CC SR 20210706 01 - Advisory Board Accomplishments and Workplans (Revised Attachment C4)CITY COUNCIL MEETING DATE: 07/06/2021
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to review the work plans and biannual reports from
various City advisory boards and the Planning Commission.
RECOMMENDED COUNCIL ACTION:
(1)Receive and file the biannual reports for the FY2020-21 Work Plans from the City's
Advisory Boards and Planning Commission; and
(2)Approve the work plans for the City’s Advisory Boards for FY 2021-22.
FISCAL IMPACT: None
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Karina Bañales, Deputy City Manager
REVIEWED BY: Same as above
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A.City Council Policy No. 54 - Council Liaisons for Advisory Boards/
Committees/Commissions (page A-1)
B.Accomplished Work Plans for FY 2020-21
1.Civic Center Advisory Committee (page B1-1)
2.Emergency Preparedness Committee (page B2-1)
3.Finance Advisory Committee (page B3-1)
4.Infrastructure Management Advisory Committee (page B4-1)
5.Planning Commission (see attachment page C5-1)
6.Traffic Safety Committee (page B6-1)
C.Proposed Work Plans for Fiscal Year 2021-22
1.Civic Center Advisory Committee (page C1-1)
2.Emergency Preparedness Committee (page C2-1)
3.Finance Advisory Committee (page C3-1)
4.Infrastructure Management Advisory Committee (page C4-1)
5.Planning Commission (page C5-1)
6.Traffic Safety Committee (page C6-1)
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BACKGROUND:
In August 2019, the City Council adopted City Council Policy No. 54 (Attachment A),
which dealt primarily with the assignment of City Council liaisons to the City's advisory
boards, committees, and commissions. However, to maintain communication between
the City Council and its boards, committees, and commissions, the Policy included
biannual reports be given to the City Council. Specifically, Section M of City Council Policy
No. 54 states:
In an effort to keep the City Council and the public informed on the activities
of the boards/committees/commissions, biannual status reports shall be
given at a regular City Council meeting.
On February 2, 2021, based on the City Council approved FY 2020-2021 work plan, the
advisory boards presented a status report to the City Council on their accomplishments
for the period between July 1, 2020 and December 31, 2020. That same evening, the
City Council provided feedback and recommendations to consider when establishing the
FY 2021-22 work plans.
This evening, the advisory boards, including the Planning Commission, will present their
biannual report on the Council-approved work plan for the period between January 1,
2021 and June 30, 2021 (Attachment B). Additionally, the boards seek City Council
approval for their upcoming FY 2021-22 work plans (Attachment C). In developing the FY
2021-22 work plans, several items were carried over from FY 2020-21. To assist in
identifying these new items, staff has highlighted them under each respective advisory
board/commission.
Each Advisory Board and the Planning Commission will be allotted up to 10 minutes for
its presentation. The chair, vice-chair, or another Board member has been invited to
present.
DISCUSSION:
The City has five established advisory boards and the Planning Commission that meet
regularly. Below is a brief description of their realms of responsibility. Detailed
descriptions can be found in the attachments for each respective advisory
board/commission.
Civic Center Advisory Committee (CCAC)
The CCAC serves as a citizens' advisory board to the City Council, advising on
developing the Civic Center Master Plan. Committee members play a vital role in the
public outreach process, financial analysis, layout/boundary concerns, conceptual
design, and other related issues. This evening, the CCAC presents its biannual report for
their FY 2020-21 work plan (Attachment B1) and their proposed work plan for FY 2021-
22 (Attachment C1).
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Below, are the new items listed in the FY 2021-22 work plan:
• If necessary, review and approve a revised request for proposals (RFP ) for a
project management consultant to provide direction and guidance on the Civic
Center project.
• Work with project management consultant and Staff to research and advise on
development alternatives to make progress toward a master plan design.
• Review project budget range and financial alternatives in conjunction with project
management consultant, Staff, and Finance Advisory Committee (FAC).
• Participate in facilitating a public workshop with City Council and other Committees
on municipal financing of capital projects.
• Explore possible uses for the Battery Barnes property and the Nike Missile silos.
Emergency Preparedness Committee (EPC)
The EPC advises and assists the City Council and Staff to ensure that the City develops
and maintains a high state of readiness to respond to a wide variety of emergencies and
disasters. The attached EPC work plan includes specific assignments for the current FY
2021-22, such as drafting a letter to residents on reducing fire risk, outreach to insurance
companies on reduced premiums, and developing a neighborhood safety and emergency
preparedness program, to name a few. This evening, the EPC presents its biannual report
for the FY 2020-2021 work plan (Attachment B2) and their work plan for FY 2021-22
(Attachment C2).
Below, are the new items listed in the FY 2021-22 work plan:
• Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
• Including local homeowners associations in the planning and implementing of a
regional emergency preparedness plan and exercises with a mock evacuation drill
and lessons learned.
• Develop detailed recommendations for wildfire hardening, including: Identifying
grants/tax incentives for residents interested in fire hardening
homes/neighborhoods (roofs, screens, trees, defensible space), upgrading cell
towers to operate without power for 48 hours, utilities hardening transmission
infrastructure, residential power back-up resources, fire hardening of strategically
placed public access building that can be used by residents if required to shelter
in place.
Finance Advisory Committee (FAC)
The FAC provides citizen input to the City Council and Staff regarding the City's financial
matters. The FAC reviews short- and long-term financial information and other financial
issues assigned by the City Council. The FAC also recommends specific areas for review
to the City Council and provides advice regarding economic development matters, such
as methods to improve the local business climate and City relationships with local
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businesses. This evening, the FAC will present its biannual report for their FY 2020-2021
work plan (Attachment B3) and proposed their work plan for FY 2021-22 (Attachment C3).
Below, are the new items listed in the FY 2021-22 work plan:
• Review and provide feedback/recommendations regarding the FAC Biannual
Report to the City Council.
• Review revenue enhancements and philanthropic contributions.
• Receive an update on the financing options for the Ladera Linda Community
Center and Park Project and discuss the financial impact of the new facility’s
operating budget.
• Discuss and prepare a cumulative waterfall analysis of the three big capital
projects (Civic Center, Ladera Linda Community Center and Park, and Portuguese
Bend Landslide Remediation).
Infrastructure Management Advisory Committee (IMAC)
The IMAC provides community input by advising the City Council on matters concerning
public works and infrastructure. This includes capital improvement projects; maintenance
of public buildings and facilities; park sites; trails; stormwater systems; sanitary sewer
systems, including the Abalone Cove Sewer System; street rights-of-way and traffic
control devices; the Palos Verdes Drive South/Portuguese Bend landslide; and special
projects as assigned by the City Council. This evening, the IMAC will present its biannual
report for their FY 2020-2021 work plan (Attachment B4) and their proposed FY 2021-22
work plan (Attachment B4).
Below, are the new items listed in the FY 2021-22 work plan:
• Establish a subcommittee to assist in the prioritization of potential projects for the
City to pursue in future fiscal years.
• Review and provide feedback/recommendations on the mitigation plan to address
land movement at Altamira Canyon.
• Review and provide feedback/recommendations on a feasibility analysis for
installation of an underground sanitary sewer system to replace the existing septic
tanks to reduce groundwater seepage within the Portuguese Bend landslide.
• Review and provide feedback/recommendations on a detailed inventory and
maintenance schedule of the City's public infrastructure and assets, including
assets mapped on the City's geographic information system (GIS).
• Review and provide feedback/recommendations on 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.
• Review and provide feedback/recommendations on a public sewer program to
encourage on-site sewer systems to connect to the public sanitary sewer system.
• Review and provide feedback/recommendations on a Citywide speed mitigation
plan for reducing speed within City streets. (Supports City Council Goal 8a)
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• Review and provide feedback/recommendations on a Traffic Flow Improvement
Plan to improve traffic flows and provide connectivity between retail outlets and
residents along the Western Avenue corridor
Planning Commission (PC)
The Planning Commission was established in accordance with the provisions of the
planning and zoning law of the state, as codified in Section 2.20.010 of the Rancho Palos
Verdes Municipal Code. Additionally, the Planning Commission assumes the duties of the
view restoration commission and make determinations regarding view restoration and
view preservation applications.
Since the adoption of the policy, the City Council has received biannual status reports
from the City's various advsiroy boards. To date, the Planning Commission has not
submitted a status report. However, during the recent review of policies by the City
Council, it was noted that the Planning Commission should provide biannual reports as
well. This status update will include the Planning Commission 's work plan from the past
six months and the coming six months.
Below, are the new items listed in the FY 2021-22 work plan:
• Review individual land use development projects for consistency with the General
Plan, the zoning ordinance, and other land use policies and regulations.
• Review and act upon conditional use permits.
• Review and make recommendations to City Council for code amendments and
updates to the zoning ordinances.
• Review progress toward implementing the goals and policies of the City’s General
Plan.
