CC SR 20250701 G - Advisory Board Biannual Update
CITY COUNCIL MEETING DATE: 07/01/2025
AGENDA REPORT AGENDA HEADING: Consent Calendar
AGENDA TITLE:
Consideration to receive the twice-yearly reports and approve the Fiscal Year (FY) 2025-
26 work plans from the City’s advisory committees and commission
RECOMMENDED COUNCIL ACTION:
(1) Receive and file the twice-yearly reports for the period between January and June
for FY 2024-25 and approve the FY 2025-26 workplans from the City’s seven
advisory committees and commission.
FISCAL IMPACT: None
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Catherine Jun, Deputy City Manager
REVIEWED BY: Same as below
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A. Twice-yearly reports and FY 2025-26 work plans (page A-1):
1. Planning Commission
2. Civic Center Advisory Committee
3. Emergency Preparedness Committee
4. Finance Advisory Committee
5. Infrastructure Management Advisory Committee
6. Traffic Safety Committee
7. Youth Advisory Committee
B. City Council Policy No. 54 – Council Liaisons for Advisory Boards, Committees,
Commissions (page B-1)
BACKGROUND:
Members of the City’s advisory committees and commissions (ACCs) are appointed by
the City Council and meet regularly to learn, discuss, and provide guidance on specific
areas of City operations. Each ACC is supported by one or two Council Liaisons and a
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designated Staff Liaison, who prepares meeting materials and offers various resources
(i.e. research, reports, etc.) to support the work of the ACCs. In accordance with City
Council Policy No. 54 (Attachment B), each ACC must submit a twice-yearly or biannual
status report summarizing its accomplishments over the previous six months in relation
to its current work plan. These status reports from January through June 2025 and work
plans for the upcoming Fiscal Year 2025-26 are provided for the City Council’s review
and consideration this evening (Attachment A).
DISCUSSION:
The City currently has seven ACCs, each focused on specific areas of municipal
operations and policy. Below is a summary of their mission and structure, along with
highlights of their recent accomplishments, a detailed overview of their FY 2025-26 work
plans, and other relevant information, which are outlined further in Attachment A.
1. Planning Commission (PC)
Mission: The seven-member PC is the only other quasi-judicial body within the
City’s framework that can make decisions on specific private land use planning
applications such as subdivision maps, variances, and conditional use permits.
The PC also reviews environmental assessments, such as Environmental Impact
Reports and Mitigated Negative Declarations; makes decisions on view restoration
permits; and considers appeals of staff decisions on land use planning
applications. The PC was established through the adoption of Ordinance No.
80 on December 2, 1975, which was most recently amended through Ordinance
No. 550 on November 19, 2013.
Structure:
Chair Ron Santarosa (Eric Nulman beginning July 1, 2025)
City Council Liaison Steve Perestam
Staff Liaison Brandy Forbes
Highlights: Over the past six months, the PC considered land use development
applications, reviewed the 2024 General Plan and Housing Element Progress
Reports and determined that the proposed FY 2025-26 Capital Improvements
Program was consistent with the goals and policies of the General Plan. Moving
forward, the PC is anticipated to continue considering land use development
applications and working with the Planning Division on targeted code amendments
to the Zoning Code including amendments to further effectuate housing programs
in the City’s Housing Elements, clarifications to residential building height
provisions, and updates to the wireless telecommunication facilities code .
Over the past six months, the PC met a total of four times and canceled a total of
eight meetings. Questions have been raised as to why so many meetings have
been canceled over the course of the past year, and whether there has been a
sharp decline in applications submitted and/or other factors.
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As part of the City’s development review process, the Planning Division processes
development applications for conformance with zoning regulations prior to the
completion of structural plan-checking and permitting by the City’s Building &
Safety Division. The review and approval of these development applications are
categorized into the following three types of development applications:
• Ministerially or over the counter by Planning Division Staff,
• Discretionary-level review by the Director of Community Development; and,
• Discretionary-level review by the City’s Planning Commission via a public
hearing.
During the application intake process, Planning Division Staff evaluate proposed
development plans, surveys, and other application materials to determine the
appropriate level of review (i.e. Staff, Director, or Planning Commission) for the
submitted information.
The processing time of applications that require Planning Commission -level review
depends on several internal and external factors. For example, the City’s
development review process is a comprehensive effort that involves coordination
between City departments and in some cases outside agencies such as the Los
Angeles County Fire Department and the Public Health Department, whereby
some development applications submitted in 2023 and 2024 calendar year may
be presented to the Planning Commission for consideration later this calendar
year. In addition, project applicants may decide to redesign their project based on
unforeseen site and design considerations or may decide to completely withdraw
their submitted applications because of market conditions.
Thus far, in 2025, the Planning Division has received 239 applications for
processing. This is on target to match the number of applications received in prior
calendar years (not fiscal year). Although these applications have not yet made it
through the review process, the Planning Commission-level applications that are
currently in the pipeline are expected to be considered by the Planning
Commission later this calendar year or early in 2026. These include four Height
Variation Permits, two Conditional Use Permits, one Coastal Permit, two Major
Grading Permits, and four Variance requests. Applications received in the
remainer of 2025 are anticipated to be reviewed in 2026.
2. Civic Center Advisory Committee (CCAC)
Mission: The seven-member CCAC works with the City Council and its Staff to
develop a Civic Center Campus Master Plan which seeks a solution to the design
of the Civic Center site and make associated recommendations to Council on the
Campus Master Plan. All appropriate needs of the City and the community will be
considered in the design solution. (Resolution No. 2017-35)
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Structure:
Chair Gregory O’Brien
City Council Liaison George Lewis and Steve Perestam
Staff Liaison Matt Waters
Highlights: Over the past six months, the CCAC has demonstrated flexibility as
there has been a new focus to prioritize the build out of the emergency components
zone of the Civic Center Campus Master Plan. The City has been informed by
General Services Administration (GSA) and Federal Emergency Management
Agency (FEMA) that the emergency components must be built within 4 years to be
compliant with the existing deed restrictions. The City is working with
Congressman Lieu’s Office and the current Administration to seek a time
extension. Moreover, the City is also exploring how to possibly remove the deed
restrictions to provide enhanced development opportunities.
