HomeMy WebLinkAbout07-12-2022 - Agenda Pkg - CC Regular MeetingTuesday, July 12, 2022
5:00 PM
City of Hermosa Beach
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
City Council
Mayor
Michael Detoy
Mayor Pro Tem
Raymond Jackson
Councilmembers
Stacey Armato
Mary Campbell
Justin Massey
Regular Meeting Agenda
Hybrid virtual/in-person meetings are held pursuant to AB361
Closed Session - 5:00 PM
Open Session - 6:00 PM
Executive Team
Angela Crespi, Deputy City Manager
Viki Copeland, Finance Director
Myra Maravilla, City Clerk
Paul LeBaron, Chief of Police
Joe SanClemente, Public Works Director
Carrie Tai, Community Development Director
Vanessa Godinez, Human Resources Manager
Lisa Nichols, Community Resources Manager
City Treasurer
Karen Nowicki
City Attorney
Patrick Donegan
Suja Lowenthal, City Manager
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July 12, 2022City Council Regular Meeting Agenda
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During the meeting, a packet is also available in the Council Chambers foyer or you can access the
packet at our website, www.hermosabch.org, on your laptop, tablet or smartphone through the wireless
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Page 2 City of Hermosa Beach Printed on 5/25/2023
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July 12, 2022City Council Regular Meeting Agenda
5:00 P.M. - CLOSED SESSION
(Meetings convene in the Council Chambers and move to Conference Room after Public Comment)
CALL TO ORDER IN COUNCIL CHAMBERS
ROLL CALL
PUBLIC COMMENT ON THE CLOSED SESSION AGENDA
Hybrid virtual/in-person meetings are held pursuant to AB361. State and local officials recommend
measures to promote social distancing. Members of the public may email comments to
cityclerk@hermosabeach.gov or submit eComments until 3:00 p.m. on the meeting date.
IN-PERSON: Council Chambers, 1315 Valley Drive, Hermosa Beach
ZOOM: https://us02web.zoom.us/j/89968207828?pwd=bXZmWS83dmxHWDZLbWRTK2RVaUxaUT09
OR PARTICIPATE BY PHONE:
•Toll Free: 833-548-0276
•Meeting ID: 899 6820 7828, then #
•Passcode: 472825
ATTENDEES WILL BE MUTED UNTIL THE PUBLIC PARTICIPATION PERIOD IS OPENED.
If you are joining by phone, press * 9 to raise your virtual hand and * 6 to unmute your line when
asked to do so. Comments from the public are limited to 3 minutes per speaker.
RECESS TO CLOSED SESSION
a)22-0419 MINUTES: Approval of minutes of Special Closed Session held on June 22,
2022.
b)22-0420 CONFERENCE WITH LEGAL COUNSEL: Workers Comp Litigation
Existing Litigation - Government Code Section 54956.9(d)(1)
The City finds, based on advice from legal counsel, that discussion in open
session will prejudice the position of the City in the litigation.
i) Name of Case: Robert Higgins v. City of Hermosa Beach
WCAB Number: ADJ12418006
ii) Name of Case: Everett Faulk v. City of Hermosa Beach
WCAB Number: ADJ13191197
RECESS TO OPEN SESSION
Page 3 City of Hermosa Beach Printed on 5/25/2023
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July 12, 2022City Council Regular Meeting Agenda
6:00 P.M. - REGULAR AGENDA
Hybrid virtual/in-person meetings are held pursuant to AB361. State and local officials recommend
measures to promote social distancing. Members of the public may email comments to
cityclerk@hermosabeach.gov or submit eComments until 3:00 p.m. on the meeting date.
IN-PERSON: Council Chambers, 1315 Valley Drive, Hermosa Beach
ZOOM: https://us02web.zoom.us/j/89968207828?pwd=bXZmWS83dmxHWDZLbWRTK2RVaUxaUT09
OR PARTICIPATE BY PHONE:
•Toll Free: 833-548-0276
•Meeting ID: 899 6820 7828, then #
•Passcode: 472825
ATTENDEES WILL BE MUTED UNTIL THE PUBLIC PARTICIPATION PERIOD IS OPENED.
If you are joining by phone, press * 9 to raise your virtual hand and * 6 to unmute your line when
asked to do so. Comments from the public are limited to 3 minutes per speaker.
Oral and Written Communication
Persons who wish to have written materials included in the agenda packet at the time the agenda is
published on the City's website must submit the written materials to the City Clerk’s office by email
(cityclerk@hermosabeach.gov) or in person by noon on Tuesday, one week before the meeting date.
Written materials pertaining to matters listed on the posted agenda received after the agenda has been
posted will be added as supplemental materials under the relevant agenda item on the agenda packet.
Supplemental materials may be submitted via eComment (instructions below) or emailed to
cityclerk@hermosabeach.gov. Supplemental materials must be received by 3:00 p.m. on the date of
the meeting to be posted to the agenda packet before the meeting begins and to ensure Council and
staff have the ability to review materials before the meeting. Supplemental materials submitted after
3:00 p.m. on the date of the meeting but before the meeting ends will be posted to the agenda packet
the next business day.
Submit Supplemental eComments in three easy steps:
Note: Your comments will become part of the official meeting record. You must provide your full name,
but please do not provide any other personal information (i.e. phone numbers, addresses, etc) that you
do not want to be published.
1. Go to Agendas/Minutes/Video webpage and find the meeting you would like to submit comments on.
Click on the eComment button for your selected meeting.
2. Find the agenda item for which you would like to provide a comment and select the comment button.
3. Sign in to your SpeakUp Hermosa account or submit a comment as a guest. Enter your name and
comment in the fields provided. If you have an account, you may attach files before submitting your
comment.
Page 4 City of Hermosa Beach Printed on 5/25/2023
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July 12, 2022City Council Regular Meeting Agenda
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. CLOSED SESSION REPORT
V. ANNOUNCEMENTS - UPCOMING CITY EVENTS
VI. APPROVAL OF AGENDA
VII. PROCLAMATIONS / PRESENTATIONS
a)22-0415 RECOGNIZING NATIONAL PARKS
AND RECREATION MONTH
VIII. CITY MANAGER REPORT
a)22-0413 POLICE CHIEF UPDATE
IX. PUBLIC PARTICIPATION -- ORAL AND WRITTEN COMMUNICATIONS FROM THE
PUBLIC
a)22-0422 WRITTEN COMMUNICATION
Recommendation:Staff recommends City Council receive and file the written communication.
All comments from the public under this agenda item are limited to three minutes per
speaker, but this time allotment may be reduced due to time constraints. The City
Council acknowledges receipt of the written communications listed below. No action
will be taken on matters raised in oral and written communications, except that the
Council may take action to schedule issues raised in oral and written
communications for a future agenda. Speakers with comments regarding City
management or departmental operations are encouraged to submit those comments
directly to the City Manager.
X. CITY COUNCILMEMBER COMMENTS
a)22-0417 UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
XI. CONSENT CALENDAR
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July 12, 2022City Council Regular Meeting Agenda
a)REPORT
22-0411
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
Recommendation:Staff recommends City Council approve the minutes of the City Council Meeting of
Thursday, June 2, 2022 and Tuesday, June 14, 2022.
b)REPORT
22-0408
CHECK REGISTERS
(Finance Director Viki Copeland)
Recommendation:Staff recommends City Council ratify the following check registers.
c)REPORT
22-0416
ACTION MINUTES OF CIVIL SERVICE BOARD
MEETING OF MAY 18, 2022
Recommendation:Staff recommends City Council receive and file the action minutes of the Civil Service
Board meeting of May 18, 2022.
d)REPORT
22-0412
LOS ANGELES COUNTY FIRE AND AMBULANCE MONTHLY
REPORT FOR MAY 2022
(Emergency Management Coordinator Brandy Villanueva)
Recommendation:Staff recommends City Council receive and file the May 2022 Fire and Ambulance
monthly report.
e)REPORT
22-0407
ACTION MINUTES OF THE PARKS, RECREATION AND
COMMUNITY RESOURCES ADVISORY COMMISSION
MEETING OF MAY 3, 2022 AND JUNE 16, 2022
Recommendation:Staff recommends City Council receive and file the action minutes of the Parks,
Recreation and Community Resources Advisory Commission meeting of May 3, 2022
and June 16, 2022.
f)REPORT
22-0393
ACTION MINUTES OF THE PLANNING COMMISSION
SPECIAL MEETING OF JUNE 7, 2022 AND
REGULAR MEETING OF JUNE 21, 2022
(Community Development Director Jeannie Naughton)
Recommendation:Staff recommends City Council receive and file the action minutes of the Planning
Commission special meeting of June 7, 2022 and regular meeting of June 21, 2022.
g)REPORT
22-0392
PLANNING COMMISSION TENTATIVE FUTURE AGENDA ITEMS
(Community Development Director Jeannie Naughton)
Recommendation:Staff recommends City Council receive and file the July 19, 2022 Planning Commission
tentative future agenda items.
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July 12, 2022City Council Regular Meeting Agenda
h)REPORT
22-0410
FINDINGS TO HOLD REMOTE TELECONFERENCE/MEETINGS,
PURSUANT TO ASSEMBLY BILL 361
(City Clerk Myra Maravilla)
Recommendation:Staff recommends City Council authorize remote teleconference/virtual meetings of all
City of Hermosa Beach legislative bodies in accordance with Assembly Bill 361 ("AB
361"), by finding that: (1) a statewide state of emergency is currently in place; (2) state
and local officials have imposed or recommended measures to promote social distancing
in connection with COVID-19; and meeting in person would present imminent risks to the
health or safety of attendees.
XII. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE
DISCUSSION
XIII. PUBLIC HEARINGS
a)REPORT
22-0400
PUBLIC HEARING ON THE ANNUAL LEVY FOR
THE SEWER CHARGE AND ENGINEER’S REPORT
(Public Works Director Joe SanClemente)
Recommendation:Staff recommends City Council:
1. Conduct a public hearing in connection with the annual levy for the sewer charge;
2. If there is no majority protest, make a finding that there is no majority protest by parcel
owners within the City of Hermosa Beach;
3. Adopt a resolution, including an Engineer's Report, approving the new rates and
placing the sewer service charge on the annual County of Los Angeles Tax Roll
(Attachment 1); and
4. Introduce on first reading an Ordinance of the City Council of the City of Hermosa
Beach amending sections 13.12.010 of the Hermosa Beach Municipal Code (HBMC)
relating to annual sewer service charge and reflecting the rate (Attachment 2).
b)REPORT
22-0409
PUBLIC HEARING TO REVIEW DELINQUENT SOLID WASTE
COLLECTION (REFUSE) CHARGES FOR CONSIDERATION OF
PLACING SAID CHARGES ON THE PROPERTY TAX ROLLS AS
A SPECIAL ASSESSMENT AFFECTING ONLY THOSE PROPERTIES
WITH REFUSE BILLS DELINQUENT AS OF MARCH 31, 2022
(Environmental Programs Manager Douglas Krauss)
Recommendation:Staff recommends City Council:
1.Receive testimony from affected property owners regarding delinquent refuse bills;
and
2.Adopt the attached Resolution authorizing and requesting the County Assessor to
place delinquent refuse charges for Athens Services, which remain 10 days following the
hearing, as a special assessment for collection as part of the County tax collection
process.
XIV. MUNICIPAL MATTERS
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July 12, 2022City Council Regular Meeting Agenda
a)REPORT
22-0421
ADOPTION OF ECONOMIC DEVELOPMENT STRATEGY
(Continued from June 14, 2022)
(Community Development Director Jeannie Naughton)
Recommendation:Staff recommends City Council:
1. Receive a staff presentation and public comments;
2. Approve a resolution (Attachment 1) adopting an Economic Development Strategy; and
3. Direct staff to begin work on identified first year implementation priorities.
b)REPORT
22-0401
AWARD OF CONTRACT FOR PROJECT MANAGEMENT SERVICES
FOR DEVELOPMENT OF A PARKS MASTER PLAN TO CATALYST
CONSULTING
(Community Resources Manager Lisa Nichols)
Recommendation:Staff recommends City Council:
1. Award a contract for project management services for development of a Parks Master
Plan to Catalyst Consulting in the amount of $105,000 over two years;
2. Authorize the Community Resources Manager to establish a $21,000 project
contingency;
3. Authorize the City Manager to approve contract amendments up to the amount of the
approved project contingency; and
4. Authorize the Mayor to execute and the City Clerk to attest the proposed contract
(Attachment 4) subject to approval by the City Attorney.
c)REPORT
22-0405
VACANCIES-CIVIL SERVICE BOARD TERM
EXPIRATION-SCHEDULE APPLICANT INTERVIEWS
(City Clerk Myra Maravilla)
Recommendation:Staff recommends City Council schedule interviews with Civil Service Board applicants on
Tuesday, August 9, 2022 at 4:15 p.m. to fill one vacancy for a four-year term ending July
15, 2026.
XV. FUTURE AGENDA ITEMS
a)22-0418 TENTATIVE FUTURE AGENDA ITEMS
.XVI. ADJOURNMENT
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July 12, 2022City Council Regular Meeting Agenda
FUTURE MEETINGS AND CITY HOLIDAYS
CITY COUNCIL MEETINGS:
July 26, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
August 4, 2022 -Thursday - Adjourned Regular Meeting:
5:00 PM - Study Session
August 9, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
August 23, 2022 - Tuesday - No Meeting (Dark for Summer Break)
September 1, 2022 -Thursday - Adjourned Regular Meeting:
5:00 PM - Study Session
September 13, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
September 27, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
October 11, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
October 22, 2022 -Saturday - Adjourned Regular Meeting:
8:00 AM - City Council Retreat
October 25, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
November 3, 2022 -Thursday - Adjourned Regular Meeting:
5:00 PM - Closed Session, 6:00 PM - Regular Meeting
November 8, 2022 - No meeting due to lack of quorum (General Election)
November 22, 2022 - No meeting due to lack of quorum (Thanksgiving week)
November 29, 2022 -Tuesday - Adjourned Regular Meeting:
5:00 PM - Closed Session, 6:00 PM - Regular Meeting (Installation of new officers)
December 1, 2022 -Thursday - Adjourned Regular Meeting:
6:00 PM - Mayor Transition Ceremony & Reception
December 13, 2022 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
December 27, 2022 - Tuesday - No Meeting (Dark for WInter Break)
BOARDS, COMMISSIONS AND COMMITTEE MEETINGS:
July 19, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
July 20, 2022 - Wednesday - 6:00 PM - Public Works Commission Meeting
August 2, 2022 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
August 16, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
September 6, 2022 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
September 20, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
September 21, 2022 - Wednesday - 6:00 PM - Public Works Commission Meeting
October 6, 2022 - Thursday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
October 18, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
November 1, 2022 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
November 15, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
November 16 - Wednesday - 6:00 PM - Public Works Commission Meeting
December 6, 2022 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
December 20, 2022 - Tuesday - 6:00 PM - Planning Commission Meeting
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July 12, 2022City Council Regular Meeting Agenda
CITY OFFICES CLOSED FRIDAY-SUNDAY AND ON THE FOLLOWING DAYS:
September 5, 2022 - Monday - Labor Day
November 24, 2022 - Thursday - Thanksgiving Day
December 26, 2022 - Monday - Christmas Day (observed)
January 2, 2023 - Monday - New Year's Day (observed)
Page 10 City of Hermosa Beach Printed on 5/25/2023
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0419
Honorable Mayor and Members of the Hermosa Beach City Council
Special Closed Session of July 12, 2022
MINUTES:Approval of minutes of Special Closed Session held on June 22, 2022.
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0420
Honorable Mayor and Members of the Hermosa Beach City Council
Closed Session of July 12, 2022
CONFERENCE WITH LEGAL COUNSEL: Workers Comp Litigation
Existing Litigation - Government Code Section 54956.9(d)(1)
The City finds, based on advice from legal counsel, that discussion in open session will prejudice the position
of the City in the litigation.
i) Name of Case: Robert Higgins v. City of Hermosa Beach
WCAB Number: ADJ12418006
ii) Name of Case: Everett Faulk v. City of Hermosa Beach
WCAB Number: ADJ13191197
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0415
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
RECOGNIZING NATIONAL PARKS
AND RECREATION MONTH
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0413
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
POLICE CHIEF UPDATE
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
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From:rz90802@yahoo.com
To:City Clerk; City Council
Subject:Fw: Please Include My Ecomment For Following Agenda Item: VIII a) 22-0413 POLICE CHIEF UPDATE (July 12,
2022 CCM)
Date:Monday, July 11, 2022 6:06:08 PM
Good Evening: Can someone please acknowledge having received this ecomment for
tomorrow evening's City Council Agenda?