• Review the annual progress report on the City’s status and progress in
implementing its Housing Element.
• Perform annual review of the City's Capital Improvement Program of the City for
its consistency with the General Plan.
Traffic Safety Committee (TSC)
The TSC provides community input by advising the City Council on traffic issues,
development proposals, and special projects assigned by the City Council. The TSC also
reviews and advises on neighborhood traffic calming guidelines and proposed projects,
and collaboratively works with Staff to address residents' requests for improving livability
and drivability of neighborhood streets in the City. This evening, the IMAC will present its
biannual report for their FY 2020-21 work plan (Attachment B6) and their proposed work
plan for FY 2021-22 (Attachment B5).
Below, are the new items listed in the FY 2021-22 work plan:
• Review and assess any item requested by the residents, members of the City
Council, Traffic Safety Committee, and City Manager’s Office.
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• Explore possible means, options, and opportunities to control or reduce vehicular
traffic speeds throughout Rancho Palos Verdes.
• Establish and participate in the community and stakeholder workshops to solicit
both general comments and neighborhood specific related to the traffic concerns
for each neighborhood. Further, utilize community and stakeholder workshops to
educate residents regarding traffic safety calming measures and City traffic
initiatives.
CONCLUSION:
Staff requests that the City Council receive and file the biannual reports for the FY 2020-
21 Council-approved work plans for the CCAC, EPC, FAC, IMAC, PC and TSC. In
addition, Staff recommends the City Council approve the work plans for FY 2021-22. All
work plans are in the standardized format developed in the last fiscal year and reviewed
and approved by the advisory boards and the Planning Commission.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available for
the City Council's consideration:
1. Provide direction to Staff to modify one or more of the proposed work plans
and continue this matter to a future date to be determined.
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CITY COUNCIL POLICY
NUMBER: 54
DATE ADOPTED: August 20, 2019
SUBJECT: Council Liaisons for Advisory Boards/Committees/Commissions
POLICY:
It shall be the policy of the City Council to assign a council member to any City resident
advisory committee, and the Planning Commission, as a liaison that the
committee/commission can turn to if members have questions or concerns about the
direction of the board/committee/commission and/or direction from Staff. The following
parameters are hereby established as guidelines:
A. At the discretion of the City Council, a council member may be assigned to any of
the City’s active advisory boards including the Planning Commission to serve as a
Council liaison.
B. Council liaison assignments may be done on an annual basis along with the Council
appointments to outside agencies.
C. After the appointment(s) are made, Staff will notify the Staff liaison regarding the
decision.
D. Attendance at board/committee/commission meetings by the Council liaison is at the
discretion of the Councilmember.
E. Council liaisons may informally arrange for a Council alternate when scheduling
conflicts arise.
F. During a board/committee/commission meeting, the Council liaison shall serve a role
similar to that of the Staff liaison. The primary responsibility for providing information
to board/committee/commission members belongs to the Staff liaison, but the
Council liaison may provide additional information at the request of the Chair when
questions fall beyond the scope of staff’s expertise.
G. During a board/committee/commission meeting, the Council liaison may address the
body under the “Staff Communications” portion of the agenda. During this time, the
liaison shall address the members from the podium or at a designated seat at the
table with Staff.
H. The Council liaison may raise points of order when procedural issues arise.
A-1
I. During board/committee/commission meetings, authority resides with the
board/committee/commission Chair.
J. A Council liaison role is primarily an observer, therefore liaisons shall refrain from:
a. Interfering with the smooth operation of board/committee/commission
meetings
b. Participating or engaging in discussions or decisions of the
board/committee/commission
c. Advising what the board/committee/commission should or should not do or
attempting to influence and/or guide its progress
d. Offering opinions or advocating for or against matters when they come
before the board/committee/commission
e. Acting in a manner that undermines the Chair’s authority
f. Participating in policy discussions except when providing factual
information at the request of the Chair
g. Speaking on behalf of the full Council without appropriate authority
h. Acting as spokesperson for the board/committee/commission
K. No more than two members of the City Council are to be in attendance at any
meeting of a committee or commission at any time. If appointed to serve as liaison
to a committee or commission, the council member has priority over any other
council member who may wish to attend and is not a liaison.
L. If questions or concerns arise regarding the conduct of a Council liaison, the Chair
of the board or commission should consult with the Mayor for possible resolution.
When the liaison in question is the Mayor, the Chair should consult with the Vice
Mayor for possible resolution.
M. In an effort to keep the City Council and the public informed on the activities of the
boards/committees/commissions, biannual status reports shall be given at a regular
City Council meeting.
BACKGROUND:
The City Council recognized the need for City resident advisory boards and the
Planning Commission to have a council member act as liaison between the City and the
board/committee/commission.
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CIVIC CENTER ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Civic Center Advisory Committee (CCAC) is to work with the City
Council and its Staff to develop a Civic Center Master Plan which seeks a solution to
the design of the Civic Center Site and make associated recommendations to Council.
All appropriate needs of the City and the Community will be considered in the design
solution. (Resolution No. 2017-35)
SPECIFIC 2020-2021 ASSIGNMENTS
Below is the CCAC Biannual update listing CCAC’s accomplishments from January -
July 2021, anticipated achievements for the first six months of Fiscal Year 2021-22, and
a FY 21-22 Work Plan.
Below is a list of CCAC’s accomplishments in Q3 and Q4 of FY20-21:
January 2021
• Received updates on Citizen Satisfaction Survey, public safety and the Finance
Advisory Committee’s (FAC) role in the Civic Center project.
• Approved biannual report to City Council including project management
consultant recommendation.
February 2021
• Received updates on Citizen Satisfaction Survey and February 2, 2021 Biannual
report to City Council.
• Provided input on Civic Center related issues for inclusion in City Council 2021
Goals report.
March 2021
• Received progress report on request for proposals (RFP) for project
management consultant.
• Received Brown Act refresher overview from City Clerk.
• Heard presentation on and discussed Ladera Linda Park and Community Center
Project.
• Reviewed results of Citizen Satisfaction Survey.
April 2021
• Received updates on Ladera Linda project, public safety, and U.S. Coast Guard
properties.
• Received status report on facilitated public workshop on municipal financing of
capital projects.
• Discussed and provided direction on draft project management consultant scope
of services.
May 2021
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CIVIC CENTER COMMITTEE
Accomplishments and Work Plan
B1-2
• Received updates on Ladera Linda project, public safety, and U.S. Coast Guard
involvement.
• Received update on distribution of proposals to facilitate a public workshop on
municipal financing of capital projects.
• Discussed draft RFP for project management consultant.
June 2021
• Received updates on public safety, Coast Guard properties, and response to
proposals for financing workshop.
• Reviewed and approved draft RFP for project management consultant services.
• Reviewed and approved draft FY 2021-22 CCAC Work Plan.
• Reviewed and approved draft Biannual Report to City Council.
In the next six-month reporting period, the Committee expects to work on the following
tasks:
Suggested Tasks for First Six Months of FY 21-22
Budget/Project Development
1. If necessary, review and approve a revised RFP for a project management
consultant to provide direction and guidance on the Civic Center project. (Note:
The CCAC approved this RFP at its June 24, 2021 meeting. This task would only
be necessary if a revised version was returned to the CCAC fur further review.)
2. Work with Staff and project management consultant to research and advise on
development alternatives to make progress towards a master plan design.
3. Coordinate with Staff and FAC on financing alternatives (timeline to be discussed
and coordinated with FAC).
4. Review project budget range in conjunction with staff and City financial advisors.
5. Participate in multi-committee and City Council facilitated public workshop on
municipal financing of capital projects
Partnership Outreach
6. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and nonprofit
organizations.
7. Continue outreach with public safety agencies in conjunction with Staff to develop
and determine the level of interest and commitment to participate in the project.
8. Work with staff to pursue the possibility of land swapping through the Federal
Emergency Management Agency (FEMA) and Department of Justice (DOJ) to
maximize development flexibility on the site.
9. Work with Staff to pursue the acquisition of the Coast Guard property (Battery
Barnes) on the western end of the property for inclusion in the Master Plan.
Public Outreach
10. Develop and participate in a robust and comprehensive public outreach process in
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CIVIC CENTER COMMITTEE
Accomplishments and Work Plan
B1-3
conjunction with staff and project management consultant.
Ongoing Assignments
11. Produce biannual report to the City Council on CCAC progress for the first six
months of FY 21-22.
SPECIFIC 2021-22 ASSIGNMENTS
During the 2021-22 fiscal year, the CCAC will continue to implement its mission, with
emphasis upon the following goals:
1. Continue to develop an understanding of the status of the property and receive
regular reports on the progress of any changes to its status.
2. If necessary, review and approve a revised RFP for a project management
consultant to provide direction and guidance on the Civic Center project.
