CC SR 20220118 02 - Biannual Advisory Board Accomplishments and Workplans
CITY COUNCIL MEETING DATE: 01/18/2022
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive and file biannual reports from various
City advisory boards and committees.
RECOMMENDED COUNCIL ACTION:
(1) Receive and file biannual reports and work plans from the City's Advisory
Boards and Planning Commission.
FISCAL IMPACT: None
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Karina Bañales, Deputy City Manager
REVIEWED BY: Same as above
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. City Council Policy No. 54 - Council Liaisons for Advisory Boards/
Committees/Commissions (page A-1)
B. Advisory board accomplishments and work plans
1. Civic Center Advisory Committee (page B1-1)
2. Emergency Preparedness Committee (page B2-1)
3. Finance Advisory Committee (page B3-1)
4. Infrastructure Management Advisory Committee (page B4-1)
5. Planning Commission (page B5-1)
6. Traffic Safety Committee (page B6-1)
BACKGROUND:
In an effort to keep the City Council and the public informed on the activities of the
City’s advisory boards/committees/commissions, biannual status reports shall be
given at a regular City Council meeting (City Council Policy No. 54 - Attachment A).
As a result, the City Council has directed that these reports focus on the
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CITYOF RANCHO PALOS VERDES
accomplishments of each advisory board during the preceding six-month period and
should address each board’s achievements with respect to its most recent City
Council-approved work plan (Attachment B).
This evening, each advisory board and the Planning Commission will present its
report and be allotted up to 10 minutes for its presentation. The chair, vice-chair, or
another member has been asked to make each board’s/Commission’s presentation.
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. A detailed
description can be found in the attachments for each respective advisory board.
Civic Center Advisory Committee (CCAC):
The CCAC serves as a citizens’ advisory board to the City Council, advising on the
development of the Civic Center Master Plan. Committee members play a vital role
in the public outreach process, financial analysis, layout/boundary concerns,
conceptual design, and other related issues. The attached CCAC Work Plan
includes goals and recommendations for the current Fiscal Year 2021-22
(Attachment B1).
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 goals and
recommendations for the current Fiscal Year 2021-22 (Attachment B1).
Finance Advisory Committee (FAC):
The FAC provides citizen input to the City Council and Staff regarding the City’s
financial matters. The FAC reviews short- and long-term financial information and
other financial issues as assigned by the City Council. The FAC also recommends
specific areas for review to the City Council and provides advice regarding economic
development matters, such as methods to improve the local business climate and
City relationships with local businesses. The FAC Work Plan for FY 2021-22
includes specific assignments such as reviewing employee pension plan actuarial
reports, year-end unaudited actuals, study infrastructure, and capital project funding,
reviewing budget assumptions and financial models, among other things
(Attachment B3).
Infrastructure Management Advisory Committee (IMAC):
The IMAC provides community input by advising the City Council on matters
concerning public works and infrastructure. This includes capital improvement
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projects; maintenance of public buildings and facilities; park sites; trails; stormwater
systems; sanitary sewer systems, including the Abalone Cove Sewer System; street
rights-of-way and traffic control devices; the Palos Verdes Drive South/Portuguese
Bend landslide; and special projects as assigned by the City Council. The IMAC
Work Plan for FY 2021-22 includes specific assignments such as maintaining a
master list of potential capital projects, reviewing current capital projects, assessing
City assets, developing priorities for undergrounding, and reporting on the land flow,
among other things (Attachment B4).
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 makes determinations regarding view
restoration and view preservation applications (Attachment B5).
Traffic Safety Committee (TSC):
The TSC provides community input by advising the City Council on traffic issues,
development proposals, and special projects as assigned by the City Council. The
TSC also reviews and advises on neighborhood traffic calming guidelines and
proposed projects and collaboratively works with Staff to address residents' requests
for improving livability and drivability of neighborhood streets in the City. The TSC
Work Plan for Fiscal Year 2021-22 includes specific assignments such as
collaborating a plan for Peninsula-wide safe routes to schools, exploring ways to
control or reduce vehicular traffic speeds, and reviewing projects related to potential
traffic impacts (Attachment B6).
