CC SR 20210202 02 - Advisory Board Accomplishments and Workplans
CITY COUNCIL MEETING DATE: 02/02/2021
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 and work plans 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 current Fiscal Year 2020-21 (Attachment B1). Additionally, the
CCAC seeks the City Council’s direction on the following:
1) Request direction and approval from the City Council regarding initiating a
request for proposal (RFP) for a project management consulting firm to assist the
City with the Civic Center project. Due to the complexity of the project and its
community importance, the services of a project management consultant are
needed to assist with a wide range of expert services including, but not limited to,
the following scope:
• Development of detailed project schedule
• Analysis, assessment, and advice on potential development models
including Public-Private Partnerships (P3), traditional, and Design-build.
• Coordination of public outreach efforts
• Contract development
• City Council/Planning Commission presentations
• Project budgeting
• Negotiations with potential partners
2
• Assessment of revenue possibilities
• Legal analysis
• Construction management
With Council’s direction, Staff would prepare a draft RFP for the Committee’s
review. Following CCAC approval, the RFP would require review and approval
by the City Attorney and the City Council RFP Subcommittee. Once a project
management consulting firm is identified, a professional services agreement will
be presented to the City Council for consideration prior to commencing any
services.
2) Request direction and approval from the City Council to direct Staff to arrange for
a facilitated public workshop addressing municipal financing of capital projects.
Such a workshop could prove beneficial to not only the CCAC, but City Staff,
other City Committees and Commissions, the City Council, and the public. A
consultant would be hired to facilitate this educational workshop that would
explain the nuts and bolts behind potential financing models for capital projects.
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 f or current Fiscal
Year 2020-21, such as drafting a letter to residents on reducing fire risk, outreach to
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 (Attachment B2).
Finance Advisory Committee (FAC):
The FAC provides citizen input to the City Council and Staff regarding the City’s
financial matters. The FAC reviews short- and long-term financial information and other
financial issues as assigned by the City Council. The FAC 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 (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
3
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,
developing priorities for undergrounding, and reporting on the land flow among other
things (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 TSC
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 (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 committees.
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
Page 1 of 5
CIVIC CENTER ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
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. 2017-35)
Below is the CCAC Biannual update listing CCAC’s accomplishments from July to
December 2020, anticipated achievements for the last six months of Fiscal Year 2020 -
21, and a FY 20-21 Work Plan. The update also includes requests that the CCAC be
directed to work with Staff to a) put out a Request for Proposals (RFP) for a Project
Management Consultant; and b) work with Staff to arrange for a facilitated public
workshop focusing on the municipal financing of capital projects within the next six
months.
SPECIFIC 2020-2021 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.
B1-1
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
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.
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
PAST SIX MONTHS ACCOMPLISHMENTS
Below is a list of CCAC’s accomplishments in Q1 and Q2 of FY20-21:
July 2020
• Reviewed and provided direction on the revised Civic Center project schedule.
• Presented biannual report to City Council.
• CCAC FY 20-21 Work Plan presented to and approved by City Council.
August 2020
• Received and filed updates on the Request for Proposals (RFP) for Civic Center
master plan architectural and design services, including the distribution,
evaluation, and selection process.
B1-2
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
• Received update on Coast Guard property adjacent to Civic Center property.
• Received update and provided direction on Civic Center project schedule.
• Received an update on outreach to potential public safety partners.
September 2020
• Received an update on Request for Proposals (RFP) for Civic Center master plan
architectural and design service process.
• Received update on the development of draft project budget range.
• Discussed and provided direction on the development of the proposed Civic Center
Master Plan survey questions.
• Received report on revised Civic Center Master Plan project schedule.
October 2020
• Received an update on the development of the draft project budget range.
• Discussed alternative financing/development options such as design-build and
private-public partnership (P3) in lieu of the traditional RFP approach.
• Received an update on the project schedule.
• Reviewed and approved the revised Civic Center Master Plan survey.
November 2020
• No meeting.
December 2020
• Reviewed and provided direction on the biannual report to City Council.
• Received and discussed analysis and summary of research on alternative
financing/development methods.
• Received and discussed an update on the draft project budget range.
NEXT SIX-MONTH REPORTING PERIOD
In the next 6-month reporting period, the Committee expects to work on the following
tasks that are aligned with the current CCAC FY 2020-21 Work Plan (Attachment A).
