CC SR 20230117 03 - Advisory Board Accomplishments and Workplans
CITY COUNCIL MEETING DATE: 01/17/2023
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive biannual reports from various City
advisory boards and committees.
RECOMMENDED COUNCIL ACTION:
(1) Receive and file biannual reports and work plans from the City's Advisory
Boards and Planning Commission.
FISCAL IMPACT: None
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Karina Bañales, Deputy City Manager
REVIEWED BY: Same as above
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. City Council Policy No. 54 - Council Liaisons for Advisory Boards/
Committees/Commissions (page A-1)
B. Advisory board accomplishments and work plans
1. Civic Center Advisory Committee (page B1-1)
2. Emergency Preparedness Committee (page B2-1)
3. Finance Advisory Committee (page B3-1)
4. Infrastructure Management Advisory Committee (page B4-1)
5. Planning Commission (page B5-1)
6. Traffic Safety Committee (page B6-1)
BACKGROUND:
In an effort to keep the City Council and the public informed on the activities of the
City’s advisory boards/committees/commissions, biannual status reports shall be
given at a regular City Council meeting (City Council Policy No. 54 - Attachment A).
As a result, the City Council has directed that these reports focus on the
1
accomplishments of each advisory board during the preceding six-month period and
should address each board’s achievements with respect to its most recent City
Council-approved work plan (Attachment B).
This evening, each advisory board and the Planning Commission will present its
report and be allotted up to 10 minutes for its presentation. The chair, vice-chair, or
another member has been asked to make each board’s/Commission’s presentation.
DISCUSSION:
The City has five established advisory boards and the Planning Commission that
meet regularly. Below is a brief description of their realms of responsibility. A detailed
description can be found in the attachments for each respective advisory board.
Civic Center Advisory Committee (CCAC):
The CCAC serves as a citizens’ advisory board to the City Council, advising on the
development of the Civic Center Master Plan. Committee members play a vital role
in the public outreach process, financial analysis, layout/boundary concerns,
conceptual design, and other related issues. The attached CCAC Work Plan
includes goals and recommendations for the current Fiscal Year 2022-23
(Attachment B1).
Emergency Preparedness Committee (EPC):
The EPC advises and assists the City Council and Staff to ensure that the City
develops and maintains a high state of readiness to respond to a wide variety of
emergencies and disasters. The attached EPC Work Plan includes goals and
recommendations for the current Fiscal Year 2022-23 (Attachment B1).
Finance Advisory Committee (FAC):
The FAC provides citizen input to the City Council and Staff regarding the City’s
financial matters. The FAC reviews short- and long-term financial information and
other financial issues as assigned by the City Council. The FAC also recommends
specific areas for review to the City Council and provides advice regarding economic
development matters, such as methods to improve the local business climate and
City relationships with local businesses. The FAC Work Plan for FY 2022-23
includes specific assignments such as reviewing employee pension plan actuarial
reports, year-end unaudited actuals, studying infrastructure and capital project
funding, and reviewing budget assumptions and financial models, among other
things (Attachment B3).
Infrastructure Management Advisory Committee (IMAC):
The IMAC provides community input by advising the City Council on matters
concerning public works and infrastructure. This includes capital improvement
2
projects; maintenance of public buildings and facilities; park sites; trails; stormwater
systems; sanitary sewer systems, including the Abalone Cove Sewer System; street
rights-of-way and traffic control devices; the Palos Verdes Drive South/Portuguese
Bend landslide; and special projects as assigned by the City Council. The IMAC
Work Plan for FY 2022-23 includes specific assignments such as maintaining a
master list of potential capital projects, reviewing current capital projects, assessing
City assets, developing priorities for undergrounding, and reporting on land flow,
among other things (Attachment B4).
Planning Commission (PC)
The Planning Commission was established in accordance with the provisions of the
planning and zoning law of the state, as codified in Section 2.20.010 of the Rancho
Palos Verdes Municipal Code. Additionally, the Planning Commission assumes the
duties of the view restoration commission and makes determinations regarding view
restoration and view preservation applications (Attachment B5).