Attached are the approved work plans for the CCAC, EPC, FAC, IMAC, PC, and
TSC. All work plans are in the standardized format developed in the last fiscal year
and have been reviewed and approved by the committee s.
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.
A-2
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 2021-2022 ASSIGNMENTS
Below is the CCAC Biannual update listing CCAC’s accomplishments from July to
December 2021 and anticipated achievements for the last six months of Fiscal Year 2021-
2022.
Below is a list of CCAC’s accomplishments in Q1 and Q2 of FY 2021-22:
July 2021
• Received updates on Public Safety and United States Coast Guard.
• Received progress reports on a facilitated public workshop on municipal financing
of capital projects and a Request for Proposals (RFP) for Project Management
Services.
• Provided direction on Civic Center Program Document.
August 2021
• Recommended an appropriate naming tribute at the Civic Center site to honor City
Councilmember Ken Dyda.
• Provided direction regarding Civic Center project schedule.
• Received private and public partnerships update.
• Received presentation/update on the Ladera Linda project and discussed lessons
learned.
September 2021
• Provided direction on the program validation of the Civic Center Program
Document.
• Appointed an Ad Hoc Subcommittee to participate in the development of a
facilitated public workshop on municipal financing of capital projects.
• Recommended naming the Civic Center and the driveway leading into the site in
honor of Councilmember Ken Dyda.
• Received status update on RFP for Civic Center Project Management Services.
October 2021
• Approved revised program validation of the Civic Center Program Document.
B- 1
November 2021
• No meeting.
December 2021
• Received status updates on Project Management Services contract.
• Facilitated public workshop on funding of municipal projects, and
• Validated the updated Civic Center program.
• Reviewed and approved the CCAC Biannual Report to the City Council.
In the next 6-month reporting period, the Committee expects to work on the following
tasks:
Budget/Project Development
1. Work with staff to research and advise on development alternatives to make
progress towards a master plan design.
2. Coordinate with Staff and FAC on financing alternatives (timeline to be discussed
and coordinated with FAC).
3. Assist in the development of and participate in a facilitated public workshop on
municipal financing of capital projects
4. Review project budget range in conjunction with staff and project manager.
Partnership Outreach
5. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and non-profit
organizations.
6. Continue outreach with public safety agencies in conjunction with staff to develop
and determine the level of interest and commitment to participate in the project.
7. Work with staff and project manager to pursue the possibility of “land swapping”
through FEMA and DOJ to maximize development flexibility on the site.
8. Work with Staff and project manager to pursue the acquisition of the Coast Guard
property on the western end of the property for inclusion in the Master Plan.
Public Outreach
9. In conjunction with the Project Manager and Staff, develop and participate in a
robust and comprehensive public outreach process. Outreach effort to include but
not be limited to community workshops, meetings with HOAs, CHOA,
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.
Ongoing Assignments
10. Produce bi-annual reports to the City Council on CCAC progress.
11. Work with staff and Project Manager to refine the project schedule.
12. Review and finalize FY 2022-23 work plan for presentation to the City Council.
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CIVIC CENTER ADVISORY COMMITTEE
FY 2021-2022 WORK PLAN
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 the status of that property.
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 toward 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 Federal
Emergency Management Agency (FEMA) and Department of Justice (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 (HOAs),
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)
on western end of property for inclusion in the Master Plan.
B- 1
11. Explore possible uses for the Battery Barnes Coast Guard 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 the status of that
property.
1 January-July as
needed
10
If necessary, review and approve
a revised contract for a Project
Management Consultant to
provide direction and guidance
on the Civic Center project.
2 January-February as
needed
15 (if needed)
Assignment No. Potential Meeting
Date
Staff Support
Hours
Work with Project Management
Consultant and Staff to research
and advise on development
alternatives to make progress
towards a master plan design
3 January-June 100-120
Review project budget range and
financial alternatives in
conjunction with Project
Management Consultant, Staff,
4 April-June 30
B- 1
and Finance Advisory Committee
(FAC)
Participate in facilitated public
workshop with City Council and
other Committees on municipal
financing of capital projects.
