CC SR 20200707 02 - Advisory Board Report and Workplan
CITY COUNCIL MEETING DATE: 07/07/2020
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive and file biannual reports from various City
advisory boards and committees.
RECOMMENDED COUNCIL ACTION:
(1) Receive and file biannual reports from the City’s five advisory boards.
FISCAL IMPACT: None
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Karina Bañales, Deputy City Manager
REVIEWED BY: Same as above
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. City Council Policy No. 54 - Council Liaisons for Advisory Boards/
Committees/Commissions (page A-1)
B. Advisory board accomplishments and work plans
1. Civic Center Advisory Committee (page B1-1)
2. Emergency Preparedness Committee (page B2-1)
3. Finance Advisory Committee (page B3-1)
4. Infrastructure Management Advisory Committee (page B4-1)
5. Traffic Safety Committee (page B5-1)
BACKGROUND:
In August 2019, the City Council adopted City Council Policy No. 54 (Attachment A),
which dealt primarily with the assignment of City Council liaisons to the City’s advisory
boards, committees and commissions.
1
Section M of City Council Policy No. 54 states:
In an effort to keep the City Council and the public informed on the
activities of the boards/committees/commissions, biannual status reports
shall be given at a regular City Council meeting.
As a result, the City Council has directed that these reports should focus on the
accomplishments of each advisory board during the preceding six-month period, and
should address each board’s achievements with respect to its most recent City Council-
approved work plan (Attachment B).
Each board will be allotted up to 10 minutes for its presentation. The chair, vice chair or
another member of each board has been asked to make each board’s presentation.
DISCUSSION:
The City has five established advisory boards that meet regularly. Below is a brief
description of their realms of responsibility. A detailed description can be found in the
attachments for each respective advisory board.
Civic Center Advisory Committee (CCAC):
The CCAC serves as a citizens’ advisory board to the City Council, advising on the
development of the Civic Center Master Plan. Committee members play a vital role in
the public outreach process, financial analysis, layout/boundary concerns, conceptual
design, and other related issues. The attached CCAC Work Plan includes goals and
recommendations for Fiscal year 2020-21(see Attachment B1). Additionally, the CCAC
seeks the City Council’s direction on the following concerns and questions:
1) Does the ongoing loss of Capital Improvement Project funds impact the budget
and timing of the Civic Center project?
2) Would it make sense to delay the Civic Center process for a determined period of
time due to the uncertainty caused by COVID-19?
3) More narrowly, would it be advisable to delay the RFP for Architectural & Design
Services and the public outreach effort for a period of time? The CCAC raised
concerns that expending City funds at this time might generate negative public
reaction.
4) Both the RFP and public outreach processes would be aided significantly by a
City Council-determined budget range for the Civic Center project.
Emergency Preparedness Committee (EPC):
The EPC advises and assists the City Council and Staff to ensure that the City develops
and maintains a high state of readiness to respond to a wide variety of emergencies and
disasters. The attached EPC Work Plan includes specific assignments for Fiscal Year
2020-21, such as drafting a letter to residents on reducing fire risk, outreach to
2
insurance companies on reduced premiums, and developing a neighborhood safety and
emergency preparedness program to name a few. The Work Plan includes goals and
recommendations (see Attachment B2).
Finance Advisory Committee (FAC):
The FAC provides citizen input to the City Council and Staff regarding the City’s
financial matters. The committee reviews short- and long-term financial information and
other financial issues as assigned by the City Council. The committee also recommends
specific areas for review to the City Council and provides advice regarding economic
development matters, such as methods to improve the local business climate and City
relationships with local businesses. The FAC Work Plan for Fiscal Year 2020-21
includes specific assignments such as reviewing employee pension plan actuarial
reports, year-end unaudited actuals, study infrastructure funding, reviewing budget
assumptions and financial models among other things (see Attachment B3).
Infrastructure Management Advisory Committee (IMAC):
The IMAC provides community input by advising the City Council on matters concerning
public works and infrastructure. This includes capital improvement projects;
maintenance of public buildings and facilities; park sites; trails; stormwater systems;
sanitary sewer systems, including the Abalone Cove Sewer System; street rights-of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend landslide;
and special projects as assigned by the City Council. The IMAC Work Plan for Fiscal
Year 2020-21 includes specific assignments such as maintaining a master list of
potential capital projects, reviewing current capital projects, assessing City assets,
develop priorities for undergrounding, and reporting on the land flow among other things
(see Attachment B4).
Traffic Safety Committee (TSC):
The TSC provides community input by advising the City Council on traffic issues,
development proposals and special projects as assigned by the City Council. The
committee also reviews and advises on neighborhood traffic calming guidelines and
proposed projects, and collaboratively works with Staff to address residents' requests
for improving livability and drivability of neighborhood streets in the City. The TSC Work
Plan for Fiscal Year 2020-21 includes specific assignments such as collaborating a plan
for Peninsula-wide safe routes to schools, exploring ways to control or reduce vehicular
traffic speeds, and reviewing projects related to potential traffic impacts (see Attachment
B5).