Traffic Safety Committee (TSC):
The TSC provides community input by advising the City Council on traff ic issues,
development proposals, and special projects as assigned by the City Council. The
TSC also reviews and advises on neighborhood traffic calming guidelines and
proposed projects and collaboratively works with Staff to address residents' requests
for improving livability and drivability of neighborhood streets in the City. The TSC
Work Plan for Fiscal Year 2022-23 includes specific assignments such as
collaborating a plan for Peninsula-wide safe routes to schools, exploring ways to
control or reduce vehicular traffic speeds, and reviewing projects related to potential
traffic impacts (Attachment B6).
Attached are the approved work plans for the CCAC, EPC, FAC, IMAC, PC, and
TSC. All work plans are in the standardized format developed in the last fiscal year
and have been reviewed and approved by the committee s.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available
for the City Council’s consideration:
1. Provide direction to Staff to modify one or more of the proposed work
plans, and continue this matter to a future date to be determined.
3
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)
PAST SIX MONTHS ACCOMPLISHMENTS
Below is a list of CCAC’s accomplishments in Q1 and Q2 of Fiscal Year 2022-23:
July 2022
• Received a report on the Civic Center Geotechnical Investigation Report
• Provided input on the development of the Civic Center Master Plan’s conceptual
budget
• Considered potential modifications to the preliminary site plans regarding public
safety components
• Received input from community and interested parties
August 2022
• No meeting
September 2022
• Discussed outreach to County officials regarding sheriff and fire stations and
potential changes to site plan
October 2022
• Directed Staff to proceed with updating preliminary site plans to address issues
raised by County and federal agencies.
• Directed Staff to prepare an amendment to Gensler contract to revise site plan to
address these issues
November 2022
• No meeting
December 2022
• Provided direction on proposed helopod
• Reviewed revised Civic Center preliminary site plan and directed Staff to submit
revised plan with land swap to General Services Administration (GSA) for review
• Reviewed and approved the Civic Center Advisory Committee Biannual Report to
the City Council
• Selected Linda Cohu as Vice-Chair to fill opening left by Councilmember Paul Seo
B1-1
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
In the next six-month reporting period, the Committee expects to work on the following
tasks:
Suggested Tasks for First Six Months of FY 2021-22
In the next six-month reporting period, the Committee expects to work on a range of tasks
that are aligned with the current CCAC FY 2022-23 Work Plan (Attachment A). 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. Provide input on feedback from federal agencies on revisions to preliminary site
design.
2. Approve preliminary site design.
3. Coordinate with Staff and the Finance Advisory Committee (FAC) on financing
alternatives (timeline to be discussed and coordinated with FAC).
4. Review project budget range in conjunction with Staff and project manager.
5. Receive and respond to input from community members and interested partners.
Partnership Outreach
6. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and nonprofit
organizations.
7. Receive updates from Staff and project manager and provide input on the
possibility of “land swapping” of public safety and general government areas
through GSA to maximize development flexibility on the site.
Public Outreach
8. Subsequent to approval of site design and establishment of conceptual project
budget, work with the project manager and Staff, develop and participate in a
robust and comprehensive public outreach process in conjunction with Staff.
Outreach effort to include but not be limited to community workshops, meetings
with homeowners associations (HOAs), stakeholders, City Staff, and consultant
team; public tours, listserv messages, newsletter articles, CCAC presence at
public events, press coverage, RPVtv features, RPV website updates, and social
media outlets such as Facebook and Nextdoor.
Ongoing Assignments
9. Produce bi-annual reports to the City Council on CCAC progress.
10. Work with Staff and project manager to refine the project schedule.
11. Review and finalize FY 2023-24 work plan for presentation to the City Council.
B1-2
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
Civic Center Advisory Committee
FY 2022-23 WORK PLAN
(Approved by City Council on July 6, 2022)
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 project management consultant and Staff to research and advise on
development alternatives and make a recommendation to City Council on
preferred preliminary site design.
3. Review project budget range and financial alternatives in conjunction with project
management consultant, Staff, and 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. Develop and participate in robust and comprehensive public outreach process in
conjunction with staff and consultant. Outreach effort to include but not be limited
to community workshops, meetings with HOAs, stakeholders, City Staff, and
consultant team; public tours, listserv messages, newsletter articles, CCAC
presence at public events, press coverage, RPVtv features, RPV website updates,
and social media outlets such as Facebook and Nextdoor.
8. Work with Staff to pursue acquisition of the Coast Guard property (Battery Barnes)
on western end of property for inclusion in the Master Plan.
