CC SR 20220309 01 - City Council Goals
CITY COUNCIL MEETING DATE: 03/09/2022
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive a quarterly status report on Fiscal Year
2021-22 City Council goals and to set goals for Fiscal Year 2022-23.
RECOMMENDED COUNCIL ACTION:
(1) Receive and file a 3rd quarter status report on the FY 2021-22 City Council Goals;
and
(2) Discuss and provide direction to Staff on developing a list of City Council goals for
FY 2022-23 inclusive of Staff, Planning Commission, and Advisory Board
recommendations
FISCAL IMPACT: There is no direct fiscal impact associated with conducting this goal-
setting workshop. However, the final list of City Council goals may include items that will
require future allocations in the FY2022-23 budget and beyond.
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Karina Bañales, Deputy City Manager
REVIEWED BY: Same as above
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. 3rd Quarter FY 2021-22 City Council Goals Worksheet (page A-1)
B. Draft of FY 2022-23 City Council Goals Worksheet (page B-1)
BACKGROUND:
The goal-setting process is designed to align with the City’s annual budget process and
is the first workshop in the Council-approved budget calendar for FY 2022-23. As part of
this process, the City Council requested to receive quarterly updates to track the progress
on its goals to determine how to develop the following year’s goals.
1
This evening, staff is presenting the third quarterly update of FY 2021-22 City Council
goals and is seeking direction from the City Council to develop a final list of FY 2022-23
City Council goals.
DISCUSSION:
The FY 2021-22 City Council goals (Attachment A) consists of 40-line item goals grouped
under the following six general goal categories:
• Public Safety: Maintain a high level of public safety with public engagement.
• Infrastructure: Maintain and improve all public infrastructure (including
transportation systems, parking, utilities, storm drains, and sewers).
• City Land and Facilities: Maintain and improve all City-owned properties.
• Quality of Life: Maintain and improve the quality of life for RPV residents.
• Citizen Involvement and Public Outreach: Engage residents and community
partners in assisting the City Council, City Committees/Commissions, and City
Staff facilitate the decision-making process.
• Government Efficiency, Transparency, and Accountability : Maximize the use of
each tax dollar and optimize services delivered to RPV residents.
Council Goal Color Spectrum, Description, and Count
Each of the City Council goals provide a color spectrum and description that identifies
each goal's status. Also, the color spectrum breaks down the total of goals that fall within
the five colors. The five colors identify if the goal is at risk of falling behind the target date,
on schedule to meet the target date, near completion, completed, and not recommended
at this time or no longer necessary.
COLOR DESCRIPTION AND COUNTS
100% - completed
56% - 99% - accelerated/near completion
26% - 55% - on target/on schedule
0% - 25% - behind schedule/at risk
N/A - not recommended/not necessary
1. 3rd Quarter Status Report on FY 2021-22 Goals
Attached is the list of goals updated since the last quarterly report on December 21, 2021
(Attachment A) for this 3rd quarter status report. The goal line items having the highest
priority are highlighted in yellow, with the understanding that the remaining items would
be listed and considered at a later time, including during budget workshops. Goals
highlighted in yellow exceed the threshold bar and are considered equal in terms of
priority based on public benefit, available resources, including staff time and funds, and
being realistic and achievable. Additionally, goals in red font indicate a status update.
2
While 33 goals are trending towards completion, nine goals have been completed (dark
green) as reflected in the table below:
COLOR DESCRIPTION AND COUNTS
9 100% - completed
4 56% - 99% - accelerated/near completion
20 26% - 55% - on target/on schedule
7 0% - 25% - behind schedule/at risk
15 N/A - not recommended/not necessary
Below is a summary of the completed goals for FY 2021-22 as of this 3rd quarter report
and for detailed information see the attached table (Attachment A):
Category: City Land and Facilities: Goal: Maintain and Improve all City-owned
properties:
10. Ladera Linda Community Park
Item 10b: Completed construction-ready documents for City Council consideration.
Item 10c: Completed bid process for a construction firm and presented the construction
contract to the City Council which was approved on March 1, 2022.
13. Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
Item 13e. Prepared a Preserve Master Parking Plan identifying parking opportunities to
accommodate visitors to the Preserve that minimizes impacts on neighborhoods and
resources.
Category: Quality of Life: Goal: Maintain and improve the quality of life for RPV
residents.
15. Western Avenue Redevelopment
Item 15a. Developed a SWOT analysis of commercial properties along Western Avenue
to identify economic development opportunities to enhance retail establishments and
create mixed-use projects.
18. Municipal Code Amendments
Item 18a. Updated the City's Sign Ordinance (Section 17.76.050)
19. Community Items
Item 19a. Provide services for aging and disabled members of the community through a
new Aging and Disability Resources Connection (ADRC) Program
Item 19b. Launched a “Keep RPV Clean” campaign throughout the City’s open space
areas
3
Citizen Involvement and Public Outreach: Goal: Engage residents and community
partners in assisting the City Council, City Committees/Commissions and City Staff
facilitate the decision-making process.
Item 20a. Hosted an Annual Leadership Academy for residents.
Item 20b. Hosted five City-sponsored events or activities at the Civic Center throughout
the fiscal year.
2. Developing the FY 2022-23 City Council Goals
The FY 2021-22 Goals are being utilized as the framework for setting the goals for FY
2022-23 (Attachment B). As a starting point, the City Council may wish to retain or
augment (adding, deleting, or amending) the following six (6) general goal categories:
• Public Safety
• Infrastructure
• City Land and Facilities
• Quality of Life
• Citizen Involvement and Public Outreach
• Government Efficiency and Transparency
The City Council may then consider which, if any, goals to carry over into FY 2022-23.
The goals that have been completed in FY 2021-22 have been removed from the draft
worksheet, and the goals that are not recommended to carry over or are recommended
with edits as goals to be carried over are being shown as strike-through text along with
an explanation for the City Council’s consideration. Additionally, goals that are new are
identified as a light blue color under the “Status” column of the table. Lastly, Council is
being asked to identify which goals for FY 2022-23 should be considered a priority.
FY 2022-23COLOR DESCRIPTION AND COUNTS
0 100% - completed
3 56% - 99% - accelerated/near completion
16 26% - 55% - on target/on schedule
0 0% - 25% - behind schedule/at risk
19 N/A - not recommended/not necessary
11 New Goals/Carryover
Similar to last year, the City’s Planning Commission and Advisory Boards were asked to
review the City Council’s FY 2021-22 goals and to provide recommendations and
prioritize goals to be continued and added in FY 2022-23. Their suggestions and staff-
initiated recommendations are summarized below for the City Council’s consideration and
are identified in red text as the new language for goals being recommended to carry over
to FY 2022-23 (Attachment B).
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Civic Center Advisory Committee
1. New Goal: Establish a budget for the Civic Center Master Plan project based on
a preliminary site plan by August 2022. Priority goal.
2. Carryover line item No. 11c with the following modified language: Develop
and recommend a preliminary Civic Center site plan with phasing opportunities by
August 2022 that includes potential civic, business, non-profit, and public safety
partnerships. Priority goal.
3. Carryover line item No. 11d with the following modified language: Continue
to reach out to DOJ and FEMA to formalize a land-swapping agreement for the
Civic Center site.
4. New Goal: Secure a Memorandum of Understanding (MOU) by December 31,
2022, with the Coast Guard for use of the Point Vicente Lighthouse and Battery
Barnes properties.
The CCAC combined FY 2021-22 11d goal (pursue civic, business, and non-profit
partnerships) into the broader Civic Center site plan goal listed above (#2).
Emergency Preparedness Committee
1. Carryover line item No. 2b with the following language: Within one year,
implement two of the EPC's recommended actions to mitigate wildfire risk in RPV,
specific to improving city-resident emergency communications by doubling the
current number of residents registered for Alert SouthBay and MyRPV and;
Enhancing resident safety during a mass evacuation scenario by developing,
publishing, and actively promoting a local disaster survival guide that leverages
the Zonehaven Evacuation Platform and to ensure residents know: (1) Which
Evacuation Zone they are in; (2) Which Safe Refuge Areas are nearby; and (3)
Where to obtain current, reliable disaster information, both with and without
commercial power, including multiple modes of communication and multiple
languages. Priority goal.
2. Carryover line-item No. 6c (Electric Utilities) with the following
language: Reduce the threat of a fire hazard proximately caused by downed or
damaged overhead power lines by identifying and securing alternative funding
sources to underground one mile of utility lines within the City's open space areas.
Priority goal.
Finance Advisory Committee:
1. Carryover line-item No. 7b - Prepare a new financial plan for the Abalone
Cove annual sewer rates that reduces City maintenance subsidy by at least
50% for City Council consideration. The FAC ranked this as priority #1 because
of the level of subsidy from the General Fund. Staff recommends this item to
continue and will support the FAC subcommittee on the research and analysis.
2. Carryover line-item No. 11b - Present Civic Center development financing
options to the City Council for consideration. FAC ranked this as priority #2
5
based on the progress/the current stage of the project. Staff recommends this item
to continue and will support the FAC subcommittee on the research and analysis.
3. Carryover line-item No. 3b. Prepare funding opportunities for Phases 1 & 2
of the Portuguese Bend Landslide Feasibility Plan for City Council
consideration. FAC recommended continuing the goal into FY 2022-23 but the
committee will continue to research on finance options in preparation for the
funding opportunities when this project is ready. The FAC ranked this as priority
#3 because of the progress/the current stage of the project. Staff recommends this
item be removed from the City Council goals and be folded into the budget process
for the capital projects program.
Planning Commission:
1. Carryover line-item No. 24d: Establish an efficient and streamlined
development process between the Community Development and Public
Works Departments to decrease the initial review time for applications to no
more than 10 business days in order to enhance the one-stop permit
process.
Infrastructure Management Advisory Committee:
1. New Goal: Keep the stress of getting around RPV low with right-of-way
infrastructure projects that result in low-stress intersections, ample parking where
you need it, efficient vehicle flow, no traffic backups, reduced speeds , and
minimize the use of stoplights throughout the city.
2. New Goal: Plan and budget the construction and maintenance for the full lifecycle
of all current and future assets to avoid costly replacements, re-engineering, or re-
doing projects. Newly created assets should have an adequate maintenance
budget and allocated resources guaranteed for their expected useful life.
3. New Goal: Maintain a healthy trail network with interconnections between open
space areas while ensuring the natural habitat remains preserved. When possible,
reverse the decay of the nature preserve trails network by reopening closed trails.
Traffic Safety Committee:
1. New Goal: Increase public education about traffic safety and the dangers and
explore all avenues of media, including the City’s website and newsletter, and
possibly work with Los Angeles Sheriff’s Department to create public service
announcements for RPVTV.
City Staff:
• New Goal: Establish a program that encourages civic engagement among the
youth in RPV (youth in government, City Council or Department Director shadow
for a day or summer internship program).
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ADDITIONAL INFORMATION:
Public Notification
The goal-setting workshop will be held virtually through a hybrid Zoom and in-person
meeting platform. A public announcement of the workshop was issued to “Breaking News”
listserv subscribers, posted on the City’s social media platforms, and featured on the
City’s website.
Public Comments
As of the transmittal of this staff report, there have been no public comments received.
Staff recommends accepting public comments from workshop attendees regarding both
the FY 2021-22 and FY 2022-23 goals. This may include comments from individual
members of the City’s Planning Commission, Advisory Boards, and other interested
parties.
CONCLUSION:
Staff recommends the City Council receive and file the 3rd quarter report of the FY 2021-
22 Goals and seeks direction from the City Council on developing the final list of FY2022-
23 Goals.
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2021-2022 Goals and Action Plan
9 100% - completed
4 56% - 99% - accelerated/near completion
20 26% - 55% - on target/on schedule
7 0% - 25% - behind schedule/at risk
15 N/A - not recommended/not necessary
26 Priority Goals
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
1. Law Enforcement
1a Reduce Part I Crime by 5% for FY 2021-22 compared to FY 2020-21 Admin 06/30/2022 26%
The City continues to take a proactive approach in addressing crime, including providing grants to
neighborhood groups to purchase security cameras, renting in-home security cameras to residents on
vacation or undergoing home construction, and directing additional overtime patrols provided by the
Sheriff's Station to address areas of specific concerns. Comparing Part I Crimes from July-February of
2020-21 and 2021-22, the City has seen a 20% increase of Part I Crimes. Staff is working with the
Lomita Station Captain to address this uptick in Part 1 crimes, including directing additional overtime
crime suppression patrols and implementing public safety messaging campaigns.
1b Expand Neighborhood Watch to five new communities.Admin 06/30/2022 N/A
Staff recommends removing this item as the Neighborhood Watch Coordinator has indicated that
communities wishing to join the Neighborhood Watch Network are already involved.
1c Provide $30,000 in grants to residents and neighborhood groups for the
acquisition of safety-enhancing tools and technologies Admin 06/30/2022 75%
Safety enhancing tools and technologies may include Ring doorbells and continuing the matching
grant program for neighborhood entrance cameras. Staff has prepared a preliminary draft of the
new grant program which incorporates the Ring doorbell and Flock Safety components in addition to
some new tools. The Public Safety Reimbursement Program is currently accepting applications based
on grant funding approved by the City Council at its February 15, 2022 meeting.
2. Emergency Preparedness
2a
Prepare a Landslide Emergency Sanitation Plan in coordination with LA County
Sanitation District on how to respond to an emergency break in the above-
ground sanitation line located on Palos Verdes Drive South within the
Landslide Area.
PW 6/30/2021 6/30/2022 55%
The Sanitation District is working with a consultant to prepare an Emergency Sanitation Plan. City
Staff has had preliminary discussions with the Sanitation District on elements to be included in the
plan. This goal may be addressed with the completion of the utility white paper being which was
prepared for the Peninsula Public Safety Committee which will be and was presented to the City
Council on January 18, 2022. Staff are currently working on implementing the identified
recommendations and edits for this white paper and intend to bring the revised white paper back for
consideration by the City Council at a later date.
COLOR DESCRIPTION AND COUNTS
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Last updated: 03/03/2022
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2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
2b
Implement at least two of the EPC-recommended action items to mitigate
wildfire risk in RPV, including: Enhanced Emergency Communication;
Emergency Evacuation Plan/Peninsula-wide and school district emergency
preparedness plan; Wildfire Hardening; Public Safety Power Shutoff response;
and Cal Fire Risk Assessment and Insurance Rates
Admin 6/30/2022 12/31/2022 45%
EMERGENCY COMMUNICATIONS:City staff and members of the EPC continue to meet with key
emergency management personnel,to discuss best practices for emergency communication during a
wildfire incident.
EVACUATION PLANNING:On August 12,2021,the PPSC supported staff's recommendation to
prepare an RFP to solicit proposals in support of facilitating Peninsula-Wide Emergency Evacuation
Plans.On November 18,the PPSC discussed evacuation plan components and recommended
additional elements to be included in the drafted Evacuation Plan.On January 17,2022,the city was
notified that the LA County Office of Emergency Management (OEM)is seeking local jurisdictional
collaboration for the development of evacuation zones for the County's Very High Fire Hazard
Severity Zones and has contracted with a vendor (Zonehaven)to support GIS development of
evacuation zones in those areas.The PPSC reviewed and provided feedback on a drafted RFP for the
establishment of Peninsula-wide evacuation plans,as well as the proposed rollout of the Zonehaven
evacuation management platform, at its February 10, 2022, meeting.
WILDFIRE HARDENING:On November 2,2021,city staff provided an update to the Council on the
development of a wildfire detection system that will actively monitor the city for wildfire ignitions. On
December 22,2021,Staff issued a request for proposals (RFP)for the development of an artificial
intelligence-based early wildfire detection system capable of detecting,verifying,and communicating
wildfire ignitions throughout the Peninsula.By the proposal deadline of February 28,2022,the City
received bids from three qualified firms.City staff is currently assembling a panel of members to
evaluate the proposal, which will include representatives from the neighboring Peninsula Cities.
PUBLIC SAFETY POWER SHUTOFF:On May 3,2022,the City Council is scheduled to receive a
compliance report on battery backup for telecom facilities in support of the CPUC Decision Adopting
a 72-hour backup power requirement for telecommunications facilities to ensure a minimum level of
service and coverage during power outages.
CAL FIRE RISK ASSESSMENT:On April 7,2021,City staff met with representatives from the California
Department of Insurance to discuss available resources for residents facing decreased homeowner
insurance availability.
Last updated: 03/03/2022
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2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
3. Portuguese Bend Landslide
3a
Complete the EIR for the Portuguese Bend Landslide Remediation Project for
certification by the City Council PW 12/31/2021 11/30/2022 N/A
On May 19, 2020, the City Council approved a professional services agreement with the Chambers
Group to prepare the environmental document. The Draft Initial Study was published for public
review between November 12, 2020 and January 15, 2021. A public scoping meeting was held on
December 19, 2020. The City's consultant has started work on the draft EIR. The Draft EIR is expected
to be published in the Fall of 2021. The Draft EIR is expected to be published in the Spring Summer of
2022. Additionally, this will allow time for the City Council to consider contracting with a program
management company to assist the City with reviewing and processing the Draft EIR and Final EIR.