5 February-March 10
Based on direction from the City
Council, explore potential
partnerships and coordinate
appropriate usage with other
civic, business, and nonprofit
organizations.
6 February-June (as
needed)
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 January-June 40
Work with Staff to pursue the
possibility of “land swapping”
through FEMA and DOJ to
maximize development flexibility
on the site.
8 Ongoing January-June 20
Develop and participate in robust
and comprehensive public
outreach process in conjunction
with Staff and consultant.
Outreach effort to include but not
be limited to community
workshops, meetings with HOAs,
stakeholders, City Staff, 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.
9 February-June 75
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 January-June 20
B- 1
Explore possible uses for the
Battery Barnes Coast Guard
property and the Nike Missile
silos.
11 Ongoing January-June 10
Review Staff findings regarding
identification of underground
utilities at the Civic Center
property.
12 May-June 5
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 bi-annual reports to City
Council on CCAC progress. As
desired by the City Council,
provide additional written and
oral reports regarding CCAC
accomplishments and future
plans.
14 June 3-5
Total 380
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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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 disasters. (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.
July 2021
• On July 9, 2021, EPC members and City Staff met to identify and discuss the City’s
major egress and ingress routes in preparation for the Peninsula Public Safety
Committee's (PPSC) August 12, 2021, meeting scheduled discussion on a
strategy for developing peninsula-wide mass evacuation plans.
• On July 13, 2021, EPC members and Staff met with representatives from the
Orange County Fire Watch Program, a volunteer network dedicated to preventing
arson, ensuring early detection of fires, and educating the public about fire danger.
During this meeting, representatives from the Orange County Fire Watch Program
shared best practices, lessons learned, and insights on the establishment,
deployment, and coordination of this volunteer network, as well as the practical
application of closed-circuit cameras for early wildfire detection.
• At its July 15, 2021, meeting, the EPC reviewed and discussed copies of
Emergency Operations Plan Filings submitted by various wireless and wireline
communication providers, as required by the California Public Utilities
Commission's (CPUC) Decision Adopting Wireless Provider Resiliency Strategies.
During this meeting, the EPC directed Staff to obtain additional information the
committee wishes to obtain from providers servicing the Palos Verdes Peninsula
regarding implementing the CPUC's 72-hour backup power requirements.
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
August 2021
• In support of the EPC’s Woolsey Fire After Action Report identified
recommendation of "Engaging an experienced vendor to prepare a playbook of
flexible response plans with likely or possible scenarios and potential response
actions," during the August 12, 2021, Peninsula Public Safety Committee (PPSC)
meeting, EPC members provided public comments in support of the PPSC's
discussion on recruiting a third party subject matter expert consultant to prepare a
comprehensive emergency operations evacuation "playbook" for the Peninsula
that incorporates identified components of an effective emergency evacuation
plan.
• The EPC received an update on Staff's progress in obtaining additional information
from major wireless and wireline communication providers, as mandated by the
CPUC, at its meeting on August 19, 2021. As a result of this presentation, the EPC
developed a list of questions for these providers regarding their plans to implement
the CPUC-mandated resiliency requirements for their Palos Verdes Peninsula
facilities.
• On August 23 and 30, 2021, members of the EPC Subcommittee on incorporating
lessons learned from the 2018 Woolsey Fire met with City Staff to discuss key
elements to include in a Request for Proposals (RFP) for an independent third-
party consultant to develop a comprehensive emergency operations evacuation
"playbook," as directed by the PPSC at its August 12, 2021, meeting.
September 2021
• At the regular meeting of the EPC on September 16, 2021, City staff provided the
Committee with an update on the status of implementing a wildfire network camera
system, as directed by the Council. Following this presentation, the EPC provided
Staff with potential camera locations, feedback for consideration and
implementation prior to reporting back to the Council and a list of specific benefits
and drawbacks (Pros & Cons) of installing wildfire monitoring cameras throughout
the City.
October 2021
• On October 4, 2021, EPC Subcommittee Members reviewed and provided
feedback on a revised Draft of the RFP for the Palos Verdes Peninsula-wide
Emergency Mass Evacuation/Repopulation Plan.
