revenues available from other government sources with due consideration being given to the impact on local control and obligations incurred. 7. Continually evaluate the merits of contracting for services versus in-house staffing. 8. Encourage private contributions and donations to the City as alternatives to public funding. 9. Assess current administrative and enforcement capabilities before imposing new regulations to insure that such new regulations can be effectively administered without undue costs. 1-87 City of Rancho Palos Verdes General Plan Goals and Policies (as adopted June 26, 1975 and amended in 1991) Page 17of17 10. Utilize regulatory methods in a fair and equitable manner to reduce public costs. 11. Consider the financial impact of City decisions as they affect costs other than taxes to our residents. 12. Finance recurring expenditures from recurring revenues. 1-88