CC SR 20210316 03 - FY2021-2022 City Council Goals
CITY COUNCIL MEETING DATE: 03/16/2021
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to review the updated Draft Fiscal Year 2021-22 City
Council Goals.
RECOMMENDED COUNCIL ACTION:
(1) Review and provide direction on the updated Draft Fiscal Year (FY) 2021-22 City
Council Goals based on direction provided at the February 22 workshop which
includes combining goals and placing action items in an appendix document;
(2) Identify priority goals for FY 2021-22; and
(3) Continue the discussion of the FY 2021-22 City Council goals to the March 30,
2021 budget review workshop for adoption consideration.
FISCAL IMPACT: The FY 2021-22 City Council goals will include items that require
future funding allocations as part of the FY 2021-22 budget process.
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 Final Draft FY 2021-22 City Council Goals Worksheet (page A-1)
B. February 22, 2021 Staff Report and Attachments on City Council Goals
Workshop can be found here
https://rpv.granicus.com/player/clip/3858?view_id=5&redirect=true
BACKGROUND:
On February 22, 2021, the City Council conducted its annual goal-setting workshop. At
this workshop, the City Council received a 3rd quarter status update on the current goals
and began the discussion on setting the goals for FY2021-22. In reviewing the FY 2020-
21 City Council goals, 13 of 87 line item goals were identified as completed and 28 goals
1
were reported as being 90% near completion (Attachment B). That evening, the City
Council also received recommendations from the Planning Commission, Advisory Boards,
and Staff on potential goals for FY2021-22. Based on their recommendations and the
status of the existing goals, the City Council provided direction on setting goals for
FY2021-22.
The City Council is being asked this evening to review and provide input on the updated
draft City Council Goals for FY 2021-22 and to identify which goals should be considered
high priority.
DISCUSSION:
Updated Draft FY2021-22 City Council Goals
At the February 22 workshop, the City Council expressed a concern with having 87 goal
line items and indicated that having these many goals is not realistic. The City Council
indicated that several goals were considered day-to-day tasks, routine work, or projects
rather than actual goals and requested staff to consolidate several of the line items into
one comprehensive goal. There was also discussion in placing the action items that were
originally identified as a goal, but can be consider an action item, in an appendix
worksheet for institutional and tracking knowledge. As a result, the City Council directed
Staff to revisit the list of FY 2021-22 goals and focus on achieving the following:
• Craft goals utilizing the “SMART” rubric:
Specific, Measurable, Achievable, Realistic, Timely.
• Consolidate similar or related goals and tasks into a single goal.
• Update target dates to ensure they are achievable.
• Remove goals that are considered day-to-day tasks.
• Remove goals that are accomplished.
• Reorder goals that correlate in accomplishing the goal.
• The “Comments” column should state status of goal to ensure it is monitored over
time.
• New FY 2021-22 goals should be identified and be assigned a line item number.
• Provide an appendix to ensure goals identified as action items are retained for
institutional knowledge and tracking its history.
Goals that have been completed in FY 2020-21 will be deleted. Goals that are
categorized as a day-to-day task can now be found on Appendix A of the Final Draft FY
21-22 City Council Goals Worksheet (Attachment A). Additionally, items in red font
indicate a goal line item has been updated or revised.
The City Council recommended keeping the six general goal categories with two minor
edits found in track changes below (underlined for new text and strikethrough for deleted
text):
• Public Safety: Maintain a high level of public safety with public engagement.
2
• 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.
• Public 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, and Accountability: Maximize the use
of each tax dollar and optimize services delivered to RPV residents.