This will allow time for the City's environmental consultant to analyze alternatives raised during the
scoping meeting and the City's recently contracted program manager to review the analysis. Staff
recommends removing this from goals because it is a CIP project and is considered part of the City’s
routine operations.
3b Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend
Landslide Feasibility Plan for City Council consideration. FIN 6/30/2022 N/A
Staff is pursuing various potential funding opportunities for this project. The South Santa Monica Bay
(SSMB) Watershed Area Steering Committee (WASC) met on May 19, 2020. WASC reviews all projects
for Measure W funding. A Measure W application was submitted to the County for the Portuguese
Bend Landslide Remediation Project in October 2020. Staff is also working with Blais and Associates
to identify potential grants for this project, and City Staff has embarked on a writing campaign for
funding opportunities with state and federal legislators including securing federal infrastructure
funding. The City Council is in the process of hired a program manager for this project who may help
identify funding and grant opportunities. Staff presented the goal to the FAC on 2/17. FAC
recommended to continue the goal into FY 2022-23 but committee will continue to research on
finance options in preparation for the funding opportunities when this project is ready. FAC also
ranked this as priority #3 because of the progress/the current stage of the project. Staff recommends
this item be remove from the City Council goals and be folded in to the budget process for the capital
projects program.
3c
Develop a mitigation plan to address land movement at Altamira Canyon
based on the following phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and
its tributaries and establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and
making sure there is positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
PW Phase One:
6/30/2022 N/A
On November 4, 2020, the City Council approved a professional services agreement with Harris and
Associates to perform the Phase One work. Notice to proceed was issued on February 24, 2021.
Surveying work is complete and drainage/erosion analysis is underway. Work on the Design Concept
Report has been ongoing and a draft is expected to be published in the Spring of 2022. This will
include time for the City's recently contracted program manager to review a draft of the Design
Concept Report. Staff recommends removing this goal because it is a CIP project and is considered
part of the City’s routine operations.
3d
Develop a feasibility analysis with Rolling Hills for installation of an
underground sanitary sewer system to replace the existing septic tanks to
reduce ground water seepage within Portuguese Bend landslide.
PW 12/31/2021 6/30/2022
11/30/22 0%
Comments from Rolling Hills on the draft feasibility study were received on June 18, 2020 and
provided to the consultant. The Draft Rolling Hills Sewer Concept Design (feasibility study) has been
received and preliminary discussions with Rolling Hills were held. Review of the draft concept design
has identified the need for further analysis of concept viability before finalizing the feasibility study
for public review. Further work on this goal has been deferred until more information is gathered on
the overall Portuguese Bend Landslide Remediation project.
INFRASTRUCTURE
Goal: Maintain and improve all public infrastructure (including transportation systems, parking, utilities, storm drains, and sewers).
Last updated: 03/03/2022
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2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
4. Asset Management
4a Create a detailed inventory and maintenance schedule of the City's public
infrastructure and assets.PW 6/30/2023 N/A
The Fiscal Year 2021-22 CIP includes funding to start an asset management program for the City's
Facilities, Storm Sewer System, Pavement, Sidewalks, and Traffic Signs. Proposals have been
received for a condition assessment and maintenance schedule of the City's facilities and work is
expected to begin in the next quarter. Proposals for a condition assessment and maintenance
schedule for the City's pavement, sidewalks, and traffic signs will be solicited in the next quarter.
Council has awarded a professional services agreements for the creation of a detailed inventory and
maintenance schedule of the Condition assessments of the City's facilities, pavement, sidewalks,
guardrails, and traffic signs have started. Work is expected to be complete within 6 months. Draft
reports are expected in the summer of 2022. A similar asset management program for the City's
storm sewer system and sanitary sewers will be started in Fiscal 2022-2023 when staff vacancies are
filled. Staff recommends removing this goal because it is a CIP project and is considered part of the
City’s routine operations.
5. Small Wireless Facilities
5a
Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that
identifies the preferred and least intrusive locations to install small wireless
facilities including co-locations.
PW Yes 12/31/2021 N/A
The primary 5G SWF engineering and construction company on the Peninsula has developed a plan
of locations for SWF facilities. Staff is soliciting proposals from qualified consultants to evaluate the
plan for optimization of co-location, gap analysis, aesthetic impacts, compliance with City policies,
and development of recommended alternatives when feasible. At this time, Staff recommends
removing this goal due to staff vacancies.
6. Electric Utilities
6a
In coordination with SCE, develop a Utility Resilient Advancement Master Plan
to harden above-ground utility lines including a tentative timeline to
potentially underground utilities and continue to lobby the California Public
Utilities Commission to modify the requirements for Rule 20A undergrounding
funds to include high fire risk areas.
PW Yes 6/30/2022 N/A
Southern California Edison's current plan is development of specific Circuit Reliability projects to
harden infrastructure in particular areas of RPV, rather than an overall master plan. Public Works
Staff is coordinating public information distribution as these projects are further developed. Work on
this goal has been deferred until certain Public Works projects in queue have been completed. Staff
recommends to remove this goal item as the City is limited ability to influence SCE infrastructure.
6b
Identify alternative energy resources with the capability to store energy or
sell it back to the grid system, which could power the City. The first phase is to
identify potential alternative energy and the cost associated with this plan.
PW Yes 6/30/2022 0%
Work on this goal has been deferred until certain Public Works projects in queue have been
completed.
6c
Reduce the threat of a fire hazard proximately caused by downed or damaged
overhead power lines through the undergrounding of one mile of utility lines
within the City’s open space areas.
Admin 06/30/2022 12/31/2022 26%
Staff continues to identify potential funding opportunities for this project.
On August 17, 2021 The City Council Authorized the Mayor to sign a letter to SCE’s chief executive
officer calling for the prioritization of funding for undergrounding projects.
On January 27, 2022, the City submitted a Notice of Interest (NOI) to the California Governor's Office
of Emergency Services (Cal OES) Hazard Mitigation Grant Program (HMGP) towards the securing of
funds for this goal.
On February 1, 2022, Cal OES notified the City that the proposed undergrounding of overhead
powerlines project is an eligible HMGP activity and has formally invited the City to submit a full sub-
application for consideration of funding. Staff is currently compiling data for this application, which is
due on April 8, 2022.
Last updated: 03/03/2022
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2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
7. Sanitary Utilities
7a
Develop a public sewer program to encourage on-site sanitary sewer systems
to connect to the public sanitary sewer system based on the following phases:
Phase 1: Map areas in the City that are served by a sanitary sewer system or
on-site sanitary sewer system.
Phase 2: Feasibility study of the areas which are not currently being served
and prioritize the need for installation of the sewer system and identify costs
to connect to the sewer system.
Phase 3: Design the sewer system.
Phase 4: Installation of the system.
PW 6/30/2021 6/30/2022 0%
Based on information available at City Hall and from LA County Environmental Health, Staff will be
working with the City's GIS Staff to finalize a map showing areas of the City served by onsite waste
water sewer systems (Phase 1). Work on this goal has been deferred until certain Public Works
projects in queue have been completed. Staff recommends removing this from the goals until other
priority goals are completed.
7b
Prepare a new financial plan for the Abalone Cove annual sewer rates that
reduces City maintenance subsidy by at least 50% for City Council
consideration.
FIN 6/30/2022 N/A
Staff has estimated long-range costs for maintenance, operations, and capital costs of the system.
The 18-year historical costs have provided a good baseline for future costs. Additionally, staff has
identified capital improvements that will likely be needed in the next 5-10 years, due to the wear and
tear on the pipes, grinder pumps, and lift stations. Staff is working with Abalone Cove residents to
address the future Sewer Rates in order to reduce the City subsidy. On October 6, the City Council
amended the Municipal Code with the current CPI-U and approved a connection fee. Staff is working
with a consultant to perform an evaluation and assessment of the sewer system. This will provide
staff with an updated annual maintenance cost estimate to properly prepare a financial plan. Staff
presented the goal to the FAC on 2/17. FAC recommended to continue this item and formed a sub-
committee which consist of member MacAllister and Yourman to begin reviewing the history of the
Abalone Cove Sewer system, rates, and the General Fund subsidies. When the maintenance estimate
is ready, the subcommittee will review and prepare a recommendation for the FAC and formalize a
recommendation to the City Council. FAC ranked this as priority #1 because of the level of subsidy
from the General Fund. Staff recommends this item continue into FY2022-23 Goals and will support
the FAC subcommittee on the research and analysis.
8. Roadways
8a Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within
City streets (traffic calming)PW 6/30/2022 N/A
Funding for development of the masterplan is included in the Fiscal 2021-22 CIP. Staff is in the
process of onboarding on-call consulting traffic engineers to assist the City in addressing community
concerns regarding isolated localized traffic and speed concerns throughout the City.
9. City Beautification
9a
Develop an Arterial Fences and Walls Master Plan for the City Council's
consideration that retains neighborhood identity and describes the type
(material and height) of fence or wall, if any, to be placed along major arterial
streets in the City.
CDD Yes 06/30/2022 12/31/2022 30%
Staff continues to seek a consultant to assist with preparing a draft plan.
Carryover to FY 2021-22 if funded in FY 2021-22 budget.
Staff will be utilizing internal resources to implement update of Master Plan. Work on this in-house
plan is scheduled to kick-off in October. Staff has begun to document and conduct inventory of
arterial fencing along major thoroughfares. Staff has begun to prepare the Plan utilizing in-house
resources including staff.
9b
Create a City Entry Master Sign Plan at various points of entry to the City
utilizing the following phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
PW R&P 06/30/2021 09/07/2023 N/A
This project was not funded as part of the Fiscal Year 2021-22 CIP. Funding will continue to be
pursued in future CIP cycles and with other funding sources, such as the American Rescue Plan Act
(ARPA). Staff recommends removing this from goals because it is a CIP project and is considered part
of the City’s routine operations. This project is now in the Recreation and Parks Department and is
scheduled to be completed as part of the City's 50th anniversary recognition.
Last updated: 03/03/2022
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COMPLETION
ACTUAL DATE OF
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10. Ladera Linda Community Park
10b Complete construction-ready documents for City Council consideration.PW 9/30/2021 1/24/2022 100%
Construction documents were completed on Jan 11, 2022. are expected to be complete in January
2022. Staff recommends removing this from goals because it is a CIP project and is considered part of
the City’s routine operations.
10c Complete bid process for construction firm and present contract to the City
Council consideration.PW 12/31/2021 3/1/2022 100%
An advertisement inviting bids is expected to be issued in January 2022 and the bidding process is
expected to be complete in March 2022. The City Council awarded construction and associated
contracts on March 1, 2022. Staff recommends removing this from goals because it is a CIP project
and is considered part of the City’s routine operations.
10d Break ground on construction based on Council-approved plans.PW 12/31/2021 3/31/2022 0%
Ground breaking will commence after successful completion of the bidding process and issuance of a
Notice to Proceed. Ground breaking is expected in March 2022. Staff recommends removing this
from goals because it is a CIP project and is considered part of the City’s routine operations.
11. Civic Center Master Plan
11a Present Civic Center development financing options to the City Council for
consideration.FIN 6/30/2022 N/A
In March 2020, City Staff initiated discussions with Kosmont Transaction Services (KTS), but paused
further discussions due to changes in the leadership team and to reassess the financial impacts of the
economic downturn. Staff has developed a preliminary budget for this project that was confirmed as
reasonable estimates by KTS. On October 15 2020, Staff met with KTS to discuss funding options for
the project. Staff has requested additional information and is working with Blais and Associates on
identifying grant opportunities. Additionally, since September 2020, Staff has been meeting with
consultants from various aspects of the development sector including project management
consultants, developers, and other agency representatives to further understand, among other
things, financing and product delivery options. Staff and the CCAC are working on putting together a
public financing workshop for the community, council, advisory boards, and staff to be well versed in
the financing options for this project. The public financing workshop is tentatively scheduled for
March 10, 2022 and the goal was presented to the FAC on 2/17. FAC currently has a financing
subcommittee that consist of Chair Lewis, members MacAllister, and Yourman that was formed for
the Ladera Linda Community Park project and will continue to support this effort. FAC ranked this as
priority #2 based on the progress/the current stage of the project. Staff recommends this item to
continue and will support the FAC subcommittee on the research and analysis. The CCAC
recommended establishing a budget for the Civic Center Master Plan project based on a preliminary
site plan by August 2022 as its #2 Priority Goal.
11b Initiate discussions with DOJ and FEMA for a land-use swapping agreement as
a part of the Civic Center Master Plan process.Admin 12/31/2021 26%
Communication with respective agencies established. Additional dialogue to continue in FY 2021-22
once the program validation has been completed. Program Validation was presented on December 7,
2021.Griffin Structures, the project manager will assist with achieving this goal. Staff will continue to
follow-up with the CCAC and CCAC subcommittee on future discussions. The CCAC recommended to
continue to reach out to DOJ and FEMA to formalize a land swapping agreement.
11d
Explore potential Civic Center partnerships that are compatible with the City
Council approved program document, and coordinate appropriate usage with
civic, business, and non-profit agencies to consider locating at the civic center
Admin 03/30/2022 55%
In August 2021, the City signed a contract with Gensler to conduct a program validation of the Civic
Center program document that includes potential civic center partnerships. The program validation is
in response to interest expressed to consider expanded uses at the site such as restaurants, museum
and low-income housing. Program Validation was presented on 12/7 and through that process, staff
held various discussions with respective agencies. Additionally, staff has sought additional
partnerships to consider for the Civic Center Master Plan. Staff plans to work with the on next steps
and will present to City Council in the near future. The CCAC on February 24, 2022 recommended
combining this goal with 11e.
CITY LAND AND FACILITIES
Goal: Maintain and Improve all City-owned properties.
Last updated: 03/03/2022
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COMPLETION
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COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
11e
Present draft Civic Center Master Plan for City Council consideration which
will include a new possible Peninsula-wide EOC, Sheriff substation, and fire
station.
Admin 06/31/2022 8/31/2022 26%
Requires hiring a design firm to prepare a master plan and a robust public engagement process.
Earlier this year, the Civic Center Advisory Committee (CCAC) prepared a draft Design & Architectural
Services RFP. The City Council Subcommittee also reviewed the RFP. During this process, Staff
realized that issuing an RFP to onboard a design firm, at this time, is premature until financing options
is considered by the City Council. This is because the financing model the City Council finds most
palatable will determine the development process including the master planning. Since September
2020, Staff has been meeting with consultants from various aspects of the development sector
including project management consultants, developers, and other agency representatives to further
understand, among other things, financing options, before issuing an RFP. At this time, Staff is
considering issuing a Request for Interest (RFI) to glean more information on the development
process for the Civic Center. City Council approved CCAC requests on Feb. 2 to proceed with a) an RFP
for a project management consultant firm and b) facilitate a public workshop addressing municipal
financial capital projects. A project manager will determine when to proceed with developing a
master site plan. Staff has begun discussions with Captain Powers to obtain a written commitment
that the LASD is interested in a substation at the Civic Center site. In 2018, L.A. County Sheriff Jim
McDonnell sent letters indicating his support to place a facility at the Civic Center site. On December
9, 2020, Captain James Powers of the Lomita Sheriff Station provided verbal support of the project
but cautioned that staff must receive support from Sheriff Villanueva before proceeding. A site tour
was scheduled for January 2021 but was postponed for Spring 2021 due to current health orders.
Staff is discussing opportunities with LASD and LA Co. Fire. In June and August 2021, Staff met with
both the LA County Sheriff's Department and LA County Fire Department to discuss potential
commitments on a police and fire station onsite. Staff will continue the discussions with their
respective finance and planning departments. Staff presented the Program Validation on December
7, 2021. Griffin Structures and Gensler will assist staff and the CCAC. The CCAC on February 24, 2022
recommended combining this goal with goal 11d to include civic, business, and non-profit
partnerships and present to . CCAC listed this as their priority 1 goal.
12. Trails Network Plan Update
12a
Complete the Consultant's review of the draft update to the Trails Network
Plan that provides user-friendly trail descriptions with graphics and detailed
maps illustrating trail routes and uses in a clear and concise manner based on
existing legal trails, community input, and feasible trails.
R&P 7/31/2021 3/31/2022 75%
City Council goal carried over from 2018-2019. City working group and consultant, Alta Planning and
Design, are coordinating on content of document, and the update process. The consultant continues
to update the draft document which is anticipated to be reviewed by trail co-managers and the IMAC
Trails Subcommittee, and then released for public review in May 2022.
12b Conduct two public workshops to solicit community feedback on draft plan.R&P 8/31/2021 6/1/22 and 7/31/22 26%
Based on City Council direction on June 16 2020, there will be one additional public outreach meeting
led by Staff to solicit community feedback on draft plan. Over the next several months, Staff, with
the assistance of the consultant will prepare and disseminate information to maximize public
awareness and involvement. Staff continues to work with its consultant on the format and
presentations for the upcoming workshops. The first public workshop will be June 1, 2022 and the
second public workshop will be held on July 31, 2022.
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12c Adopt the Updated Trails Network Plan R&P 12/31/2021 10/4/2022 26%
Staff and the consultant will update the draft TNP to include Planning Commission input and
community and stakeholder feedback prior to presenting to City Council. The date that the TNP will
be presented to City Council will be finalized, but is anticipated to occur on October 4, 2022. The
document will be released three weeks prior to the meeting.
13. Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
13a Amend the Management Agreement with the PVPLC to reflect the City
Council-adopted NCCP/HCP.R&P 12/31/2021 6/30/2022 26%
Over the next several months, Staff will coordinate with the City Attorney's Office and the PVPLC to
continue identifying potential amendments for the City Council's consideration in June 2022.
13b
Create the NCCP/HCP-required Preserve Access Protocol to establish
appropriate vehicular access to the Preserve including provisions for access
during weather events (red flag days, tidal conditions, rain etc.)
R&P 12/31/2021 6/30/2022 40%
These protocols are required to be completed within a designated period of time after the City
receives the NCCP/HCP permits from the state and federal wildlife agencies. The City has received its
federal permit, and is awaiting the state's permit decision. Staff is currently working with the Wildlife
Agencies to proceed with these documents. Park Rangers are educating authorized agencies about
appropriate vehicular access and installing signage. No new updates at this time as staff continues to
work on this goal.
13c Record the NCCP/HCP-approved conservation easements over all Preserve
properties.R&P 11/30/2021 6/30/2022 60%
The City is required to place conservation easements over the Preserve properties after the City
receives the NCCP/HCP permits from the state and federal wildlife agencies. The City has received its
federal permit, and is awaiting the state's permit decision. In January 2021, the City Council approved
a contract with a surveyor to create property descriptions for the conservation easements. The
surveying has been completed. No new updates at this time as staff continues to work on this goal.
13d Update the Public Use Master Plan for the Palos Verdes Nature Preserve to
reflect the Council-adopted NCCP/HCP.R&P 3/31/2022 6/30/2022 26%
Staff is making advance preparations for updating the Public Use Master Plan, including referencing
appropriate sections of the NCCP/HCP and updating trail maps. No new updates at this time as staff
continues to work on this goal.
13e
Prepare a Preserve Master Parking Plan identifying parking opportunities to
accommodate visitors to the Preserve that minimizes impacts on
neighborhoods and resources.
R&P 12/31/2021 12/1/2021 100%
The City has been engaged in a holistic effort to manage parking and access to the City’s Nature
Preserve to balance the need for public access, protecting Preserve neighbor quality of life, natural
resource protection, and providing safe parking and access. The City Council has considered agenda
items related to this effort on March 17, 2020, August 18, 2020, September 1, 2020, October 6, 2020,
October 20, 2020, December 15, 2020, January 19, 2021, February 16, 2021, March 2, 2021, March
16, 2021, April 20, 2021, May 18, 2021, July 6, 2021, September 7, 2021, and October 5, 2021.
Additionally, to engage public participation and maximize transparency, this issue was discussed at
Preserve Public Forums on April 17, 2021, July 21, 2021, and October 13, 2021. As a result, the
following elements of a holistic approach to Preserve Parking and Access were used:
•Preserve capacity analysis: The City Council received and filed an update on capacity analysis
alternatives at the March 16, 2021 City Council Meeting.
•Web and social media campaign: Staff worked with a Search Engine Optimization consultant. The
work was completed November 2021.
•Traffic and parking analysis: The Public Works Department worked with a traffic engineering
consultant to complete an expedited traffic analysis for Crenshaw Blvd. south of Crest Rd. Results
were presented to the City Council on March 16, 2021. Parking was restricted to provide
recommended site distances. Larger scale parking studies will be completed in early 2022.
•Increasing parking enforcement: The City has hired part-time park rangers/parking ambassadors.
•Establishing reservation and fee-based parking system: The City Council approved a contract with
ParkMobile in April 2021, and implemented the system July 2021.
•Increasing parking citation fines: Parking violations were increased from $50 to $110 for the
following violations: 1) Park by permit, 2) Failure to obey signage, and 3) Passenger loading zone.
•Installing access gates at Burma Road and Rattlesnake trailheads: Burma Gate was installed, and
Rattlesnake is forthcoming. Burma gate was damaged in Sept. 2021, and staff is working to repair it.
•Dispersing public use to alternative reserve locations. This effort was supported through
beautification of Alta Vicente Reserve and a public information campaign, and establishing a Pilot
Shuttle Program. The Pilot Shuttle Program began in April and ran 90 days. The Shuttle Program was
suspended in July for a 90-day assessment period, and it was formally discontinued in October 2021.
City Staff is currently working with a traffic consultant to develop a parking plan for Forrestal Reserve.
14. Park Improvements
Last updated: 03/03/2022
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COMPLETION
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14a
Explore establishing a partnership, joint use, and/or lease agreement with the
U.S. Coast Guard for the Point Vicente Lighthouse property, buildings, and
WW II Battery Barnes outpost owned by Coast Guard, Facility-commonly
referred to as Coast Guard bunker (located at the Civic Center).
R&P 12/31/2021 12/31/2022 60%
Staff has reached out to the Coast Guard to initiate dialogue about the future use of these
properties. Staff and several City Council members took tours of Coast Guard properties with USCG
personnel in October 2020 and held informal discussions of potential acquisition and partnership. The
USCG expressed a strong interest in developing a partnership with the City. Additional meetings are
being planned to begin brainstorming partnership arrangements. Staff continued discussions with
Coast Guard personnel during a recent Civic Center tour. Staff has been informed that a new
Commander is coming on board in late May and staff plans to reach out to her to continue
discussions by mid-June. Staff continues to work with Coast Guard staff and new Commander to
explore options for both sites. City Staff, Mayor Bradley and Councilmember Cruikshank toured the
site and met with Coast Guard personnel in October. Follow-up meetings with the Coast Guard
Engineering Unit are planned for January 2022. Staff is in discussion with Coast Guard personnel and
their Engineering Unit to set up follow-up meetings to discuss potential joint uses and/or acquistion
of both sites in March and April. Goal of having an MOU in place with the US Coast Guard by
December 31, 2022.
15. Western Avenue Redevelopment
15a
Develop a SWOT analysis of commercial properties along Western Avenue to
identify economic development opportunities to enhance retail
establishments and create mixed-use projects.
CDD Yes 6/30/2021 6/30/2022 1/15/2022 100%
The City prepared a potential redevelopment site analysis and has met with four potential developers
to explore mixed use projects. In May, the City was awarded a $160k from the SB 2 grant fund to
develop a mixed use plan for Western Avenue. Additionally, the City applied for the Local Early Action
Planning (LEAP) grant to seek an additional $150k to support mixed use planning efforts that will
enhance economic development opportunities in the City. Phase I feasibility analysis of select
properties has been completed and presented to City Council and Planning Commission; City Council
authorized the expansion of the study to incorporate additional properties on Western Avenue and
Silver Spur, among other sites, on September 7, 2021. Staff received a rough draft of Phase II
feasibility analysis and a final draft is currently being prepared for presentation to the City Council in
early 2022. The final report will be presented to City Council in conjunction with the Housing Element
public hearings.
15b
Create a Traffic Flow Improvement Plan in coordination with Lomita, Los
Angeles, and Caltrans to improve traffic flows and provide connectivity
between retail outlets and residents.
PW Concept Plan
Report: 12/31/2022 N/A
A funding agreement with the Metro Board for $1.33 million to be used for a concept plan report has
been executed. The timeline of this project is subject to filling staff vacancies. Staff has started
preparing a solicitation for a project manager to assist the City with progressing this project. Staff
recommends removing this from goals because it is a CIP project and is considered part of the City’s
routine operations. It should be noted that Staff routinely meets with neighboring cities and
representatives from Caltrans to identify means to improve traffic flow.
QUALITY OF LIFE
Goal: Maintain and improve the quality of life for RPV residents.
Last updated: 03/03/2022
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COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
15c Develop a streetscape beautification plan to enhance the aesthetic character
of Western Avenue.PW 6/30/2023 N/A
The CIP for FY 2020-21 includes funding for a concept design of the Western Avenue Beautification
Project. Staff recommends removing this from goals because it is a CIP project and is considered part
of the City’s routine operations. In fact, earlier this last year, Staff began implementing the first phase
of the Western Avenue Street Beautification which included installing new median and parkway
landscaping, enhancing street furniture, and removing debris. The second phase which includes
painting the arterial walls is being coordinated with the neighboring homeowner’s associations and is
anticipated to be completed in late Spring 2022.
16. Economic Development
16a
Create a promotional economic development campaign to improve RPV's
jobs/housing balance by supporting home-based businesses and encouraging
business with high-quality jobs to locate in RPV.
Admin 6/30/2022 30%
City Staff is in the early stages of developing a branding campaign for Western Avenue that will
incorporate Goal No. 47 of FY 2020-21. The branding campaign will bring together the traffic flow,
beautification, and economic development projects for Western Avenue. Staff is collecting
information on potential marketing consultants. In August 2021, Staff joined the Los Angeles
Economic Development Corporation (LAEDC) to assist the City in highlighting current businesses and
attract new businesses to the City. This will also include Western Avenue. Staff is working with the
LAEDC District Director on strategies to strengthen economic development starting with current RPV
businesses.
17. Environmental Sustainability
17a Electric Vehicles: Adopt streamlined EV permitting policies in compliance with
AB 1236 CDD 6/30/2022 30%
Initial research underway; tentative workplan in development. Initial research and analysis is
complete. Development of draft code language is in process and will be presented to the Planning
Commission in Spring 2022 before coming to the City Council for consideration.
17b
Water Conservation: Develop and publish a Low Impact Development (LID)
Standards Guidebook as resource to the development community to comply
with the City's storm water ordinance and LID standards.
CDD 06/30/2022 09/30/2022 5%
Existing standards and guidelines currently under review for compliance current and anticipated
stormwater regulations. No progress since last update. However, the City Council received a report
from Cal water on water conservation and will be updating the website with information on rebate
programs. To be implemented in conjunction with future storm water ordinance updates associated
with the changes from the 2012 to the 2021 LA County MS4 NPDES Permit.
17c Develop program in collaboration with EDCO to recycle/divert organic waste
from residential waste PW 06/30/2022 04/01/2022 50%
State law governs organic waste diversion and the City. The City has retained a consultant to develop
an The first reading of a municipal code revision requiring diversion of residential organic waste away
from landfills was heard by the City Council on March 1, 2022. A second reading is scheduled for
March 15, 2022. The City Council approved a new franchise agreement with the City's residential
waste hauler, EDCO, which includes the diversion of residential organic waste away from landfills.
The agreement includes rate increases, which are subject to a public protest hearing. The public
protest hearing will be conducted on March 15, 2022. If the new rates are approved, the residential
organic waste program will begin in April 2022. if and waste hauler contract to become compliant
with State law. Staff recommends removing this goal as it is part of core City operations and a state
regulatory requirement rather than a City Council goal. The City Council will be asked to update the
Rancho Palos Verdes Municipal Code (Chapter 8.20) to implement SB 1383 tentatively at its January
18, 2022 meeting.
Last updated: 03/03/2022
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COMPLETION
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COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
18. Municipal Code Amendments
18a Update the City's Sign Ordinance (Section 17.76.050)CDD 9/30/2021 11/02/2021 11/16/2021 100%
Staff is working with the City Attorney's Office on the preparation of a draft code amendment for
review by the Planning Commission. Draft regulations in development stage. Planning Commission
likely to consider in January 2021. Staff is working with the City Attorney's Office on the preparation
of a draft code amendment for review. Planning Commission to begin consideration of new code
standards in February. On February 9, 2021, the Planning Commission directed the Zoning
Subcommittee to work with Staff and the City Attorney's office on the development of an updated
sign code. Preliminary text to be presented to PC on July 27th.
The Planning Commission has conducted two hearings; it is anticipated that The Planning Commission
will make final recommendations on September 14, 2021; City Council to consider Planning
Commission recommendations on November 2, 2021. On November 16th, the City Council adopted
the new Sign Code (Ordinance No. 652). Goal completed.
18b Update the Wireless (private property) Facilities Ordinance (Section
17.76.020) CDD 10/31/2021 7/30/2022 0%
Staff will begin updating the wireless facilities section of the code in early 2021. Staff is working with
the City Attorney’s Office on the preparation of draft language for review. The Planning Commission
likely to consider before Summer 2021. This goal is recommended to be continued to FY2021-22.
Deferred until completion of Sign Ordinance update. Sign ordinance was adopted on November 16
and Staff will begin preparing an ordinance after January 1. On hold pending review of current state
and federal legislation governing wireless telecommunication facilities and need to update City codes
to eliminate conflicts.
18c
Initiate remaining text amendments to complete the comprehensive update
to Title 17 (Zoning Code) of RPVMC and Zoning Map. Target completion of
50% of updates by end of FY.
CDD 06/30/2022 6/30/2022 9/30/2022 50%
Pending completion of Sign Ordinance and misc. code amendments to comply with NCCP/HCP.
Planning Commission to consider code amendments to the RPVMC related to NCCP/HCP Updates on
December 12 with recommendation to be presented to the City Council in Early 2022. Work on the
comprehensive update to Title 17 will occur afterwards. Planning Commission public hearing to
review proposed NCCP/HCP updates have been continued to date uncertain to allow more time to
respond to public comments. Staff and city attorney's office currently reviewing current state
legislation governing housing to determine need to update City codes to eliminate any conflicts.
19. Community Programs
19a Provide services for aging and disabled members of the community through
the of a new Aging and Disability Resources Connection (ADRC) program Admin 12/31/2021 02/15/2022 2/15/2022 100%
The City Council approved the ADRC on June 15, 2021. Staff has implemented a pilot version of the
ADRC, evaluating programs as needed, to provide resources and programs for aging and disabled
members of the community. The ADRC was revised to be the RPV Community Action Network, with a
focus on emergency preparedness.
19b Launch a “Keep RPV Clean” campaign throughout the City’s open space areas R&P 12/31/2021 8/15/2021 100%
Work with community partners by launching a community cleanup program which includes a social
media campaign, monthly volunteer events, and developing and distributing information and
incentive packets for families and/or neighborhoods to keep City Parks, Preserve, Beaches and
streets clean of litter. Staff has ordered some cleanup-related materials, is working on an outreach
campaign including branding, and has identified several upcoming dates and locations: RPV BEACH on
June 19, Ocean Trails on July 17 Lower Hesse Park on August 21. Several "Keep RPV Clean" resident-
generated cleanup efforts have taken place throughout the City. This opportunity has been
advertised via Listserv, the City website, and the City Newsletter. Additionally, volunteers have
participated in numerous City-sponsored events with high levels of volunteer attendance. A Coastal
Cleanup on September 18 drew 93 volunteers. Abalone Cove Park cleanups took place on October
30 and November 20. An Abalone Cove Beach cleanup is planned for December 18. Goal completed.
While the goal has been completed, additional opportunities for public cleanup events continue to be
offered on a monthly basis. Additional volunteer opportunities are available at City Special Events
such as the skate rink and the upcoming Whale of a Day.
20a Host Annual Leadership Academy for residents.Admin 06/30/2021 11/01/2021 100%
A new version of the Leadership Academy (RPVLA) was launched and the first cohort attended
sessions throughout October 2021.
CITIZEN INVOLVEMENT & PUBLIC OUTREACH
Goal: Engage residents and community partners in assisting the City Council, City Committees/Commissions and City Staff facilitate the decision-making process.
Last updated: 03/03/2022
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20b Host five City sponsored events or activities at the Civic Center throughout
the fiscal year R&P Yes 06/30/2022 8/28/2021 100%
Three concerts in the Park are scheduled for July 4, July 17 and August 28. Three Movies in the Park
will be held June 19, July 17 and August 14. In the fall, the annual trunk or treat event and a
scarecrow decorating contest are scheduled. R&P staff are currently reaching out to vendors for a
winter ice skating rink. Well over 4,000 people attended special events at the Civic Center this
summer. 900 people attended two Movies in the Park, almost 1,000 people attended two public
concerts and 2,500 people attended the City's Fourth of July event. Fall/Winter events are in the
planning stages including trunk or treat and a skating rink. Trunk or Treat drew a record crowd of
approximately 2,000. The annual Breakfast with Santa event, scheduled for December 11, sold out a
month in advance. 14 skating rink days are scheduled in December with a kick off event on
December 3. Multiple theme days are planned. The skate rink attracted over 1,800 participants over
11 days of operation. While the goal has been completed, additional special events are planned
including the upcoming in-person Whale of Day on April 9, 2022.
21. Operations & Customer Service
21a Review View Restoration Ordinance and bring options to the Planning
Commission and City Council to consider amending the guidelines.CDD 12/30/2021 06/30/2022 30%
Staff is reviewing the existing ordinance and guidelines to determine the scope of the proposed
amendments. Scheduled for Planning Commission review in Fall 2021. Reviewing matter with City
Attorney's office to determine impacts of SB8/330 and Housing Accountability Act.
22b Present Transient Occupancy Tax (TOT) rate options to FAC and City Council FIN 6/30/2022 30%
Staff presented the TOT trends and analysis to FAC on Sept. 26, 2019. Due to the economic downturn
and the recent impact on the travel/hospitality industry, staff and FAC continued this item to FY 2021-
22. Staff presented this goal to the FAC on 2/17. After discussion between the FAC and staff, both
supported removing this goal from the City Council list and have this item as a routine item on the
FAC annual work plan.