9. Explore possible uses for the Battery Barnes property and the Nike Missile silos.
10. Review Staff findings regarding identification of underground utilities at the Civic
Center property.
B1-3
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
11. Review results of geotechnical investigation of Civic Center property.
12. 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. Produce biannual reports to City Council on CCAC progress. As desired by the
City Council, provide additional written and oral reports regarding CCAC
accomplishments and future plans.
SUMMARY OF STAFF TIME
A summary of the total staff time estimated for the anticipated assignments outlined in
this report are as follows:
Assignment No. Potential Meeting
Date
Staff Support
Hours
Provide input on feedback from
federal agencies on revisions to
preliminary site design.
1 January-June as
needed
20
Approve preliminary site design.
2 April-June as needed 40
Coordinate with Staff and FAC on
financing alternatives (timeline to
be discussed and coordinated
with FAC).
3 April-June 30
Review project budget range in
conjunction with Staff and project
manager.
4 April-June 30
Based on direction from the City
Council, explore potential
partnerships and coordinate
appropriate usage with other
civic, business and nonprofit
organizations.
5 January-June as
needed
10
Receive updates from Staff and
project manager and provide
input on the possibility of “land
swapping” of public safety and
general government areas
6 February-June (as
needed)
20
B1-4
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
through GSA to maximize
development flexibility on the site.
Subsequent to approval of site
design and establishment of
conceptual project budget, work
with the Project Manager and
Staff, develop and participate in a
robust and comprehensive public
outreach process in conjunction
with staff. Outreach effort to
include but not be limited to
community workshops, meetings
with HOAs, stakeholders, City
Staff, and consultant team; public
tours, listserv messages,
newsletter articles, CCAC
presence at public events, press
coverage, RPVtv features, RPV
website updates, and social
media outlets such as Facebook
and Nextdoor.
7 April-June (as needed) 40
Produce biannual reports to the
City Council on CCAC progress.
8 May-June 2
Work with Staff and Project
Manager to refine the project
schedule.
9 January-June (as
needed)
15
Review and finalize FY 2023-24
work plan for presentation to the
City Council.
10 Ongoing January-June 3
Total 210
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.
B1-5
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Emergency Preparedness Committee (EPC) is to advise and make
recommendations to the City Council on matters pertaining to emergency preparedness
to help ensure that the City of Rancho Palos Verdes develops and maintains a high state
of readiness to respond to a wide variety of emergencies and disasters. (Resolution No.
2008-61)
PAST SIX MONTHS ACCOMPLISHMENTS
Below is a list of the EPC’s accomplishments in Q1 and Q2 of Fiscal Year 2022-23:
June 2022
• On June 3, 2022, City Staff and members of the EPC's Subcommittee dedicated
to incorporating key lessons learned from the Woolsey Fire After Action Report
(AAR) met to discuss emergency plans received from representatives of the
Terranea Resort in response to the EPC's request for emergency plans for large
businesses in RPV.
• At the regular meeting of the EPC on June 19, 2022, Los Angeles County Assistant
Fire Chief Brian Bennett provided an update to the Committee on recently enacted
new criteria for conducting brush clearance inspections.
• On June 21, 2022, Committee Chair Maizlish reported to the City Council on the
accomplishments of the EPC over the previous six months, as well as the
Committee's goals for the first six months of the fiscal year.
• On June 22, 2022, the EPC provided a monthly emailing messaging on heat safety
tips to residents.
July 2022
• During the City’s annual Fourth of July celebration, EPC members hosted an
emergency preparedness informational booth, distributed emergency
preparedness resources, and educates residents on the best ways to be prepared.
• At the July 21, 2022, monthly meeting of the EPC, City Staff and the Committee
engaged in a robust discussion of outreach strategies for enhancing neighborhood
safety and emergency preparedness through public education campaigns.
• On July 25, 2022, City Staff and members EPC’s Subcommittee dedicated to
monitoring and supporting forthcoming home, and community hardening
standards for insurance companies met with representatives from United
Policyholders to discuss resources available for residents who have experienced
increases in residential fire insurance premiums and decreased insurance
availability.
• On July 28, 2022, the EPC provided residents with a monthly email message on
safety tips for driving with pets.
