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CC SR 20220621 02 - Advisory Board Accomplishments and Workplans CITY COUNCIL MEETING DATE: 06/21/2022 AGENDA REPORT AGENDA HEADING: Regular Business AGENDA TITLE: Consideration and possible action to review the work plans and biannual reports from various City advisory boards and the Planning Commission. RECOMMENDED COUNCIL ACTION: (1) Receive and file the biannual reports for the Fiscal Year 2021-22 work plans from the City's Advisory Boards and Planning Commission; and (2) Approve the work plans for the City’s Advisory Boards for FY 2022-23. FISCAL IMPACT: None Amount Budgeted: N/A Additional Appropriation: N/A Account Number(s): N/A ORIGINATED BY: Karina Bañales, Deputy City Manager REVIEWED BY: Same as above APPROVED BY: Ara Mihranian, AICP, City Manager ATTACHED SUPPORTING DOCUMENTS: A. City Council Policy No. 54 - Council Liaisons for Advisory Boards/ Committees/Commissions (page A-1) B. Accomplished work plans for FY 2021-22 1. Civic Center Advisory Committee (page B1-1) 2. Emergency Preparedness Committee (page B2-1) 3. Finance Advisory Committee (page B3-1) 4. Infrastructure Management Advisory Committee (page B4-1) 5. Planning Commission (page B5-1) 6. Traffic Safety Committee (page B6-1) C. Proposed work plans for FY 2022-23 1. Civic Center Advisory Committee (page C1-1) 2. Emergency Preparedness Committee (page C2-1) 3. Finance Advisory Committee (page C3-1) 4. Infrastructure Management Advisory Committee (page C4-1) 5. Planning Commission (page C5-1) 6. Traffic Safety Committee (page C6-1) 1 CITYOF RANCHO PALOS VERDES BACKGROUND: In August 2019, the City Council adopted City Council Policy No. 54 (Attachment A), which dealt primarily with the assignment of City Council liaisons to the City's advisory boards, committees, and commissions. However, to maintain communication between the City Council and its boards, committees, and commissions, the policy included biannual reports be given to the City Council. Specifically, Section M of City Council Policy No. 54 states: In an effort to keep the City Council and the public informed on the activities of the boards/committees/commissions, biannual status reports shall be given at a regular City Council meeting. On January 18, 2022, based on the City Council approved FY 2021-22 work plan, the advisory boards presented a status report to the City Council on their accomplishments for the period between July 1, 2021 and December 31, 2021. That same evening, the City Council provided feedback and recommendations to consider when establishing the FY 2022-23 work plans. This evening, the advisory boards, including the Planning Commission, will present their biannual reports on their Council-approved work plans for the period between January 1, 2022 and June 30, 2022 (Attachment B). Additionally, the boards/committees seek City Council approval for their upcoming FY 2022-23 work plans (Attachment C). In developing the FY 2022-23 work plans, it should be noted that several items were carried over from FY 2021-22. To assist in identifying these new items, Staff has highlighted them under each respective advisory board/commission. Each advisory board/committee and the Planning Commission will be allotted up to 10 minutes for their presentation. The chair, vice-chair, or another respective member has been invited to present. DISCUSSION: The City has five established advisory boards/committees and the Planning Commission that meet regularly. Below is a brief description of their realms of responsibility. Detailed descriptions can be found in the attachments for each respective advisory board/committee/commission. Civic Center Advisory Committee (CCAC) The CCAC serves as a citizens' advisory board to the City Council, advising on developing the Civic Center Master Plan. Committee members play a vital role in the public outreach process, financial analysis, layout/boundary conce rns, conceptual design, and other related issues. This evening, the CCAC presents its biannual report for its FY 2021-22 work plan (Attachment B1) and its proposed work plan for FY 2022-23 (Attachment C1). 2 Below are the new items listed in the FY 2022-23 work plan: • Work with the project management consultant and Staff to research and advise on development alternatives and make a recommendation to the City Council on preferred preliminary site design. • Review the results of geotechnical investigation of Civic Center property including but not limited to subsurface exploration, test recovered soils samples, perform site-specific geotechnical and geologic analysis, and review findings, conclusions, and recommendations based on the site plan developed by the design team. • Review Staff findings regarding the identification of underground utilities at the Civic Center property. • Review project budget range and financial alternatives in conjunction with the project management consultant, Staff, and the Finance Advisory Committee (FAC). Emergency Preparedness Committee (EPC) The EPC advises and assists the City Council and Staff to ensure the City develops and maintains a high state of readiness to respond to a wide variety of emergencies and disasters. The EPC work plan includes specific assignments for the current FY 2021-22, such as reviewed responses from representatives of various wireless communication providers, hosted an emergency preparedness informational booth at Whale of a Day, and continued monthly emailing messaging to residents with emergency preparedness information and educational materials; to name a few. This evening, the EPC presents its biannual report for the FY 2021-2022 work plan (Attachment B2) and their work plan for FY 2022-23 (Attachment C2). Below are the new items listed in the FY 2022-23 work plan: • Incorporate key lessons learned from Woolsey Fire After Action Review (AAR) regarding emergency communications, emergency playbook, resources, and drills/training into all four surrounding Peninsula cities; Specific to enhancing emergency communications by doubling the number of residents registered with Alert SouthBay and MyRPV; Enhancing resident safety during a mass evacuation by developing, publishing, and actively promoting “Know Your Zone” educational outreach for established evacuation zones for Rancho Palos Verdes; and by supporting the impending installation of wildfire detection systems within the City's open space areas. • Monitor, support, and develop detailed recommendations for wildfire hardening accomplished by incorporation of the following five mitigation strategies: o Identifying grants/tax incentives for residents interested in fire hardening their homes/neighborhoods; o Monitoring compliance with the California Public Utilities Commission's (CPUC) decision adopting wireless provider resiliency strategies for wireline and wireless providers. 3 o Scheduling specific topic presentations to the EPC and/or City Council with subject matter experts from utility companies; o Promoting residential power backup resources; and o Identifying fire hardening of strategically placed public access buildings that can be used by residents if required to shelter in place. Finance Advisory Committee (FAC) The FAC provides citizen input to the City Council and Staff regarding the City 's financial matters. The FAC reviews short- and long-term financial information and other financial issues assigned by the City Council. The FAC also recommends specific areas for review to the City Council and provides advice regarding economic development matters, such as methods to improve the local business climate and City relationships with local businesses. This evening, the FAC will present its biannual report for its FY 2021-22 work plan (Attachment B3) and its proposed work plan for FY 2022-23 (Attachment C3). Below are the new items listed in the FY 2022-23 work plan: • Form a trilateral committee with CCAC and Infrastructure Management Advisory Committee. Infrastructure Management Advisory Committee (IMAC) The IMAC provides community input by advising the City Council on matters concerning public works and infrastructure. This includes capital improvement projects; maintenance of public buildings and facilities; park sites; trails; stormwater systems; sanita ry sewer systems, including the Abalone Cove Sewer System; street rights-of-way and traffic control devices; the Palos Verdes Drive South/Portuguese Bend Landslide; and special projects as assigned by the City Council. This evening, the IMAC will present its biannual report for its FY 2021-22 work plan (Attachment B4) and its proposed FY 2022-23 work plan (Attachment B4). Below are the new items listed in the FY 2022-23 work plan: • Review and provide feedback/recommendations regarding a list of potential capital improvement projects for the City to consider funding in future fiscal years. • Enhance the CIP Project Evaluation Tool to include consideration of total project cost. • Review and provide feedback/recommendations on plans, problems and designs brought to the IMAC by the City Council and/or Staff. This may include, but is not limited to: o Inventory and maintenance schedule of the City’s public infrastructure and assets o Citywide 5G Small Wireless Facilities (SWF) Master Plan o Utility Resilient Master Plan to harden above-ground utility lines o Public sewer program to encourage on-site sewer systems to connect to the public sanitary sewer system 4 o Citywide speed mitigation plan for reducing speed within City streets o Torrance Airport water runoff quality improvement project • Review and provide feedback/recommendations on the Portuguese Bend Landslide Remediation Project and Altamira Canyon Erosion Improvement Project as new information becomes available. • Monitor the trails network status and provide recommendations for addressing broken connections between segments. Review and provide feedback on the revised Trails Network Plan when it becomes available. • Investigate options to better gather community input regarding support for (or opposition to) individual projects and designs. Planning Commission (PC) The Planning Commission was established in accordance with the provisions of the planning and zoning law of the state, as codified in Section 2.20.010 of the Rancho Palos Verdes Municipal Code. Additionally, the Planning Commission assumes the duties of the view restoration commission and make determinations regarding view restoration and view preservation applications. This evening, the Planning Commission will present its biannual report for its FY 2021-22 work plan (Attachment B5) and its proposed work plan for FY 2022-23 (Attachment B5). Below are the new items listed in the FY 2022-23 work plan: • Continue conducting regular public meetings to consider land use development applications, as needed; • Continue working with the Planning Division on targeted code amendments to the Zoning Code, including: o Updates to comply with the City’s Natural Communities Conservation Plan/Habitat Conservation Plan (NCCP/HCP); o Updates to the City’s non-residential and loading zone requirements; o Update lighting regulations to increase the fixture height above 10 feet; o Amend the Conditional Use Permit provisions stated in the Zoning Code by clarifying that the Planning Commission’s role is advisory to the City Council in the processing of City-owned facilities; and o Others as directed by City Council • Participate in the City’s Housing Element Update including workshops and public hearings. It is important to note that at the time of publishing this staff report on June 14, 2022, the Planning Commission will be meeting to discuss its FY 2021-22 biannual report and FY 2022-23 proposed work plan. If there are salient changes, Staff will submit, as late correspondence, a summary of the changes to the FY 2021-22 and FY 2022-23 work plans. 