• In support of the Council's directive to investigate the feasibility of implementing a
wildfire network camera system, on October 11, 2021, Staff from the City's Public
Works Department, the City Manager's Office, and the Chair of the EPC conducted
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
a citywide site survey to identify potential ideal locations for wildfire monitoring
cameras on City-owned facilities and to determine the necessary power and data
for each proposed location.
• On October 14, 2021, the EPC Subcommittee met with representatives from Pano
AI, a technology company that uses high-definition cameras and artificial
intelligence software to detect the first signs of smoke, to discuss the feasibility
and associated challenges of implementing a wildfire detection system for the
Palos Verdes Peninsula.
• Throughout the month of October 2021, members of the EPC attended the City’s
10th annual Leadership Academy (RPVLA) program.
• The EPC received an update on Staff’s progress toward implementing a wildfire
camera network system in accordance with the Council's direction at its meeting
on October 21, 2021. At this meeting, the EPC identified critical decisions that must
be made prior to purchasing/installing/monitoring wildfire cameras, developed a
list of criteria for prioritizing camera installation locations, and provided Staff with a
refined list of proposed camera installation locations.
• During the 7th Annual Prepared Peninsula Expo on October 24, 2021, EPC
members hosted an informational booth, distributed emergency preparedness
resources, and educated residents on the best ways to be prepared.
November 2021
• At the November 2, 2021, City Council meeting, EPC members and City Staff
provided an update to the Council on the viability of implementing a wildfire
monitoring camera system for the City, solicited additional direction from the
Council on potential monitoring camera placement locations, and the type of
camera system to pursue (surveillance with the use of volunteers or AI technology-
based detection).
• On November 8, 2021, Members of the EPC Subcommittee met with City Staff to
discuss the latest draft and status of the revised RFP for a Palos Verdes Peninsula-
wide Emergency Mass Evacuation/Repopulation Plan.
• In support of the City's Aging and Disability Resource Connection (ADRC)
program, EPC Subcommittee members met with City Staff on November 4, 2021,
and on November 10, 2021, to provide input on the development of the
Neighborhood Emergency Network and associated emergency contact survey for
residents.
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
• On November 10, 2021, members of the EPC Subcommittee and City Staff
convened to begin work on developing an emergency status webpage that
residents can access easily prior to, during, and immediately following an
emergency situation.
• At the PPSC’s November 18, 2021, meeting, City Staff and EPC provided an
update the PPSC on the ongoing efforts to assess the feasibility of implementing
a wildfire monitoring camera system for the City of Rancho Palos Verdes and to
gauge the neighboring Peninsula cities’ interest in implementing a Peninsula-wide
wildfire monitoring camera system.
• At its meeting on November 18, 2021, the EPC reviewed responses from
representatives of various communication providers serving the Palos Verdes
Peninsula in response to the EPC's list of questions seeking additional information
about their plans to implement resiliency requirements for their facilities as
mandated by the CPUC.
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 Fire After Action Report (AAR)
regarding emergency communications, emergency playbook, resources, and
drills/training into all four Peninsula cities’ emergency planning.
2. Scheduling specific topic presentations to the EPC and/or City Council with
subject-matter experts from utilities and cellphone companies.
3. Monitor and support forthcoming home and community hardening standards
for insurance companies from the California Department of Insurance.
4. 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 backup resources and fire hardening of
strategically placed public access building that can be used by residents if
required to shelter in place.
5. Creation of an emergency status webpage that residents can easily access
prior to, during, and immediately following an emergency situation and
revamping of the emergency preparedness webpage, adding value, and
ensuring ease of access to the webpage.
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
6. 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. Develop plans with the Rancho Palos Verdes Council of Homeowners
Associations (CHOA)/Neighborhood Watch and other organizations to promote
neighborhood safety and emergency preparedness, including promoting the
development of a uniform, up-to-date, easily maintained list of residents who
may need additional help during an emergency.