Attached are the approved work plans for the CCAC, EPC, FAC, IMAC and TSC. All
work plans are in the standardized format developed in the last fiscal year and have
been reviewed and approved by the committee s.
3
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available for
the City Council’s consideration:
1. Provide direction to Staff to modify one or more of the proposed work plans,
and continue this matter to a future date to be determined.
4
CITY COUNCIL POLICY
NUMBER: 54
DATE ADOPTED: August 20, 2019
SUBJECT: Council Liaisons for Advisory Boards/Committees/Commissions
POLICY:
It shall be the policy of the City Council to assign a council member to any City resident
advisory committee, and the Planning Commission, as a liaison that the
committee/commission can turn to if members have questions or concerns about the
direction of the board/committee/commission and/or direction from Staff. The following
parameters are hereby established as guidelines:
A. At the discretion of the City Council, a council member may be assigned to any of
the City’s active advisory boards including the Planning Commission to serve as a
Council liaison.
B. Council liaison assignments may be done on an annual basis along with the Council
appointments to outside agencies.
C. After the appointment(s) are made, Staff will notify the Staff liaison regarding the
decision.
D. Attendance at board/committee/commission meetings by the Council liaison is at the
discretion of the Councilmember.
E. Council liaisons may informally arrange for a Council alternate when scheduling
conflicts arise.
F. During a board/committee/commission meeting, the Council liaison shall serve a role
similar to that of the Staff liaison. The primary responsibility for providing information
to board/committee/commission members belongs to the Staff liaison, but the
Council liaison may provide additional information at the request of the Chair when
questions fall beyond the scope of staff’s expertise.
G. During a board/committee/commission meeting, the Council liaison may address the
body under the “Staff Communications” portion of the agenda. During this time, the
liaison shall address the members from the podium or at a designated seat at the
table with Staff.
H. The Council liaison may raise points of order when procedural issues arise.
A-1
I. During board/committee/commission meetings, authority resides with the
board/committee/commission Chair.
J. A Council liaison role is primarily an observer, therefore liaisons shall refrain from:
a. Interfering with the smooth operation of board/committee/commission
meetings
b. Participating or engaging in discussions or decisions of the
board/committee/commission
c. Advising what the board/committee/commission should or should not do or
attempting to influence and/or guide its progress
d. Offering opinions or advocating for or against matters when they come
before the board/committee/commission
e. Acting in a manner that undermines the Chair’s authority
f. Participating in policy discussions except when providing factual
information at the request of the Chair
g. Speaking on behalf of the full Council without appropriate authority
h. Acting as spokesperson for the board/committee/commission
K. No more than two members of the City Council are to be in attendance at any
meeting of a committee or commission at any time. If appointed to serve as liaison
to a committee or commission, the council member has priority over any other
council member who may wish to attend and is not a liaison.
L. If questions or concerns arise regarding the conduct of a Council liaison, the Chair
of the board or commission should consult with the Mayor for possible resolution.
When the liaison in question is the Mayor, the Chair should consult with the Vice
Mayor for possible resolution.
M. In an effort to keep the City Council and the public informed on the activities of the
boards/committees/commissions, biannual status reports shall be given at a regular
City Council meeting.
BACKGROUND:
The City Council recognized the need for City resident advisory boards and the
Planning Commission to have a council member act as liaison between the City and the
board/committee/commission.
A-2
CIVIC CENTER ADVISORY COMMITTEE
FY 2020-21 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Civic Center Advisory Committee (CCAC) is to work with the City
Council and its Staff to develop a Civic Center Master Plan which seeks a solution to the
design of the Civic Center Site and make associated recommendations to Council. All
appropriate needs of the City and the Community will be considered in the design solution.
(Resolution No.--)
SPECIFIC 2020-21 ASSIGNMENTS
During the 2020-21 fiscal year, the CCAC will continue to implement its mission, with
emphasis upon the following goals:
1. Continue to develop an understanding of the status of the property and
receive regular reports on the progress of any changes to the status of that
property.
2. Meet with the consultant selected through the Architecture and Design RFP
to develop and refine the Master Plan process, milestones and timeline.
3. Working with Staff and the Architecture and Design consultant, assist in
making progress towards the successful production of a conceptual master
plan and schematic design.
4. Using the project budget determined by the City Council and the conceptual
designs of the Civic Center Master Plan developed by the Architects and
Engineers, review project costs estimates in conjunction with Kosmont
Financial and include estimates as part of the recommendations to Council.
5. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and non-profit
organizations.
6. Continue outreach with public safety agencies in conjunction with Staff to
develop and determine level of interest and commitment to participate in the
project.
7. Work with Staff to pursue the possibility of “land swapping” through FEMA
and DOJ to maximize development flexibility on the site.
