RPVCCA_CC_SR_2013_12_17_03_Agreement_For_City_Council_Goal-Setting_FacilitatorCITY OF
MEMORANDUM
TO:
FROM:
DATE:
SUBJECT:
HONORABLE MAYOR & CITY COUNCIL MEMBERS
CAROLYN LEHR, CITY MANAGER o9_
DECE~BER 17, 2013
PROFESSIONAL SERVICES AGREEMENT FOR CITY
COUNCIL GOAL-SETTING FACILITATOR
Project Manager: Kit Fox, AICP, Senior Administrative Analyst@)
RECOMMENDATION
Authorize the City Manager to sign the Professional Services Agreement (PSA) with
The Closers Group, LLC, to conduct the City Council's 2014 goal-setting exercise on
January 8, 2014 and January 21, 2014; and provide direction to Staff and The Closers
Group, LLC, to assist in preparation for this exercise.
BACKGROUND
In early 2012, the City Council developed and adopted a list of goals and priorities for
the 2012 calendar year with the assistance of a facilitator, Dr. Al Edwards. These goals
and priorities were carried over into 2013 with some revisions (see attachments), and
Staff has regularly updated the City Council on progress toward achieving these goals
over the past two (2) years.
On October 5, 2013, the City Council participated in a leadership training session
presented by the California Joint Powers Insurance Authority (CJPIA), the City's self-
insured, pooled risk management insurance provider. Among the outcomes of this
training (see attached summary) were recommendations for the City Council to develop
a City Mission Statement; review the 1993 Core Values Statement and Vision
Statement (see attachments); and update the City Council goals and priorities for 2014.
This matter was previously agendized for the City Council's consideration on November
19, 2013. At that time, Staff's suggested consultant was not available to attend the
meeting and the City Council had questions that it wished to pose to him. Therefore,
this matter was continued to tonight's meeting.
DISCUSSION
Staff has received a proposal from an independent consultant (a Rancho Palos Verdes
resident) to conduct a two-part goal-setting exercise with the City Council, and has
3-1
MEMORANDUM: PSA for City Council Goal-Setting Facilitator
December 17, 2013
Page2
prepared a draft Professional Services Agreement with this consultant for the City
Council's review and approval. The exercise would be held during the regular City
Council meetings on January 8, 2014, and January 21, 2014. In addition, Staff poses a
few questions for City Council input to assist Staff and the consultant in preparation for
this exercise.
Professional Services Agreement
The City Attorney has prepared the attached PSA setting forth the terms of the
agreement under which The Closers Group, LLC, would conduct the City Council goal-
setting exercise. The scope of work is described in the draft program outline for the
Strategic Actions Road Map. The first session would focus upon drafting the Mission
Statement; revisions to the Core Values Statement and Vision Statement; and revisions
to the City Council goals and priorities. The second session would present the
opportunity for the City Council to review, further revise (if necessary) and approve the
Mission Statement, Core Values Statement, Vision Statement and City Council goals
and priorities. The cost of the exercise (including preparation, two (2) public sessions,
summary notes and other follow-up) will be $4,500, which will be funded from the City
Manager's FY 2013-14 Professionalffechnical Service account.
Dr. Allan Colman of The Closers Group, LLC, holds advanced degrees (Masters and
Doctorate) in Public Administration from New York University. He spent several years
in increasingly-responsible municipal positions (Newark, NJ, West Orange, NJ, New
York City, NY, Inglewood, CA, San Diego County and San Mateo County), culminating
in his position as Chief Administrative Officer for Fresno County, which he left in 1984.
After a brief stint as the Chief Operating Officer with the Los Angeles Music Center from
1984 to 1986, Dr. Colman began his private consultancy practice in 1987 (see attached
biographical information).
Dr. Colman has reviewed and agreed to the terms of the revised draft PSA. Staff has
discussed the proposal with Mayor Brooks and Mayor Pro Tern Duhovic, who offered
some refinements to the scope of work but agreed that Dr. Colman appears well
qualified to facilitate the City Council's discussion of the City's mission, vision and goals.