Furthermore, there have been discussions regarding acquiring the Battery Barnes
property from the U.S. Coast Guard as the relocation site for the dismantled
Wayfarers Chapel, which will impact the overall Master Plan. The City is working
with Congressman Lieu’s office and the Administration to consider utilizing the
National Defense Authorization Act (NDAA) to transfer the Battery Barnes property
to the City for use by Wayfarers. At this time, there is no formal application,
agreement, or memorandum of understanding in place but is being actively
pursued by the City.
Moving forward, the CCAC will work with staff to assist with modifications and
development of the Civic Center Campus Master Plan design and with a focus on
building out the emergency components zone and providing feedback as City staff
works to possibly acquire the Battery Barnes property. The CCAC will also work
on developing a public outreach process to fully inform and engage residents in
this project. The CCAC would also like to propose suggested potential interim
improvements to the existing City Hall facility and surrounding grounds; however,
staff recommends the City Council to redirect the CCAC’s efforts towards the
emergency zone components and Battery Barnes acquisition, along with any other
programmatic or layout modifications in light of new interests and current
opportunities, in accordance with its mission.
3. Emergency Preparedness Committee (EPC)
Mission: The five-member EPC advises and makes 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).
Structure:
Chair James Sprinkel
City Council Liaison Paul Seo
Staff Liaison Luna Mohammad
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Highlights: Over the past six months, the EPC has continued to attend local events
to promote wildfire readiness and other emergency preparedness efforts , begun
developing a Home Hardening Model Contest in collaboration with the YAC and
School District, began working on exploring the feasibility of creating an
emergency radio station on the Peninsula, co-hosted a Peninsula Equine First Aid
Clinic, and provided updates to the Emergency Operations Plan. Over the next six
months, the EPC will continue to focus on improving emergency alerting, warning
and communications throughout the community (including expansion of the Know
Your Zone campaign) and deepen partnership with community-based groups such
as HOAs and Neighborhood Watches to enhance awareness of emergency
preparedness. The EPC will continue its efforts on enhanced wildfire preparedness
and readiness, along with providing, as needed, a review of the Multi-Jurisdictional
Hazard Mitigation Plan that is being prepared by a consultant for all four Peninsula
cities. The Multi-Jurisdictional Hazard Mitigation Plan is anticipated to be
considered by the City Council for adoption in early 2026 and will include the two
Geologic Hazard Abatement Districts (Abalone Cove Landslide Abatement District
and Klondike Canyon Landslide Abatement District).
4. Finance Advisory Committee (FAC)
Mission: The five-member FAC provides citizen input to the City Council and Staff
regarding financial matters of the City. The FAC reviews short and long-term
financial information and other financial issues as assigned by the City Council.
The FAC provides advice regarding economic development matters such as
methods to improve the business climate and how to better work with local
businesses and recommends specific areas for review to the City Council. The
FAC advises the City Council regarding the City’s financial condition (Resolution
No. 2008-064).
Structure:
Chair John MacAllister
City Council Liaison George Lewis
Staff Liaison Vina Ramos
Highlights: Members engaged in an annual review of the City’s Annual
Comprehensive Financial Report, the FY 2024-25 midyear financial report, and FY
2025-26 budget assumptions and provided feedback prior to finalizing them. The
Committee also discussed and reviewed the City’s Debt Management Policy and
financial reports related to the Greater Portuguese Bend Landslide Complex.
Furthermore, the Committee was requested to support the City Council’s new goal
of fiscal sustainability by reviewing potential revenue sources for further research
by staff. These recommendations were provided to the City Council for their
awareness at the March 17, 2025 Budget Workshop . In FY 2025-26, the FAC will
continue the work described above, while receiving additional presentations on the
City’s annual employee pension plan actuarial valuation reports and other topics
as requested. The FAC may also form a joint committee with the EPC to explore
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a framework for a financial plan related to ensure emergency preparedness in the
City.
5. Infrastructure Management Advisory Committee (IMAC)
Mission: The seven-member IMAC provides 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 Portuguese Bend landslide; and special projects as assigned
by the City Council. (Resolution No. 2014-45)
Structure:
Chair Peter Shaw
City Council Liaison Dave Bradley
Staff Liaison Ramzi Awwad
Highlights: The members engaged in the detailed work of providing feedback,
findings, and recommendations for the Capital Improvement Program (CIP) for FY
2025-26 through 2029-30 over several meetings. Furthermore, IMAC engaged on
various levels with different ACCs, their subcommittees, and outside agencies
such as the South Bay Cities Council of Governments (SBCCOG) to gain a fuller
understanding of issues ranging from potential park improvements, landslide water
reuse, intersection improvements along Palos Verdes Drive South adjacent to the
Sea View HOA, and other infrastructure topics. In FY 2025-26, IMAC will continue
to provide recommendations regarding potential CIPs for future years and the
Portuguese Bend Landslide remediation Program, support the future adoption of
the updated Trails Network Plan, and various other improvements to the City’s
infrastructure.
6. Traffic Safety Committee (TSC)
Mission: The five-member Traffic Safety Committee (TSC) advises the City Council
on traffic issues, development proposals and special projects as assigned by the
City Council. The TSC reviews and advises on neighborhood traffic calming
guidelines and proposed projects and collaboratively works with Staff to address
residents' requests for improving livability and drivability of neighborhood streets
in Rancho Palos Verdes. (Resolution No. 2008-77)
Structure:
Chair John Tye (Mark Crossman, beginning July 1, 2025
City Council Liaison Barbara Ferraro
Staff Liaison Ramzi Awwad
Highlights: The TSC continued to review and assess traffic-related concerns
reported by residents, the City, and the TSC. For example, the TSC forwarded
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recommendations to Palos Verdes Drive East between Crest Road East and Palos
Verdes Drive South which is currently under review by the City Council. As part of
this process, the TSC established and participated in workshops to better
understand those concerns and worked with staff to explore possible means to
control or reduce traffic speeds. For example, the TSC discussed a feasibility
study to investigate intersection improvements to improve traffic safety along Palos
Verdes Drive South at Forrestal, Conqueror, and Schooner Drives. In FY 2025-
26, the TSC proposes to continue doing this work, in accordance with their mission
above. The TSC also forwards traffic-related recommendations to the City Council
7. Youth Advisory Committee (YAC)
Mission: The 13-member YAC advocates for the needs of youth by elevating youth
voices to improve their overall well-being and allow the youth to engage with the
inner workings of local government (Council Policy No. 54A).