Based on the City Council’s recommendations, there are 53 City Council Goals for FY
2021-22, which is a reduction of 34 goals included in FY 2020-21. These goals were
either combined, reordered, assigned to a different or new goal, or removed because they
were completed or considered day-to-day tasks. The worksheet maintains the goal
categories, as described above, and now numbers the sub categories as supporting goals
to achieve the overarching goal, as illustrated below as an example:
Public Safety: Maintain a high level of public safety with public engagement
1. Law Enforcement
1a. Reduce Part I Crime by 5% for FY 2021-22 compared to FY 2020-21
1b. Expand Neighborhood Watch to five (5) new communities annually
1c. Provide $30,000 in grants to residents and neighborhood groups for the acquisition
of safety-enhancing tools and technologies
Each of the City Council goals provides a color spectrum and description that identifies
each goal's status. The color spectrum breaks down the total number 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.
Below are the current counts for FY 2021-22 which reflect goals that are proposed to be
carried over from FY2020-21. New goals are listed at 0% as they have not been approved
by City Council nor acted upon, thus increasing the count in the red color category.
COLOR DESCRIPTION AND COUNTS
0 100% - completed
8 56% - 99% - accelerated/near completion
11 26% - 55% - on target/on schedule
39 0% - 25% - behind schedule/at risk
0 N/A - not recommended/not necessary
Identify Priority Goals for FY 2021-22
Staff is recommending top priority goals that are highlighted in yellow in the attached
worksheet. Top priority goals are considered as exceeding the threshold bar and equal in
3
terms of priority. These goals were selected based on public benefit, available resources,
including staff time and funds, and being realistic and achievable. Staff has identified 27
goals as top priority, which fall under the following subcategories:
• Law Enforcement (Public Safety)
• Emergency Preparedness (Public Safety)
• Portuguese Bend Landslide (Infrastructure)
• Asset Management (Infrastructure)
• Small Wireless Facilities (Infrastructure)
• Sanitary Utilities (Infrastructure)
• Roadways (Infrastructure)
• Ladera Linda Community Center and Park (City Land and Facilities)
• Civic Center Master Plan (City Land and Facilities)
• Trails Network Plan Update (City Land and Facilities)
• Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
(City Land and Facilities)
• Park Improvement (City Land and Facilities)
• Western Avenue Redevelopment (Quality of Life)
• Municipal Code Amendments (Quality of Life)
• Community Programs (Quality of Life)
• Operations and Customer Service (Government, Efficiency, Transparency, and
Accountability)
CONCLUSION:
Staff seeks the City Council’s input on the updated Draft FY 2021-22 City Council Goals
including the recommended priority goals. Based on input provided, it is recommended
that the discussion of the FY 2021-22 City Council goals be continued to the March 30,
2021 budget review workshop for adoption consideration.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available for the
City Council’s consideration:
1. Take other action, as deemed appropriate.
4
2020 Goals and Action Plan
0 100% - completed
6 56% - 99% - accelerated/near completion
10 26% - 55% - on target/on schedule
37 0% - 25% - behind schedule/at risk
0 N/A - not recommended/not necessary or New Goal
27 Priority Goals
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
1. Law Enforcement
1a Reduce Part I Crime by 5% for FY 2021-22 compared to FY 2020-21 Admin 06/30/2022 0%New goal.
1b Expand Neighborhood Watch to five (5) new communities.Admin 06/30/2022 0%
Staff has begun discussions with the City's Neighborhood Watch Coordinator to explore
expanding the program to include multi-family and market specifically to communities not
currently participating in the program. Revised goal that incorporates Goal No. 3 of
FY2020/21 Goals by deleting multifamily NW participation and expanding the program to
include more than multifamily.
1c Provide $30,000 in grants to residents and neighborhood groups for the
acquisition of safety-enhancing tools and technologies Admin Yes 06/30/2022 0%
New goal. Budget allocation is pending upcoming budget review. Safety enhancing tools
and technologies may include ring doorbells and continuing the matching grant program
for the flock safety cameras
2. Emergency Preparedness
2a
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.
2b
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 Town hall 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.
3. Portuguese Bend Landslide
3a
Complete the EIR for the Portuguese Bend Landslide Remediation Project for
certification by the City Council PW Yes 12/31/2021 25%
On May 19, 2020, the City Council approved a professional services agreement with the
Chambers Group to prepare the environmental document. The Draft Initial Study was
published for public review between November 12, 2020 and January 15, 2021. A public
scoping meeting was held on December 19, 2020. The City's consultant has started work
on the draft EIR.