Pre-Exercise Questions for City Council Input
To assist the consultant and Staff in preparing and establishing the roles and
parameters for the goal-setting exercise, we ask the City Council to consider and
respond to the following questions:
• What is the City Council hoping to achieve from the goal-setting exercise?
• What role does the City Council see the facilitator playing in the preparations for
and conduct of the exercise?
• What role does the City Council see Staff playing in the preparations for and
conduct of the exercise?
3-2
MEMORANDUM: PSA for City Council Goal-Setting Facilitator
December 17, 2013
Page3
• Shall the guidelines discussed at the October 5th CJPIA City Council leadership
training be incorporated into the exercise?
• What background material should the facilitator and/or City Council be provided
with at or prior to the exercise?
In addition to input on these questions, Staff and the consultant would appreciate any
other direction that the City Council might provide to make the most efficient and
effective use of this exercise.
ADDITIONAL INFORMATION
Dr. Colman will be attending tonight's meeting to receive the City Council's input and
respond·to questions.
CONCLUSION
In conclusion, Staff recommends that the City Council authorize the City Manager to
sign the PSA with The Closers Group, LLC, for the scope of work specified in the
attached draft Strategic Actions Road Map; and provide direction to Staff and The
Closers Group, LLC to assist with preparations for the exercise.
ALTERNATIVES
In addition to the Staff recommendation, the following alternatives are available for the
City Council's consideration:
1. Based upon City Council discussion and/or public testimony, direct Staff and the
consultant to revise the draft PSA, and continue this matter to a future meeting.
2. Do not enter into a PSA to facilitate the 2014 City Council goal-setting exercise,
and provide direction to Staff as deemed appropriate.
FISCAL IMPACT
As discussed above, the cost of the City Council goal-setting exercise will be $4,500,
which will be funded from the City Manager's FY 2013-14 Professional/Technical
Service account.
Attachments:
• Revised draft Professional Services Agreement with The Closers Group, LLC
• Biographical information for Dr. Allan Colman
• Original draft Program Outline for the Strategic Actions Road Map
• 2013 City Council Goals and Priorities
• Summary of October 5th CJPIA Leadership Training
• 1993 Core Values Statement and Vision Statement
M:\Policy lssues\2014 Council Goals & Priorities\20131217 _ TheCloserGroupPSA_StaffRpt.docx
3-3
CITY OF RANCHO PALOS VERDES
PROFESSIONAL SERVICES AGREEMENT
THIS AGREEMENT ("Agreement") is made and entered into this day of
______ , 2013 by and between the City of Rancho Palos Verdes (hereinafter referred
to as the "CITY") and the Closers Group, LLC (hereafter referred to as "CONSULTANT").
IN CONSIDERATION of the covenants hereinafter set forth, the parties hereto agree as
follows:
1.1 Project
ARTICLE 1
SCOPE OF SERVICES
CONSULTANT shall assist CITY by having Dr. Allan Colman conduct two
workshops for the City Council regarding the CITY's goals and the strategic actions to
accomplish its goals, as described in the Scope of Services, which is attached hereto as Exhibit
"A" and incorporated herein by this reference (the "Project").
1.2 Schedule of Work
Upon receipt of written Notice to Proceed from the CITY, CONSULTANT shall
prepare for the workshops and shall conduct the workshops on January 8, 2014 and January
21, 2014.
2.1 Fee
ARTICLE 2
COMPENSATION
CITY agrees to compensate CONSUL TANT the sum of four thousand dollars five
hundred dollars and no cents ($4,500.00) for the services as described in Article 1.
2.2 Terms of Compensation
Within ten days of approval of this Agreement by the City Council, CITY shall pay
$3,500.00 to CONSULTANT. Within ten days of the workshop that is to be held on January 8,
2014, CITY shall pay $500 TO CONSULTANT, and CITY shall pay the remaining $500 to
CONSUL TANT within ten days of the second workshop that is to be held on January 21, 2014.
2.3 Term of Agreement
This Agreement shall commence on December 17, 2013 and shall terminate on
January 31, 2014, unless sooner terminated pursuant to Article 4 of this Agreement.