Thank you
Sincerely
Anne Zaworski
----- Forwarded Message -----
From: "rz90802@yahoo.com" <rz90802@yahoo.com>
To: City Clerk <cityclerk@hermosabeach.gov>; City Council <citycouncil@hermosabeach.gov>
Sent: Saturday, July 9, 2022 at 06:44:25 PM EDT
Subject: Please Include My Ecomment For Following Agenda Item: VIII a) 22-0413 POLICE CHIEF
UPDATE (July 12, 2022 CCM)
Dear Mayor and City Councilmembers:
I and many homeowners who live on Ardmore and Valley in the vicinity of
Valley Park would be very interested to know:
a)Why bonfires are now allowed in Valley Park 24/7 and
b)Why our PD and/or Fire Department are unable to enforce any city ordinances
regarding who, when or where these large unsupervised fires are set and
c)Does PD have any kind of schedule when it comes to patroling all our parks?
The most recent bonfire on the night of July 6 was still burning brightly at 3am
and PD said there was "nothing they could do":( Same thing happened 2 weeks
earlier at 2am on June 21st. I might add these "early morning bonfires" have only
started taking place in the last 3-4 years........................
Unfortunately I had to email this comment to you because there was no provision
on Agenda to add an EComment myself for this Agenda Item. Thank you!
Sincerely
Anne Zaworski
20 Year HB Resident
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CITY MANAGER’S REPORT
July 12, 2022 City Council Meeting
City Council Election Filing Opening July 18
The next general municipal election will be held on Tuesday, November 8, and voters will
have the opportunity to elect three Hermosa Beach City Councilmembers. I’d like to ask our
City Clerk Myra Maravilla to provide more information for people interested in seeking
election: Myra
Thank you Myra
Hermosa is Hiring Update
The City continues to recruit and hire great new team members. Please join us in welcoming
Ivan Torres, Kim Rocha, and Ben Kelly who have all recently joined us as Community
Services Officers in the Police Department. We also want to give special congratulations to
Kalyn Kaemerle, who was recently promoted from a part-time Recreation Specialist position
to a full-time Office Assistant position in the Community Resources Department.
Our current recruitments include an opening for an Associate Engineer to join our Public
Works Department. This person will join the team tasked with delivering our many Capital
Improvement Projects. If you know of a civil engineer with at least five years of professional
experience who may be interested, please ask them to visit the City’s website for additional
information.
Restroom Project Update
Construction of the long-anticipated City Park Restroom and Renovation Project, which is
identified as CIP 669, continues to progress. But we are now three weeks past the contract
completion date of June 21, 2022. At present, City staff anticipates that construction of the
project will continue through the end of August.
We share the frustration felt by our residents that this project was not delivered on time. We
had all fully expected the project to be completed on time and for the restrooms to be open
for the busy summer season.
The contractor began receiving liquidated damages in the amount of $1,000 per day on June
21 and is fully aware that it has missed the June 21 completion date per the contract.
City staff and the City’s outside project manager have monitored the p roject closely since its
inception and have been advised by the City Attorney on several contractor performance
issues since the fall of 2021.
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The City has clearly expressed concerns regarding the pace of the project to the contractor.
But there are legal limits as to our ability to dictate how the job is performed while it is under
the contractor’s control.
Staff remains focused on the successful completion of this important project and will
continue to provide updates to City Council as new information becomes available.
Housing Initiative Court Announcement
We are pleased to announce that the Housing Initiative Court, created by the Redondo
Beach City Attorney’s Office in September of 2020, was recently expanded to include the
City of Hermosa Beach.
Seeking to address homelessness in the South Bay, in fall of 2021, the South Bay Cities
Council of Governments awarded Measure H Innovation Funds to the Cities of Redondo
Beach and Hermosa Beach to extend the program to individuals who only have Hermosa
Beach cases.
The purpose of the Housing Initiative Court program is to provide misdemeanor defendants
experiencing homelessness with a scheduled and dedicated court date each month where
they may be connected to a variety of services. The goal is to permanently place participants
into housing and provide them with services that facilitate stabilization such as mental health
services, alcohol and substance abuse treatment, and access to job training.
While the Housing Initiative Court was initially conducted o utdoors because of the COVID-
19 pandemic, the outdoor location has proven to be a key factor in the program’s success.
The informal setting has resulted in an average 80 to 100 percent court attendance rate,
which is much higher than when cases are scheduled in a traditional court setting.
As a partner in the Housing Initiative Court program, the City of Hermosa Beach will host
the court four times per year. In 2022, the dates are scheduled for July 20th, August 24th,
September 21st, and October 19th. The outdoor court will be set up on the basketball courts
located at 1035 Valley Drive and will require temporary closure of some of the recreation
facilities. Signage and notifications will be issued and posted this week.
Since Redondo Beach began hosting the Housing Initiative Court in 2020, 138 individuals
have participated and 33 have graduated from the program. Its leaders say they have seen
significant success in ensuring people experiencing homelessness receive the services they
need to be able to move into housing when it becomes available. This year alone, 18 people
have been placed in interim housing.
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The Redondo Beach court location is next to a residential area and near Redondo Union
High School, and the Redondo Beach team tells us that they have not had any issues or
complaints from the neighbors.
As you may know, other cities have tried to become part of this innovative and successful
program. Fortunately, we were able to move forward with the partnership due to our existing
contract for prosecutorial services from the City of Redondo Beach.
We appreciate the community’s patience with the temporary closures so that we may offer
these beneficial services and assist our unhoused residents on their path to permanent
housing.
Summering Safely in Hermosa campaign
Through Labor Day, we will be posting tips on how to summer safety in Hermosa Beach on
social media. The topics for the next two weeks focus on how to prevent property theft while
on vacation and bicycle safety. You can find a roundup of all our summer safety tips on the
City’s website.
Police Chief Update
With that, I’d like to turn it over to Chief LeBaron to provide his update.
If Skechers Project comes up:
We are working with Skechers to obtain a project update and have invited them to come
before the City Council at a future meeting to give us an update on its construction project.
18
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0422
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
WRITTEN COMMUNICATION
Recommended Action:
Staff recommends City Council receive and file the written communication.
Attachments:
1.Written Communication from Matt McCool
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
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Matt McCool
mccool.matt@gmail.com
(310) 486-9696
July 5, 2022
VIA ELECTRONIC MAIL
City Council
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254-3885
RE: June 28th City Council Meeting Cancelled Due to Lack of Business
Dear Mayor Detoy and Honorable City Council:
From January to May 2022 the City Council meeting agendas stated the June 28, 2022 meeting
was cancelled due to a lack of a quorum. However, during June the schedule changed multiple
times, and eventually the June 28, 2022 meeting was cancelled due to a lack of business.
Already there is a strong perception of continuous impropriety by the City Council. This latest
move to change the reason for canceling the meeting further exacerbates that perception.
Cancelling the last City Council meeting in June is a pattern and practice going back to 2016 to
allegedly accommodate Councilwoman Armato's family vacation plans.
The June 2020 and 2021 meetings only happened because of COVID, and there were no family
vacation plans, but...
• Tuesday, June 25, 2019 - CANCELLED
• Tuesday, June 26, 2018 - CANCELLED
• Tuesday, June 27, 2017 - CANCELLED
• Tuesday, June 28, 2016 - CANCELLED
In 2019, I addressed this issue on Facebook:
https://www.facebook.com/groups/AdvocatesforHermosaBeach/posts/2106499382812543/
In 2018, I addressed this issue in written correspondence to the City Council. (Exhibit A.)
In the era of hybrid meetings, who would believe 3 of 5 councilmembers would not have access
to a Zoom meeting for a few hours?
So, the lie was changed with another lie?
Very respectfully,
Matt McCool
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Exhibit A
21
1
Matt McCool
From:Matt McCool <mccool.matt@gmail.com>
Sent:Tuesday, July 17, 2018 12:00 PM
To:cityclerk@hermosabch.org
Subject:June City Council Meetings Cancelled
Attachments:City Council Meetings Cancelled.pdf
City Clerk:
Please include the follow as written correspondence for the next City Council meeting.
Very Respectfully,
Matt McCool
___________________________________________________________________________________
Honorable Mayor and Council:
For the third year in a row the last City Council Meeting of June has been cancelled due to lack of a quorum.
Please see attachment.
They have a saying in Chicago: "Once is happenstance. Twice is coincidence. The third time it's enemy action."
I am respectfully requesting an explanation and/or justification for something that exceeds a coincidence.
Very Respectfully,
Matt McCool
22
PUBLIC NOTICE OF MEETING CANCELLATION:
Regular City Council Meeting of June 28, 2016
NOTICE IS HEREBY GIVEN that due to lack of a quorum, the Regular City Council Meeting
of June 28, 2016 has been cancelled.
City Council will convene at their next regular meeting of July 12, 2016. Closed Session will
begin at 6:00pm in the Council Chambers and will recess to the Second Floor Conference Room
after Public Comment. The Regular City Council meeting will begin at 7:00pm in the Council
Chambers.
The following Public Hearing originally noticed for June 28, 2016 is continued to the meeting
of July 12, 2016. Said Public Hearing shall be held at 7:30 P.M., or as soon thereafter as the
matter may be heard at the City Council Chambers, Hermosa Beach City Hall, 1315 Valley
Drive, Hermosa Beach, California 90254.
1. Review delinquent solid waste collection (refuse) bills for the purpose of ordering said
delinquent charges be placed on the property tax bill as a special assessment. The
assessment would affect only those properties with solid waste collection bills delinquent
as of March 31, 2016. (City Manager's Office, Tel: 310-318-0216)
ANY AND ALL PERSONS interested are invited to participate and speak at the hearing at the
above time and place. For inclusion in the agenda packet to be distributed, written comments of
interested parties should be submitted to the department listed with the it em, in care of City Hall
at the above address one week prior to the meeting date, at 12:00 noon. All written testimony by
any interested party will be accepted prior to or at the scheduled time on the agenda for the
matter.
IF YOU CHALLENGE the above matter(s) in court, you may be limited to raising only
those issues you or someone else raised at the public hearing described in this notice, or in
written correspondence delivered to the above-listed departments at, or prior to, the public
hearing.
FOR FURTHER INFORMATION, please contact the departments listed above. A copy of
the staff report(s) in the City Council packet will be available for public review at the end of the
business day on Thursday, July 7, 2016, at the Hermosa Beach Police Department.
Elaine Doerfling
City Clerk
23
NOTICE OF ADJOURNMENT & NOTICE OF
REGULAR MEETING CANCELLATION
The Adjourned Regular City Council meeting of Thursday,
June 15, 2017 adjourned to the Adjourned Regular meeting of
Tuesday, July 11, 2017* (5 p.m. applicant interviews for the
Parks, Recreation & Community Resources Advisory
Commission to be followed by Closed Session at 6 p.m. and
the Regular meeting at 7 p.m.) in the Council Chambers.
*Please note: the Regular meeting of Tuesday, June 27, 2017 has
been cancelled due to a lack of a quorum.
Elaine Doerfling
City Clerk
24
PUBLIC NOTICE OF MEETING CANCELLATION:
Regular City Council Meeting of June 26, 2018
NOTICE IS HEREBY GIVEN that due to lack of a quorum, the
Regular City Council Meeting of June 26, 2018 has been cancelled.
City Council will convene at their next regular meeting of July 10,
2018. Closed Session will begin at 6:00pm in the Council Chambers and
will recess to the Second Floor Conference Room after Public Comment.
The Regular City Council meeting will begin at 7:00pm in the Council
Chambers.
25
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0417
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
powered by Legistar™26
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0411
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
Recommended Action:
Staff recommends City Council approve the minutes of the City Council Meeting of Thursday,June 2,
2022 and Tuesday, June 14, 2022.
Attachments:
1.June 2, 2022 Budget Workshop
2.June 14, 2022 Regular City Council meeting
Respectfully Submitted by: Myra Maravilla, City Clerk
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 5/25/2023Page 1 of 1
powered by Legistar™27
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
City of Hermosa Beach
Meeting Minutes
City Council
Mayor
Michael Detoy
Mayor Pro Tem
Raymond Jackson
Councilmembers
Stacey Armato
Mary Campbell
Justin Massey
5:00 PMThursday, June 2, 2022
Fiscal Year 2022-23 Budget Workshop
Hybrid virtual/in-person meetings are held pursuant to AB361
I. CALL TO ORDER
The meeting was called by Mayor Detoy at 5:10 p.m.
II. PLEDGE OF ALLEGIANCE
The pledge of allegiance was led by Councilmember Armato.
III. ROLL CALL
Councilmember Armato was virtually present for the record.
City Clerk Maravilla announced a quorum.
Mayor Detoy, Mayor Pro Tempore Jackson, Councilmember Armato,
Councilmember Campbell, and Councilmember Massey
Present:5 -
Absent:0
IV. ANNOUNCEMENTS - UPCOMING CITY EVENTS
Councilmember Massey announced Election Day is on Tuesday, June 7,
2022.
Mayor Detoy announced the election and made other announcements.
V. PUBLIC PARTICIPATION
There were no Public Comments at this time.
VI. OPENING REMARKS - City Manager Suja Lowenthal
Page 1City of Hermosa Beach Printed on 6/30/2022
28
June 2, 2022City Council Meeting Minutes
City Manager Suja Lowenthal provided opening remarks.
Councilmember Armato was physically present for the record.
Mayor Detoy, Mayor Pro Tempore Jackson, Councilmember Armato,
Councilmember Campbell, and Councilmember Massey
Present:5 -
Absent:0
VII. OVERVIEW OF 2022-23 BUDGET (Finance Director Viki Copeland)
BUDGET
LINKS
·Revenue
·Appropriations
·Budget Balancing Actions
·How the Budget is Balanced
·Highlights
·Capital Improvement Plan
Finance Director Viki Copeland provided an overview of the budget
presentation.
VIII. COUNCILMEMBER QUESTIONS
Councilmember Campbell provided comments about staffing needs and
asked questions related to workspaces for new employees. The
Councilmember made comments and asked questions about the following
topics: CIP projects; American Rescue Plan funds; Cable 3; and low
impact beautification of City Hall and other public spaces.
City Manager Suja Lowenthal provided an overview of the steps taken to
recruit and retain staff after hiring.
Mayor Pro Tem Jackson provided comments and questions about the
beautification of the City.
Public Works Director Joe SanClemente provide additional information
relating to the comments and questions by Councilmember Campbell and
Mayor Pro Tem Jackson.
Mayor Pro Tem Jackson requested additional information about various
recruitments, including the reclassification of various positions. Additional
questions were asked about an internal audits and additional studies
related to closing vehicle access to the pier and the Strand. Comments
were also made about the citywide Parks Master Plan.
Chief LeBaron, Public Works Director SanClemente, and the City Manager
Lowenthal provided information related to the comments provided by
Page 2City of Hermosa Beach Printed on 6/30/2022
29
June 2, 2022City Council Meeting Minutes
Mayor Pro Tem.
IX. PUBLIC PARTICIPATION
The following people provided public comment:
Laura Pena
Commissioner David Grethen
X. COUNCILMEMBER DISCUSSION
Councilmember Campbell shared ideas about adopting a pole campaign,
the citywide garage sale, street beautification team, and other comments.
Councilmember Massey addressed eComments related to City Attorney
fees and the staffing budgets of various beach cities.
Mayor Pro Tem Jackson asked questions about the supplemental
departmental requests specific to Police vehicles.
Mayor Detoy provided closing comments.
XI. ADJOURNMENT
Mayor Detoy adjourned the meeting at 8:32 p.m.
Page 3City of Hermosa Beach Printed on 6/30/2022
30
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
City of Hermosa Beach
Meeting Minutes
City Council
Mayor
Michael Detoy
Mayor Pro Tem
Raymond Jackson
Councilmembers
Stacey Armato
Mary Campbell
Justin Massey
5:00 PMTuesday, June 14, 2022
Hybrid virtual/in-person meetings are held pursuant to AB361
5:00 P.M. - CLOSED SESSION
CALL TO ORDER IN COUNCIL CHAMBERS
Mayor Detoy called to order the Hybrid Closed Session meeting at 5:01
p.m.
ROLL CALL
City Clerk Maravilla announced a quorum.
Mayor Detoy, Mayor Pro Tempore Jackson, Councilmember Armato, and
Councilmember Campbell
Present:4 -
Councilmember MasseyExcused:1 -
Absent:0
PUBLIC COMMENT ON THE CLOSED SESSION AGENDA
There were no Public Comments.
RECESS TO CLOSED SESSION IN SECOND FLOOR CONFERENCE ROOM
Mayor Detoy recessed to Closed Session at 5:02 p.m.
Councilmember Massey joined the meeting after the City Council recessed
into Closed Session and participated in the Closed Session.