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).
Last updated: 11/18/2020
1
1
A-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
3b Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend Landslide
Feasibility Plan for City Council consideration. FIN No ongoing 50%
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 summer 2021. Staff met with the FAC on Feb. 11 to propose continuing
this goal to FY 2021-22 and the FAC supported staff recommendation.
3c
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 Phase One: 6/30/2022 5%
On November 4, 2020, the City Council approved a professional services agreement with
Harris and Assoicates to perform the Phase One work. The procurement process is being
completed and Notice to Proceed is expected to be issued in March 2021.
3d
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 12/31/2021 50%
Comments from Rolling Hills on the draft feasibility study were received on June 18, 2020
and provided to the consultant. The Draft Rolling Hills Sewer Concept Design (feasibility
study) has been received and preliminary discussions with Rolling Hills were held. Review
of the draft concept design has identified the need for further analysis of concept viability
before finalizing the feasibility study for public review.
4. Asset Management
4a Create a detailed inventory and maintenance schedule of the City's public
infrastructure and assets.PW Yes 6/30/2023 25%
An inventory of assets is being mapped on the City's GIS. Funding for a condition
assessment and development of a maintenance schedule will be requested through the
CIP process. New goals and reordered tasks to accomplish this goal. Originally listed under
Utilities in FY2020-21 Goals.
5. Small Wireless Facilities
5a
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 12/31/2021 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. New goals and reordered tasks to accomplish this goal. Originally
listed under Utilities in the FY2020-21 Goals.
6. Electric Utilities
6a
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; and continue to lobby the California Public Utilities
Commission to modify the requirements for Rule 20A undergrounding funds to
include high fire risk areas.
PW 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. New goal and reordered tasks that correlate in accomplishing the goal. Originally
listed under Utilities in the FY2021-22 Goals and Action Plan. Combined Goal No. 81 from
FY 2020-21 goals as it supports the effort of advancing undergrounding projects.
6b
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 6/30/2022 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. New goals and reordered tasks that
correlate in accomplishing the goal. Originally listed under Utilities in the FY2021-22 Goals
and Action Plan.
Last updated: 11/18/2020
2
2
A-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
6c
Increase electric system reliability and safety in the City by reducing the average
amount of power outages by 25% compared to FY 2020-21 by the end of FY 2021-
22 through the undergrounding of at least one mile of utility lines in open space
areas.
Admin Yes 06/30/2022 0%
New goal recommended by the EPC. Budget allocation is pending upcoming budget review.
7. Sanitary Utilities
7a
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 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).
7b 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 6/30/2022 50%
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.
8. Roadways
8a Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within City
streets (traffic calming)PW Yes 6/30/2022 10%
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 masterplan will be requested
through the CIP process.
9. City Beautification
9a
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 6/30/2023 10%
Staff continues to seek a consultant to assist with preparing a draft plan.
Carryover to FY 2021-22 if funded in FY 2021-22 budget.
9b
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 06/30/2021 5%
The City Staff is developing parameters for a City Entry Master Sign Plan to be
incorporated in the scope of work for an RFP for the development of concepts of City Entry
Signs. Concepts will be presented to Council for input. Funding for the design work will be
requested through the CIP process.
10. Ladera Linda Community Center and Park
CITY LAND AND FACILITIES
Goal: Maintain and Improve all City-owned properties.
Last updated: 11/18/2020
3
3
A-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
10a Complete the CUP/CEQA planning entitlement processes.CDD Yes 6/15/2021 75%
Staff deemed the application complete for processing. At this time, it has been determined
that the project is categorical exempt pursuant to CEQA. Public hearings on the planning
entitlements (CUP, etc.) occurred on January 23, 2021 and February 23, 2021. Planning
Commission approved entitlements on February 23. City Council voted to appeal the
Planning Commission approval at its March 2 meeting. City Council appeal hearing to be
held on April 6, 2021.