3.1 Automobile Liability
1661098v3
ARTICLE 3
INSURANCE
3-4
CONSULTANT shall at all times during the term of this Agreement obtain,
maintain, and keep in full force and effect, a policy or policies of Automobile Liability Insurance,
as required California by law.
3.2 Worker's Compensation
CONSUL TANT agrees to maintain in force at all times during the performance of
work under this Agreement worker's compensation insurance as required by law.
ARTICLE4
TERMINATION
4.1 Termination of Agreement
This Agreement may be terminated at any time, with or without cause, by either
Party upon thirty (30) days prior written notice. Notice shall be deemed served if completed in
compliance with Section 5.8.
5.1 Personnel
ARTICLE 5
GENERAL PROVISIONS
CONSUL TANT represents that it has, or shall secure at its own expense, all
personnel required to perform CONSULTANT'S services under this Agreement. CONSULTANT
shall provide Dr. Allan Colman to conduct the two workshops for the City Council.
CONSULTANT may associate with or employ associates or subconsultants in the performance
of its services under this Agreement, but at all times shall CONSULTANT be responsible for its
associates or subconsultants' services.
5.2 Assignment
Neither this Agreement nor any part thereof shall be assigned by CONSUL TANT
without the prior written consent of the CITY.
5.3 Independent Contractor
CONSUL TANT is and shall at all times remain, as to the CITY, a wholly
independent contractor.
5.4 Titles
The titles used in this Agreement are for general reference only and are not part
of the Agreement.
1661098v3
3-5
5.5 Entire Agreement
This Agreement, including any other documents incorporated herein by specific
reference, represents the entire and integrated agreement between CITY and CONSULTANT
and supersedes all prior negotiations, representations or agreements, either written or oral.
This Agreement may be modified or amended, or provisions or breach may be waived, only by
subsequent written agreement signed by both parties.
5.6. Construction
In the event of any asserted ambiguity in, or dispute regarding the interpretation
of any matter herein, the interpretation of this Agreement shall not be resolved by any rules of
interpretation providing for interpretation against the party who causes the uncertainty to exist or
against the party who drafted the Agreement or who drafted that portion of the Agreement.
5. 7 Severability
If any term or portion of this Agreement is held to be invalid, illegal, or otherwise
unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement
shall continue in full force and effect.
5.8 Notice
Except as otherwise required by law, any payment, notice or other
communication authorized or required by this Agreement shall be in writing and shall be
deemed received on (a) the day of delivery if delivered by hand or overnight courier service
during CONSULTANT'S or CITY's regular business hours or (b) on the third business day
following deposit in the United States mail, postage prepaid, to the addresses listed below, or at
such other address as one party may notify the other:
1661098v3
To CITY:
Carolyn Lehr, City Manager
City of Rancho Palos Verdes
30940 Hawthorne Blvd.
Rancho Palos Verdes, CA 90275
To CONSULTANT:
Dr. Allan Colman
Chief Executive Officer
Address: 21535 Hawthorne Boulevard, Suite 310
Torrance, CA 90503
3-6
IN WITNESS WHEREOF, the parties hereto have executed this Agreement as of the
date and year first above written.
Dated: __________ _
ATIEST:
By: ___________ _
City Clerk
1661098v3
THE CLOSERS GROUP, LLC
("CONSUL TANT")
CITY OF RANCHO PALOS VERDES
("CITY")
By: ___________ _
Mayor
3-7
1661098v3
Exhibit "A":
SCOPE OF SERVICES
i1~}S :Htv.fthorn<:e-Beititi"V\Fi:f
'S•V:t:>:} 3W
Tt '*-..1nr.t·, C~Hfornta .;0503
;\lCLlJ5.3904 9h01l~
310 6f~\H'.L<. fJX
City of R~mc!H> Palos Verdes, California
January 8, 2014 & January 21, 2014
Program Outlii:Je
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
8. 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
0. Preliminary priorities for 2014 Strategic Actions Road Map
• Rapid implementation
• Immediate/longer term impact
• Follow-up assignments
• Cost factors, if any
dO'iimtJrcup.cam
H1;::...<~f~~i· to~ An.g.rw.% · Ph\YJ9\ob:::i • ti.)r.ctiln
3-8
1661098v3
Exhibit "A":
SCOPE OF SERVICES
January 21st Meeting
2'~}3$ fi,]lMthi>Tlt fl<H.1.€'¥-1Ht
s~iit~~ ~~ .... :=
To~ .. ·t111.:e, Cs.Uon11<'l 9oy~3
Jto.n5.3;~{l.f1< r>!<tone
JU'.~J~18 ~ L'. ~ fa./
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.
