CC SR 20240116 04 - Advisory Board Accomplishments and Workplans
CITY COUNCIL MEETING DATE: 01/16/2024
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consideration and possible action to receive biannual reports from various City
advisory boards and the Planning Commission.
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: Enyssa Sisson, Deputy City Clerk
REVIEWED BY: Same as below
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, City Council Policy No. 54 states
that biannual status reports shall be given at a regular City Council meeting
(Attachment A). As a result, the City Council has directed that these reports focus
on the accomplishments of each advisory board during the preceding six-month
1
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 Advisory 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 Campus Master Plan. Committee members play a
vital role in the public outreach process, layout/boundary concerns, conceptual
design, and other related issues. This evening, the CCAC presents its
accomplishments and work plan for Fiscal Year 2023-24 (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 FY 2023-24 (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 2023-24
includes specific assignments such as reviewing employee pension plan actuarial
reports, year-end unaudited actuals, studying infrastructure and capital project
funding such as the Civic Center Master Plan Project, 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
projects; maintenance of public buildings and facilities; park sites; trails; stormwater
2
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
biannual update and work plan for FY 2023-24 will be presented this evening
(Attachment B4).
Planning Commission (PC)
The Planning Commission was established in accordance with the provisions of the
planning and zoning law of the state, as codified in Section 2.20.010 of the Rancho
Palos Verdes Municipal Code. Additionally, the Planning Commission assumes the
duties of the view restoration commission and makes determinations regarding view
restoration and view preservation applications (Attachment B5).
Traffic Safety Committee (TSC)
The TSC provides community input by advising the City Council on traffic issues,
development proposals, and special projects as assigned by the City Council. The
TSC also reviews and advises on neighborhood traffic calming guidelines and
proposed projects, and collaboratively works with Staff to address residents'
requests for improving the livability and drivability of neighborhood streets in the City.
The TSC Work Plan for Fiscal Year 2023-24 includes the review and assessment of
traffic-related items, exploration of means and opportunities to control or reduce
vehicular traffic speeds, participation in stakeholder workshops to solicit comments
related to traffic concerns and potential solutions, and development of a public
outreach and education campaign to bring awareness to the danger associated with
speeding. Added to the work plan in FY 2023-24 is the review of ongoing and
pending traffic studies status via monthly reports provided by Staff (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 past fiscal year
and have been reviewed and approved by the committee s.
ALTERNATIVES:
In addition to the Staff recommendation, the following alternative action is available
for the City Council’s consideration:
1. Provide direction to Staff to modify one or more of the proposed work
plans, and continue this matter to a future date to be determined.
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CITY COUNCIL POLICY
NUMBER: 54
DATE ADOPTED: August 20, 2019
SUBJECT: Council Liaisons for Advisory Boards/Committees/Commissions
POLICY:
It shall be the policy of the City Council to assign a council member to any City resident
advisory committee, and the Planning Commission, as a liaison that the
committee/commission can turn to if members have questions or concerns about the
direction of the board/committee/commission and/or direction from Staff. The following
parameters are hereby established as guidelines:
A. At the discretion of the City Council, a council member may be assigned to any of
the City’s active advisory boards including the Planning Commission to serve as a
Council liaison.
B. Council liaison assignments may be done on an annual basis along with the Council
appointments to outside agencies.
C. After the appointment(s) are made, Staff will notify the Staff liaison regarding the
decision.
D. Attendance at board/committee/commission meetings by the Council liaison is at the
discretion of the Councilmember.
E. Council liaisons may informally arrange for a Council alternate when scheduling
conflicts arise.
F. During a board/committee/commission meeting, the Council liaison shall serve a role
similar to that of the Staff liaison. The primary responsibility for providing information
to board/committee/commission members belongs to the Staff liaison, but the
Council liaison may provide additional information at the request of the Chair when
questions fall beyond the scope of staff’s expertise.
G. During a board/committee/commission meeting, the Council liaison may address the
body under the “Staff Communications” portion of the agenda. During this time, the
liaison shall address the members from the podium or at a designated seat at the
table with Staff.
H. The Council liaison may raise points of order when procedural issues arise.
A-1
I. During board/committee/commission meetings, authority resides with the
board/committee/commission Chair.