5 Traffic Safety Committee (TSC) The TSC provides community input by advising the City Council on traffic issues, development proposals, and special projects assigned by the City Council. The TSC also reviews and advises on neighborhood traffic calming guidelines and proposed projects, and collaboratively works with Staff to address residents' requests for improving livability and drivability of neighborhood streets in the City. This evening, the TSC will present its biannual report for its FY 2021-22 work plan (Attachment B6) and its proposed work plan for FY 2022-23 (Attachment B5). Below, are the new items listed in the FY 2022-23 work plan: • Review and assess any item requested by the residents, members of the City Council, TSC, and City Manager’s Office. • Explore possible means, options, and opportunities to control or reduce vehicular traffic speeds throughout Rancho Palos Verdes. • Establish and participate in community and stakeholder workshops to solicit both general comments and neighborhood-specific comments related to traffic concerns for each neighborhood. Further, utilize community and stakeholder workshops to educate residents regarding traffic safety calming measures and City traffic initiatives. CONCLUSION: Staff recommends that the City Council receive and file the biannual reports for the FY 2021-22 work plans for the CCAC, EPC, FAC, IMAC, PC, and TSC. In addition, Staff recommends the City Council approve the work plans for FY 2022-23. All work plans are in the standardized format developed in the last fiscal year and reviewed and approved by the advisory boards/committees and the Planning Commission. ALTERNATIVES: In addition to the Staff recommendation, the following alternative action is available for the City Council's consideration: 1. Provide direction to Staff to modify one or more of the proposed work plans and continue this matter to a future date to be determined. 6 CITY COUNCIL POLICY NUMBER: 54 DATE ADOPTED: August 20, 2019 SUBJECT: Council Liaisons for Advisory Boards/Committees/Commissions POLICY: It shall be the policy of the City Council to assign a council member to any City resident advisory committee, and the Planning Commission, as a liaison that the committee/commission can turn to if members have questions or concerns about the direction of the board/committee/commission and/or direction from Staff. The following parameters are hereby established as guidelines: A. At the discretion of the City Council, a council member may be assigned to any of the City’s active advisory boards including the Planning Commission to serve as a Council liaison. B. Council liaison assignments may be done on an annual basis along with the Council appointments to outside agencies. C. After the appointment(s) are made, Staff will notify the Staff liaison regarding the decision. D. Attendance at board/committee/commission meetings by the Council liaison is at the discretion of the Councilmember. E. Council liaisons may informally arrange for a Council alternate when scheduling conflicts arise. F. During a board/committee/commission meeting, the Council liaison shall serve a role similar to that of the Staff liaison. The primary responsibility for providing information to board/committee/commission members belongs to the Staff liaison, but the Council liaison may provide additional information at the request of the Chair when questions fall beyond the scope of staff’s expertise. G. During a board/committee/commission meeting, the Council liaison may address the body under the “Staff Communications” portion of the agenda. During this time, the liaison shall address the members from the podium or at a designated seat at the table with Staff. H. The Council liaison may raise points of order when procedural issues arise. A-1 I. During board/committee/commission meetings, authority resides with the board/committee/commission Chair. J. A Council liaison role is primarily an observer, therefore liaisons shall refrain from: a. Interfering with the smooth operation of board/committee/commission meetings b. Participating or engaging in discussions or decisions of the board/committee/commission c. Advising what the board/committee/commission should or should not do or attempting to influence and/or guide its progress d. Offering opinions or advocating for or against matters when they come before the board/committee/commission e. Acting in a manner that undermines the Chair’s authority f. Participating in policy discussions except when providing factual information at the request of the Chair g. Speaking on behalf of the full Council without appropriate authority h. Acting as spokesperson for the board/committee/commission K. No more than two members of the City Council are to be in attendance at any meeting of a committee or commission at any time. If appointed to serve as liaison to a committee or commission, the council member has priority over any other council member who may wish to attend and is not a liaison. L. If questions or concerns arise regarding the conduct of a Council liaison, the Chair of the board or commission should consult with the Mayor for possible resolution. When the liaison in question is the Mayor, the Chair should consult with the Vice Mayor for possible resolution. M. In an effort to keep the City Council and the public informed on the activities of the boards/committees/commissions, biannual status reports shall be given at a regular City Council meeting. BACKGROUND: The City Council recognized the need for City resident advisory boards and the Planning Commission to have a council member act as liaison between the City and the board/committee/commission. A-2 CIVIC CENTER ADVISORY COMMITTEE ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The mission of the Civic Center Advisory Committee (CCAC) is to work with the City Council and its Staff to develop a Civic Center Master Plan which seeks a solution to the design of the Civic Center site and make associated recommendations to Council. All appropriate needs of the City and the community will be considered in the design solution. (Resolution No. 2017-35) SPECIFIC 2021-2022 ASSIGNMENTS Below is the CCAC biannual update listing CCAC’s accomplishments from January to June 2022 and anticipated achievements for the first six months of Fiscal Year 2022- 2023. Below is a list of CCAC’s accomplishments for the period of January-June 2022. January 2022 • Approve a March 10, 2022, facilitated workshop to discuss Project Delivery Options for Major Municipal Capital Projects to be co-hosted by the CCAC and the Finance Advisory Committee (FAC) • Reviewed past proposed agenda items • Received status update report on the financial status of City capital projects February 2022 • Received presentations from Gensler and Griffin Structures on the Civic Center project, including preliminary site planning, and site opportunities and constraints. • Provided input on City Council FY 2022-23 Goals March 2022 • Participated in March 10 Workshop on Development, Funding and Financing of Municipal Capital Projects: How Do We Pay For It? The Nuts and Bolts of Financing City Projects: Workshop Facilitated by Orion Fulton, Associate Principal with ARUP • Public tour of Civic Center site on March 24 followed by facilitated Civic Center Master Plan Workshop April 2022 • Appointed CCAC Vice-Chair • Received and provided feedback on preliminary Civic Center site plans presentation. May 2022 • Provided input on the revised preliminary Civic Center site plans following presentation by Gensler • Reviewed CCAC 2022-23 work plan B1-1 CITVOF L ~CHO PALDSVERDES CIVIC CENTER ADVISORY COMMITTEE Accomplishments and Work Plan • Reviewed CCAC biannual report to the City Council NEXT SIX MONTH REPORTING PERIOD June 2022 (will be revised as needed following CCAC meeting on June 23) In the next six-month reporting period, the Committee expects to work on a range of tasks that are aligned with the draft CCAC FY 2022-23 work plan. Per previous CCAC direction, the tasks are divided into four categories: Budget/Project Development, Partnership Outreach, Public Outreach, and Ongoing Assignments. Budget/Project Development 1. Work with the project management consultant and Staff to research and advise on development alternatives and make a recommendation to the City Council on the preferred preliminary site design. 2. Review the project budget range and financial alternatives in conjunction with the project management consultant, Staff, and the FAC. 3. Continue to develop an understanding of the status of the property and receive regular reports on the progress of any changes to its status. 4. Explore possible uses for the Battery Barnes property and the Nike missile silos. 5. Review results of geotechnical investigation of Civic Center property including but not limited to; subsurface exploration, test recovered soils samples, perform site- specific geotechnical and geologic analysis, and review findings, conclusions, and recommendations based on the site plan developed by the design team. 6. Review Staff findings regarding the identification of underground utilities at the Civic Center property. 