dOSS/S!JfOUp.a;rn
;..H_.,'1..1'.J<.n · .... G$Ai:gy=% · Phil¥-d&1!ph~~ · lcudo1:
3-9
Allan Colman, Managing Director of The Closers Group, Legal Sales Specialist
About
Allan's efforts, style
and his ability to push
to get results were all
attributes and qualities
we were looking for
and greatly needed in
our marketing and
business development
efforts
Our Team
Contact Information
Submit Marketing Quotes
Request Information [RFI]
Allan Colman
CEO of the Closers Group, has spent more
than two decades helping law firms and
professional service firms generate more
revenue. He is a legal sales specialist who
has brought in millions of dollars of new
business and built business development
structures that continue to perform.
Allan is known for his passion in developing
pioneering strategies and for his ability to help clients generate business
rapidly. He has spent many years listening to In-house counsel make
decisions. Allan understands their reasoning for selecting outside counsel,
and has also worked closely with law firms as they select their own advisors
and consultants.
Allan holds Masters and Doctorate degrees from New York University. He is
a pro bona mediator for the California Court of Appeals and the Los
Angeles County Superior Court. His community activities have included
http://www.closersgroup.com/about/allan-colman/
OURTEAM•
Allan Colman
CEO
Bob Gero
Strategic Partner
Todd Felts
Senior Business
,, Development Director, Of
Counsel
Valerie Goodman
Senior Marketing Director,
Of Counsel
David Kurt
Senior Business
Development Director, Of
Counsel
Christelyn D. Karazin
Senior Communications
Director, Of Counsel
Page 1 of2
11/8/2013
3
-
1
0
Allan Colman, Managing Director of The Closers Group, Legal Sales Specialist
Kathryn M. Hindman, Bullard Smith
Jemstedt Wilson
"
Board positions with the Children's Cancer Research Fund, Los Angeles
Council of Boy Scouts of America, Rotary Foundation and California
Medical Center Foundation.
He is also on the Board of Editors for Marketing the Law Firm and has a ·.
featured blog, The Red Zone on the Law Journal Newsletters home page.
For a detailed profile of Allan Colman and his approach for closing more
business, Click here »
,,-·s;, About I Our Difference I Blog I Services I Resources I Articles
21535 Hawthorne Blvd. #310 Torrance, California 90503 P: (310) 225-390. F: (310) 618-1122(t}
Make an Impact: Business Development for Law Firms I Client Retention for Law Firms I Business Development Consultants
http://www.closersgroup.com/about/allan-colman/
Page 2 of2
11/8/2013
3
-
1
1
Dr. Allan Colman
Business Growth Advisor, Keynote Speaker and Author
Summary
With more than 2 decades of experience selling to in-house counsel and business executives, I provide unique
insight into how they make their purchasing decisions. That insider's knowledge permeates all CLOSERS
GROUP keynotes, workshops, as well as training seminars and individual strategy sessions.
Our client engagements are focused on 2 primary services:
* Strategic Business Road Mapping
* Keynote presentations and workshops;
We become their MENTORJTORMENTOR!
KEYNOTES AND WORKSHOPS
WE ARE SPEAKING!!