J. A Council liaison role is primarily an observer, therefore liaisons shall refrain from:
a. Interfering with the smooth operation of board/committee/commission
meetings
b. Participating or engaging in discussions or decisions of the
board/committee/commission
c. Advising what the board/committee/commission should or should not do or
attempting to influence and/or guide its progress
d. Offering opinions or advocating for or against matters when they come
before the board/committee/commission
e. Acting in a manner that undermines the Chair’s authority
f. Participating in policy discussions except when providing factual
information at the request of the Chair
g. Speaking on behalf of the full Council without appropriate authority
h. Acting as spokesperson for the board/committee/commission
K. No more than two members of the City Council are to be in attendance at any
meeting of a committee or commission at any time. If appointed to serve as liaison
to a committee or commission, the council member has priority over any other
council member who may wish to attend and is not a liaison.
L. If questions or concerns arise regarding the conduct of a Council liaison, the Chair
of the board or commission should consult with the Mayor for possible resolution.
When the liaison in question is the Mayor, the Chair should consult with the Vice
Mayor for possible resolution.
M. In an effort to keep the City Council and the public informed on the activities of the
boards/committees/commissions, biannual status reports shall be given at a regular
City Council meeting.
BACKGROUND:
The City Council recognized the need for City resident advisory boards and the
Planning Commission to have a council member act as liaison between the City and the
board/committee/commission.
A-2
CIVIC CENTER ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Civic Center Advisory Committee (CCAC) is to work with the City
Council and its Staff to develop a Civic Center Master Plan which seeks a solution to the
design of the Civic Center site and make associated recommendations to Council. All
appropriate needs of the City and the community will be considered in the design solution.
(Resolution No. 2017-35)
PAST SIX MONTHS’ ACCOMPLISHMENTS
Below is a list of CCAC’s accomplishments in Q1 and Q2 of Fiscal Year 2023-24:
July 2023
• Meeting canceled
August 2023
• Provided input on project’s preliminary budget, project phasing, and schedule.
• Received status update on the Finance Advisory Committee’s (FAC) review of
potential financing and funding options for Civic Center Master Plan.
• Reviewed construction cost comparisons for other Civic Center and City Hall
projects.
• Reviewed detailed preliminary budget.
• Developed a project phasing schedule to be presented to the FAC at future joint
meeting.
September 2023
• Reassessed and affirmed the preliminary construction phasing plan based on the
FAC’s recommended preliminary budget.
October 2023
• Participated in joint meeting with FAC. Discussed and affirmed recommendations
regarding preliminary conceptual site plan and prioritized approach to be
forwarded to City Council along with FAC’s recommendations. Recommendations
were presented and discussed at the October 17 City Council meeting.
November 2023
• Meeting canceled
December 2023
• Received update and provided direction on project status report to be presented
to City Council on December 19.
• Received presentation on Laguna Niguel City Hall tour and consider ed including
that information in upcoming report to the City Council. B1-1
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
• Reviewed and approved the Civic Center Advisory Committee Biannual Report to
the City Council.
In the next six-month reporting period, the Committee expects to work on the following
tasks:
Suggested Tasks for Next Six Months of FY 2023-24
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 2023-24 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. In conjunction with Staff and the project management firm, assist with the
development of the Master Plan design (Stage 2).
2. Assist with design team procurement, design development, and selection of the
project delivery method. This effort will include reviewing a total project schedule
which will serve as a guide for the project moving forward.
3. Assist in development and implementation of the possible design competition if
one is pursued.
4. Provide input on feedback from federal agencies.
Partnership Outreach
5. Based on direction from the City Council, explore potential partnerships and
coordinate appropriate usage with other civic, business and nonprofit
organizations including partners who may express interest in assisting with capital
campaign.
6. Staff to monitor progress and keep CCAC apprised of any developments regarding
the potential acquisition of Coast Guard property.
Public Outreach
7. 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. 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
8. Produce biannual reports to the City Council on CCAC progress.
9. Work with Staff and Project Manager to refine the project schedule.
10. Review and finalize FY 2024-25 work plan for presentation to the City Council.
B1-2
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
Civic Center Advisory Committee
FY 2023-24 WORK PLAN
(Approved by City Council on July 18, 2023)
SPECIFIC 2023-24 ASSIGNMENTS
During Fiscal Year 2023-24, the CCAC will continue to implement its mission, with
emphasis upon the following goals:
1. Receive updates and provide direction, in conjunction with the project manager
and Staff on presentation of recommended conceptual site plan to City Council.
2. Receive updates and provide recommendations on development of Master Plan,
design team procurement, and design development. This effort will include
reviewing a total project schedule which will serve as a guide for the project moving
forward.