Structure:
Chair Andrew Lu (New chair to be selected August 2025,
when the YAC reconvenes)
Council Subcommittee Paul Seo and Barbara Ferraro
Staff Liaison Catherine Jun
Highlights: Members continued to work towards major goals including hosting a
mental health awareness event for youth, developing a video to educate youth on
the City’s new e-bike ordinance, engaging in legislative advocacy to support
Assembly (AB) 986 to include language in the Emergency Services Act (ESA) to
classify landslides as a disaster in order to access funding for impacted residents,
and participating in the City’s Whale of a Day event. The proposed FY 2025-26
work plan will include many of these ongoing efforts, in addition to new ones such
as partnering with the EPC to host a Home Hardening Model Contests for youth
and further engaging with social media and RPVtv to highlight City events and
information related to youth.
ADDITIONAL INFORMATION:
Unlike past reports, based on Council approval at its January 21, 2025 meeting, tonight’s
report is being presented as a Consent Calendar item . As such, the respective chairs of
CCAs will not be present at the City Council meeting, and staff will be prepared to answer
questions if this item is pulled off the Consent Calendar.
CONCLUSION:
The City Council is being asked to receive and file the CCAs twice-yearly report for the
period between January and June of FY 2024-25, as well as the FY 2025-26 work plans.
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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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PLANNING COMMISSION
ACCOMPLISHMENTS
JULY 1, 2025
Below is a draft list of Planning Commission accomplishments between December 2024
to June 2025:
• Reviewed the 2024 General Plan and Housing Element Progress Reports
• Provided recommendations to City Council for the Fiscal Year 2025-26 City
Council Goals
• Conducted 1 hybrid Planning Commission public hearing to consider land use
development applications including, but not limited to:
o Appeal (1 application)
• Determined that the proposed Fiscal Year 2025-26 Capital Improvements Plan
(CIP) was consistent with the goals and policies of the Rancho Palos Verdes
General Plan.
In the next six-month reporting period, Staff anticipates that the Planning Commission
will work on the following tasks:
• 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 Amendments to further effectuate the housing programs in the City’s
Housing Element, including revisions to sections of the Zoning Code
related to Two-Unit Developments and Accessory Dwelling Unit to comply
with bills recently adopted by the State Legislature.
o Clarifications to the City’s residential building height provisions.
o Wireless Telecommunication Facilities Code Update
• Participate in the update of the Rancho Palos Verdes Safety Element of the
General Plan (PC Subcommittee)
ADDITIONAL INFORMATION
Processing of Development Applications
As part of the City’s development review process, the Planning Division processes
development applications for conformance with zoning regulations prior to the
completion of structural plan-checking and permitting by the City’s Building & Safety
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Division. The review and approval of these development applications are categorized
into three types, including applications that are processed ministerially or over the
counter by Planning Division Staff, those development applications that require
discretionary-level review by the Director of Community Development, and those
applications that are considered by the City’s Planning Commission via a public hearing.
Table No. 1 below highlights typical development applications that require Planning
Commission review and consideration with relevant Rancho Palos Verdes Municipal
Code (RPVMC) chapters and sections.
Table No. 1- Typical Applications Reviewed by the Planning Commission
Application Type RPV Municipal Code
Coastal Permit* Chapter 17.72
Code Amendment Chapter 17.68
Conditional Use Permit Chapter 17.60
Grading Permit** § 17.76.040
Height Variation Permit*** § 17.02.040
Variance Chapter 17.64
View Restoration Permit § 17.02.040
Zone Change Chapter 17.68
Conditional Wireless Facility Permit**** Chapter 17.73
* The Planning Commission considers Coastal Permits if the related application would
require a public hearing per the City’s Zoning Code, such as Variances and Conditional
Use Permits.
** The Planning Commission considers Grading Permit applications that involve 1,000 yd3
or more of grading and remedial grading that involve 5,000 yd3 or more of earth movement.
*** The Planning Commission considers Height Variation Permit applications if any of the
following are proposed:
i. Any portion of a structure which exceeds 16 feet in height extends closer than 25 feet
from the front or street-side property line;
ii. The area of the structure which exceeds 16 feet in height (the second story footprint)
exceeds 75 percent of the first story footprint area (residence and attached garage);
iii. 60 percent or more of a garage footprint is covered by a structure which exceeds 16 feet
in height (a second story);
iv. The portion of the structure which exceeds 16 feet in height is being developed as part
of a new single-family residence; or
v. Based on an initial site visit, the director determines that any portion of a structure which
is proposed to exceed 16 feet in height may significantly impair a view as defined in this
chapter.
**** New permit type as of 2024 with adoption of updated Wireless regulations
During the application intake process, Planning Division Staff evaluate proposed
development plans, surveys, and other application materials to determine the
appropriate level of review (i.e. Staff, Director, or Planning Commission) for the
submitted information. Staff’s evaluation of the application materials is guided by the
RPVMC, established submittal checklists, applicable guideline documents and
informational handouts. Checks and balances along the application review process
include weekly project check-ins, joint site inspections, and consultations with senior
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Staff members help to ensure that submitted applications are reviewed appropriately
and consistent with RPVMC requirements.
It should be noted that the footnotes below Table No. 1 highlight the criteria for Planning
Commission review of the identified applications. In cases where a proposed project
does not meet criteria for Planning Commission-level review, such application requests
are reviewed by the City’s Director of Community Development.