22-0383a)MINUTES: Approval of minutes of Closed Session held on May 10, 2022.
22-0382b)CONFERENCE WITH LABOR NEGOTIATOR
Page 1City of Hermosa Beach Printed on 6/30/2022
31
June 14, 2022City Council Meeting Minutes
Government Code Section 54957.6
City Negotiator:Labor Attorney Daphne M. Anneet and City Manager
Employee
Organizations:Hermosa Beach Police Officers’ Association
Police Management Bargaining Group
Teamsters Union, Local 911
Professional and Administrative Employee Group
Management Employee Group
Unrepresented Employee Group
6:00 P.M. - REGULAR AGENDA
I. CALL TO ORDER
Mayor Detoy called to order the Hybrid Open Session meeting at 6:34 p.m.
II. PLEDGE OF ALLEGIANCE
The pledge of allegiance was led by Tom Bakaly.
III. ROLL CALL
City Clerk Maravilla announced a quorum.
Mayor Detoy, Mayor Pro Tempore Jackson, Councilmember Armato,
Councilmember Campbell, and Councilmember Massey
Present:5 -
Absent:0
IV. CLOSED SESSION REPORT
City Attorney Jenkins provided a Closed Session report. No reportable
action was taken.
City Clerk Maravilla confirmed Councilmember Massey's attendance
during Closed Session.
V. ANNOUNCEMENTS - UPCOMING CITY EVENTS
Mayor Detoy provided announcements regarding Fiesta Hermosa, the
butterfly installation at the Greenbelt, and the passing of Geoff Hirsch's.
Tom Bakaly and Andrea Giancoli provided comments on the passing of
Mr. Hirsch.
VI. APPROVAL OF AGENDA
Page 2City of Hermosa Beach Printed on 6/30/2022
32
June 14, 2022City Council Meeting Minutes
A motion was made by Councilmember Armato, seconded by Mayor Pro
Tempore Jackson to approve the Agenda. The motion carried by the following
vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
VII. PROCLAMATIONS / PRESENTATIONS
22-0364a)RECOGNIZING LOCAL ARTIST KATY JENSSEN
FOR HER MOSAIC SURFBOARDS
Katy Jenssen provided public comment.
Mayor Detoy presented a proclamation to artist Katy Jenssen.
22-0361b)RECOGNIZING OFFICERS NAKAMOTO AND DEANDRADE
FOR THEIR LIFE SAVING EFFORTS
Chief LeBaron recognized Officers Nakamoto and DeAndrade for their
lifesaving efforts.
22-0381c)RECOGNIZING 2022 HERMOSA BEACH
CERTIFIED GREEN BUSINESSES
Environmental Programs Manager Doug Krauss and the Consultant Lisa
Ryder introduced the Certified Green Businesses Program. Mayor Detoy
and the City Council presented awards to the following businesses:
South Bay Structural Integration
Hermosa Beach Chamber of Commerce
Practical Magic Apothecary
Jennifer Cervelli Jewelry
Sol Baby
The Londoner Salon
Mobi Scooters
Vibrancy Wellness
Details Tile and Stone Studio
Well + Good Health Studio
VIII. CITY MANAGER REPORT
City Manager Suja Lowenthal provided a report. Please see the
Supplemental Attachment in the agenda.
Page 3City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
REPORT
22-0365
a)POLICE CHIEF UPDATE
Chief LeBaron provided an update.
IX. PUBLIC PARTICIPATION
Jessica Accamando provided public comment.
Trent Larson provided public comment.
Greg Reed provided public comment.
Leslie Scott from the City of Redondo Beach provided public comment
about Consent Calendar Item k - Beach Cities Transit.
Richard Gotthoffer provided public comment.
Kent Allen provided public comment.
Craig Cadwallader provided public comment.
Matt McCool provided public comment.
Anthony Higgins provided public comment.
Char Hardin provided public comment.
a)REPORT
22-0386
WRITTEN COMMUNICATION
A motion was made by Councilmember Armato, seconded by Councilmember
Massey, to receive and file the written communication. The motion carried by the
following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
X. CITY COUNCILMEMBER COMMENTS
REPORT
22-0366
a)UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
Mayor Pro Tem spoke about the birthday of the Army and the
acknowledgment of Flag Day.
Page 4City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
Councilmember Campbell spoke about Fiesta Hermosa to debrief about
the survey being circulated.
Councilmember Massey made comments about the school district and
about the mobility devices on the beach.
XI. CONSENT CALENDAR
Councilmember Massey pulled the Consent Calendar items j and k for
separate discussion.
Approval of the Consent Calendar
A motion was made by Councilmember Armato, seconded by Mayor Pro
Tempore Jackson, to approve the Consent Agenda. The motion carried by the
following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
a)REPORT
22-0367
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
A motion was made to approve recommendation on the Consent Calendar.
b)REPORT
22-0349
CHECK REGISTERS
(Finance Director Viki Copeland)
A motion was made to approve recommendation on the Consent Calendar.
c)REPORT
22-0377 ADOPTION OF THE 2022-23 APPROPRIATIONS LIMIT
(Finance Director Viki Copeland)
A motion was made to approve recommendation on the Consent Calendar.
d)REPORT
22-0362
2020-21 ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR)
(Including Report from Independent Auditor)
(Finance Director Viki Copeland)
A motion was made to approve recommendation on the Consent Calendar.
e)REPORT
22-0343
LOS ANGELES COUNTY FIRE AND AMBULANCE MONTHLY
REPORT FOR APRIL 2022
(Emergency Management Coordinator Brandy Villanueva)
A motion was made to approve recommendation on the Consent Calendar.
Page 5City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
f)REPORT
22-0369
FINDINGS TO HOLD REMOTE TELECONFERENCE/MEETINGS,
PURSUANT TO ASSEMBLY BILL 361
(City Clerk Myra Maravilla)
A motion was made to approve recommendation on the Consent Calendar.
g)REPORT
22-0352
APPROVAL OF AGREEMENT BETWEEN THE CITY OF HERMOSA
BEACH AND THE ROTARY CLUB OF HERMOSA BEACH FOR USE
OF THE CORNER OF 11TH STREET AND VALLEY DRIVE FOR THE
FRIDAY FARMERS MARKET
(Community Resources Manager Lisa Nichols)
A motion was made to approve recommendation on the Consent Calendar.
h)REPORT
22-0356
APPROVE OCCUPANCY LICENSE FOR COMMUNITY GARDEN
(Environmental Programs Manager Doug Krauss)
A motion was made to approve recommendation on the Consent Calendar.
i)REPORT
22-0376
APPROVAL OF ROAD REPAIR AND ACCOUNTABILITY
ACT OF 2017 (SENATE BILL 1) PROJECT LIST FOR THE
CITY OF HERMOSA BEACH FOR FISCAL YEAR 2022-23
(Public Works Director Joe SanClemente)
A motion was made to approve recommendation on the Consent Calendar.
XII. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE DISCUSSION
j)REPORT
22-0355
ADOPT A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF HERMOSA BEACH, CALIFORNIA, DECLARING A
DROUGHT CRITICAL CONDITION AND IMPLEMENTING
DROUGHT RESPONSE LEVEL 2 CONSERVATION
MEASURES PURSUANT TO HERMOSA BEACH MUNICIPAL
CODE SECTION 8.56.090
(Environmental Programs Manager Doug Krauss)
Councilmember Massey provided comments.
Environmental Programs Manager Doug Krauss provided a staff report.
City Council had questions regarding the irrigation schedule, community
outreach, and pool drainage.
Trent Larson provided public comment.
Richard Gotthoffer provided public comment.
Page 6City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
Councilmember Massey additional provided comments.
A motion was made by Councilmember Massey, seconded by Councilmember
Armato to adopt the resolution declaring a Drought Critical Condition and
implementing specified Level 2 conservation measures, pursuant to Hermosa
Beach Municipal Code Chapter 8.56.090. The motion carried by the following
vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
k)REPORT
22-0359
PARTICIPATION IN BEACH CITIES TRANSIT (BCT) LINE 109
AGREEMENT, WITH NO REQUIRED FINANCIAL CONTRIBUTION
FROM THE CITY FOR FISCAL YEAR 2022-2023, WITH THE CITIES
OF EL SEGUNDO, MANHATTAN BEACH AND REDONDO BEACH,
FUNDED FROM PROPOSITION A FUNDS
(Interim Community Development Director Angela Crespi)
Deputy City Manager Angela Crespi presented the staff report.
Leslie Scott from Beach Cities Transit provided additional information.
City Council made comments regarding the route study, focus groups, and
community outreach.
Trent Larson provided public comment.
Jessica Accamando provided public comment.
Matt McCool provided public comment.
A motion was made by Councilmember Massey, seconded by Councilmember
Armato to approve participation for one year along with the other beach cities,
with no required financial contribution from the City for Fiscal Year 2022-2023;
and direct the Mayor to sign the Agreement on behalf of the City. The motion
carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
XIII. PUBLIC HEARINGS - TO COMMENCE AT 6:30 P.M.
a)REPORT
22-0371
ADOPTION OF FISCAL YEAR 2022-23 BUDGET
(Finance Director Viki Copeland)
Mayor Detoy opened the Public Hearing.
City Manager Lowenthal presented the staff report.
Page 7City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
Mayor Detoy opened Public Comment.
Trent Larson provided public comment.
Mayor Detoy closed Public Comment.
Finance Director Viki Copeland presented additional information
regarding the budget workshop.
Mayor Detoy opened Public Comment.
Laura Pena provided public comment.
Matt McCool provided public comment.
Mayor Detoy closed Public Comments.
The City Council provided deliberation on the preliminary budget.
City Council made comments regarding personnel, Senior Management
Analyst position, midyear budget review, audit review, Public Works yard
project, face-lifting facilities, Parks and Recreation plan and user groups,
other park items, costs, execution of projects, Parks Master Plan,
pedestrian safety, new personnel, and the Coastal Commission.
City Manager Lowenthal provided additional information to City Council.
Mayor Detoy closed the Public Hearing.
City Manager Lowenthal and Public Works Director Joe SanClemente
provided additional information to Council's comments.
A motion was made by Councilmember Armato, seconded by Councilmember
Massey, to receive public testimony regarding the Fiscal Year 2022-23 Budget, (2)
Approve contracts for services contained in the table herein; (3) Approve the
revisions to the Preliminary Budget as shown on pages 5-6; and (4) Adopt a
Resolution approving the 2022-23 Budget as presented in Exhibit A. The motion
carried by the following vote:
Aye:Mayor Detoy, Armato, Campbell, and Massey4 -
No:Jackson1 -
Absent:0
A motion was made by Councilmember Armato, seconded by Councilmember
Massey extend the City Council meeting to midnight 12:00 AM. The motion
carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Page 8City of Hermosa Beach Printed on 6/30/2022
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June 14, 2022City Council Meeting Minutes
Absent:0
b)REPORT
22-0350
PUBLIC HEARING-HERMOSA BEACH LANDSCAPING
AND STREET LIGHTING DISTRICT FISCAL YEAR 2022-2023
(Public Works Director Joe SanClemente)
Mayor Detoy opened the Public Hearing.
Public Works Director SanClemente provided a staff report.
Mayor Detoy opened Public Comment.
Richard Gotthoffer provided public comment.
Mayor Detoy closed Public Comment.
Mayor Detoy closed the Public Hearing.
A motion was made by Councilmember Armato, seconded by Councilmember
Campbell to adopt a Resolution confirming the diagram and assessment found in
the Engineer's Report for Hermosa Beach Landscaping and Street Lighting
District 2022-2023 and levying an assessment for the Fiscal Year beginning July 1,
2022 and ending June 30, 2023. The motion carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
XIV. MUNICIPAL MATTERS
a)REPORT
22-0374
INFORMATION REGARDING THE CITY’S
HISTORIC RESOURCES PRESERVATION PROGRAM
(Interim Community Development Director Angela Crespi)
Deputy City Manager Angela Crespi provided a staff report.
The City Council made comments regarding various potential landmark
properties and the Mills Act.
City Attorney Jenkins responded to Council's concerns.
Scott Davey provided public comment.
Geoff Yarema provided public comment.
Marsha Maeka provided public comment.
Richard Gotthoffer provided public comment.
Page 9City of Hermosa Beach Printed on 6/30/2022
39
June 14, 2022City Council Meeting Minutes
City Council made comments regarding various potential landmark
properties, financial incentives, Planning Commission, setting aside money
for other applicants, and waiving fees.
Deputy City Manager Angela Crespi provided additional information.
City Attorney Jenkins gave options for City Council's fee wavier policy.
A motion was made by Councilmember Massey, seconded by Councilmember
Armato to direct the Planning commission to consider a revision to the Historic
Preservation Ordinance to incorporate the Mills Act or other financial incentives
for voluntary designation of property as historically significant. The motion
carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
A motion was made by Councilmember Armato, seconded by Mayor Detoy to
direct staff to return in August with a Fee Waiver Policy related to Historic
Preservation Program along with the Mayor Detoy's friendly amendment to
include only residential properties.The motion carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
b)REPORT
22-0373
APPROVAL OF ADDITIONAL REFINEMENTS TO
TEMPORARY OUTDOOR PERMIT PROGRAMS
RELATED TO MAXIMUM ON-STREET DECK AREAS
AND DISCUSSION OF CHANGES TO PIER PLAZA
ENCROACHMENTS
(Environmental Programs Manager Doug Krauss)
Environmental Programs Manager Doug Krauss provided a staff report.
City Council made comments regarding permitted business spaces,
utilized space, parking spaces and business awareness on this item.
Jessica Accamando provided public comment.
Doug Howarth provided public comment.
Matt McCool provided public comment.
Raymond Dussault provided public comment.
City Council made comments regarding encroachments, fees, parking
spaces, beautification of dinning decks, seasonal dining decks, downtown
Page 10City of Hermosa Beach Printed on 6/30/2022
40
June 14, 2022City Council Meeting Minutes
expansion, and being fair and equitable regarding businesses.
A motion was made by Councilmember Massey, seconded by Mayor Pro
Tempore Jackson to extend the City Council meeting to 12:30 AM. The motion
carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
A motion was made by Councilmember Armato, seconded by Mayor Pro
Tempore Jackson to approve the implementation of short-term refinements to the
outdoor dining programs related to establishing maximum areas of on-street
dining decks; and staff come back with recommendations on potential changes
to the temporary encroachment areas for Pier Plaza businesses. The motion
carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, and Campbell4 -
No:Massey1 -
Absent:0
A motion was made by Councilmember Massey, seconded by Councilmember
Armato to continue Municipal Matter c to the next Regular City Council meeting
and extend the meeting to 12:45 AM. The motion carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
c)REPORT
22-0379
ADOPTION OF ECONOMIC DEVELOPMENT STRATEGY
(Interim Community Development Director Angela Crespi)
This item was moved to the next Regular City Council meeting.
d)REPORT
22-0358
CALLING AND GIVING NOTICE AND CERTAIN OTHER
RESOLUTIONS NECESSARY FOR HOLDING
THE GENERAL MUNICIPAL ELECTION
TO BE HELD ON TUESDAY, NOVEMBER 8, 2022
(City Clerk Myra Maravilla)
There were no Public Comments.
City Clerk Maravilla clarified the tie-vote option will only take place if there
is a tie for the third place candidate.
A motion was made by Councilmember Massey, seconded by Councilmember
Armato to adopt a resolution calling and giving notice of the election for certain
officers and one or more measures; and adopt a resolution to permit a special
runoff election for elective officers in the event of a tie vote; and adopt a
resolution to request the County of Los Angeles consolidate the City of Hermosa
Beach General Municipal Election with the Statewide General Election and
render full services to the conduct of the election; and
Page 11City of Hermosa Beach Printed on 6/30/2022
41
June 14, 2022City Council Meeting Minutes
adopt a resolution to adopt regulations for candidates for election office
pertaining to candidate statements. The motion carried by the following vote:
Aye:Mayor Detoy, Jackson, Armato, Campbell, and Massey5 -
Absent:0
XV. FUTURE AGENDA ITEMS
a)22-0380 TENTATIVE FUTURE AGENDA ITEMS
XVI. ADJOURNMENT
Mayor Detoy adjourned the meeting to the June 28, 2022 hybrid Council
Meeting at 12:43 a.m. in memory of Geoff Hirsch.
Page 12City of Hermosa Beach Printed on 6/30/2022
42
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0408
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
CHECK REGISTERS
(Finance Director Viki Copeland)
Recommended Action:
Staff recommends City Council ratify the following check registers.
Attachments:
1.Check Register 6/2/2022
2.Final Check List 6/8/2022. Due to a system interruption, the Final Check List is provided
instead of the Check Register, which became unavailable.