B2-1
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
August 2022
• On August 4, 2022, City Staff and Subcommittee members met with
representatives from the American Property Casualty Insurance Association
(APCIA) to discuss resources available for residents who have experienced
increases in residential fire insurance premiums and decreased insurance
availability.
• On August 18, 2022, at the monthly meeting of the EPC, City Staff presented the
Committee with key findings from these meetings and the next steps required to
advance this Council/EPC goal.
September 2022
• During the Palos Verdes Peninsula Public Safety Committee (PPSC) meeting held
on September 1, 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 (OEM) and an update on the status of wildfire
detection cameras.
• On September 14, 2022, City Staff and EPC Subcommittee members met to
discuss a proposed list of the top 10 identified message topics RPV residents
should be aware of in support of the EPC’s outreach strategies for improving
neighborhood safety and emergency preparedness through public education
campaigns.
• At the September 25, 2022, monthly meeting of the EPC, City Staff and the
Committee engaged in a robust discussion on the forthcoming implementation of
the Los Angeles County OEM Zonehaven Evacuation Project.
• On September 20, 2022, the EPC provided residents with a monthly email
message on flood safety tips.
October 2022
• At the regular meeting of the EPC on October 20, 2022, the Committee discussed
writing and sending a letter to the California Public Utilities Commission (CPUC)
requesting additional compliance with the state-mandated backup requirements
for the City's telecom facilities.
• During the 8th Annual Prepared Peninsula Expo on October 30, 2022, EPC
members hosted an informational booth, distributed emergency preparedness
resources, and educated residents on the best ways to be prepared.
• On October 11, 2022, the EPC provided a monthly emailing messaging on
earthquake safety tips to residents.
November 2022
• During the PPSC meeting held on November 10, 2022, EPC members provided
public comments in support of the PPSC's discussion of a Zonehaven presentation
by the Los Angeles County OEM and an update on the status of the
implementation of Peninsula-wide wildfire detection cameras.
B2-2
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
December 2022
• Meeting canceled
Tasks for First Six Months of FY 2021-22
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 Fire 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 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. Monitor, support, and develop detailed recommendations for wildfire hardening
accomplished by incorporation of the following five mitigation strategies:
a. Identifying grants/tax incentives for residents interested in fire hardening
their homes/neighborhoods;
b. Monitoring compliance with the CPUC decision adopting wireless provider
resiliency strategies for wireline and wireless providers.
c. Scheduling specific topic presentations to the EPC and/or City Council with
subject matter experts from utility companies;
d. Promoting residential power backup resources; and
e. Identifying fire hardening of strategically placed public access buildings that
can be used by residents if required to shelter in place.
B2-3
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
Emergency Preparedness Advisory Committee
FY 2022-23 WORK PLAN
(Approved by City Council on July 6, 2022)
SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS
1. Incorporate key lessons learned from the Woolsey Fire 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 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.
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.
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 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
B2-4
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
(v) Identifying fire hardening of strategically placed public access buildings 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 Fire 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
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
B2-5
EMERGENCY PREPARDNESS ADVISORY COMMITTEE
Accomplishments and Work Plan
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 subject matter 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
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. In addition, Staff will be available
to assist the Committee in preparing the staff report and related materials for the agenda.
B2-6
Page 1 of 5
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)
PAST SIX MONTHS ACCOMPLISHMENTS
The following are the FAC’s activities and accomplishments from July-December 2022:
❖ Received a presentation of the pension report – CalPERS’ Annual Valuation
Report and directed staff to prepare analysis on the impact of making Additional
Discretionary Payments (ADPs) toward the City’s Unfunded Accrued Liability
(UAL).
❖ Received a presentation on the treasury activities and investment reports.
❖ Reviewed and provided feedback for the City’s updated American Rescue Plan
Act spending plan.
❖ Reviewed the FY 2022-23 Work Plan and developed a priority list.
❖ Discussed and reviewed Staff’s analysis on the impact of making Additional
Discretionary Payments (ADPs) toward the City’s UAL.
❖ Discussed and reviewed Staff’s analysis on the current and future impact of
funding incremental public safety increases through TOT.
❖ Received a presentation of the FY 2021-22 year-end unaudited actuals and FY
2022-23 results for first quarter.
❖ Reviewed and approved the FY 2022-23 Biannual Report for the City Council.