Table No. 2 provides a snapshot of typical development applications received by
Planning Division Staff for processing from 2023 to present including those applications
requiring Planning Commission review.
Table No. 2- Planning Division Development Application Processing
Application Type 2023 2024 2025*
- Accessory Dwelling Unit 29 16 12
- Coastal Permit 4 3 4
- Minor Grading Permit 33 14 8
- Major Grading Permit 18 9 9
- Height Variation Permit 9 6 7
- Fence and Wall Permit 11 7 3
- Conditional Use Permit 6 6 3
- Extreme Slope Permit 2 1 1
- Major SPR Permit 150 134 50
- Minor SPR Permit 324 282 128
- Variance 4 4 1 - Conditional Wireless
Facility Permit 0 1 4
- View Restoration Permit 18 23 9
608 506 239
*This is the total submitted through May 2025
The processing time of applications that require Planning Commission-level review
depends on several internal and external factors. For example, the City’s development
review process is a comprehensive effort that involves coordination between City
departments and in some cases outside agencies such as the Los Angeles County Fire
Department and the Public Health Department, whereby development applications
submitted in 2023 and 2024 calendar year may be presented to the Planning
Commission for consideration later this year. In addition, project applicants may decide
to redesign their project based on unforeseen site and design considerations or may
decide to completely withdraw their submitted applications because of market
conditions.
Table No. 3 on the next page further identifies those development applications received
for processing from 2023 to present that require review by the Planning Commission
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only if criteria for review is met (footnotes below Table No.1) versus those reviewed by
the City’s Director of Community Development.
Table No. 3- Application Review: Planning Commission (P.C.) & Director (Dir.)
Application Type 2023 2024 2025*
Coastal Permit P.C. – 2 P.C. – 2 P.C. – 1
Dir. – 2 Dir. – 1 Dir. – 3
Major Grading Permit P.C. – 1 P.C. – 0 P.C. – 2
Dir. – 17 Dir. – 9 Dir. – 7
Height Variation Permit P.C. – 5 P.C. – 1 P.C. – 3
Dir. – 4 Dir. - 5 Dir. – 4
*This is the total submitted through May 2025
Of the Planning Commission-level review Height Variation Permit applications that were
submitted in 2023, 2 applications were reviewed by the Planning Commission in 2023
and 3 applications in 2024. Staff anticipate that the Height Variation Permit application
requiring Planning Commission-level review that was submitted in 2024 will be
presented to the Planning Commission this year. Other applications submitted before
this calendar year that are anticipated to be presented to the Planning Commission in
2025 include 2 Conditional Use Permits, 1 Coastal Permit and 4 Variance requests.
For 2025, of the 7 Height Variation Permit applications submitted this year, 3 of those
require Planning Commission review and consideration. In addition, of the 9 Major
Grading Permit applications submitted to the Planning Division this year, 2 applications
thus far will require Planning Commission review. Since the processing of such
applications is dependent on varying factors previously highlighted, Staff anticipates that
applications requiring Planning Commission level review will be presented later this year
or early next year.
Already tentatively scheduled for the coming months include Height Variation Permit
requests and Conditional Wireless Facility Permit applications.
The Planning Division continues to accept development applications for the current
calendar year. The Planning Commission Workplan presented this December will
provide year-end figures for 2025.
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CIVIC CENTER ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS
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 Campus Master Plan which seeks a
solution to the design of the Civic Center site and make associated recommendations to
Council. All appropriate needs of the City and the community will be considered in the
design solution. (Resolution No. 2017-35)
SPECIFIC 2024-2025 ASSIGNMENTS
Below is the CCAC biannual update listing CCAC’s accomplishments from January to
June 2025 and anticipated achievements for the first six months of Fiscal Year 2025-
2026.
Below is a list of CCAC’s accomplishments for the period of January-June 2025.
• Reviewed employee survey of City Hall conditions and possible improvements.
• Received update on outreach to U.S. Coast Guard for acquisition or joint use of
Battery Barnes. Reviewed and provided feedback on draft proposal.
• Provided feedback on City Council goals related to the CCAC’s scope.
• Received an update and provided feedback on the Civic Center project’s
emergency components zone
NEXT SIX-MONTH REPORTING PERIOD
In the next six-month reporting period, the Committee expects to work on a range of tasks
that are aligned with the draft CCAC FY 2025-26 work plan.
1. In conjunction with Staff, including the designated project manager, assist with the
development of the Campus Master Plan design phase fully focused on the
emergency components zone, particularly the Emergency Operations Center
(EOC).
2. Staff to monitor progress and keep CCAC apprised of any developments regarding
outreach to the United States Coast Guard.
3. Work with the project manager/Staff to develop a public outreach process.
4. Produce biannual reports to the City Council on CCAC progress.
5. Work with Staff and project manager to update the project schedule.
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CIVIC CENTER ADVISORY COMMITTEE
FY 2025-26 WORK PLAN
SUMMARY OF SPECIFIC 2025-26 ASSIGNMENTS
During Fiscal Year 2025-26, the CCAC will continue to implement its mission, with
emphasis upon the following goals:
• In conjunction with Staff, including the designated project manager, assist with the
development of the Campus Master Plan design phase fully focused on the
emergency components zone, particularly the EOC.
• Assist with design team procurement, and design development, and choosing the
project delivery method.
• In conjunction with staff, suggest potential improvements to existing City Hall
buildings.
• Staff to monitor progress and keep CCAC appraised of any developments
regarding the potential acquisition of Coast Guard property and the potential re-
building of Wayfarers Chapel.
• Work with the Staff/Project Manager to develop a public outreach process.
• Produce bi-annual reports to the City Council on CCAC progress.
• Work with Staff/Project Manager to refine the project schedule.
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.
SUMMARY OF WORK PLAN
A summary of the work plan is as follows:
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Assignment No. Potential Meeting Date
In conjunction with Staff, including the designated project
manager, assist with the development of the Master Plan
design phase fully focused on the emergency components
zone, particularly the EOC.