3. Work with project management consultant and Staff to research and advise on
development alternatives to make progress towards a master plan design
4. Review project budget range and financial alternatives in conjunction with project
management consultant, staff, and the Finance Advisory Committee (FAC)
5. Participate in facilitated public workshop with City Council and other Committees
on municipal financing of capital projects.
6. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business, and nonprofit
organizations.
7. Continue outreach with public safety agencies in conjunction with Staff to develop
and determine level of interest and commitment to participate in the project.
8. Work with Staff to pursue the possibility of land swapping through FEMA and DOJ
to maximize development flexibility on the site.
9. Develop and participate in robust and comprehensive public outreach process in
conjunction with staff and consultant. Outreach effort to include but not be limited
to community workshops, meetings with homeowners associations, stakeholders,
City Staff and consultant team; public tours, listserv messages, newsletter articles,
CCAC presence at public events, press coverage, RPVtv features, RPV website
updates, and social media outlets such as Facebook and Nextdoor.
10. Work with Staff to pursue acquisition of the Coast Guard property (Battery Barnes)
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CIVIC CENTER COMMITTEE
Accomplishments and Work Plan
B1-4
on western end of property for inclusion in the Master Plan.
11. Explore possible uses for the Battery Barnes property and the Nike Missile silos.
12. Review Staff findings regarding identification of underground utilities at the Civic
Center property.
13. Recommend to the City Manager additional subjects that are outside of the scope
of this Work Plan that should be reviewed by the Committee. Recommendations
will be reviewed for approval by the City Manager and may be forwarded to the
City Council for consideration as deemed appropriate.
14. Produce biannual reports to City Council on CCAC progress. As desired by the
City Council, provide additional written and oral reports regarding CCAC
accomplishments and future plans.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the CCAC has the ability to bring comments, ideas, and
recommendations regarding the Civic Center Master Plan project to the City Council for
consideration. If a majority of Committee members are in agreement and have voted
accordingly to move the topic forward, Staff will work to agendize the matter on the City
Council’s calendar. The Chair of the Committee, or his/her designee, will present the
item before the City Council at the meeting. Staff will be available to assist the
Committee on preparing the staff report and related materials for the agenda.
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Page 1 of 3
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Emergency Preparedness Committee (EPC) is to advise and make
recommendations to the City Council on matters pertaining to emergency preparedness
to help ensure that the City of Rancho Palos Verdes develops and maintains a high state
of readiness to respond to a wide variety of emergencies and dis asters. (Resolution No.
2008-61)
SPECIFIC 2020-2021 ASSIGNMENTS
During the past six months, the Committee has made significant progress in ensuring the
City’s ability to mitigate, prepare, respond and recover to a wide variety of emergencies
and disasters.
The Committee can point to the following update summarizing the advisory board’s
accomplishments for the period of January - June 2021.
January 2021
• At its meeting on January 21, 2021, Committee Members presented on key
takeaways and lessons learned in responding to the Woolsey Fire from their
meeting with the City of Malibu and the Topanga Coalition for Emergency
Preparedness (T-CEP).
February 2021
• On February 11, 2021, the Committee convened a special meeting to provided
recommendations for emergency preparedness-related FY 2021-22 City Council
Goals for consideration by the City Council at its February 22, 2021, Goal Setting
Workshop.
March 2021
• At its meeting on March 18, 2020, the Committee discussed the results of
emergency preparedness and wildfire insurance related questions for the recently
conducted Citizen Satisfaction Survey for residents.
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EMERGENCY PREPARDNESS COMMITTEE
Accomplishments and Work Plan
April 2021
• On April 7, 2021, Committee Members and City Staff met with representatives from
the California Department of Insurance to develop a better understanding of how
the City can avoid premium increases and reduced insurance availability for
residents and neighborhoods interested in fire-hardening their homes.
• On April 20, 2021, City Staff and members of the EPC’s Subcommittee on
incorporating key lessons learned from the Woolsey Fire A fter Action Report met
with representatives from the Montecito Fire Protection District for the sharing of
lessons learned in responding to the Thomas and Woolsey fires.
May 2021
• At its meeting on May 20, 2021, the EPC approved a recommendation in suppor t
of undergrounding powerlines in high-risk areas for consideration by the Council
as one of the Fiscal Year 2021-2022 City Council Goals.
NEXT 6-MONTH REPORTING PERIOD
In the next six-month reporting period, the Committee expects to continue its work on the
following tasks:
1. Incorporate key lessons learned from Woosley After Action Report (AAR)
regarding emergency communications, emergency playbook, resources, and
drills/training into all four surrounding Peninsula cities emergency planning.
2. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
3. Monitor and support forthcoming home and community hardening standards
for insurance companies from the California Department of Insurance.
4. Collaborate with the RPV Council of Homeowners Associations
(CHOA)/Neighborhood Watch and other organizations to improve
neighborhood safety and emergency preparedness through public education
campaigns and the development of a uniformed, up-to-date, easily maintained
list of residents who may require additional assistance during an emergency.
5. Revamping of the emergency preparedness webpage, adding value, and
ensuring ease of access to the webpage including the creation of an
emergency status webpage that residents can easily access prior to, during,
and immediately following an emergency situation.
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EMERGENCY PREPARDNESS COMMITTEE
Accomplishments and Work Plan
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the EPC can bring comments, ideas, and recommendations to the
City Council for consideration. If a majority of Committee members are in agreement and
have voted accordingly to move the topic forward, Staff will work to agendize the mat ter
on the City Council’s calendar. The Chair of the Committee, or his/her designee, will
present the item before the City Council at the meeting. Staff will be available to assist
the Committee on preparing the staff report and related materials for the agenda.
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FINANCE ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Finance Advisory Committee (FAC) is to provide citizen input to
the City Council and Staff regarding financial matters of the City of Rancho Palos
Verdes. The Committee shall review short and long-term financial information of the City
and other financial issues as assigned by the City Council. The Committee shall
provide advice regarding economic development matters such as methods to
improve the business climate and how to better work with local businesses and shall
recommend specific areas for review to the City Council. The Committee will serve
to advise the City Council regarding the City’s financial condition. (Resolution No.
2008-064)
SPECIFIC 2020-2021 ASSIGNMENTS
1. Review and provide feedback/recommendations regarding FY 2021-22 Finance
Advisory Committee Work Plan;
2. Receive a presentation of the City’s annual employee pension plan actuarial
valuation reports, continue to monitor changes to pension plan provider
assumptions and methodologies and make recommendations to the City Council
when appropriate;
3. Receive a presentation on the City’s year-end unaudited actuals;
4. Receive a presentation of the City’s Comprehensive Annual Financial Report
(CAFR) prepared annually, including the audit report;
5. Study infrastructure funding for significant projects and m a ke
recommendations to the Infrastructure Management Advisory Committee and
City Council;
6. Receive a presentation on the mid-year review for FY 2020-21, FY 2021-22 budget
assumptions, and the Five-year Financial Model;
7. Review Treasury activities and investment report quarterly;
8. Receive a presentation and make recommendations on the City’s Investment
Policy.
9. In addition to the above specific assignments, on an as-needed basis, the FAC
is prepared to review any additional projects assigned by the City Council:
A) Receive a presentation and make recommendations on the Civic Center
Master Plan and the associated financial implications.
B) Receive a presentation and make recommendations on the Portuguese
Bend Landslide Remediation Project and the associated financial
implications.
C) Receive a presentation and make recommendations on the Ladera
Linda Community Center and Park Project and the associated financial
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FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
implications.
D) Review and make recommendations on the City’s Investment Policy.
E) Receive a presentation and make recommendations on the City’s fees
and tax opportunities.
SUMMARY OF STAFF TIME
PAST SIX MONTHS ACCOMPLISHMENTS
The following are the FAC’s activities and accomplishments from January-June 2021:
➢ Received a presentation of the FY 2019-20 Comprehensive Annual Financial
Report.
➢ Received a presentation on the Section 115 Trust and made recommendations to
the City Council.
➢ Received a presentation of financing options for Ladera Linda Community Center
and Park Project and made recommendations to the City Council.
➢ Received a presentation of the City Council’s Reserve Policies and made
recommendations to the City Council.
➢ Reviewed the City’s Investment Policy and made recommendations to the City
Council.
➢ Received a presentation of the FY 2020-21 mid-year report, the FY 2021-22
budget assumptions, and the FY 2021-22 preliminary budget
➢ Received updates on the City’s investment portfolio.
➢ Prepared the FY 2021-22 Work Plan.
Assignment No.Potential Meeting Date
Staff Support
Hours
Review FY 2021-22 Work Plan 1 May/June 15
Review the pension report (AVR)2 August/September 10
Review the FY 2019-20 year-end
unaudited actuals 3 November/December 15
Review the FY 2019-20 CAFR 4 January/February 15
Review funding for the 5-year CIP 5 February/March 10
Review the FY 2020-21 Mid-year
Review, FY 2021-22 Budget
Assumptions, & 5-year model 6 March 25
Review Investment Activities
Quarterly 7 August, October, January, April 32
Additional Assignments 8 TBD 30
Total Staff Time 137
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FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
NEXT 6-MONTH REPORTING PERIOD
➢ Receive a presentation of the pension report – CalPERS’ Annual Valuation Report.