Budget/Project Development
1. Work with staff to research and advise on development alternatives to make
progress towards a master plan design.
2. Coordinate with Staff and FAC on financing alternatives (timeline to be discussed
and coordinated with FAC).
3. With Council approval review and approve a Request f or Proposal (RFP) for a
Project Management consultant to provide direction and guidance on the Civic
Center project.
4. Review project budget range in conjunction with staff and City financial advisors.
5. With City Council approval, work with Staff to arrange for a facilitated public
B1-3
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
workshop focusing on the municipal financing of capital projects.
Partnership Outreach
6. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and non -profit
organizations.
7. Continue outreach with public safety agencies in conjunction with staff to develop
and determine the level of interest and commitment to participate in the project.
8. Work with staff to pursue the possibility of “land swapping” through FEMA and DOJ
to maximize development flexibility on the site.
9. Work with Staff to pursue the acquisition of the Coast Guard property on the
western end of the property for inclusion in the Master Plan.
Public Outreach
10. Develop and participate in a robust and comprehensive public outreach process in
conjunction with staff.
Ongoing Assignments
11. Produce bi-annual reports to the City Council on CCAC progress.
12. Work with staff to refine the project schedule.
Review and finalize FY 21-22 work plan for presentation to the City Council.
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.
Requests for Direction from the City Council
At its January 21, 2021 meeting, The CCAC directed Staff to include two requests for
direction from City Council as part of the biannual report.
1) Request direction and approval from the City Council regarding initiating a request
for proposal (RFP) for a project management consultant to assist with the Civic
Center project. Due to the complexity of the project and its community importance,
the services of a project management consultant are needed to assist with a wide
range of expert services including but not limited to the following scope:
B1-4
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
• Development of detailed project schedule
• Analysis, assessment and advice development models including P-3,
traditional, and Design-build.
• Coordination of public outreach efforts
• Contract development
• Council/Planning Commission presentations
• Project budgeting
• Negotiations with potential partners
• Assessment of revenue possibilities
• Legal analysis
With Council’s direction, Staff would prepare a draft RFP for the Committee’s
review. Following CCAC approval, the RFP would require review and approval by
the City Attorney and the Ad Hoc City Council RFP and Contracts Subcommittee.
2) Request direction and approval from the City Council to direct Staff to arrange for
a facilitated public workshop addressing municipal financing of capital projects.
Such a workshop could prove beneficial to not only the CCAC, but City Staff, other
City Committees and Commissions, the City Council, and the general public.
B1-5
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
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 Woolsey 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 PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 2 of 7
9. Revamping of the emergency preparedness website, adding value, and ensuring
ease of access to the website page.
10. Including the local Homeowners 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 PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 3 of 7
# Item / Description
Est.
Hours Est. $$
1
Draft a letter to residents that capture key elements from
the Wildfire Mitigation presentation with specific
recommendations that residents can take to reduce fire
risk.
Staff 10 N/A
2
Incorporate key Lessons Learned from Woosley AAR
regarding Emergency Communications, Emergency
Playbook, Resources, and Drills/Training into all four
surrounding Peninsula Cities emergency planning.
As
Needed TBD
3
Monitor Implemented recommendations regarding
wildfire mitigation from the presentation to the City
Council.
Staff 10 N/A
4 Develop enhanced public education campaigns taking
into account social distancing restrictions.
Staff 20 N/A Takeaways (similar to WOAD and 4th of July) $500
5
Scheduling specific topic presentations to the EPC
and/or City Council with subject-matter experts from
utilities and cell phone companies.
Staff 20 N/A IT Staff 4 N/A Channel 33 10 $400
6
Outreaching with insurance companies on what can be
done to coordinate a wildfire risk-reduction program to
avoid premium hikes and reduced homeowner insurance
availability in RPV.
Staff 10 N/A
7
Develop plans with CHOA/Neighborhood Watch and
other Organizations to promote neighborhood safety and
emergency preparedness including promoting the
development of a uniformed up to date, easily
maintained list of residents who may need additional
help during an emergency.
20 $0
B2-3
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 4 of 7
During the past six (6) months, the Committee has made significant progress in ensuring
the City’s ability to mitigate, prepare, respond and recover to a wide variety of
emergencies and disasters. The Committee can point to the following update
summarizing the advisory board’s accomplishments for the period of July 2020 to
December 2020.