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the EPC can bring comments, ideas, and recommendations to the
City Council for consideration. If a majority of Committee members are in agreement and
have voted accordingly to move the topic forward, Staff will work to agendize the matter
on the City Council’s calendar. The Chair of the Committee, or his/her designee, will
present the item before the City Council at the meeting. Staff will be available to assist
the Committee on preparing the staff report and related materials for the agenda.
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
ADVISORY BOARD FY2021-22 WORK PLAN
SPECIFIC 2021-22 ASSIGNMENTS
1. Incorporate key lessons learned from Woolsey Fire 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 cellphone companies.
3. Monitor and support forthcoming home and community hardening standards for
insurance companies from the California Department of Insurance.
4. Collaborate with CHOA/Neighborhood Watch and other organizations to improve
neighborhood safety and emergency preparedness through public education
campaigns and the development of a uniform, 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 ev acuation 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 c ell
towers to operate without power for 48 hours, utilities hardening transmission
infrastructure, residential power backup resources, fire hardening of strategically
placed public access building that can be used by residents if required to shelter
in place.
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EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
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 uniform, 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 backup 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
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CITVOF ~J\NCHO PALDS \/ERoEs
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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)
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
Park Project and discuss the financial impact of the new facility’s operating
budget.
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FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
B. Discuss and prepare a cumulative waterfall analysis of the three big capital
projects (Civic Center, Ladera Linda Community Park, and Portuguese
Bend Landslide Remediation Projects).
C. Receive a presentation on financing options for the Civic Center and the
Portuguese Bend Landslide Remediation Projects and make
recommendations to the City Council when appropriate.
D. Reassess the transient occupancy tax (TOT) rate and opportunities.
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 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
B-3
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
PAST SIX MONTHS ACCOMPLISHMENTS
The following are the FAC’s activities and accomplishments from July 2021 through
December 2021:
➢ Received an update and provided recommendations on the financing options for
the new Ladera Linda Community Park Project and discussed the financial
impact of the new facility’s operating budget.
➢ Reviewed and provided recommendations on the new opportunity with Bank of
the West to finance the Ladera Linda Community Park Project.
➢ Received a presentation on the American Rescue Plan Act (ARPA).
➢ Reviewed the City’s preliminary proposed spending plan of $9.9 million from
ARPA.
➢ Recommended a 30% contribution from philanthropic or non-civic sources for
capital projects such as the Civic Center and Ladera Linda.
➢ Collaborated with the Infrastructure Management Advisory Committee (IMAC) and
Civic Center Advisory Committee (CCAC) on the big capital projects such as Civic
Center and Portuguese Bend Landslide Remediation that could lead to better
financing opportunities.
➢ Established Subcommittees based on the additional projects listed in the F iscal
Year 2021-2022 Work Plan.
❖ Financing options and financial impacts of the three major capital projects
▪ Chair Lewis, Member MacAllister, and Member Yourman
❖ FAC workplan and biannual report
▪ Chair Lewis
❖ Municipal financing workshop
▪ Vice Chair Brown and Member Vlaco
➢ Received a presentation of the pension report – CalPERS’ Annual Valuation
Report.
➢ Received a presentation of the FY 2020-21 year-end and unaudited actuals and
FY 2021-22 first quarter financial report.
➢ Received a presentation of the City’s investment portfolio.
NEXT 6-MONTH REPORTING PERIOD
➢ Receive a presentation of the Annual Comprehensive Financial Report (ACFR)
and audit report.
➢ Receive a presentation on the FY 2021-22 mid-year report, the FY 2022-23
budget assumptions, and the FY 2022-23 preliminary budget.
➢ Receive updates on the City’s investment portfolio.
➢ Review revenue enhancements and philanthropic contributions.
➢ Discuss and prepare a financial forecast to study the financial impact of the three
big capital projects (Civic Center, Ladera Linda Community Park, Portuguese
Bend Landslide Remediation Projects).
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FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
➢ Review the TOT rate and opportunity and make recommendations to the City
Council.
➢ Review the City’s investment policy.
➢ Prepare the FY 2022-23 Work Plan.
