20210222 - 2021 SRCC Goals
CITY COUNCIL MEETING DATE: 02/22/2021
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive a quarterly status report on Fiscal Year
2020-21 City Council goals and to set goals for Fiscal Year 2021/22
RECOMMENDED COUNCIL ACTION:
(1) Receive and file a quarterly status report on the FY 2020/21 City Council Goals;
(2) Discuss and provide direction to Staff to formulate a list of City Council goals for
FY 2021/22 inclusive of Staff, Planning Commission and Advisory Board
recommendations; and,
(3) Continue this matter to the regular City Council meeting of March 16, 2021, for
approval of the final list of City Council goals for FY 2021/22.
FISCAL IMPACT: There is no direct fiscal impact associated with conducting this
goal-setting workshop. However, the final list of 2021City Council goals may include
items that will require future allocations in the FY2021/22 budget and beyond.
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. Updated FY 20-21 City Council Goals Worksheet (page A-1)
B. Draft of FY21/22 City Council Goals Worksheet (page B-1)
BACKGROUND:
On March 17, 2020, the City Council agreed to change the annual goal-setting process
from a calendar year basis (January 1 to December 31) to a fiscal year basis (July 1 to
June 30). This aligned the goal-setting process with the City’s annual budget process
and is part of this year’s budget calendar. The City Council also agreed to receive
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quarterly updates rather than monthly as a “receive and file” item on the Regular
Business portion of the City Council agenda (rather than the Study Session)
The FY20/21City Council goals (Attachment A) include eighty-seven-line items grouped
under the following 6 general goal categories:
• Public Safety: Maintain a high level of public safety with public engagement.
• Infrastructure: Maintain and improve all public infrastructure (including
transportation systems, parking, utilities, storm drains, and sewers).
• City Land and Facilities: Maintain and improve all City-owned properties.
• Quality of Life: Maintain and improve the quality of life for RPV residents.
• Citizen Involvement and Public Outreach: Engage residents and community
partners in assisting the City Council, City Committees/Commissions and City Staff
facilitate the decision-making process.
• Government Efficiency and Transparency: Maximize the use of each tax dollar
and optimize services delivered to RPV residents.
DISCUSSION:
Council Goal Color Spectrum, Description, and Count
Each of the City Council goals provides a color spectrum and description that identifies
each goal's status. Also, the color spectrum breaks down the total of goals that fall
within the five colors. The five colors identify if the goal is at risk of falling behind the
target date, on schedule to meet the target date, near completion, completed, and not
recommended at this time or no longer necessary.
COLOR DESCRIPTION AND COUNTS
13 100% - completed
15 56% - 99% - accelerated/near completion
16 26% - 55% - on target/on schedule
35 0% - 25% - behind schedule/at risk
8 N/A - not recommended/not necessary
Quarterly Status Report on FY 2020/21 Goals
Attached is the list of goals updated since the last quarterly report on November 17,
2020 (Attachment A). The goal line items having the highest priority are highlighted in
yellow, with the understanding that the remaining items would be listed and considered
at a later time, including during budget workshops. Goals highlighted in yellow exceed
the threshold bar and are considered equal in terms of priority based on public benefit,
available resources, including staff time and funds, and being realistic and achievable.
Additionally, goals in red font indicate a status update.
Currently, the following thirteen items have been completed (dark green):
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Item 1.2: Implement remaining elements of the revised Public Safety Strategic Plan
including and Installing the Western Avenue ALPR cameras (Phases I and II);
Predictive policing software.
Item 1.5: Implement remaining elements of the revised Public Safety Strategic Plan
including: Final round of Ring incentive program.
Item 1.6: Implement remaining elements of the revised Public Safety Strategic Plan
including: Reintroducing the Student and the Law Program in Peninsula High
Schools.
Item 2: Reduce residential burglaries from 2019 levels (i.e., fewer than 67).
Item 23: Award the construction contract to remove the existing green asphalt and
install landscaping along Hawthorne Blvd. between Crest Road and the Civic
Center driveway.
Item 50: Prepare appropriate code amendments for Accessory Dwelling Units for the
Planning Commission's review and the City Council's for consideration
Item 63: Form a "Sister City" partnership with Sakura City, Japan.
Item 64: Provide and encourage e-filing of planning applications.
Item 66: Conduct a Citizen Satisfaction survey.
Item 71: Prepare a Pension Policy that provides a financial plan to address the City's
outstanding Pension Liability and CalPERS' continuous change in valuation
methodology.
Item 76: Implement new Internet or app-based application to enable residents to reach
city services more quickly.
Item 80: Require a project sign be installed for all City construction project describing,
among other things, the project and citing contact information.
Item 82: Pursue annexation of the Eastview area into PVPUSD for voting .
FY 2021/22 City Council Goals
Staff recommends using the goals from FY 2020/21 as the framework for setting the
goals for FY 2021/22 (Attachment B). As a starting point, however, the City Council may
wish to retain or augment (adding, deleting, or amending) the following six (6) general
goal categories:
• Public Safety
• Infrastructure
• City Land and Facilities
• Quality of Life
• Citizen Involvement and Public Outreach
• Government Efficiency and Transparency
The City Council may then consider which, if any, goals to carry over into FY2021/22.
The goals that have been completed in FY2020/21 have been removed from the draft
worksheet, and the goals that are not recommended to carry over are being shown in
strike-through text along with an explanation for the City Council’s consideration. Lastly,
Council is being asked to identify which goals for FY2021/22 should be considered a
priority.
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Similar to last year, the City’s Planning Commission and Advisory Boards were asked to
review the City Council’s FY2020/21 goals and to provide recommendations for goals to
be continued and/or added in FY2021/22. Their suggestions, as well as Staff-initiated
recommendations are summarized on below for the City Council’s consideration:
Civic Center Advisory Committee
• Initiate discussions with DOJ and FEMA for a land-use swapping agreement as a
part of the Civic Center Master Plan process.
• Civic Center development financing options to the City Council for consideration.
• Present draft Civic Center Master Plan for City Council consideration which will
include a new possible Peninsula-wide EOC
• Explore establishing a partnership, joint use, and/or lease agreement with the
U.S. Coast Guard for the Point Vicente Lighthouse property, buildings, and WW
II Battery Barnes site owned by Coast Guard-facility-commonly referred to as
Coast Guard bunker (located at the Civic Center).
• Explore potential Civic Center partnerships that are compatible with the City
Council approved program document, and coordinate appropriate usage with
civic, business, and non-profit agencies to locate at the civic center.
• Confirm and define the commitment of public safety agencies to the Civic Center
Master Plan including the Los Angeles County Fire Department and the Los
Angeles County Sheriff’s Department.
Emergency Preparedness Committee
• Develop and implement an Emergency Status Website page that residents can
readily access prior to/during and immediately after an emergency situation that
provides the most current, reliable emergency status information, and is available
in multiple languages.
• Establish, implement and clarify the City's leadership role responsible for pre-
planning the integration and coordination of the multiple Agencies involved in an
Emergency response including, at a minimum, pre-planning for multi-mode
emergency communication, emergency evacuation, safe refuge locations,
multiagency traffic control, and role as key communicator with residents during
an emergency.
• Identify State grants, tax incentives, and insurance company
grants/rebates/discounts for wildfire risk reduction including fire hardening
homes, fire smart landscaping, residential power back-up, and upgrading cell
towers to operate for a minimum of 8 hours without power.
• Continue working with the Peninsula cities and agency partners, to establish
written Peninsula wide evacuation and communication plans to ensure resident
safety in a large-scale emergency.
• Continue revamping the emergency preparedness website, adding value, and
ensuring ease of access to the website page.
• Establish the following wildfire mitigation initiatives:
o Increase City right-of-way brush clearance awareness via goats and other
efforts.
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o Promote resident brush clearance, fuel reduction and home hardening
efforts.
• Increase electric system reliability and safety in the City in the following ways:
o Investigate funding to underground at least three m iles of major right-of-
ways on a biannual basis.
o Encourage HOAs with overhead utility lines in view corridors to consider
Underground Utility Districts.
• Develop alternate Emergency Operations Center sites to ensure continuity of
Government.
• Ensure multiple disaster communication methods between City and Residents.
• Ensure increased internet capacity in the following ways:
o Extending Regional Fiber network to non-city subscribers.
o Incentivize Cox and Frontier to enhance networks
• Reduce cost and effort in view restoration applications by expanding current
wildfire mitigation programs to include tree height and spread for City and private
property trees.
• Establish incentives for residents to upgrade/fire-hardening homes by
discounting or waiving certain permit fees.
Finance Advisory Committee:
• Continue Goal No. 10 - Prepare funding opportunities for Phases 1 & 2 of the
Portuguese Bend Landslide Feasibility Plan for City Council consideration.
• Continue Goal No. 12 - Prepare a new financial plan for the Abalone Cove
annual sewer rates that reduces City maintenance subsidy by at least 50% for
City Council consideration.
• Continue Goal No. 33 - Present Civic Center development financing options to
the City Council for consideration.
• Continue Goal No.73 - Present Transient Occupancy Tax (TOT) rate options to
FAC and City Council
• Explore opportunities to reduce the General Fund subsidies to special interest
sub-divisions/agencies.
• Explore collaboration/shared services with other Peninsu la Cities.
Planning Commission:
• Develop an ADU homepage on the City’s website for the most up -to-date news
on ADU requirements, resources, and informational handouts
• Continue working with the Planning Commission Zoning Code Update
Subcommittee on targeted code amendments to the Zoning Code
• Develop fully automated application processing utilizing the City’s online project
tracking system
• Update Planning Commission staff report format
Infrastructure Management Advisory Committee:
• Prioritize Goal No. 4 - Prepare a Landslide Emergency Sanitation Plan in
coordination with LA County Sanitation District on how to respond to an
5
emergency break in the above-ground sanitation line located on Palos Verdes
Drive South within the Landslide Area.