7. Work with Staff and the project manager on the development of the Master Plan design. This effort will include producing a total project budget, a total project schedule, and an overall project delivery road map which will serve as a guide for the project moving forward. This plan will then be modified and adjusted as the project moves forward. Partnership Outreach 8. Based on direction from the City Council, explore potential partnerships and coordinate appropriate usage with other civic, business and nonprofit organizations. 9. Continue outreach with public safety agencies in conjunction with Staff to develop and determine the level of interest and commitment to participate in the project. 10. Work with Staff and the project manager to pursue the possibility of “land swapping” through the Federal Emergency Management Agency (FEMA) and Department of Justice (DOJ) to maximize development flexibility on the site. 11. Work with Staff and project manager to pursue the acquisition of the Coast Guard property on the western end of the property for inclusion in the Master Plan. B1-2 CITVOF t ~CHO PAWS VERoEs CIVIC CENTER ADVISORY COMMITTEE Accomplishments and Work Plan Public Outreach 12. In conjunction with the project manager and Staff, develop and participate in a robust and comprehensive public outreach process in conjunction with Staff. The outreach effort is to include but not be limited to community workshops, meetings with homeowners associations (HOAs), stakeholders, City Staff, and consultant team; public tours, listserv messages, newsletter articles, CCAC presence at public events, press coverage, RPVtv features, RPV website updates, and social media outlets such as Facebook and Nextdoor. Additional outeach details provided 2022-2023 work plan. Ongoing Assignments 13. Produce biannual reports to the City Council on CCAC progress. 14. Work with Staff and the project manager to refine the project schedule. B1-3 CITVOF t ~CHO PAWS \/ERoEs Page 1 of 3 EMERGENCY PREPAREDNESS ADVISORY COMMITTEE ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The mission of the Emergency Preparedness Committee (EPC) is to advise and make recommendations to the City Council on matters pertaining to emergency preparedness to help ensure that the City of Rancho Palos Verdes develops and maintains a high state of readiness to respond to a wide variety of emergencies and dis asters. (Resolution No. 2008-61) SPECIFIC 2021-2022 ASSIGNMENTS During the past six months, the Committee has made significant progress in ensuring the City’s ability to mitigate, prepare, respond and recover to a wide variety of emergencies and disasters. The Committee can point to the following update summarizing the advisory board’s accomplishments for the period of January-June 2022. January 2022 • At its meeting on January 20, 2022, the EPC reviewed responses from representatives of various wireless communication providers serving the Palos Verdes Peninsula in response to the EPC's list of questions seeking additional information about their plans to implement resiliency requirements for their facilities as mandated by the California Public Utilities Commission (CPUC). February 2022 • In support of the EPC's Woolsey Fire After Action Review (AAR) recommendation of "Engaging an experienced vendor to prepare a playbook of flexible response plans with likely or potential scenarios and potential response actions," at the Peninsula Public Safety Committee (PPSC) meeting on February 10, 2022, EPC members provided public comments in support of the PPSC's discussion on a status update on recruiting a third-party subject matter expert to prepare a playbook of flexible response plans. • At the regular meeting of the EPC on February 17, 2022, the E PC provided Staff with recommendations regarding which current emergency preparedness- centered City Council goals should be continued for incorporation as FY 2022-23 City Council Goals. B2-1 EMERGENCY PREPARDNESS COMMITTEE Accomplishments and Work Plan March 2022 • During the annual City Council Goal Setting Workshop on March 9, 2022, the Chairman of the EPC presented and received feedback from the Council on the Committee's recommendations for emergency preparedness-related FY 2021-22 City Council Goals that the Committee would like to see carried over to FY 2022- 23. April 2022 • During the annual Whale of a Day celebration on April 9, 2022, EPC members hosted an emergency preparedness informational booth, distributed emergency preparedness resources, and educated residents on the best ways to be prepared. May 2022 • On May 5, 2022, EPC Subcommittee members met with Staff to discuss the expansion of emergency preparedness information outreach to existing homeowners associations (HOAs), community groups, and businesses, as well as the next steps necessary to achieve these objectives. • During the PPSC meeting held on May 12, 2022, EPC members provided public comments in support of the PPSC's discussion of a Zonehaven presentation by the Los Angeles County Office of Emergency Management and update on the status of wildfire cameras. NEXT SIX-MONTH REPORTING PERIOD In the next six-month reporting period, the Committee expects to continue its work on the following tasks: 1. Incorporate key lessons learned from the Woolsey AAR regarding emergency communications, emergency playbook, resources, and drills/training into all four surrounding Peninsula cities; Specific to enhancing emergency communications by doubling the number of residents registered with Alert SouthBay and MyRPV; Enhancing resident safety during a mass evacuation by developing, publishing, and actively promoting “Know Your Zone” educational outreach for established evacuation zones for Rancho Palos Verdes; and by supporting the impending installation of wildfire detection systems within the City's open space areas. 2. Monitor and support forthcoming home and community hardening standards for insurance companies from the California Department of Insurance. B2-2 CITVOF ~J\NCHO PALDS \/ERoEs EMERGENCY PREPARDNESS COMMITTEE Accomplishments and Work Plan 3. Collaborate with the Rancho Palos Verdes Council of Homeowners Associations (CHOA)/Neighborhood Watch and other relevant organizations to improve neighborhood safety and emergency preparedness via public education campaigns and the development of a uniform, up-to-date, and easily maintained list of residents who may require additional assistance during an emergency, in coordination with the City’s development of the forthcoming Community Action Network (CAN) program. 4. Monthly emailing messaging to residents with emergency preparedness information and educational materials. 5. Revamping of the emergency preparedness webpage, adding value, and ensuring ease of access to the webpage, including the creation of an emergency status webpage that residents can easily access prior to, during, and immediately following an emergency situation. 6. Including local HOAs in the planning and implementing of a regional emergency preparedness plan and exercises with a mock evacuation drill and lessons learned. RECOMMENDATIONS TO THE CITY COUNCIL As an advisory body, the EPC can bring comments, ideas, and recommendations to the City Council for consideration. If a majority of Committee members are in agreement and have voted accordingly to move the topic forward, Staff will work to agendize the matter on the City Council’s calendar. The Chair of the Committee, or his/her designee, will present the item before the City Council at the meeting. Staff will be available to assist the Committee in preparing the staff report and related materials for the agenda. B2-3 CITVOF ~J\NCHO PALDS \/ERoEs Page 1 of 4 FINANCE ADVISORY COMMITTEE ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The mission of the Finance Advisory Committee (FAC) is to provide citizen input to the City Council and Staff regarding financial matters of the City of Rancho Palos Verdes. The Committee shall review short and long-term financial information of the City and other financial issues as assigned by the City Council. The Committee shall provide advice regarding economic development matters such as methods to improve the business climate and how to better work with local businesses and shall recommend specific areas for review to the City Council. The Committee will serve to advise the City Council regarding the City’s financial condition. (Resolution No. 2008-064) SUMMARY OF SPECIFIC 2021-22 ASSIGNMENTS 1. Review and provide feedback/recommendations regarding the next FAC work plan. 2. Review and provide feedback/recommendations regarding the FAC biannual report to the City Council. 3. Receive a presentation of the City’s annual employee pension plan actuarial valuation reports, continue to monitor changes to pension plan provider assumptions and methodologies and make recommendations to the City Council when appropriate. 4. Receive a presentation on the City’s current fiscal year-end unaudited actuals. 5. Receive a presentation of the City’s Annual Comprehensive Financial Report (ACFR) prepared annually, including the audit report. 6. Receive a presentation on the current fiscal year’s mid-year review, next fiscal year’s budget assumptions, and the Financial Model. 7. Receive a quarterly presentation on the treasury activities and investment reports. 8. Review and provide feedback/recommendations on the City’s Investment Policy. 9. Review revenue enhancements and philanthropic contributions. 10. In addition to the above specific assignments, on an as-needed basis, the FAC is prepared to review any additional projects assigned by the City Council, such as: • Receive an update on financing options for the Ladera Linda Community Park Project and discuss the financial impact of the new facility’s operating budget. B3-1 FINANCE ADVISORY COMMITTEE Accomplishments and Work Plan • Discuss and prepare a cumulative waterfall analysis of the three big capital projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend Landslide Remediation). • Receive a presentation on financing options for the Civic Center and the Portuguese Bend Landslide Remediation Project and make recommendations to the City Council when appropriate. • Reassess the transient occupancy tax (TOT) rate and opportunities. SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this Work Plan is as follows: Assignment No.Potential Meeting Date Staff Support Hours Review and provide feedback/recommendations regarding the Work Plan.1 May/June 5 Review and provide feedback/recommendations regarding the Biannual Report.2 January/June 5 Receive a presentation of the pension report (AVR) and provide recommendations when appropriate. 