1 July 2025-June 2026
Assist with design team procurement, and design
development, and choosing the project delivery method.
2 January 2026-June 2026
In conjunction with staff, suggest potential improvements
to existing City Hall buildings.
3 July 2025-June 2026
Staff to monitor progress and keep CCAC appraised of
any developments regarding the potential acquisition of
Coast Guard property and the potential re-building of
Wayfarers Chapel.
5 As needed
Work with the Staff/Project Manager to develop a public
outreach process.
6 January 2026-June
2026
Produce bi-annual reports to the City Council on CCAC
progress.
7 As needed
Work with Staff/Project Manager to refine the project
schedule.
8 Ongoing
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City of Rancho Palos Verdes
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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 YEAR ACCOMPLISHMENTS
Below is a list of the EPC’s activities and accomplishments from January to June 2025:
Provided education on wildfire readiness and hardening
Conducted emergency preparedness outreach to community groups, including presentations
Integrated lessons learned from recent emergencies to city emergency plans and projects
Developed Monthly Preparedness Messages
Begun development of a home hardening model project, in collaboration with the YAC, PVPUSD, and
LACFD.
Explored the feasibility of creating an emergency radio project on the Peninsula
Staffed booths at various City and Peninsula-wide events, including wildfire preparedness expos,
townhalls, and information sessions
Participated in the Peninsula Equine First Aid Clinic
Provided guidance to the City throughout the Pano AI camera installation
Provided guidance to the City on Emergency Operations Plan updates and annex development
Attended and spread the word about CERT and American Red Cross classes
Encouraged signups for Alert South Bay, downloads of the MyRPV app, and visits to PVPready.gov
Began consolidating outreach material to simplify education and public outreach on disaster
preparedness.
Teamed up with other advisory committees in public engagement settings.
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City of Rancho Palos Verdes
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FY 2025-26 WORK PLAN
As part of its FY 2025-26 Work Plan and over 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
Operations Plan and subsequent annexes, 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. Develop a thorough Public Outreach Plan, including expansion of the Know Your Zone Campaign,
promotion of CERT, sharing of the top notification systems for emergencies, streamlining of EPC
monthly messages, updating of preparedness information on the city’s website, outreach booth
enhancements, and collaboration with local community groups to fortify neighborhood safety and
boost emergency preparedness.
3. 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.
4. Strengthen community resilience to wildfires through community hardening education, guidance and
advocacy in projects pertaining to public education, insurance, wildfire mitigation, legislation, and Fire
Hazard Severity Zones.
5. 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.
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FINANCE ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS
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).
JANUARY 2025 – JUNE 2025 ACTIVITIES BASED ON FY 2024-25 WORK PLAN
January 2025
• Received and discussed the FY 2023-24 year-end unaudited actuals report.
• Received the FY 2025-26 Budget Calendar.
February 2025
• Introduced newly appointed Chair John MacAllister, Member Jonathan Jung, and
Committee’s selected Krista Johnson as Vice-Chair.
• Received and discussed the status of FY 2024-25 City Council Goals and provided
recommendations.
• Member Clark and Member Dr. Weber were appointed to the ad-hoc subcommittee
to review the City’s Annual Comprehensive Financial Report and provided feedback
to enhance the report.
• Chair MacAllister and Member Dr. Weber were appointed to the joint ad-hoc
subcommittee - the Landslide Water Study Committee, under the Infrastructure
Management Advisory Committee.
• Discussed and reviewed the City’s Debt Management Policy and directed Staff to
collect additional information to be presented at a future meeting.
• Received a presentation on financial reports related to the Greater Portuguese Bend
Landslide Complex.
April 2025
• Reviewed and received FY 2024-25 midyear financial report, and FY 2025-26
budget assumptions.
• Discussed the City Council’s goal of fiscal sustainability by reviewing potential
additional revenue sources for further research and submitted the
recommendations below. These recommendations do not imply that taxes will
increase; they are intended for Staff to begin research for future consideration.
o Transient Occupancy Taxes
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o Utility Users Tax (except for telecom UUT)
o Franchise Tax
o Reinstatement of CPI-U in permits and fees, and business license taxes.
o Reinstatement of landscaping and lighting assessment fees, and storm drain
fees
o Other - filming fee opportunities, considering in-house part-time legal
services, and documentary tax fees for property tax sales.
Most of these recommendations were approved by the City Council at the March
17, 2025 Budget Workshop, and directed Staff to research and provide a report at
future City Council meetings. Items not recommended for further research are
reinstatement of business license taxes, in-house part-time legal services, and
documentary tax fees. Items added for further research include Golf Tax and UUT
for telecom.
• Received a presentation on financial reports related to the Greater Portuguese Bend
Landslide Complex.
May 2025
• Received a report, discussed it, and provided recommendations to pay down
CalPERS unfunded liability by $100,000 in FY 2025-26, which was approved by the
City Council on June 3, 2025.
• Continued to review the City’s Debt Management Policy and provided
recommendations for improvement. This item will continue under review in the next
few months until FAC’s final approval. Once approved, Staff will bring the item for
City Council’s consideration.
• Received the FY 2025-26 Financial Model.
• Received a report on the City’s Annual Comprehensive Financial Report (ACFR),
including the audit report.
June 2025
• Reviewed, discussed, and prepared the Committee’s FY 2025-26 Work Plan.
• Reviewed and discussed the Biannual Report.
• Received a presentation on the Treasury activities and investment reports.
• Received a presentation on the FY 2025-26 Preliminary Budget.
• Received a presentation on financial reports related to the Greater Portuguese Bend
Landslide Complex.
In addition to the biannual report presented, FAC includes the following areas of interest
for City Council- Opportunities and Challenges.
CITY COUNCIL FOCUS AREAS:
Opportunities
• More robust resident commitment and engagement on the big capital projects
such as the Portuguese Bend Landslide Remediation.
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• 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 the Portuguese Bend Landslide Remediation.
• CalPERS investment results and impact on the City’s unfunded accrued
liability (UAL).