• Prioritize Goal No. 14 - Create a detailed inventory and maintenance schedule of
the City's public infrastructure and assets.
• Continuity in the department so that things are not forgotten as staff turnover
occurs, particularly at the Director level.
• Better understanding of regulatory obligations for water quality.
Traffic Safety Committee:
• Redefine City Council Goal No. 20 so that the scope of this goal is to develop a
masterplan that identifies speeding concerns on arterials at specific locations
throughout the City and develops specific mitigation measures to address those
concerns; along with an emphasis on a robust public education and outreach
component.
• Expand City Council Goal No. 21 so that residents on Western Avenue are given
proper notification of upcoming construction projects on Western Avenue.
City Staff:
• Develop and implement a social media policy.
• Introduce a public safety reimbursement program to help neighborhoods acquire
safety-enhancing tools and technologies.
• Develop a Council approved program to serve and provide resources for aging
and disabled members of the community. The Aging and Disability Resource
Connection (ADRC).
o Create a Special Needs Registry to collect information for aging and
disabled community members in the event of an emergency.
o Reinstate the Handyman Program
• Reinstate the Neighborhood Beautification Program.
• Host townhall meetings on how to form undergrounding districts
• Launch a “Keep RPV Clean” campaign throughout the City’s open space areas.
• Remove the green asphalt in the median between Crest Road and Locklenna
Lane
• Develop an adopt-a-tree program to plant and maintain City trees
ADDITIONAL INFORMATION:
Staff recommends accepting public comments from workshop attendees regarding both
the FY2020/21 and FY2021/22 goals. This may include comments from individual
members of the City’s Planning Commission, Advisory Boards and other interested
parties.
The goal-setting workshop will be held virtually through the Zoom meeting platform. A
public announcement of the workshop was issued to “Breaking News” listserv
subscribers, posted on the City’s social media platforms, and featured on the City’s
website.
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CONCLUSION:
Staff seeks direction from the City Council to develop a final list of FY2021/22 goals.
Staff intends to compile and present this final list to the City Council for its approval at
the regular meeting of March 16, 2021.
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2020 Goals and Action Plan
13 100% - completed
15 56% - 99% - accelerated/near completion
16 26% - 55% - on target/on schedule
35 0% - 25% - behind schedule/at risk
8 N/A - not recommended/not necessary
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
Law Enforcement
1.1
Implement remaining elements of the revised Public Safety Strategic Plan
including: Expanding the implementation of the flock camera program to area
HOAs;
Admin Yes 12/31/2020 06/30/2021 95%
Flock Safety Camera pilot program at the Oceanfront Estates
HOA was installed and operational in July as part of the pilot
program. The City has expanded its HOA Security Camera
Grant Program to include Flock Safety as a vendor. As of this
staff report, The City's initially allocated budget of $10,000
for the grant program was near exhausted with 10 cameras
for 6 HOAs, expected to be installed and operational by mid-
March 2021. The City extended the program in January 2021
with an additional $10,000 budget and is currently accepting
additional applications thereby extending the program to
the end of the fiscal year.
1.2
Implement remaining elements of the revised Public Safety Strategic Plan
including: Installing the Western Avenue ALPR cameras (Phases I and II);
Predictive policing software
Admin Yes 12/31/2020 8/13/2020 100%
Western Avenue ALPR installation completed and
operational (both phase I & II);Predictive policing software:
ALPR cameras have all been installed and established,
directly contributing to investigations and arrests
1.3
Implement remaining elements of the revised Public Safety Strategic Plan
including: Obtaining a written commitments from the Sheriff for a substation at
the Civic Center;
Admin No 12/31/2020 12/31/2021 50%
Staff has begun discussions with Captain Powers to obtain a
written commitment that the LASD is interested in a
substation at the Civic Center site. In 2018, L.A. County
Sheriff Jim McDonnell sent letters indicating his support to
place a facility at the Civic Center site. On December 9,
2020, Captain James Powers of the Lomita Sheriff Station
provided verbal support of the project but cautioned that
staff must receive support from Sheriff Villanueva before
proceeding. A site tour was scheduled for January 2021 but
was postponed for Spring 2021 due to current health orders.
COLOR DESCRIPTION AND COUNTS
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Last updated: 11/18/2020
1A-1
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
1.4
Implement remaining elements of the revised Public Safety Strategic Plan
including: Creating a multi-family housing Neighborhood Watch program; Admin No 12/31/2020 06/30/3021 30%
Staff has begun discussions with the City's Neighborhood
Watch Coordinator to explore expanding the program to
include multi-family.
1.5
Implement remaining elements of the revised Public Safety Strategic Plan
including: Final round of Ring incentive program; Admin No 12/31/2020 4/30/2020 100%
Final Subsidy Match Program for Ring Security Devices was
completed in April 2020 with the issuance of 118 rebates
1.6 Implement remaining elements of the revised Public Safety Strategic Plan
including: Reintroducing the Student and the Law Program in Peninsula High
Schools
Admin No 12/31/2020 01/01/2021 1/1/2021 100%
LASD provides this service. The Student and the Law course
was paused due to COVID-19, but resumed in a virtual
setting in January 2021.
2 Reduce residential burglaries from 2019 levels (i.e., fewer than 67).Admin N/A 12/31/2020 12/31/2020 100%
There were approximately 54 residential burglaries reported
by the Lomita Sheriff’s Station in 2020, which is 13 fewer
than 2019 levels.
3 Establish a new Public Safety Committee/Commission related to Fire and Police
services Admin N/A
Not recommended or necessary; the Regional Law
Enforcement Committee already provides this function.
Emergency Preparedness
4
Prepare a Landslide Emergency Sanitation Plan in coordination with LA County
Sanitation District on how to respond to an emergency break in the above-
ground sanitation line located on Palos Verdes Drive South within the Landslide
Area.
PW Yes 6/30/2021 20%
The Sanitation District is working with a consultant to
prepare an Emergency Sanitation Plan. City Staff has had
preliminary discussions with the Sanitation District on
elements to be included in the plan. This goal may be
addressed with the completion of the utility white paper
being prepared for the Peninsula Public Safety Committee.
5 Engage in a regional emergency preparedness plan and conduct an exercise with
all four Peninsula cities. Admin Yes 12/31/2020 06/30/2021 60%
This goal requires public participation and due to COVID-19
physical distancing restrictions, the EPC and Staff
recommend deferring the in-person exercise until 2021.
However, Staff is developing a regional exercise or table-top
exercises that can be conducted virtually. City staff is
currently in coordination with the Cities of Palos Verdes
Estates, Rolling Hills, and Rolling Hills Estates in the
development of a Peninsula wide emergency preparedness
exercise which is currently scheduled to take place on
February 25, 2021 and will serve as a starting point in
coordinating Peninsula wide evacuation plans and routes.
The Peninsula Public Safety Committee (formerly called the
Peninsula Emergency Preparedness Committee) received a
status report on the exercise during the February 11
quarterly Committee meeting.
Last updated: 11/18/2020
2A-2
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
6
Implement at least two of the EPC-recommended action items to mitigate
wildfire risk in RPV, including: Enhanced Emergency Communication; Emergency
Evacuation Plan/Peninsula-wide and school district emergency preparedness
plan; Wildfire Hardening; Public Safety Power Shutoff response; and Cal Fire Risk
Assessment and Insurance Rates
Admin 6/30/2021 60%
The Emergency Preparedness Committee has identified 21
actionable recommendations relevant to emergency
response planning in Rancho Palos Verdes. On August 18,
2020, the City Council authorized sending a letter to
residents expressing the City’s commitment to risk
reduction, and measures residents can take to “harden”
their home from a potential wildfire. On October 8 and
October 12, the Emergency Services Coordinator and
Committee Members met with the City of Malibu and the
Topanga Coalition for Emergency Preparedness (T-CEP) for
guidance on communication systems best practices and
lessons learned. On
November 18, 2020 the Emergency Services Coordinator
presented Peninsula-wide wildfire mitigation preparedness
efforts on behalf of the Peninsula Cities during a virtual
Wildfire preparedness Townhall meeting hosted by Asm. Al
Muratsuchi.
On November 11, the Emergency Services Coordinator
conducted a hybrid EOC Surprise Exercise for City staff. This
exercise was conducted with no advanced notice to City Staff
to assess our readiness in the event of a real emergency. City
staff has drafted an After-Action Review report identifying
lessons learned from this exercise.
7
Establish a pilot neighborhood emergency preparedness "block captain"
program to serve as a conduit between the EOC and neighborhood residents
(particularly residents who are most vulnerable during emergencies due to age,
mobility challenges and cognitive limitations).
Admin 12/31/2020 06/30/2021 10%
City Staff is in the early stages of developing a Rancho Palos
Verdes Aging and Persons with Disabilities Program Utilizing
CDBG funds, this program could provide wellness checks,
meal delivery, assistance with flu shots and medical well-
being, and serve as a conduit between the EOC and residents
who are most vulnerable during emergencies. Additionally,
on August 20, Emergency Preparedness Committee
members formed a Subcommittee dedicated to
accomplishing the EPC FY 2020-21 Work Plan Goal of
developing plans with CHOA/Neighborhood Watch and
other organizations to promote neighborhood safety and
emergency preparedness, including promoting the
development of a uniform, up-to-date, easily maintained list
of residents who may need additional help during an
emergency.
Portuguese Bend Landslide
INFRASTRUCTURE
Goal: Maintain and improve all public infrastructure (including transportation systems, parking, utilities, storm drains, and sewers).
Last updated: 11/18/2020
3A-3
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
8
Complete the EIR for the Portuguese Bend Landslide Remediation Project for
certification by the City Council PW Yes 12/31/2020 12/31/2021 25%
On May 19, 2020, the City Council approved a professional
services agreement for a consultant with the Chambers
Group to prepare the environmental document. A kickoff
meeting occurred shortly afterward. The Draft Initial Study
has been was published for public review from on November
12, 2020 through January 15, 2021. A public scoping
meeting will be was held on December 19, 2020. The City's
consultant has started work will begin working on the draft
EIR soon after the comment period on the Initial Study
concludes. This goal should carryover to FY2021/22.