23c
Enhance internal and external customer service and efficiency so that all
inquiries are acknowledged within the day received and that, when surveyed,
internal customers indicate 95% satisfaction with responsiveness by
colleagues, and external customers indicate 95% satisfaction with
responsiveness by Staff.
Admin 10/31/2021 N/A
Work will commence in fall Progress is limited based on staffing levels. Carry over goal. Staff
anticipates preparing memorandum regarding findings before Fall 2021. An employee (internal
customer service) survey was issued on September 30, 2020 with a deadline date of October 14. Staff
tallied the results and generally speaking employees are somewhat satisfied. Department Heads are
assessing the results of the employee results to identify areas to improve employee satisfaction. A
follow-up survey will be issued in Fall 2021 to compare results after enhanced measures are
implemented. In addition to the resident survey presented to the Council on February 16, 2021, Staff
is preparing a specific customer service survey. It should be noted that in the resident survey 71.8%
of respondents indicated that they were somewhat or very satisfied. Staff is in the planning stages of
establishing a method to send and receive responses. Staff recommends removing this goal as a
portion of internal customer service is achieved through goal 26f, and the external customer service
portion is identified as an IT project or assignment.
24d
Establish an efficient and streamlined development process between the
Community Development and Public Works Departments to decrease the
initial review time for applications to no more than 10 business days. Enhance
the one-stop permit process.
CDD 3/31/2022 12/31/2022 10%
Staff is in process of implementing online permit application processing. To date the following
permits are available to be applied for online: Electric Panel Upgrade, Reroof, Water Heater, Solar,
Plumbing, Dumpster, Haul Route, Film Permit, Residential Parking, Recreational Parking Del Cerro,
Oversized Vehicle Parking. Staff will be presenting a status update at the February 15, 2022 City
Council meeting. The goal includes specific metrics to measure success and what can be completed
in a realistic and timely manner. Staff recently met with management consultant to discuss project
scope and services requested in order to review planning and permitting processes. This is tentatively
scheduled to be presented to the Coyu Council on June 21, 2022.
25e Reassess the Study Session Admin 12/31/2021 N/A
Activity on this goal is pending further review of the City's study session policy. Staff recommends
removing this goal as it can be accomplished at the staff level as part of the City’s routine operations.
26f 91% of RPV Employees say RPV is "a great place to work." Admin 11/30/2021 04/29/2022 50%
Survey was sent on September 30, 2020 with a deadline date of October 14. Staff is tallying the
results. Human Resources tallied the results and determined 79% of RPV employees would say "it is a
great place to work." Department Heads are assessing the results of the employee results to identify
areas to improve employee satisfaction. Human Resources developed a new program that supports
this goal called "HR on the Go." HR will meet with department staff on a one-on-one basis to learn
more about employees and their satisfaction working at RPV. Human Resources has met with
employees from three of the five departments and is gathering data from the meetings to assist in
achieving 91% of RPV employees saying RPV is a great place to work.
GOVERNMENT EFFICIENCY, TRANSPARENCY & ACCOUNTABILITY
Goal: Maximize the use of each tax dollar and optimize services delivered to RPV residents.
Last updated: 03/03/2022
12 of 12A-12
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Public Safety Admin Obtain written commitments from Public Safety for substation or fire house at the Civic Center Combined with Goal No. 31 of FY2021/22 Goals and Action Plan
Public Safety Admin Expand Neighborhood Watch to five new communities.
Staff recommends removing this item as the Neighborhood Watch
Coordinator has indicated that communities wishing to join the
Neighborhood Watch Network are already involved.
Emergency Preparedness Admin Engage in a regional emergency preparedness plan and conduct an exercise with all four
Peninsula cities.
Day-to-day task
Emergency Preparedness Admin
Establish a pilot neighborhood emergency preparedness "block captain" program to serve as a
conduit between the EOC and neighborhood residents (particularly residents who are most
vulnerable during emergencies due to age, mobility challenges and cognitive limitations).
Day-to-day task
Infrastructure - Portuguese Bend Landslide PW Complete the EIR for the Portuguese Bend Landslide Remediation Project for certification by the
City Council
On May 19, 2020, the City Council approved a professional services
agreement with the Chambers Group to prepare the environmental
document. The Draft Initial Study was published for public review
between November 12, 2020 and January 15, 2021. A public scoping
meeting was held on December 19, 2020. The City's consultant has
started work on the draft EIR. The Draft EIR is expected to be
published in the Fall of 2021. The Draft EIR is expected to be
published in the Spring of 2022. Additionally, this will allow time for
the City Council to consider contracting with a program management
company to assist the City with reviewing and processing the Draft
EIR and Final EIR. Staff recommends removing this from goals
because it is a CIP project and is considered part of the City’s routine
operations.
Infrastructure - Portuguese Bend Landslide FIN Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend Landslide Feasibility Plan
for City Council consideration.
Staff is pursuing various potential funding opportunities for this
project. The South Santa Monica Bay (SSMB) Watershed Area
Steering Committee (WASC) met on May 19, 2020. WASC reviews all
projects for Measure W funding. A Measure W application was
submitted to the County for the Portuguese Bend Landslide
Remediation Project in October 2020. Staff is also working with Blais
and Associates to identify potential grants for this project, and City
Staff has embarked on a writing campaign for funding opportunities
with state and federal legislators including securing federal
infrastructure funding. The City is in the process of hiring a program
manager for this project who may help identify funding and grant
opportunities. Staff recommends removing this goal because it is a
Finance Department task to identify appropriate funding for projects
as part of routine City business.
1 of 13 A-13
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Infrastructure - Portuguese Bend Landslide PW
Develop a mitigation plan to address land movement at Altamira Canyon based on the following
phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and its tributaries and
establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and making sure there is
positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
On November 4, 2020, the City Council approved a professional
services agreement with Harris and Associates to perform the Phase
One work. Notice to proceed was issued on February 24, 2021.
Surveying work is complete and drainage/erosion analysis is
underway. Staff recommends removing this goal because it is a CIP
project and is considered part of the City’s routine operations.
Infrastructure - Utilities PW
Design for the replacement and rehabilitation of storm sewer at PVDS at Peppertree Dr., and
Hawthorne Blvd. at Hawkhurst Dr. pursuant to the City's Storm Drain Deficiency Improvements
Program (SDDIP):
Day-to-day task: Referred to Goal #15 in 2019. The design for PVDS at
Peppertree is at 75% plans have been designed and will be going out
to bid in fall. The and the design for Hawthorne Blvd at Hawkhurst is
at 90%. Funding for construction will be requested through the CIP
process. plans are under design and will be completed by December
2020
Infrastructure - Utilities PW Establish a Citywide Neighborhood Streetlight Installation Program and/or ordinance for
consideration by the City Council for neighborhoods who wish to install new street lights.
Referred to Goal #19 in 2019. On February 18, 2020, the City Council
directed Staff to proceed with an agreement with Harris and
Associates to develop a citywide street lighting policy. Staff is
preparing a scope of work for a consultant to develop the process
and parameters for a Neighborhood Streetlight Program - Cruikshank
stated to remove
Infrastructure - Asset Management PW Create a detailed inventory and maintenance schedule of the City's public infrastructure and
assets.
The Fiscal Year 2021-22 CIP includes funding to start an asset
management program for the City's Facilities, Storm Sewer System,
Pavement, Sidewalks, and Traffic Signs. Proposals have been
received for a condition assessment and maintenance schedule of
the City's facilities and work is expected to begin in the next quarter.
Proposals for a condition assessment and maintenance schedule for
the City's pavement, sidewalks, and traffic signs will be solicited in
the next quarter. Council has awarded a professional services
agreements for the creation of a detailed inventory and maintenance
schedule of the City's facilities, pavement, sidewalks, guardrails, and
traffic signs. Work is expected to be complete within 6 months. A
similar asset management program for the City's storm sewer system
and sanitary sewers will be started when staff vacancies are filled.
Staff recommends removing this goal because it is a CIP project and is
considered part of the City’s routine operations.
Infrastructure - Electric Utilities PW Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that identifies the preferred
and least intrusive locations to install small wireless facilities including co-locations.
The primary 5G SWF engineering and construction company on the
Peninsula has developed a plan of locations for SWF facilities. Staff is
soliciting proposals from qualified consultants to evaluate the plan for
optimization of co-location, gap analysis, aesthetic impacts, compliance with
City policies, and development of recommended alternatives when feasible.
At this time, Staff recommends removing this goal due to staff vacancies.
2 of 13 A-14
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Infrastructure - Electric Utilities PW
In coordination with SCE, develop a Utility Resilient Advancement Master Plan to harden above-
ground utility lines including a tentative timeline to potentially underground utilities and
continue to lobby the California Public Utilities Commission to modify the requirements for Rule
20A undergrounding funds to include high fire risk areas.
Southern California Edison's current plan is development of specific Circuit
Reliability projects to harden infrastructure in particular areas of RPV, rather
than an overall master plan. Public Works Staff is coordinating public
information distribution as these projects are further developed. Work on
this goal has been deferred until certain Public Works projects in queue
have been completed. Staff recommends to remove this goal item as the
City is limited ability to influence SCE infrastructure.
Infrastructure - Utilities Admin Reduce the threat of a fire hazard proximately caused by downed or damaged overhead power
lines through the undergrounding of one mile of utility lines within the City’s open space areas.
Staff is working to identify potential grants and funding opportunities for
this project. On May 7, 2021, the City submitted a Notice of Interest (NOI) to
the California Governor's Office of Emergency Services (Cal OES) Hazard
Mitigation Grant Program (HMGP) towards the securing of funds for this
goal. On May 24, 2021, Cal OES notified the City that the proposed
undergrounding of overhead powerlines project is an eligible HMGP activity
and has formally invited the City to submit a full sub-application for
consideration of funding. Staff is currently compiling data for this
application, which is due on June 18, 2021. On June 18, 2021, Staff
submitted a sub-application to the California Governor's Office of
Emergency Services (Cal OES) Hazard Mitigation Grant Program to secure
funding for this goal. Staff is currently coordinating with representatives
from Cal OES to respond to a request for additional information for this
grant. Staff continues to monitor the CPUC's rulemaking process and current
legislation promoting undergrounding. Staff recommends removing this goal
item as the CPUC decided to discontinue ratepayer funding for new projects
after December 31, 2022 and will consider whether to add wildfire safety
and emergency-related undergrounding to Rule 20 project eligibility criteria
in the future.
Infrastructure - Utilities R&P Present to the City Council concepts for the remaining 12 acres of Lower Hesse Park as the Phase
II improvements
Pending inclusion in FY 20-21 CIP Not included in FY 20-21 CIP. To be
deferred to a fiscal year to be determined. Staff continues to
communicate regularly with Lower Hesse Park residents to discuss
their concerns and to identify ways to enhance maintenance and
aesthetics. Recommendation: Defer goal pending Council direction
and funding in the CIP.
Infrastructure - Roadways PW
Develop a Construction Coordination Plan working with neighboring Peninsula cities, as well as
Lomita, Los Angeles, and Torrance to identify measures to avoid concentrating street
construction projects in areas that will impact traffic flows. Present plan to City Council.
On July 8, the Public Works Director met with a representative from
Caltrans as part of their newly created Ambassador program to assist
the City in improving communication on roadway projects. This will
frame the Plan being developed with neighboring cities. On
December 16, 2020, staff hosted a Project Coordination Meeting with
representatives of utility companies and other Peninsula cities; and
discussed each agency's upcoming projects as well as strategies to
time projects to avoid concentrating traffic impacts. Meetings will
continue on a regular basis. A meeting between the CalTrans
Ambassador and Peninsula cities is tentatively being scheduled for
March 2021.
3 of 13 A-15
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Sanitation Utilities FIN Prepare a new financial plan for the Abalone Cove annual sewer rates that reduces City
maintenance subsidy by at least 50% for City Council consideration.
Staff has estimated long-range costs for maintenance, operations,
and capital costs of the system. The 18-year historical costs have
provided a good baseline for future costs. Additionally, staff has
identified capital improvements that will likely be needed in the next
5-10 years, due to the wear and tear on the pipes, grinder pumps,
and lift stations. Staff is working with Abalone Cove residents to
address the future Sewer Rates in order to reduce the City subsidy.
On October 6, the City Council amended the Municipal Code with the
current CPI-U and approved a connection fee. Staff is working with a
consultant to perform an evaluation and assessment of the sewer
system. This will provide staff with an updated annual maintenance
cost estimate to properly prepare a financial plan. Staff recommends
removing this goal because it is a Finance Department task to identify
appropriate funding for projects and is considered part of the City’s
routine operations.
City Beautification PW
Create a City Entry Master Sign Plan at various points of entry to the City utilizing the following
phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
This project was not funded as part of the Fiscal Year 2021-22 CIP.
Funding will continue to be pursued in future CIP cycles and with
other funding sources, such as the American Rescue Plan Act (ARPA).
Staff recommends removing this from goals because it is a CIP
project.
City Land & Facilities - Ladera Linda FIN Present financing options for the construction and delivery of the Ladera Linda Community Park.
In March, City Staff held meetings with Kosmont Transaction Services
(KTS) and Associates that was temporarily paused due to changes in
the leadership team and to reassess the financial impacts of the
economic downturn. Staff met with KTS to discuss funding options for
the project on October 15. Staff has requested additional information
from KTS and is working with Blais and Associates on identifying grant
opportunities (i.e. Prop 68 grant funds for outdoor improvements).
Staff received a presentation from Kosmont on January 29, and the
options will be presented to FAC on February 25. Staff anticipates
having funding options for the City Council's consideration by May
2021. Project is on schedule and will be completed by 6/30/2021.
4 of 13 A-16
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities - Ladera Linda CDD Complete the CUP/CEQA planning entitlement processes.
Staff deemed the application complete for processing. At this time, it
has been determined that the project is categorical exempt pursuant
to CEQA. Public hearings on the planning entitlements (CUP, etc.)
occurred on January 23, 2021 and February 23, 2021. Planning
Commission approved entitlements on February 23. City Council
voted to appeal the Planning Commission approval at its March 2
meeting. City Council appeal hearing to be held on April 6, 2021. City
Council upheld PC approvals on April 6, 2021. This task is complete.
City Land & Facilities - Ladera Linda PW Complete construction-ready documents for City Council consideration.
The City's Architecture/Engineering consultant is preparing
construction documents, which are expected to be completed in the
Fall of 2021. A program manager and construction manager, Griffin
and Associates, were hired by the City on September 7, 2021.
Construction documents are expected to be complete in January
2022. Staff recommends removing this from goals because it is a CIP
project and is considered part of the City’s routine operations.
City Land & Facilities - Ladera Linda PW Complete bid process for construction firm and present contract to the City Council
consideration.
The bid process will begin upon completion of the construction
documents. An advertisement inviting bids is expected to be issued in
January 2022 and the bidding process is expected to be complete in
March 2022. Staff recommends removing this from goals because it is
a CIP project and is considered part of the City’s routine operations.
City Land & Facilities - Civic Center Master Plan PW Break ground on construction based on Council-approved plans.
Ground breaking will commence after successful completion of the
bidding process and issuance of a Notice to Proceed. Ground
breaking is expected in March 2022. Staff recommends removing this
from goals because it is a CIP project and is considered part of the
City’s routine operations.
5 of 13 A-17
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities - Ladera Linda PW Present Civic Center development financing options to the City Council for consideration.
In March, City Staff initiated discussions with Kosmont Transaction
Services (KTS), but paused further discussions due to changes in the
leadership team and to reassess the financial impacts of the
economic downturn. Staff has developed a preliminary budget for
this project that was confirmed as reasonable estimates by KTS. On
October 15, Staff met with KTS to discuss funding options for the
project. Staff has requested additional information and is working
with Blais and Associates on identifying grant opportunities.
Additionally, since September 2020, Staff has been meeting with
consultants from various aspects of the development sector including
project management consultants, developers, and other agency
representatives to further understand, among other things, financing
and product delivery options. Staff and the CCAC are working on
putting together a public financing workshop for the community,
council, advisory boards, and staff to be well versed in the financing
options for this project. The workshop is tentatively scheduled for
October/November. Staff recommends removing this goal because it
is a Finance Department task to identify appropriate funding for
projects and is considered part of the City’s routine operations.
City Land & Facilities R&P
Explore establishing a partnership, joint use, and/or lease agreement with the U.S. Coast Guard
for the Point Vicente Lighthouse property, buildings, and WW II Battery Barnes outpost owned
by Coast Guard, Facility-commonly referred to as Coast Guard bunker (located at the Civic
Center).
Staff has reached out to the Coast Guard to initiate dialogue about
the future use of these properties. Staff and several City Council
members took tours of Coast Guard properties with USCG personnel
in October 2020 and held informal discussions of potential
acquisition and partnership. The USCG expressed a strong interest in
developing a partnership with the City. Additional meetings are being
planned to begin brainstorming partnership arrangements.
City Land & Facilities R&P Present the draft Trails Network Plan Update to the Planning Commission for its input and
recommendation.
Staff and the consultant will update the draft TNP based on public
input, including feedback from the two community workshops. Dates
that the TNP will be presented to Planning Commission will be
finalized, but anticipated to occur in September and October 2021,
and the document will be released 3 weeks prior to meetings.
Combined goal
6 of 13 A-18
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities R&P Present to the City Council alternative turf options (approximately 123,000 square feet) for
active recreation use at Upper Hesse Park.