* Sept. 14, Firm Retreat
* Sept. 17th Vantage in Los Angeles
* Sept. 22nd Firm Retreat in Indianapolis
* Sept. 26th S.B. Entrepreneurial Center
OCTOBER SPEECHES
* Oct 5, Firm Retreat Pittsburgh
* Oct 9, Firm Workshop, Cerritos
* Nov 1 & 2 Int'l Assn. Annual Conf. Paris
AUDIO CD OF OWN THE ZONE now available on Amazon, !Tunes, etc. at
Amazon:
http://www.amazon.com/Own-Zone-Dominate-Competition/dp/BOOE4QY52A/ref=tmm _ aud _swatch_ O? _ encoding=UT
THE CLOSERS GROUP LAUNCHES INTERNATIONAL BUSINESS DEVELOPMENT PARTNERSHIP.
We now have a strategic partnership with Touchstone Growth, a London based company. Our combined
business-growth teams not only provide a range of sales skills training and coaching, but also plan and execute
senior level client prospecting to senior decision makers.
Pagel
3-12
Download a free chapter from our newest book, OWN THE ZONE -DOMINATE THE COMPETITION. Go
to http://www.ownthezonebook.com.
And take a look at our new leadership anthology, LEAD LIKE A BOSS, now on Amazon etc. There are 16
authors wrestling with defining leadership. And my new keynote speech, "EXCEPTIONAL LEADERSHIP"
sets out the 6 Laws of Leadership and how to achieve it. The most important keys are actually making
decisions, following up with those delegated to implement them, and taking measured risks.
Make it happen!
Now join us oi;i rwitter and Facebook.
We work with our clients to generate business rapidly.
I
Experience
Keynote Speaker at American Lawyer Media's MARKETING AND BUSINESS DEVELOPMENT
LEADERSIDP FORUM.
March 2013 -Present (9 months)
Recent review of OWN THE CLOSING ZONE -the book and the workshop.
"The real impact is about transforming your business culture, erasing the artificial boundary between sales
and service, and understanding the bottom-line benefits of speaking directly and honestly to client needs."
Larry Smith, Senior Vice President, LEVICK
CEO at the Closers Group
October 2006 -Present (7 years 2 months)
'
Our Group is a Business Growth Partner with clients throughout the U.S. The primary focus is to help law
firms and professional services fmns generate and close more new business. Having spent 25+ years selling
professional services, we bring a unique perspective to our clients: and bring measurable results.
UPCOMING KEYNOTES AND WORKSHOPS -
We have 4 keynotes and workshops in the next two months: September 14-15, Law Firm All-Attorneys
meeting in Pismo Beach, CA., Vistage Group in Long Beach, CA., Law Firm Partners' Meeting in Pittsburgh,
PA., and International Association General Meeting in Paris, France.
Page2
3-13
4 recommendations available upon request
CEO at the Closers Group
2006 -Present (7 years)
Strategic Business Road Mapping, Business Development Advisor, Keynote Speaker
CEO at PARTIAL CLIENT LIST
December 2005 -Present (8 years)
Ajamie LLP., Houston
Burt Hill [Architecture & Engineering], Philadelphia
Best & Flannagan, Minneapolis
Boies Schiller, Albany
Bullard Law, Portland
Dames & Moore [Engineering/Environ], New York, London
Hogan Lovells, Los Angeles
Hinshaw Culbertson, Chicago
T-Scan Corporation, Seattle
Ogletree Deakins, Atlanta
Skadden Arps, New York
Stites Harbison, Louisville
Zelle Hofmann, Dallas, Boston, Minneapolis, San Francisco
WEBINAR-WHERE LEGAL ETHICS, MARKETING AND PRACTICE DEVELOPMENT
CONNECT at Thomson Reuters
August 2013 -August 2013 (1 month)
This webinar will be held by Thomson Reuters at 4pm EDT on September 25, 2013. This live, powerful
webinar is designed for attorneys who want to:
* Close more business;
* Create a custom sales process"
* See bottom line results.
To register:
http://westlegaledcenter.com/program _guide/course_ detail.jsf?videoCourseid= 100010633&ADMIN _PREVIEW=trw
Business Development Consultant at Ajamie LLP
2010 -2013 (3 years)
The Great Burger Wars! A Business Development Exercise at American Lawyer Media's NEW
PARTNER FORUM
September 2011 -September 2011 (1 month)
This new ALM program for new partners has an outstanding faculty. Our workshop will take the lawyers
through a pitch, from courting the prospect to the actual pitch. -all in 1 112 hours.