B1-1
8. Develop and participate in robust and comprehensive public outreach
process in conjunction with staff and consultant. Outreach effort to include
but not be limited to community workshops, meetings with HOAs,
stakeholders, City Staff, & consultant team; public tours, Listserv
messages, newsletter articles, CCAC presence at public events, press
coverage, RPVTV features, RPV website updates, and social media outlets
such as Facebook and Nextdoor.
9. Work with Staff to pursue acquisition of the Coast Guard property on
western end of property for inclusion in the Master Plan.
10. Review Staff findings regarding identification of underground utilities at the
Civic Center property.
11. Recommend to the City Manager additional subjects that are outside of the
scope of this Work Plan that should be reviewed by the Committee.
Recommendations will be reviewed for approval by the City Manager and
may be forwarded to the City Council for consideration as deemed
appropriate.
12. Develop and participate in preparation of environmental review and
conditional use permit (entitlement) processes, including RFP process for
EIR consultant.
13. Produce bi-annual reports to City Council on CCAC progress. As desired
by the City Council, provide additional written and oral reports regarding
CCAC accomplishments and future plans
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the CCAC has the ability to bring comments, ideas, and
recommendations regarding the Civic Center Master Plan project to the City Council for
consideration. If a majority of Committee members are in agreement and have voted
accordingly to move the topic forward, Staff will work to agendize the matter on the City
Council’s calendar. The Chair of the Committee, or his/her designee, will present the
item before the City Council at the meeting. Staff will be available to assist the
Committee on preparing the staff report and related materials for the agenda.
Below is the CCAC Biannual update listing CCAC’s accomplishments from January to
July, 2020, anticipated achievements for the first six months of Fiscal Year 2020-21,
and a FY 20-21 Work Plan. The update also includes concerns that the CCAC directed
to be included in the report regarding the timing of public outreach and a Request for
Proposals for Architectural & Design Services (RFP), and the project’s budget.
B1-2
Below is a list of CCAC’s accomplishments in Q3 and Q4 of FY19-20:
January 2020
Reviewed and approved presentation of first biannual report to City Council.
Provided feedback on CCAC-related issues for inclusion in the City’s 2020 Goals
update
February 2020
Had staff-led orientation tour of Civic Center property for new and ongoing CCAC
members
March 2020
No CCAC meeting (due to Covid-19 shut down)
April 2020
Selected new Vice-Chair (Lisa Jankovich)
Reviewed and revised draft Request for Proposal (RFP) for Civic Center Project
Architectural & Design Services
Reviewed and revised draft public outreach plan
Reviewed and revised draft Civic Center project schedule
May 2020
Revised the CCAC work plan
Approved RFP with directed changes
Approved public outreach plan
June 2020
Approved FY20-21 CCAC Biannual Report and Work Plan for City Council
consideration
Approved finalized RFP
Reviewed Program Document COVID-19 analysis
In the next 6-month reporting period, the Committee expects to work on the following
tasks:
Participate in selection of Architecture and Design Services consultant
Meet with the Architecture & Design consultant to refine the Master Plan process
Develop and participate in Master Plan public outreach effort
Review and update Master Plan project schedule
Reach out to representatives from Los Angeles County Fire Department and the
Los Angeles County Sheriff’s Department to determine their respective level of
participation.
Questions and Concerns Raised by CCAC
B1-3
The CCAC raised a number of concerns at its May 28, 2020 meeting regarding the
potential impact of COVID-19 on the Civic Center project:
1) Does the ongoing loss of Capital Improvement Project funds impact the budget
and timing of the Civic Center project?
2) Would it make sense to delay the Civic Center process for a determined period of
time due to the uncertainty caused by COVID-19?
3) More narrowly, would it be advisable to delay the RFP for Architectural & Design
Services and the public outreach effort for a period of time? The CCAC raised
concerns that expending City funds at this time might generate negative public
reaction.
4) Both the RFP and public outreach processes would be aided significantly by a
City Council-determined budget range for the Civic Center project.
B1-4
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
FY 2020-21 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Emergency Preparedness Committee (EPC) shall be to advise and
make recommendations to the City Council on matters pertaining to emergency
preparedness to help ensure that the City of Rancho Palos Verdes develops and
maintains a high state of readiness to respond to a wide variety of emergencies and
disasters. (Resolution No. 2008-61)
SPECIFIC 2020-21 ASSIGNMENTS
1. Draft a letter to residents that capture key elements from the Wildfire Mitigation
presentation with specific recommendations that residents can take to reduce fire
risk.
2. Incorporate key Lessons Learned from Woosley AAR regarding Emergency
Communications, Emergency Playbook, Resources, and Drills/Training into all
four surrounding Peninsula Cities emergency planning.
3. Monitor Implemented recommendations regarding wildfire mitigation from the
presentation to the City Council.
4. Develop enhanced public education campaigns taking into account social
distancing restrictions.
5. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
6. Outreaching with insurance companies on what can be done to coordinate a
wildfire risk-reduction program to avoid premium hikes and reduced homeowner
insurance availability in RPV.
7. Develop plans with CHOA/Neighborhood Watch and other Organizations to
promote neighborhood safety and emergency preparedness , including promoting
the development of a uniformed up to date, easily maintained list of residents who
may need additional help during an emergency.
8. Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
B2-1
EMERGENCY PREPARDNESS ADVISORY COMMITTEE –
FY20-21 WORK PLAN
Page 2 of 6
9. Revamping of the emergency preparedness website, adding value, and ensuring
ease of access to the website page.
10. Including the local Home Owners associations in the planning and implementing
of a regional emergency preparedness plan and exercises with a mock evacuation
drill and lessons learned.
11. Develop detailed recommendations for Wildfire hardening including: Identifying
grants/tax incentives for residents interested in fire hardening
homes/neighborhoods (roofs, screens, trees, defensible space), upgrading cell
towers to operate without power for 48hrs, utilities harden transmission
infrastructure, residential power back-up resources, fire hardening of strategically
placed public access building that can be used by residents if required to shelter
in place.
12. Educate communities/HOAs on Firewise USA program, promoted by NFPA and
other similar programs where communities work together to implement fire
hardening features.
13. Ensure all City of Rancho Palos Verdes public facilities comply with current wildfire
mitigation hardening standards.
B2-2
EMERGENCY PREPARDNESS ADVISORY COMMITTEE –
FY20-21 WORK PLAN
Page 3 of 6
# Item / Description
Est.
Hours Est. $$
1
Draft a letter to residents that capture key elements from
the Wildfire Mitigation presentation with specific
recommendations that residents can take to reduce fire
risk.
Staff 10 N/A
2
Incorporate key Lessons Learned from Woosley AAR
regarding Emergency Communications, Emergency
Playbook, Resources, and Drills/Training into all four
surrounding Peninsula Cities emergency planning.
As
Needed TBD
3
Monitor Implemented recommendations regarding
wildfire mitigation from the presentation to the City
Council.
Staff 10 N/A
4 Develop enhanced public education campaigns taking
into account social distancing restrictions.
Staff 20 N/A Takeaways (similar to WOAD and 4th of July) $500
5
Scheduling specific topic presentations to the EPC
and/or City Council with subject-matter experts from
utilities and cell phone companies.
Staff 20 N/A IT Staff 4 N/A Channel 33 10 $400
6
Outreaching with insurance companies on what can be
done to coordinate a wildfire risk-reduction program to
avoid premium hikes and reduced homeowner insurance
availability in RPV.
Staff 10 N/A
7
Develop plans with CHOA/Neighborhood Watch and
other Organizations to promote neighborhood safety and
emergency preparedness including promoting the
development of a uniformed up to date, easily
maintained list of residents who may need additional
help during an emergency.
20 $0
B2-3
EMERGENCY PREPARDNESS ADVISORY COMMITTEE –
FY20-21 WORK PLAN
Page 4 of 6
During the past six (6) months, the Committee has faced some challenges as a result of
changes in Committee staffing and support. Fortunately, these challenges are not
expected to continue through the first quarter of FY20-21 as the City recruited a new,
permanent Emergency Services Coordinator. The Committee can point to the following
accomplishments in Q1 and Q2 of FY19-20:
# Item / Description - continued Est.
Hours
Est. $$
7
Develop plans with CHOA/Neighborhood Watch and
other Organizations to promote neighborhood safety
and emergency preparedness including promoting the
development of a uniformed up to date, easily
maintained list of residents who may need additional
help during an emergency.
20 $0
8
Monthly emailing messaging to residents with
emergency preparedness information and educational
materials.
10 $0
9
Revamping of the emergency preparedness website,
adding value, and ensuring ease of access to the
website page.
Staff 10 N/A
10
Including the local Home Owners associations in the
planning and implementing of a regional emergency
preparedness plan and exercises with a mock
evacuation drill and lessons learned.
Staff 20 N/A
11
Develop detailed recommendations for Wildfire
hardening including: Identifying grants/tax incentives for
residents interested in fire hardening
homes/neighborhoods (roofs, screens, trees, defensible
space), upgrading cell towers to operate without power
for 48hrs, utilities harden transmission infrast ructure,
residential power back-up resources and fire hardening
of strategically placed public access building that can be
used by residents if required to shelter in place.
20 TBD
12
Educate communities/HOAs on Firewise USA programs
and other similar programs where communities work
together to implement fire-hardening features.
15 $0
13
Ensure all City of Rancho Palos Verdes public facilities
comply with current wildfire mitigation hardening
standards.
As
Needed TBD
Staff 10 N/A
Total 189 $900
B2-4
EMERGENCY PREPARDNESS ADVISORY COMMITTEE –
FY20-21 WORK PLAN
Page 5 of 6
January 2020
The Emergency Preparedness Committee provided recommendations for
emergency preparedness related issues for the City Council’s 2020 Goals at its
monthly meeting held on January 16, 2020.