Referred to Goal #23 in 2019.
Council direction needed to approve recommended alternative.
Project was originally going to be natural turf but Staff is currently
analyzing the financial, aesthetic and functional pros and cons of
different alternatives for this site. Originally included in the FY 20-21
CIP, this project was deferred by the City Council to a fiscal year to be
determined Staff will continue to investigate alternatives for future
consideration. Recommendation: Discontinue goal pending
Council direction.
City Land & Facilities R&P
ABALONE COVE PARK IMPROVEMENTS PHASE II: Develop and present a design to Council for
improvements to the reminder of Abalone Cove Park, including additional landscaping,
irrigation, park amenities, and trail improvements
Project was not selected for FY 20-21 CIP. It has been put on hold and
will be re-evaluated next year. Recommendation: Discontinue goal
pending Council direction.
Quality of Life R&P Prepare appropriate code amendments for Accessory Dwelling Units for the Planning
Commission's review and the City Council's for consideration
The Planning Commission began reviewing draft language at its July
14 meeting and forwarded its recommendation to the City Council.
The City Council considered code amendments recommended by the
Planning Commission on September 1 and 15; and will consider
Planning Commission further recommendations to select code
language on November 17. First reading for Ordinance No. 640 was
introduced on December 15 and the second reading on January 19,
2021. The ordinance went into effect on February 18, 2021.
Quality of Life CCD
Stay informed on new State Housing Laws, bring new laws and issues to Planning Commission
and City Council's attention and amend codes and ordinances in the RPV way where appropriate
to meet the new laws. File an appeal of the 6th Regional Housing Needs Assessment (RHNA)
Not recommended as a goal for 2020 because this is part of daily
operations. On October 26, Staff filed an appeal of the 6th cycle
RHNA. Appeal hearing occurred on January 13, 2021, and the City's
appeal was denied. are set to begin in January 2021. Staff presented
the City Council with housing legislation in August 2020. The City
created a Legislation Corner homepage on the website to track
current legislation. Additionally, Staff is working with the three other
Peninsula cities to on-board a lobbyist.
Quality of Life CCD
Assess the effectiveness of the County’s amended Barking Noise Program and bring report City
Council with recommendations for consideration to either continue with the County or develop
other alternatives.
Not recommended for 2020. Referred to Goal #28 in 2019.
Roadways PW Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within City streets (traffic
calming)
Funding for development of the masterplan is included in the Fiscal 2021-22
CIP and work will begin when key staff vacancies are filled. At this time, Staff
recommends removing this goal due to staff vacancies. However, Staff is in
the process of onboarding on-call consulting traffic engineers to assist the
City in addressing community concerns regarding isolated traffic and speed
concerns throughout the City.
7 of 13 A-19
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Beautification PW Create a Traffic Flow Improvement Plan in coordination with Lomita, Los Angeles, and Caltrans
to improve traffic flows and provide connectivity between retail outlets and residents.
A funding agreement with the Metro Board for approved $1.33 million for
Western Avenue Congestion Improvement Project to be used for a concept
plan report has been executed. Staff is further refining the scope of work
and coordinating with the California Department of Transportation; who
owns Western Avenue and has approval rights over any work in the
corridor. The timeline of this project is subject to filling staff vacancies. the
CalTrans coordination, review times, and approval timelines. The City
Council will consider a Funding Agreement at its September 21, 2021
meeting. Staff recommends removing this from goals because it is a CIP
project.
Quality of Life - Beautification PW Develop a streetscape beautification plan to enhance the aesthetic character of Western
Avenue.
The CIP for FY 2020-21 includes funding for a concept design of the Western
Avenue Beautification Project. Work on this goal will begin when staff
vacancies are filled. Staff received proposals in response to an RFP for the
concept design of the beautification of Western Ave and selected a qualified
firm. Fee negotiations are ongoing and a professional services agreement
will be brought to Council when fee negotiations conclude. Funding for final
design will be requested for future CIP cycles, or as funding opportunities
become available such as the American Rescue Plan Act (ARPA). Staff
recommends removing this from goals because it is a CIP project and is
considered part of the City’s routine operations. In fact, earlier this year,
Staff began implementing the first phase of the Western Avenue Street
Beautification which included installing new median and parkway
landscaping, enhancing street furniture, and removing debris. The second
phase which includes painting the arterial walls is being coordinated with
the neighboring homeowner’s associations.
Quality of Life - Environmental Sustainability PW Develop program in collaboration with EDCO to recycle/divert organic waste from residential
waste
This goal supports Measure Solid Waste A2. Diversion/recycling of organic
waste reduces green house gas emissions by reducing methane gas
produced when organic waste decomposes in landfills. State law governs
organic waste diversion and the City. The City has retained a consultant to
develop an municipal code revision and waste hauler contract to become
compliant with State law. Staff recommends removing this goal as it is part
of core City operations and a state regulatory requirement rather than a City
Council goal. The City Council will be asked to update the Rancho Palos
Verdes Municipal Code (Chapter 8.20) to implement SB 1383. Staff
recommends removing this goal as it is part of core City operations and a
state regulatory requirement rather than a City Council goal. The City
Council will be asked to update the Rancho Palos Verdes Municipal Code
(Chapter 8.20) to implement SB 1383 tentatively at its January 18, 2022
meeting.
8 of 13 A-20
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Housing CCD Conduct a housing "brainstorming" public workshop to identify creative solutions.
Staff is developing a plan to host a virtual workshop/forum on
housing. Staff anticipates completing this goal as part of the 2021-
2029 Housing Element Update. Staff issued Housing Element Update
Request for Proposals (RFP) in October 2020 to procure professional
services and a service agreement will be considered at the March 2,
2021 City Council Meeting. At this meeting, the Council will also
consider establishing a support committee. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Housing CCD
Develop a Council approved program for identifying housing opportunities pursuant to RHNA,
including affordable housing, such as creating a Mixed-Use Zoning District, accessory dwelling
units, school district housing, and senior housing.
City awarded $160k SB 2 Grant for preparation of mixed-use housing
overlay zone; Staff to prepare RFP for project consultant selection
City awarded $160k SB 2 Grant for preparation of mixed-use housing
overlay zone. Staff to issue RFP in late February 2021. The City also
submitted an additional LEAP grant application for funding the CEQA
process in the amount of $150k. Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Environmental Sustainability CCD Adopt new development standards related to Electronic Vehicle (EV) charging stations.
Referred to Goal #32a in 2019.
Previously this goal included a second goal that was actually a PW
goal, Install charging stations in City-owned lots; Staff is in the
process of preparing new code language to present to the City's
Planning Commission. Goal to be completed by May 2021. Deleted -
goal will be completed this FY.
Quality of Life - Environmental Sustainability CCD Amend the Municipal Code to develop a robust Green Building Program.
Referred to Goal #32b in 2019; Staff continues to assess existing
Green Building Program to determine whether the Municipal Code
needs updating. Staff will be preparing a memorandum regarding
findings.
Goal to be completed by June 2021. Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Environmental Sustainability CCD Amend the ERAP to include appropriate adaptation strategies and bring to City Council for
consideration
Referred to Goal #32 in 2019; Staff analyzed and selected a list of
potential strategies and provided them to the SBCCOG on July 10.
Goal to be completed by May 2021.Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
9 of 13 A-21
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Environmental Sustainability CCD Partner with SBCCOG to Host an Energy Efficiency Fair
Referred to Goal #32b in 2019; Staff is reviewing options to host
virtual energy efficiency fair.
Do not carry over goal. Similar goal can be included in future years
when SBCCOG resumes in person events. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Environmental Sustainability CCD
ERAP: Support Energy Generation and Storage in the Community
o Amend the Zoning Code to integrate additional policies supporting renewable and
alternative energy sources in residential, commercial and institutional zoning districts by utilizing
EcoMotion consultant services, made available by the SolSmart grant application.
Referred to Goal #32c in 2019; Progress is limited based on limited
staffing, but a summer intern is assisting in identifying potential code
amendments. Do not carry over. Installation of renewable energy
system is covered by the building code and generally do not pose
zoning conflicts. Staff is preparing a memo memorializing findings.
Deleted - This task has to/will be done as part of the housing element
update by ESA (CC awarded contract on 3/2.
Quality of Life - Western Avenue Admin Establish a "brand" for the Western Avenue Commercial Corridor
City Staff is in the early stages of developing a brand program for
Western Avenue that will bring together the traffic flow,
beautification, and economic redevelopment projects. Staff is
collecting information on potential marketing consultants. Combined
this goal with goal No. # 53. This goal supports
Citizen Involvement & Public Outreach CCD Provide and encourage e-filing of planning applications
Staff established "virtual counter hours" to assist the public that is
framing the e-filing program.
Complete. Staff established “virtual counter hours” to assist the
public in electronic project submittals. Currently all applications are
being accepted electronically.
Citizen Involvement & Public Outreach Admin Conduct a Citizen Satisfaction survey.
Referred to Goal #41 in 2019. Staff presented draft survey questions
and a distribution plan to the City Council on November 4, 2020,
which were finalized on November 17, 2020. The survey was
distributed online and via mail in December 2020/January 2021 and
results were presented to the City Council on February 16, 2021.
Citizen Involvement & Public Outreach Admin Create a Citizen Environmental Committee.
Not recommended or necessary; Quarterly Public Forums for the
Palos Verdes Nature Preserve already provide this function
Citizen Involvement & Public Outreach Admin Form a joint commission with neighboring cities to address Peninsula-wide issues
Not recommended or necessary; the Regional Law Enforcement
Committee already provides this function
Citizen Involvement & Public Outreach CCD Update the City’s Public Notice template
Staff collected examples of notices from other jurisdictions - Alegria
and Dyda recommended to remove
10 of 13 A-22
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability FIN
Assess City Fees and Taxes, including the 2019 Cost of Services Study to identify, among other
things, opportunities to lower fees and taxes for consideration by the FAC and City Council.
(Merged with Goal #74)
Referred to Goal #38 in 2019. Study was finalized and staff reviewed
the results with FAC; at the 3/12 FAC meeting, staff reviewed in
greater detail selected fees and adjustment recommendations to
FAC. FAC requested additional research at the March 12 meeting.
Another meeting occurred on Sept. 17 to review the Cost Fee Study
with FAC. This item was also by the FAC in October 2020. FAC
approved two of the three recommendations from staff at the
September meeting. FAC approved 100% cost recovery for the
Community Development, except for View Restoration, and Public
Works fees. FAC also formed a subcommittee and met with the
Recreation and Parks Department to further understand the fees of
operation of the department. The subcommittee is to present
options/findings at a future FAC meeting. The 2019 Cost of Services
Study is tentatively schedule for the March 2nd City Council meeting.
The 2019 Cost of Services Study was received by the City Council on
March 2. The City Council provided Staff with direction to prepare a
proposed fees for consideration at a duly noticed meeting April 20,
2021. This goal is expected to be completed by June 30, 21 and is not
recommended to continue into FY 21-22.
Government Efficiency, Transparency and
Accountability FIN Prepare a Pension Policy that provides a financial plan to address the City's outstanding Pension
Liability and CalPERS' continuous change in valuation methodology.
Referred to Goal #40 in 2019. Staff have been doing research and
working with GovInvest to consider all options for the Pension Policy.
However, due to the current fiscal climate, Staff waited for the latest
annual Actuarial Valuation Report (AVR) and investment return from
CalPERS to reassess the City's pension liability. The AVR and
investment return was released by CalPERS this summer. FAC
supported staff recommendations on a possible Pension guidelines at
the September meeting. FAC reviewed and provided feedback to the
draft Pension Guideline on October 29. Staff presented the draft
guideline to the City Council on January 19 and the guideline was
updated and approved by the City Council on February 2.
Government Efficiency, Transparency and
Accountability Admin Implement new Internet or app-based application to enable residents to reach city services
more quickly.
The mobile app vendor has been identified and funds budgeted for
FY 20/21. The implementation project started in July 2020. The
project team is currently finishing the initial core functionality
configuration and graphics used in the app. The mobile app called
"MyRPV" is now available on Apple and Android devices and it offers
a convenient way of submitting service requests and to access
relevant City information, from City Council meeting agendas and
videos, to information on how to get in touch with City departments,
visiting parks, trails, and more.
11 of 13 A-23
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin
Implement eTRAKiT customer relationship software that allows customers to track service
requests and submit service requests and permit applications online with at least 20% of City
permits being issued online.
eTrakit portal has now 12 permits types and all Business License
types configured and ready to be tested internally. During testing,
some major programming issues were discovered. The IT Department
is currently working with the vendor on updating all the TrakIt servers
operating system and the TrakIt software version to a newer release.
All compatibility and integration issues are now resolved and the
eTrakit portal is currently open for selected contractors, businesses
and residents to conduct limited public testing. This phase is
expected to be completed in March 2021.
Government Efficiency, Transparency and
Accountability PW Require a project sign be installed for all City construction project describing, among other
things, the project and citing contact information.
A conceptual design was provided to Staff by Councilman Dyda. A
sign template has been developed and the first deployment was for
the Hawthorne Median Beautification Project.
Government Efficiency, Transparency and
Accountability - Intergovernmental Relations Admin Pursue annexation of the Eastview area into PVPUSD for voting
On March 4, 2020, the City Council received and filed a report form
the City Attorney’s Office regarding protocols for the possible
Eastview community detachment from Los Angeles Unified School
District (LAUSD) and attachment of this community to the Palos
Verdes Peninsula Unified School District (PVPUSD). The Council
directed no further action to be taken on this matter.
Government Efficiency, Transparency and
Accountability Admin
Enhance internal and external customer service and efficiency so that all inquiries are
acknowledged within the day received and that, when surveyed, internal customers indicate
95% satisfaction with responsiveness by colleagues, and external customers indicate 95%
satisfaction with responsiveness by Staff.
Work will commence in fall Progress is limited based on staffing levels.
Carry over goal. Staff anticipates preparing memorandum regarding findings
before Fall 2021. An employee (internal customer service) survey was issued
on September 30, 2020 with a deadline date of October 14. Staff tallied the
results and generally speaking employees are somewhat satisfied.
Department Heads are assessing the results of the employee results to
identify areas to improve employee satisfaction. A follow-up survey will be
issued in Fall 2021 to compare results after enhanced measures are
implemented. In addition to the resident survey presented to the Council on
February 16, 2021, Staff is preparing a specific customer service survey. It
should be noted that in the resident survey 71.8% of respondents indicated
that they were somewhat or very satisfied. Staff is in the planning stages of
establishing a method to send and receive responses. Staff recommends
removing this goal as a portion of internal customer service is achieved
through goal 26f, and the external customer service portion is identified as
an IT project or assignment.
Government Efficiency, Transparency and
Accountability Admin Reassess the Study Session
Activity on this goal is pending further review of the City's study session
policy. Staff recommends removing this goal as it can be accomplished at
the staff level as part of the City’s routine operations.
12 of 13 A-24
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin Lobby the California Public Utilities Commission to modify the requirements for Rule 20A
undergrounding funds to include high fire risk areas.
October 2019, the City brought a resolution to the League of
California Cities Annual Conference calling on the CPUC to expand the
Rule 20 program to include wildfire mitigation as an eligible project.
The resolution won the support of fire-prone cities across the state
and was referred to two of the League’s policy committees so
language revisions could be reconciled. Ultimately, the League’s
Board of Directors adopted our proposal as an official League policy.
The League is now advocating for this change to the CPUC, which is in
the process of revising the Rule 20 program, and wildfire prevention
criteria was included among proposed changes from CPUC staff. In
April 2020, the City advocated for including wildfire prevention
criteria in comments on the CPUC staff proposal. On July 21, 2020,
the City Council supported legislation (SB 1312) that would have
implemented this change by requiring the CPUC to amend Rule 20 to
allow undergrounding in high fire threat areas for wildfire mitigation,
though the bill did not advance in the legislative session. Following
direction from the City Council, on September 16, 2020, Staff sent a
letter to SB 1312 author Senator Mike McGuire offering the City's
support for continued efforts to make this change. Staff continues to
monitor the CPUC's ongoing rulemaking process. Staff is monitoring
current legislation that supports undergrounding. Moved from
Government Efficiency & Transparency - Intergovernmental Relations
Goal No. 81 and to moved to Infrastructure - Electric Utilities and
combined with 6a as it supports the effort of advancing
undergrounding projects.
13 of 13 A-25
2021-2022 Goals and Action Plan
0 100% - completed
3 56% - 99% - accelerated/near completion
16 26% - 55% - on target/on schedule
0 0% - 25% - behind schedule/at risk
19 N/A - not recommended/not necessary
12 New Goals
26 Priority Goals
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
1. Law Enforcement
1a Reduce Part I Crime by 5% for FY 2022-23 compared to FY 2021-22 Admin 06/30/2023 26%
Comparing Part I Crimes from July-February of 2020-21 and 2021-22, the City has seen a 20%
increase of Part I Crimes. Staff is working with the Lomita Station Captain to address this uptick in
Part 1 crimes, including directing additional overtime crime suppression patrols and implementing
public safety messaging campaigns.
1b Expand Neighborhood Watch to five new communities.Admin 06/30/2022 N/A
Staff recommends removing this item as the Neighborhood Watch Coordinator has indicated that
communities wishing to join the Neighborhood Watch Network are already involved.