➢ Receive a presentation of the FY 2020-21 year-end and unaudited actuals.
➢ Receive an update on the financing options for the new Ladera Linda Community
Center and Park Project and discuss the financial impact of the new facility’s operating
budget.
➢ Discuss and prepare a financial forecast to study the financial impact of the three big
capital projects (Civic Center, Ladera Linda Community Center and Park, Portuguese
Bend Landslide Remediation).
➢ Review the transient occupancy tax (TOT) rate and opportunity and make
recommendations to the City Council.
➢ Review the City’s investment portfolio.
AREAS OF FOCUS
The following are the FAC’s areas of focus in the upcoming year. Any recommendations
and discussions from the Committee in this section would be forwarded for the City
Council’s consideration.
Opportunities
• More robust resident commitment and engagement on the big capital
projects such as Civic Center and Portuguese Bend Landslide Remediation.
• Collaboration with IMAC on the big capital projects such as Civic Center and
Portuguese Bend Landslide Remediation that could lead to better financing
opportunities.
• Early participation in the scope and budget for the proposed Civic Center
could lead to lower financing cost and philanthropic opportunities.
• Leverage civic philanthropic opportunities to complement traditional funding
sources.
Challenges
▪ COVID-19 budget implications - TOT, sales and property taxes, emergency
operations center.
▪ Vulnerability of CIP given TOT is the primary single funding source.
▪ Minimal resident engagement and mandate for the big capital projects such
as Civic Center and Portuguese Bend Landslide Remediation.
▪ CalPERS investment results and impact on the City’s unfunded accrued
liability (UAL).
▪ As the source of TOT remains tenuous under pandemic constraints,
continued support for public safety funding source may be in peril.
B3-3
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
Observations
▪ Budget balance risks: reliance on deferral of infrastructure/CIP, personnel
/contracts, repairs/maintenance.
▪ Uncertainty of trail indirect expenses associated with increased public use and
City accommodation plans.
Open Items
▪ Explore new revenue sources, including philanthropic contributions, to cover
the rising expense curve.
▪ Explore options to reduce/eliminate General Fund subsidies of special interest
subdivisions/agencies.
▪ Operating expense leverage options through collaboration/shared services
with Palos Verdes Peninsula cities (e.g., Public Works, Community
Development, Recreation and Parks, etc.).
▪ Review standard procedures for providing budget for financing to
provide greater time to allocate resources for each capital project.
B3-4
Page 1 of 2
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Infrastructure Management Advisory Committee is to provide
community input by advising the City Council on matters concerning public works and
park infrastructure, capital improvement projects, and maintenance and preventative
maintenance programs for public buildings; park sites; trails; the stormwater system; the
sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend landslide; and
special projects as assigned by the City Council. (Resolution No. 2014-45)
SPECIFIC 2020-2021 ASSIGNMENTS
IMAC’s primary emphasis going into 2021 will be the annual review of new projects
proposed for RPV’s upcoming capital budget. With Public Works Staff, IMAC continues
to refine and update a capital project matrix of proposed and ongoing projects. IMAC
monitors progress, considers risks and rewards, and examines financial and operational
feasibility. IMAC hears directly from Public Works leadership about the status of
infrastructure projects.
January 11, 2021 (Special Meeting)
1. Received a report from the Director of Public Works on the Environmental Impact
Report (EIR) for the Portuguese Bend Landslide Mitigation Project and provided
feedback.
2. Received a presentation on the preliminary list of projects for the FY 21-22 Capital
Improvement Program and provided feedback and recommendations.
3. Received a report from the Sewer/Utility Subcommittee that member Spielman and
Chairman Swanson were working on a report on undergrounding and related
discussion ensued.
February 8, 2021 (Special Meeting)
1. Received a presentation on the preliminary list of projects for the FY 21-22 Capital
Improvement Program and provided feedback and recommendations.
2. Received a report on the upcoming February 22, 2021 City Council Goals
Workshop and related discussion ensued.
3. Received a report from the Sewer/Utility Subcommittee on the prioritization of utility
undergrounding projects.
B4-1
INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
Accomplishments and Work Plan
March 15, 2021
1. Received a presentation on the proposed Ladera Linda Park and Community
Center Project and related discussion ensued.
2. Received a report on potential traffic roundabout and related discussion ensued,
concluding with the appointment of a two-member IMAC subcommittee to be a part
of a joint subcommittee with the Traffic Safety Committee (TSC).
3. Received a presentation of the draft FY 2021-22 Capital Improvement Program,
and provided feedback and recommendations.
4. Received a report from the Streets and Right-of-Way Subcommittee regarding
proposed widening of Bronco Drive and related discussion ensued.
March 29, 2021 (Special Meeting)
1. Provided input on the draft FY 2021-22 Capital Improvement Program.
2. Received a report from the Joint IMAC/TSC regarding roundabouts and a potential
roundabout at the intersection of Palos Verdes Drive South and Forrestal Drive,
and related discussion ensued.
April 19, 2021
1. Received a report on the City Council’s comments and decisions made at the April
12 Capital Improvement Program workshop, and related discussion ensued.
2. Received a Roundabout Traffic Report from the Joint IMAC/TSC, and related
discussion ensued, concluding with the approval of the report.
3. Approved a reorganization of subcommittees and related appointments
May 17, 2021
1. Received a report on the City Council’s comments on, and subsequent revisions
to, the proposed FY 2021-22 Capital Improvement Program, and related
discussion ensued.
2. Received a report on proposed updates in the Public Works Department
3. Received a proposed work plan for FY 2021-22 and conditionally approved.
4. Appointed a subcommittee to address the issue of the needs/wants list,
considering the City Council goals.
5. Received a draft PowerPoint presentation on the biannual status report and
conditionally approved.
B4-2
Page 1 of 4
TRAFFIC SAFETY ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Traffic Safety Committee is to provide community input by advising
the City Council on traffic issues, development proposals and special projects as
assigned by the City Council. Review and advise on neighborhood traffic calming
guidelines and proposed projects, and collaboratively work with Staff to address
residents' requests for improving livability and drivability of neighborhood streets in
Rancho Palos Verdes. (Resolution No. 2008-77)
SPECIFIC 2020-2021 ASSIGNMENTS
During the 2020-2021 fiscal year, the TSC continued to implement its mission, with
emphasis upon the following goals:
1. Review and assess any item requested by the residents, members of the City
Council, Traffic Safety Committee, and City Manager’s Office.
2. Explore possible means, options, and opportunities to control or reduce vehicular
traffic speeds throughout Rancho Palos Verdes.
3. Establish and participate in the community and stakeholder workshops to solicit
both general and neighborhood-specific comments related to traffic concerns.
Further, utilize community and stakeholder workshops to educate residents
regarding traffic safety calming measures and City traffic initiatives.
Activities and accomplishments in Q1 through Q4 of FY20-21:
July 2020
• Deferred the Hawthorne Boulevard and Via Rivera vehicle gap to the next
meeting.
• Deferred the ingress/egress and sight distance at 28160 PVDE to allow Staff and
applicant to work out a proposal involving another sight visibility analysis for both
driveways and report back to TSC.
• Discussed and provided direction on the PowerPoint presentation to the City
Council on July 7, 2020, regarding TSC accomplishments since February 2020.
B6-1
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
August 2020
• Approved the interim measure of the installation of a “No Right Turn on Red” sign
at the intersection of Hawthorne Boulevard and Palos Verdes Drive West for the
northbound right turns along Hawthorne Boulevard during peak hours, and
modifying the timing chart at the intersection of Hawthorne Boulevard and Vallon
Drive to create gaps in the flow of traffic.
• Deferred the ingress/egress and sight distance at 28160 PVDE to the next
meeting.
• Received public comments and a presentation by the applicant consultant
regarding proposed Raising Cane’s drive-thru restaurant at Trudie Drive and
Western Avenue. Discussed and provided direction to Staff to work with the
applicant with the general rules or ideas set forth by TSC and report back to the
committee.
• Received Director Sassoon’s information on miscellaneous items.
September 2020
• Received public comments on speeding along Locklenna Lane and Verde Ridge
Road and southbound Hawthorne Boulevard at Vallon Drive.
• New Deputy Director of Public Works, Mr. Ramzi Awwad, was introduced to the
TSC.
• Discussed and provided comments on the update of the Palos Verdes Drive East
roadway widening from Bronco Drive to Upper Headland Drive and decomposed
granite (DG) pedestrian/equestrian path from Bronco Drive to Sunnyside Ridge
Road.