# Item / Description - continued Est.
Hours
Est. $$
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 infrastructure,
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 PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 5 of 7
July 2020
• At its meeting on July 16, 2020, the Committee reviewed and provided detailed
input on the sending of a letter, on behalf of the City Council, to residents
expressing the City’s commitment to risk reduction and measures residents can
take to “harden” their home from a potential wildfire.
• The EPC reviewed a report on City Management input on the Committee’s
Comments on the Woolsey Fire After Action Report and identified actionable items
relevant to emergency response planning in Rancho Palos Verdes at its monthly
meeting.
August 2020
• On August 18, 2020, the City Council authorized sending a letter, on behalf of the
City Council, to residents expressing the City’s commitment to risk reduction, and
measures residents can take to “harden” their home from a potential wildfire, which
was provided by the Emergency Preparedness Committee.
• On August 20, 2020, Emergency Preparedness Committee Members formed
Subcommittees dedicated to accomplishing the Committees FY 2020-21 Work
Plan Goals.
September 2020
• On September 2, 2020, Subcommittee members met and identified short -term,
midterm, and long-term implementation timelines for the EPC’s Work Plan Goal of
incorporating key lessons learned from the Woolsey After Action Review regarding
emergency communications, emergency playbook, resources, and drills/training
into all four surrounding Peninsula cities' emergency planning.
• On September 9, 2020, Subcommittee members met with City staff and
recommended including insurance centered survey questions in the upcoming
Citizen Satisfaction Survey to residents for the EPC’s Work Plan Goal of
outreaching with insurance companies on what can be done to coordinate a
wildfire risk-reduction program.
• On September 10, 2020, Subcommittee members provided City staff with a drafted
list of topics for the EPC’s work plan goal of monthly emailing messaging to
residents with emergency preparedness information and educational material.
• At its monthly meeting, the Emergency Preparedness Committee and City Staff
reviewed and discussed the City of Malibu’s recently conducted Siren Feasibility
Report.
B2-5
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 6 of 7
• On September 28, 2020, the Emergency Preparedness Committee provided a
monthly emailing messaging on wildfire preparedness to residents.
October 2020
• On October 8 and October 12, Committee Members and City staff met with the
City of Malibu and the Topanga Coalition for Emergency Preparedness (T-CEP) in
the sharing of lessons learned in responding to the Woolsey Fire.
• On October 13, Subcommittee members met with City staff to discuss the
revamping of the emergency preparedness website.
• At its meeting on October 15, 2020, the Committee discussed emergency
preparedness and wildfire insurance related questions for the recent ly conducted
Citizen Satisfaction Survey for residents.
• On October 29, 2020, the Emergency Preparedness Committee provided a
monthly emailing messaging on earthquake preparedness to residents.
November 2020
• At its meeting on November 19, 2020, Subcomm ittee members provided the
Committee with an update regarding to creating a dedicated Los Angeles County
Fire Department resource page under the public safety section of the City’s
website for the revamping of the City’s emergency preparedness website.
• The Emergency Preparedness Committee and staff discussed the City of Malibu’s
Review of Woolsey Fire Response by Malibu City Management Report during the
Committee’s meeting on November 19, 2020.
• On November 25, 2020, The Emergency Preparedness Committee provided a
monthly email messaging on food safety to residents.
December 2020
• On December 1, 2020, City staff presented a quarterly status report on the
Emergency Preparedness Committee’s recommended wildfire mitigation action
items the Committee presented to City Council on May 5, 2020.
• On December 15, 2020, the Emergency Preparedness Committee provided a
monthly emailing messaging on Holiday Home Fire Safety to residents.
B2-6
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE –
Advisory Board Accomplishments and Work Plan
Page 7 of 7
In the next 6-month reporting period, the Committee expects to work on the
following tasks:
1. Incorporate key Lessons Learned from Woolsey AAR regarding Emergency
Communications, Emergency Playbook, Resources, and Drills/Training into all
four surrounding Peninsula Cities emergency planning.
2. Monitor Implemented recommendations regarding wildfire mitigation from the
presentation to the City Council.
3. Develop enhanced public education campaigns taking into account social
distancing restrictions.
4. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
5. 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.
6. 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.
7. Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
8. 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.