9
Develop a feasibility analysis with Rolling Hills for installation of an underground
sanitary sewer system to replace the existing septic tanks to reduce ground
water seepage within Portuguese Bend landslide.
PW Yes 7/1/2020 12/31/2021 50%
Referred to Goal #9 in 2019. Comments from Rolling Hills on
the draft feasibility study were received on June 18 and
provided to the consultant. The Draft Rolling Hills Sewer
Concept Design (feasibility study) has been received and
preliminary discussions with Rolling Hills are were held being
scheduled. Review of the draft concept design has identified
the need for further analysis of concept viability. This goal
should carryover to FY2021/22.
10 Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend Landslide
Feasibility Plan for City Council consideration. FIN No 12/31/2020 6/30/2022 50%
Referred to Goal #39 in 2019. Staff is pursuing various
potential funding opportunities for this project. The South
Santa Monica Bay (SSMB) Watershed Area Steering
Committee (WASC) met on May 19, 2020. WASC reviews all
projects for Measure W funding. A Measure W application
was submitted to the County for the Portuguese Bend
Landslide Remediation Project in October 2020. Staff is also
working with Blais and Associates to identify potential grants
for this project, and City Staff is discussing potential funding
opportunities with state and federal legislators. Staff
anticipates to have some funding options for the City
Council's consideration in spring 2021. Staff met with the
FAC on Feb. 11 to propose continuing this goal to FY 2021-22
and the FAC supported staff recommendation.
11
Develop a mitigation plan to address land movement at Altamira Canyon based
on the following phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and its
tributaries and establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and
making sure there is positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
PW Yes
12/31/2020
(Phase One)
6/30/2021
(Phase 2)
Phase One:
12/31/2021
Phase Two:
TBD depending
on findings of
Phase One
5%
On November 4, 2020, the City Council approved a
professional services agreement for a consultant to perform
the Phase One work. A staff report to award a professional
services agreement with a consultant Harris and Associates
to perform Phase One drainage/erosion analysis for the
entire canyon was approved at the November 4 City Council
meeting. The procurement process is being completed and
Notice to Proceed is expected to be issued in March 2021.
Work on the analysis is set to begin. This goal should
carryover to FY2021/22.
Last updated: 11/18/2020
4A-4
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Utilities
12 Prepare a new financial plan for the Abalone Cove annual sewer rates that
reduces City maintenance subsidy by at least 50% for City Council consideration.FIN No 10/31/2020 6/30/2022 50%
Referred to Goal #8 in 2019.
Staff has estimated long-range costs for maintenance,
operations, and capital costs of the system. The 18-year
historical costs have provided a good baseline for future
costs. Additionally, staff has identified capital improvements
that will likely be needed in the next 5-10 years, due to the
wear and tear on the pipes, grinder pumps, and lift stations.
Staff is working with Abalone Cove residents to address the
future Sewer Rates in order to reduce the City subsidy. On
October 6, the City Council amended the Municipal Code
with the current CPI-U and approved a connection fee. Staff
is working with a consultant to perform an evaluation and
assessment of the sewer system. This will provide staff with
an updated annual maintenance cost estimate to properly
prepare a financial plan. Staff will meet with the Portuguese
Bend Community Association Board and conduct virtual
neighborhood meetings to review the consultant's analysis
before bringing this item to the City Council which Staff
anticipates to have some options for the City Council's
consideration in spring 2021. Staff met with the FAC on Feb.
11 to propose continuing this goal to FY 2021-22 and the FAC
supported staff recommendation. This goal should carryover
to FY2021/22.
13
Design for the replacement and rehabilitation of storm sewer at PVDS at
Peppertree Dr., and Hawthorne Blvd. at Hawkhurst Dr. pursuant to the City's
Storm Drain Deficiency Improvements Program (SDDIP):
PW Yes 9/30/2020 6/30/2021 75%
Referred to Goal #15 in 2019. The design for PVDS at
Peppertree is at 75% plans have been designed and will be
going out to bid in fall. The and the design for Hawthorne
Blvd at Hawkhurst is at 90%. Funding for construction will be
requested through the CIP process. plans are under design
and will be completed by December 2020
14 Create a detailed inventory and maintenance schedule of the City's public
infrastructure and assets.PW Yes 12/31/2020 12/31/2022 25%
Referred to Goal #11 in 2019. An The inventory of assets is
being is being finalized and will be mapped on the City's GIS.
Funding for a condition assessment and development of a
maintenance schedule will be requested through the CIP
process. This goal should carryover to FY2021/22.; a
maintenance schedule is at the early stages of being
developed based on existing contracts with vendors.
15
Establish a Citywide Neighborhood Streetlight Installation Program and/or
ordinance for consideration by the City Council for neighborhoods who wish to
install new street lights.
PW 12/31/2020 12/31/2021 10%
Referred to Goal #19 in 2019. On February 18, 2020, the City
Council directed Staff to proceed with an agreement with
Harris and Associates to develop a citywide street lighting
policy. Staff is preparing a scope of work for a consultant to
develop the process and parameters for a Neighborhood
Streetlight Program
Last updated: 11/18/2020
5A-5
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
16
Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that identifies
the preferred and least intrusive locations to install small wireless facilities
including co-locations.
PW Yes 12/31/2020
(Phase One)12/31/2021 20%
Phase One: hire a consultant and map preferred locations
Staff issued an RFP in June and received two proposals from
“Magellan Advisors” and “CTC Technology & Energy”. These
proposals are being evaluated prior to bringing a
professional services agreement to the City Council for
consideration. Staff also has recently learned that the
primary 5G SWF engineering and construction company on
the Peninsula has developed a map showing preferred
locations from an operability perspective. Staff intends to
review this information and use it as a reference to establish
least intrusive locations that are also sufficiently
operable.This goal should carryover to FY2021/22.
17
In coordination with SCE, develop a Utility Resilient Advancement Master Plan to
harden above-ground utility lines including a tentative timeline to potentially
underground utilities.
PW 12/31/2020
(Phase One)6/30/2022 5%
Public Works is in the process of setting a meeting with SCE
to begin discussions on the Master Plan to safeguard the
system through active maintenance and identifying needed
improvements to the system. Southern California Edison's
representative for this effort has been re-assigned; staff is
working with the new representative to continue this
initiative.
18
Identify alternative energy resources with the capability to store energy or sell it
back to the grid system, which could power the City. The first phase is to identify
potential alternative energy and the cost associated with this plan.
PW 6/30/2021
(Phase One)6/30/2022 5%
At this time, City Staff is exploring how solar energy can be
used to power City facilities and banked as a potential
alternative energy source.
19
Develop a public sewer program to encourage on-site sanitary sewer systems to
connect to the public sanitary sewer system based on the following phases:
Phase 1: Map areas in the City that are served by a sanitary sewer system or on-
site sanitary sewer system.
Phase 2: Feasibility study of the areas which are not currently being served and
prioritize the need for installation of the sewer system and identify costs to
connect to the sewer system.
Phase 3: Design the sewer system.
Phase 4: Installation of the system.
PW Yes 12/31/2020
(Phase One)6/30/2021 80%
Based on information available at City Hall and from LA
County Environmental Health, Staff is working with the City's
GIS Staff to finalize a map showing areas of the City served
by onsite waste water sewer systems (Phase 1).
Roadways
Last updated: 11/18/2020
6A-6
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
20 Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within
City streets (traffic calming)PW Yes 2/28/2021 6/30/2022 10%
The Traffic Safety Committee identified a goal in its FY 2020-
21 Work Plan to explore options and opportunities to reduce
vehicular traffic throughout the City. Staff is working to
bring a consultant on board to modify the existing
Neighborhood Traffic Calming Plan and develop the Citywide
Speed Mitigation Plan. Staff have been working with Traffic
Safety Committee to determine the scope of a Citywide
Speed Mitigation Plan. The scope will be development of a
masterplan that identifies speeding concerns on arterials
throughout the city and develops specific mitigation
measures to address those concerns; along with a robust
public education and outreach component. Funding for
development of the materplan will be requested through the
CIP process. This goal should carryover to FY2021/22.
21
Develop a Construction Coordination Plan working with neighboring Peninsula
cities, as well as Lomita, Los Angeles, and Torrance to identify measures to avoid
concentrating street construction projects in areas that will impact traffic flows.
Present plan to City Council.
PW 6/30/2020 12/31/2021 50%
On July 8, the Public Works Director met with a
representative from Caltrans as part of their newly created
Ambassador program to assist the City in improving
communication on roadway projects. This will frame the Plan
being developed with neighboring cities. On December 16,
2020, staff hosted a Project Coordination Meeting with
representatives of utility companies and other Peninsula
cities; and discussed each agency's upcoming projects as well
as strategies to time projects to avoid concentrating traffic
impacts. Meetings will continue on a regular basis. A
meeting between the CalTrans Ambassador and Peninsula
cities is tentatively being scheduled for March 2021.
22
Develop an Arterial Fences and Walls Master Plan for the City Council's
consideration that retains neighborhood identity and describes the type
(material and height) of fence or wall, if any, to be placed along major arterial
streets in the City.
CDD Yes
09/30/2020
(draft plan)
3/31/2021
(final plan)
10%
Referred to Goal #7 in 2019; At this time, funding for this
goal has been deferred to FY21-22 as part of CIP Plan.
However, Staff will continue to seek a design consultant to
assist with preparing a draft plan.
Carryover to FY 2021-22 if funded in FY 2021-22 budget.
23
Award the construction contract to remove the existing green asphalt and install
landscaping along Hawthorne Blvd. between Crest Road and the Civic Center
driveway.