February 2020
City Council approved the Emergency Preparedness Committee’s FY19 -20 work
plan on February 4, 2020.
At its meeting on February 20, 2020, the Committee reviewed and provided
detailed comments on a draft of the 2019 Rancho Palos Verdes and Rolling Hills
Estates Joint Hazard Mitigation Plan, in particular identifying additional mitigation
activities, additional hazards that should be considered, and suggestions for
revising several of the hazard ratings.
At its meeting on February 20, 2020, the Committee reviewed a draft PowerPoint
presentation prepared by Chair Feinberg for the Committee’s wildfire mitigation
presentation to the City Council.
April 2020
At its meeting on April 16, 2020, the Emergency Preparedness Committee
discussed an overview of the City’s Coronavirus response and preparation.
At its meeting on April 16, 2020, the Committee finalized a PowerPoint
presentation prepared by Chair Feinberg for the Committee’s wildfire mitigation to
be presented to the City Council on May 5, 2020.
May 2020
The Emergency Preparedness Committee presented a Wildfire Mitigation
presentation to the City Council on May 5, 2020.
The EPC reviewed the final Woolsey Fire After Action Report and identified
actionable items relevant to emergency response planning in Rancho Palos
Verdes at its monthly meeting held on May 21, 2020.
June 2020
The Emergency Preparedness Committee elected a new Vice-Chair at its monthly
meeting held on June 18, 2020.
At its monthly meeting on June 18, 2020, the EPC discussed the drafting of a letter
to residents regarding measures residents can take to safeguard or “harden” their
home from a wildfire.
B2-5
EMERGENCY PREPARDNESS ADVISORY COMMITTEE –
FY20-21 WORK PLAN
Page 6 of 6
In the next 6-month reporting period, the Committee expects to work on the
following tasks:
1. Draft a letter to residents that capture key elements from the Wildfire Mitigation
presentation with specific recommendations that residents can take to reduce fire
risk.
2. Incorporate key Lessons Learned from Woosley AAR regarding Emergency
Communications, Emergency Playbook, Resources, and Drills/Training into all
four surrounding Peninsula Cities emergency planning.
3. Monitor Implemented recommendations regarding wildfire mitigation from the
presentation to the City Council.
4. Develop enhanced public education campaigns taking into account social
distancing restrictions.
5. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
6. Outreaching with insurance companies on what can be done to coordinate a
wildfire risk-reduction program to avoid premium hikes and reduced homeowner
insurance availability in RPV.
7. Develop plans with CHOA/Neighborhood Watch and other Organizations to
promote neighborhood safety and emergency preparedness , including promoting
the development of a uniformed up to date, easily maintained list of residents who
may need additional help during an emergency.
8. Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
9. Revamping of the emergency preparedness website, adding value, and ensuring
ease of access to the website page.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the EPC can bring comments, ideas, and recommendations to the
City Council for consideration. If a majority of Committee members are in agreement and
have voted accordingly to move the topic forward, Staff will work to agendize the matter
on the City Council’s calendar. The Chair of the Committee, or his/her designee, will
present the item before the City Council at the meeting. Staff will be available to assist
the Committee on preparing the staff report and related materials for the agenda.
B2-6
FINANCE ADVISORY COMMITTEE
FY 2020-21 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Finance Advisory Committee (FAC) is to provide citizen input to the
City Council and Staff regarding financial matters of the City of Rancho Palos Verdes.
The Committee shall review short and long-term financial information of the City and other
financial issues as assigned by the City Council. The Committee shall provide advice
regarding economic development matters such as methods to improve the business
climate and how to better work with local businesses and shall recommend specific areas
for review to the City Council. The Committee will serve to advise the City Council
regarding the City’s financial condition. (Resolution No. 2008-064)
SUMMARY OF SPECIFIC 2020-21 ASSIGNMENTS
1. Review and provide feedback/recommendations regarding FY 2021-22 Finance
Advisory Committee Work Plan;
2. Receive a presentation of the City’s annual employee pension plan actuarial
valuation reports, continue to monitor changes to pension plan provider
assumptions and methodologies, and make recommendations to the City Council
when appropriate;
3. Receive a presentation on the City’s year-end unaudited actuals;
4. Receive a presentation of the City’s Comprehensive Annual Financial Report
(CAFR) prepared annually, including the audit report;
5. Study infrastructure funding for significant projects and ma ke recommendations
to the Infrastructure Management Advisory Committee, and City Council;
6. Receive a presentation on the midyear review for FY 2020-21, FY 2021-22 budget
assumptions and the 5-year Financial Model;
7. Review Treasury activities and investment report quarterly;
8. Receive a presentation and make recommendations on the City’s Investment
Policy.