1c Provide $30,000 in grants to residents and neighborhood groups for the
acquisition of safety-enhancing tools and technologies Admin Yes 06/30/2023 75%
Staff recommendation: Carryover
1d
Increase public education about traffic safety and the dangers and explore all
avenues of media, including the City’s website and newsletter, and possibly
work with Los Angeles Sheriff’s Department to create public service
announcements for RPVTV.
Admin 06/30/2023
New New goal. Recommended by the Traffic Safety Committee as their priority #1
2. Emergency Preparedness
2a
Prepare a Landslide Emergency Sanitation Plan in coordination with LA County
Sanitation District on how to respond to an emergency break in the above-
ground sanitation line located on Palos Verdes Drive South within the
Landslide Area.
PW Yes 6/30/2023 55%
This goal may be addressed with the completion of the utility white paper being which was prepared
for the Peninsula Public Safety Committee which will be and was presented to the City Council on
January 18, 2022. Staff are currently working on implementing the identified recommendations and
edits for this white paper and intend to bring the revised white paper back for consideration by the
City Council at a later date.
2b
Within one year, implement at least two of the EPC's recommended action
items to mitigate wildfire risk in RPV, including: Enhanced Emergency
Communication; Emergency Evacuation Plan/Peninsula-wide and school
district emergency preparedness plan; specific to improving city-resident
emergency communications by doubling the current number of residents
registered for Alert South Bay and MyRPV and; Wildfire Hardening; Public
Safety Power Shutoff response; and Cal Fire Risk Assessment and Insurance
Rates Enhancing resident safety during a mass evacuation scenario by
developing, publishing, and actively promoting a local disaster survival guide
that leverages the Zonehaven Evacuation Platform and ensures residents
know: (1) Which Evacuation Zone they are in; (2) Which Safe Refuge Areas are
nearby; and (3) Where to obtain current, reliable disaster information, both
with and without commercial power, including multiple modes of
communication and multiple languages.
Admin Yes 6/30/2023 45%
Carryover goal:EPC ranked this goal line item as priority #1 and recommends carrying goal over with
suggested edits to the goal
COLOR DESCRIPTION AND COUNTS
PUBLIC SAFETY
Goal: Maintain a high level of public safety with public engagement.
Last updated: 03/03/2022
1 of 7B-1
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
3. Portuguese Bend Landslide
3a
Complete the EIR for the Portuguese Bend Landslide Remediation Project for
certification by the City Council PW 12/31/2021 11/30/2022 N/A
Staff recommends removing this from goals because it is a CIP project and is considered part of the
City’s routine operations.
3b Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend
Landslide Feasibility Plan for City Council consideration. FIN Yes 6/30/2022 N/A
FAC ranked this as priority #3 because of the progress/the current stage of the project. Staff
recommends this item be remove from the City Council goals and be fold in to the budget process for
the capital projects program.
3c
Develop a mitigation plan to address land movement at Altamira Canyon
based on the following phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and
its tributaries and establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and
making sure there is positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
PW Phase One:
6/30/2022 N/A
Staff recommends removing this goal because it is a CIP project and is considered part of the City’s
routine operations.
3d
Develop a feasibility analysis with Rolling Hills for installation of an
underground sanitary sewer system to replace the existing septic tanks to
reduce ground water seepage within Portuguese Bend landslide.
PW 6/30/2023 New
Staff recommendation: Carryover. Item was identified as 0% behind schedule/risk based on third
quarter FY 2021-22 goals. At this time it is consider a new line item goal.
INFRASTRUCTURE
Goal: Maintain and improve all public infrastructure (including transportation systems, parking, utilities, storm drains, and sewers).
Last updated: 03/03/2022
2 of 7B-2
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
4. Asset Management
4a Create a detailed inventory and maintenance schedule of the City's public
infrastructure and assets.PW 6/30/2023 N/A
Staff recommends removing this goal because it is a CIP project and is considered part of the City’s
routine operations.
5. Small Wireless Facilities
5a
Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that
identifies the preferred and least intrusive locations to install small wireless
facilities including co-locations.
PW Yes 12/31/2021 N/A
At this time, Staff recommends removing this goal.
6. Electric Utilities
6a
In coordination with SCE, develop a Utility Resilient Advancement Master Plan
to harden above-ground utility lines including a tentative timeline to
potentially underground utilities and continue to lobby the California Public
Utilities Commission to modify the requirements for Rule 20A undergrounding
funds to include high fire risk areas.
PW Yes 6/30/2023 N/A
Staff recommends to remove this line item as it is captured in line item 6c
6b
Identify alternative energy resources with the capability to store energy or
sell it back to the grid system, which could power the City. The first phase is to
identify potential alternative energy and the cost associated with this plan.
PW Yes 6/30/2023 New
Staff recommendation: Carryover. Item was identified as 0% behind schedule/risk based on third
quarter FY 2021-22 goals. At this time it is consider a new line item goal.
6c
Reduce the threat of a fire hazard proximately caused by downed or damaged
overhead power lines by identifying and securing alternative funding sources
to underground through the undergrounding of one mile of utility lines within
the City’s open space areas.
Admin Yes 06/30/2023 26%
On February 1, 2022, Cal OES notified the City that the proposed undergrounding of overhead
powerlines project is an eligible HMGP activity and has formally invited the City to submit a full sub-
application for consideration of funding. Staff is currently compiling data for this application, which is
due on April 8, 2022. Carryover goal: EPC ranked this goal line item as priority #2 and recommends
carrying goal over with suggested edits to the goal
Last updated: 03/03/2022
3 of 7B-3
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
7. Sanitary Utilities
7a
Develop a public sewer program to encourage on-site sanitary sewer systems
to connect to the public sanitary sewer system based on the following phases:
Phase 1: Map areas in the City that are served by a sanitary sewer system or
on-site sanitary sewer system.
Phase 2: Feasibility study of the areas which are not currently being served
and prioritize the need for installation of the sewer system and identify costs
to connect to the sewer system.
Phase 3: Design the sewer system.
Phase 4: Installation of the system.
PW 6/30/2021 N/A
7b
Prepare a new financial plan for the Abalone Cove annual sewer rates that
reduces City maintenance subsidy by at least 50% for City Council
consideration.
FIN 6/30/2023 New
Staff recommendation: Carryover. Item was identified as 0% behind schedule/risk based on third
quarter FY 2021-22 goals. At this time it is consider a new line item goal. FAC recommends this goal
item continue and ranked this as priority #1 because of the level of subsidy from the General Fund.
8. Roadways
8a Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within
City streets (traffic calming)PW 6/30/2022 N/A
9. City Beautification
9a
Develop an Arterial Fences and Walls Master Plan for the City Council's
consideration that retains neighborhood identity and describes the type
(material and height) of fence or wall, if any, to be placed along major arterial
streets in the City.
CDD Yes 6/30/2023 30%
Staff recommendation: Carryover
9b
Create a City Entry Master Sign Plan at various points of entry to the City
utilizing the following phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
PW 06/30/2021 N/A
Staff recommends removing this from goals because it is a CIP project and is considered part of the
City’s routine operations.
Last updated: 03/03/2022
4 of 7B-4
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
10. Ladera Linda Community Park
10a Break ground on construction based on Council-approved plans.PW 12/31/2021 N/A
Staff recommends removing this from goals because it is a CIP project and is considered part of the
City’s routine operations.
11. Civic Center Master Plan
11a Present Civic Center development financing options to the City Council for
consideration.FIN 6/30/2023 N/A
Carryover goal: FAC ranked this as priority #2 based on the progress/the current stage of the project.
Staff recommends this item to carry over to FY 2022-2023 city council goals.
11 Establish a budget for the Civic Center Master Plan project based on a
preliminary site plan by August 2022. Priority goal
Admin
06/30/2023 New
New Goal. CCAC ranked this priority #1 .
11db
Explore potential Civic Center partnerships that are compatible with the City
Council approved program document, and coordinate appropriate usage with
civic, business, and non-profit agencies to consider locating at the civic center.
Develop and recommend a preliminary Civic Center site plan with phasing
opportunities by August 2022 that includes potential civic, business, non-
profit, and public safety partnerships
Admin 08/31/2023 New
CCAC ranked this priority #2 and recommends the goal item to carry over to FY 2022-2023 city council
goals. This goal line item combines language from goal line item 11e.
11bc
Initiate discussions with Continue to reach out to DOJ and FEMA to formalize
a land-use swapping agreement as a part of the Civic Center Master Plan
process.
Admin 6/30/2023 New
CCAC ranked this priority #3 and recommends the goal item carry over to FY 2022-2023 city council
goals
11 Secure a Memorandum of Understanding (MOU) by December 31, 2022, with
the Coast Guard for use of the Point Vicente Lighthouse and Battery Barnes
properties.
Admin
66/30/2023 New
New Goal. CCAC ranked this priority #4
11e
Present draft Civic Center Master Plan for City Council consideration which
will include a new possible Peninsula-wide EOC, Sheriff substation, and fire
station.
Admin 06/31/2022 N/A
CCAC combined this goal line item with goal line item 11c
12. Trails Network Plan Update
12a
Complete the Consultant's review of the draft update to the Trails Network
Plan that provides user-friendly trail descriptions with graphics and detailed
maps illustrating trail routes and uses in a clear and concise manner based on
existing legal trails, community input, and feasible trails.
R&P 3/31/2023 75%
City working group and consultant, Alta Planning and Design, are coordinating on content of
document, and the update process. The consultant continues to update the draft document which is
anticipated to be reviewed by trail co-managers and the IMAC Trails Subcommittee, and then
released for public review in May 2022. Staff recommendation: Carryover
12b Conduct two public workshops to solicit community feedback on draft plan.R&P 7/31/2023 26%
Based on City Council direction on June 16 2020, there will be one additional public outreach meeting
led by Staff to solicit community feedback on draft plan. Over the next several months, Staff, with
the assistance of the consultant will prepare and disseminate information to maximize public
awareness and involvement. Staff continues to work with its consultant on the format and
presentations for the upcoming workshops. The first public workshop will be June 1, 2022 and the
second public workshop will be held on July 31, 2022. Staff recommendation: Carryover
12c Adopt the Updated Trails Network Plan R&P 10/4/2023 26%
Staff and the consultant will update the draft TNP to include Planning Commission input and
community and stakeholder feedback prior to presenting to City Council. The date that the TNP will
be presented to City Council will be finalized, but is anticipated to occur on October 4, 2022. The
document will be released three weeks prior to the meeting. Staff recommendation: Carryover
CITY LAND AND FACILITIES
Goal: Maintain and Improve all City-owned properties.
Last updated: 03/03/2022
5 of 7B-5
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
13. Natural Communities Conservation Plan / Habitat Conservation Plan (NCCP/HCP)
13a Amend the Management Agreement with the PVPLC to reflect the City
Council-adopted NCCP/HCP.R&P 6/30/2023 26%
Staff and the consultant will update the draft TNP to include Planning Commission input and
community and stakeholder feedback prior to presenting to City Council. The date that the TNP will
be presented to City Council will be finalized, but is anticipated to occur on October 4, 2022. The
document will be released three weeks prior to the meeting. Staff recommendation: Carryover
13b
Create the NCCP/HCP-required Preserve Access Protocol to establish
appropriate vehicular access to the Preserve including provisions for access
during weather events (red flag days, tidal conditions, rain etc.)
R&P 6/30/2023 40%
These protocols are required to be completed within a designated period of time after the City
receives the NCCP/HCP permits from the state and federal wildlife agencies. The City has received its
federal permit, and is awaiting the state's permit decision. Staff is currently working with the Wildlife
Agencies to proceed with these documents. Park Rangers are educating authorized agencies about
appropriate vehicular access and installing signage. Staff recommendation: Carryover
13c Record the NCCP/HCP-approved conservation easements over all Preserve
properties.R&P 6/30/2023 60%
The City is required to place conservation easements over the Preserve properties after the City
receives the NCCP/HCP permits from the state and federal wildlife agencies. The City has received its
federal permit, and is awaiting the state's permit decision. In January 2021, the City Council approved
a contract with a surveyor to create property descriptions for the conservation easements. The
surveying has been completed. Staff recommendation: Carryover
13d Update the Public Use Master Plan for the Palos Verdes Nature Preserve to
reflect the Council-adopted NCCP/HCP.R&P 6/30/2023 26%
Staff is making advance preparations for updating the Public Use Master Plan, including referencing
appropriate sections of the NCCP/HCP and updating trail maps. Staff recommendation: Carryover
14. Park Improvements
14a
Explore establishing a partnership, joint use, and/or lease agreement with the
U.S. Coast Guard for the Point Vicente Lighthouse property, buildings, and
WW II Battery Barnes outpost owned by Coast Guard, Facility-commonly
referred to as Coast Guard bunker (located at the Civic Center).
R&P 12/31/2021 12/31/2022 N/A
Staff recommends removing goal line 14a item as it is appropriately placed under as a Civic Center
goal as goal line item #11e
15. Western Avenue Redevelopment
15b
Create a Traffic Flow Improvement Plan in coordination with Lomita, Los
Angeles, and Caltrans to improve traffic flows and provide connectivity
between retail outlets and residents.
PW
Concept Plan
Report:
12/31/2022
N/A
Staff recommends removing this from goals because it is a CIP project and is considered part of the
City’s routine operations. It should be noted that Staff routinely meets with neighboring cities and
representatives from Caltrans to identify means to improve traffic flow.
15c Develop a streetscape beautification plan to enhance the aesthetic character
of Western Avenue.PW 6/30/2023 N/A
Staff recommends removing this from goals because it is a CIP project and is considered part of the
City’s routine operations.
16. Economic Development
16a
Create a promotional economic development campaign to improve RPV's
jobs/housing balance by supporting home-based businesses and encouraging
business with high-quality jobs to locate in RPV.
Admin 6/30/2023 30%
In August 2021, Staff joined the Los Angeles Economic Development Corporation (LAEDC) to assist the
City in highlighting current businesses and attract new businesses to the City. This will also include
Western Avenue. Staff is working with the LAEDC District Director on strategies to strengthen
economic development starting with current RPV businesses. Staff recommendation: carryover
17. Environmental Sustainability
17a Electric Vehicles: Adopt streamlined EV permitting policies in compliance with
AB 1236 CDD 6/30/2023 30%
Initial research underway; tentative workplan in development. Initial research and analysis is
complete. Development of draft code language is in process and will be presented to the Planning
Commission in Spring 2022 before coming to the City Council for consideration. Staff
recommendation: carryover.
17b
Water Conservation: Develop and publish a Low Impact Development (LID)
Standards Guidebook as resource to the development community to comply
with the City's storm water ordinance and LID standards.
CDD 09/30/2023 New
Staff recommendation: Carryover. Item was identified as 5% behind schedule/risk based on third
quarter FY 2021-22 goals. At this time it is consider a new line item goal.
17c Develop program in collaboration with EDCO to recycle/divert organic waste
from residential waste PW 06/30/2022 04/01/2022 N/A
Staff recommends removing this goal as it is part of core City operations and a state regulatory
requirement rather than a City Council goal.
18. Municipal Code Amendments
QUALITY OF LIFE
Goal: Maintain and improve the quality of life for RPV residents.
Last updated: 03/03/2022
6 of 7B-6
2021-2022 Goals and Action Plan
Number PROJECT / OBJECTIVE/OUTCOME/TASK RESPONSIBLE
DEPARTMENT BUDGET ITEM TARGET DATE FOR
COMPLETION
REVISED DATE FOR
COMPLETION
ACTUAL DATE OF
COMPLETION STATUS (%)COMMENTS/STATUS UPDATE
18b Update the Wireless (private property) Facilities Ordinance (Section
17.76.020) CDD 06/30/2023 New
Staff recommendation: Carryover. Item was identified as 0% behind schedule/risk based on third
quarter FY 2021-22 goals. At this time it is consider a new line item goal.
18c
Initiate remaining text amendments to complete the comprehensive update
to Title 17 (Zoning Code) of RPVMC and Zoning Map. Target completion of
50% of updates by end of FY.
CDD 06/30/2023 50%
Pending completion of Sign Ordinance and misc. code amendments to comply with NCCP/HCP.
Planning Commission to consider code amendments to the RPVMC related to NCCP/HCP Updates on
December 12 with recommendation to be presented to the City Council in Early 2022. Work on the
comprehensive update to Title 17 will occur afterwards. Planning Commission public hearing to
review proposed NCCP/HCP updates have been continued to date uncertain to allow more time to
respond to public comments. Staff and city attorney's office currently reviewing current state
legislation governing housing to determine need to update City codes to eliminate any conflicts. Staff
recommendation: carryover
19. Community Programs
19a
Establish a program that encourages civic engagement among the youth in
RPV (youth in government, City Council or Department Director shadow for a
day or summer internship program).
Admin 06/30/2023 NEW
New goal.
21. Operations & Customer Service
21a Review View Restoration Ordinance and bring options to the Planning
Commission and City Council to consider amending the guidelines.CDD 6/30/2023 30%
Staff is reviewing the existing ordinance and guidelines to determine the scope of the proposed
amendments. Scheduled for Planning Commission review in Fall 2021. Reviewing matter with City
Attorney's office to determine impacts of SB8/330 and Housing Accountability Act. Staff
recommendation: carryover.