PW Yes 12/31/2020 12/1/2020 100%
Referred to Goal #16 in 2019. On March 17, 2020, the City
Council awarded a construction contract to Marina
Landscape. Construction commenced on June 22, 2020.
Construction is in the punch-list phase and is expected to be
complete by the end of November 2020. Construction has
reached substantial completion.
Last updated: 11/18/2020
7A-7
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
24
Create a City Entry Master Sign Plan at various points of entry to the City utilizing
the following phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
PW Yes
12/31/2020
(Phase One)
6/30/2021
(Phase Two)
06/3/2021
(Phase One)5%
Staff is continuing to work on issuing an RFP to design firms.
The City's working group is developing parameters for a City
Entry Master Sign Plan. Staff is developing a scope of work
for an RFP for the development of concepts of City Entry
Signs. A draft will be shared with the City Council for input
and then an RFP will be issued for the design. Concepts will
be presented to Council for input. Funding for the design
work will be requested through the CIP process.
Ladera Linda Community Park
25 Complete the CUP/CEQA planning entitlement processes.CDD Yes 8/1/2020 6/15/2021 75%
Staff deemed the application continues to review the initial
project plans and environmental documentation to
determine whether the City's application is complete for
processing. At this time, it has been determined that the
project is may be considered a categorical exempt pursuant
to CEQA. Public hearings on the planning entitlements (CUP,
etc.) began on January 23, 2021 and was continued to
February 23, 2021. A decision may be appealed to the City
Council.
26 Present financing options for the construction and delivery of the Ladera Linda
Community Park. FIN Yes 9/30/2020 6/30/2021 65%
In March, City Staff held meetings with Kosmont Transaction
Services (KTS) and Associates that was temporarily paused
due to changes in the leadership team and to reassess the
financial impacts of the economic downturn. Staff met with
KTS to discuss funding options for the project on October 15.
Staff has requested additional information from KTS and is
working with Blais and Associates on identifying grant
opportunities (i.e. Prop 68 grant funds for outdoor
improvements). Staff received a presentation from Kosmont
on January 29, and the options will be presented to FAC on
February 25. Staff anticipates having funding options for the
City Council's consideration by May 2021.
27 Complete construction-ready documents for City Council consideration.PW Yes 12/15/2020 6/30/2021 60%
Construction drawings have been suspended while the City
processes the CUP/CEQA documents.
28 Complete bid process for construction firm and present contract to the City
Council consideration.PW Yes 2/15/2021 9/30/2021 0%
Work will not commence on the bid process until planning
entitlements are issued and construction plans completed
based on Goal Nos. 25 and 27.
29 Break ground on construction based on Council-approved plans.PW Yes 3/31/2021 12/31/2021
0%Referred to Goal No. 22 in 2019. construction will not
commence until Goal Nos. 25, 26, 27, and 28 have been met.
CITY LAND AND FACILITIES
Goal: Maintain and Improve all City-owned properties.
Last updated: 11/18/2020
8A-8
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Civic Center Master Plan
30 Initiate discussions with DOJ and FEMA for a land-use swapping agreement as a
part of the Civic Center Master Plan process.Admin 12/31/2020 12/31/2021 5%
Communication with respective agencies established.
Additional dialogue to continue in FY 2021-2220-21.
31 Present Civic Center development financing options to the City Council for
consideration.FIN Yes 6/30/2021 6/30/2022 50%
Referred to Goal #20a in 2019. In March, City Staff initiated
discussions with Kosmont Transaction Services (KTS), but
paused further discussions due to changes in the leadership
team and to reassess the financial impacts of the economic
downturn. Staff has developed a preliminary budget for this
project that was confirmed as reasonable estimates by KTS.
On October 15, Staff met with KTS to discuss funding options
for the project. Staff has requested additional information
and is working with Blais and Associates on identifying grant
opportunities. Additionally, since September 2020, Staff has
been meeting with consultants from various aspects of the
development sector including project management
consultants, developers, and other agency representatives to
further understand, among other things, financing and
product delivery options. Staff anticipates having some
options for the City Council's consideration by early
2021.Staff met with the FAC on Feb. 11 to propose
continuing this goal to FY 2021-22 because there are still a
substantial project decisions that still need to be made
before the financial analysis can begin. The FAC supported
staff recommendation.
Last updated: 11/18/2020
9A-9
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
32 Present draft Civic Center Master Plan for City Council consideration which will
include a new possible Peninsula-wide EOC Admin 6/30/2021 12/31/2021 30%
Referred to Goal #20a and #21 in 2019. Requires hiring a
design firm to prepare a master plan and a robust public
engagement process. Earlier this year, the Civic Center
Advisory Committee (CCAC) prepared a draft Design &
Architectural Services RFP. The City Council Subcommittee
also reviewed the RFP. During this process, Staff realized that
issuing an RFP to onboard a design firm, at this time, is
premature until financing options is considered by the City
Council. This is because the financing model the City Council
finds most palatable will determine the development
process including the master planning. Since September
2020, Staff has been meeting with consultants from various
aspects of the development sector including project
management consultants, developers, and other agency
representatives to further understand, among other things,
financing options, before issuing an RFP. At this time, Staff is
considering issuing a Request for Interest (RFI) to glean more
information on the development process for the Civic
Center. City Council approved CCAC requests on Feb. 2 to
proceed with a) an RFP for a project management consultant
firm and b) facilitate a public workshop addressing municipal
financial capital projects. A project manager will determine
when to proceed with developing a master site plan.
Recommendation is to continue this goal to FY2021-22.
Trails Network Plan Update
33
Complete the Consultant's review of the draft update to the Trails Network Plan
that provides user-friendly trail descriptions with graphics and detailed maps
illustrating trail routes and uses in a clear and concise manner based on existing
legal trails, community input, and feasible trails.
R&P Yes 7/31/2020 5/7/2021 50%
Referred to Goal No. 26 in 2019.
Transferred to R&P in May and Staff regrouped with
consultant, Alta Planning and Design, to complete the draft
Trails Network Plan. A status update was provided to the
City Council at its June 16 and September 15 meetings. City
working group and IMAC Trails Subcommittee coordinating
on content of document, and updating process. The
consultant continues to update the administrative document
which is now anticipated to be completed by May 2021
because Staff committments have shifted to Preserve-
related parking strategies.
34 Conduct a public workshop to solicit community feedback on draft plan.R&P 10/1/2020 6/2/2021 10%
Based on City Council direction on June 16, there will be one
additional public outreach meeting led by Staff to solicit
community feedback on draft plan. Over the next several
months, Staff, with the assistance of the Alta Planning and
Design consultant will prepare and disseminate information
to maximize public awareness and involvement. Staff
continues to work with its consultant on the format and
presentations for the upcoming workshops. Due to
anticipated delays in completing Goal No. 33, this goal is
recommended to be continued to FY2021-22.
Last updated: 11/18/2020
10A-10
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
35 Present the draft Trails Network Plan Update to the Planning Commission for its
input and recommendation.R&P 11/15/2020 8/14/2021 0%
Staff and the consultant will update the draft TNP based on
public input, including feedback from the two community
workshops. Dates that the TNP will be presented to Planning
Commission will be finalized, but anticipated to occur in
September and October 2021, and the document will be
released 3 weeks prior to meetings. This goal is
recommended to be continued to FY2021-22.
36 Present draft Trails Network Plan Update to the City Council for approval.R&P 12/31/2020 12/7/2021 0%
Staff and the consultant will update the draft TNP to include
Planning Commission input prior to presenting to City
Council. Dates that the TNP will be presented to City
Council will be finalized, but is anticipated to occur
December 2021, and the document will be released three
weeks prior to meeting. This goal is recommended to be
continued to FY2021-22.
Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
37 Amend the Management Agreement with the PVPLC to reflect the City Council-
adopted NCCP/HCP.R&P 8/31/2020 12/31/2021 5%
Over the next several months, Staff will coordinate with the
City Attorney's Office and the PVPLC to continue identifying
potential amendments for the City Council's consideration in
December 2021. This goal is recommended to be continued
to FY2021-22.
38
Create the NCCP/HCP-required Preserve Access Protocol to establish appropriate
vehicular access to the Preserve including provisions for access during weather
events (red flag days, tidal conditions, rain etc.)
R&P 8/31/2020 8/31/2021 40%
These protocols are required to be completed within a
designated period of time after the City receives the
NCCP/HCP permits from the state and federal wildlife
agencies. The City has received its federal permit, and is
awaiting the state's permit decision. Staff is currently
working with the Wildlife Agencies to proceed with these
documents. Park Rangers are educating authorized agencies
about appropriate vehicular access and installing signage.
This goal is recommended to be continued to FY2021-22.
39 Record the NCCP/HCP-approved conservation easements over all Preserve
properties.R&P 12/31/2020 11/30/2021 30%
Staff has met with a surveyor and is working with the City
Attorney to finalize the contract for City Council approval in
August, 2020. The conservations easements are required to
be recorded within a designated period of time after the City
receives the NCCP/HCP permits from the state and federal
wildlife agencies. The City has received its federal permit,
and is awaiting the state's permit decision. Approval of
contact with surveyor expected by December 2020.
Completion date is April 30, 2021. The City Council approved
a contract with McGee Consulting on January 19, 2021 to
create the required property descriptions to place
conservation easements over Preserve properties. Working
meetings and site visits are taking place. This goal is
recommended to be continued to FY2021-22.
Last updated: 11/18/2020
11A-11
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 40 Update the Public Use Master Plan for the Palos Verdes Nature Preserve to
reflect the Council-adopted NCCP/HCP.R&P 6/30/2021 12/31/2021 10%
Staff is making advance preparations for updating the Public
Use Master Plan, including referencing appropriate sections
of the NCCP/HCP and updating trail maps.
Recommendation: Continue Goal
41
Prepare a Preserve Master Parking Plan identifying parking opportunities to
accommodate visitors to the Preserve that minimizes impacts on neighborhoods
and resources.