Page3
3-14
Sign up now.
CEO at Hinshaw & Culbertson LLP
2010 -2011 (1 year)
Chief Business Development Officer at Howrey LLP
June 2005 -October 2006 ( 1 year 5 months)
Board Member at Southern California Mediation Association
2000 -2006 ( 6 years)
Board Member at Southern California Mediation Associatioin
2001 -2005 (4 years)
Partner, Senio~ Vice President at DecisionQuest
October 1987 · -June 2005 ( 17 years 9 months)
Honors and Awards
From the Editors Column -OF COUNSEL
OF COUNSEL
February 2013
From Steve Taylor's column, "Colman pointed out that if senior management isn't on board, business
development is dead -on-arrival. All the in-depth coaching, innovative programming and sage advice will
fall flat."
Publications
Video Animation -Only 3% Are Ready to Buy
Special Collection From The Closers Group April 8, 2013
Authors: Dr. Allan C.
Our first video animation may be found at http://t.co/tq2ncqnbrc. Watch the video and book a keynote or
workshop with us.
OWN THE ZONE -Dominate the Competition
Audioink May 30, 2013
Authors: Dr. Allan C.
OWN THE ZONE book website is live!!! www.ownthezonebook.com.
Take a step in growing your business -check out the book and our keynotes and download a free chapter.
What's Pushing Attorneys Away From Their Firms?
Law360 August 24, 2012
Page4
3-15
G"Closers Group, LLC
Cil);<; Mc..re 8wr.,,;,.
21535 Hawthorne Bou!.evard
Suite 3w
Torr;:ince. California 90503
;110.225.3904. Phont<
310.618.1122 fax
STRATEGIC ACTIONS ROAD MAP -Workshops
For and With
City of Rancho Palos Verdes, California
DecEmiber 17, 2013 & January 8, 2014
Program Outline
December 17th 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
closersgroup.com
Houston· Los Ang9~8s · Pl1iladelpl1ia · Lor.don 3-16
January 8. 2014 Meeting
.i.153~, rlMltl10rne Boulevard
Suite 310
Torrance. Calffornia 90503
310.225.3904 Phont-
310.618. 1122 Fax
A. Presentation and summary recommendations for draft 201"'-Strategic Actions
Road Map
B. Council discussion, preliminary decisions, future actions.
Dr. Allan Colman, CEO
the Closers Group
Prepared October 29, 2013
c: the Closers Group, 2013.
closersgroup.com
i~ouGton · Lo$Ange:GG · Phila.dQ!pl,ia ·London 3-17
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
3-18
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
3-19
• 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 wftat 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
3-20
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
Page 4of7
3-21
• 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
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.
City Council Goals & Priorities rev. 2/19/13
Page 5 of 7
3-22
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
• Monitor Traffic Safety 'Commission Activity: Review & evaluate effectiveness
of flashing lights at crosswalks
• Animal Control: Review contract with County Animal Control, trapping of
wHd/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
3-23
• 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
3-24
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_;i;.;~O:J.l.-~~-........_I
AND MADE A PART OF T~~co 0 AT THE
COUNCIL MEETING OF J1Qt.. ) <:lD/3
OFFICE OF THE CITY CLERK
CARLA MORREALE, CITY CLERK
1
3-25
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
3-26
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
3-27
J~.·~·:····:·
CORE VALUES STATEMENT
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. tn all we do and in every decision we make we will ask ourselves, "Is
this best for the City of Rancho Palos Verdes?"
VISION STATEMENT
Vision: After an extensive community outreach program, the City Council hereby
affirms that the City's vision for Rancho Palos Verdes is to have a community
thafhas the following qualities:
A.-Saf-e--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 developed and maintained;
C.,,,,, · 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 City Council
September 21, 1993
Rancho Palos Verdes Employee Handbook
February 2004
Page2
3-28