SUMMARY OF SPECIFIC 2024-25 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. Review and provide feedback/recommendations on the City’s Debt Management
Policy.
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. Review and assess the potential for revenue enhancement by
reevaluating current fees for new development and Accessory Dwelling
Units (ADUs). Potentially establish a joint committee with the Planning
Commission.
B. Review and discuss the PV Community Foundation and the preparation
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of RFP for the development consultant.
C. Explore creating a framework for a financial plan to address unexpected
changes in the General Fund.
D. Once information becomes available, discuss the financial impact on mixed
development projects.
E. Discuss the feasibility of the current and future impact of funding incremental
public safety increases through transient occupancy tax (TOT).
F. Form a bilateral joint committee with Infrastructure Management Advisory
Committee (IMAC) to discuss and explore options with the Landslide Water
Study Committee.
SUMMARY OF WORK PLAN
A summary of the Work Plan is as follows:
Assignment
No.
Potential Meeting Date
Review and provide feedback/recommendations
regarding the Work Plan.
1
May/June
Review and provide feedback/recommendations
regarding the Biannual Report.
2
December/May
Receive a presentation of the pension report (AVR) and
provide recommendations when appropriate.
3
August/September
Receive a presentation of the year-end unaudited actuals
(current fiscal year).
4
December
Receive a presentation of the ACFR and audit report
(current fiscal year).
5
January/February
Receive a presentation of the mid-year financials (current
fiscal year), Budget Assumptions (next fiscal year), and Financial Model.
6
March
Receive a quarterly presentation on the Treasury
activities and investment reports .
7
August, October, January,
April
Review and provide feedback/recommendations on the
City's Investment Policy.
8
May/June
Additional assignments as listed in Work Plan #9 9 TBD
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FY 2025-26 WORK PLAN
SUMMARY OF SPECIFIC 2025-26 ASSIGNMENTS
• Review and provide feedback/recommendations regarding the next FAC Work
Plan.
• Review and provide feedback/recommendations regarding the FAC Biannual
Report to the City Council.
• 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.
• Receive a presentation on the City’s current fiscal year-end unaudited actuals.
• Receive a presentation of the City’s Annual Comprehensive Financial Report
(ACFR) prepared annually, including the audit report.
• Receive a presentation on the current fiscal year’s midyear review, next fiscal year’s
budget assumptions, and the Financial Model.
• Receive a quarterly presentation on the Treasury activities and investment reports.
• Review and provide feedback/recommendations on the City’s Investment Policy.
• Review and provide feedback/recommendations on the City’s Debt Management
Policy.
• 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:
G. Continue to review and discuss the PV Community Foundation and the
preparation of RFP for the development consultant.
H. Explore creating a framework for a financial plan to address unexpected
changes in the General Fund.
• Once information becomes available, discuss the financial impact on mixed
development projects.
• Discuss the feasibility of the current and future impact of funding incremental public
safety increases through transient occupancy tax (TOT).
• Continue the joint committee with the Infrastructure Management Advisory
Committee (IMAC) to discuss and explore options with the Landslide Water Study
Committee.
• Form a potential bilateral joint committee with the Emergency Preparedness
Committee (EPC) to explore a framework for a financial plan related to emergency
preparedness.
SUMMARY OF WORKPLAN
A summary of the Work Plan is as follows:
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Assignment
No.
Potential Meeting Date
Review and provide feedback/recommendations
regarding the Work Plan.
1
May/June
Review and provide feedback/recommendations
regarding the Biannual Report.
2
December/May
Receive a presentation of the pension report (AVR) and
provide recommendations when appropriate.
3
August/September
Receive a presentation of the year-end unaudited
actuals
(current fiscal year).
4
December
Receive a presentation of the ACFR and audit report
(current fiscal year).
5
January/February
Receive a presentation of the mid-year financials
(current
fiscal year), Budget Assumptions (next fiscal year), and
Financial Model.
6
March
Receive a quarterly presentation on the Treasury
activities and investment reports .
7
August, October, January,
April
Review and provide feedback/recommendations on the
City's Investment Policy.
8
May/June
Additional assignments as listed in Work Plan #9 10 TBD
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INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 2024-25 ACCOMPLISHMENTS
Twice each year, the City Council receives a report on the accomplishments of the various
committees, including the Infrastructure Management Advisory Committee, over the
preceding six-month period. This report details the IMAC’s accomplishments over the
period of January 1 to June 30, 2025.
Accomplishments
January 15, 2025 (Parks and Trails Subcommittee)
Met with staff from Public Works and director of Recreation and Parks to discuss
potential parks improvement projects.
February 17, 2025 (Regular Meeting)
Provided feedback on the first draft of the Capital Improvement Program for Fiscal
Years 2025-26 through 2029-30
The Landslide Water Subcommittee presented progress of their Landslide Water
Reuse Feasibility Study and moved to create a joint ad-hoc subcommittee with up
to three members of the Financial Advisory Committee
March 27, 2025 (South Bay Cities Council of Governments)
General Assembly session attended by Vice Chair Haig and Member Radke.
March 31, 2025 (Special Meeting)
Provided a report of findings and recommendations for the Capital Improvement
Program for Fiscal Years 2025-26 through 2029-30
Moved to create a joint ad-hoc subcommittee with the Traffic Safety Committee to
jointly review the traffic study for intersection improvements along Palos Verdes
Drive South at Forrestal Drive, Conqueror Drive and Schooner Drive
April 9, 2025 (South Bay Cities Council of Governments)
Infrastructure Working Group attended by Member Radke.
April 21, 2025 (Regular Meeting)
Provided feedback on the second draft of the Capital Improvement Program for
Fiscal Years 2025-26 through 2029-30
The Landslide Water Subcommittee provided an update regarding progress of
their ongoing Landslide Water Reuse Feasibility Study, including a tour of the
Water Replenishment District’s Reverse Osmosis Facility in Torrance and
discussions with their facilities manager.
April 28, 2025 (Joint Traffic Safety Committee Meeting)
Held joint Traffic Safety Committee – IMAC meeting. Received presentation from
traffic consultant Kimley-Horn and then discussed roundabout feasibility study and
received initial public feedback.