R&P 11/15/2020 12/31/2021 70%
On March 17, 2020, the City Council received a report on
parking improvements at Del Cerro trailhead. Staff continues
to research options and explore alternatives to minimize
impacts on neighborhood parking and residents' quality of
life both short-term and long-term. On August 18, 2020 and
September 1, 2020 meetings the City Council directed Staff
directed to continue social medial campaign to inform and
educate public and direct visitors to alternative locations
including Alta Vicente. SEO contract with Tripepi Smith
approved. Modified a two-month temporary parking
moratorium along Crenshaw south of Crest. Public informed
via listserve, website, and social media. Burma and
Rattlesnake trailhead gate contracts approved. Staff directed
to research alternatives for parking enforcement and pay
system options. Staff directed to look at holistic approach to
Preserve parking. A Preserve public forum was held on
October 13, 2020. A City Council meeting was held on
October 20, 2020. The City Council provided direction on a
number of issues including holistic Preserve parking analysis,
parking enforcement and a parking reservation system, a 60-
day extension of parking moratorium on a section of
Crenshaw, a citation/fee analysis, Preserve capacity study,
and Alta Vicente trailhead beautification. Updates scheduled
for December 15.
COMMENTS CONTINUED ON NEXT PAGE
Last updated: 11/18/2020
12A-12
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
41
Cont.70%
Holistic planning continued at meetings on January 19 and
February 16, 2021. As a result, the following elements of a
holistic approach to Preserve Parking and Access are
underway:
Preserve capacity analysis
• Web and social media campaign
• Traffic and parking analysis
• Parking solutions specific to Crenshaw Boulevard and Park
Place
• Increasing parking enforcement
• Establishing reservation and fee-based parking system
• Increasing parking citation fines
• Installing access gates at Burma Road and Rattlesnake
trailheads
• Dispersing public use to alternative reserve locations
• Beautifying Alta Vicente Reserve/Civic Center
• Establishing a Preserve Pilot Shuttle program
Park Improvements
42 Present to the City Council concepts for the remaining 12 acres of Lower Hesse
Park as the Phase II improvements R&P N/A
Pending inclusion in FY 20-21 CIP
Not included in FY 20-21 CIP. To be deferred to a fiscal year
to be determined. Staff continues to communicate regularly
with Lower Hesse Park residents to discuss their concerns
and to identify ways to enhance maintenance and
aesthetics. Recommendation: Defer goal pending Council
direction and funding in the CIP.
43
Explore establishing a partnership, joint use, and/or lease agreement with the
U.S. Coast Guard for the Point Vicente Lighthouse property, buildings, and WW II
Battery Barnes outpost owned by Coast Guard, Facility-commonly referred to as
Coast Guard bunker (located at the Civic Center).
R&P 12/20/2021 6/30/2021 40%
Staff has reached out to the Coast Guard to initiate dialogue
about the future use of these properties. Staff and several
City Council members took tours of Coast Guard properties
with USCG personnel in October 2020 and held informal
discussions of potential acquisition and partnership. The
USCG expressed a strong interest in developing a partnership
with the City. Additional meetings are being planned to
begin brainstorming partnership arrangements. This goal is
recommended to be continued to FY2021-22.
44 Present to the City Council alternative turf options (approximately 123,000
square feet) for active recreation use at Upper Hesse Park.R&P N/A
Referred to Goal #23 in 2019.
Council direction needed to approve recommended
alternative. Project was originally going to be natural turf
but Staff is currently analyzing the financial, aesthetic and
functional pros and cons of different alternatives for this
site. Originally included in the FY 20-21 CIP, this project was
deferred by the City Council to a fiscal year to be determined
Staff will continue to investigate alternatives for future
consideration. Recommendation: Discontinue goal
pending Council direction.
Last updated: 11/18/2020
13A-13
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 45
ABALONE COVE PARK IMPROVEMENTS PHASE II: Develop and present a design
to Council for improvements to the reminder of Abalone Cove Park, including
additional landscaping, irrigation, park amenities, and trail improvements
R&P N/A
Project was not selected for FY 20-21 CIP. It has been put on
hold and will be re-evaluated next year.
Recommendation: Discontinue goal pending Council
direction.
Western Avenue Redevelopment
46 Identify economic development opportunities to enhance retail establishments. Admin Yes 6/30/2021 10%
The City prepared a potential redevelopment site analysis
and has met with four potential developers to explore mixed
use projects. In May, the City was awarded a $160k from the
SB 2 grant fund to develop a mixed use plan for Western
Avenue. Additionally, the City applied for the Local Early
Action Plannning (LEAP) grant to seek an additional $150k to
support mixed use planning efforts that will enhance
economic development opportunities in the City.
47 Establish a "brand" for the Western Avenue commercial corridor Admin Yes 6/30/2021 5%
City Staff is in the early stages of developing a brand
program for Western Avenue that will bring together the
traffic flow, beautification, and economic redevelopment
projects. Staff is collecting information on potential
marketing consultants.
48
Create a Traffic Flow Improvement Plan in coordination with Lomita, Los
Angeles, and Caltrans to improve traffic flows and provide connectivity between
retail outlets and residents.
PW Yes 12/31/2020
(Phase One)12/31/2022 25%
Referred to Goal #17 in 2019. Funding options including
grants and construction will be considered as different
phases. The City’s traffic engineering consultant, Wildan, is
currently working on a project initiation document for
Caltrans that will identify Traffic Flow improvements that will
lead to a traffic flow improvement plan. This effort is being
coordinated with neighboring cities. Metro Board approved
$1.33 million for Western Avenue Congestion Improvement
Project to be used for a Project Study Report (PSR). Staff is
further refining the scope of work and coordinating with the
California Department of Transportation; who owns Western
Avenue and has approval rights over any work in the
corridor. The timeline of this project is subject to the
CalTrans coordination and review times. review and approval
timelines.
QUALITY OF LIFE
Goal: Maintain and improve the quality of life for RPV residents.
Last updated: 11/18/2020
14A-14
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
49 Develop a streetscape beautification plan to enhance the aesthetic character of
Western Avenue.PW Yes 12/31/2020 12/31/2022 5%
Referred to Goal #33 in 2019. On March 17, 2020, Staff
made a presentation to the City Council regarding the
enhancement of the aesthetics of Western Avenue. The City
Council directed Staff to include this project in the CIP
(FY2020-21) for design purposes. The CIP for FY 2020-21
includes $150,000 for the design of the Western Avenue
Beautification Project. Staff received proposals in response
to an RFP for the design of the beautification of Western Ave
and selected a qualified firm. Fee negotiations are ongoing
and a professional services agreement will be brought to
Council for award when negotiations conclude in the next
month. Funding for final design will be requested through
the CIP process. Negotiations with a firm have started.
Housing
50 Prepare appropriate code amendments for Accessory Dwelling Units for the
Planning Commission's review and the City Council's for consideration CDD 5/31/2020 12/31/2020 1/19/2021 100%
The Planning Commission began reviewing draft language at
its July 14 meeting and forwarded its recommendation to
the City Council. The City Council considered code
amendments recommended by the Planning Commission on
September 1 and 15; and will consider Planning Commission
further recommendations to select code language on
November 17. First reading for Ordinance No. 640 was
introduced on December 15 and the second reading on
January 19, 2021. The ordinance went into effect on
February 18, 2021.
51 Conduct a housing "brainstorming" public workshop to identify creative
solutions.CDD 6/30/2020 03/31/2022 5%
Staff is developing a plan to host a virtual workshop/forum
on housing.
Staff anticipates completing this goal as part of the 2021-
2029 Housing Element Update. Staff issued Housing Element
Update Request for Proposals (RFP) in October 2020 to
procure professional services and a service agreement will
be considered at the March 2, 2021 CIty Council Meeting. At
this meeting, the Council will also consider establising a
support committee.
52
Develop a Council approved program for identifying housing opportunities
pursuant to RHNA, including affordable housing, such as creating a Mixed-Use
Zoning District, accessory dwelling units, school district housing, and senior
housing.
CDD 12/31/2020 03/31/2022 5%
City awarded $160k SB 2 Grant for preparation of mixed-use
housing overlay zone; Staff to prepare RFP for project
consultant selection
City awarded $160k SB 2 Grant for preparation of mixed-use
housing overlay zone. Staff to issue RFP in late February
2021. The City also submitted an additional LEAP grant
application for funding the CEQA process in the amount of
$150k.
53
Create a promotional economic development campaign to improve RPV's
jobs/housing balance by supporting home-based businesses and encouraging
business with high-quality jobs to locate in RPV.
Admin 12/31/2020 5%
City Staff is in the early stages of developing a campaign for
Western Avenue that will coincide with the branding
campaign in Goal No. 47.
Last updated: 11/18/2020
15A-15
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
54
Stay informed on new State Housing Laws, bring new laws and issues to Planning
Commission and City Council's attention and amend codes and ordinances in the
RPV way where appropriate to meet the new laws. File an appeal of the 6th
Regional Housing Needs Assessment (RHNA)
CDD N/A
Not recommended as a goal for 2020 because this is part of
daily operations. On October 26, Staff filed an appeal of the
6th cycle RHNA. Appeal hearing occured on January 13,
2021, and the City's appeal was denied. are set to begin in
January 2021. Staff presented the City Council with housing
legislation in August 2020. The City created a Legislation
Corner homepage on the website to track current legislation.
Additionally, Staff is working with the three other Peninsula
cities to on-board a lobbyist.
Environmental Sustainability
55 Adopt new development standards related to Electronic Vehicle (EV) charging
stations.CDD 9/30/2020 05/31/2021 60%
Referred to Goal #32a in 2019.
Previously this goal included a second goal that was actually
a PW goal, Install charging stations in City-owned lots; Staff
is in the process of preparing new code language to present
to the City's Planning Commission.
Goal to be completed by May 2021.