10b Complete construction-ready documents for City Council consideration.PW Yes 9/30/2021 60%Construction drawings have been suspended while the City processes the CUP/CEQA
documents.
10c Complete bid process for construction firm and present contract to the City
Council consideration.PW Yes 12/31/2021 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.
10d Break ground on construction based on Council-approved plans.PW Yes 3/31/2021 0%Referred to Goal No. 22 in 2019. construction will not commence until Goal Nos. 25, 26, 27,
and 28 have been met.
11. Civic Center Master Plan
11a Present Civic Center development financing options to the City Council for
consideration.FIN Yes 6/30/2022 50%
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 February 11, 2020 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. Reordered tasks that correlate in accomplishing the goal.
11b Initiate discussions with DOJ and FEMA for a land-use swapping agreement as a
part of the Civic Center Master Plan process.Admin 12/31/2021 5%Communication with respective agencies established. Additional dialogue to continue in
FY 2021-2220-21. Reordered tasks that correlate to accomplishing the goal.
11d
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 consider locating at the civic center Admin 03/30/2022 0%
New Goal
Last updated: 11/18/2020
4
4
A-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
11e Present draft Civic Center Master Plan for City Council consideration which will
include a new possible Peninsula-wide EOC, Sheriff substation, and fire station.Admin 06/31/2022 30%
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. 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. Reordered tasks that correlate in accomplishing the goal and combined Public
Safety No. 2 in the FY2021-22 Goals and Action Plan. Getting EOC, Sheriff station and fire
station are goals, and written commitments are tasks.
12. Trails Network Plan Update
12a
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 7/31/2021 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 commitments have shifted to Preserve-related
parking strategies.
12b Conduct a public workshop to solicit community feedback on draft plan.R&P 8/31/2021 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.
12c Adopt the Updated Trails Network Plan R&P 12/31/2021 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.
13. Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
13a Amend the Management Agreement with the PVPLC to reflect the City Council-
adopted NCCP/HCP.R&P 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.
Last updated: 11/18/2020
5
5
A-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
13b
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 12/31/2021 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.
13c Record the NCCP/HCP-approved conservation easements over all Preserve
properties.R&P 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.
13d Update the Public Use Master Plan for the Palos Verdes Nature Preserve to reflect
the Council-adopted NCCP/HCP.R&P 3/31/2022 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.
13e
Prepare a Preserve Master Parking Plan identifying parking opportunities to
accommodate visitors to the Preserve that minimizes impacts on neighborhoods
and resources.
R&P 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
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. 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
14. Park Improvements
14a
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 12/31/2021 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.
15. Western Avenue Redevelopment
QUALITY OF LIFE
Goal: Maintain and improve the quality of life for RPV residents.
Last updated: 11/18/2020
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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
15a
Develop a SWOT analysis of commercial properties along Western Avenue to
identify economic development opportunities to enhance retail establishments
and create mixed-use projects.
CDD 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 Planning (LEAP) grant to seek an additional $150k to
support mixed use planning efforts that will enhance economic development opportunities
in the City. Reworded the goal to be more SMART.
15b
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 Phase One: 12/31/2022 25%
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.
15c Develop a streetscape beautification plan to enhance the aesthetic character of
Western Avenue.PW Yes 6/30/2023 5%
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.
16. Housing Economic Development
16a
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 6/30/2022 5%
City Staff is in the early stages of developing a branding campaign for Western Avenue that
will incorporate Goal No. 47 of FY 2020-21. The branding campaign will bring together the
traffic flow, beautification, and economic development projects for Western Avenue. Staff
is collecting information on potential marketing consultants.
17. Environmental Sustainability
17a Electric Vehicles: Adopt streamlined EV permitting policies in compliance with AB
1236 CDD 6/30/2022 0%New goal.
17b Water Conservation: Develop and publish a Low Impact Development (LID)
Standards Guidebook as resource to the development community to comply with
the City's storm water ordinance and LID standards.