AREAS OF FOCUS
Opportunities
• More robust resident commitment and engagement on the big capital
projects such as Civic Center and Portuguese Bend Landslide Remediation.
• 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 Capital Improvement Plan (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).
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.
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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 stormwate r 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 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 ong oing 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.
At its May 17, 2021 meeting, the Infrastructure Management Advisory Committee (IMAC)
conditionally approved the FY 2021-22 Work Plan, and received and filed the finalized
Work Plan at its July 29, 2021 meeting.
In the last six months, the IMAC has successfully accomplished the following:
▪ Established a Needs/Wants Subcommittee to assist in the prioritization of potential
projects for the City to pursue in future fiscal years (Task Assignment #3 from the
Work Plan) (established subcommittee on May 17, 2021, and appointed three
members on July 19, 2021)
▪ Received a report on the Trails Network Plan Update and provided feedback (July
19, 2021)
▪ Received and filed a report on the process of ranking Stormwater Systems and
forwarded the report to the newly established Needs/Wants List Su bcommittee)
(July 19, 2021)
▪ Reviewed and provided feedback and recommendations on City staff’s draft
proposal to utilize American Rescue Plan Act (ARPA) funding (August 30, 2021)
▪ Reviewed and provided feedback and recommendations on City staff’s draft
presentation for a proposed Wildfire Camera System (September 20, 2021, and
October 18, 2021)
▪ Assigned Work Plan specific tasks to various subcommittees (October 18, 2021),
as follows:
- Task 3 (assist in the prioritization of potential projects for the City to pursue
in future fiscal years) to the Needs/Wants List Subcommittee
- Task 4 (review and provide feedback/recommendations on the mitigation
plan to address erosion and land movement at Altamira Canyon) to the
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CITVOF t ~CJ-10 PALDS VERoEs
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
Accomplishments and Work Plan
Palos Verdes Drive South (PVDS)/Portuguese Bend (PB) Landslide
Subcommittee
- Task 5 (review and provide feedback on a feasibility analysis for the
installation of an underground sanitary sewer system to replace the existing
septic tanks to reduce groundwater seepage within the Portuguese Bend
landslide) to the Sewer System Subcommittee
- Task 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) to the Public Buildings
Subcommittee
- Task 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) to the Public Buildings Subcommittee
- Task 8 (Review and provide feedback/recommendations on a Utility
Resilient Master Plan to harden above-ground utility lines and associated
tentative timeline) to the Streets and Right-of-Way Subcommittee
- Task 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) to the Sewer System Subcommittee
- Task 10 (Review and provide feedback/recommendations on a citywide
speed mitigation plan for reducing speed within City streets) to the Streets
and Right-of-Way Subcommittee
- Task 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) to the
Streets and Right-of-Way Subcommittee
- Task 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) to the Streets and Right-of-Way
Subcommittee
- Task 13 (Review and provide feedback/recommendations on the
Portuguese Bend Landslide Remediation Project) to the PVDS/PB
Landslide Subcommittee
- Task 14 (Review and provide feedback/recommendations on the Ladera
Linda Community Park Project as reports and plans become available) to
the Park Sites Subcommittee
▪ Successfully conducted concurrent Zoom meeting breakout rooms for
Subcommittee Discussions (October 18, 2021)
▪ Successfully conducted a tour of City infrastructure sites for IMAC members
(December 6, 2021)
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CllYOF t ~CHO PAIJJS VERDES
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
Accomplishments and Work Plan
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
ADVISORY BOARD FY2021-22 WORK PLAN
SPECIFIC 2021-22 ASSIGNMENTS
During the 2021-2022 fiscal year, the IMAC will continue to advise the City Council and
support Staff, with emphasis upon the following:
1. Maintain the master “needs” list of all potential c apital improvement projects for
consideration and evaluation in the subsequent fiscal years. This “needs” list shall
be accessible to members of IMAC via the internet or other electronic means.
Continue to implement and refine the methodology for solicitin g community input
regarding support for (or opposition to) individual projects.
2. Provide support as desired by the City Staff on detailed inventory and maintenance
schedule of the City’s public infrastructure and assets, including assets mapped
on the City’s GIS (CC Goal 4).