56 Amend the Municipal Code to develop a robust Green Building Program.CDD 12/31/2020 06/30/2021 90%
Referred to Goal #32b in 2019; Staff continues to assess
existing Green Building Program to determine whether the
Municipal Code needs updating. Staff will be preparing a
memorandum regarding findings.
Goal to be completed by June 2021.
57 Amend the ERAP to include appropriate adaptation strategies and bring to City
Council for consideration CDD 9/30/2020 06/30/2021 70%
Referred to Goal #32 in 2019; Staff analyzed and selected a
list of potential strategies and provided them to the SBCCOG
on July 10.
Goal to be completed by May 2021.
58 Partner with SBCCOG to Host an Energy Efficiency Fair CDD 8/31/2020 06/30/2021 5%
Referred to Goal #32b in 2019; Staff is reviewing options to
host virtual energy efficiency fair.
Do not carry over goal. Similar goal can be included in future
years when SBCCOG resumes in person events.
59
ERAP: Support Energy Generation and Storage in the Community
o Amend the Zoning Code to integrate additional policies supporting
renewable and alternative energy sources in residential, commercial and
institutional zoning districts by utilizing EcoMotion consultant services, made
available by the SolSmart grant application.
CDD 12/31/2020 6/30/2021 40%
Referred to Goal #32c in 2019; Progress is limited based on
limited staffing, but a summer intern is assisting in
identifying potential code amendments.
Do not carry over. Installation of renewable energy system
is covered by the building code and generally do not pose
zoning conflicts. Staff is preparing a memo memorializing
findings.
Municipal Code Amendments
Last updated: 11/18/2020
16A-16
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
60 Update the City's Sign Ordinance (Section 17.76.050)CDD 12/31/2020 09/30/2021 25%
Staff is working with the City Attorney's Office on the
preparation of a draft code amendment for review by the
Planning Commission. Draft regulations in development
stage. Planning Commission likely to consider in January
2021.
Staff is working with the City Attorney's Office on the
preparation of a draft code amendment for review. Planning
Commission to begin consideration of new code standards in
February.
61 Update the Wireless (private property) Facilities Ordinance (Section 17.76.020) CDD 12/31/2020 10/31/2021 10%
Staff will begin updating the wireless facilities section of the
code in early 2021.
Staff is working with the City Attorney’s Office on the
preparation of draft language for review.
The Planning Commission likely to consider before Summer
2021. This goal is recommended to be continued to FY2021-
22.
62
Assess the effectiveness of the County’s amended Barking Noise Program and
bring report City Council with recommendations for consideration to either
continue with the County or develop other alternatives.
CDD N/A
Not recommended for 2020. Referred to Goal #28 in 2019.
63 Form a "Sister City" partnership with Sakura City, Japan Admin 12/31/2020 8/4/2020 100%
August 4th is the signing ceremony memorializing the Sister
City Relationship
64 Provide and encourage e-filing of planning applications CDD 9/30/2020 12/30/2020 12/31/2020 100%
Staff established "virtual counter hours" to assist the public
that is framing the e-filing program.
Complete. Staff established “virtual counter hours” to assist
the public in electronic project submittals. Currently all
applications are being accepted electronically.
65 Update the City’s Public Notice template CDD 6/30/2020 09/30/2021 5%
Staff collected examples of notices from other jurisdictions
66 Conduct a Citizen Satisfaction survey. Admin 12/31/2020 2/16/2021 100%
Referred to Goal #41 in 2019. Staff presented draft survey
questions and a distribution plan to the City Council on
November 4, 2020, which were finalized on November 17,
2020. The survey was distributed online and via mail in
December 2020/January 2021 and results were presented to
the City Council on February 16, 2021.
67 Re-establish the Bi-Annual Leadership Academy for residents.Admin 12/31/2021 06/30/2021 50%
Referred to Goal #35 in 2019.
Staff recommends deferring this until 2021. Staff is finalizing
a new version of the Bi-Annual Leadership Academy.
Applications will open in Spring and will be conducted
virtually.
Citizen Involvement & Public Outreach
Goal: Engage residents and community partners in assisting the City Council, City Committees/Commissions and City Staff facilitate the decision-making process.
Last updated: 11/18/2020
17A-17
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 68 Create a Citizen Environmental Committee.Admin N/A
Not recommended or necessary; Quarterly Public Forums for
the Palos Verdes Nature Preserve already provide this
function
69 Form a joint commission with neighboring cities to address Peninsula-wide issues Admin N/A
Not recommended or necessary; the Regional Law
Enforcement Committee already provides this function
Operations & Customer Service
70
Assess City Fees and Taxes, including the 2019 Cost of Services Study to identify,
among other things, opportunities to lower fees and taxes for consideration by
the FAC and City Council. (Merged with Goal #74)
FIN No 6/30/2021 6/30/2021 75%
Referred to Goal #38 in 2019.
Study was finalized and staff reviewed the results with FAC;
at the 3/12 FAC meeting, staff reviewed in greater detail
selected fees and adjustment recommendations to FAC. FAC
requested additional research at the March 12 meeting.
Another meeting occurred on Sept. 17 to review the Cost
Fee Study with FAC. This item was also by the FAC in October
2020. FAC approved two of the three recommendations
from staff at the September meeting. FAC approved 100%
cost recovery for the Community Development, except for
View Restoration, and Public Works fees. FAC also formed a
subcommittee and met with the Recreation and Parks
Department to further understand the fees of operation of
the department. The subcommittee is to present
options/findings at a future FAC meeting. The 2019 Cost of
Services Study is tenatively schedule for the March 2nd City
Council meeting.
71
Prepare a Pension Policy that provides a financial plan to address the City's
outstanding Pension Liability and CalPERS' continuous change in valuation
methodology.
FIN No 6/30/2020 03/31/2021 2/2/2021 100%
Referred to Goal #40 in 2019. Staff have been doing research
and working with GovInvest to consider all options for the
Pension Policy. However, due to the current fiscal climate,
Staff waited for the latest annual Actuarial Valuation Report
(AVR) and investment return from CalPERS to reassess the
City's pension liability. The AVR and investment return was
released by CalPERS this summer. FAC supported staff
recommendations on a possible Pension guidelines at the
September meeting. FAC reviewed and provided feedback to
the draft Pension Guideline on October 29. Staff presented
the draft guideline to the City Council on January 19 and the
guideline was updated and approved by the City Council on
February 2.
GOVERNMENT EFFICIENCY & TRANSPARENCY
Goal: Maximize the use of each tax dollar and optimize services delivered to RPV residents.
Last updated: 11/18/2020
18A-18
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
72 Review View Restoration Ordinance and bring options to the Planning
Commission and City Council to consider amending the guidelines.CDD 12/31/2020 12/30/2021 5%
Staff is reviewing the existing ordinance and guidelines to
determine the scope of the proposed amendments.
Staff is reviewing the existing ordinance and guidelines to
determine the scope of the proposed amendments. Planning
Commission likely to consider Summer 2021.
73 Present Transient Occupancy Tax (TOT) rate options to FAC and City Council FIN No 6/30/2021 06/30/2022 50%
Staff presented the TOT trends and analysis to FAC on Sept.
26, 2019. Due to the economic downturn and the recent
impact on the travel/hospitality industry, staff will resume
discussion with FAC in January/February of 2021. Staff met
with the FAC on Feb. 11 to propose continuing this goal to FY
2021-22 due to the uncertainty in the travel and hospitality
industry. The FAC supported staff recommendation.
74
Enhance internal and external customer service and efficiency so that all
inquiries are acknowledged within the day received and that, when surveyed,
internal customers indicate 95% satisfaction with responsiveness by colleagues,
and external customers indicate 95% satisfaction with responsiveness by Staff.
CDD 7/31/2020 10/31/2021 25%
Work will commence in fall
Progress is limited based on staffing levels. Carry over
goal.Staff anticipates preparing memorandum regarding
findings before Fall 2021. An employee (internal customer
service) survey was issued on September 30, 2020 with a
deadine date of October 14. Staff tallied the results and
generally speaking employees are someshat satifisfied.
Department Heads are assessing the results of the employee
results to identify areas to improve employee satisfaction. A
follow-up survey will be issued in Fall 2021 to compare
results after enhanced measures are implemented. In
addition to the resident survey presented to the Council on
February 16, Staff is preparing a specific customer service
survey. It should be noted that in the resident survey 71.8%
of respondents indicated that they were somewhat or very
satisfied.
75
Establish an efficient development process between the Community
Development and Public Works Departments by working together to prepare a
comprehensive Uniform Development Process public handout and decrease the
initial review time for applications to no more than 10 business days. Enhance
the one-stop permit process.
CDD 8/31/2020 12/31/2021 20%
Referred to Goal #43 in 2019; Work will commence in the
new year.
Carry over goal.
But restate the goal in Column B as follows:
Establish a Uniform Development Process public handout;
and decrease the initial review time for applications to no
more than 10 business days between the Community
Development and Public Works Departments.
Last updated: 11/18/2020
19A-19
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
76 Implement new Internet or app-based application to enable residents to reach
city services more quickly. Admin Yes 6/30/2020 11/30/2020 2/2/2021 100%
The mobile app vendor has been identified and funds
budgeted for FY 20/21. The implementation project started
in July 2020. The project team is currently finishing the initial
core functionality configuration and graphics used in the
app. The mobile app called "MyRPV" is now available on
Apple and Andriod devices and it offers a convinient way of
submitting service requests and to access relevant City
information, from City Council meeting agendas and videos,
to information on how to get in touch with City
departments, visiting parks, trails, and more.
77
Implement eTRAKiT customer relationship software that allows customers to
track service requests and submit service requests and permit applications online
with at least 20% of City permits being issued online.
Admin Yes 6/30/2020 03/31/2021 90%
eTrakit portal has now 12 permits types and all Business
License types configured and ready to be tested internally.
During testing, some major programming issues were
discovered. The IT Department is currently working with the
vendor on updating all the TrakIt servers operating system
and the TrakIt software version to a newer release. All
compatibility and integration issues are now resolved and
the eTrakit portal is currently open for selected contractors,
businesses and residents to conduct limited public testing.