NEXT 6-MONTH REPORTING PERIOD
In the next six months, FAC’s FY 2022-23 Work Plan includes:
❖ Receive the FY 2023-24 Budget Calendar.
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 of the City’s ACFR prepared annually, including the audit
report.
❖ Receive an update on the FY 2022-23 City Council Goals and provide
recommendations for the FY 2023-24 Goals.
❖ Receive a presentation on the current fiscal year’s midyear review, next fiscal year’s
budget assumptions, and the Financial Model.
❖ Discuss the creation of a framework for a financial plan to address unexpected
changes in the General Fund.
❖ Once information becomes available, discuss the financial impact on mixed-use
development projects.
❖ Receive a presentation on the treasury activities and investment reports.
❖ Prepare the FY 2023-24 Work Plan.
❖ Prepare the Biannual Report for the City Council.
❖ Review and provide feedback/recommendations on the City’s Investment Policy.
AREAS OF FOCUS
Opportunities
• More robust resident commitment and engagement on the big capital
projects such as Civic Center and Portuguese Bend Landslide Remediation.
• Early participation in the scope and budget for the proposed Civic Center
could lead to lower financing cost and philanthropic opportunities.
• Leverage civic philanthropic opportunities to complement traditional funding
sources.
Challenges
• COVID-19 budget implications - TOT, sales and property taxes, emergency
operations center.
• Vulnerability of Capital Improvement Plan (CIP) given TOT is the primary
single funding source.
• Minimal resident engagement and mandate for the big capital projects such
as Civic Center and Portuguese Bend Landslide Remediation.
• CalPERS investment results and impact on the City’s UAL.
Observations
• Budget balance risks: reliance on deferral of infrastructure/CIP, personnel
/contracts, repairs/maintenance.
• Uncertainty of trail indirect expenses associated with increased public use
and City accommodation plans.
B3-2
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
Open Items
• Explore new revenue sources, including philanthropic contributions, to cover
the rising expense curve.
• Explore options to reduce/eliminate General Fund subsidies of special
interest subdivisions/agencies.
• Operating expense leverage options through collaboration/shared services
with Palos Verdes Peninsula cities (e.g., Public Works, Community
Development, Recreation and Parks, etc.).
• Review standard procedures for providing budget for financing to provide
greater time to allocate resources for each capital project.
Finance Advisory Committee
FY 2022-23 WORK PLAN
(Approved by City Council on July 6, 2022)
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 sensitivity analysis forecast showing potential cash
flow impact of the two proposed large capital projects (Civic Center and
Portuguese Bend Landslide Remediation).
B3-3
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
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 the 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 spending plan.
F. Form a trilateral committee with Civic Center Advisory Committee (CCAC)
and Infrastructure Management Advisory Committee (IMAC).
G. Prepare an “emergency” financial plan showing recommended actions to
take if the area economy again enters financial distress such as was the
case during the COVID-19 pandemic.
B3-4
FINANCE 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:
Note: The staff time estimated herein is exclusive of the time to prepare work product
for the City Council.
Assignment No.Potential Meeting Date
Staff
Support
Hours
Review and provide feedback/recommendations
regarding the Work Plan.1 May/June 5
Review and provide feedback/recommendations
regarding the Biannual Report.2 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
B3-5
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 stormwater system; the
sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend Landslide;
and special projects as assigned by the City Council. (Resolution No. 2014-45)
PAST SIX MONTHS ACCOMPLISHMENTS
Below is a list of IMAC’s accomplishments in Q1 and Q2 of Fiscal Year 2022-23:
Governance
▪ Appointed Tina Vargas as Vice-Chairperson
▪ Approved IMAC Subcommittee assignments
Landslide
▪ Received and filed a report on the status of landslide projects
▪ Received and filed a historical report on the Portuguese Bend Landslide
Utilities
▪ Provided input on locations within the City where insufficient cell service has been
encountered
Stormwater
▪ Received and filed a report on stormwater quality
Trails
▪ Received and filed multiple reports from the Trails Subcommittee on existing trail
closures and their impact on the overall trails network
Capital Improvement Program (CIP)
▪ Adopted a revised IMAC Capital Improvement Program (CIP) Projects
Assessment Tool on a trial basis for the FY 2023-24 CIP cycle and beyond and
reviewed with Public Works Staff
B4-1
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 22-23 Work Plan
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 2022-23 WORK PLAN
(Approved by City Council on July 6, 2022)
SUMMARY OF SPECIFIC 2022-23 ASSIGNMENTS
During FY 2022-23, the IMAC will continue to implement its mission, with emphasis
upon the following goals:
1. Review and provide feedback/recommendations regarding a list of potential capital
improvement projects for the City to consider funding in future fiscal yea rs.