3. Receive update on project budget range and financial alternatives. Participate in
joint budgetary session with 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. Receive updates and provide recommendations on ongoing outreach to the
Federal Emergency Management Agency (FEMA) and Department of Justice
(DOJ) regarding placement of public safety components.
6. 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 HOAs, 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 communities via churches, organizations, etc.
Additional components: key messages, engagement tactics, social media,
B1-3
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
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 signup 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.
7. 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.
8. Explore possible uses for the Battery Barnes property and the Nike missile silos.
9. 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.
10. 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
In conjunction with Staff and the
project management firm, assist
with the development of the
Master Plan design (Stage 2).
1 January-June as
needed
30
Assist with design team
procurement, design
development, and selection of
the project delivery method.
2 March-June as needed 40
Assist in development and
implementation of the possible
design competition if one is
pursued.
3 April-June 10
B1-4
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
Provide input on feedback from
federal agencies.
4 January-June as
needed
20
Based on direction from the City
Council, explore potential
partnerships and coordinate
appropriate usage with other
civic, business and nonprofit
organizations including partners
who may express interest in
assisting with capital campaign.
5 January-June as
needed
10
Staff to monitor progress and
keep CCAC apprised of any
developments regarding the
potential acquisition of Coast
Guard property.
6 January-June as
needed
5
Work with the Project Manager
and Staff to develop and
participate in a robust and
comprehensive public outreach.
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 30
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 2024-25
work plan for presentation to the
City Council.
10 June 3
Total 165
B1-5
CIVIC CENTER ADVISORY COMMITTEE
Accomplishments and Work Plan
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.
B1-6
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the City of Rancho Palos Verdes Emergency Preparedness Committee
(EPC) is to advise and make recommendations to the City Council on matters pertaining
to emergency preparedness to help ensure the City 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 activities and accomplishments from July-December 2023:
JULY 2023:
❖ Participated in the City's Fourth of July celebration event, hosting an emergency
preparedness booth for distributing resources and educating residents.
❖ On July 22, 2023, the EPC actively engaged in the annual 'Horse Happenings on
the Hill' event, where members disseminated crucial information regarding
emergency preparedness for equines and other animals.
❖ EPC members participated in the catalytic converter etching event on July 29,
2023, offering emergency preparedness related resources to residents.
AUGUST 2023:
❖ Participation in the National Night Out Celebration at Hesse Park included
hosting a booth that focused on promoting the Know Your Zone evacuation
platform and providing various preparedness resources to the community.
❖ EPC members engaged in the Los Verdes Neighborhood Watch community
event, providing resources and information on emergency preparedness,
following the National Night Out Celebration at Hesse Park.
❖ At its meeting on August 17, 2023, the EPC received a detailed update from the
Equine Preparedness Subcommittee about its recent activities. The meeting also
included a thorough discussion on recent community engagement efforts, with a
strong focus on enhancing emergency preparedness efforts.
❖ On August 19, 2023, EPC members actively participated in the Annual Block
Party for the Pacific View Neighborhood by setting up an informational booth
dedicated to distributing resources related to emergency preparedness and
providing educational insights to residents.
❖ EPC Subcommittee dedicated to monitoring the California Public Utilities
Commission’s (CPUC) wireless provider resiliency strategies met on August 28
and provided an update to the Committee.
B2-1
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
FY2023-24 Accomplishments and Work Plan
.
SEPTEMBER 2023:
❖ Hosted an information booth at the Pacific View Neighborhood's annual meeting
held at Hesse Park on September 17, 2023 dedicated to the distribution of
essential emergency preparedness materials and resources.
❖ On September 18, 2023, City Staff and EPC Subcommittee members met to
strategize about equine and large animal safety and emergency preparedness.
OCTOBER 2023:
❖ Held its regular meeting on October 19, 2023, primarily focusing on a detailed
discussion of the “lessons learned" from the Maui Lahaina wildfires and receiving
updates on the declaration of a local emergency due to recent accelerated land
movement.
❖ On October 14, 21, and 28, 2023, EPC members participated in the Community
Emergency Response Team (CERT) Training. This training comprised a series
of three classes, each held from 9 a.m. to 4:30 p.m. at Hesse Park.
❖ Participated in the 9th Annual Prepared Peninsula Expo on October 22, hosting a
booth to distribute emergency preparedness resources and educate residents.
❖ On October 28, 2023, representatives from the EPC attended the graduation
ceremony of Peninsula residents from the CERT program. EPC members were
present to introduce the latest initiatives of the Committee and to formally
congratulate each graduate on their significant achievement.