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INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2025-26 Work Plan and Assignments
May 19, 2025 (Regular Meeting)
Compiled biannual accomplishments and 2025-26 Workplan for presentation to
City Council.
May 23, 2025 (IMAC/FAC Joint Landslide Water Subcommittee)
Met virtually with WAter HArvesting SOulutions (WAHASO), a company that
designs mobile water purification system, and discussed their adaptive filtration
approach and how it could accommodate multiple potential uses of the landslide
water.
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INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2025-26 Work Plan and Assignments
INFRASTRUCTURE MANAGEMENT ADVISORY COMMITTEE
FY 2025-26 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 2025-26 ASSIGNMENTS
1. Review and provide feedback/recommendations to staff and City Council
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 conceptual plans, problems,
designs, studies, and infrastructure reviews brought to IMAC by City Council
and/or Staff.
3. Review and provide feedback/recommendations on the Portuguese Bend
Landslide remediation program and continue participation in the Landslide
Complex Working Group.
4. Support adoption of the updated Trails Network Plan (TNP).
5. Review and make recommendations to Recreation and Parks staff on parks and
playgrounds.
6. Conduct analysis of a near-term technology for application to City infrastructure.
7. Jointly with the Financial Advisory Committee, determine the feasibility of reusing
groundwater extracted from the Landslide Complex by the deep dewatering wells
as a revenue source and provide a recommendation to Council.
8. Jointly with the Traffic Safety Committee, support the feasibility studies for traffic
improvements, including proposed roundabouts, at the intersections of Palos
Verdes Drive South and Forrestal Drive, Conqueror Drive, and Schooner Drive.
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INFRASTRUCTURE MANAGEMENT
ADVISORY COMMITTEE
2025-26 Work Plan and Assignments
SUMMARY OF WORK PLAN
A summary of Work Plan is as follows:
Assignment No.
Potential Meeting
Date
Review and provide feedback/recommendations to staff and
City Council regarding a list of potential capital improvement
projects for the City to consider funding in the future fiscal
years.
1 • February 16, 2026
• March 16, 2026
• April 20, 2026
Review and provide feedback/recommendations on
conceptual plans, problems, designs, studies, and
infrastructure reviews brought to IMAC by City Council
and/or Staff.
2 Multiple Meetings
Review and provide feedback/recommendations on the
Portuguese Bend Landslide remediation program and
continue participation in the Landslide Complex Working
Group.
3 As information
becomes available
Support adoption of the updated Trails Network Plan (TNP). 4 As needed
Review and make recommendations to Recreation and
Parks staff on parks and playgrounds. 5 As needed
Conduct analysis of a near-term technology for application
to City infrastructure. 6 Multiple Meetings
Jointly with the Financial Advisory Committee, determine the
feasibility of reusing groundwater extracted from the
Landslide Complex by the deep dewatering wells as a
revenue source and provide a recommendation to Council.
7 Multiple Meetings
Jointly with the Traffic Safety Committee, support the
feasibility studies for traffic improvements, including
proposed roundabouts, at the intersections of Palos Verdes
Drive South and Forrestal Drive, Conqueror Drive, and
Schooner Drive.
8 Multiple Meetings
Note: The staff time estimated herein is exclusive of the time to prepare work product
for the City Council.
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City of Rancho Palos Verdes
PUBLIC WORKS DEPARTMENT
30940 HAWTHORNE BLVD. / RANCHO PALOS VERDES, CA 90275-5391 / (310) 544-5200 / WWW.RPVCA.GOV
TRAFFIC SAFETY ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS AND WORK PLAN
MISSION STATEMENT
The mission of the Traffic Safety Committee (TSC) is to provide community input by
advising the City Council on traffic issues, development proposals and special projects
as assigned by the City Council. The TSC reviews and advises on neighborhood traffic
calming guidelines and proposed projects, and collaboratively work with Staff to address
residents' requests for improving livability and drivability of neighborhood streets in
Rancho Palos Verdes. (Resolution No. 2008-77)
PAST SIX MONTHS ACCOMPLISHMENTS
During Fiscal Year 2024-25, the TSC continued to implement its mission, with emphasis
upon the following goals:
1. Review and assess any item requested by residents, members of the
City Council, Traffic Safety Committee, and City Staff.
2. Explore possible means, options, and opportunities to control or reduce
vehicular traffic speeds throughout Rancho Palos Verdes.
3. Establish and participate in community and stakeholder workshops to
solicit both general and neighborhood-specific comments related to
traffic concerns.
4. Establish and participate in community and stakeholder workshops to
solicit both general and neighborhood-specific comments related to
traffic concerns.
5. Review ongoing and pending traffic studies status via monthly reports
provided by Staff.
6. Develop a methodology for TSC to receive and prioritize future traffic
requests with the Public Works Department to study and evaluate
current traffic requests.
Below is a list of TSC’s accomplishments in Q3 and Q4 of Fiscal Year 2024-2025:
1. Provided recommendations on the implementation of traffic safety improvement
measures recommended in the General Technologies and Solutions report titled
“Traffic Safety Study Palos Verdes Drive East and Ganado Drive”.
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2. Discussed a feasibility study to investigate intersection improvements regarding
safety and enhanced traffic flow along Palos Verdes Drive South at Forrestal Drive,
Conqueror Drive, and Schooner Drive.
FY2025-26 WORK PLAN
Assignment No. Potential Meeting
Date
Review and assess any item requested by residents,
members of the City Council, Traffic Safety Committee, and
City Staff.
1
July 2025 - June
2026
Explore possible means,
options, and opportunities to control or reduce vehicular
traffic speeds throughout Rancho Palos Verdes.
2
July 2025 - June
2026
Establish and participate in community and stakeholder
workshops to solicit both general and neighborhood-specific
comments related to traffic concerns.