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 address ing
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:
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
B4-2
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 22-23 Work Plan
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 Master 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.
B4-3
PLANNING COMMISSION
ADVISORY BOARD 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.
PAST SIX MONTHS ACCOMPLISHMENTS
Below is a list of the Planning Commission’s accomplishments in Q1 and Q2 of Fiscal
Year 2022-23:
• Conducted seven hybrid Planning Commission meetings to consider land use
development applications including, but not limited to:
o Height Variation Permit (1 application);
o Grading Permit (1 application);
o Variance (1 application);
o View Restoration Permit (1 application); and
o Conditional Use Permit (2 applications)
• Reviewed Code Amendments related to exterior lighting provisions, accessory
dwelling unit (ADU) and junior accessory dwelling (JADU) unit standards and
Planning Commission’s role as advisory to the City Council on City projects
• Reviewed the Final Draft Housing Element and Negative Declaration/Initial Study
In the next six-month reporting period, the Planning Commission will work on the following
tasks:
• Continue conducting meetings to consider land use developmen t applications, as
needed;
• Continue working with the Planning Division on targeted code amendments to the
Zoning Code, including:
o New Mixed-Use Overlay District provisions
o Updates to the City’s ADU and JADU standards
o Overhaul of the City’s Antenna Ordinance
o Event facilities in the City’s residential zoning districts
• Consider code amendments and zone changes as required by the housing
programs in the City’s Housing Element Update
B5-1
PLANNING COMMISSION
Accomplishments and Work Plan
Planning Commission
FY 2022-23 WORK PLAN
(Approved by City Council on July 6, 2022)
SPECIFIC 2022-23 ASSIGNMENTS
During FY 2022-23, the Planning Commission will continue to implement its mission,
with emphasis upon the following goals:
• 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.
B5-2
Page 1 of 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; review and advise on neighborhood traffic calming
guidelines and proposed projects; and collaboratively work with Staff to address
residents' requests for improving livability and drivability of neighborhood streets in
Rancho Palos Verdes. (Resolution No. 2008-77)
PAST SIX MONTHS ACCOMPLISHMENTS
During Fiscal Year 2022-23, the TSC continued to implement its mission, with emphasis
upon the following goals:
1. Review and assess any item requested by residents, members of the City Council,
TSC, and City Manager’s Office.
2. Explore possible means, options, and opportunities to control or reduce vehicular
traffic speeds throughout Rancho Palos Verdes.
3. Establish and participate in community and stakeholder workshops to solicit both
general and neighborhood-specific comments related to traffic concerns. Further
utilize community and stakeholder workshops to educate residents regarding
traffic safety calming measures and City traffic initiatives.
Below is a list of TSC’s accomplishments in Q1 and Q2 of Fiscal Year 2022-2023:
1. Reviewed a petition to establish a Neighborhood Permit Parking Program on
certain streets in the Seacove neighborhood south of Palos Verdes Drive South
and recommended to the City Council that it approves the permit parking program.
2. Provided input and feedback on traffic calming measures for the Dodson Middle
School area recommended by a traffic engineering consultant.
3. Provided guidance, input, and feedback to Staff on various traffic related issues
throughout the City.
B6-1
TRAFFIC SAFETY ADVISORY COMMITTEE
Accomplishments and Work Plan
RECOMMENDATIONS TO THE CITY COUNCIL
As an advisory body, the TSC has the ability to bring comments, ideas, and
recommendations to the City Council for consideration. If a majority of Committee
members are in agreement and have voted accordingly to move the topic forward, Staff
will work to agendize the matter on the City Council’s calendar. The Chair of the
Committee, or his/her designee, will present the item before the City Council at the
meeting. Staff will be available to assist the Committee on preparing the staff report and
related materials for the agenda.
Assignment No. Potential Meeting Date Staff Support
Hours
Review and assess any item requested by
residents, members of the City Council, TSC,
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.
B6-2