3.Check Register 6/16/2022
4.Check Register 6/22/2022
Respectfully Submitted by: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 5/25/2023Page 1 of 1
powered by Legistar™43
06/02/2022
Check Register
CITY OF HERMOSA BEACH
1
11:52:52AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
99894 6/2/2022 AID BUILDERS, INC 04 CIP 669-PUBLIC RESTROOMS PROJ/MAR-MAY2222464
301-8669-4201 208,732.79
Total : 208,732.7922464
Bank total : 208,732.79 1 Vouchers for bank code :boa
208,732.79Total vouchers :Vouchers in this report 1
"I hereby certify that the demands or claims covered by the
checks listed on pages 1 to 1 inclusive, of the check
register for 6/2/2022 are accurate funds are available for
payment, and are in conformance to the budget."
By
Finance Director
Date 6/2/22
Attachment 1 44
06/08/2022
Check List
CITY OF HERMOSA BEACH
1
5:37:36PM
Page:apChkLst Final
Bank : boa BANK OF AMERICA
Check TotalAmount PaidDescriptionInv DateInvoiceVendorDateCheck #
INV-ACC55691 5/12/2022 SUBSCRIPTION RENEWAL 6/30/22-6/29/23 40,668.14ACCELA INC.058176/8/2022 99895 40,668.14
Voucher: 99895
1032 3/28/2022 PW INSPECTION SVS/1.18.22-3.21.22 11,100.00ACCESS, INC.216966/8/2022 99896 11,100.00
Voucher: 99896
17 5/9/2022 CONSULTING SVS FOR CEQA 2.22-5.8.22 2,015.00ALMANZA, EDWARD P174426/8/2022 99897 2,015.00
Voucher: 99897
PO 37514 4/14/2022 ANNUAL MEMBERSHIP- CARLOS LUIS 99.00AMERICAN PLANNING ASSOCIATION056286/8/2022 99898 99.00
Voucher: 99898
PO 37656 6/3/2022 INSTRUCTOR PAYMENT/CLASS NO. 10092 604.80BARROWS, PATRICK172716/8/2022 99899 604.80
Voucher: 99899
2727 5/29/2022 EMERGENCY BEE REMOVAL 500.00BEECASSO LIVE BEE REMOVAL INC207056/8/2022 99900 500.00
Voucher: 99900
PO 37663 5/26/2022 TIRE DISPOSAL - REIMBURSEMENTBEEDY, JIM212826/8/2022 99901 300.00
554.29PO 37662 5/25/2022 PART FOR PD ATV - REIMBURSEMENT 99901 254.29Voucher:
933926 5/5/2022 CITY ATTNY SVS/GENERAL/APR22BEST BEST & KRIEGER LLP209426/8/2022 99902 16,748.50
933927 5/5/2022 CITY ATTNY SVS/PUBLIC REC REQUEST/APR22 99902 10,947.50Voucher:
933928 5/5/2022 CITY ATTNY/COVID EMERGENCY RESP/APR22 1,742.50
933929 5/5/2022 CITY ATTNY/ADA/DISABILITY ISSUES/APR22 61.50
933930 5/5/2022 CITY ATTNY SVS/LAND USE/APR22 10,291.00
933931 5/5/2022 CITY ATTNY SVS/ROTH V. TRAN/APR22 838.20
933932 5/5/2022 CITY ATTNY/FANGARY V CITY OF HB/APR22 3,160.96
933933 5/5/2022 CITY ATTNY/MUZATKO V CITY OF HB/APR22 584.29
933934 5/5/2022 CITY ATTNY SVS/HUMAN RESOURCES/APR22 4,812.50
933935 5/5/2022 CITY ATTNY SVS/TELECOMMUNICATIONS/APR22 4,112.50
933936 5/5/2022 CITY ATTNY SVS/PW CONSTRUCTION/APR22 54,839.45 1,540.00
Acct 4286211111 5/20/2022 WATER USAGE - APR 22 40,351.99CALIFORNIA WATER SERVICE000166/8/2022 99903 40,351.99
Voucher: 99903
PO 37546 6/8/2022 PARKS/REC ASSOC ANNUAL MEMBERSHIP 250.00CAPRCBM110886/8/2022 99904 250.00
Voucher: 99904
IN1169606 5/31/2022 SKETCHUP PRO-ANNUAL SUBSCRIPTION 292.50CARAHSOFT TECHNOLOGY CORP222016/8/2022 99905 292.50
Voucher: 99905
3415 5/23/2022 BAIT BIKE KIT & ANNUAL TRACKING SERVICE 1,475.00CODE 5 GROUP, LLC173336/8/2022 99906 1,475.00
Voucher: 99906
1Page:Attachment 2 45
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Check List
CITY OF HERMOSA BEACH
2
5:37:36PM
Page:apChkLst Final
Bank : boa BANK OF AMERICA (Continued)
Check TotalAmount PaidDescriptionInv DateInvoiceVendorDateCheck #
PO 37657 6/5/2022 INSTRUCTOR PAYMENT CLASSES THRU 6.5.22 5,005.00COLLINS, DENNIS L.059706/8/2022 99907 5,005.00
Voucher: 99907
REPW220509067345/9/2022 ARTESIA BLVD MEDIAN MAINT/APR22 302.23COUNTY OF LOS ANGELES008796/8/2022 99908 302.23
Voucher: 99908
PO 37646 5/26/2022 REIMBURSEMENT STAFF LUNCH 5/26/22 182.92CRESPI, ANGELA224366/8/2022 99909 182.92
Voucher: 99909
22236 5/25/2022 LOT C REPAIR PLANS/APR22 9,308.76CWE CORPORATION179206/8/2022 99910 9,308.76
Voucher: 99910
PO 37658 6/8/2022 INSTRUCTOR PAYMENT CLASS NO.10146 1,813.64DAVIS, CHRISTINA223896/8/2022 99911 1,813.64
Voucher: 99911
1007562 4/30/2022 CITATION PAYMENT SYSTEM FEES/APR22 3,861.77DUNCAN SOLUTIONS, INC.206686/8/2022 99912 3,861.77
Voucher: 99912
T2022-278 6/8/2022 CLEAN/DISINFECT CELL#6 & VEHICLE#7EMERGENCY RESPONSE CRIME SCENE169226/8/2022 99913 750.00
1,500.00T2022-279 5/23/2022 CLEAN/DISINFECT CELL#1 & #4 99913 750.00Voucher:
172865 3/24/2022 HISTORIC PRESERVATION SVS 10.1 - 2.28.22 3,664.07ESA PCR170966/8/2022 99914 3,664.07
Voucher: 99914
380-0013997 6/1/2022 PIER REPAIR PROJECT/MAY 22 6,297.50GHD, INC.207566/8/2022 99915 6,297.50
Voucher: 99915
9326219889 5/26/2022 MAT REQ 768734/MAINTENANCE SUPPLIES 70.36GRAINGER108366/8/2022 99916 70.36
Voucher: 99916
Acct Ending 5596 5/27/2022 MAINTENANCE SUPPLIES/MAY 22 7,347.43HOME DEPOT CREDIT SERVICES034326/8/2022 99917 7,347.43
Voucher: 99917
IK-HB0522 5/29/2022 ACCELA CONSULTING SVS/MAY22 181.25IK CONSULTING, LLC222226/8/2022 99918 181.25
Voucher: 99918
HBPD-29 5/31/2022 K9 OFFICER MAINT TRAINING/MAY22 250.00K9 SERVICES LLC215526/8/2022 99919 250.00
Voucher: 99919
20007-0522-18 6/3/2022 ZONING/SUBDIV ORDINANCE UPDATE/MAY22 4,255.00MILLER PLANNING ASSOCIATES LLC216606/8/2022 99920 4,255.00
Voucher: 99920
14324 5/26/2022 MAT REQ 768729 BODYWORK/AUTO REPAIR 2,934.39OLYMPIC AUTO CENTER000936/8/2022 99921 2,934.39
Voucher: 99921
INV00007428 5/26/2022 ONLINE BUDGET BOOK-CIP PAGES 1,100.00OPENGOV INC194856/8/2022 99922 1,100.00
Voucher: 99922
PO 37680 6/8/2022 PETTY CASH/MAR 22-MAY22 717.84PETTY CASH185476/8/2022 99923 717.84
Voucher: 99923
2Page:
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3
5:37:36PM
Page:apChkLst Final
Bank : boa BANK OF AMERICA (Continued)
Check TotalAmount PaidDescriptionInv DateInvoiceVendorDateCheck #
117106 3/2/2022 SOLID WASTE MARKET/SVS ANALYSIS/FEB22R3 CONSULTING GROUP225386/8/2022 99924 4,222.50
7,357.501173226/1/2022 SOLID WASTE MARKET/SVS ANALYSIS/MAY22 99924 3,135.00Voucher:
RC687867 6/1/2022 DEDICATED INTERNET SERVICE/JUN22 1,020.00RACE COMMUNICATIONS221796/8/2022 99925 1,020.00
Voucher: 99925
17574 5/26/2022 WHITE TRAFFIC PAINT 980.75ROADLINE PRODUCTS INC155826/8/2022 99926 980.75
Voucher: 99926
Cust #4251-1921-1 5/31/2022 PAINTING SUPPLIES/MAY 22 946.73SHERWIN-WILLIAMS179036/8/2022 99927 946.73
Voucher: 99927
Acct 322063 6/1/2022 OFFICE/FOOD SUPPLIES/MAY 22 167.20SMART & FINAL001146/8/2022 99928 167.20
Voucher: 99928
04175 4/27/2022 PD VEHICLE MAINTENANCE/FY22 Q3 412.94SOUTH BAY REGIONAL PUBLIC COMM088126/8/2022 99929 412.94
Voucher: 99929
43644 6/1/2022 PRKNG STRUCT ELEVATOR MAINT/JUN22SPECIALIZED ELEVATOR SERVICES215386/8/2022 99930 183.40
366.80436456/1/2022 CITY HALL ELEVATOR MAINT/JUN22 99930 183.40Voucher:
84483003000888845/16/2022 PW YARD CABLE/JUNE 22SPECTRUM BUSINESS202366/8/2022 99931 161.71
84483003000462475/24/2022 CITY HALL CABLE/JUNE22 99931 114.87Voucher:
84483003003503595/21/2022 1301 HERMOSA/RRC CONNECT/JUNE22 426.57 149.99
6002316766 3/28/2022 PANIC SYS MAINT/MAY22-APR23 2,814.96STANLEY CONVERGENT SECURITY168066/8/2022 99932 2,814.96
Voucher: 99932
PO 37683 5/28/2022 EMPLOYEE RECOGNITION RAFFLE PRIZES 120.00STINE, SHARON181006/8/2022 99933 120.00
Voucher: 99933
PO 37659 5/30/2022 MEMORIAL DAY CAMP 378.00SUPER SOCCER STARS169216/8/2022 99934 378.00
Voucher: 99934
27327437 5/25/2022 MAT REQ 768735 VEHICLE TIRESTIREHUB LLC211466/8/2022 99935 556.36
644.45273273475/25/2022 MAT REQ 768733 VEHICLE TIRES 99935 88.09Voucher:
Acct 954297746 5/21/2022 PW YARD/CELL PHONES/HOTSPOTS/MAY22 350.81T-MOBILE190826/8/2022 99936 350.81
Voucher: 99936
Acct 2250 5/31/2022 AUTO REPAIR/MAINTENANCE PARTS/MAY22 367.46TORRANCE AUTO PARTS167356/8/2022 99937 367.46
Voucher: 99937
PO 37660 5/31/2022 PARS RETIREMENT CONTRIBUTION5.16-5.31.22 916.34U.S. BANK, L.A. LOCKBOX #511649226196/8/2022 99938 916.34
Voucher: 99938
37489 5/20/2022 ENFORCER CONCEALABLE VEST-DEANDRADE 812.17US ARMOR093746/8/2022 99939 812.17
Voucher: 99939
72219053 5/20/2022 VOIP PHONES/YARD/APR22 106.19VERIZON BUSINESS SERVICES186666/8/2022 99940 106.19
Voucher: 99940
3Page:
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4
5:37:36PM
Page:apChkLst Final
Bank : boa BANK OF AMERICA (Continued)
Check TotalAmount PaidDescriptionInv DateInvoiceVendorDateCheck #
9906233108 5/10/2022 COMM DEV CELL PHONES/APR22 229.67VERIZON WIRELESS032096/8/2022 99941 229.67
Voucher: 99941
PO 37654 5/25/2022 SUPPLIES FOR EOC - REIMBURSEMENT 55.90VILLANUEVA, BRANDY202046/8/2022 99942 55.90
Voucher: 99942
96837 5/31/2022 MAT REQ 583765/STREET SIGN MAINTENANCEZUMAR INDUSTRIES INC012066/8/2022 99943 579.80
96841 5/31/2022 MAT REQ 583773/STREET SIGN MAINTENANCE 99943 603.90Voucher:
96840 5/31/2022 MAT REQ 583772/STREET SIGN MAINTENANCE 603.90
96836 5/31/2022 MAT REQ 583763/STREET SIGN MAINTENANCE 972.35
96875 6/3/2022 MAT REQ 583774/STREET SIGN MAINTENANCE 3,067.49 307.54
Sub total for BANK OF AMERICA: 223,084.26
4Page:
48
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CITY OF HERMOSA BEACH
5
5:37:36PM
Page:apChkLst Final
checks in this report.Grand Total All Checks: 49 223,084.26
5Page:
"I hereby certify that the demands or claims covered
by the checks listed on pages 1 to 5 inclusive,
of the check register for 6/8/22 are accurate
funds are available for payment, and are in
conformance to the budget."