3. Monitor mitigation plan for land movement at Altamira Canyon (CC Goal 3c).
4. Provide public input on feasibility analysis of underground sanitary sewer system
to replace the existing septic tanks in Rolling Hills (CC Goal 3d).
5. Provide public input on Citywide 5G Small Wireless Facilities (SWF) Master Plan,
including review of locations determined to be preferred from an operational
perspective and least intrusive (CC Goal 5a).
6. Review electric utility Southern California Edison’s (SCE) Utility Resilient
Advancement Master Plan to harden above -ground utility lines including a tentative
timeline to potentially underground utilities (CC Goals 6a, 6c).
7. Review City’s GIS map showing areas in the City served by a sanitary sewer
system (CC Goal 7a).
8. Monitor Traffic Flow Improvement Plan for Western Avenue Congestion
Improvement Project and Staff input on refining scope of work (CC Goal 15b).
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CllYOF t ~CHO PAIJJS VERDES
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 neighborhood compatibility, site plan and
grading applications when discretionary approval is required by the Planning
Commission; makes decisions on view restoration permits; and considers appeals of staff
decisions on land use planning applications.
Below is the Planning Commission’s biannual update listing its duties, accomplishments
from July 1 to December 30, 2021, and a Work Plan for the next six-month reporting
period.
SPECIFIC DUTIES OF THE PLANNING COMMISSION
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.
JULY 2021 TO DECEMBER 2021 ACCOMPLISHMENTS
• Conducted nine hybrid Planning Commission meetings to consider land -use
development projects including, but not limited to:
o Height Variation Permits (three applications);
o Grading Permits (four applications); and
o Conditional Use Permits (one application).
• Participated in a joint study session with the City Council on the City’s 2021 -2029
Housing Element Update.
• Recommended Code Amendments to the City Council related to:
o Sign Code updates;
o Treehouse regulations; and
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Planning Commission
Accomplishments and Work Plan
Page 2 of 2
o Preservation of views impaired by fences and walls along all roadways.
• Reviewed proposed code amendments related to Natural Communities
Conservation Plan/Habitat Restoration Plan (NCCP/HCP) compliance and
implementation measures.
WORK PLAN FOR NEXT SIX-MONTH REPORTING PERIOD
In the next six-month reporting period, the Planning Commission expects to work on the
following:
• Continue conducting meetings to consider land -use development applications, as
needed.
• Review the final draft of the City’s 2021-2029 Housing Element and associated
environmental review document with a recommendation to the City Council for
adoption.
• Participate in public workshops related to the City’s preparation of a Mixed -Use
Overlay Zone within the City’s Commercial Zones.
• Continue working with Planning Division on targeted code amendments to the
Zoning Code, including:
o Develop objective development standards in response to Senate Bill No. 9;
o NCCP/HCP compliance and implementation measures;
o Electric vehicle charging; and
o Others as directed by City Council.
• Review the City’s Annual General Plan and Housing Element Progress Reports
for the 2021 calendar year.
• Review the City’s FY 2022-23 Capital Improvement Program to ensure
consistency with the goals and policies of the Rancho Palos Verdes General Plan.
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C ITYOF ~CHO PALDS VERDES
Page 1 of 2
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 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 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.
Below is a list of TSC’s accomplishments in Q1 and Q2 of Fiscal Year 2021-2022:
▪ Reviewed information on and reiterated previous TSC recommendations on the
proposed traffic signal at Palos Verdes Drive South and Palos Verdes Drive East.
▪ Reviewed a petition to establish a Neighborhood Permit Parking Program on
certain streets in the Ladera Linda Homeowners Association and recommended
to the City Council that it approve the permit parking program.
▪ Provided input on concept sketches, prior to any engineering, for consideration by
Staff when developing the Parking and Traffic Management Plan for Forrestal
Reserve. Subsequently reviewed the concept plan prepared by a traffic
engineering consultant and Staff and provided feedback.
▪ Provided guidance, input, and feedback to Staff on various traffic related issues
throughout the City including around local schools.
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TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
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.
B-6