22b Present Transient Occupancy Tax (TOT) rate options to FAC and City Council FIN 6/30/2022 30%
The FAC and staff, both supported removing this goal from the City Council list and have this item as
a routine item on the FAC annual work plan.
23c
Enhance internal and external customer service and efficiency so that all
inquiries are acknowledged within the day received and that, when surveyed,
internal customers indicate 95% satisfaction with responsiveness by
colleagues, and external customers indicate 95% satisfaction with
responsiveness by Staff.
Admin 10/31/2021 N/A
Staff recommends removing this goal as a portion of internal customer service is achieved through
goal 26f, and the external customer service portion is identified as an IT project or assignment.
24d
Establish an efficient and streamlined development process between the
Community Development and Public Works Departments to decrease the
initial review time for applications to no more than 10 business days. Enhance
the one-stop permit process.
CDD 12/31/2023 New
Staff is in process of implementing online permit application processing. To date the following
permits are available to be applied for online: Electric Panel Upgrade, Reroof, Water Heater, Solar,
Plumbing, Dumpster, Haul Route, Film Permit, Residential Parking, Recreational Parking Del Cerro,
Oversized Vehicle Parking. Staff will be presenting a status update at the February 15, 2022 City
Council meeting. The goal includes specific metrics to measure success and what can be completed
in a realistic and timely manner. Staff recently met with management consultant to discuss project
scope and services requested in order to review planning and permitting processes. This is tentatively
scheduled to be presented to the Council on June 21, 2022. Staff recommendation: carryover.
25e Reassess the Study Session Admin 12/31/2021 N/A
Staff recommends removing this goal as it can be accomplished at the staff level as part of the City’s
routine operations.
26f 91% of RPV Employees say RPV is "a great place to work." Admin 6/30/2023 50%
Survey was sent on September 30, 2020 with a deadline date of October 14. Staff is tallying the
results. Human Resources tallied the results and determined 79% of RPV employees would say "it is a
great place to work." Department Heads are assessing the results of the employee results to identify
areas to improve employee satisfaction. Human Resources developed a new program that supports
this goal called "HR on the Go." HR will meet with department staff on a one-on-one basis to learn
more about employees and their satisfaction working at RPV. Human Resources has met with
employees from three of the five departments and is gathering data from the meetings to assist in
achieving 91% of RPV employees saying RPV is a great place to work. Staff recommendation:
carryover.
CITIZEN INVOLVEMENT & PUBLIC OUTREACH
Goal: Engage residents and community partners in assisting the City Council, City Committees/Commissions and City Staff facilitate the decision-making process.
GOVERNMENT EFFICIENCY, TRANSPARENCY & ACCOUNTABILITY
Goal: Maximize the use of each tax dollar and optimize services delivered to RPV residents.
Last updated: 03/03/2022
7 of 7B-7
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Public Safety Admin Obtain written commitments from Public Safety for substation or fire house at the Civic Center Combined with Goal No. 31 of FY2021/22 Goals and Action Plan
Public Safety Admin Expand Neighborhood Watch to five new communities.
Staff recommends removing this item as the Neighborhood Watch
Coordinator has indicated that communities wishing to join the
Neighborhood Watch Network are already involved.
Emergency Preparedness Admin Engage in a regional emergency preparedness plan and conduct an exercise with all four
Peninsula cities.
Day-to-day task
Emergency Preparedness Admin
Establish a pilot neighborhood emergency preparedness "block captain" program to serve as a
conduit between the EOC and neighborhood residents (particularly residents who are most
vulnerable during emergencies due to age, mobility challenges and cognitive limitations).
Day-to-day task
Infrastructure - Portuguese Bend Landslide PW Complete the EIR for the Portuguese Bend Landslide Remediation Project for certification by the
City Council
On May 19, 2020, the City Council approved a professional services
agreement with the Chambers Group to prepare the environmental
document. The Draft Initial Study was published for public review
between November 12, 2020 and January 15, 2021. A public scoping
meeting was held on December 19, 2020. The City's consultant has
started work on the draft EIR. The Draft EIR is expected to be
published in the Fall of 2021. The Draft EIR is expected to be
published in the Spring of 2022. Additionally, this will allow time for
the City Council to consider contracting with a program management
company to assist the City with reviewing and processing the Draft
EIR and Final EIR. Staff recommends removing this from goals
because it is a CIP project and is considered part of the City’s routine
operations.
Infrastructure - Portuguese Bend Landslide FIN Prepare funding opportunities for Phases 1 & 2 of the Portuguese Bend Landslide Feasibility
Plan for City Council consideration.
Staff is pursuing various potential funding opportunities for this
project. The South Santa Monica Bay (SSMB) Watershed Area
Steering Committee (WASC) met on May 19, 2020. WASC reviews all
projects for Measure W funding. A Measure W application was
submitted to the County for the Portuguese Bend Landslide
Remediation Project in October 2020. Staff is also working with Blais
and Associates to identify potential grants for this project, and City
Staff has embarked on a writing campaign for funding opportunities
with state and federal legislators including securing federal
infrastructure funding. The City is in the process of hiring a program
manager for this project who may help identify funding and grant
opportunities. Staff recommends removing this goal because it is a
Finance Department task to identify appropriate funding for projects
as part of routine City business.
1 of 13 B-8
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Infrastructure - Portuguese Bend Landslide PW
Develop a mitigation plan to address land movement at Altamira Canyon based on the following
phases:
Phase One - Perform the drainage/erosion analysis for the entire canyon and its tributaries and
establish a priority list based on current erosion.
Phase Two - Prepare detailed engineering plans to resolve the erosion and making sure there is
positive drainage along the canyon.
Phase Three - Award construction contract for the proposed improvements.
On November 4, 2020, the City Council approved a professional
services agreement with Harris and Associates to perform the Phase
One work. Notice to proceed was issued on February 24, 2021.
Surveying work is complete and drainage/erosion analysis is
underway. Staff recommends removing this goal because it is a CIP
project and is considered part of the City’s routine operations.
Infrastructure - Utilities PW
Design for the replacement and rehabilitation of storm sewer at PVDS at Peppertree Dr., and
Hawthorne Blvd. at Hawkhurst Dr. pursuant to the City's Storm Drain Deficiency Improvements
Program (SDDIP):
Day-to-day task: Referred to Goal #15 in 2019. The design for PVDS at
Peppertree is at 75% plans have been designed and will be going out
to bid in fall. The and the design for Hawthorne Blvd at Hawkhurst is
at 90%. Funding for construction will be requested through the CIP
process. plans are under design and will be completed by December
2020
Infrastructure - Utilities PW Establish a Citywide Neighborhood Streetlight Installation Program and/or ordinance for
consideration by the City Council for neighborhoods who wish to install new street lights.
Referred to Goal #19 in 2019. On February 18, 2020, the City Council
directed Staff to proceed with an agreement with Harris and
Associates to develop a citywide street lighting policy. Staff is
preparing a scope of work for a consultant to develop the process
and parameters for a Neighborhood Streetlight Program - Cruikshank
stated to remove
Infrastructure - Asset Management PW Create a detailed inventory and maintenance schedule of the City's public infrastructure and
assets.
The Fiscal Year 2021-22 CIP includes funding to start an asset
management program for the City's Facilities, Storm Sewer System,
Pavement, Sidewalks, and Traffic Signs. Proposals have been
received for a condition assessment and maintenance schedule of
the City's facilities and work is expected to begin in the next quarter.
Proposals for a condition assessment and maintenance schedule for
the City's pavement, sidewalks, and traffic signs will be solicited in
the next quarter. Council has awarded a professional services
agreements for the creation of a detailed inventory and maintenance
schedule of the City's facilities, pavement, sidewalks, guardrails, and
traffic signs. Work is expected to be complete within 6 months. A
similar asset management program for the City's storm sewer system
and sanitary sewers will be started when staff vacancies are filled.
Staff recommends removing this goal because it is a CIP project and
is considered part of the City’s routine operations.
2 of 13 B-9
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Infrastructure - Electric Utilities PW Develop a Citywide 5G Small Wireless Facilities (SWF) Master Plan that identifies the preferred
and least intrusive locations to install small wireless facilities including co-locations.
The primary 5G SWF engineering and construction company on the
Peninsula has developed a plan of locations for SWF facilities. Staff is
soliciting proposals from qualified consultants to evaluate the plan for
optimization of co-location, gap analysis, aesthetic impacts, compliance
with City policies, and development of recommended alternatives when
feasible. At this time, Staff recommends removing this goal due to staff
vacancies.
Infrastructure - Electric Utilities PW
In coordination with SCE, develop a Utility Resilient Advancement Master Plan to harden above-
ground utility lines including a tentative timeline to potentially underground utilities and
continue to lobby the California Public Utilities Commission to modify the requirements for Rule
20A undergrounding funds to include high fire risk areas.
Southern California Edison's current plan is development of specific Circuit
Reliability projects to harden infrastructure in particular areas of RPV,
rather than an overall master plan. Public Works Staff is coordinating public
information distribution as these projects are further developed. Work on
this goal has been deferred until certain Public Works projects in queue
have been completed. Staff recommends to remove this goal item as the
City is limited ability to influence SCE infrastructure.
Infrastructure - Utilities Admin Reduce the threat of a fire hazard proximately caused by downed or damaged overhead power
lines through the undergrounding of one mile of utility lines within the City’s open space areas.
Staff is working to identify potential grants and funding opportunities for
this project. On May 7, 2021, the City submitted a Notice of Interest (NOI) to
the California Governor's Office of Emergency Services (Cal OES) Hazard
Mitigation Grant Program (HMGP) towards the securing of funds for this
goal. On May 24, 2021, Cal OES notified the City that the proposed
undergrounding of overhead powerlines project is an eligible HMGP activity
and has formally invited the City to submit a full sub-application for
consideration of funding. Staff is currently compiling data for this
application, which is due on June 18, 2021. On June 18, 2021, Staff
submitted a sub-application to the California Governor's Office of
Emergency Services (Cal OES) Hazard Mitigation Grant Program to secure
funding for this goal. Staff is currently coordinating with representatives
from Cal OES to respond to a request for additional information for this
grant. Staff continues to monitor the CPUC's rulemaking process and
current legislation promoting undergrounding. Staff recommends removing
this goal item as the CPUC decided to discontinue ratepayer funding for
new projects after December 31, 2022 and will consider whether to add
wildfire safety and emergency-related undergrounding to Rule 20 project
eligibility criteria in the future.
Infrastructure - Utilities R&P Present to the City Council concepts for the remaining 12 acres of Lower Hesse Park as the
Phase II improvements
Pending inclusion in FY 20-21 CIP Not included in FY 20-21 CIP. To be
deferred to a fiscal year to be determined. Staff continues to
communicate regularly with Lower Hesse Park residents to discuss
their concerns and to identify ways to enhance maintenance and
aesthetics. Recommendation: Defer goal pending Council direction
and funding in the CIP.
3 of 13 B-10
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Infrastructure - Roadways PW
Develop a Construction Coordination Plan working with neighboring Peninsula cities, as well as
Lomita, Los Angeles, and Torrance to identify measures to avoid concentrating street
construction projects in areas that will impact traffic flows. Present plan to City Council.
On July 8, the Public Works Director met with a representative from
Caltrans as part of their newly created Ambassador program to assist
the City in improving communication on roadway projects. This will
frame the Plan being developed with neighboring cities. On
December 16, 2020, staff hosted a Project Coordination Meeting with
representatives of utility companies and other Peninsula cities; and
discussed each agency's upcoming projects as well as strategies to
time projects to avoid concentrating traffic impacts. Meetings will
continue on a regular basis. A meeting between the CalTrans
Ambassador and Peninsula cities is tentatively being scheduled for
March 2021.
Sanitation Utilities FIN Prepare a new financial plan for the Abalone Cove annual sewer rates that reduces City
maintenance subsidy by at least 50% for City Council consideration.
Staff has estimated long-range costs for maintenance, operations,
and capital costs of the system. The 18-year historical costs have
provided a good baseline for future costs. Additionally, staff has
identified capital improvements that will likely be needed in the next
5-10 years, due to the wear and tear on the pipes, grinder pumps,
and lift stations. Staff is working with Abalone Cove residents to
address the future Sewer Rates in order to reduce the City subsidy.
On October 6, the City Council amended the Municipal Code with
the current CPI-U and approved a connection fee. Staff is working
with a consultant to perform an evaluation and assessment of the
sewer system. This will provide staff with an updated annual
maintenance cost estimate to properly prepare a financial plan. Staff
recommends removing this goal because it is a Finance Department
task to identify appropriate funding for projects and is considered
part of the City’s routine operations.
City Beautification PW
Create a City Entry Master Sign Plan at various points of entry to the City utilizing the following
phases:
Phase 1: Issue an RFP for the design.
Phase 2: Design.
Phase 3: Construction.
This project was not funded as part of the Fiscal Year 2021-22 CIP.
Funding will continue to be pursued in future CIP cycles and with
other funding sources, such as the American Rescue Plan Act (ARPA).
Staff recommends removing this from goals because it is a CIP
project.
4 of 13 B-11
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities - Ladera Linda FIN Present financing options for the construction and delivery of the Ladera Linda Community Park.
In March, City Staff held meetings with Kosmont Transaction Services
(KTS) and Associates that was temporarily paused due to changes in
the leadership team and to reassess the financial impacts of the
economic downturn. Staff met with KTS to discuss funding options
for the project on October 15. Staff has requested additional
information from KTS and is working with Blais and Associates on
identifying grant opportunities (i.e. Prop 68 grant funds for outdoor
improvements). Staff received a presentation from Kosmont on
January 29, and the options will be presented to FAC on February 25.
Staff anticipates having funding options for the City Council's
consideration by May 2021. Project is on schedule and will be
completed by 6/30/2021.
City Land & Facilities - Ladera Linda CDD Complete the CUP/CEQA planning entitlement processes.
Staff deemed the application complete for processing. At this time, it
has been determined that the project is categorical exempt pursuant
to CEQA. Public hearings on the planning entitlements (CUP, etc.)
occurred on January 23, 2021 and February 23, 2021. Planning
Commission approved entitlements on February 23. City Council
voted to appeal the Planning Commission approval at its March 2
meeting. City Council appeal hearing to be held on April 6, 2021.
City Council upheld PC approvals on April 6, 2021. This task is
complete.
City Land & Facilities - Ladera Linda PW Complete construction-ready documents for City Council consideration.
The City's Architecture/Engineering consultant is preparing
construction documents, which are expected to be completed in the
Fall of 2021. A program manager and construction manager, Griffin
and Associates, were hired by the City on September 7, 2021.
Construction documents are expected to be complete in January
2022. Staff recommends removing this from goals because it is a CIP
project and is considered part of the City’s routine operations.
City Land & Facilities - Ladera Linda PW Complete bid process for construction firm and present contract to the City Council
consideration.
The bid process will begin upon completion of the construction
documents. An advertisement inviting bids is expected to be issued
in January 2022 and the bidding process is expected to be complete
in March 2022. Staff recommends removing this from goals because
it is a CIP project and is considered part of the City’s routine
operations.
City Land & Facilities - Civic Center Master Plan PW Break ground on construction based on Council-approved plans.
Ground breaking will commence after successful completion of the
bidding process and issuance of a Notice to Proceed. Ground
breaking is expected in March 2022. Staff recommends removing this
from goals because it is a CIP project and is considered part of the
City’s routine operations.
5 of 13 B-12
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities - Ladera Linda PW Present Civic Center development financing options to the City Council for consideration.
In March, City Staff initiated discussions with Kosmont Transaction
Services (KTS), but paused further discussions due to changes in the
leadership team and to reassess the financial impacts of the
economic downturn. Staff has developed a preliminary budget for
this project that was confirmed as reasonable estimates by KTS. On
October 15, Staff met with KTS to discuss funding options for the
project. Staff has requested additional information and is working
with Blais and Associates on identifying grant opportunities.
Additionally, since September 2020, Staff has been meeting with
consultants from various aspects of the development sector
including project management consultants, developers, and other
agency representatives to further understand, among other things,
financing and product delivery options. Staff and the CCAC are
working on putting together a public financing workshop for the
community, council, advisory boards, and staff to be well versed in
the financing options for this project. The workshop is tentatively
scheduled for October/November. Staff recommends removing this
goal because it is a Finance Department task to identify appropriate
funding for projects and is considered part of the City’s routine
operations.
City Land & Facilities R&P
Explore establishing a partnership, joint use, and/or lease agreement with the U.S. Coast Guard
for the Point Vicente Lighthouse property, buildings, and WW II Battery Barnes outpost owned
by Coast Guard, Facility-commonly referred to as Coast Guard bunker (located at the Civic
Center).
Staff has reached out to the Coast Guard to initiate dialogue about
the future use of these properties. Staff and several City Council
members took tours of Coast Guard properties with USCG personnel
in October 2020 and held informal discussions of potential
acquisition and partnership. The USCG expressed a strong interest in
developing a partnership with the City. Additional meetings are being
planned to begin brainstorming partnership arrangements.
City Land & Facilities R&P Present the draft Trails Network Plan Update to the Planning Commission for its input and
recommendation.