NOVEMBER 2023:
❖ On November 3, 2023, EPC members successfully completed a Red Cross
Shelter Fundamentals training, focusing on the guidelines and procedures for
establishing, operating, and closing a shelter during a disaster.
❖ EPC members successfully completed an entry-level Technician course in
amateur radio, which took place on Saturdays, November 4 and 11, 2023. The
course sessions were held from 9:30 a.m. to 1:15 p.m. at Hesse Park.
❖ On November 11 and November 20, City Staff and members of the EPC
convened to strategize and coordinate planning efforts for the EPC's active
involvement in the forthcoming Palos Verdes Peninsula (PVP) evacuation
exercise.
❖ At its November 18, 2023 meeting, the EPC received an update on the
Peninsula-wide wildfire detection camera project and collaborated with Staff to
review and approve a comprehensive insurance advocacy resource letter for
homeowners and businesses.
B2-2
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
FY2023-24 Accomplishments and Work Plan
DECEMBER 2023:
❖ Reviewed and approved the Fiscal Year 2023-24 Biannual Report for the City
Council Consideration.
NEXT SIX-MONTH REPORTING PERIOD
In the next six-month reporting period, the EPC expects to continue its work on the
following tasks:
1. Incorporate key lessons learned from recent severe emergency incidents into the
City's emergency planning strategies, focusing particularly on improving
emergency alerting and warning, emergency communications, and resource
allocation. This involves the EPC identifying potential obstacles and providing
guidance to the City Council on suggested mitigation strategies and response
actions, embracing an all-hazards approach to ensure comprehensive
community preparedness.
2. Bolster the development and coordination of comprehensive resources for the
evacuation and sheltering of large animals and equines within the Rancho Palos
Verdes community. This initiative entails collaborating with local stakeholders to
educate residents on essential transportation and supply requirements suitable
for accommodating large animals and equines during emergencies.
3. Monitor, support, and educate residents on the current home and community
hardening standards established by the Los Angeles County Fire Department's
brush clearance inspection program, as well as the California Department of
Insurance's recommended insurance pricing regulation that promotes wildfire
safety efforts.
4. Maintain and deepen partnerships with local homeowners' associations, the
Rancho Palos Verdes Council of Homeowners Associations (CHOA),
Neighborhood Watch, small residential community groups, and other pertinent
organizations to strengthen neighborhood safety and enhance emergency
readiness. This effort involves educating residents about thorough emergency
preparedness, executing mock or simulated emergency exercises, extracting
vital insights from these drills, and incorporating these best practices into
emergency communication strategies.
5. In the upcoming period, the EPC will actively engage in a forthcoming Peninsula-
wide exercise, focusing on enhancing emergency response strategies across the
region. This will involve not only testing preparedness efforts in real-world
scenarios but improving communication and collaboration among various local
agencies and neighborhood groups. The EPC is actively liaising with its
respective local homeowners associations to encourage community-level
participation. The insights and experiences gained from this comprehensive
B2-3
EMERGENCY PREPAREDNESS ADVISORY COMMITTEE
FY2023-24 Accomplishments and Work Plan
engagement will be crucial in developing more effective and community-centric
emergency preparedness plans for the future.
B2-4
FINANCE ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND 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 2023-24 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. Provide feedback/recommendations regarding Civic Center Master Plan which
include:
A. Prepare a budget including opportunities on how to finance and fund the
project;
B. Identify potential site revenue sources; and
C. Present budget and financial components in a joint meeting with the Civic
Center Advisory Committee prior to forwarding a recommendation to the
City Council.
B3-1
FINANCE ADVISORY COMMITTEE
Accomplishments and Work Plan
10. In addition to the above specific assignments, on an as-needed basis, the FAC is
prepared to review any additional projects assigned by the City Council such as:
A. Discuss and prepare a cash flow sensitivity analysis of the three big capital
projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend
Landslide Remediation).
B. Provide feedback/recommendations for setting aside funds for upcoming
major capital improvement projects such as the Civic Center Master Plan and
Portuguese Bend Landslide. FAC will review the options that Staff presented
at the City Council’s Fiscal Year 2023-24 preliminary budget workshop.
C. 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.
D. Explore creating a framework for a financial plan to address unexpected
changes in the General Fund.
E. Once information becomes available, discuss the financial impact on mixed
development projects.
F. Discuss the feasibility of the current and future impact of funding incremental
public safety increases through transient occupancy tax (TOT).
G. Review and provide feedback for the City’s updated American Rescue Plan
Act spending plan.