CDD 06/30/2022 0%
New goal.
18. Municipal Code Amendments
18a Update the City's Sign Ordinance (Section 17.76.050)CDD 9/30/2002 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. On February 9,
2021, Planning Commission directed the Zoning Subcommittee to work with staff and the
City Attorney's office on the development of an updated sign code.
18b Update the Wireless (private property) Facilities Ordinance (Section 17.76.020) CDD 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.
18c Continue working with the Planning Commission Zoning Code Update
Subcommittee on targeted code amendments to the Zoning Code Initiate
remaining text amendments to complete the comprehensive update to Title 17
(Zoning Code) of RPVMC and Zoning Map. Target completion of 50% of updates by
end of FY.
CDD 06/30/2022 0%
New goal.
19. Community Programs
Last updated: 11/18/2020
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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
19a Provide services for aging and disabled members of the community through the of
a new Aging and Disability Resources Connection (ADRC) program Admin Yes 12/30/2021 0%
Staff is developing the ADRC to provide resources and programs for aging and disabled
members of the community, establishing a volunteer network to assist with the programs
including reinstating the Handyman Program, and creating a Special Needs Registry to
have information for community members in the event of an emergency. New Goal and
subsection to Quality of Life. New subcategory and goal. Budget may be required for
Handyman and Special Needs Registry program.
19b Launch a “Keep RPV Clean” campaign throughout the City’s open space areas R&P 12/31/2021 0%
New goal. Work with community partners by launching a community clean up program
which includes a social media campaign, monthly volunteer events, and developing and
distributing information and incentive packets for families and/or neighborhoods to keep
City Parks, Preserve, Beaches and streets clean of litter.
20 Host Annual Leadership Academy for residents.Admin 06/30/2021
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.
21. Operations & Customer Service
21a Review View Restoration Ordinance and bring options to the Planning Commission
and City Council to consider amending the guidelines.CDD 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.
22b Present Transient Occupancy Tax (TOT) rate options to FAC and City Council FIN No 6/30/2022 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.
22c
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 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 deadline date
of October 14. Staff tallied the results and generally speaking employees are somewhat
satisfied. 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, 2021, 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.
22d
Establish an efficient and streamlined development process between the
Community Development and Public Works Departments by working together to
prepare a comprehensive Uniform Development Process public handout and to
decrease the initial review time for applications to no more than 10 business days.
Enhance the one-stop permit process.
CDD 12/31/2021 20%
New goal.
22e Reassess the Study Session Admin 12/31/2021 0%Activity on this goal is pending further review of the City's study session policy.
22f 91% of RPV Employees say RPV is "a great place to work." Admin 11/30/2021 75%
Referred to Goal #48 in 2019. Survey was sent on September 30, 2020 with a deadline 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
employee satisfaction.
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.
GOVERNMENT EFFICIENCY, TRANSPARENCY & ACCOUNTABILITY
Goal: Maximize the use of each tax dollar and optimize services delivered to RPV residents.
Last updated: 11/18/2020
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Public Safety Admin Establish a new Public Safety Committee/Commission related to Fire and Police services Removed, already exists through Regional Public Safety Comm.
Public Safety Admin Obtain written commitments from Public Safety for substation or fire house at the Civic Center Combined with Goal No. 31 of FY2021/22 Goals and Action Plan
Emergency Prepardness Admin Engage in a regional emergency preparedness plan and conduct an exercise with all four
Peninsula cities.
Day-to-day task
Emergency Prepardness Admin
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).
Day-to-day task
Infrastructure - Utilities PW
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):
Day-to-day task: 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
Infrastructure - Utilities PW 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.
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 -
Cruikshank stated to remove
Infrastructure - Utilities R&P Present to the City Council concepts for the remaining 12 acres of Lower Hesse Park as the
Phase II improvements
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.
Infrastructure - Roadways PW
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.
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.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities - Ladera Linda FIN Present financing options for the construction and delivery of the Ladera Linda Community Park.