• Deferred proposed Raising Cane’s drive-thru restaurant at Trudie Drive and
Western Avenue until the October 26, 2020, special meeting.
• Discussed and provided comments for ingress/egress and sight distance at
28160 PVDE. TSC approved the proposal, providing all three conditions that
were discussed at the meeting were met.
• Discussed parking along Crenshaw Boulevard and Crest Road.
October 2020
• Meeting was canceled due to a request made by the applicant for the proposed
Raising Cane’s drive-thru restaurant.
November 2020
• Meeting was canceled due to City conflict.
B6-2
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
December 2020
• No meeting.
January 2021
• Public comments were heard regarding proposed Raising Cane’s drive-thru
restaurant at Western Avenue and Trudie Drive. Traffic Engineer and
representatives from Raising Cane’s presented their summaries.
• Presentation was made by Frank Barrera and Trevor Lien regarding the
Peninsula-Wide Safe Routes School Plan.
• Public comments were heard regarding the Neighborhood Parking Permit
Program for Oceanfront Estates. TSC recommended there be permit parking in
the Oceanfront Estates’ neighborhood. Staff was directed to continue working
with the neighborhood and California Coastal Commission to develop a specific
parking permit program.
• Deputy Director Awwad presented traffic calming measures for Crenshaw
Boulevard. area near Del Cerro Park, Pacific View neighborhood and Hawthorne
Boulevard approaching Vallon Drive, and for the Palos Verdes Nature Preserve.
Public speakers were heard.
• Request for proposals (RFP) Citywide Speed Mitigation Plans Scope of Services
• No U-turns sigs at Palos Verdes Drive South and Palos Verdes Drive East
February 2021
• TSC provided input on City Council Goals Development for 2021.
March 2021
• Representatives from the California Department of Transportation presented a
proposed Bicycle and Pedestrian Improvement Project on Western Avenue.
• Director Awwad discussed Traffic Calming on La Rotonda from Palos Verdes
Drive South to trail parking lot; Ravenspur Drive and Hawthorne Boulevardd;
Avenida Classica between Crest Road and Los Verdes Drive; and Fond Du Lac
Road between Littlebow Road and Basswood Avenue.
• IMAC members Peter Shaw and John Spielman requested a joint subcommittee
be formed between IMAC and TSC to examine roundabouts on Palos Verdes
Drive South.
April 2021
• Joint IMAC/TSC Subcommittee presented their report regarding roundabouts
• Escape lane and traffic calming measures were discussed regarding the
proposed development at 28160 Palos Verdes Drive East.
• Results of the Engineering and Traffic Study were discussed.
B6-3
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
• Director Awwad informed the TSC that the City was awarded a Highway Safety
Improvement Program Grant Fund for guardrail improvements along Palos
Verdes Drive East.
May 2021
• Engineering and Traffic Survey was further discussed.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the TSC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
B6-4
CIVIC CENTER ADVISORY COMMITTEE
FY 2021-2022 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Civic Center Advisory Committee (CCAC) is to work with the City
Council and its Staff to develop a Civic Center Master Plan which seeks a solution to the
design of the Civic Center Site and make associated recommendations to Council. All
appropriate needs of the City and the Community will be considered in the design solution.
(Resolution No. 2017-35)
SPECIFIC 2021-22 ASSIGNMENTS
During Fiscal Year 2021-22, the CCAC will continue to implement its mission, with
emphasis upon the following goals:
1. Continue to develop an understanding of the status of the property and receive
regular reports on the progress of any changes to its status.
2. If necessary, review and approve a revised request for proposals (RFP) for a
project management consultant to provide direction and guidance on the Civic
Center project.
3. Work with project management consultant and Staff to research and advise on
development alternatives to make progress towards a master plan design.
4. Review project budget range and financial alternatives in conjunction with project
management consultant, staff, and Finance Advisory Committee (FAC).
5. Participate in facilitated public workshop with City Council and other Committees
on municipal financing of capital projects.
6. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business, and nonprofit
organizations.
7. Continue outreach with public safety agencies in conjunction with Staff to develop
and determine level of interest and commitment to participate in the project.
8. Work with Staff to pursue the possibility of land swapping through the Federal
Emergency Management Agency (FEMA) and Department of Justice (DOJ) to
maximize development flexibility on the site.
C1-1
CIVIC CENTER ADVISORY COMMITTEE –
FY 2021-2022 DRAFT WORK PLAN
9. Develop and participate in robust and comprehensive public outreach process in
conjunction with staff and consultant. Outreach effort to include but not be limited
to community workshops, meetings with homeowner associations, stakeholders,
City Staff, & consultant team; public tours, listserv messages, newsletter articles,
CCAC presence at public events, press coverage, RPVtv features, RPV website
updates, and social media outlets such as Facebook and Nextdoor.
10. Work with Staff to pursue acquisition of the Coast Guard property (Battery Barnes)
on western end of property for inclusion in the Master Plan.
11. Explore possible uses for the Battery Barnes property and the Nike Missile silos.
12. Review Staff findings regarding identification of underground utilities at the Civic
Center property.
13. Recommend to the City Manager additional subjects that are outside of the scope
of this Work Plan that should be reviewed by the Committee. Recommendations
will be reviewed for approval by the City Manager and may be forwarded to the
City Council for consideration as deemed appropriate.
14. Produce biannual reports to City Council on CCAC progress. As desired by the
City Council, provide additional written and oral reports regarding CCAC
accomplishments and future plans.
SUMMARY OF STAFF TIME
A summary of the total staff time estimated for the assignments outlined in this Work
Plan are as follows:
Assignment No. Potential Meeting Date Staff Support Hours
Continue to develop an understanding
of the status of the property and receive
regular reports on the progress of any
changes to its status.
1 July-December as needed 5
If necessary, review and approve a
revised request for proposals (RFP) for
a project management consultant to
provide direction and guidance on the
Civic Center project
2 August September (if
needed)
10 (if needed)
Work with project management
consultant and Staff to research and
advise on development alternatives to
make progress towards a master plan
design
3 September -December 80-100
C1-2
CIVIC CENTER ADVISORY COMMITTEE –
FY 2021-2022 DRAFT WORK PLAN
Assignment No. Potential Meeting Date Staff Support Hours
Review project budget range and
financial alternatives in conjunction with
project management consultant, staff,
and Finance Advisory Committee
(FAC).
4 September/October 20
Participate in facilitated public workshop
with City Council and other Committees
on municipal financing of capital
projects.
5 August-September 10
Based on direction from the City
Council, explore potential partnerships
and coordinate appropriate usage with
other civic, business, and nonprofit
organizations
6 September-December 20
Continue outreach with public safety
agencies in conjunction with Staff to
develop and determine level of interest
and commitment to participate in the
project.
7 Ongoing July-December 40
Work with Staff to pursue the possibility
of land swapping through the Federal
Emergency Management Agency
(FEMA) and Department of Justice
(DOJ) to maximize development
flexibility on the site
8 Ongoing: July-December 10
Develop and participate in robust and
comprehensive public outreach process
in conjunction with staff and consultant.
Outreach effort to include but not be
limited to community workshops,
meetings with homeowner associations,
stakeholders, City Staff, & consultant
team; public tours, listserv messages,
newsletter articles, CCAC presence at
public events, press coverage, RPVtv
features, RPV website updates, and
social media outlets such as Facebook
and Nextdoor.
9 September-December 50
Work with Staff to pursue acquisition of
the Coast Guard property (Battery
Barnes) on western end of property for
inclusion in the Master Plan
10 Ongoing July-December 10-20
Explore possible uses for the Battery
Barnes property and the Nike Missile
silos
11 Ongoing July-December 10
Review Staff findings regarding
identification of underground utilities at
the Civic Center property.
12 October-December 5
C1-3
CIVIC CENTER ADVISORY COMMITTEE –
FY 2021-2022 DRAFT WORK PLAN
Assignment No. Potential Meeting Date Staff Support Hours
Recommend to the City Manager
additional subjects that are outside of
the scope of this Work Plan that should
be reviewed by the Committee.
Recommendations will be reviewed for
approval by the City Manager and may
be forwarded to the City Council for
consideration as deemed appropriate
13 As Needed To Be Determined
Produce biannual reports to City
Council on CCAC progress. As desired
by the City Council, provide additional
written and oral reports regarding
CCAC accomplishments and future
plans.
14 December 3-5
Total 305
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the CCAC has the ability to bring comments, ideas, and
recommendations regarding the Civic Center Master Plan project to the City Council for
consideration. If a majority of Committee members are in agreement and have voted
accordingly to move the topic forward, Staff will work to agendize the matter on the City
Council’s calendar. The Chair of the Committee, or his/her designee, will present the item
before the City Council at the meeting. Staff will be available to assist the Committee on
preparing the staff report and related materials for the agenda.