B2-7
Page 1 of 5
FINANCE ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
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)
SPECIFIC 2020-2021 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 m a 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.
B3-1
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
E) Receive a presentation and make recommendations on the City’s fees
and tax opportunities.
SUMMARY OF STAFF TIME
PAST SIX MONTHS ACCOMPLISHMENTS
The following are the Finance Advisory Committee’s activities and accomplishments
from July 2020 through December 2020:
❖ Received and discussed current Treasury activities and investment report,
which includes the yield on the investment portfolio.
❖ Received and discussed additional information for the cost fee study
report from staff and provided staff with recommendations to bring back to
the City Council for approval.
❖ FAC subcommittee received a presentation from the Recreation and
Parks Department on their programs and fee schedule. The subcommittee
recommended on potential fee increases for Abalone Cove parking lot and
COVID-19 compliance surcharge for City Council’s consideration.
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
Accomplishments and Work Plan
❖ FAC subcommittee received a presentation from the Finance Department
on the Successor Agency’s Recognized Obligation Payment Schedule
(ROPS).
❖ Received a presentation on the CalPERS Actuarial Valuation Report and
began discussions on a financial plan to set aside funds for future pension
costs and liabilities by establishing pension guidelines. The guidelines
include setting aside funds in an Internal Service Fund and Section 115
Trust. Prior to establishing the Section 115 Trust, FAC will receive a
presentation and provide recommendations to the City Council.
❖ Received and discussed the draft Pension Guidelines and provided staff
with recommendations to bring back to the City Council for approval.
❖ Received and discussed the FY 2020-21 First Quarter financials.
❖ Received and discussed the FY 2019-20 Unaudited Actuals.
NEXT 6-MONTH REPORTING PERIOD
❖ Receive a presentation of the FY 2019-20 Comprehensive Annual
Financial Report.
❖ Receive a presentation on the Section 115 Trust and make
recommendations to the City Council.
❖ Receive a presentation of the financing options for Ladera Linda
Community Park and make recommendations to the City Council.
❖ Receive a presentation of the City Council’s Reserve Policies and make
recommendations to the City Council.
❖ Review the City’s Investment Policy and make recommendations to the
City Council.
❖ Receive a presentation of the FY 2020-21 mid-year report, the FY 2021-
22 budget assumptions, and the preliminary 5-year model.
❖ Reassess the TOT rate and opportunity and make recommendations to
the City Council.
❖ Receive updates on the City’s investment portfolio.
B3-3
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
❖ Prepare the FY 2021-22 Work Plan.
RECOMMENDATIONS TO THE CITY COUNCIL
AREAS OF FOCUS:
Opportunities
• More robust resident commitment and engagement on the big capital
projects such as Civic Center, Ladera Linda Community Center and Park,
and Portuguese Bend Landslide mitigation
• Early and on-going collaboration with IMAC on the big capital projects such
as Civic Center, Ladera Linda Community Center and Park, and
Portuguese Bend Landslide mitigation
• Earlier and increased clarity of scope and budget for proposed Civic
Center
• Earlier and increased clarity of scope and budget for proposed Ladera
Linda Community Center
• Continue to explore funding mechanisms for the City’s pension costs and
liabilities
• Covid-19 CIP discounts
Challenges
▪ COVID-19 budget implications - TOT, sales & property taxes, emergency
operation center
▪ Vulnerability of CIP given TOT is the primary single funding source
▪ Minimal resident engagement and mandate for the big capital projects such
as Civic Center, Ladera Linda Community Center & Park, and Portuguese
Bend Landslide mitigation
▪ CalPERS investment results and impact on the City’s UAL
Observations
▪ Budget balance risks: reliance on deferral of infrastructure/CIP, personnel
/contracts, repairs/maintenance
▪ Public safety annual increase continued funding by TOT
▪ Uncertainty of trail indirect expenses associated with increased non-resident
public use and city accommodation plans
Open Items
▪ Explore new revenue sources to cover exponentially rising expense curve
B3-4
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
▪ Explore options to reduce/eliminate General Fund subsidies of special
interest sub-divisions/agencies
▪ Operating expense leverage options through collaboration/shared services
with PVP cities (e.g., Public Works, Community Development, Recreation and
Parks, etc.)