9. In addition to the above specific assignments, on an as-needed basis, the FAC is
prepared to review any additional projects assigned by the City Council:
A) Receive a presentation and make recommendations on the Civic Center
Master Plan and the associated financial implications.
B) Receive a presentation and make recommendations on the Portuguese
Bend Landslide and the associated financial implication.
C) Receive a presentation and make recommendations on the Ladera Linda
Community Park and the associated financial implication.
D) Review and make recommendations on the City’s Investment Policy.
E) Receive a presentation and make recommendations on the City’s fees and
taxes opportunities.
B3-1
FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
SUMMARY OF STAFF TIME
A summary of the total Staff time estimated for the assignments outlined in this 2020-21
work plan follows:
Note: The Staff time estimated herein is exclusive of the time to prepare work product for
the City Council.
Assignment No.Potential Meeting Date
Staff Support
Hours
Review FY 2021-22 Work Plan 1 May/June 15
Review the pension report (AVR)2 August/September 10
Review the FY 2019-20 year-end
unaudited actuals 3 November/December 15
Review the FY 2019-20 CAFR 4 January/February 15
Review funding for the 5-year CIP 5 February/March 10
Review the FY 2020-21 Mid-year
Review, FY 2021-22 Budget
Assumptions, & 5-year model 6 March 25
Review Investment Activities
Quarterly 7 August, October, January, April 32
Additional Assignments 8 TBD 30
Total Staff Time 137
B3-2
FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
SPECIFIC 2020-21 ASSIGNMENTS
1. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS REGARDING FY
2021-22 FINANCE ADVISORY COMMITTEE WORK PLAN
Finance Advisory Committee Work Plan is a document that summarizes what
Committee Members will be working on during the fiscal year with the Director of
Finance.
Staff Responsibilities:
Prepare a draft work plan for Committee Members to review and provide
feedback/recommendations; and
Present the final Work Plan to City Council.
Timeline:
Staff expects that this presentation will take place at a meeting in
May/June 2021.
2. RECEIVE A PRESENTATION OF THE CITY’S ANNUAL EMPLOYEE PENSION
PLAN ACTUARIAL VALUATION REPORTS, CONTINUE TO MONITOR
CHANGES TO PENSION PLAN PROVIDER ASSUMPTIONS AND
METHODOLOGIES, AND MAKE RECOMMENDATIONS TO THE CITY
COUNCIL WHEN APPROPRIATE
For the last 5 years, the FAC has studied the City’s employee pension plan, and
issued Memorandums with recommendations to the City Council.
The FAC will continue to study factors impacting the City’s employee pension plan,
and provide recommendations to the City Council as appropriate.
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff preparation of presentation 2
Staff report preparation for the Committee 5
Meeting Attendance for 2 staff members 6
Total Staff Time Required 15
B3-3
FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Committee Responsibilities:
Review the June 30, 2018 CalPERS Actuarial Valuation Report (to be
received no later than February 2020); and
Prepare an updated FAC Memorandum with additional recommendations
to the City Council, as appropriate.
Staff Responsibilities:
Provide a presentation of the June 30, 2018 CalPERS Actuarial Valuation
Report and information relevant to this assignment, and answer Committee
Member questions; and
Forward the Committee’s updated Memorandum to the City Council, if
applicable.
Timeline:
Staff expects that this presentation will take place at a meeting in
August 2020.
3. RECEIVE A PRESENTATION OF THE FY 2019-20 YEAR-END UNAUDITED
ACTUALS
The year-end financial review is an exercise that Finance performs after closing is
completed. In this process, Finance calculates the City’s fund balance based on
the unaudited actuals and compares the fund balance to what was reported as the
year-end estimate and fund balance during the budget adoption.
Staff Responsibilities:
Present the unaudited actuals to the Committee and answer Committee
Member questions.
Present an analysis of year-end estimates and fund balance during the
budget adoption process to the unaudited actuals to the Committee and
answer Committee Member questions.
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff report and preparation for the Committee 4
Meeting Attendance for 2 staff members 4
Total Staff Time Required 10
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Timeline:
Staff expects that this presentation will take place at a meeting in December
2020.
4. RECEIVE A PRESENTATION OF THE CITY’S COMPREHENSIVE ANNUAL
FINANCIAL REPORT (CAFR) PREPARED ANNUALLY, INCLUDING THE
AUDIT REPORT
The Comprehensive Annual Financial Report (CAFR) is an annual report that
includes the City’s audited financial statements, as well as other financial and
statistical information. Receipt of this presentation is an annually recurring item
intended to provide the Committee with relevant financial information.
Staff Responsibilities:
Present an oral overview of the CAFR and accompanying staff report to
the Committee and answer Committee Member questions.
Timeline:
Staff expects that this presentation will take place during a meeting
in January/February 2020.