C1-4
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
ADVISORY BOARD FY2021-22 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Emergency Preparedness Committee (EPC) is to advise and make
recommendations to the City Council on matters pertaining to emergency preparedness
to help ensure that the City of Rancho Palos Verdes develops and maintains a high state
of readiness to respond to a wide variety of emergencies and dis asters. (Resolution No.
2008-61)
SPECIFIC 2021-22 ASSIGNMENTS
1. Incorporate key lessons learned from Woolsey After Action Report (AAR)
regarding emergency communications, emergency playbook, resources, and
drills/training into all four surrounding Peninsula cities emergency planning.
2. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
3. Monitor and support forthcoming home and community hardening standards for
insurance companies from the California Department of Insurance.
4. Collaborate with the RPV Council of Homeowners Associations
(CHOA)/Neighborhood Watch and other organizations to improve neighborhood
safety and emergency preparedness through public education campaigns and the
development of a uniformed, up-to-date, easily maintained list of residents who
may require additional assistance during an emergency.
5. Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
6. Revamping of the emergency preparedness webpage, adding value, and ensuring
ease of access to the webpage including the creation of an emergency status
webpage that residents can easily access prior to, during, and immediately
following an emergency situation.
7. Including local homeowners associations in the planning and implementing of a
regional emergency preparedness plan and exercises with a mock evacuation drill
and lessons learned.
8. Develop detailed recommendations for wildfire hardening, including: Identifying
grants/tax incentives for residents interested in fire hardening
homes/neighborhoods (roofs, screens, trees, defensible space), upgrading cell
towers to operate without power for 48 hours, utilities hardening transmission
C2-1
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Advisory Board Work Plan
Page 2 of 2
infrastructure, residential power back-up resources, fire hardening of strategically
placed public access building that can be used by residents if required to shelter
in place.
Assignment # Est. Hours Est. $$
Incorporate key lessons learned from Woolsey AAR regarding emergency
communications, emergency playbook, resources, and drills/training into all
four surrounding Peninsula cities emergency planning.
1 As Needed TBD
Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cell phone companies.
2
Staff 20 N/A
IT Staff 4 N/A
Channel 33 10 $400
Monitor and support forthcoming home and community hardening standards
for insurance companies from the California Department of Insurance.
3 10 N/A
Collaborate with CHOA/Neighborhood Watch and other organizations to
improve neighborhood safety and emergency preparedness through public
education campaigns and the development of a uniformed, up-to-date, easily
maintained list of residents who may require additional assistance during an
emergency.
4
Staff 20 N/A
Takeaways (similar to WOAD and 4th of July) $500
Monthly emailing messaging to residents with emergency preparedness
information and educational materials.
5 10 N/A
Revamping of the emergency preparedness webpage, adding value, and
ensuring ease of access to the webpage including the creation of an
emergency status webpage that residents can easily access prior to, during,
and immediately following an emergency situation.
6 20 N/A
Including local homeowners associations in the planning and implementing of
a regional emergency preparedness plan and exercises with a mock
evacuation drill and lessons learned.
7 30 N/A
Develop detailed recommendations for wildfire hardening, including:
Identifying grants/tax incentives for residents interested in fire hardening
homes/neighborhoods (roofs, screens, trees, defensible space), upgrading
cell towers to operate without power for 48 hours, utilities hardening
transmission infrastructure, residential power back-up resources and fire
hardening of strategically placed public access building that can be used by
residents if required to shelter in place.
8 40 N/A
Total 164 $900
C2-2
FINANCE ADVISORY COMMITTEE
FY 2021-2022 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Finance Advisory Committee (FAC) is to provide citizen input to the
City Council and Staff regarding financial matters of the City of Rancho Palos Verdes.
The Committee shall review short and long-term financial information of the City and other
financial issues as assigned by the City Council. The Committee shall provide advice
regarding economic development matters such as methods to improve the business
climate and how to better work with local businesses and shall recommend specific areas
for review to the City Council. The Committee will serve to advise the City Council
regarding the City’s financial condition. (Resolution No. 2008-064).
SUMMARY OF SPECIFIC 2021-22 ASSIGNMENTS
1. Review and provide feedback/recommendations regarding the next FAC Work
Plan.
2. Review and provide feedback/recommendations regarding the FAC Biannual
Report to the City Council.
3. Receive a presentation of the City’s annual employee pension plan actuarial
valuation reports, continue to monitor changes to pension plan provider
assumptions and methodologies, and make recommendations to the City Council
when appropriate.
4. Receive a presentation on the City’s current fiscal year-end unaudited actuals.
5. Receive a presentation of the City’s Annual Comprehensive Financial Report
(ACFR) prepared annually, including the audit report.
6. Receive a presentation on the current fiscal year’s mid-year review, next fiscal year’s
budget assumptions, and the Financial Model.
7. Receive a quarterly presentation on the Treasury activities and investment reports.
8. Review and provide feedback/recommendations on the City’s Investment Policy.
9. Review revenue enhancements and philanthropic contributions.
10. In addition to the above specific assignments, on an as-needed basis, the FAC is
prepared to review any additional projects assigned by the City Council such as:
A. Receive an update on the financing options for the Ladera Linda Community
Center and Park Project and discuss the financial impact of the new facility’s
operating budget.
B. Discuss and prepare a cumulative waterfall analysis of the three big capital
projects (Civic Center, Ladera Linda Community Center and Park, and
Portuguese Bend Landslide Remediation).
C. Receive a presentation on financing options for the Civic Center and the
Portuguese Bend Landslide Remediation Project and make recommendations
to the City Council when appropriate.
D. Reassess the transient occupancy tax (TOT) rate and opportunities.
C3-1
FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
SUMMARY OF STAFF TIME
A summary of the total staff time estimated for the assignments outlined in this Work Plan
are as follows:
Note: The staff time estimated herein is exclusive of the time to prepare work product for
the City Council.
Assignment No.Potential Meeting Date
Staff
Support
Hours
Review and provide feedback/recommendations
regarding the Work Plan.1 May/June 5
Review and provide feedback/recommendations
regarding the Biannual Report.2 January/June 5
Receive a presentation of the pension report (AVR)
and provide recommendations when appropriate. 3 August/September 10
Receive a presentation of the year-end unaudited
actuals (current fiscal year).4 December 10
Receive a presentation of the ACFR and audit report
(current fiscal year).5 January/February 10
Receive a presentation of the mid-year financials
(current fiscal year), Budget Assumptions (next fiscal
year), and Financial Model.6 March 25
Receive a quarterly presentation on the Treasury
activities and investment reports .7 August, October, January, April 20
Review and provide feedback/recommendations on
the City's Investment Policy.8 May/June 10
Review revenue enhancements and philanthropic
contributions.9 TBD 10
Additional assignments (Civic Center, Ladera Linda
Community Center and Park, Portuguese Bend
Landslide Remediation, and reassess TOT rate &
opportunities). 10 TBD 50
Total Staff Time 155
C3-2
FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
SPECIFIC 2021-22 ASSIGNMENTS
1. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS REGARDING THE
NEXT FINANCE ADVISORY COMMITTEE WORK PLAN.
FAC Work Plan is a document that summarizes what Committee Members will be
working on during the fiscal year with the Director of Finance.
Staff Responsibilities
➢ Prepare a draft work plan for Committee Members to review and provide
feedback/recommendations.
➢ Present the final Work Plan to City Council.
Timeline
Staff expects that this presentation will take place at a meeting in May/June.
2. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS REGARDING
FINANCE ADVISORY BIANNUAL REPORT TO THE CITY COUNCIL.
FAC Biannual Report is a document that summarizes accomplishments of the
Committee Members in January through June and July through December .
Staff Responsibilities
➢ Prepare a draft biannual report for Committee Members to review and provide
feedback/recommendations; and
➢ Present report with the Chair or assigned Committee Member to the City
Council.
Timeline
Staff expects that this presentation will take place at meetings in January and June.
3. RECEIVE A PRESENTATION OF THE CITY’S ANNUAL EMPLOYEE PENSION
PLAN ACTUARIAL VALUATION REPORTS, CONTINUE TO MONITOR CHANGES
TO PENSION PLAN PROVIDER ASSUMPTIONS AND METHODOLOGIES, AND
MAKE RECOMMENDATIONS TO THE CITY COUNCIL WHEN APPROPRIATE.
The FAC will continue to study factors impacting the City’s employee pension plan and
provide recommendations to the City Council as appropriate.
C3-3
FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
Committee Responsibilities
➢ Review the current CalPERS Actuarial Valuation Report (to be
received no later than February).
➢ Prepare an updated FAC Memorandum with additional recommendations
to the City Council, as appropriate.
Staff Responsibilities
➢ Provide a presentation of the current CalPERS Actuarial Valuation Report
and information relevant to this assignment, and answer Committee Member
questions.
➢ Forward the Committee’s updated Memorandum to the City Council, if
applicable.