3 August/September 10 Receive a presentation of the year-end unaudited actuals (current fiscal year).4 December 10 Receive a presentation of the ACFR and audit report (current fiscal year).5 January/February 10 Receive a presentation of the mid-year financials (current fiscal year), Budget Assumptions (next fiscal year), and Financial Model.6 March 25 Receive a quarterly presentation on the Treasury activities and investment reports .7 August, October, January, April 20 Review and provide feedback/recommendations on the City's Investment Policy.8 May/June 10 Review revenue enhancements and philanthropic contributions.9 TBD 10 Additional assignments (Civic Center, Ladera Linda Community Center and Park, Portuguese Bend Landslide Remediation, and reassess TOT rate & opportunities). 10 TBD 50 Total Staff Time 155 B3-2 FINANCE ADVISORY COMMITTEE Accomplishments and Work Plan PAST SIX MONTHS ACCOMPLISHMENTS The following are the FAC’s activities and accomplishments from January-June 2022: ➢ Received the Fiscal Year 2022-23 budget calendar. ➢ Received an update on the FY 2021-22 City Council Goals and provided recommendations for FY 2022-23. ➢ Received a presentation on the FY 2021-22 mid-year report, the FY 2022-23 budget assumptions, and the FY 2022-23 proposed budget. ➢ Received a presentation of the ACFR and audit report. ➢ Received updates on the City’s investment portfolio. ➢ Prepared the FY 2022-23 work plan. ➢ Prepared the biannual report for the City Council. ➢ Discussed the Committee’s responsibility related to collaboration with other City advisory boards. ➢ Reviewed the City’s investment policy. ➢ Received an updated report on American Rescue Plan Act (ARPA) projects. ➢ Formed a subcommittee to review the Abalone Cove Sewer Maintenance fees and financing. ➢ Collaborated and participated in the Public Financing Workshop. NEXT SIX-MONTH REPORTING PERIOD ➢ Receive a presentation of the pension report – CalPERS’ Annual Valuation Report. ➢ Receive a presentation of the FY 2021-22 year-end and unaudited actuals. ➢ Discuss and prepare a cumulative waterfall analysis of the three big capital projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend Landslide Remediation). ➢ Prepare an elasticity analysis of TOT revenue. ➢ Discuss the feasibility of the current and future impact of funding incremental public safety increases through TOT. ➢ Review the City’s investment portfolio. ➢ Review and provide feedback for the City’s updated ARPA spending plan. ➢ Form a trilateral committee with Civic Center Advisory Committee (CCAC) and Infrastructure Management Advisory Committee (IMAC). AREAS OF FOCUS Opportunities • More robust resident commitment and engagement on the big capital projects such as Civic Center and Portuguese Bend Landslide Remediation. • Early participation in the scope and budget for the proposed Civic Center could lead to lower financing cost and philanthropic opportunities. B3-3 FINANCE ADVISORY COMMITTEE Accomplishments and Work Plan • Leverage civic philanthropic opportunities to complement traditional funding sources for all capital projects that are not necessary to the health and safety of our City. A contribution of 30% of the original project budget should be reached prior to the construction of the project. • Use of a trilateral subcommittee with CCAC and IMAC that may lead to a stronger collaboration in future capital improvement projects. Challenges • COVID-19 budget implications - TOT, sales and property taxes, emergency operations center. • Vulnerability of Capital Improvement Plan (CIP) given TOT is the primary single funding source. • Minimal resident engagement and mandate for big capital projects such as Civic Center and Portuguese Bend Landslide Remediation. • CalPERS investment results and impact on the City’s unfunded accrued liability (UAL). • Assessing the impact of inflation on the budget. Observations • Budget balance risks: reliance on deferral of infrastructure/CIP, personnel /contracts, repairs/maintenance. • Uncertainty of trail indirect expenses associated with increased public use and City accommodation plans. Open Items • Explore new revenue sources, including philanthropic contributions, to cover the rising expense curve. • Explore options to reduce/eliminate General Fund subsidies of special interest subdivisions/agencies. • Operating expense leverage options through collaboration/shared services with Palos Verdes Peninsula cities (e.g., public works, community development, recreation and parks, etc.). • Review standard procedures for providing a budget for financing to provide greater time to allocate resources for each capital project. B3-4 INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The mission of the Infrastructure Management Advisory Committee (IMAC) is to provide community input by advising the City Council on matters concerning public works and park infrastructure, capital improvement projects, and maintenance and preventative maintenance programs for public buildings; park sites; trails; the stormwate r system; the sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way and traffic control devices; the Palos Verdes Drive South/Portuguese Bend Landslide; and special projects as assigned by the City Council. (Resolution No. 2014-45) SPECIFIC 2021-2022 ASSIGNMENTS At its May 16, 2022, meeting, the IMAC deputized its Chair and Co-Vice Chairs to create the Fiscal Year 2022-23 Work Plan. In the last six months, the IMAC has successfully accomplished the following: ▪ Reviewed and provided feedback on presented drafts of the Capital Improvement Program (CIP) (January 24, 2022, February 21, 2022, March 14, 2022 , and April 16, 2022) ▪ Received and filed a report from its Stormwater System Subcommittee (January 24, 2022) ▪ Formed a subcommittee to create aspirational and long-term goals for IMAC in advance of the City Council Goals Workshop (February 21, 2022) ▪ Received a report from the Needs/Wants List Subcommittee, approved the use of a tool developed by the subcommittee to evaluate the ranking of CIP projects, and directed the subcommittee to revise the tool for next year (March 14, 2022) ▪ Received and provided feedback on a report from the Trails Subcommittee (March 14, 2022) B4-1 CITVOF t ~CJ-10 PALDS VERoEs INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE Accomplishments and Work Plan SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS 1. Review and provide feedback/recommendations regarding a list of potential capital improvement projects for the City to consider funding in future fiscal years. 2. Enhance the CIP Project Evaluation Tool to include consideration of total project cost. 3. Review and provide feedback/recommendations on plans, problems and designs brought to the IMAC by the City Council and/or Staff. This may include, but is not limited to: a. Inventory and maintenance schedule of the City’s public infrastructure and assets b. Citywide 5G Small Wireless Facilities (SWF) Master Plan c. Utility Resilient Master Plan to harden above-ground utility lines d. Public sewer program to encourage on-site sewer systems to connect to the public sanitary sewer system e. Citywide speed mitigation plan for reducing speed within City streets f. Torrance Airport water runoff quality improvement project 4. Review and provide feedback/recommendations on the Portuguese Bend Landslide Remediation Project and Altamira Canyon Erosion Improvement Project as new information becomes available. 5. Monitor the trails network status and provide recommendations for addressing broken connections between segments. Review and provide feedback on the revised Trails Network Plan when it becomes available. 6. Investigate options to better gather community input regarding support for (or opposition to) individual projects and designs. B4-2 CllYOF t ~CHO PAIJJS VERDES INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE Accomplishments and Work Plan SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this Work Plan are as follows: Assignment No. Potential Meeting Date Staff Support Hours Review and provide feedback/recommendations regarding a list of potential capital improvement projects for the City to consider funding in the future fiscal years 1 Multiple Meetings 50 Enhance the CIP Project Evaluation Tool to include consideration of total project cost 2 Multiple Meetings 10 Review and provide feedback/recommendations on plans, problems and designs brought to IMAC by City Council and/or Staff. This may include, but is not limited to: ▪ Inventory and maintenance schedule of the City’s public infrastructure and assets ▪ Citywide 5G Small Wireless Facilities (SWF) Master Plan ▪ Utility Resilient Mast Plan to harden above- ground utility lines ▪ Public sewer program to encourage on-site sewer systems to connect to the public sanitary sewer system ▪ Citywide speed mitigation plan for reducing speed within City streets ▪ Torrance Airport water runoff quality improvement project 3 TBD TBD Review and provide feedback/recommendations on the Portuguese Bend Landslide Remediation project and Altamira Canyon Erosion Improvement project as new information becomes available 4 TBD TBD Monitor the trails network status and provide recommendations for addressing broken connections between segments. Review and provide feedback on revised Trails Network Plan when it becomes available 5 July 18, 2022 15 Investigate options to better gather community input regarding support for (or opposition to) individual projects and designs 6 September 19, 2022 10 Total Staff Time TBD Note: The staff time estimated herein is exclusive of the time to prepare work product for the City Council. B4-3 CllYOF t ~CHO PAIJJS VERDES PLANNING COMMISSION ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The seven-member Planning Commission makes decisions on specific private land use planning applications such as subdivision maps, variances, and conditional use permits; reviews environmental assessments, such as Environmental Impact Reports and Negative Declarations; makes decisions on neighborhood compatibility, site plan and grading applications when discretionary approval is required by the Planning Commission; makes decisions on view restoration permits; and considers appeals of Staff decisions on land use planning applications. Below is the Planning Commission’s biannual update listing its duties, accomplishments from July 2021 to June 2022. SPECIFIC DUTIES OF THE PLANNING COMMISSION 1. Review individual land use development projects for consistency with the General Plan, the zoning ordinance, and other land use policies and regulations. 