This phase is expected to be completed in March 2021.
78 Reassess the Study Session Admin 6/30/2020 12/31/2021 0%
Activity on this goal is pending further review of the City's
study session policy.
79 91% of RPV Employees say RPV is "a great place to work." Admin 6/30/2021 75%
Referred to Goal #48 in 2019. Survey was sent on September
30, 2020 with a deadine date of October 14. Staff is tallying
the results. Human Resources tallied the results and
determined 79% of RPV employees would say "it is a great
place to work." Department Heads are assessing the results
of the employee results to identify areas to improve
80 Require a project sign be installed for all City construction project describing,
among other things, the project and citing contact information. PW Yes 5/31/2020 8/31/2020 100%
A conceptual design was provided to Staff by Councilman
Dyda. A sign template has been developed and the first
deployment was for the Hawthorne Median Beautification
Project.
Last updated: 11/18/2020
20A-20
2020 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Intergovernmental Relations
81 Lobby the California Public Utilities Commission to modify the requirements for
Rule 20A undergrounding funds to include high fire risk areas.Admin 8/31/2020 6/31/2021 50%
October 2019, the City brought a resolution to the League of
California Cities Annual Conference calling on the CPUC to
expand the Rule 20 program to include wildfire mitigation as
an eligible project. The resolution won the support of fire-
prone cities across the state and was referred to two of the
League’s policy committees so language revisions could be
reconciled. Ultimately, the League’s Board of Directors
adopted our proposal as an official League policy. The
League is now advocating for this change to the CPUC, which
is in the process of revising the Rule 20 program, and wildfire
prevention criteria was included among proposed changes
from CPUC staff. In April 2020, the City advocated for
including wildfire prevention criteria in comments on the
CPUC staff proposal. On July 21, 2020, the City Council
supported legislation (SB 1312) that would have
implemented this change by requiring the CPUC to amend
Rule 20 to allow undergrounding in high fire threat areas for
wildfire mitigation, though the bill did not advance in the
legislative session. Following direction from the City Council,
on September 16, 2020, Staff sent a letter to SB 1312 author
Senator Mike McGuire offering the City's support for
continued efforts to make this change. Staff continues to
monitor the CPUC's ongoing rulemaking process. Staff is
monitoring current legislation that supports
undergrounding.
82 Pursue annexation of the Eastview area into PVPUSD for voting Admin Yes 6/30/2021 3/4/2020 100%
On March 4, 2020, the City Council received and filed a
report form the City Attorney’s Office regarding protocols for
the possible Eastview community detachment from Los
Angeles Unified School District (LAUSD) and attachment of
this community to the Palos Verdes Peninsula Unified School
District (PVPUSD). The Council directed no further action to
be taken on this matter.
Last updated: 11/18/2020
21A-21
DRAFT
FY2021-22 Goals and Action Plan
0 100% - completed
15 56% - 99% - accelerated/near completion
16 26% - 55% - on target/on schedule
35 0% - 25% - behind schedule/at risk
8 N/A - not recommended/not necessary
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
Law Enforcement
1
Implement remaining elements of the revised Public Safety Strategic Plan
including: Expanding the implementation of the flock camera program to area
HOAs;
Admin Yes 12/31/2020 06/30/2021 95%
2 Implement remaining elements of the revised Public Safety Strategic Plan
including: Obtaining a written commitments from the Sheriff for a substation at
the Civic Center;
Admin No 12/31/2020 12/31/2021 50%
3 Implement remaining elements of the revised Public Safety Strategic Plan
including: Creating a multi-family housing Neighborhood Watch program; Admin No 12/31/2020 06/30/3021 30%
4 Establish a new Public Safety Committee/Commission related to Fire and Police
services Admin N/A
Not recommended or necessary; the Regional Law
Enforcement Committee already provides this function.
Emergency Preparedness
4
Prepare a Landslide Emergency Sanitation Plan in coordination with LA County
Sanitation District on how to respond to an emergency break in the above-
ground sanitation line located on Palos Verdes Drive South within the Landslide
Area.
PW Yes 6/30/2021 20%
5 Engage in a regional emergency preparedness plan and conduct an exercise with
all four Peninsula cities. Admin Yes 12/31/2020 06/30/2021 60%
6
Implement at least two of the EPC-recommended action items to mitigate
wildfire risk in RPV, including: Enhanced Emergency Communication; Emergency
Evacuation Plan/Peninsula-wide and school district emergency preparedness
plan; Wildfire Hardening; Public Safety Power Shutoff response; and Cal Fire Risk
Assessment and Insurance Rates
Admin 6/30/2021 60%
7
Establish a pilot neighborhood emergency preparedness "block captain"
program to serve as a conduit between the EOC and neighborhood residents
(particularly residents who are most vulnerable during emergencies due to age,
mobility challenges and cognitive limitations).
Admin 12/31/2020 06/30/2021 10%
Portuguese Bend Landslide
COLOR DESCRIPTION AND COUNTS
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
INFRASTRUCTURE
Goal: Maintain and improve all public infrastructure (including transportation systems, parking, utilities, storm drains, and sewers).
DRAFT Last updated: 02/18/2020
1B-1
DRAFT
FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 8
Complete the EIR for the Portuguese Bend Landslide Remediation Project for
certification by the City Council PW Yes 12/31/2020 12/31/2021 25%
9
Develop a feasibility analysis with Rolling Hills for installation of an underground
sanitary sewer system to replace the existing septic tanks to reduce ground
water seepage within Portuguese Bend landslide.
PW Yes 7/1/2020 12/31/2021 50%
10 Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend Landslide
Feasibility Plan for City Council consideration. FIN No 12/31/2020 6/30/2022 50%
11
Develop a mitigation plan to address land movement at Altamira Canyon based
on the following phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and its
tributaries and establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and
making sure there is positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
PW Yes
12/31/2020
(Phase One)
6/30/2021
(Phase 2)
Phase One:
12/31/2021
Phase Two:
TBD depending
on findings of
Phase One
5%
DRAFT Last updated: 02/18/2020
2B-2
DRAFT
FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Utilities
12 Prepare a new financial plan for the Abalone Cove annual sewer rates that
reduces City maintenance subsidy by at least 50% for City Council consideration.FIN No 10/31/2020 6/30/2022 50%
13
Design for the replacement and rehabilitation of storm sewer at PVDS at
Peppertree Dr., and Hawthorne Blvd. at Hawkhurst Dr. pursuant to the City's
Storm Drain Deficiency Improvements Program (SDDIP):
PW Yes 9/30/2020 6/30/2021 75%
14 Create a detailed inventory and maintenance schedule of the City's public
infrastructure and assets.PW Yes 12/31/2020 12/31/2022 25%
15
Establish a Citywide Neighborhood Streetlight Installation Program and/or
ordinance for consideration by the City Council for neighborhoods who wish to
install new street lights.
PW 12/31/2020 12/31/2021 10%
16
Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that identifies
the preferred and least intrusive locations to install small wireless facilities
including co-locations.
PW Yes 12/31/2020
(Phase One)12/31/2021 20%
17
In coordination with SCE, develop a Utility Resilient Advancement Master Plan to
harden above-ground utility lines including a tentative timeline to potentially
underground utilities.
PW 12/31/2020
(Phase One)6/30/2022 5%
18
Identify alternative energy resources with the capability to store energy or sell it
back to the grid system, which could power the City. The first phase is to identify
potential alternative energy and the cost associated with this plan.
PW 6/30/2021
(Phase One)6/30/2022 5%
19
Develop a public sewer program to encourage on-site sanitary sewer systems to
connect to the public sanitary sewer system based on the following phases:
Phase 1: Map areas in the City that are served by a sanitary sewer system or on-
site sanitary sewer system.
Phase 2: Feasibility study of the areas which are not currently being served and
prioritize the need for installation of the sewer system and identify costs to
connect to the sewer system.
Phase 3: Design the sewer system.
Phase 4: Installation of the system.
PW Yes 12/31/2020
(Phase One)6/30/2021 80%
Roadways
20 Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within
City streets (traffic calming)PW Yes 2/28/2021 6/30/2022 10%
21
Develop a Construction Coordination Plan working with neighboring Peninsula
cities, as well as Lomita, Los Angeles, and Torrance to identify measures to avoid
concentrating street construction projects in areas that will impact traffic flows.
Present plan to City Council.
PW 6/30/2020 12/31/2021 50%
22
Develop an Arterial Fences and Walls Master Plan for the City Council's
consideration that retains neighborhood identity and describes the type
(material and height) of fence or wall, if any, to be placed along major arterial
streets in the City.
CDD Yes
09/30/2020
(draft plan)
3/31/2021
(final plan)
10%
DRAFT Last updated: 02/18/2020
3B-3
DRAFT
FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
23
Create a City Entry Master Sign Plan at various points of entry to the City utilizing
the following phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
PW Yes
12/31/2020
(Phase One)
6/30/2021
(Phase Two)
06/3/2021
(Phase One)5%
Ladera Linda Community Park
24 Complete the CUP/CEQA planning entitlement processes.CDD Yes 8/1/2020 6/15/2021 75%
25 Present financing options for the construction and delivery of the Ladera Linda
Community Park. FIN Yes 9/30/2020 6/30/2021 65%
26 Complete construction-ready documents for City Council consideration.PW Yes 12/15/2020 6/30/2021 60%
27 Complete bid process for construction firm and present contract to the City
Council consideration.PW Yes 2/15/2021 9/30/2021 0%
28 Break ground on construction based on Council-approved plans.PW Yes 3/31/2021 12/31/2021 0%
Civic Center Master Plan
29 Initiate discussions with DOJ and FEMA for a land-use swapping agreement as a
part of the Civic Center Master Plan process.Admin 12/31/2020 12/31/2021 5%
30 Present Civic Center development financing options to the City Council for
consideration.FIN Yes 6/30/2021 6/30/2022 50%
31 Present draft Civic Center Master Plan for City Council consideration which will
include a new possible Peninsula-wide EOC Admin 6/30/2021 12/31/2021 30%
Trails Network Plan Update
33
Complete the Consultant's review of the draft update to the Trails Network Plan
that provides user-friendly trail descriptions with graphics and detailed maps
illustrating trail routes and uses in a clear and concise manner based on existing
legal trails, community input, and feasible trails.