By
Finance Director
Date 6/8/22
49
06/16/2022
Check Register
CITY OF HERMOSA BEACH
1
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
99944 6/16/2022 ACCELA INC.INV-ACC55824 ADDITIONAL SUBSCRIPTIONS ADDED FOR FY2205817
715-1206-4201 1,056.69
Total :1,056.6905817
99945 6/16/2022 AHLSTROM, PETER PO 37696 TUITION REIMBURSEMENT - SPRING 202222190
001-2101-4317 2,468.00
Total :2,468.0022190
99946 6/16/2022 AMERICAN ARBOR CARE 64339 TREE REMOVAL - 1040 LOMA DRIVE20197
125-8548-4201 999.00
ARBORIST CONSULT 1769/1781 VALLEY PARK64401
001-6101-4201 250.00
Total :1,249.0020197
99947 6/16/2022 ATHENS SERVICES 12342436 CITY WIDE STREET SWEEPING/MAY2216660
001-3104-4201 16,844.52
001-3301-4201 11,225.47
001-3304-4201 1,546.74
001-6101-4201 1,649.27
STEAM CLEANING/MAY2212342436A
001-3104-4201 753.73
001-3301-4201 5,602.14
001-3304-4201 1,427.64
SCRUBBER SERVICES/MAY2212342436B
001-3104-4201 764.74
001-3301-4201 4,970.84
Total :44,785.0916660
99948 6/16/2022 ATHENS SERVICES 12390867 PD SHREDDING SVS/JUN2216660
001-2101-4309 45.39
Total :45.3916660
99949 6/16/2022 BARROWS, PATRICK PO 37698 INSTRUCTOR PAYMENT CLASSES THRU 6.18.2217271
001-4601-4221 7,682.95
Total :7,682.9517271
99950 6/16/2022 BEACH GIRL PROPERTIES LLC 278 PARKING METERS@70 14TH ST/JUN2216371
001-3842 650.00
Attachment 3 50
06/16/2022
Check Register
CITY OF HERMOSA BEACH
2
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total :650.0099950 6/16/2022 BEACH GIRL PROPERTIES LLC16371
99951 6/16/2022 BRAUN LINEN SERVICE Acct 70664 INMATE LAUNDRY SVS/MAY2200163
001-2101-4306 320.80
Total :320.8000163
99952 6/16/2022 BURKE, WILLIAMS & SORENSEN 285293 LABOR NEGOTIATIONS/APR2220054
001-1203-4201 18,232.50
LEGAL SERVICES/APR22285294
001-1203-4201 2,482.00
Total :20,714.5020054
99953 6/16/2022 CANON BUSINESS SOLUTIONS, INC 122283244 INSPECT/REPAIR COMM SERVICES COPIER10838
715-1208-4201 367.48
PW ADMIN COPIER USAGE 2/16-5/15/226000627250
715-1208-4201 278.99
Total :646.4710838
99954 6/16/2022 CAPITAL WHOLESALE LIGHTING Acct 3449 ELECTRICAL MAINTENANCE SUPPLIES/MAY2221720
105-2601-4309 1,341.96
Total :1,341.9621720
99955 6/16/2022 CDWG Z311502 MAT REQ 768426 PRINTER TONER/INK09632
715-1206-4305 274.02
Total :274.0209632
99956 6/16/2022 CHERTOW, RICHARD A. Parcel 4184 024 027 STREET LIGHT TAX REBATE/FY2117334
105-3105 24.61
Total :24.6117334
99957 6/16/2022 COMMERCIAL BUILDING MANAGEMENT 68914 CITYWIDE JANITORIAL MAINT/MAY2220627
001-4204-4201 6,861.00
157-2702-4201 4,296.44
Total :11,157.4420627
99958 6/16/2022 COMPLETES PLUS Acct 284080 VEHICLE MAINT/REPAIR PARTS/MAY2209436
715-2101-4311 908.06
715-3104-4311 134.64
161-3109-4309 108.69
51
06/16/2022
Check Register
CITY OF HERMOSA BEACH
3
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total :1,151.3999958 6/16/2022 COMPLETES PLUS09436
99959 6/16/2022 DEPARTMENT OF JUSTICE 582995 MAT REQ 973993/FINGERPRINTING/MAY2200364
001-1203-4251 454.00
Total :454.0000364
99960 6/16/2022 DEWEY PEST CONTROL ACCOUNT 1233239 SEWER RAT ABATEMENT/JUN2211449
160-3102-4201 278.00
PEST CONTROL/JUN22ACCOUNT 759408
001-4204-4201 849.00
Total :1,127.0011449
99961 6/16/2022 EMPIRE PIPE CLEANING AND EQUIP 12271 SEWER LINE VIDEO-INVESTIGATING BLOCKAGE07853
160-8421-4201 3,335.00
Total :3,335.0007853
99962 6/16/2022 FAMILY THEATRE INC PO 37702 INSTRUCTOR PAYMENT-CLASS NO.994916932
001-4601-4221 1,372.00
Total :1,372.0016932
99963 6/16/2022 FAMILY THEATRE INC Voucher#2003269.003 SCHOOL TALENT SHOW SECURITY DEPOSIT16932
001-2111 500.00
Total :500.0016932
99964 6/16/2022 FEDERAL EXPRESS CORP 7-784-39426 MAT REQ 973994 EXPRESS MAIL01962
001-1203-4201 77.69
Total :77.6901962
99965 6/16/2022 FRONTIER 310-372-6373-0311045 PERSONNEL FAX LINE/JUN2219884
001-1203-4304 65.56
Total :65.5619884
99966 6/16/2022 GOODELL STEPHEN B., PATRICIA A. HOUSLER &Parcel 4187 011 055 SEWER & STREET LIGHT TAX REBATE/FY2113446
001-6871 126.60
105-3105 24.61
Total :151.2113446
99967 6/16/2022 HAUSLE, JAMES Parcel 4183 021 014 STREET LIGHT TAX REBATE/FY2122620
105-3105 24.61
52
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Check Register
CITY OF HERMOSA BEACH
4
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total :24.6199967 6/16/2022 HAUSLE, JAMES22620
99968 6/16/2022 HERMOSA AUTOMOTIVE INC 51433 MAT REQ 768739/WHEEL ALIGNMENT09136
715-2101-4311 60.00
Total :60.0009136
99969 6/16/2022 IPS GROUP INC INV72384 PARKING METER CREDIT CARD FEES/MAY2219314
001-3302-4201 16,445.91
001-3305-4201 678.24
001-3304-4201 1,332.93
Total :18,457.0819314
99970 6/16/2022 JOHN L HUNTER AND ASSOC INC HB1MS412204 MUNI STORM WATER PROG ADMIN/APR2205356
161-3109-4201 3,109.00
Total :3,109.0005356
99971 6/16/2022 LA UNIFORMS & TAILORING INC 12687 MAT REQ 583948 PD UNIFORMS/DIGINOVA20771
001-2101-4314 809.62
Total :809.6220771
99972 6/16/2022 LAURA MECOY COMMUNICATIONS LLC 2143 PUBLIC INFORMATION OFFICER SVS/MAY2220347
001-1201-4201 5,510.77
157-2702-4201 1,689.23
Total :7,200.0020347
99973 6/16/2022 LEARNED LUMBER Acct 1126 MAINTENANCE SUPPLIES/MAY2200167
001-3104-4309 164.17
001-6101-4309 692.06
715-4204-4201 221.74
Total :1,077.9700167
99974 6/16/2022 LEXIPOL LLC INVLEX9868 JAIL POLICY MANUAL/TRAINING BULLETINS17861
001-1550 4,710.33
Total :4,710.3317861
99975 6/16/2022 MAGNUM VENTURE PARTNERS PO 37670 INSTRUCTOR PAYMENT CLASSES THRU 6.2.2218274
001-4601-4221 5,355.00
INSTRUCTOR PAYMENT-SUMMER VOLLEYBALLPO 37703
001-4601-4221 10,561.41
53
06/16/2022
Check Register
CITY OF HERMOSA BEACH
5
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total :15,916.4199975 6/16/2022 MAGNUM VENTURE PARTNERS18274
99976 6/16/2022 MERCHANTS LANDSCAPE SERVICES 59982 CITYWIDE LANDSCAPE SVS/MAY2218071
001-6101-4201 21,200.00
MEDIANS/PARKWAY LANDSCAPE SVS/MAY2259983
105-2601-4201 3,600.00
Total :24,800.0018071
99977 6/16/2022 MOTWANE, AMAN Parcel 4184 008 010 STREET LIGHT TAX REBATE/FY2118634
105-3105 24.61
Total :24.6118634
99978 6/16/2022 ODP BUSINESS SOLUTIONS, LLC 244278041001 MAT REQ 583942/OFFICE SUPPLIES13114
001-2101-4305 76.89
MAT REQ 583942/OFFICE SUPPLIES244278041002
001-2101-4305 7.42
PW ENGINEERING-JOURNALS FOR STAFF244664717001
001-4202-4305 103.92
001-4202-4305 9.87
MAT REQ 583949/OFFICE SUPPLIES246333232001
001-2101-4305 89.49
OFFICE SUPPLIES FOR ENGINEERING246600211001
001-4202-4305 19.38
001-4202-4305 19.99
001-4202-4305 191.04
OFFICE SUPPLIES FOR ENGINEERING246600811001
001-4202-4305 31.60
001-4202-4305 3.00
Total :552.6013114
99979 6/16/2022 PARS 50767 ALT RETIREMENT PLAN ADMIN FEE/MAY2214693
001-1101-4185 6.67
001-1204-4185 0.62
001-3302-4185 3.09
001-4204-4185 5.77
001-4101-4185 6.46
001-4201-4185 6.46
001-4601-4185 103.47
Total :132.5414693
54
06/16/2022
Check Register
CITY OF HERMOSA BEACH
6
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
99980 6/16/2022 PITNEY BOWES INC 1020880885 POSTAGE METER SCALE RENTAL/JAN-JUN2213838
715-1208-4201 57.00
POSTAGE METER RENTAL APR-JUN223105512751
715-1208-4201 644.19
Total :701.1913838
99981 6/16/2022 PLUMBERS DEPOT INC PD-51209 STORM DRAIN CAMERA15103
161-3109-4309 5,282.70
161-3109-4309 501.86
Total :5,784.5615103
99982 6/16/2022 PSYCHOLOGICAL CONSULTING ASSOC 525573 PRE-EMPLOYMENT EVAL-RICKY JULIEN19904
001-1203-4201 400.00
PRE-EMPLOYMENT EVAL-DAVID HONDA525587
001-1203-4201 400.00
Total :800.0019904
99983 6/16/2022 RED SECURITY GROUP, LLC 13255 MAT REQ 768743 LOCKSMITH SERVICES13255
715-2101-4311 58.04
Total :58.0413255
99984 6/16/2022 REDONDO BEACH, CITY OF 575252 DIESEL VEHICLE FUEL/MAR2208837
715-2201-4310 791.17
715-3102-4310 392.45
Total :1,183.6208837
99985 6/16/2022 RODMAN, RANDALL Parcel 4186 007 014 STREET LIGHT & SEWER TAX REBATE/FY2120487
001-6871 126.60
105-3105 24.61
Total :151.2120487
99986 6/16/2022 ROSCOE, KIMBERLY ANN PO 37673 INSTRUCTOR PAYMENT CLASSES THRU 6.8.2220921
001-4601-4221 2,486.27
Total :2,486.2720921
99987 6/16/2022 SB POLICE TRAINING COMMITTEE 052522-03 ANNUAL TRAINING DUES 22/2312212
001-1550 330.00
Total :330.0012212
99988 6/16/2022 SENTZ, PORNPIMOL Parcel 4185 023 044 STREET LIGHT TAX REBATE/FY2117932
55
06/16/2022
Check Register
CITY OF HERMOSA BEACH
7
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
99988 6/16/2022 (Continued)SENTZ, PORNPIMOL17932
105-3105 24.61
Total :24.6117932
99989 6/16/2022 SHAW HR CONSULTING INC 004080 HR CONSULT/MAR22-MAY2218335
001-1203-4201 367.50
Total :367.5018335
99990 6/16/2022 SIEMENS INDUSTRY INC 5620040073 TRAFFIC SIGNAL MAINT/MAY2207158
001-3104-4201 1,179.50
Total :1,179.5007158
99991 6/16/2022 SITEONE LANDSCAPE SUPPLY, LLC Acct 129138 LANDSCAPING SUPPLIES/MAY 2219829
001-6101-4309 1,661.04
Total :1,661.0419829
99992 6/16/2022 SOCAL GAS 170 781 3287 9 YARD CNG STATION FUEL/MAY2200170
715-3104-4310 110.14
715-4204-4310 110.14
715-6101-4310 110.15
Total :330.4300170
99993 6/16/2022 SOUTH BAY FORD Acct 1732 VEHICLE REPAIR/MAINT PARTS/MAY2210532
715-2101-4311 456.41
Total :456.4110532
99994 6/16/2022 SOUTHERN CALIFORNIA EDISON CO 700057262780 ELECTRICITY/MAY2200159
105-2601-4303 65.37
ELECTRICITY/MAY22700156101336
001-6101-4303 389.06
001-4204-4303 12,367.33
ELECTRICITY/MAY22700234897163
001-3304-4303 3,156.27
ELECTRICITY/MAY22700304673105
160-3102-4201 82.02
ELECTRICITY/MAY22700313445137
105-2601-4303 13,810.12
ELECTRICITY/MAY22700338055956
001-4204-4303 2,143.16
ELECTRICITY/MAY22700371314327
56
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CITY OF HERMOSA BEACH
8
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
99994 6/16/2022 (Continued)SOUTHERN CALIFORNIA EDISON CO00159
105-2601-4303 122.75
ELECTRICITY/MAY22700382668983
105-2601-4303 2,912.86
001-4204-4303 1,568.47
001-3104-4303 864.11
Total :37,481.5200159
99995 6/16/2022 SPCALA 2022-0531 ANIMAL SHELTER SVS/DISPOSAL/MAY2218821
001-3302-4201 875.00
Total :875.0018821
99996 6/16/2022 SPORTS CAMP MANAGEMENT PO 37706 INSTRUCTOR PAYMENT-SKATEBOARD PARTY18036
001-4601-4221 700.00
Total :700.0018036
99997 6/16/2022 SPRINT 551834312-246 COMM RES/CELL PHONES/MAY2210098
001-4601-4304 92.13
Total :92.1310098
99998 6/16/2022 THE LEW EDWARDS GROUP 22-03 BALLOT PREP/COMMUNICATION SVS/MAY2214457
001-1201-4201 5,950.00
Total :5,950.0014457
99999 6/16/2022 T-MOBILE Acct 946625962 RECORDS/WATCH COMMAND/CELLS/MAY2219082
001-2101-4304 13.29
Total :13.2919082
100000 6/16/2022 UNDERGROUND SERVICE ALERT 520220319 DIG ALERT/MAY2208207
160-3102-4201 90.85
Total :90.8508207
100001 6/16/2022 UNION BANK OF CALIFORNIA, PARS #6746019200PO 37008 PARS/OPEB CONTRIBUTIONS/JUN2214528
001-1101-4190 54.00
001-1121-4190 560.00
001-1201-4190 2,224.00
001-1202-4190 1,334.00
001-1203-4190 537.00
001-1204-4190 956.00
001-2101-4190 19,276.00
57
06/16/2022
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CITY OF HERMOSA BEACH
9
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100001 6/16/2022 (Continued)UNION BANK OF CALIFORNIA, PARS #674601920014528
001-3104-4190 896.00
001-3301-4190 102.00
001-3302-4190 2,793.00
001-4101-4190 1,408.00
001-4201-4190 1,282.00
001-4202-4190 1,395.00
001-4204-4190 664.00
001-4601-4190 835.00
001-6101-4190 845.00
105-2601-4190 171.00
160-3102-4190 251.00
161-3109-4190 183.00
715-4206-4190 423.00
Total :36,189.0014528
100002 6/16/2022 UNITED SITE SERVICES 114-13115613 TOILET RENTAL/SOUTH PARK/MAY2218753
301-8669-4201 1,878.46
TOILET RENTAL/CLARK FIELD/MAY22114-13115614
301-8669-4201 2,240.64
ADDED SINK@SOUTH PARK/MAY22114-13139108
301-8669-4201 435.51
MISSED SERVICE@SOUTH PARK/MAY 22214-2971164CM
301-8669-4201 -355.01
MISSED SERVICE@CLARK FIELD/MAY22214-2981168 CM
301-8669-4201 -297.19
HAND SANITIZER REFILL PRICE CORRECTIONSept21-Apr22 Credit
301-8669-4201 -24.65
Total :3,877.7618753
100003 6/16/2022 WEBER, GARY R#14-2022003435 TOWING/IMPOUND FEE REFUND22628
001-3841 548.50
Total :548.5022628
100004 6/16/2022 ZUMAR INDUSTRIES INC 96868 MAT REQ 583764/STREET SIGN MAINTENANCE01206
001-3104-4309 579.80
Total :579.8001206
Bank total : 279,437.7761 Vouchers for bank code :boa
58
06/16/2022
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CITY OF HERMOSA BEACH
10
9:37:05AM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
279,437.77Total vouchers :Vouchers in this report61
"I hereby certify that the demands or claims covered by the
checks listed on pages 1 to 10 inclusive, of the check
register for 6/16/2022 are accurate funds are available for
payment, and are in conformance to the budget."