2. Review and act upon conditional use permits. 3. Review and make recommendations to the City Council for code amendments and updates to the zoning ordinances. 4. Review progress toward implementing the goals and policies of the City’s General Plan. 5. Review the annual progress report on the City’s status and progress in implementing its Housing Element. 6. Perform an annual review of the City's Capital Improvement Program for its consistency with the General Plan. 7. Undertake special projects and planning studies as needed. SUMMARY OF SPECIFIC 2021-22 ASSIGNMENTS • Continue conducting meetings to consider land use development applications, as needed. • Review the final draft of the City’s 2021-2029 Housing Element and associated environmental review document with a recommendation to the City Council for adoption. • Participate in public workshops related to the City’s preparation of a Mixed -Use Overlay Zone within the City’s Commercial Zones. • Continue working with the Planning Division on targeted code amendments to the Zoning Code, including: o Develop objective development standards in response to Senate Bill 9 (SB 9); B5-1 Planning Commission Accomplishments and Work Plan o Natural Communities Conservation Plan/Habitat Conservation Plan (NCCP/HCP) compliance and implementation measures; o Electric vehicle charging; and o Others as directed by City Council. • Review the City’s Annual General Plan and Housing Element Progress Reports for the 2021 calendar year. • Review the City’s FY 2022-23 Capital Improvement Program to ensure consistency with the goals and policies of the Rancho Palos Verdes General Plan. FY 2022-2023 WORK PLAN FOR NEXT SIX-MONTH REPORTING PERIOD In the next six-month reporting period, the Planning Commission expects to work on the following: • Continue conducting meetings to consider land use development applications, as needed; • Continue working with the Planning Division on targeted code amendments to the Zoning Code, including: o Updates to comply with the City’s NCCP/HCP; o Updates to the City’s non-residential and loading zone requirements; o Update lighting regulations to increase the fixture height above 10 feet; o Amend Conditional Use Permit provisions to update the Planning Commission’s role to an advisory body to the City Council in the processing of improvements to public (i.e., City-owned) facilities; and o Others as directed by City Council • Participate in the City’s Housing Element Update including workshops and public hearings. B5-2 TRAFFIC SAFETY ADVISORY COMMITTEE ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN MISSION STATEMENT The mission of the Traffic Safety Committee (TSC) is to provide community input by advising the City Council on traffic issues, development proposals and special projects as assigned by the City Council. The TSC also reviews and advises on neighborhood traffic calming guidelines and proposed projects, and c ollaboratively work with Staff to address residents' requests for improving livability and drivability of neighborhood streets in Rancho Palos Verdes. (Resolution No. 2008-77) SPECIFIC 2020-2021 ASSIGNMENTS During Fiscal Year 2021-2022, the TSC will continue to implement its mission, with emphasis on the following goals: 1. Review and assess any item requested by residents, members of the City Council, the Traffic Safety Committee, and Staff. 2. Explore possible means, options, and opportunities to control or reduce vehicular traffic speeds throughout Rancho Palos Verdes. 3. Establish and participate in community and stakeholder workshops to solicit both general and neighborhood-specific comments related to traffic concerns. Further, utilize community and stakeholder workshops to educate residents regarding traffic calming measures and City traffic initiatives. Activities and accomplishments from January-June 2022: January 2022 • Forrestal Drive Parking: provided a recommendation to the City Council on parking behind the gates on Forrestal Drive. February 2022 • Traffic Calming Plan for Hawthorne Boulevard from Crest Road to Via Rivera : provided feedback to Staff on traffic calming measures for Hawthorne Boulevard from Crest Road to Via Rivera. • City Council Goals Development: provided recommendations to the City Council on goals for the upcoming year. B6-1 TRAFFIC SAFETY ADVISORY COMMITTEE Accomplishments and Work Plan March 2022 • Meeting canceled. April 2022 • Traffic Calming Plan for Hawthorne Boulevard from Crest Road to Via Rivera : provided a recommendation to the City Council on traffic calming measures for Hawthorne Boulevard from Crest Road to Via Rivera. May 2022 • Vista Grande Elementary School: provided feedback to Staff on traffic calming measures in the vicinity of Vista Grande Elementary School. June 2022 • Silver Spur Elementary School: provided feedback to Staff on traffic calming measures in the vicinity of Silver Spur Elementary School. • Ridgecrest Intermediate School: provided feedback to Staff on traffic calming measures in the vicinity of Ridgecrest Intermediate School. RECOMMENDATIONS TO THE CITY COUNCIL As an advisory body, the TSC has the ability to bring comments, ideas, and recommendations to the City Council for consideration. If a majority of Committee members are in agreement and have voted accordingly to move the topic forward, Staff will work to agendize the matter on the City Council’s calendar. The Chair of the Committee, or his/her designee, will present the item before the City Council at the meeting. Staff will be available to assist the Committee on preparing the staff report and related materials for the agenda. B6-2 CIVIC CENTER ADVISORY COMMITTEE FY 2022-23 WORK PLAN DRAFT MISSION STATEMENT The mission of the Civic Center Advisory Committee (CCAC) is to work with the City Council and its Staff to develop a Civic Center Master Plan which seeks a solution to the design of the Civic Center site and make associated recommendations to Council. All appropriate needs of the City and the community will be considered in the design solution. (Resolution No. 2017-35) SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS During Fiscal Year 2022-23, the CCAC will continue to implement its mission, with emphasis upon the following goals: 1. Continue to develop an understanding of the status of the property and receive regular reports on the progress of any changes to its status. 2. Work with the project management consultant and Staff to research and advise on development alternatives and make a recommendation to City Council on the preferred preliminary site design. 3. Review the project budget range and financial alternatives in conjunction with project management consultant, Staff, and the Finance Advisory Committee (FAC). 4. Based on direction from the City Council, explore potential partnerships and coordinate appropriate usage with other civic, business, and nonprofit organizations. 5. Continue outreach with public safety agencies in conjunction with Staff to develop and determine level of interest and commitment to participate in the project. 6. Work with Staff to pursue the possibility of land swapping through the Federal Emergency Management Agency (FEMA) and Department of Justice (DOJ) to maximize development flexibility on the site. 7. Work with Staff and the project manager on Master Plan design. This effort will include producing a total project budget, a total project schedule, and an overall project delivery roadmap which will serve as a guide for the project moving forward. This plan will then be modified and adjusted as the project moves forward. 8. Develop and participate in robust and comprehensive public outreach process in conjunction with Staff and the project consultant. The outreach effort is to include but not be limited to community workshops, meetings with homeowner associations, C1-1 CITVoF L ~o PALOS VERDES CIVIC CENTER ADVISORY COMMITTEE FY 22-23 WORK PLAN stakeholders, City Staff, and the consultant team; public tours, listserv messages, newsletter articles, CCAC presence at public events, press coverage, RPVtv features, RPV website updates, and social media outlets such as Facebook and Nextdoor. Review previous outreach process and outcomes to date. Assess the effectiveness and extent of engagement with disadvantaged and underrepresented communities. This task will also include meetings/interviews with Staff, a review of outreach materials, and coordination with the design team. Develop a draft strategy to ensure future engagement of the community. Meet with Staff to review and discuss ideas and approach. Refine strategy as appropriate. Prepare short engagement plan to implement. Plan to include stakeholder analysis,develop/expand stakeholder list, focusing on disadvantaged/underrepresented communitie s via churches, organizations, etc. Additional components: key messages, engagement tactics, social media, notification tools, and timeline. Update as necessary throughout the project. Design and host a standalone project webpage to link to City’s website. The website is to include a description, map, outreach opportunities, project history and a sign-up to be included in the distribution list. Upload new materials as appropriate and include hosting and database management. Create and maintain a social media content calendar to promote project understanding and engagement opportunities (Twitter, Facebook). Use boosted posts as appropriate to reach target audience and provide graphics for consideration. 9. Work with Staff to pursue acquisition of the Coast Guard property (Battery Barnes) on the western end of the property for inclusion in the Master Plan. 10. Explore possible uses for the Battery Barnes property and the Nike missile silos. 11. Review Staff findings regarding identification of underground utilities at the Civic Center property. 12. Review results of geotechnical investigation of Civic Center property including but not limited to subsurface exploration, test recovered soils samples, perform site - specific geotechnical and geologic analysis, and review findings, conclusions, and recommendations based on the site plan developed by the design team. 13. Recommend to the City Manager additional subjects that are outside of the scope of this work plan that should be reviewed by the Committee. Recommendations will be reviewed for approval by the City Manager and may be forwarded to the City Council for consideration as deemed appropriate. 