Staff and the consultant will update the draft TNP based on public
input, including feedback from the two community workshops. Dates
that the TNP will be presented to Planning Commission will be
finalized, but anticipated to occur in September and October 2021,
and the document will be released 3 weeks prior to meetings.
Combined goal
6 of 13 B-13
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
City Land & Facilities R&P Present to the City Council alternative turf options (approximately 123,000 square feet) for
active recreation use at Upper Hesse Park.
Referred to Goal #23 in 2019.
Council direction needed to approve recommended alternative.
Project was originally going to be natural turf but Staff is currently
analyzing the financial, aesthetic and functional pros and cons of
different alternatives for this site. Originally included in the FY 20-21
CIP, this project was deferred by the City Council to a fiscal year to be
determined Staff will continue to investigate alternatives for future
consideration. Recommendation: Discontinue goal pending
Council direction.
City Land & Facilities R&P
ABALONE COVE PARK IMPROVEMENTS PHASE II: Develop and present a design to Council for
improvements to the reminder of Abalone Cove Park, including additional landscaping,
irrigation, park amenities, and trail improvements
Project was not selected for FY 20-21 CIP. It has been put on hold
and will be re-evaluated next year. Recommendation: Discontinue
goal pending Council direction.
Quality of Life R&P Prepare appropriate code amendments for Accessory Dwelling Units for the Planning
Commission's review and the City Council's for consideration
The Planning Commission began reviewing draft language at its July
14 meeting and forwarded its recommendation to the City Council.
The City Council considered code amendments recommended by the
Planning Commission on September 1 and 15; and will consider
Planning Commission further recommendations to select code
language on November 17. First reading for Ordinance No. 640 was
introduced on December 15 and the second reading on January 19,
2021. The ordinance went into effect on February 18, 2021.
Quality of Life CCD
Stay informed on new State Housing Laws, bring new laws and issues to Planning Commission
and City Council's attention and amend codes and ordinances in the RPV way where appropriate
to meet the new laws. File an appeal of the 6th Regional Housing Needs Assessment (RHNA)
Not recommended as a goal for 2020 because this is part of daily
operations. On October 26, Staff filed an appeal of the 6th cycle
RHNA. Appeal hearing occurred on January 13, 2021, and the City's
appeal was denied. are set to begin in January 2021. Staff presented
the City Council with housing legislation in August 2020. The City
created a Legislation Corner homepage on the website to track
current legislation. Additionally, Staff is working with the three other
Peninsula cities to on-board a lobbyist.
Quality of Life CCD
Assess the effectiveness of the County’s amended Barking Noise Program and bring report City
Council with recommendations for consideration to either continue with the County or develop
other alternatives.
Not recommended for 2020. Referred to Goal #28 in 2019.
Roadways PW Develop a Citywide Speed Mitigation Plan for reducing vehicular speed within City streets (traffic
calming)
Funding for development of the masterplan is included in the Fiscal 2021-22
CIP and work will begin when key staff vacancies are filled. At this time,
Staff recommends removing this goal due to staff vacancies. However, Staff
is in the process of onboarding on-call consulting traffic engineers to assist
the City in addressing community concerns regarding isolated traffic and
speed concerns throughout the City.
7 of 13 B-14
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Beautification PW Create a Traffic Flow Improvement Plan in coordination with Lomita, Los Angeles, and Caltrans
to improve traffic flows and provide connectivity between retail outlets and residents.
A funding agreement with the Metro Board for approved $1.33 million for
Western Avenue Congestion Improvement Project to be used for a concept
plan report has been executed. Staff is further refining the scope of work
and coordinating with the California Department of Transportation; who
owns Western Avenue and has approval rights over any work in the
corridor. The timeline of this project is subject to filling staff vacancies. the
CalTrans coordination, review times, and approval timelines. The City
Council will consider a Funding Agreement at its September 21, 2021
meeting. Staff recommends removing this from goals because it is a CIP
project.
Quality of Life - Beautification PW Develop a streetscape beautification plan to enhance the aesthetic character of Western
Avenue.
The CIP for FY 2020-21 includes funding for a concept design of the Western
Avenue Beautification Project. Work on this goal will begin when staff
vacancies are filled. Staff received proposals in response to an RFP for the
concept design of the beautification of Western Ave and selected a
qualified firm. Fee negotiations are ongoing and a professional services
agreement will be brought to Council when fee negotiations conclude.
Funding for final design will be requested for future CIP cycles, or as funding
opportunities become available such as the American Rescue Plan Act
(ARPA). Staff recommends removing this from goals because it is a CIP
project and is considered part of the City’s routine operations. In fact,
earlier this year, Staff began implementing the first phase of the Western
Avenue Street Beautification which included installing new median and
parkway landscaping, enhancing street furniture, and removing debris. The
second phase which includes painting the arterial walls is being coordinated
with the neighboring homeowner’s associations.
Quality of Life - Environmental Sustainability PW Develop program in collaboration with EDCO to recycle/divert organic waste from residential
waste
This goal supports Measure Solid Waste A2. Diversion/recycling of organic
waste reduces green house gas emissions by reducing methane gas
produced when organic waste decomposes in landfills. State law governs
organic waste diversion and the City. The City has retained a consultant to
develop an municipal code revision and waste hauler contract to become
compliant with State law. Staff recommends removing this goal as it is part
of core City operations and a state regulatory requirement rather than a
City Council goal. The City Council will be asked to update the Rancho Palos
Verdes Municipal Code (Chapter 8.20) to implement SB 1383. Staff
recommends removing this goal as it is part of core City operations and a
state regulatory requirement rather than a City Council goal. The City
Council will be asked to update the Rancho Palos Verdes Municipal Code
(Chapter 8.20) to implement SB 1383 tentatively at its January 18, 2022
meeting.
8 of 13 B-15
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Housing CCD Conduct a housing "brainstorming" public workshop to identify creative solutions.
Staff is developing a plan to host a virtual workshop/forum on
housing. Staff anticipates completing this goal as part of the 2021-
2029 Housing Element Update. Staff issued Housing Element Update
Request for Proposals (RFP) in October 2020 to procure professional
services and a service agreement will be considered at the March 2,
2021 City Council Meeting. At this meeting, the Council will also
consider establishing a support committee. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Housing CCD
Develop a Council approved program for identifying housing opportunities pursuant to RHNA,
including affordable housing, such as creating a Mixed-Use Zoning District, accessory dwelling
units, school district housing, and senior housing.
City awarded $160k SB 2 Grant for preparation of mixed-use housing
overlay zone; Staff to prepare RFP for project consultant selection
City awarded $160k SB 2 Grant for preparation of mixed-use housing
overlay zone. Staff to issue RFP in late February 2021. The City also
submitted an additional LEAP grant application for funding the CEQA
process in the amount of $150k. Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Environmental Sustainability CCD Adopt new development standards related to Electronic Vehicle (EV) charging stations.
Referred to Goal #32a in 2019.
Previously this goal included a second goal that was actually a PW
goal, Install charging stations in City-owned lots; Staff is in the
process of preparing new code language to present to the City's
Planning Commission. Goal to be completed by May 2021. Deleted -
goal will be completed this FY.
Quality of Life - Environmental Sustainability CCD Amend the Municipal Code to develop a robust Green Building Program.
Referred to Goal #32b in 2019; Staff continues to assess existing
Green Building Program to determine whether the Municipal Code
needs updating. Staff will be preparing a memorandum regarding
findings.
Goal to be completed by June 2021. Deleted - This task has to/will
be done as part of the housing element update by ESA (CC awarded
contract on 3/2.
Quality of Life - Environmental Sustainability CCD Amend the ERAP to include appropriate adaptation strategies and bring to City Council for
consideration
Referred to Goal #32 in 2019; Staff analyzed and selected a list of
potential strategies and provided them to the SBCCOG on July 10.
Goal to be completed by May 2021.Deleted - This task has to/will be
done as part of the housing element update by ESA (CC awarded
contract on 3/2.
9 of 13 B-16
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Quality of Life - Environmental Sustainability CCD Partner with SBCCOG to Host an Energy Efficiency Fair
Referred to Goal #32b in 2019; Staff is reviewing options to host
virtual energy efficiency fair.
Do not carry over goal. Similar goal can be included in future years
when SBCCOG resumes in person events. Deleted - This task has
to/will be done as part of the housing element update by ESA (CC
awarded contract on 3/2.
Quality of Life - Environmental Sustainability CCD
ERAP: Support Energy Generation and Storage in the Community
o Amend the Zoning Code to integrate additional policies supporting renewable and
alternative energy sources in residential, commercial and institutional zoning districts by
utilizing EcoMotion consultant services, made available by the SolSmart grant application.
Referred to Goal #32c in 2019; Progress is limited based on limited
staffing, but a summer intern is assisting in identifying potential code
amendments. Do not carry over. Installation of renewable energy
system is covered by the building code and generally do not pose
zoning conflicts. Staff is preparing a memo memorializing findings.
Deleted - This task has to/will be done as part of the housing element
update by ESA (CC awarded contract on 3/2.
Quality of Life - Western Avenue Admin Establish a "brand" for the Western Avenue Commercial Corridor
City Staff is in the early stages of developing a brand program for
Western Avenue that will bring together the traffic flow,
beautification, and economic redevelopment projects. Staff is
collecting information on potential marketing consultants. Combined
this goal with goal No. # 53. This goal supports
Citizen Involvement & Public Outreach CCD Provide and encourage e-filing of planning applications
Staff established "virtual counter hours" to assist the public that is
framing the e-filing program.
Complete. Staff established “virtual counter hours” to assist the
public in electronic project submittals. Currently all applications are
being accepted electronically.
Citizen Involvement & Public Outreach Admin Conduct a Citizen Satisfaction survey.
Referred to Goal #41 in 2019. Staff presented draft survey questions
and a distribution plan to the City Council on November 4, 2020,
which were finalized on November 17, 2020. The survey was
distributed online and via mail in December 2020/January 2021 and
results were presented to the City Council on February 16, 2021.
Citizen Involvement & Public Outreach Admin Create a Citizen Environmental Committee.
Not recommended or necessary; Quarterly Public Forums for the
Palos Verdes Nature Preserve already provide this function
Citizen Involvement & Public Outreach Admin Form a joint commission with neighboring cities to address Peninsula-wide issues
Not recommended or necessary; the Regional Law Enforcement
Committee already provides this function
Citizen Involvement & Public Outreach CCD Update the City’s Public Notice template
Staff collected examples of notices from other jurisdictions - Alegria
and Dyda recommended to remove
10 of 13 B-17
Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability FIN
Assess City Fees and Taxes, including the 2019 Cost of Services Study to identify, among other
things, opportunities to lower fees and taxes for consideration by the FAC and City Council.
(Merged with Goal #74)
Referred to Goal #38 in 2019. Study was finalized and staff reviewed
the results with FAC; at the 3/12 FAC meeting, staff reviewed in
greater detail selected fees and adjustment recommendations to
FAC. FAC requested additional research at the March 12 meeting.
Another meeting occurred on Sept. 17 to review the Cost Fee Study
with FAC. This item was also by the FAC in October 2020. FAC
approved two of the three recommendations from staff at the
September meeting. FAC approved 100% cost recovery for the
Community Development, except for View Restoration, and Public
Works fees. FAC also formed a subcommittee and met with the
Recreation and Parks Department to further understand the fees of
operation of the department. The subcommittee is to present
options/findings at a future FAC meeting. The 2019 Cost of Services
Study is tentatively schedule for the March 2nd City Council meeting.
The 2019 Cost of Services Study was received by the City Council on
March 2. The City Council provided Staff with direction to prepare a
proposed fees for consideration at a duly noticed meeting April 20,
2021. This goal is expected to be completed by June 30, 21 and is not
recommended to continue into FY 21-22.
Government Efficiency, Transparency and
Accountability FIN Prepare a Pension Policy that provides a financial plan to address the City's outstanding Pension
Liability and CalPERS' continuous change in valuation methodology.
Referred to Goal #40 in 2019. Staff have been doing research and
working with GovInvest to consider all options for the Pension Policy.
However, due to the current fiscal climate, Staff waited for the latest
annual Actuarial Valuation Report (AVR) and investment return from
CalPERS to reassess the City's pension liability. The AVR and
investment return was released by CalPERS this summer. FAC
supported staff recommendations on a possible Pension guidelines
at the September meeting. FAC reviewed and provided feedback to
the draft Pension Guideline on October 29. Staff presented the draft
guideline to the City Council on January 19 and the guideline was
updated and approved by the City Council on February 2.
Government Efficiency, Transparency and
Accountability Admin Implement new Internet or app-based application to enable residents to reach city services
more quickly.
The mobile app vendor has been identified and funds budgeted for
FY 20/21. The implementation project started in July 2020. The
project team is currently finishing the initial core functionality
configuration and graphics used in the app. The mobile app called
"MyRPV" is now available on Apple and Android devices and it offers
a convenient way of submitting service requests and to access
relevant City information, from City Council meeting agendas and
videos, to information on how to get in touch with City departments,
visiting parks, trails, and more.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin
Implement eTRAKiT customer relationship software that allows customers to track service
requests and submit service requests and permit applications online with at least 20% of City
permits being issued online.
eTrakit portal has now 12 permits types and all Business License
types configured and ready to be tested internally. During testing,
some major programming issues were discovered. The IT
Department is currently working with the vendor on updating all the
TrakIt servers operating system and the TrakIt software version to a
newer release. All compatibility and integration issues are now
resolved and the eTrakit portal is currently open for selected
contractors, businesses and residents to conduct limited public
testing. This phase is expected to be completed in March 2021.
Government Efficiency, Transparency and
Accountability PW Require a project sign be installed for all City construction project describing, among other
things, the project and citing contact information.
A conceptual design was provided to Staff by Councilman Dyda. A
sign template has been developed and the first deployment was for
the Hawthorne Median Beautification Project.
Government Efficiency, Transparency and
Accountability - Intergovernmental Relations Admin Pursue annexation of the Eastview area into PVPUSD for voting
On March 4, 2020, the City Council received and filed a report form
the City Attorney’s Office regarding protocols for the possible
Eastview community detachment from Los Angeles Unified School
District (LAUSD) and attachment of this community to the Palos
Verdes Peninsula Unified School District (PVPUSD). The Council
directed no further action to be taken on this matter.
Government Efficiency, Transparency and
Accountability Admin
Enhance internal and external customer service and efficiency so that all inquiries are
acknowledged within the day received and that, when surveyed, internal customers indicate
95% satisfaction with responsiveness by colleagues, and external customers indicate 95%
satisfaction with responsiveness by Staff.
Work will commence in fall Progress is limited based on staffing levels.
Carry over goal. Staff anticipates preparing memorandum regarding findings
before Fall 2021. An employee (internal customer service) survey was issued
on September 30, 2020 with a deadline date of October 14. Staff tallied the
results and generally speaking employees are somewhat satisfied.
Department Heads are assessing the results of the employee results to
identify areas to improve employee satisfaction. A follow-up survey will be
issued in Fall 2021 to compare results after enhanced measures are
implemented. In addition to the resident survey presented to the Council
on February 16, 2021, Staff is preparing a specific customer service survey.
It should be noted that in the resident survey 71.8% of respondents
indicated that they were somewhat or very satisfied. Staff is in the planning
stages of establishing a method to send and receive responses. Staff
recommends removing this goal as a portion of internal customer service is
achieved through goal 26f, and the external customer service portion is
identified as an IT project or assignment.
Government Efficiency, Transparency and
Accountability Admin Reassess the Study Session
Activity on this goal is pending further review of the City's study session
policy. Staff recommends removing this goal as it can be accomplished at
the staff level as part of the City’s routine operations.
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Appendix A
City Council Goals
Task Tracking Worksheet
Goal Category Department Task Description Status Update
Government Efficiency, Transparency and
Accountability Admin Lobby the California Public Utilities Commission to modify the requirements for Rule 20A
undergrounding funds to include high fire risk areas.
October 2019, the City brought a resolution to the League of
California Cities Annual Conference calling on the CPUC to expand
the Rule 20 program to include wildfire mitigation as an eligible
project. The resolution won the support of fire-prone cities across
the state and was referred to two of the League’s policy committees
so language revisions could be reconciled. Ultimately, the League’s
Board of Directors adopted our proposal as an official League policy.
The League is now advocating for this change to the CPUC, which is
in the process of revising the Rule 20 program, and wildfire
prevention criteria was included among proposed changes from
CPUC staff. In April 2020, the City advocated for including wildfire
prevention criteria in comments on the CPUC staff proposal. On July
21, 2020, the City Council supported legislation (SB 1312) that would
have implemented this change by requiring the CPUC to amend Rule
20 to allow undergrounding in high fire threat areas for wildfire
mitigation, though the bill did not advance in the legislative session.
Following direction from the City Council, on September 16, 2020,
Staff sent a letter to SB 1312 author Senator Mike McGuire offering
the City's support for continued efforts to make this change. Staff
continues to monitor the CPUC's ongoing rulemaking process. Staff is
monitoring current legislation that supports undergrounding. Moved
from Government Efficiency & Transparency - Intergovernmental
Relations Goal No. 81 and to moved to Infrastructure - Electric
Utilities and combined with 6a as it supports the effort of advancing
undergrounding projects.
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