H. Form a trilateral committee with Civic Center Advisory Committee (CCAC)
and Infrastructure Management Advisory Committee (IMAC).
B3-2
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:
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
Provide feedback/recommendations regarding Civic
Center Master Plan which include: preparing a
budget including opportunities on how to finance
and fund the project; identify potential site revenue
sources; and present budget and financial
components in a joint meeting with the Civic Center
Advisory Committee prior to forwarding a
recommendation to the City Council. 9 TBD 60
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). 10 TBD 150
Total Staff Time 305
B3-3
JULY 2023-DECEMBER 2023 ACTIVITIES AND ACCOMPLISHMENTS
• Completed the following action items related to the Civic Center Campus
Master Plan Project:
o Received a report on the Preliminary Conceptual Design, Budget, and
Schedule.
o Formed a bilateral committee with Civic Center Advisory Committee
(CCAC).
o Reviewed various financial analyses presented by Staff and Kosmont
Financial Services.
o Provided a recommendation to the City Council on hiring a
development consultant to implement a capital campaign.
o Established an ad hoc committee to create the request for proposal
(RFP) documents for the development consultant.
o Provided recommendations to the City Council regarding potential
project funding options.
• Received, reviewed, and discussed the presentation regarding the City’s FY 2023-
24 Investment Policy and provided final recommendations to the City Council.
• Received, reviewed, and discussed presentation of the City’s annual employee
pension plan actuarial valuation reports.
• Reviewed and discussed the Biannual Report for the City Council.
JANUARY 2024 – JUNE 2024 ACTIVITIES BASED ON FY 2023-24 WORK PLAN
• In-depth review of the City’s Investment Policy and investment providers.
• Presentation of arbitrage opportunity created by paying down CalPERS unfunded
liability.
• Review and assess the potential for revenue enhancement by re-evaluating current
fees for new development and Accessory Dwelling Unit (ADU). Potentially establish
a joint committee with the Planning Commission.
• Receive a presentation of the FY 2022-23 year-end unaudited actuals.
• Receive the FY 2024-25 Budget Calendar.
• Receive, review, and discuss an update from Staff and ad-hoc committee regarding
the PV Community Foundation and the RFP for the development consultant.
• Receive, review, and discuss presentation of American Rescue Plan Act (ARPA)
project funding allocations; track and re-allocate funds to meet ARPA deadline
criteria.
• Receive an update on the FY 2023-24 City Council Goals and provide
recommendations.
• Receive a presentation on the current fiscal year’s midyear review, next fiscal year’s
budget assumptions, and the Financial Model.
• Receive a report of the City’s Annual Comprehensive Financial Report (ACFR)
prepared annually, including the audit report.
• Prepare the FY 2024-25 Work Plan.
• Review and discuss the Biannual Report to be presented to the City Council in June
2024.
B3-4
• Receive a presentation on the Treasury activities and investment reports.
• Special projects, as needed:
o Discuss and prepare a cash flow sensitivity analysis of the three big capital
projects (Civic Center, Ladera Linda Community Park, and Portuguese Bend
Landslide Mitigation).
o Receive a presentation on the financing options for the Civic Center and the
Portuguese Bend Landslide Project and make recommendations to the City
Council when appropriate.
o Explore creating a framework for a financial plan to address unexpected
changes in the General Fund.
o Once information becomes available, discuss the financial impact on mixed
development projects.
o Discuss the feasibility of the current and future impact of funding incremental
public safety increases through TOT.
In addition to the biannual report presented, FAC includes the following areas of interest
for City Council- Opportunities, Challenges, and Observations, and Open Items/Requests.
CITY COUNCIL FOCUS AREAS:
Opportunities
• More robust resident commitment and engagement on the big capital projects
such as Civic Center and Portuguese Bend Landslide Remediation.
• FAC’s 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.
• Explore 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.
Challenges
• Vulnerability of Capital Improvement Plan (CIP) given TOT is the primary
single funding source.
• Absence of dedicated and sustainable funding source for Public Safety.
• Minimal resident engagement and mandate for the big capital projects such
as Civic Center and Portuguese Bend Landslide Remediation.
• CalPERS investment results and impact on the City’s unfunded accrued
liability (UAL).
B3-5
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Infrastructure Management Advisory Committee (IMAC) shall be to
provide community input by advising the City Council on matters concerning public works
and park infrastructure, capital improvement projects, and maintenance and preventative
maintenance programs for public buildings; park sites; trails; the stormwater system; the
sanitary sewer system including the Abalone Cove Sewer District; street rights-of-way
and traffic control devices; the Palos Verdes Drive South/Portuguese Bend landslide; and
special projects as assigned by the City Council (Resolution No. 2014 -45).