14. Produce biannual reports to City Council on CCAC progress. As desired by the City Council, provide additional written and oral reports regarding CCAC accomplishments and future plans. 15. Work with Staff and the project manager to refine the project schedule. C1-2 CITY•_ t~Q-10 PAWS \/ERDES CIVIC CENTER ADVISORY COMMITTEE FY 22-23 WORK PLAN SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this work plan are as follows: Assignment No. Potential Meeting Date Staff Support Hours Continue to develop an understanding of the status of the property and receive regular reports on the progress of any changes to its status. 1 July-December as needed 5 Work with project management consultant and Staff to research and advise on development alternatives and make a recommendation to the City Council on the preferred preliminary site design. 2 July-August if needed 10 (if needed) Review project budget range and financial alternatives in conjunction with the project management consultant, Staff, and the FAC. 3 July-June as needed 20-30 Assignment No. Potential Meeting Date Staff Support Hours Based on direction from the City Council, explore potential partnerships and coordinate appropriate usage with other civic, business, and nonprofit organizations. 4 July-June as needed 20 Continue outreach with public safety agencies in conjunction with Staff to develop and determine level of interest and commitment to participate in the 5 July-June as needed 20 C1-3 CITY•_ ~Q-10 PAWS \/ERDES CIVIC CENTER ADVISORY COMMITTEE FY 22-23 WORK PLAN project. Work with Staff to pursue the possibility of land swapping through FEMA and the DOJ to maximize development flexibility on the site. 6 July-June as needed 10 Work with Staff and the project manager on Master Plan design. This effort will include producing a total project budget, a total project schedule, and an overall project delivery roadmap which will serve as a guide for the project moving forward. This plan will then be modified and adjusted as the project moves forward. 7 Ongoing August-June 80 Develop and participate in robust and comprehensive public outreach process in conjunction with Staff and the project consultant. The outreach effort is to include but not be limited to community workshops, meetings with homeowner associations, stakeholders, City Staff, and the consultant team; public tours, listserv messages, newsletter articles, CCAC presence at public events, press coverage, RPVtv features, RPV website updates, and social media outlets such as Facebook and Nextdoor. 8 Ongoing July-June 60 Work with Staff to pursue acquisition of the Coast Guard property (Battery Barnes) on the western end of the property for inclusion in the Master Plan. 9 July-December 25 Explore possible uses for the Battery Barnes property and the Nike missile silos. 10 Ongoing July- December 10-20 C1-4 CITY•_ ~Q-10 PAWS \/ERDES CIVIC CENTER ADVISORY COMMITTEE FY 22-23 WORK PLAN Review Staff findings regarding the identification of underground utilities at the Civic Center property. 11 Ongoing July- December 10 Review results of geotechnical investigation of the Civic Center property, including but not limited to subsurface exploration, test recovered soils samples, perform site-specific geotechnical and geologic analysis, and review findings, conclusions, and recommendations based on the site plan developed by the design team. 12 October-December 5 Assignment No. Potential Meeting Date Staff Support Hours Recommend to the City Manager additional subjects that are outside of the scope of this work plan that should be reviewed by the Committee. Recommendations will be reviewed for approval by the City Manager and may be forwarded to the City Council for consideration as deemed appropriate. 13 As Needed To Be Determined (TBD) Produce biannual reports to the City Council on CCAC progress. As desired by the City Council, provide additional written and oral reports regarding CCAC accomplishments and future plans. 14 December/June 3-5 Work with Staff and the Project Manager to refine the project schedule. 15 Ongoing 5 C1-5 CITY•_ ~Q-10 PAWS \/ERDES CIVIC CENTER ADVISORY COMMITTEE FY 22-23 WORK PLAN Total TBD RECOMMENDATIONS TO THE CITY COUNCIL As an advisory body, the CCAC has the ability to bring comments, ideas, and recommendations regarding the Civic Center Master Plan project to the City Council for consideration. If a majority of Committee members are in agreement and have voted accordingly to move the topic forward, Staff will work to agendize the matter on the City Council’s calendar. The Chair of the Committee, or his/her designee, will present the item before the City Council at the meeting. Staff will be available to assist the Committee on preparing the staff report and related materials for the agenda. C1-6 CITY•_ ~Q-10 PAWS \/ERDES EMERGENCY PREPAREDNESS ADVISORY COMMITTEE FY 2022-23 WORK PLAN DRAFT MISSION STATEMENT The mission of the Emergency Preparedness Committee (EPC) is to advise and make recommendations to the City Council on matters pertaining to emergency preparedness to help ensure that the City of Rancho Palos Verdes develops and maintains a high state of readiness to respond to a wide variety of emergencies and dis asters. (Resolution No. 2008-61) SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS 1. Incorporate key lessons learned from the Woolsey Fire After Action Review (AAR) regarding emergency communications, emergency playbook, resources, and drills/training into all four surrounding Peninsula cities; Specific to enhancing emergency communications by doubling the number of residents registered with Alert SouthBay and MyRPV; Enhancing resident safety during a mass evacuation by developing, publishing, and actively promoting “Know Your Zone” educational outreach for established evacuation zones for Rancho Palos Verdes; and by supporting the impending installation of wildfire detection systems within the city's open space areas. 2. Monitor and support forthcoming Home and community hardening standards for insurance companies from the California Department of Insurance. 3. Collaborate with Rancho Palos Verdes Council of Homeowners Associations (CHOA)/Neighborhood Watch and other relevant organizations to improve neighborhood safety and emergency preparedness via public education campaigns and the development of a uniform, up-to-date, and easily maintained list of residents who may require additional assistance during an emergency, in coordination with the City’s development of the forthcoming Community Action Network (CAN) program. 4. Monthly emailing messaging to residents with emergency preparedness information and educational materials. 5. Revamping of the emergency preparedness webpage, adding value, and ensuring ease of access to the webpage, including the creation of an emergency status webpage that residents can easily access prior to, during, and immediately following an emergency situation. 6. Including local homeowners associations in the planning and implementing of a regional emergency preparedness plan and exercises with a mock evacuation drill and lessons learned. C2-1 C ITVOF t.~a-10 PAIDS VERDES EMERGENCY PREPARDNESS ADVISORY COMMITTEE FY 22-23 WORK PLAN Page 2 of 3 7. Monitor, support, and develop detailed recommendations for wildfire hardening accomplished by incorporation of the following five mitigation strategies: (i) Identifying grants/tax incentives for residents interested in fire hardening their homes/neighborhoods; (ii) Monitoring compliance with the California Public Utilities Commission's (CPUC) decision adopting wireless provider resiliency strategies for wireline and wireless providers. (iii) Scheduling specific topic presentations to the EPC and/or City Council with subject matter experts from utility companies; (iv) Promoting residential power backup resources; and (v) Identifying fire hardening of strategically placed public access building s that can be used by residents if required to shelter in place. SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this work plan are as follows: Assignment # Est. Hours Est. $$ Incorporate key lessons learned from Woolsey AAR regarding emergency communications, emergency playbook, resources, and drills/training into all four surrounding Peninsula cities; Specific to enhancing emergency communications by doubling the number of residents registered with Alert SouthBay and MyRPV; Enhancing resident safety during a mass evacuation by developing, publishing, and actively promoting “Know Your Zone” educational outreach for established evacuation zones for Rancho Palos Verdes; and by supporting the impending installation of wildfire detection systems within the city's open space areas. 1 As Needed TBD Staff As Needed N/A Promotional know your Zone Takeaways/communications outreach materials. $10,000 Monitor and support forthcoming home and community hardening standards for insurance companies from the California Department of Insurance. 2 10 N/A Collaborate with CHOA/Neighborhood Watch and other relevant organizations to improve neighborhood safety and emergency preparedness via public education campaigns and the development of a uniform, up-to-date, and easily maintained list of residents who may require additional assistance during an emergency, in coordination with the City’s development of the forthcoming CAN program. 3 Staff 20 N/A Takeaways (similar to Whale of a Day and Fourth of July) $500 Monthly emailing messaging to residents with emergency preparedness information and educational materials. 4 10 N/A C2-2 CITYCl't ~WICHO AIIDS'vl'RDES EMERGENCY PREPARDNESS ADVISORY COMMITTEE FY 22-23 WORK PLAN Page 3 of 3 Revamping of the emergency preparedness webpage, adding value, and ensuring ease of access to the webpage including the creation of an emergency status webpage that residents can easily access prior to, during, and immediately following an emergency situation. 5 50 N/A Including local homeowners associations in the planning and implementing of a regional emergency preparedness plan and exercises with a mock evacuation drill and lessons learned. 6 30 TBD Monitor, support, and develop detailed recommendations for wildfire hardening accomplished by incorporation of the following five mitigation strategies: (i) Identifying grants/tax incentives for residents interested in fire hardening their homes/neighborhoods; (ii) Monitoring compliance with the CPUC decision adopting wireless provider resiliency strategies for wireline and wireless providers. (iii) Scheduling specific topic presentations to the EPC and/or City Council with subjectmatter experts from utilities companies; (iv) Promoting of residential power back-up resources; and (v) Identifying fire hardening of strategically placed public access building that can be used by residents if required to shelter in place. 