B3-5
Page 1 of 2
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Infrastructure Management Advisory Committee 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 stormwater 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 2020-2021 ASSIGNMENTS
IMAC’s primary emphasis going into 2021 will be the annual review of new projects
proposed for RPV’s upcoming capital budget. With Public Works staff, IMAC continues to
refine and update a capital project matrix of proposed and ongoing projects. IMAC
monitors progress, considers risks and rewards, and examines financial and operational
feasibility. IMAC hears directly from Public Works leadership about the status of
Infrastructure projects.
July 2020
The PVDS Landslide Subcommittee prepared a 26 -page Landflow Report with 13,000+
words and numerous slides, charts, tables, and photos. In September 2020, the report
was adopted as committee work product and became IMAC’s first major CIP project
review.
September 2020
The Trails Subcommittee reported to the IMAC on the status of a unified Trail Network
Plan and IMAC’s role in review, public input, and public education.
November 2020
The Parks Subcommittee prepared and presented a report for IMAC.
November 2020
1. An Undergrounding Report that proposed a utility undergrounding scoring criterion
and segment-based grouping was presented for IMAC review and comments.
B4-1
INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
Accomplishments and Work Plan
2. The Storm Water System Subcommittee reported findings and observations to
IMAC from three (3) site visits to CIP storm water system project loca tions.
December 2020
1. IMAC delivered comments during the EIR public comment period and public
hearing pertaining to the Portuguese Bend Landslide.
2. IMAC recognized Jon Spain for his exemplary service to the committee, an original
committee member and the second-ever Chair, Jon served IMAC and RPV for 6+
years.
3. IMAC operated safely and remotely during the COVID -19 pandemic, and with
staff’s capable assistance, was able to facilitate public participation at IMAC
meetings.
4. IMAC’s Chair and members participated in various city meetings and events,
including City Council meetings and monthly Mayor’s Breakfasts.
B4-2
Page 1 of 3
TRAFFIC SAFETY ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND 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 2020-2021 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 vehicular
traffic speeds throughout Rancho Palos Verdes.
B5-1
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
Activities and accomplishments in Q1 and Q2 of FY20 -21:
July 2020
• Deferred the Hawthorne Blvd and Via Rivera vehicle gap to the next meeting.
• Deferred the ingress/egress and sight distance at 28160 PVDE to allow staff and
applicant work out a proposal involving another sight visibility analysis for both
driveways and report back to TSC.
• Discussed and provided direction on the power point presentation to the City
Council on July 7, 2020, regarding TSC accomplishments since February 2020.
August 2020
• Approved the interim measure of the installation of a “No Right Turn on Red” sign
at the intersection of Hawthorne Blvd. and PVDW for the northbound right turns
along Hawthorne Blvd. during peak hours, and modifying the timing chart at the
intersection of Hawthorne Blvd and Vallon Drive to create gaps in the flow of the
traffic.
• Deferred the ingress/egress and sight distance at 28160 PVDE to the next
meeting.
• Received public comments and presentation by the applicant consultant
regarding Raising Cane’s Drive-Thru Restaurant at Trudie Drive and Western
Avenue. Discussed and provided direction to staff to work with the applicant with
the general rules or ideas set forth by TSC and report back to the committee.
• Received Director Sassoon’s information on miscellaneous items.
September 2020
• Received public comments on speeding along Locklenna Lane and Verde Ridge
Road and southbound Hawthorne Blvd. at Vallon Drive.
• New Deputy Director of Public Works, Mr. Ramzi Awwad, was introduced to the
TSC.
• Discussed and provided comments on the update of the PVDE roadway
widening from Bronco Drive to Upper Headland Drive and decomposed granite
(DG) pedestrian/equestrian path from Bronco Drive to Sunnyside Ridge Road.
• Deferred Raising Cane’s Drive-Thru Restaurant at Trudie Drive and Western
Avenue until October 26, 2020, special meeting.
• Discussed and provided comments for ingress/egress and sight distance at
28160 PVDE. TSC approved the proposal providing all three conditions that were
discussed at the meeting were met.
• Discussed parking along Crenshaw Blvd. and Crest Road.
B5-2
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
October 2020
• Meeting was cancelled due to the request made by Raising Cane’s Drive-Thru
Restaurant.
November 2020
• Meeting was cancelled due to City conflict.
December 2020
• No meeting.
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.
B5-3