5. SUBJECT TO CITY COUNCIL DIRECTION, STUDY INFRASTRUCTURE
FUNDING FOR SIGNIFICANT PROJECTS, AND MAKE RECOMMENDATIONS
TO THE CITY COUNCIL
The City Council may direct the FAC to study infrastructure funding alternatives,
and make recommendations accordingly.
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff preparation of presentation 1
Staff report preparation for the Committee 8
Meeting Attendance for 2 staff members 4
Total Staff Time Required 15
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff preparation of presentation 2
Staff report preparation for the Committee 7
Meeting Attendance for 2 staff members 4
Total Staff Time Required 15
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Committee Responsibilities:
Review alternatives for funding the City’s infrastructure; and
Prepare comments and recommendations to be forwarded to the City
Council, as appropriate.
Staff Responsibilities:
Present available alternatives for funding the City’s infrastructure, and
answer Committee Member questions; and
Forward the Committee’s comments and recommendations to the City
Council, if applicable.
Timeline:
6. RECEIVE A PRESENTATION OF FY 2020-21 MID-YEAR REVIEW, FY2021-22
BUDGET ASSUMPTIONS AND THE FIVE-YEAR FINANCIAL MODEL
Mid-year review is a financial analysis performed after the first six months of the
fiscal year comparing budget to actuals. This is the first look at where we expect
to end the fiscal year. Budget assumptions and proposed budget are prepared
and presented to Council during the budget workshop, an informal meeting
between Council and department heads, as they review the City’s financial
position for the upcoming fiscal year. The Five-Year Financial Model (the “Model”)
is a financial schedule which is annually prepared by Staff, as required by City
Council Policy No. 18. The Model includes the proposed budget for the coming
fiscal year, as well as estimates of revenues, expenditures, fund transfers and
ending fund balance for all funds of the City over a five-year time period. The
Model is prepared as part of the budget process for each fiscal year, and is a
planning tool used to identify structural problems in the budget and future fiscal
challenges.
Committee Responsibilities:
Review and comment on FY 2020-21 mid-year review; and
Review and comment on FY 2021-22 budget assumptions and proposed
budget.
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff preparation of presentation 1
Staff report preparation for the Committee 3
Meeting Attendance for 2 staff members 4
Total Staff Time Required 10
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Review and comment on the Five-Year Financial Model
Staff Responsibilities:
Provide a presentation of the City’s mid-year financial position at the end of
December 31, 2020.
Present the budget assumptions and proposed budget for FY 2021-22 and
answer Committee Member questions;
Present the Five-Year Financial Model and
Forward the Committee’s comments to City Council, if applicable.
Timeline:
Staff expects this assignment can be completed during a meeting in March 2021.
7. REVIEW TREASURY ACTIVITIES AND INVESTMENT REPORTS
On March 15, 2016, the City Council approved a custodian agreement with
Vining Sparks to provide brokerage services to enable investment
diversification of the City’s portfolio. The City started to invest in CD’s late April
of 2016.
Committee Responsibilities:
Review current investments and treasury report.
Staff Responsibilities:
Prepare and present current investment portfolio and Treasury Report to
Committee.
Staff Time:Hour/s
Staff preparation of meeting agenda and minutes 2
Staff preparation of presentation 5
Staff report preparation for the Committee 12
Meeting Attendance for 3 staff members 6
Total Staff Time Required 25
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Timeline:
Staff expects to bring the Treasury Report and investment activities to the
Committee quarterly with the first review for quarter ending June 30th in August
2020. Then quarter ending September 30th in October 2020, quarter ending
December 31st in January 2021 and quarter ending March 31st in April 2021.
8. In addition to the above specific assignments, on an as-needed basis, the FAC is
prepared to review any additional projects assigned by the City Council:
A) Receive a presentation and make recommendations on the Civic
Center Master Plan and the associated financial implications.
B) Receive a presentation and make recommendations on the
Portuguese Bend Landside and the associated financial
implications.
C) Receive a presentation and make recommendations on the Ladera
Linda Community Park and the associated financial implications.
D) Review and make recommendations on the City’s Investment
Policy.
E) Receive a presentation and make recommendations on the City’s
fees and taxes opportunity.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the FAC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
Staff Time:Hour/s
Staff preparation of 4 meeting agendas and 4 minutes 8
Staff report preparation for 4 meetings 8
Meeting Attendance for 3 staff members at 4 meetings 16
Total Staff Time Required 32
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
ROLES OF THE CITY COUNCIL, COMMITTEES, AND STAFF
ROLES
City Council
The five-member City Council is the legislative and policy making body for the City,
charged with providing overall leadership by enacting laws and allocating City resources
for programs, services and activities. The City Council appoints members to serve on
this committee and makes special assignments to research, discuss, and provide
comments and recommendations to the Council.