By
Finance Director
Date 6/16/22
59
06/22/2022
Check Register
CITY OF HERMOSA BEACH
1
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100005 6/22/2022 ACCESS, INC.1031 ADA CONSULT SVS/MAR2221696
001-4202-4201 13,967.50
Total : 13,967.5021696
100006 6/22/2022 ADMINISTRATIVE SERVICES CO OP 10570 TAXI VOUCHER PROGRAM - VOUCHERS/DEC202011437
145-3404-4201 1,866.63
TAXI VOUCHER PROGRAM - VOUCHERS/JUL 2112013
145-3404-4201 1,329.02
TAXI VOUCHER PROGRAM - CARDS/SEPT2112468
145-3404-4201 1,372.77
145-3853 -56.00
TAXI VOUCHER PROGRAM - CARDS/APR22220417
145-3404-4201 2,343.98
145-3853 -106.00
TAXI VOUCHER PROGRAM - CARDS/MAY22220521
145-3404-4201 3,160.10
145-3853 -116.00
Total : 9,794.5011437
100007 6/22/2022 AMERICAN GUARD SERVICES, INC. INV52891 CROSSING GUARD SERVICES/MAY2220685
146-2102-4201 29,091.47
Total : 29,091.4720685
100008 6/22/2022 ARIANPOUR, BRIAN Permit#PW22-0004 REFUND FOR DUPLICATE PERMIT22643
001-3816 688.24
Total : 688.2422643
100009 6/22/2022 AT&T 960 461-1985 555 7 PD COMPUTER CIRCUITS/JUN2200321
001-2101-4304 239.57
Total : 239.5700321
100010 6/22/2022 AT&T MOBILITY 287301168383X0610202 EMERGENCY MANAGER CELL PHONE/MAY2213361
001-1201-4304 49.07
Total : 49.0713361
100011 6/22/2022 ATSPS Citation 37020793 REFUND - OVERPAYMENT20795
001-3302 30.00
Total : 30.0020795
Attachment 4 60
06/22/2022
Check Register
CITY OF HERMOSA BEACH
2
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100012 6/22/2022 BEST BEST & KRIEGER LLP 936564 CITY ATTNY SVS/GENERAL/MAY2220942
001-1131-4201 21,224.95
CITY ATTNY SVS/PUB RECORDS REQ/MAY22936565
001-1131-4201 5,767.00
CITY ATTNY SVS/COVID RESPONSE/MAY22936566
157-2702-4201 1,189.00
CITY ATTNY SVS/LAND USE/MAY22936567
001-1131-4201 1,107.00
CITY ATTNY SVS/ROTH V TRAN/MAY22936568
705-1133-4201 1,961.90
CITY ATTNY SVS/FANGARY V CITY HB/MAY22936569
705-1133-4201 4,431.23
CITY ATTNY SVS/MUZATKO V CITY HB/MAY22936570
705-1133-4201 14,096.16
CITY ATTNY SVS/HBPO ASSOC/MAY22936571
705-1133-4201 706.37
CITY ATTNY SVS/HUMAN RESOURCES/MAY22936572
001-1203-4201 8,295.00
CITY ATTNY SVS/TELECOMMUNICATIONS/MAY22936573
001-1131-4201 440.00
CITY ATTNY SVS/PW CONSTRUCTION/MAY22936574
001-1131-4201 1,677.50
Total : 60,896.1120942
100013 6/22/2022 CANON BUSINESS SOLUTIONS, INC 6000745410 COPIER MAINT/USAGE 2.28-5.30.2210838
001-2101-4201 149.23
001-2101-4201 7.09
Total : 156.3210838
100014 6/22/2022 CDWG Z588591 APPLE KEYBOARD/FOLIO CASE09632
001-4202-4201 160.06
001-4202-4201 14.92
ADDITIONAL ADOBE LICENSESZ685087
715-1206-4201 595.00
Total : 769.9809632
100015 6/22/2022 CHAN, CHRISTINA Citation 33015681 REFUND - REDUCED CITATION22621
001-3302 28.00
61
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3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 28.00 100015 6/22/2022 CHAN, CHRISTINA22621
100016 6/22/2022 COMMLINE, INC.0365691-IN WIRELESS EAR PIECES20786
001-2101-4201 823.03
001-2101-4201 76.50
Total : 899.5320786
100017 6/22/2022 COUNTY OF LOS ANGELES CLAIM 19-01954-C PETER BONANO SETTLEMENT22635
001-1203-4201 12,272.95
Total : 12,272.9522635
100018 6/22/2022 CPCA, CA POLICE CHIEFS ASSOC 22330 MEMBERSHIP RENEWAL THRU 6/202300480
001-1550 695.00
Total : 695.0000480
100019 6/22/2022 DAVE BANG ASSOCIATES INC CA51847 BASKETBALL RIMS05029
001-6101-4309 700.00
001-6101-4309 61.56
Total : 761.5605029
100020 6/22/2022 DFM ASSOCIATES 47783 CAL ELECTIONS CODE HANDBOOK00726
001-1121-4251 120.00
001-1121-4251 8.70
Total : 128.7000726
100021 6/22/2022 DUNCAN SOLUTIONS, INC.1007913 CITATION PAYMENT SYSTEM FEES/MAY2220668
001-1204-4201 4,037.03
Total : 4,037.0320668
100022 6/22/2022 ENCODEPLUS, LLC 2189 CODIFICATION OF ORDINANCE 22-144522221
715-1206-4201 216.00
Total : 216.0022221
100023 6/22/2022 ESA PCR 173977 CONSTRUCTION MONITORING/MAR2217096
001-2101 3,138.75
CONSTRUCTION MONITORING/APR22174675
001-2101 1,535.00
Total : 4,673.7517096
100024 6/22/2022 FASTAIRE HAND DRYERS, INC HD3661 HAND DRYER MOUNTING PLATE16476
62
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CITY OF HERMOSA BEACH
4
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100024 6/22/2022 (Continued)FASTAIRE HAND DRYERS, INC16476
001-3301-4309 26.42
001-3301-4309 1.02
Total : 27.4416476
100025 6/22/2022 FEDEX OFFICE 101604ZM71 MAT REQ 768506/PRINTING SERVICES06293
001-1101-4305 2.63
MAT REQ 768506/PRINTING SERVICESOrder#101604Z2N1
001-1101-4305 1.31
MAT REQ 768506/PRINTING SERVICESOrder#101604ZHF1
001-1101-4305 1.31
MAT REQ 768506/PRINTING SERVICESOrder#101604ZJS1
001-1101-4305 6.58
MAT REQ 768506/PRINTING SERVICESOrder#101604ZLN1
001-1101-4305 31.57
Total : 43.4006293
100026 6/22/2022 FRONTIER 209-188-4669-0714985 LANDLINES/COMPUTER LINKS/JUN2219884
001-3302-4304 87.58
001-4204-4321 244.96
001-4202-4304 67.74
001-3304-4304 62.11
001-1204-4304 65.56
715-1206-4304 1,473.92
001-2101-4304 747.26
PD COMPUTER CIRCUITS/JUN22209-190-0013-1206175
001-2101-4304 911.93
EOC ANALOG LINES/JUN22310-318-0113-1203155
715-1206-4304 1,244.78
CASHIER TAP LINES/JUN22310-318-8751-0128095
001-1204-4304 56.65
FIBER OPTIC LINE/JUN22323-155-3779-0822065
715-1206-4201 227.41
Total : 5,189.9019884
100027 6/22/2022 GFOA Notice#2221001 MEMBERSHIP RENEWAL-V COPELAND FY2300427
001-1550 190.00
Total : 190.0000427
63
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CITY OF HERMOSA BEACH
5
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100028 6/22/2022 GOODMAN, WILLIAM Permit#PW22-0359 PERMIT WAS BILLED TO SCE INSTEAD22644
001-3816 648.66
Total : 648.6622644
100029 6/22/2022 HONDA MD INC, STEPHAN T 00141051 DETAINEE BLOOD DRAW/MAY2215141
001-2101-4201 63.60
Total : 63.6015141
100030 6/22/2022 IOPREDICT, INC.1501 SR MGMT ANALYST ONLINE EXAMS22540
001-1203-4201 135.00
Total : 135.0022540
100031 6/22/2022 LA SUPERIOR COURT - TORRANCE PO 37722 CITATION PAYMENT SURCHARGES/MAY2200118
001-3302 49,461.60
Total : 49,461.6000118
100032 6/22/2022 LANDSCAPE STRUCTURES, INC.INV-114439 SWING SEATS FOR PARKS12190
001-6101-4309 923.24
001-6101-4309 76.75
Total : 999.9912190
100033 6/22/2022 M6 CONSULTING INC 2143 PLAN CHECKS/MAY 2219487
001-4202-4201 4,592.50
Total : 4,592.5019487
100034 6/22/2022 MARQUEZ-VIRAMONTES, MARIA PO 37753 TUITION REIMBURSEMENT SPRING 2222038
001-2101-4317 3,695.40
Total : 3,695.4022038
100035 6/22/2022 MCA DIRECT LLC 2022132 CITY CLERK ELECTIONS HANDBOOK00289
001-1121-4251 256.50
001-1121-4251 37.87
Total : 294.3700289
100036 6/22/2022 MERCHANTS LANDSCAPE SERVICES 60053 IRRIGATION REPAIRS @SEAVIEW PARK18071
301-8669-4201 510.00
BUTTERFLY GARDEN ON GREENBELT60071
125-8548-4201 2,237.24
Total : 2,747.2418071
64
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Check Register
CITY OF HERMOSA BEACH
6
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100037 6/22/2022 MGT OF AMERICA, INC 39739 20-21 ANNUAL SB90 MANDATED COST CLAIMS18209
001-1202-4201 4,200.00
Total : 4,200.0018209
100038 6/22/2022 MOSHER, ROBERT Parcel 4183 010 005 STREET LIGHT TAX REBATE/FY2217359
105-3105 24.61
Total : 24.6117359
100039 6/22/2022 MOST DEPENDABLE FOUNTAINS INV69048 DRINKING FOUNTAIN PUSH BUTTON11454
001-6101-4309 103.00
001-6101-4309 8.45
Total : 111.4511454
100040 6/22/2022 NV5, INC 270797 GREENWICH VILLAGE UUAD/APR2221033
001-2133 1,312.50
GREENWICH VILLAGE UUAD/MAY22275461
001-2133 536.25
Total : 1,848.7521033
100041 6/22/2022 ODP BUSINESS SOLUTIONS, LLC 246984542001 FILING/ORGANIZING SUPPLIES13114
001-1121-4305 362.82
001-1121-4305 34.47
MAT REQ 791080/OFFICE SUPPLIES249006071001
001-1208-4305 67.98
CITY CLERK SUPPLIES250709469001
001-1121-4305 380.11
001-1121-4305 36.11
Total : 881.4913114
100042 6/22/2022 OLSEN, CAROLE Parcel 4183 021 012 STREET LIGHT & SEWER TAX REBATE/FY2217884
001-6871 126.60
105-3105 24.61
Total : 151.2117884
100043 6/22/2022 ONWARD ENGINEERING 6351 INSPECTION SVS SKECHERS TUNNEL/MAY2221596
001-2148 15,640.00
Total : 15,640.0021596
100044 6/22/2022 PACIFIC COAST CONSTRUCTION 1049 EMERGENCY SEWER LINE REPAIR09513
160-8421-4201 5,250.00
65
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7
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 5,250.00 100044 6/22/2022 PACIFIC COAST CONSTRUCTION09513
100045 6/22/2022 PETTY CASH PO 37736 PETTY CASH REPLENISHMENT/JUN202218547
001-1201-4315 40.00
001-2101-4305 34.44
001-4101-4305 41.12
001-4101-4314 68.48
001-4601-4328 82.75
715-2101-4311 301.86
715-3302-4311 30.65
Total : 599.3018547
100046 6/22/2022 PLUMBERS DEPOT INC PD-51308 SEWER JETTER ATTACHMENT15103
160-3102-4309 1,931.50
160-3102-4309 169.24
Total : 2,100.7415103
100047 6/22/2022 RECWEST OUTDOOR PRODUCTS, INC.20265 MEMORIAL BENCH-BEGLEY FAMILY20603
001-6101-5402 2,252.00
001-6101-5402 179.46
MEMORIAL BENCH-STELLA TRUJILLO20283
001-6101-5402 2,275.00
001-6101-5402 179.46
MEMORIAL BENCH-CLODAGH BOWYER20286
001-6101-5402 2,330.00
001-6101-5402 183.73
Total : 7,399.6520603
100048 6/22/2022 RED SECURITY GROUP, LLC 74635 DAMAGED PD DOOR REPAIR13255
715-4204-4201 958.86
Total : 958.8613255
100049 6/22/2022 REDONDO BEACH, CITY OF 575336 CITY PROSECUTOR SERVICES/MAY2203282
001-1132-4201 16,667.00
Total : 16,667.0003282
100050 6/22/2022 REGIONAL TAP SERVICE CENTER 6016732 BUS PASS SALES MAY2220061
145-3403-4251 20.00
001-1204-4251 20.00
66
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Check Register
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3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 40.00 100050 6/22/2022 REGIONAL TAP SERVICE CENTER20061
100051 6/22/2022 SBCU VISA 00913075 CC STAFF APPRECIATION EVENT SUPPLIES03353
001-1203-4305 110.36
SOCIAL MEDIA MGMT SUBSCRIPTION0E2A7ECB-0003 CC
001-1201-4201 35.00
SCHEID ADDN'L CELL STORAGE/MAY22132543316787
001-2101-4305 0.99
MEMBERSHIP - AHLSTROM136 CC
001-3302-4315 250.00
VALLEY PARK DAY CAMP SUPPLIES1444110-28663420 CC
001-4601-4308 399.92
001-4601-4308 38.00
1 SIT-STAND DESK CITY CLERK1727832-6853067 CC
001-1203-4305 112.96
001-1203-4305 10.73
ADDITIONAL RAM FOR OLDER COMPUTERS2497668-6422624 CC
715-1206-5401 583.84
715-1206-5401 55.52
ABSORBENT FOR OIL SPILLS27450793 CC
001-3104-4309 432.61
001-3104-4309 29.45
GRAFFITI WIPES2985877-8505013
001-3104-4309 185.14
001-3104-4309 17.58
GODADDY SSL CERT RENEWAL/FY22&FY2338375636 CC
715-1206-4201 449.99
715-1550 449.99
RENEWAL FOR PD DOMAIN38375636 CC
715-1206-4201 189.98
OFFICE SUPPLIES4822108-5226618 CC
001-4202-4305 197.98
PANEL INTERVIEW LUNCH484073 CC
001-1203-4201 60.23
COUNTYWIDE CITY MANAGERS MEETING48W49437RU787650J CC
001-1201-4317 90.00
CELL PHONE CASE RENE RODRIGUEZ5429272-9689069
001-4202-4305 20.98
001-4202-4305 1.99
67
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3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100051 6/22/2022 (Continued)SBCU VISA03353
BARRICADE RENTAL JUN226522240 CC
001-3104-4309 7.28
SIT-STAND DESK CC OFFICE ASSISTANT7004629-3647458 CC
001-1203-4305 216.52
001-1203-4305 20.57
COUNCIL MEETING DINNER 5/24/22956893 CC
001-1101-4305 272.70
CLEAN TRANSPORTATION EXPO/3 PW STAFFACT22-052022 CC
001-4202-4317 1,400.00
THEATRE HUB INSURANCE POLICIESCASEPME-01 CC
001-3897 908.95
PRIDE FLAGSCS1605476 CC
001-3104-4309 80.66
001-3104-4309 5.94
ZOOM VIDEOCONFERENCING SERVICES/FY23INV147777080
157-1550 6,033.55
SENIOR CENTER MOVIES/MUSIC/MAY22ML0F7YNZ92 CC
001-4601-4328 9.99
FLOWERS FOR INTERIM CITY CLERK S.MORROWR#907256 CC
001-1201-4305 140.00
001-1201-4305 11.88
EOC SATELLITE PHONE/MAY22RU311890 CC
001-1201-4304 57.67
OFFICER PLATA SUPERVISOR COURSE LODGINGTR906
001-2101-4313 0.02
STACY ARMATO CA CITIES ASSOC SEMINARTR912-LODGING CC
001-1101-4317 548.66
SUJA LOWENTHAL CA CITIES ASSOC SEMINARTR913 -LODGING CC
001-1201-4317 828.15
SUJA LOWENTHAL DINNER-CA CITIES SEMINARTR913-9477 CC
001-1201-4317 50.00
Total : 14,315.7803353
100052 6/22/2022 SHAKESPEARE BY THE SEA Section 3.C of LTA SPECIAL EVENT PERMIT PROGRAM/FY2311049
001-1550 500.00
Total : 500.0011049
100053 6/22/2022 SOCAL GAS 011 004 5767 8 YARD BLDGS/NATURAL GAS/MAY2200170
68
06/22/2022
Check Register
CITY OF HERMOSA BEACH
10
3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
100053 6/22/2022 (Continued)SOCAL GAS00170
001-4204-4303 30.58
Total : 30.5800170
100054 6/22/2022 SONSRAY MACHINERY LLC PSO027855-1 BACKHOE PADS18106
161-3109-4309 593.93
161-3109-4309 56.43
Total : 650.3618106
100055 6/22/2022 STAFFORD HR CONSULTING, LLC 06-002 HR CONSULT SVS/APR2222586
001-1203-4201 2,025.00
Total : 2,025.0022586
100056 6/22/2022 STANLEY CONVERGENT SECURITY 6002480651 JAIL SECURITY SYSTEM/JUL22-JUN2316806
715-1550 11,269.44
BARD SECURITY SYSTEM/JUL22-JUN236002492112
715-1550 1,385.40
Total : 12,654.8416806
100057 6/22/2022 SUZANNE ELYSSE CALDERON PO 37742 CA ASSOC OF CODE ENFORCEMENT DUES FY2322633
001-1550 95.00
Total : 95.0022633
100058 6/22/2022 SYMBOL ARTS, LLC 0432796-IN HBPD SURFBOARD CHALLENGE COINS16997
001-3302-4201 1,075.00
001-3302-4201 171.63
Total : 1,246.6316997
100059 6/22/2022 TEXTME, INCORPORATED PO 37715 SERVICE FEE FOR SUBSCRIBER RECORDS22624
001-2101-4305 75.00
Total : 75.0022624
100060 6/22/2022 U.S. BANK, L.A. LOCKBOX #511649 PO 37744 RETIREMENT CONTRIBUTIONS 6.1-6.15.2222619
001-1101-4180 63.60
001-1121-4180 152.64
001-1201-4180 15.75
001-2101-4180 22.50
001-4202-4180 288.56
001-4601-4180 325.54
69
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CITY OF HERMOSA BEACH
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3:43:59PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 868.59 100060 6/22/2022 U.S. BANK, L.A. LOCKBOX #51164922619
100061 6/22/2022 US ARMOR 37426 ENFORCER CONCEALABLE VEST - PINEDA09374
001-2101-4350 732.16
001-2101-4350 80.01
Total : 812.1709374
100062 6/22/2022 ZUMAR INDUSTRIES INC 97050 MAT REQ 583769/STREET SIGN MAINTENANCE01206
001-3104-4309 552.97
MAT REQ 583770/STREET SIGN MAINTENANCE97051
001-3104-4309 552.97
MAT REQ 583768/STREET SIGN MAINTENANCE97052
001-3104-4309 595.73
MAT REQ 583767/STREET SIGN MAINTENANCE97053
001-3104-4309 552.97
Total : 2,254.6401206
Bank total : 298,886.03 58 Vouchers for bank code :boa
298,886.03Total vouchers :Vouchers in this report 58
"I hereby certify that the demands or claims covered by the
checks listed on pages 1 to 11 inclusive, of the check
register for 6/22/2022 are accurate funds are available for
payment, and are in conformance to the budget."