Timeline
Staff expects that this presentation will take place at a meeting in August.
4. RECEIVE A PRESENTATION OF THE CITY’S CURRENT FISCAL YEAR-END
UNAUDITED ACTUALS.
The year-end financial review is an exercise that the Finance Department performs
after closing is completed. In this process, Finance calculates the City’s fund
balance based on the unaudited actuals and compares the fund balance to what
was reported as the year-end estimate and fund balance during the budget
adoption.
Staff Responsibilities
➢ Present the unaudited actuals to the Committee and answer Committee
Member questions.
➢ Present an analysis of year-end estimates and fund balance during the
budget adoption process to the unaudited actuals to the Committee and
answer Committee Member questions.
Timeline
Staff expects that this presentation will take place at a meeting in December.
5. RECEIVE A PRESENTATION OF THE CITY’S ANNUAL COMPREHENSIVE
FINANCIAL REPORT (ACFR), INCLUDING THE AUDIT REPORT.
The Annual Comprehensive Financial Report (ACFR) is a report that includes the
City’s audited financial statements, as well as other financial and statistical
information. The receipt of this presentation is an annually recurring item intended
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
to provide the Committee with relevant financial information.
Staff Responsibilities
➢ Present an oral overview of the ACFR and accompanying staff report to the
Committee and answer Committee Member questions.
Timeline
Staff expects that this presentation will take place during a meeting in
January/February.
6. RECEIVE A PRESENTATION OF THE CURRENT FISCAL YEAR’S MID-YEAR
REVIEW, NEXT FISCAL YEAR’S BUDGET ASSUMPTIONS AND THE
FINANCIAL MODEL.
Mid-year review is a financial analysis performed after the first six months of the
fiscal year comparing budget to actuals. This is the first look at where we expect
to end the fiscal year. Budget assumptions and proposed budget are prepared
and presented to the City Council during the budget workshop, an informal
meeting between Council and department heads, as they review the City’s
financial position for the upcoming fiscal year. The Financial Model (the “Model”)
is a financial schedule which is annually prepared by Staff, as required by City
Council Policy No. 18. The Model includes the proposed budget for the coming
fiscal year, as well as estimates of revenues, expenditures, fund transfers and
ending fund balance for all funds of the City up to 10-years’ time. The Model is
prepared as part of the budget process for each fiscal year and is a planning tool
used to identify structural problems in the budget and future fiscal challenges.
Committee Responsibilities
➢ Review and comment on current fiscal year’s mid-year review.
➢ Review and comment on next year’s budget assumptions and proposed
budget.
➢ Review and comment on the Financial Model.
Staff Responsibilities
➢ Provide a presentation of the City’s current fiscal year’s mid-year financial
position.
➢ Present the budget assumptions and proposed budget for the next year and
answer Committee Member questions.
➢ Present the Financial Model.
➢ Forward the Committee’s comments to City Council, if applicable.
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
Timeline
Staff expects this assignment can be completed during a meeting in March.
7. RECEIVE A PRESENTATION O F T H E TREASURY ACTIVITIES AND
INVESTMENT REPORTS.
On March 15, 2016, the City Council approved a custodian agreement with
Vining Sparks to provide brokerage services to enable investment
diversification of the City’s portfolio. The City started to invest in certificates of
deposit in late April 2016.
Committee Responsibilities
➢ Review current investments and treasury report.
Staff Responsibilities
➢ Prepare and present current investment portfolio and Treasury Report to
Committee.
Timeline
Staff expects to bring the Treasury Report and investment activities to the
Committee quarterly with the first review for quarter ending June in August.
Then quarter ending September in October, quarter ending December in
January and quarter ending March in April.
8. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS ON THE CITY’S
INVESTMENT POLICY.
The objective of the City’s Investment Policy is to strive to maintain the level of
investment of all idle funds as near 100% as possible through the optimum operation
of its cash management system. The City has determined that its investment criteria,
listed in order of priority, are safety, liquidity and yield. The City Treasurer (Director of
Finance) reviews the policy annually and determines if there are any applicable
statutory changes to the Government Code Section 53600 et seq. through the
California Debt and Investment Advisory Commission (CDAIC). Additionally, the City
Treasurer may propose an update to the policy consistent with the policy’s
objectives. The proposed changes are then presented to the Committee for
feedback/recommendations.
Staff Responsibilities
➢ Present proposed changes related to the City’s Investment Policy.
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
➢ Forward the Committee’s comments and recommendations to the City
Council, if applicable.
Timeline
Staff expects to bring the review of City’s Investment’s Policy in May.
9. REVIEW REVENUE ENHANCEMENTS AND PHILANTHROPIC
CONTRIBUTIONS.
The objective of the goal is for the Committee to review opportunities for revenue
enhancements and philanthropic contributions.
Committee Responsibilities
➢ Discuss options and framework for revenue enhancements and philanthropic
contributions.
Staff Responsibilities
➢ Staff may assist with data collection for FAC’s review to formulate the
framework, and provide assistance with the review process, if needed.
➢ Forward the Committee’s comments and recommendations to the City
Council, if applicable.
Timeline
➢ The timeline is to be determined, based on the Committee’s discussions and
directions provided to Staff in FY 2021-22.
10. IN ADDITION TO THE ABOVE SPECIFIC ASSIGNMENTS, ON AN AS -NEEDED
BASIS, THE FAC IS PREPARED TO REVIEW ANY ADDITIONAL PROJECTS
ASSIGNED BY THE CITY COUNCIL:
➢ Receive an update on the financing options for the Ladera Linda Community
Center and Park Project and discuss the financial impact of the new facility’s
operating budget.
➢ Discuss and prepare a cumulative waterfall analysis of the three big capital
projects (Civic Center, Ladera Linda Community Center and Park, and
Portuguese Bend Landslide Remediation).
➢ Receive a presentation on financing options for the Civic Center and the
Portuguese Bend Landslide Remediation Project and make recommendations
to the City Council when appropriate.
➢ Reassess the transient occupancy tax (TOT) rate and opportunities.
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the FAC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
ROLES OF THE CITY COUNCIL, COMMITTEES, AND STAFF
ROLES
City Council
The five-member City Council is the legislative and policy-making body for the City,
charged with providing overall leadership by enacting laws and allocating City resources
for programs, services and activities. The City Council appoints members to serve on
this committee and makes special assignments to research, discuss, and provide
comments and recommendations to the Council.
Committees
Advisory committees are a structured way for individual citizens to share their opinions
and perspectives, and to formulate comments and recommendations in a focused, small
group structure. The primary purpose of advisory committees is to provide judicious
advice, from a citizen perspective to the City Council. Committee activities may include
the study of critical issues, hearing public testimony, and reviewing staff reports and
recommendations – all of which is intended so that the committee is prepared to discuss,
formulate, and forward well-developed, thoughtful comments and recommendations to
the City Council in a timely manner. All appointees to the Committee should act at the
direction of the whole or the majority of the City Council and not upon the request or
direction of an individual member of the Council.
Staff
Staff liaisons have been assigned to each Committee to maintain communication
between the Committee, City Council and City Management. Staff works under the
direction of the City Manager. Reports prepared by Staff are generally for the ultimate
review and action of the City Council subsequent to the Committee’s review and
comment. Staff is responsible for the work product that the Committee reviews and
administration of the Committee’s activities including, but not limited to the following:
• Ensuring that meeting notifications and consistent recordkeeping occurs.
• Serving as a communication link between the Committee, City Management,
departments, and the City Council, as appropriate.
• Providing professional guidance, issue analysis and recommendations.
• Assisting the committee with report preparation, and correspondence in keeping
with the committee’s Council-approved work plan.
• Making sure the intent of the advisory committee is not lost after the Committee
acts to make a comment or recommendation, and that it is conveyed accurately to
the City Council in a timely manner.
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FINANCE ADVISORY COMMITTEE –
FY 2021-22 DRAFT WORK PLAN
• Assisting the advisory committee in staying focused on the assignment and
agenda.
• Ensuring compliance of the Committee’s actions with the Brown Act.
• Presenting advisory committee comments and recommendations to the City
Council, if requested to do so by either the committee or the City Council.
• Maintaining a positive working relationship with the Chair and committee members.
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INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 2021-22 WORK PLAN
MISSION STATEMENT
The mission of the Infrastructure Management Advisory Committee (IMAC) shall be to
provide community input by advising the City Council on matters concerning public works
and park infrastructure, capital improvement projects, and maintenance and preventative
maintenance programs for public buildings; park sites; trails; the stormwater system; the
sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend landslide; and
special projects as assigned by the City Council. (Resolution No. 2014 -45)
SUMMANY OF SPECIFIC 2021-22 ASSIGNMENTS
1. Review and provide feedback/recommendations regarding a list of potential capital
improvement projects for the City to consider funding in the future fiscal years.