7 40 N/A Total 160 $10,500 C2-3 CITYCl't ~OAIIDS'vl'RDES FINANCE ADVISORY COMMITTEE FY 2022-23 WORK PLAN DRAFT MISSION STATEMENT The mission of the Finance Advisory Committee (FAC) is to provide citizen input to the City Council and Staff regarding financial matters of the City of Rancho Palos Verdes. The Committee shall review short and long-term financial information of the City and other financial issues as assigned by the City Council. The Committee shall provide advice regarding economic development matters such as methods to improve the business climate and how to better work with local businesses and shall recommend specific areas for review to the City Council. The Committee will serve to advise the City Council regarding the City’s financial condition. (Resolution No. 2008-064). SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS 1. Review and provide feedback/recommendations regarding the next FAC work plan. 2. Review and provide feedback/recommendations regarding the FAC biannual report to the City Council. 3. Receive a presentation of the City’s annual employee pension plan actuarial valuation reports, continue to monitor changes to pension plan provider assumptions and methodologies and make recommendations to the City Council when appropriate. 4. Receive a presentation on the City’s current fiscal year-end unaudited actuals. 5. Receive a presentation of the City’s Annual Comprehensive Financial Report (ACFR) prepared annually, including the audit report. 6. Receive a presentation on the current fiscal year’s midyear review, next fiscal year’s budget assumptions, and the Financial Model. 7. Receive a quarterly presentation on the treasury activities and investment reports. 8. Review and provide feedback/recommendations on the City’s Investment Policy. 9. In addition to the above specific assignments, on an as-needed basis, the FAC is prepared to review any additional projects assigned by the City Council such as: A. Discuss and prepare a cumulative waterfall analysis of the three big capital projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend Landslide Remediation). B. Receive a presentation on the financing options for the Civic Center and the Portuguese Bend Landslide Remediation Project and make recommendations to the City Council when appropriate. C. Prepare an elasticity analysis of Transient Occupancy Tax (TOT) revenue. D. Discuss the feasibility of the current and future impact of funding incremental public safety increases through TOT. E. Review and provide feedback for the City’s updated American Rescue Plan Act (ARPA) spending plan. C3-1 CITYOF l ~CHO PALDS VERoEs FINANCE ADVISORY COMMITTEE FY 22-23 WORK PLAN F. Form a trilateral committee with Civic Center Advisory Committee (CCAC) and Infrastructure Management Advisory Committee (IMAC). SUMMARY OF STAFF TIME A summary of the total Staff time estimated for the assignments outlined in this work plan is as follows: Note: The Staff time estimated herein is exclusive of the time to prepare work products for the City Council. Assignment No.Potential Meeting Date Staff Support Hours Review and provide feedback/recommendations regarding the Work Plan.1 May/June 5 Review and provide feedback/recommendations regarding the Biannual Report.2 December/May 5 Receive a presentation of the pension report (AVR) and provide recommendations when appropriate. 3 August/September 10 Receive a presentation of the year-end unaudited actuals (current fiscal year).4 December 10 Receive a presentation of the ACFR and audit report (current fiscal year).5 January/February 10 Receive a presentation of the mid-year financials (current fiscal year), Budget Assumptions (next fiscal year), and Financial Model.6 March 25 Receive a quarterly presentation on the Treasury activities and investment reports .7 August, October, January, April 20 Review and provide feedback/recommendations on the City's Investment Policy.8 May/June 10 Additional assignments (cumulative waterfall analysis, financing options for the Civic Center and Portuguese Bend Landslide Remediation, elasticity analysis of TOT revenue, ARPA spending plan, and feasibility of funding incremental public safety increase through TOT). 9 TBD 150 Total Staff Time 245 C3-2 CITVO t~CHO PAUJS 'VEROES SPECIFIC 2022-23 ASSIGNMENTS 1. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS REGARDING THE NEXT FINANCE ADVISORY COMMITTEE WORK PLAN. The FAC work plan is a document that summarizes what Committee Members will be working on during the fiscal year with the Director of Finance. Staff Responsibilities: ➢ Prepare a draft work plan for Committee Members to review and provide feedback/recommendations. ➢ Present the final work plan to City Council. Timeline: Staff expects that this presentation will take place at a meeting in May/June. 2. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS REGARDING FINANCE ADVISORY BIANNUAL REPORT TO THE CITY COUNCIL. The FAC biannual report is a document that summarizes the accomplishments of the Committee Members in January-June and July -December. Staff Responsibilities: ➢ Prepare a draft biannual report for Committee Members to review and provide feedback/recommendations; and ➢ Present report with the Chair or assigned Committee Member to the City Council. Timeline: Staff expects that this presentation will take place at a meeting in December and May . 3. RECEIVE A PRESENTATION OF THE CITY’S ANNUAL EMPLOYEE PENSION PLAN ACTUARIAL VALUATION REPORTS, CONTINUE TO MONITOR CHANGES TO PENSION PLAN PROVIDER ASSUMPTIONS AND METHODOLOGIES, AND MAKE RECOMMENDATIONS TO THE CITY COUNCIL WHEN APPROPRIATE. The FAC will continue to study factors impacting the City’s employee pension plan and provide recommendations to the City Council as appropriate. Committee Responsibilities: C3-3 ➢ Review the current CalPERS Actuarial Valuation Report (to be received no later than February). ➢ Prepare an updated FAC Memorandum with additional recommendations to the City Council, as appropriate. Staff Responsibilities: ➢ Provide a presentation of the current CalPERS Actuarial Valuation Report and information relevant to this assignment, and answer Committee Member questions. ➢ Forward the Committee’s updated Memorandum to the City Council, if applicable. Timeline: Staff expects that this presentation will take place at a meeting in August/September. 4. RECEIVE A PRESENTATION OF THE CITY’S CURRENT FISCAL YEAR- END UNAUDITED ACTUALS. The year-end financial review is an exercise that the Finance Department performs after closing is completed. In this process, Finance calculates the City’s fund balance based on the unaudited actuals and compares the fund balance to what was reported as the year-end estimate and fund balance during the budget adoption. Staff Responsibilities: ➢ Present the unaudited actuals to the Committee and answer Committee Member questions. ➢ Present an analysis of year-end estimates and fund balance during the budget adoption process to the unaudited actuals to the Committee and answer Committee Member questions. Timeline: Staff expects that this presentation will take place at a meeting in December. 5. RECEIVE A PRESENTATION OF THE CITY’S ACFR PREPARED ANNUALLY, INCLUDING THE AUDIT REPORT. The ACFR is an annual report that includes the City’s audited financial statements, as well as other financial and statistical information. The receipt of this presentation is an annually recurring item intended to provide the Committee with relevant financial information. Staff Responsibilities: C3-4 ➢ Present an oral overview of the ACFR and accompanying staff report to the Committee and answer Committee Member questions. Timeline: Staff expects that this presentation will take place during a meeting in January/February. 6. RECEIVE A PRESENTATION OF THE CURRENT FISCAL YEAR’S MID- YEAR REVIEW, NEXT FISCAL YEAR’S BUDGET ASSUMPTIONS AND THE FINANCIAL MODEL. Mid-year review is a financial analysis performed after the first six months of the fiscal year comparing budget to actuals. This is the first look at where we expect to end the fiscal year. Budget assumptions and the proposed budget are prepared and presented to Council during the budget workshop, an informal meeting between Council and department heads, as they review the City’s financial position for the upcoming fiscal year. The Financial Model (the “Model”) is a financial schedule which is annually prepared by Staff, as required by City Council Policy No. 18. The Model includes the proposed budget for the coming fiscal year, as well as estimates of revenues, expenditures, fund transfers and ending fund balance for all funds of the City up to 10 years’ time. The Model is prepared as part of the budget process for each fiscal year and is a planning tool used to identify structural problems in the budget and future fiscal challenges. Committee Responsibilities: ➢ Review and comment on current fiscal year’s mid-year review. ➢ Review and comment on next year’s budget assumptions and proposed budget. ➢ Review and comment on the Financial Model. Staff Responsibilities: ➢ Provide a presentation of the City’s current fiscal year’s mid-year financial position. ➢ Present the budget assumptions and proposed budget for the next year and answer Committee Member questions. ➢ Present the Financial Model. ➢ Forward the Committee’s comments to City Council, if applicable. Timeline: Staff expects this assignment can be completed during a meeting in March. The Financial Model is presented before budget adoption in June. C3-5 7. RECEIVE A PRESENTATION O F T HE TREASURY ACTIVITIES AND INVESTMENT REPORTS. On March 15, 2016, the City Council approved a custodian agreement with Vining Sparks to provide brokerage services to enable investment diversification of the City’s portfolio. The City started to invest in ceritficates of deposit in late April 2016. Committee Responsibilities: ➢ Review current investments and treasury reports. Staff Responsibilities: ➢ Prepare and present current investment portfolio and Treasury Report to Committee. Timeline: Staff expects to bring the Treasury Report and investment activities to the Committee quarterly, with the first review for the quarter ending June presented in August. The next review would be the quarter ending September presented in October, then the quarter ending December presented in January, and the quarter ending March presented in April. 