By
Finance Director
Date 6/22/22
70
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0416
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
ACTION MINUTES OF CIVIL SERVICE BOARD
MEETING OF MAY 18, 2022
Recommended Action:
Staff recommends City Council receive and file the action minutes of the Civil Service Board meeting
of May 18, 2022.
Attachments:
Minutes of May 18, 2022
Respectfully Submitted by: Vanessa Godinez, Human Resources Manager
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 8/3/2022Page 1 of 1
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1
City of Hermosa Beach
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Regular Meeting Minutes
Wednesday, May 18, 2022
5:00 PM
Virtual meetings are held pursuant to AB361.
State and local officials recommend measures to promote social distancing.
Civil Service Board
Chairperson
Douglas Collins
Board Members
Lynda Castro
Sharon Thompson
Robert Wolfe
Vanessa Zimmer
Human Resources Manager
Vanessa Godinez
72
2
1. CALL TO ORDER
The Civil Service Board Regular Meeting of the City of Hermosa Beach met via a virtual meeting
held on Wednesday, May 18, 2022, pursuant to Executive Order AB 361 issued by Governor Gavin
Newsom on September 16, 2021. The Regular meeting was called to order by Chairperson Collins
at 5:01 p.m.
2. ROLL CALL
Present: Chairperson Collins, Commissioners Wolfe, Castro, and Zimmer
Excused: Commissioner Thompson
Staff Present: Vanessa Godinez, Human Resources Manager
Mei Shih, Human Resources Analyst
3. PUBLIC COMMENT
The following people provided public comment:
1. Matt McCool
4. RECESS TO CLOSED SESSION
The Civil Service Board recessed to Closed Session at 5:07 p.m.
5. RECESS TO OPEN SESSION
The Civil Service Board recessed to Open Session at 5:49 p.m.
6. REQUEST TO APPROVE REVISIONS TO THE CLASS SPECIFICATION FOR GEOGRAPHIC
INFORMATION SYSTEMS (GIS) AND INFORMATION TECHNOLOGY (IT) ANALYST
A motion was made by Commissioner Castro, seconded by Commissioner Zimmer, to approve
revisions to the job description for Geographic Information Systems (GIS) and Information
Technology (IT) Analyst.
AYES: Chairperson Collins, Commissioner Wolfe, Commissioner Castro, and Commissioner
Zimmer
NOES: None
ABSENT: Commissioner Thompson
6. APPROVAL OF MINUTES OF THE SPECIAL MEETING OF FEBRUARY 2, 2022
Item continued to June 2022 meeting.
73
3
7. APPROVAL OF MINUTES OF THE REGULAR MEETING OF MARCH 16, 2022
Item continued to June 2022 meeting.
8. APPROVAL OF MINUTES OF THE SPECIAL MEETING OF APRIL 12, 2022
A motion was made by Commissioner Castro, seconded by Commissioner Wolfe, to approve
minutes of the Special Meeting of April 12, 2022.
AYES: Chairperson Collins, Commissioner Wolfe, Commissioner Castro, and Commissioner
Zimmer
NOES: None
ABSENT: Commissioner Thompson
9. ADJOURNMENT
A motion was made by Commissioner Castro, seconded by Commissioner Wolfe, to adjourn the
meeting at 5:54 p.m.
AYES: Chairperson Collins, Commissioner Wolfe, Commissioner Castro, and Commissioner
Zimmer
NOES: None
ABSENT: Commissioner Thompson
74
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0412
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of June 12, 2022
LOS ANGELES COUNTY FIRE AND AMBULANCE MONTHLY
REPORT FOR MAY 2022
(Emergency Management Coordinator Brandy Villanueva)
Recommended Action:
Staff recommends City Council receive and file the May 2022 Fire and Ambulance monthly report.
Executive Summary:
City departments generate monthly reports to provide a snapshot of activities performed each month.
Prior to the transition of fire and ambulance transport services to the County of Los Angeles,the
Hermosa Beach Fire Department developed monthly response reports.After the transition,the
monthly report was updated to include Los Angeles County Fire Department (LACoFD)and
McCormick Ambulance information and continues to be uploaded to the website.The following report
provides details regarding services provided for the month of May 2022.
Background:
At the February 11,2020 Council meeting,City Council requested monthly reports be placed onto the
City Council agenda under consent calendar.On the July 14,2020 City Council agenda,the monthly
reports began to appear. The enclosed report reflects the services for May 2022.
Past Board, Commission and Council Actions
Meeting Date Description
February 11, 2020
(Regular Meeting
City Council requested monthly reports be placed onto the
City Council agenda under consent calendar.
July 14, 2020 (Regular
Meeting)
Monthly reports began on City Council consent agenda.
Discussion:
The May 2022 monthly report provides an overview of services provided by LACoFD and McCormick
City of Hermosa Beach Printed on 5/25/2023Page 1 of 5
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Staff Report
REPORT 22-0412
Ambulance (Attachment 1: May 2022 LACoFD and McCormick Ambulance Monthly Report).
Los Angeles County Fire Department (LACoFD)
LACoFD and McCormick Ambulance work together to provide emergency medical services (EMS)to
the Hermosa Beach community.LACoFD has two apparatus stationed at Station 100 including:one
assessment engine (Engine 100)staffed with a Fire Captain,a Fire Engineer and a Firefighter
Paramedic;and a paramedic squad (Squad 100)staffed with two Firefighter Paramedics.The
paramedic squad (Squad 100)only responds to calls for service exclusively within the City of
Hermosa Beach.It does not provide mutual aid,thereby remaining available for calls within Hermosa
Beach.
Each of the LACoFD apparatus has the capability of providing basic emergency medical care known
as Basic Life Support (BLS)to medical patients.In addition,the paramedic squad has advanced
equipment including medications and responds from within the City to address Advanced Life
Support (ALS) calls, such as a stroke or heart attack.
McCormick Ambulance is one of the emergency medical transport companies within Los Angeles
County.LACoFD does not conduct patient transport;therefore,unincorporated areas are included in
the fire department transport contracts with various providers.Contract cities are responsible for
negotiating and contracting with a medical transport provider for their community.Within the South
Bay,many of the cities have contracted with McCormick Ambulance to conduct emergency medical
transportation including the City of Hermosa Beach.
When LACoFD is dispatched,McCormick Ambulance may also be dispatched as the City’s
emergency medical transportation provider.LACoFD provides life-saving medical care on scene and
continues ALS level care as the patient is transported to a local hospital.In the case of a BLS level
call,monitoring and care are safely provided by one of the two Emergency Medical Technicians
(EMTs) assigned to the responding ambulance.
LACoFD follows industry standards developed by the National Fire Protection Association (NFPA),
which outlines call transfer times and total response times.The NFPA standard for call transfer time
is that each call will be answered within 60 seconds 90 percent of the time.Additionally,responding
units are to be enroute within 60 seconds to EMS related calls and 80 seconds for structure fire calls.
NFPA further stipulates that for EMS calls,responding units must arrive on scene within 8 minutes
and 59 seconds 90 percent of the time.
The May 2022 call transfer report provided by LACoFD indicates that one call had a transfer time
longer than the NFPA standard.The call was received during a period of increased call volume in the
dispatch center.
City of Hermosa Beach Printed on 5/25/2023Page 2 of 5
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Staff Report
REPORT 22-0412
Table 1 below provides the response details for the one incident.
Table 1:
Date Call
Type
Call
Transfer
Time
Length of
Transfer
LACoFD
Dispatch
Time
On
Scene
Time
Length of
Arrival
Total
Response
Time
May 20 Injury
ALS
23:47 73
seconds
23:47 23:50 3 minutes 4 minutes 13
seconds
Table definitions
·Call Transfer Time:The exact time when the call was transferred from South Bay Regional
Public Communications Authority also known as Regional Communications Center (RCC).
·Length of Transfer:The length of time that it took from LACoFD dispatch center to answer the
call from RCC.
·LACoFD Dispatch Time:The time in which appropriate fire apparatus were dispatched to the
incident.
·On Scene Time: The time in which the dispatched units arrived at the incident location.
·Length of Arrival: The time between when the unit was dispatched and arrived on scene.
·Total Response Time:The total combined time between the call transfer time and the length of
time arriving units on scene.
McCormick Ambulance
McCormick Ambulances are staffed by two EMT’s who can provide and transport BLS patients
independently and,with the support of LACoFD paramedics riding in the ambulance,can also
transport ALS patients.
In May 2022,McCormick Ambulance responded to 79 calls for services within the City of Hermosa
Beach.The May 2022 report indicated that 16 calls resulted in delayed Code 3 responses,which is
an increase of 10 delayed calls from the April 2022 transport report.There was one delayed Code 2
response in May 2022.A Code 3 response is one where the responding emergency units are driving
with lights and sirens to a presumed life-threatening emergency,which is typically classified as an
ALS call.According to the McCormick Ambulance contract,“response time must not exceed eight (8)
minutes,fifty-nine (59)seconds”for a Code 3 incident.A Code 2 response is one where the
responding emergency units are driving with lights and sirens to an emergency classified as a basic
life support or BLS call.
City of Hermosa Beach Printed on 5/25/2023Page 3 of 5
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Staff Report
REPORT 22-0412
Staff reviewed the May 2022 McCormick Ambulance monthly report.The following outlines the
reasons for the delayed responses:
·Multiple Calls: (10) The dispatch center received multiple calls at the same time;
·Distance:(5)Based on the location the ambulance begins the response to the City,it could
impact the response time.The City contract does not have a unit permanently stationed within
Hermosa Beach;therefore,the responding ambulance often begins the response outside of
the City; and
·Crew Error: (2) The crew responded to the wrong address.
McCormick Ambulance demonstrates a continuous effort to detect and correct service level
performance deficiencies by identifying the reason for delayed response times,issuance of personnel
performance notices when mandatory response requirements are not met,and the release of
personnel upon continued performance issues.McCormick Ambulance also provides training and
continuing education to staff to improve skills and service delivery.
Although the emergency medical transport units were delayed in arriving on scene within the
allowable timeframe for 17 calls in May 2022,patients were provided timely life-saving emergency
medical care on scene by Los Angeles County Fire Department paramedics.When LACoFD arrives
on scene,it takes paramedics 5 to 10 minutes to conduct the required treatment protocols prior to
commencing transport with McCormick Ambulance.During the patient treatment phase,the
requested ambulance is typically on scene waiting for the paramedics to complete their treatment
protocols even if the ambulance response is delayed.Los Angeles County Fire Department and
McCormick Ambulance are committed to providing excellent emergency medical care,customer
service, and response to the residents and visitors of Hermosa Beach.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s
General Plan. Relevant Policies are listed below:
Safety Element
Goal 5. High quality police and fire protection services provided to residents and visitors.
Policy:
·5.2 High level of response.Achieve optimal utilization of allocated public safety resources
and provide desired levels of response, staffing, and protection within the community.
Fiscal Impact:
City of Hermosa Beach Printed on 5/25/2023Page 4 of 5
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Staff Report
REPORT 22-0412
Fire and ambulance services are contracted and accounted for during the annual budget process.
Attachments:
1.Fire and Ambulance Monthly Report-May 2022
Respectfully Submitted by: Brandy Villanueva, Emergency Management Coordinator
Noted for Fiscal Impact: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 5/25/2023Page 5 of 5
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E100 S100 Total
FIRE, EXPLOSION
118 ‐ Trash or rubbish fire, contained 1 1 0.34%
154 ‐ Dumpster or other outside trash receptacle fire 1 1 0.34%
FIRE, EXPLOSION Total 2 ‐ 2 0.68%
RESCUE, EMS
300 ‐ Rescue, emergency medical call (EMS) call, other 39 30 69 23.15%
311 ‐ Medical assist, assist EMS crew 7 8 15 5.03%
320 ‐ Emergency medical service, other 4 3 7 2.35%
321 ‐ EMS call, excluding vehicle accident with injury 59 56 115 38.56%
322 ‐ Vehicle accident with injuries 3 3 6 2.01%
352 ‐ Extrication of victim(s) from vehicle 1 1 2 0.67%
381 ‐ Rescue or EMS standby 1 1 2 0.67%
RESCUE, EMS Total 114 102 216 72.45%
HAZARDOUS CONDITION
411 ‐ Gasoline or other flammable liquid spill 1 1 0.34%
440 ‐ Electrical wiring/equipment problem, other 1 1 0.34%
444 ‐ Power line down 1 1 0.34%
HAZARDOUS CONDITION Total 3 ‐ 3 1.02%
SERVICE CALL
550 ‐ Public service assistance, other 2 2 0.67%
SERVICE CALL Total 2 ‐ 2 0.67%
GOOD INTENT CALL
600 ‐ Good intent call, other 7 5 12 4.03%
611 ‐ Dispatched & cancelled enroute 22 6 28 9.40%
GOOD INTENT CALL Total 29 11 40 13.43%
FALSE ALARM, FALSE CALL
700 ‐ False alarm or false call, other 4 1 5 1.68%
FALSE ALARM, FALSE CALL Total 4 1 5 1.68%
SPECIAL OR OTHER INCIDENT TYPE
900 ‐ Special type of incident, other 26 2 28 9.40%
911 ‐ Citizen complaint 2 2 0.67%
SPECIAL OR OTHER INCIDENT TYPE Total 28 2 30 10.07%
Grand Total 182 116 298 100.00%
Note:
Data based on updated fireview ‐ apparatus 2022 data. Hermosa Beach units responses.
LOS ANGELES COUNTY FIRE DEPARTMENT
HERMOSA BEACH
FOR THE MONTH OF MAY 2022
Incident Type UNIT RESPONSES Percentage
Submitted by: Brandy Villanueva, Emergency Management Coordinator 1 80
DAY OF THE WEEK E100 S100 Total
Sunday 32 21 53
Monday 24 16 40
Tuesday 31 18 49
Wednesday 22 12 34
Thursday 19 12 31
Friday 20 13 33
Saturday 34 24 58
Grand Total 182 116 298
Note:
Data based on updated fireview ‐ apparatus 2022 data. Hermosa Beach units responses.
LOS ANGELES COUNTY FIRE DEPARTMENT
HERMOSA BEACH
FOR THE MONTH OF MAY 2022
UNIT RESPONSES
0
5
10
15
20
25
30
35
40
E100
S100
Submitted by: Brandy Villanueva, Emergency Management Coordinator 2 81
TIME OF THE DAY E100 S100 Total
00:00:00 TO 00:59:59 11 6 17
01:00:00 TO 01:59:59 11 10 21
02:00:00 TO 02:59:59 2 2 4
03:00:00 TO 03:59:59 7 3 10
04:00:00 TO 04:59:59 3 1 4
05:00:00 TO 05:59:59 2 1 3
06:00:00 TO 06:59:59 4 4
07:00:00 TO 07:59:59 6 3 9
08:00:00 TO 08:59:59 7 6 13
09:00:00 TO 09:59:59 6 4 10
10:00:00 TO 10:59:59 14 7 21
11:00:00 TO 11:59:59 7 6 13
12:00:00 TO 12:59:59 8 8 16
13:00:00 TO 13:59:59 8 6 14
14:00:00 TO 14:59:59 6 3 9
15:00:00 TO 15:59:59 8 5 13
16:00:00 TO 16:59:59 13 8 21
17:00:00 TO 17:59:59 5 2 7
18:00:00 TO 18:59:59 12 9 21
19:00:00 TO 19:59:59 7 4 11
20:00:00 TO 20:59:59 9 4 13
21:00:00 TO 21:59:59 7 6 13
22:00:00 TO 22:59:59 10 7 17
23:00:00 TO 23:59:59 9 5 14
Grand Total 182 116 298
Note:
Data based on updated fireview ‐ apparatus 2022 data. Hermosa Beach units responses.