SUMMARY OF SPECIFIC 2023-24 ASSIGNMENTS
1. Review and provide feedback/recommendations regarding a list of potential capital
improvement projects for the City to consider funding in the future fiscal years.
2. 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:
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
3. Review and provide feedback/recommendations on the Portuguese Bend
Landslide Remediation Project Environmental Impact Report (EIR) comments and
responses as material becomes available.
4. Review and provide feedback/recommendations on the Altamira Canyon Erosion
Improvement project as new information becomes available.
5. Support adoption of updated Trails Network Plan (TNP). Monitor the trails network
status and provide recommendations for addressing broken connections between
segments. Review and provide feedback on revised TNP when it becomes
available.
6. Evaluate potential uses of technology to improve quality of life (traffic signal timing,
crime reduction, water conservation, electrical vehicle charging…).
B4-1
INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2023-24 Work Plan and
Accomplishments July 1 – December 31, 2023
SUMMARY OF SPECIFIC ACCOMPLISHMENTS JULY 1 – DECEMBER 31, 2023
July 17, 2023 (Regularly scheduled meeting)
▪ Reviewed and provided feedback on the initial report of the Facilities Asset
Management Program.
▪ Adopted a Work Plan for Fiscal Year 2023-24.
▪ Assigned members to subcommittees for FY 2023-24.
▪ Appointed Peter Shaw as Vice-Chairperson.
August 2, 2023 (Special meeting)
▪ Provided feedback on the updated Landslide Complex Monitoring Program .
December 18, 2023 (Regularly scheduled meeting)
▪ Reviewed and provided feedback on a report on the status of various Landslide
Complex activities.
▪ Received and filed a report from the Landslide Subcommittee .
▪ Received and filed a report from the Trails Subcommittee.
▪ Recommended a proactive approach to avoid main waterline ruptures.
Attended and supported the weekly Wednesday meetings of the RPV Landslide
Complex Working Group.
B4-2
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 Pla nning
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, and
accomplishments from July 2023 to December 2023.
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 ACCOMPLISHMENTS JULY 2023-DEC 2023
• Conducted eight hybrid Planning Commission meetings to consider land use
development applications including, but not limited to:
o Height Variation Permit (4 applications);
o Coastal Development Permit (1 application);
o Variance (1 application);
o Conditional Use Permit (1 application);
o Conditional Use Permit Revision (1 application);
o View Preservation Appeal (1 application); and
o Conditional Large Domestic Animal Permit (1 application)
B5-1
• Wireless Subcommittee met to discuss potential revisions to regulations on
private property.
PROPOSED WORK PLAN JAN 2024-JUNE 2024
• 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 New Mixed-Use Overlay District provisions
o Updates to the City’s accessory dwelling unit (ADU) and junior accessory
dwelling unit (JADU) standards
o Clarifications to the City’s residential building height provisions
• Consider code amendments and zone changes as required by the housing
programs in the City’s Housing Element Update
• Conduct Planning Commission View Restoration and Preservation training
B5-2
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
Below is a list of TSC’s accomplishments in Q1 and Q2 of Fiscal Year 2023-2024:
1. Reviewed and assessed items requested by residents, City Council, TSC, and
City Manager’s Office.
2. Explored possible means, options, and opportunities to control or reduce
vehicular traffic speeds throughout Rancho Palos Verdes.
3. Provided input and feedback to Staff on various traffic related issues throughout
the City specifically including:
a. Traffic calming measures for the Avenida Classica
b. Traffic calming measures for Miraleste
c. Traffic calming measures for Hawthorne Boulevard in the area of
Shorewood Road
d. Left-turn arrow signal for Hawthorne Boulevard at Eddinghill
Drive/Seamount Drive
NEXT SIX MONTHS OF FY 2023-24
• The TSC Work Plan for the remaining portion of the FY 2023-24 include a focus
on:
o Reviewing and assessing any item requested by the residents, members
of the City Council, Traffic Safety Committee, and City Staff.
o Exploring possible means, options, and opportunities to control or reduce
vehicular traffic speeds throughout Rancho Palos Verdes.
o Establishing and participating in the community and stakeholder
workshops to solicit both general and neighborhood-specific comments
related to traffic concerns. Further, utilizing 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.
B6-1
o Providing guidance, input and feedback to Staff on various traffic related
issues throughout the City.
B6-2