R&P Yes 7/31/2020 5/7/2021 50%
34 Conduct a public workshop to solicit community feedback on draft plan.R&P 10/1/2020 6/2/2021 10%
35 Present the draft Trails Network Plan Update to the Planning Commission for its
input and recommendation.R&P 11/15/2020 8/14/2021 0%
36 Present draft Trails Network Plan Update to the City Council for approval.R&P 12/31/2020 12/7/2021 0%
Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
37 Amend the Management Agreement with the PVPLC to reflect the City Council-
adopted NCCP/HCP.R&P 8/31/2020 12/31/2021 5%
38
Create the NCCP/HCP-required Preserve Access Protocol to establish appropriate
vehicular access to the Preserve including provisions for access during weather
events (red flag days, tidal conditions, rain etc.)
R&P 8/31/2020 8/31/2021 40%
39 Record the NCCP/HCP-approved conservation easements over all Preserve
properties.R&P 12/31/2020 11/30/2021 30%
CITY LAND AND FACILITIES
Goal: Maintain and Improve all City-owned properties.
DRAFT Last updated: 02/18/2020
4B-4
DRAFT
FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 40 Update the Public Use Master Plan for the Palos Verdes Nature Preserve to
reflect the Council-adopted NCCP/HCP.R&P 6/30/2021 12/31/2021 10%
41
Prepare a Preserve Master Parking Plan identifying parking opportunities to
accommodate visitors to the Preserve that minimizes impacts on neighborhoods
and resources.
R&P 11/15/2020 12/31/2021 70%
Park Improvements
42 Present to the City Council concepts for the remaining 12 acres of Lower Hesse
Park as the Phase II improvements R&P N/A
Pending inclusion in FY 20-21 CIP
Not included in FY 20-21 CIP. To be deferred to a fiscal year
to be determined. Staff continues to communicate regularly
with Lower Hesse Park residents to discuss their concerns
and to identify ways to enhance maintenance and
aesthetics. Recommendation: Defer goal pending Council
direction and funding in the CIP.
43
Explore establishing a partnership, joint use, and/or lease agreement with the
U.S. Coast Guard for the Point Vicente Lighthouse property, buildings, and WW II
Battery Barnes outpost owned by Coast Guard, Facility-commonly referred to as
Coast Guard bunker (located at the Civic Center).
R&P 12/20/2021 6/30/2021 40%
44 Present to the City Council alternative turf options (approximately 123,000
square feet) for active recreation use at Upper Hesse Park.R&P N/A
Referred to Goal #23 in 2019.
Council direction needed to approve recommended
alternative. Project was originally going to be natural turf
but Staff is currently analyzing the financial, aesthetic and
functional pros and cons of different alternatives for this
site. Originally included in the FY 20-21 CIP, this project was
deferred by the City Council to a fiscal year to be determined
Staff will continue to investigate alternatives for future
consideration. Recommendation: Discontinue goal
pending Council direction.
45
ABALONE COVE PARK IMPROVEMENTS PHASE II: Develop and present a design
to Council for improvements to the reminder of Abalone Cove Park, including
additional landscaping, irrigation, park amenities, and trail improvements
R&P N/A
Project was not selected for FY 20-21 CIP. It has been put on
hold and will be re-evaluated next year.
Recommendation: Discontinue goal pending Council
direction.
Western Avenue Redevelopment
46 Identify economic development opportunities to enhance retail establishments. Admin CDD Yes 6/30/2021 10%
47 Establish a "brand" for the Western Avenue commercial corridor Admin Yes 6/30/2021 5%
48
Create a Traffic Flow Improvement Plan in coordination with Lomita, Los
Angeles, and Caltrans to improve traffic flows and provide connectivity between
retail outlets and residents.
PW Yes 12/31/2020
(Phase One)12/31/2022 25%
49 Develop a streetscape beautification plan to enhance the aesthetic character of
Western Avenue.PW Yes 12/31/2020 12/31/2022 5%
QUALITY OF LIFE
Goal: Maintain and improve the quality of life for RPV residents.
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FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Housing
50 Conduct a housing "brainstorming" public workshop to identify creative
solutions.CDD 6/30/2020 03/31/2022 5%
51
Develop a Council approved program for identifying housing opportunities
pursuant to RHNA, including affordable housing, such as creating a Mixed-Use
Zoning District, accessory dwelling units, school district housing, and senior
housing.
CDD 12/31/2020 03/31/2022 5%
52
Create a promotional economic development campaign to improve RPV's
jobs/housing balance by supporting home-based businesses and encouraging
business with high-quality jobs to locate in RPV.
Admin 12/31/2020 5%
53
Stay informed on new State Housing Laws, bring new laws and issues to Planning
Commission and City Council's attention and amend codes and ordinances in the
RPV way where appropriate to meet the new laws. File an appeal of the 6th
Regional Housing Needs Assessment (RHNA)
CDD N/A
Not recommended as a goal for 2020 because this is part of
daily operations. On October 26, Staff filed an appeal of the
6th cycle RHNA. Appeal hearing occured on January 13,
2021, and the City's appeal was denied. are set to begin in
January 2021. Staff presented the City Council with housing
legislation in August 2020. The City created a Legislation
Corner homepage on the website to track current legislation.
Additionally, Staff is working with the three other Peninsula
cities to on-board a lobbyist.
Environmental Sustainability
55 Adopt new development standards related to Electronic Vehicle (EV) charging
stations.CDD 9/30/2020 05/31/2021 60%
56 Amend the Municipal Code to develop a robust Green Building Program.CDD 12/31/2020 06/30/2021 90%
57 Amend the ERAP to include appropriate adaptation strategies and bring to City
Council for consideration CDD 9/30/2020 06/30/2021 70%
58 Partner with SBCCOG to Host an Energy Efficiency Fair CDD 8/31/2020 06/30/2021 5%
59
ERAP: Support Energy Generation and Storage in the Community
o Amend the Zoning Code to integrate additional policies supporting
renewable and alternative energy sources in residential, commercial and
institutional zoning districts by utilizing EcoMotion consultant services, made
available by the SolSmart grant application.
CDD 12/31/2020 6/30/2021 40%
Municipal Code Amendments
60 Update the City's Sign Ordinance (Section 17.76.050)CDD 12/31/2020 09/30/2021 25%
61 Update the Wireless (private property) Facilities Ordinance (Section 17.76.020) CDD 12/31/2020 10/31/2021 10%
62
Assess the effectiveness of the County’s amended Barking Noise Program and
bring report City Council with recommendations for consideration to either
continue with the County or develop other alternatives.
CDD N/A
Not recommended for 2020. Referred to Goal #28 in 2019.
63 Update the City’s Public Notice template CDD 6/30/2020 09/30/2021 5%
64 Re-establish the Bi-Annual Leadership Academy for residents.Admin 12/31/2021 06/30/2021 50%
Citizen Involvement & Public Outreach
Goal: Engage residents and community partners in assisting the City Council, City Committees/Commissions and City Staff facilitate the decision-making process.
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FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement. 65 Create a Citizen Environmental Committee.Admin N/A
Not recommended or necessary; Quarterly Public Forums for
the Palos Verdes Nature Preserve already provide this
function
66 Form a joint commission with neighboring cities to address Peninsula-wide issues Admin N/A Not recommended or necessary; the Regional Law
Enforcement Committee already provides this function
Operations & Customer Service
70
Assess City Fees and Taxes, including the 2019 Cost of Services Study to identify,
among other things, opportunities to lower fees and taxes for consideration by
the FAC and City Council. (Merged with Goal #74)
FIN No 6/30/2021 6/30/2021 75%
72 Review View Restoration Ordinance and bring options to the Planning
Commission and City Council to consider amending the guidelines.CDD 12/31/2020 12/30/2021 5%
73 Present Transient Occupancy Tax (TOT) rate options to FAC and City Council FIN No 6/30/2021 06/30/2022 50%
74
Enhance internal and external customer service and efficiency so that all
inquiries are acknowledged within the day received and that, when surveyed,
internal customers indicate 95% satisfaction with responsiveness by colleagues,
and external customers indicate 95% satisfaction with responsiveness by Staff.
CDD 7/31/2020 10/31/2021 25%
75
Establish an efficient development process between the Community
Development and Public Works Departments by working together to prepare a
comprehensive Uniform Development Process public handout and decrease the
initial review time for applications to no more than 10 business days. Enhance
the one-stop permit process.
CDD 8/31/2020 12/31/2021 20%
77
Implement eTRAKiT customer relationship software that allows customers to
track service requests and submit service requests and permit applications online
with at least 20% of City permits being issued online.
Admin Yes 6/30/2020 03/31/2021 90%
78 Reassess the Study Session Admin 6/30/2020 12/31/2021 0%
79 91% of RPV Employees say RPV is "a great place to work." Admin 6/30/2021 75%
GOVERNMENT EFFICIENCY & TRANSPARENCY
Goal: Maximize the use of each tax dollar and optimize services delivered to RPV residents.
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FY2021-22 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT
BUDGET ITEM TARGET DATE
FOR
COMPLETION
REVISED DATE
FOR
COMPLETION
ACTUAL DATE
OF
COMPLETION
STATUS (%)COMMENTS/STATUS UPDATE
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Intergovernmental Relations
81 Lobby the California Public Utilities Commission to modify the requirements for
Rule 20A undergrounding funds to include high fire risk areas.Admin 8/31/2020 6/31/2021 50%
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