Committees
Advisory committees are a structured way for individual citizens to share their opinions
and perspectives, and to formulate comments and recommendations in a focused, small
group structure. The primary purpose of advisory committees is to provide judicious
advice, from a citizen perspective, to the City Council. Committee activities may include
the study of critical issues, hearing public testimony, and reviewing staff reports and
recommendations – all of which is intended so that the committee is prepared to discuss,
formulate, and forward well-developed, thoughtful comments and recommendations to
the City Council in a timely manner. All appointees to the Committee should act at the
direction of the whole or the majority of the City Council and not upon the request or
direction of an individual member of the Council.
Staff
Staff liaisons have been assigned to each Committee to maintain communication
between the Committee, City Council and City Management. Staff works under the
direction of the City Manager. Reports prepared by Staff are generally for the ultimate
review and action of the City Council subsequent to the Committee’s review and
comment. Staff is responsible for the work product that the Committee reviews and
administration of the Committee’s activities including, but not limited to the following:
Ensuring that meeting notifications and consistent recordkeeping occurs.
Serving as a communication link between the Committee, City Management,
departments, and the City Council, as appropriate.
Providing professional guidance, issue analysis and recommendations.
Assisting the committee with report preparation, and correspondence in keeping
with the committee’s Council-approved work plan.
Making sure the intent of the advisory committee is not lost after the Committee
acts to make a comment or recommendation, and that it is conveyed accurately to
the City Council in a timely manner.
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FINANCE ADVISORY COMMITTEE – FY20-21 WORK PLAN
Assisting the advisory committee in staying focused on the assignment and
agenda.
Ensuring compliance of the Committee’s actions with the Brown Act.
Presenting advisory committee comments and recommendations to the City
Council, if requested to do so by either the committee or the City Council.
Maintaining a positive working relationship with the Chair and committee members.
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INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 2020-21 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Infrastructure Management Advisory Committee (IMAC) shall be to
provide community input by advising the City Council on matters concerning public works
and park infrastructure, capital improvement projects, and maintenance and preventative
maintenance programs for public buildings; park sites; trails; the storm-water system; the
sanitary sewer system including the Abalone Cove Sewer District; street rights -of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend landslide; and
special projects as assigned by the City Council. (Resolution No. 2014 -45)
SPECIFIC 2020-21 ASSIGNMENTS
During the 2020-2021 fiscal year, the IMAC will continue to advise the City Council and
support staff, with emphasis upon the following:
1. Maintain the master “needs” list of all potential capital improvement projects for
consideration and evaluation in the subsequent fiscal year as well as future fiscal
years as appropriate. This “needs” list shall be accessible to members of IMAC
via the internet or other electronic means. Continue to implement and refine the
methodology for soliciting community input regarding support for (or opposition
to) individual projects.
2. Maintain the master capital improvement project list containing current and
historical projects. This project list shall be accessible to members of IMAC via
the internet or other electronic means. Continue to create historical archive
versions of the list on a quarterly basis or more frequently if necessary.
3. Systematically review current capital improvement projects, with emphasis on
any in-process projects not performing to plan.
4. Continue to assess the current status of city assets, including CIP projects,
maintenance programs and risks for public buildings; park sites; trails; the storm
water system; the sanitary sewer system including the Abalone Cove Sewer
District; street rights-of-way and traffic control devices.
5. Provide support as desired by the City Staff or Council to the Land Flow
Subcommittee and for special projects.
6. Develop primary prioritization for undergrounding of utilities. This year’s focus
shall be on arterial roads and major rights-of-way
7. As desired by the City Council, provide written reports regarding IMAC
accomplishments and future plans.
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TRAFFIC SAFETY ADVISORY COMMITTEE
FY 2020-21 WORK PLAN
MISSION STATEMENT
The mission of the Traffic Safety Committee shall be to provide community input by
advising the City Council on traffic issues, development proposals and special projects
as assigned by the City Council. Review and advise on neighborhood traffic calming
guidelines and proposed projects, and collaboratively work with staff to address residents'
requests for improving livability and drivability of neighborhood streets in Rancho Palos
Verdes. (Resolution No. 2008-77)
SPECIFIC 2019-20 ASSIGNMENTS
During the 2020-2021 fiscal year, the TSC will continue to implement its mission, with
emphasis upon the following goals:
1. Collaborate in the Plan Development for the Peninsula -Wide Safe Routes to School
Program.
a. Provide support and collaborate with Staff and the selected consulting firm
to develop a Peninsula-Wide Safe Routes to School Plan to improve
mobility and accessibility for students and their families for a safer route to
school (pedestrians as well as cyclists).
b. Participate in the community and stakeholder engagements/workshops to
solicit both general comments and site-specific input related to the needs
and concerns for each of the neighborhood/school area.
c. Assist with the development of a Peninsula-Wide priority project list for
each school.
2. Review and assess any item requested by the residents, members of the City
Council, Traffic Safety Committee, and City Manager’s Office.
3. Explore possible means, options, and opportunities to control or reduce ve hicular
traffic speeds throughout Rancho Palos Verdes.
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Page 2 of 2
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the TSC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
B5-2