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. Project is on schedule and
will be completed by 6/30/2021.
City Land & Facilities R&P
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).
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.
City Land & Facilities R&P Present the draft Trails Network Plan Update to the Planning Commission for its input and
recommendation.
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.
Combined goal
City Land & Facilities R&P Present to the City Council alternative turf options (approximately 123,000 square feet) for
active recreation use at Upper Hesse Park.
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.
City Land & Facilities R&P
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
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.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life R&P Prepare appropriate code amendments for Accessory Dwelling Units for the Planning
Commission's review and the City Council's for consideration
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.
Quality of Life CCD
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)
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.
Quality of Life CCD
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.
Not recommended for 2020. Referred to Goal #28 in 2019.
Quality of Life - Housing CCD Conduct a housing "brainstorming" public workshop to identify creative solutions.
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. Deleted - This
task has to/will be done as part of the housing element update by
ESA (CC awarded contract on 3/2.
Quality of Life - Housing CCD
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.
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. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Enviornmental Sustainability CCD Adopt new development standards related to Electronic Vehicle (EV) charging stations.
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. Deleted -
goal will be completed this FY.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Enviornmental Sustainability CCD Amend the Municipal Code to develop a robust Green Building Program.
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. Deleted - This task has to/will
be done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Enviornmental Sustainability CCD Amend the ERAP to include appropriate adaptation strategies and bring to City Council for
consideration
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.Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Enviornmental Sustainability CCD Partner with SBCCOG to Host an Energy Efficiency Fair
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. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Enviornmental Sustainability CCD
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.
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. Deleted - This task has to/will be done as part of the
housing element update by ESA (CC awarded contract on 3/2.
Quality of Life - Western Avenue Admin Establish a "brand" for the Western Avenue Commercial Corridor
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.
Combined this goal with goal No. # 53. This goal supports
Citizen Involvement & Public Outreach CCD Provide and encourage e-filing of planning applications
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.
Citizen Involvement & Public Outreach Admin Conduct a Citizen Satisfaction survey.
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.
Citizen Involvement & Public Outreach Admin Create a Citizen Environmental Committee.Not recommended or necessary; Quarterly Public Forums for the
Palos Verdes Nature Preserve already provide this function
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Citizen Involvement & Public Outreach Admin Form a joint commission with neighboring cities to address Peninsula-wide issues Not recommended or necessary; the Regional Law Enforcement
Committee already provides this function
Citizen Involvement & Public Outreach CCD Update the City’s Public Notice template Staff collected examples of notices from other jurisdictions - Alegria
and Dyda recommended to remove
Government Efficiency, Transparency and
Accountability FIN
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)
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.
The 2019 Cost of Services Study was recieved by the City Council on
March 2nd. The City Council provided staff with directions to
prepare a proposed fees for consideration at a duly noticed meeting
April 20, 2021. This goal is expected to be completed by 6/30/21
and not recommended to continue into FY 21-22.
Government Efficiency, Transparency and
Accountability FIN Prepare a Pension Policy that provides a financial plan to address the City's outstanding Pension
Liability and CalPERS' continuous change in valuation methodology.
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.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin Implement new Internet or app-based application to enable residents to reach city services
more quickly.
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.
Government Efficiency, Transparency and
Accountability Admin
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.
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.
Government Efficiency, Transparency and
Accountability PW Require a project sign be installed for all City construction project describing, among other
things, the project and citing contact information.
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.
Government Efficiency, Transparency and
Accountability - Intergovernmental Relations Admin Pursue annexation of the Eastview area into PVPUSD for voting
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.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin Lobby the California Public Utilities Commission to modify the requirements for Rule 20A
undergrounding funds to include high fire risk areas.
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.
Moved from Government Efficiency & Transparency -
Intergovernmental Relations Goal No. 81 and to moved to
Infrastracture - Electric Utilities and combined with 6a as it
supports the effort of advancing undergrounding projects.
7 of 7
15
A-15