3
July 2025 - June
2026
Develop a public outreach and education campaign to bring
awareness to the danger associated with speeding and
educate residents regarding traffic calming measures and
City traffic initiatives. Outreach campaign may include the
use of City
Newsletter, Social Media Posts, and through RPVtv.
4
July 2025 - June
2026
Review ongoing and pending traffic studies status via monthly
reports provided by Staff. 5 July 2025 - June
2026
Revise the methodology for TSC to receive and prioritize
future traffic requests with the Public Works Department to
study and evaluate current traffic requests.
6 July 2025 - June
2026
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.
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YOUTH ADVISORY COMMITTEE
ADVISORY BOARD ACCOMPLISHMENTS
JULY 1, 2025
MISSION STATEMENT
The mission of the Youth Advisory Committee is to advocate for the needs of youth by
elevating youth voices to improve their overall well-being and allow the youth to engage
with the inner workings of local government (Council Policy No. 54A).
PAST SIX MONTHS’ ACCOMPLISHMENTS
Below is a list of the YAC’s activities and accomplishments from January – June 2025.
JANUARY 2025:
No major actions to report. Members held their first regular meeting of the new
year on Monday, January 13, discussing items such as e-bike education and
outreach; upcoming city events to participate in; and other work being conducted
by the Committee’s 7 different subcommittees.
FEBRUARY 2025:
The Mental Health Subcommittee began preparing an application to host a
regional TED talk, focusing on addressing mental health issues and needs for
youth.
YAC discussed e-bike outreach opportunities with Public Safety Manager, Jennifer
Schmid, and began efforts to develop a PSA with the Sheriff’s Department and
RPVtv.
MARCH 2025:
YAC Members Magnatta and Deng attended the South Bay Council of
Governments’ General Assembly in Carson, CA to understand the major issues
affecting cities in the region today.
YAC members published a spotlight article about the Committee’s role and mission
for the City’s Spring Quarterly Newsletter.
YAC filled an unexpected vacancy with Peninsula High student Krystal Deng.
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Youth Advisory Committee
Accomplishments and Work Plan
July 1, 2025 – Page 2
Member Peterson prepared a daily bulletin for her school, explaining how 16-17
year olds can pre-register to vote.
APRIL 2025:
YAC Members Cruz, Lu, Sherer and Magnatta attended the 40th Anniversary of
Whale of a Day, distributing information about the YAC and upcoming vacancies.
The YAC formed an Environmental Outreach Subcommittee to address issues of
environmental concern on the Peninsula.
MAY 2025:
Member Song of the Mental Health Subcommittee conducted some initial research
by requesting a list from the Palos Verdes Peninsula Unified School District
(PVPUSD) of the most commonly cited mental health needs of students. The goal
was to direct this research towards events or ideas that the YAC can support to
support youths in this area.
Members of the Environmental Outreach Subcommittee met with the Emergency
Preparedness Committee on an idea to host a teen home hardening and readiness
modeling contest in Spring 2026. Both Committees will continue to meet to
prepare for this contest in coordination with the PVPUSD. Members also explored
the possibility of hosting a clothing drive for a non-profit organization in FY 2025-
26.
JUNE 2025:
The YAC submitted a letter of support for AB 986 (Muratsuchi) as it continued to
make its way through the California Assembly and Senate.
FY 2025-26 WORK PLAN
The YAC’s work plan aligns with and supports the FY 2025-26 Citizen Involvement and
Public Outreach Goal, which is primarily assigned to the YAC for implementation:
Utilize social media platforms to increase the use and reach of RPVtv among
youth. Highlight City events such as high school graduations, local student
achievements, e-bike safety education, etc.
Consider hosting a clothing drive for a local non-profit
Host a Home Hardening Model Contest for Youths in Spring 2026, in partnership
with the Emergency Preparedness Committee
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Youth Advisory Committee
Accomplishments and Work Plan
July 1, 2025 – Page 3
Host YAC booths to provide local government or youth-focused education and
information at 3 City events.
Consider hosting a youth competition on ideas or suggestions for positive change
on the Palos Verdes Peninsula.
Host or support a TED Talk or similar mental health outreach event for youths and
teens.
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CITY COUNCIL POLICY
NUMBER: 54
DATE ADOPTED: August 20, 2019; Amended 04/20/21
SUBJECT: Council Liaisons for Advisory Committees and Commissions
POLICY:
It shall be the policy of the City Council to assign a council member liaison to any City
advisory committee and commissions. Questions or concerns about the direction of the
advisory committee or commission and/or direction from Staff should be directed to the
council liaison. 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 committees and commissions, including the
Planning Commission, to serve as a Council liaison.
B.Council liaison assignments may be done on an annual basis at the same time
as the Council appointments to outside agencies are made, typically in
December.
C.After the appointment(s) are made, the Staff liaison to the committee or
commission will be notified by the City Clerk regarding the decision.
D.Attendance at committee and commission meetings by the Council liaison is at
the discretion of the Council Member.
E.Council liaisons may informally arrange for a Council alternate when
scheduling conflicts arise.
F.During a committee and commission meeting, the Council liaison shall serve a
role similar to that of the Staff liaison. The primary responsibility for providing
information to committee and 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 committee or commission meeting, the Council liaison may address
the body under the “Staff Communications” portion of the agenda. During this
B-1
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.
I.During committee or commission meetings, authority resides with the
committee/commission Chair.
J.A Council liaison role is primarily an observer, therefore liaisons shall refrain
from:
a.Interfering with the smooth operation of committee/commission
meetings
b.Participating or engaging in discussions or decisions of the
committee/commission
c.Advising what the 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 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 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 committee or commission should consult with the Mayor for
possible resolution. When the liaison in question is the Mayor, the Chair
should consult with the Mayor Pro Tempore for possible resolution.
M.In an effort to keep the City Council and the public informed on the activities of
the committees/commissions, biannual status reports shall be given at a
regular City Council meeting. The biannual report should include a summary of
accomplishments over the past six months and the work plan for the upcoming
six months.
BACKGROUND:
The City Council recognized the need for City committees and commissions to have a
council member act as liaison between the City and the committee/commission.
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