8. REVIEW AND PROVIDE FEEDBACK/RECOMMENDATIONS ON THE CITY’S INVESTMENT POLICY. The objective of the City’s Investment Policy is to strive to maintain the level of investment of all idle funds as near 100% as possible through the optimum operation of its cash management system. The City has determined that its investment criteria, listed in order of priority, are safety, liquidity, and yield. The City Treasurer (Director of Finance) reviews the policy annually and determines if there are any applicable statutory changes to the Government Code Section 53600 et seq. through the California Debt and Investment Advisory Commission (CDAIC). Additionally, the City Treasurer may propose an update to the policy consistent with the policy’s objectives. The proposed changes are then presented to the Committee for feedback/recommendations. Staff Responsibilities: ➢ Present proposed changes related to the City’s Investment Policy. ➢ Forward the Committee’s comments and recommendations to the City Council, if applicable. Timeline: C3-6 Staff expects to bring the review of City’s Investment Policy in May. 9. IN ADDITION TO THE ABOVE SPECIFIC ASSIGNMENTS, ON AN AS - NEEDED BASIS, THE FAC IS PREPARED TO REVIEW ANY ADDITIONAL PROJECTS ASSIGNED BY THE CITY COUNCIL: A. Discuss and prepare a cumulative waterfall analysis of the three big capital projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend Landslide Remediation). B. Receive a presentation on the financing options for the Civic Center and the Portuguese Bend Landslide Remediation . C. Project and make recommendations to the City Council when appropriate. D. Prepare an elasticity analysis of the TOT revenue. E. Discuss the feasibility of the current and future impact of funding incremental public safety increases through TOT. F. Review and provide feedback for the City’s updated ARPA spending plan. G. Form a trilateral committee with the CCAC and IMAC. RECOMMENDATIONS TO THE CITY COUNCIL As an advisory body, the FAC has the ability to bring comments, ideas, and recommendations to the City Council for consideration. If a majority of Committee members are in agreement and have voted accordingly to move the topic forward, Staff will work to agendize the matter on the City Council’s calendar. The Chair of the Committee, or his/her designee, will present the item before the City Council at the meeting. Staff will be available to assist the Committee in preparing the staff report and related materials for the agenda. C3-7 INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE FY 2022-23 WORK PLAN DRAFT MISSION STATEMENT The mission of the Infrastructure Management Advisory Committee (IMAC) is to provide community input by advising the City Council on matters concerning public works and park infrastructure, capital improvement projects, and maintenance and preventative maintenance programs for public buildings; park sites; trails; the stormwate r system; the sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way and traffic control devices; the Palos Verdes Drive South/Portuguese Bend Landslide; and special projects as assigned by the City Council. (Resolution No. 2014-45) SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS 1. Review and provide feedback/recommendations regarding a list of potential capital improvement projects for the City to consider funding in future fiscal years. 2. Enhance the CIP Project Evaluation Tool to include consideration of total project cost. 3. Review and provide feedback/recommendations on plans, problems and designs brought to the IMAC by the City Council and/or Staff. This may include, but is not limited to: a. Inventory and maintenance schedule of the City’s public infrastructure and assets b. Citywide 5G Small Wireless Facilities (SWF) Master Plan c. Utility Resilient Master Plan to harden above-ground utility lines d. Public sewer program to encourage on-site sewer systems to connect to the public sanitary sewer system e. Citywide speed mitigation plan for reducing speed within City streets f. Torrance Airport water runoff quality improvement project 4. Review and provide feedback/recommendations on the Portuguese Bend Landslide Remediation Project and Altamira Canyon Erosion Improvement Project as new information becomes available. 5. Monitor the trails network status and provide recommendations for addressing broken connections between segments. Review and provide feedback on the revised Trails Network Plan when it becomes available. 6. Investigate options to better gather community input regarding support for (or opposition to) individual projects and designs. SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this work plan is as follows: C4-1 CITVOF t ~CHO PALDS VERoEs INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE FY 22-23 Work Plan Assignment No. Potential Meeting Date Staff Support Hours Review and provide feedback/recommendations regarding a list of potential capital improvement projects for the City to consider funding in future fiscal years 1 Multiple Meetings 50 Enhance the CIP Project Evaluation Tool to include consideration of total project cost 2 Multiple Meetings 10 Review and provide feedback/recommendations on plans, problems and designs brought to the IMAC by the City Council and/or Staff. This may include, but is not limited to: ▪ Inventory and maintenance schedule of the City’s public infrastructure and assets ▪ Citywide 5G Small Wireless Facilities (SWF) Master Plan ▪ Utility Resilient Mast Plan to harden above- ground utility lines ▪ Public sewer program to encourage on-site sewer systems to connect to the public sanitary sewer system ▪ Citywide speed mitigation plan for reducing speed within City streets ▪ Torrance Airport water runoff quality improvement project 3 TBD TBD Review and provide feedback/recommendations on the Portuguese Bend Landslide Remediation Project and Altamira Canyon Erosion Improvement Project as new information becomes available 4 TBD TBD Monitor the trails network status and provide recommendations for addressing broken connections between segments. Review and provide feedback on the revised Trails Network Plan when it becomes available 5 July 18, 2022 15 Investigate options to better gather community input regarding support for (or opposition to) individual projects and designs 6 September 19, 2022 10 Total Staff Time TBD Note: The staff time estimated herein is exclusive of the time to prepare work products for the City Council. C4-2 CITVOF t ~CHO PALDS VERoEs PLANNING COMMISSION FY 2022-23 WORK PLAN DRAFT MISSION STATEMENT The seven-member Planning Commission makes decisions on specific private land use planning applications such as subdivision maps, variances, and conditional use permits; reviews environmental assessments, such as Environmental Impact Reports and Negative Declarations; makes decisions on neighborhood compatibility, site plan and grading applications when discretionary approval is required by the Planning Commission; makes decisions on view restoration permits; and considers appeals of staff decisions on land use planning applications. Below is the Planning Commission’s FY 2022-2023 Draft Work Plan FY 2022-2023 WORK PLAN In the next six-month reporting period, the Planning Commission expects to work on the following: • Continue conducting meetings to consider land use development applications, as needed; • Continue working with the Planning Division on targeted code amendments to the Zoning Code, including: o Updates to comply with the City’s Natural Communities Conservation Plan/Habitat Conservation Plan (NCCP/HCP); o Updates to the City’s non-residential and loading zone requirements; o Update lighting regulations to increase the fixture height above 10 feet; o Amend Conditional Use Permit provisions to update the Planning Commission’s role to an advisory body to the City Council in the processing of improvements to public (i.e., City-owned) facilities; and o Others as directed by City Council • Participate in the City’s Housing Element Update including workshops and public hearings. C5-1 TRAFFIC SAFETY ADVISORY COMMITTEE FY 2022-2023 WORK PLAN DRAFT MISSION STATEMENT The mission of the Traffic Safety Committee (TSC) is to provide community input by advising the City Council on traffic issues, development proposals and special projects as assigned by the City Council. The TSC reviews and advises on neighborhood traffic calming guidelines and proposed projects, and collaboratively work with Staff to address residents' requests for improving livability and drivability of neighborhood streets in Rancho Palos Verdes. (Resolution No. 2008-77) SPECIFIC 2022-23 ASSIGNMENTS During the 2022-2023 fiscal year, the TSC will continue to implement its mission, with emphasis on the following goals: 1. Review and assess any item requested by residents, members of the City Council, the Traffic Safety Committee, and Staff. 2. Explore possible means, options, and opportunities to control or reduce vehicular traffic speeds throughout Rancho Palos Verdes. 3. Establish and participate in community and stakeholder workshops to solicit both general and neighborhood-specific comments related to traffic concerns. Further, utilize community and stakeholder workshops to educate residents regarding traffic calming measures and City traffic initiatives. Outreach activities may also include community events, the City’s quarterly newsletter, and through RPVtv. SUMMARY OF STAFF TIME A summary of the total staff time estimated for the assignments outlined in this work plan is as follows: C6-1 TRAFFIC SAFETY ADVISORY COMMITTEE FY 22-23 WORK PLAN Assignment No. Potential Meeting Date Staff Support Hours Review and assess any item requested by residents, members of the City Council, Traffic Safety Committee, and City Staff. 1 July 2022 - June 2023 Dependent upon the number of requests. Explore possible means, options, and opportunities to control or reduce vehicular traffic speeds throughout Rancho Palos Verdes. 2 July 2022 - June 2023 Dependent upon the scope of the project. Establish and participate in community and stakeholder workshops to solicit both general and neighborhood-specific comments related to traffic concerns. Further, utilize community and stakeholder workshops to educate residents regarding traffic calming measures and City traffic initiatives. Outreach activities may also include community events, the City’s quarterly newsletter, and through RPVtv. 3 July 2022 - June 2023 Dependent upon the number of requests. C6-2 CITYOF t ~a-10 PAIDS VERoEs