2. Continue to implement and refine the methodology for soliciting community input
regarding support for (or opposition to) individual projects.
3. Establish a subcommittee to assist in the prioritization of potential projects for the
City to pursue in future fiscal years.
4. Review and provide feedback/recommendations on the mitigation plan to address
erosion and land movement at Altamira Canyon. (Supports City Council Goal 3c)
5. Review and provide feedback/recommendations on a feasibility analysis for
installation of an underground sanitary sewer system to replace the existing septic
tanks to reduce groundwater seepage within the Portuguese Bend landslide.
(Supports City Council Goal 3d)
6. Review and provide feedback/recommendations on a detailed inventory and
maintenance schedule of the City's public infrastructure and assets , including
assets mapped on the City's GIS. (Supports City Council Goal 4a)
7. Review and provide feedback/recommendations on 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.
(Supports City Council Goal 5a)
8. Review and provide feedback/recommendations on a Utility Resilient Master Plan
to harden above-ground utility lines and associated tentative timeline.
(Supports City Council Goal 6a)
9. Review and provide feedback/recommendations on a public sewer program to
encourage on-site sewer systems to connect to the public sanitary sewer system.
(Supports City Council Goal 7a).
10. Review and provide feedback/recommendations on a Citywide speed mitigation
plan for reducing speed within City streets. (Supports City Council Goal 8a)
11. Review and provide feedback/recommendations on a Traffic Flow Improvement
Plan to improve traffic flows and provide connectivity between retail outlets and
residents along the Western Avenue Corridor. (Supports City Council Goal 15b).
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INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2021-22 Work Plan and Assignments
SUMMANY OF SPECIFIC 2021-22 ASSIGNMENTS (continued)
12. Review and provide feedback/recommendations on a potential pilot roundabout
project at the Intersection of Palos Verdes Drive South and Forrestal Drive and
work with Traffic Safety Committee to provide background and promotion for the
project.
13. Review and provide feedback/recommendations on the Portuguese Bend
Landslide Remediation project
SUMMARY OF STAFF TIME
A summary of the total staff time estimated for the assignments outlined in this Work
Plan are as follows:
Assignment No.
Potential
Meeting Date
Staff
Support
Hours
Review and provide feedback/recommendations
regarding a list of potential capital improvement projects
for the City to consider funding in the future fiscal years.
1 November 2021 20
Continue to implement and refine the methodology for
soliciting community input regarding support for (or
opposition to) individual projects.
2 November 2021
and
December 2021
10
Establish a subcommittee to assist in the prioritization
of potential projects for the City to pursue in future fiscal
years.
3 July 2021 5
Review and provide feedback/recommendations on the
mitigation plan to address land movement at Altamira
Canyon.
4 On an
Ongoing and
As-Needed
Basis
25
Review and provide feedback/recommendations on a
feasibility analysis for installation of an underground
sanitary sewer system to replace the existing septic
tanks to reduce groundwater seepage within the
Portuguese Bend landslide.
5 November 2021 15
Review and provide feedback/recommendations on a
detailed inventory and maintenance schedule of the
City's public infrastructure and assets, including assets
mapped on the City's GIS.
6 April 2022 50
Review and provide feedback/recommendations on a
Citywide 5G Small Wireless Facilities (SWF) Master
7 November 2021 15
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INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2021-22 Work Plan and Assignments
Plan that identifies the preferred and least intrusive
locations to install small wireless facilities including co-
locations.
Review and provide feedback/recommendations on a
Utility Resilient Master Plan to harden above-ground
utility lines and associated tentative timeline.
8 May 2022 15
Review and provide feedback/recommendations on a
public sewer program to encourage on-site sewer
systems to connect to the public sanitary sewer system.
9 May 2022 15
Review and provide feedback/recommendations on a
Citywide speed mitigation plan for reducing speed
within City streets.
10 February 2022 20
Review and provide feedback/recommendations on a
Traffic Flow Improvement Plan to improve traffic flows
and provide connectivity between retail outlets and
residents along the Western Avenue Corridor.
11 May 2022 20
Review and provide feedback/recommendations on a
potential pilot roundabout project at the Intersection
of Palos Verdes Drive South and Forrestal Drive and
work with Traffic Safety Committee to provide
background and promotion for the project.
12 December 2021 30
Review and provide feedback on the Portuguese Bend
Landslide Remediation project
13 December 2021 50
Total Staff Time 290
Note: The staff time estimated herein is exclusive of the time to prepare work product
for the City Council.
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PLANNING COMMISSION
ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The seven-member Planning Commission makes decisions on specific private land use
planning applications such as subdivision maps, variances, and conditional use permits;
reviews environmental assessments, such as Environmental Impact Reports and
Negative Declarations; makes decisions on view restoration permits; and considers
appeals of staff decisions on land use planning applications (Resolution No. 2017-35)
Below is the Planning Commission’s biannual update listing its accomplishments from
December 2020 to July 1, 2021, anticipated achievements for the last six months of Fiscal
Year 2020-21, and a FY 20-21 Work Plan.
SPECIFIC 2020-2021 ASSIGNMENTS
1. Review individual land use development projects for consistency with the General
Plan, the zoning ordinance, and other land use policies and regulations.
2. Review and act upon conditional use permits.
3. Review and make recommendations to City Council for code amendments and
updates to the zoning ordinances.
4. Review progress toward implementing the goals and policies of the City’s General
Plan.
5. Review the annual progress report on the City’s status and progress in
implementing its Housing Element.
6. Perform annual review of the City's Capital Improvement Program of the City for
its consistency with the General Plan.
7. Undertake special projects and planning studies as needed.
PAST SIX MONTHS ACCOMPLISHMENTS
• Conducted 10 virtual Planning Commission meetings to consider land-use
development projects including, but not limited to:
o Height Variation Permits (five applications);
o Variances (three applications);
o Grading Permits (four applications);
o Coastal Development Permits (one application); and
o View Restoration Permits (two applications).
• Recommended Code Amendments to the City Council for the development of a
new Coastal Sage Scrub Protection Ordinance.
• The Zoning Code Update Subcommittee in collaboration with the City Attorney’s
Office completed an initial assessment of the City’s Sign Code Update.
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Planning Commission
Accomplishments and Work Plan
Page 2 of 2
• Reviewed the City’s Annual General Plan and Housing Element Progress Report
for the 2020 calendar year.
NEXT SIX-MONTH REPORTING PERIOD
In the next six-month reporting period, the Committee expects to work on the following:
• Continue conducting meetings to consider land -use development applications, as
needed;
• Continue working with Planning Division on targeted code amendments to the
Zoning Code, including:
o Treehouse regulations;
o Smoking in multi-family complexes;
o Updates to comply with NCCP;
o Preservation of views impaired by fences and walls along all roadways;
o Others as directed by City Council;
• Provide recommendations to Staff to develop a more streamlined and concise
Planning Commission staff report format; and
• Participate in the City’s Housing Element Update including workshops and public
hearings.
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TRAFFIC SAFETY COMMITTEE
FY 2021-2022 WORK PLAN
DRAFT
MISSION STATEMENT
The mission of the Traffic Safety Committee is to provide community input by advising
the City Council on traffic issues, development proposals and special projects as
assigned by the City Council. Review and advise on neighborhood traffic calming
guidelines and proposed projects, and collaboratively work with Staff to address
residents' requests for improving livability and drivability of neighborhood streets in
Rancho Palos Verdes. (Resolution No. 2008-77)
SPECIFIC 2021-22 ASSIGNMENTS
During the 2021-2022 fiscal year, the TSC will continue to implement its mission, with
emphasis upon the following goals:
1. Review and assess any item requested by the residents, members of the City Council,
Traffic Safety Committee, and City Manager’s Office.
2. Explore possible means, options, and opportunities to control or reduce vehicular
traffic speeds throughout Rancho Palos Verdes.
3. Establish and participate in the community and stakeholder workshops to solicit both
general and neighborhood-specific comments related to traffic concerns. Further,
utilize community and stakeholder workshops to educate residents regarding traffic
safety calming measures and City traffic initiatives.
Assignment No.
Potential Meeting
Date
Staff Support
Hours
Review and assess any item
requested by the residents, members
of the City Council, Traffic Safety
Committee, and City Manager’s
Office.
1 July 2021 - June 2022
Dependent
upon the
number of
requests.
Explore possible means,
options, and opportunities to control
or reduce vehicular traffic speeds
throughout Rancho Palos Verdes.
2 July 2021 - June 2022
Dependent
upon the scope
of the project.
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Page 2 of 2
Establish and participate
in the community and stakeholder
workshops to solicit both general
and neighborhood-specific
comments related to traffic
concerns. Further, utilize community
and stakeholder workshops to
educate residents regarding traffic
safety calming measures and City
traffic initiatives. 3 July 2021 - June 2022
Dependent
upon the
number of
requests.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the TSC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
C6-2