LOS ANGELES COUNTY FIRE DEPARTMENT
HERMOSA BEACH
FOR THE MONTH OF MAY 2022
UNIT RESPONSES
‐
2
4
6
8
10
12
14
16
00:00:00 TO 00:59:5901:00:00 TO 01:59:5902:00:00 TO 02:59:5903:00:00 TO 03:59:5904:00:00 TO 04:59:5905:00:00 TO 05:59:5906:00:00 TO 06:59:5907:00:00 TO 07:59:5908:00:00 TO 08:59:5909:00:00 TO 09:59:5910:00:00 TO 10:59:5911:00:00 TO 11:59:5912:00:00 TO 12:59:5913:00:00 TO 13:59:5914:00:00 TO 14:59:5915:00:00 TO 15:59:5916:00:00 TO 16:59:5917:00:00 TO 17:59:5918:00:00 TO 18:59:5919:00:00 TO 19:59:5920:00:00 TO 20:59:5921:00:00 TO 21:59:5922:00:00 TO 22:59:5923:00:00 TO 23:59:59E100
S100
Submitted by: Brandy Villanueva, Emergency Management Coordinator 3 82
Ad Hoc Report:
Name:
Date:
Description:
Seizure Date Seizure Time ALI City Answer Secs Call Type ID ALI Class
5/1/2022 00:06:44 HERM BCH 32 911 Calls WPH2
5/1/2022 12:40:47 HERM BCH 5 911 Calls WPH2
5/3/2022 00:33:32 HERMOSA BEACH 2 911 Calls RESD
5/3/2022 10:44:46 HMB 1 911 Calls WPH2
5/4/2022 12:41:01 HERMOSA BEACH 2 911 Calls VOIP
5/4/2022 21:59:53 HERMOSA BEACH 2 911 Calls BUSN
5/5/2022 01:41:47 HERMOSA BEACH 2 911 Calls WPH2
5/5/2022 17:43:01 HERMOSA BEACH 2 911 Calls VOIP
5/5/2022 20:09:58 HERMOSA BEACH 8 911 Calls WPH2
5/5/2022 20:20:04 HERMOSA BEACH 4 911 Calls WPH2
5/6/2022 03:11:06 HERMOSA BEACH 2 911 Calls VOIP
5/6/2022 07:17:43 HERMOSA BEACH 2 911 Calls WPH2
5/6/2022 07:29:40 HERM BCH 2 911 Calls WPH2
5/6/2022 12:36:06 HERM BCH 1 911 Calls WPH2
5/6/2022 15:56:42 HERM BCH 2 911 Calls WPH2
5/7/2022 14:45:58 HERMOSA BEACH 2 911 Calls WPH2
5/7/2022 18:14:09 HERMOSA BEACH 2 911 Calls WPH2
5/7/2022 21:32:21 HERM BCH 3 911 Calls WPH2
5/7/2022 21:48:51 HMB 2 911 Calls WPH2
5/8/2022 10:27:08 HERM BCH 2 911 Calls WPH2
5/9/2022 01:50:42 HERM BCH 3 911 Calls WPH2
5/9/2022 18:39:18 HMB 3 911 Calls WPH2
5/9/2022 18:39:26 HERMOSA BEACH 2 911 Calls VOIP
5/9/2022 21:24:37 HMB 1 911 Calls WPH2
5/10/2022 04:56:57 HERMOSA BEACH 2 911 Calls VOIP
5/10/2022 09:35:45 HERMOSA BEACH 2 911 Calls WPH2
5/11/2022 10:03:38 HERM BCH 2 911 Calls WPH2
5/11/2022 19:29:24 HERMOSA BEACH 5 911 Calls VOIP
5/12/2022 00:40:52 HERM BCH 2 911 Calls WPH2
5/12/2022 08:43:13 HERM BCH 2 911 Calls WPH2
5/12/2022 10:58:24 H B 2 911 Calls
5/12/2022 14:06:00 HERMOSA BEACH 2 911 Calls RESD
5/13/2022 03:04:07 HERMOSA BEACH 2 911 Calls VOIP
5/13/2022 10:38:23 HERMOSA BEACH 2 911 Calls VOIP
5/13/2022 18:45:50 HERMOSA BEACH 48 911 Calls WPH2
5/13/2022 22:44:30 HERM BCH 2 911 Calls WPH2
5/14/2022 00:17:33 HERM BCH 21 911 Calls WPH2
5/14/2022 00:25:41 HERMOSA BEACH 2 911 Calls VOIP
5/14/2022 09:14:22 HERMOSA BEACH 2 911 Calls WPH2
Hermosa Call Answer Time
6/1/2022
May 2022
Los Angeles County Fire
Submitted by: Brandy Villanueva, Emergency Management Coordinator 4
83
5/14/2022 14:49:54 HERMOSA BEACH 18 911 Calls WPH2
5/14/2022 16:26:25 HERMOSA BEACH 2 911 Calls VOIP
5/15/2022 01:11:29 HERM BCH 2 911 Calls WPH2
5/15/2022 01:26:54 HERM BCH 2 911 Calls WPH2
5/15/2022 12:57:11 HERMOSA BEACH 2 911 Calls VOIP
5/15/2022 18:53:17 HERMOSA BEACH 2 911 Calls WPH2
5/15/2022 21:42:51 HERM BCH 2 911 Calls WPH2
5/17/2022 07:05:59 HERM BCH 2 911 Calls WPH2
5/17/2022 16:51:39 HERMOSA BEACH 2 911 Calls VOIP
5/17/2022 16:53:26 HERMOSA BEACH 2 911 Calls VOIP
5/17/2022 17:04:27 HERM BCH 32 911 Calls WPH2
5/17/2022 17:07:29 HERM BCH 2 911 Calls WPH2
5/19/2022 06:44:28 HERMOSA BEACH 2 911 Calls RESD
5/19/2022 11:49:06 HERMOSA BEACH 3 911 Calls WPH2
5/20/2022 01:03:25 HERMOSA BEACH 5 911 Calls WPH2
5/20/2022 23:20:41 HERM BCH 2 911 Calls WPH2
5/20/2022 23:44:39 HERMOSA BEACH 73 911 Calls WPH2
5/21/2022 18:52:30 HERM BCH 1 911 Calls WPH2
5/22/2022 10:43:37 HERM BCH 3 911 Calls WPH2
5/22/2022 11:27:20 HERMOSA BEACH 2 911 Calls VOIP
5/22/2022 13:54:24 HERM BCH 2 911 Calls WPH2
5/22/2022 15:43:14 HERM BCH 3 911 Calls WPH2
5/22/2022 23:16:17 HERM BCH 2 911 Calls WPH2
5/23/2022 01:05:17 HERMOSA BEACH 2 911 Calls WPH2
5/23/2022 14:30:01 HMB 2 911 Calls WPH2
5/23/2022 16:41:50 HERM BCH 2 911 Calls WPH2
5/24/2022 07:11:13 HERMOSA BEACH 47 911 Calls VOIP
5/24/2022 12:54:49 HERM BCH 2 911 Calls WPH2
5/24/2022 15:04:27 HMB 21 911 Calls WPH2
5/24/2022 15:06:35 HERMOSA BEACH 32 911 Calls WPH2
5/24/2022 16:33:22 HERM BCH 2 911 Calls WPH2
5/24/2022 19:35:57 HERMOSA BEACH 2 911 Calls VOIP
5/25/2022 02:05:42 HERM BCH 2 911 Calls WPH2
5/25/2022 07:46:25 HERMOSA BEACH 2 911 Calls W911
5/25/2022 09:07:06 HERM BCH 2 911 Calls WPH2
5/26/2022 08:28:08 HERMOSA BEACH 2 911 Calls VOIP
5/28/2022 10:08:37 HERMOSA BEACH 2 911 Calls VOIP
5/28/2022 13:24:49 HERM BCH 2 911 Calls WPH2
5/28/2022 14:55:46 HERM BCH 2 911 Calls WPH2
5/28/2022 20:49:43 HERM BCH 19 911 Calls WPH2
5/28/2022 23:10:53 HERM BCH 2 911 Calls WPH2
5/28/2022 23:11:13 HERM BCH 2 911 Calls WPH2
5/29/2022 01:31:12 HERM BCH 2 911 Calls WPH2
5/29/2022 02:49:22 HERM BCH 2 911 Calls WPH2
5/29/2022 10:22:07 HERM BCH 2 911 Calls WPH2
5/29/2022 15:32:28 HERM BCH 2 911 Calls WPH2
5/29/2022 16:05:54 HERM BCH 2 911 Calls WPH2
Submitted by: Brandy Villanueva, Emergency Management Coordinator 5
84
5/29/2022 19:18:00 HERMOSA BEACH 2 911 Calls RESD
5/29/2022 22:33:54 HERM BCH 8 911 Calls WPH2
5/30/2022 08:58:02 HERMOSA BEACH 2 911 Calls RESD
5/30/2022 10:44:29 HERM BCH 1 911 Calls WPH2
5/31/2022 16:33:50 HERMOSA BEACH 2 911 Calls RESD
Average Call Answer Time (seconds)6
Submitted by: Brandy Villanueva, Emergency Management Coordinator 6
85
McCormick Ambulance
May 2022
Total Number of Dispatched Calls
Dispatched Calls Totals
Transported 79
Cancelled 55
Grand Total 134
NOTE: None
79, 59%
55, 41%
Total Dispatched Calls
Transported
Cancelled
Submitted by: Brandy Villanueva, Emergency Management Coordinator 7 86
Calls per the day of the week
Day of the Week Completed Cancelled Total
Sunday 12 12 24
Monday 10 8 18
Tuesday 17 3 20
Wednesday 9 8 17
Thursday 8 6 14
Friday 11 5 16
Saturday 12 13 25
Grand Total 79 55 134
0
2
4
6
8
10
12
14
16
18
Completed
Canceled
Submitted by: Brandy Villanueva, Emergency Management Coordinator 8 87
Response by the Time of Day
Time of Day Total Response
00:00:00 TO 00:59:59 8
01:00:00 TO 01:59:59 10
02:00:00 TO 02:59:59 2
03:00:00 TO 03:59:59 3
04:00:00 TO 04:59:59 2
05:00:00 TO 05:59:59 1
06:00:00 TO 06:59:59 0
07:00:00 TO 07:59:59 4
08:00:00 TO 08:59:59 6
09:00:00 TO 09:59:59 4
10:00:00 TO 10:59:59 12
11:00:00 TO 11:59:59 8
12:00:00 TO 12:59:59 8
13:00:00 TO 13:59:59 6
14:00:00 TO 14:59:59 3
15:00:00 TO 15:59:59 5
16:00:00 TO 16:59:59 9
17:00:00 TO 17:59:59 4
18:00:00 TO 18:59:59 9
19:00:00 TO 19:59:59 6
20:00:00 TO 20:59:59 4
21:00:00 TO 21:59:59 5
22:00:00 TO 22:59:59 8
23:00:00 TO 23:59:59 7
Grand Total 134
0
2
4
6
8
10
12
14
00:00:00 TO 00:59:5901:00:00 TO 01:59:5902:00:00 TO 02:59:5903:00:00 TO 03:59:5904:00:00 TO 04:59:5905:00:00 TO 05:59:5906:00:00 TO 06:59:5907:00:00 TO 07:59:5908:00:00 TO 08:59:5909:00:00 TO 09:59:5910:00:00 TO 10:59:5911:00:00 TO 11:59:5912:00:00 TO 12:59:5913:00:00 TO 13:59:5914:00:00 TO 14:59:5915:00:00 TO 15:59:5916:00:00 TO 16:59:5917:00:00 TO 17:59:5918:00:00 TO 18:59:5919:00:00 TO 19:59:5920:00:00 TO 20:59:5921:00:00 TO 21:59:5922:00:00 TO 22:59:5923:00:00 TO 23:59:59Time of Day
Responses
Submitted by: Brandy Villanueva, Emergency Management Coordinator 9 88
Response Times Within Allowable
Time
Delayed Response Cancelled Total
Code 3: Response
Time of 8:59 or less
20 16 0 36
Code 2: Response
Time of 15:00 or
less
42 1 0 43
Cancelled
Responses
0 0 55 55
Grand Total 62 17 55 134
Submitted by: Brandy Villanueva, Emergency Management Coordinator 10 89
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0407
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
ACTION MINUTES OF THE PARKS, RECREATION AND
COMMUNITY RESOURCES ADVISORY COMMISSION
MEETING OF MAY 3, 2022 AND JUNE 16, 2022
Recommended Action:
Staff recommends City Council receive and file the action minutes of the Parks,Recreation and
Community Resources Advisory Commission meeting of May 3, 2022 and June 16, 2022.
Attachments:
1.Action Minutes of the May 3, 2022 Parks, Recreation and Community Resources Advisory
Commission Meeting
2.Action Minutes of the June 16, 2022 Parks, Recreation and Community Resources Advisory
Commission Meeting
Respectfully Submitted by: Lisa Nichols, Community Resources Manager
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 5/25/2023Page 1 of 1
powered by Legistar™90
MINUTES
REGULAR MEETING of the PARKS, RECREATION AND COMMUNITY RESOURCES
ADVISORY COMMISSION
May 3, 2022 – Council Chambers, City Hall
1315 Valley Drive – 7:00 P.M.
Parks, Recreation and Community Resources Advisory Commission
Barbara Ellman, Chairperson
Traci Horowitz, Vice Chairperson
Jani Lange
E. Thomas Moroney
Lauren Pizer Mains
************************************************************************************************************************
VIRTUAL MEETINGS ARE HELD PERSUANT TO AB361 BECAUSE STATE AND LOCAL OFFICIALS ARE
RECOMMENDING MEASURES TO PROMOTE SOCIAL DISTANCING
************************************************************************************************************************
I. Call to Order
II. Pledge of Allegiance
III. Roll Call
Present: Chairperson Ellman, Vice Chairperson Horowitz, Commissioner Moroney, Deputy City Engineer Lucho
Rodriguez, Recreation Coordinator Nick Shattuck, and Community Resources Manager Lisa Nichols
Absent: Commissioner Lange, Commissioner Pizer Mains
IV. Announcements – Upcoming City Events
V. Presentations
a. None
VI. Community Resources Manager Report
a. Updates Regarding City Council Items Previously on the Parks, Recreation and Community
Resources Advisory Commission’s Agenda
VII. Public Participation – Oral and Written Communications from the Public: This is the time for members of the
public to address the Commission on any items within the Commission's jurisdiction not on this agenda, on items
on this agenda as to which public comment will not be taken (Announcements, Community Resources Manager
Report, Consent Calendar items that are not pulled for separate consideration and Future Agenda Items), on
written communications, and to request the removal of an item from the consent calendar. Public comments on
the agenda items called Announcements, Community Resources Manager Report, Consent Calendar items that
are not pulled for separate consideration and Future Agenda Items will only be heard at this time. Further,
comments on public hearing items are heard only during the public hearing. Members of the audience may also
speak during discussion of items removed from the Consent Calendar for separate consideration; during Public
Hearings; and, during discussion of items appearing under Matters for Commission Consideration. All comments
from the public under this agenda item are limited to three minutes per speaker, but this time allotment may be
reduced due to time constraints. The Commission acknowledges rec eipt of the written communications listed
below. No action will be taken on matters raised in oral and written communications, except that the Commission
may take action to schedule issues raised in oral and written communications for a future agenda. Spea kers with
91
comments regarding City management or departmental operations are encouraged to submit those comments
directly to the City Manager.
VIII. Commissioner Comments: Commissioners may briefly respond to public comments, may ask a question for
clarification or make a brief announcement or report on his or her own liaison or subcommittee roles, activities or
meetings attended.
IX. Consent Calendar
a. March, 2022 Activity Report
b. Action Minutes of the Regular Meeting of April 5, 2022
Motion by Vice Chairperson Horowitz to approve items a. March, 2022 Activity Report and b. Action Minutes of the
Regular Meeting of April 5, 2022. Commissioner Moroney seconded the motion. Motion passed with a 3-0 vote.
X. Items Removed from the Consent Calendar for Separate Discussion
XI. Public Hearings
a. Approval of Additional 2022 Impact Level III Special Events Including: Asher’s Bash and Rainbow
Dash to Cure Childhood Cancer (6/18); and Jersey Mike’s USLA National Lifeguard and Junior
Lifeguard Championship (8/8-8/14)
Coming forward to address the Commission at this time: (42:38)
Erin Arreola , Asher’s Bash and Rainbow Dash to Cure Childhood Cancer event representative
Kristin Johnston, Asher’s Bash and Rainbow Dash to Cure Childhood Cancer event representative
Michelle Dixon, Asher’s Bash and Rainbow Dash to Cure Childhood Cancer event representative
Charlotte Graham, Jersey Mike’s USLA National Lifeguard and Junior Lifeguard Championship event representative
Dustin Krause, Asher’s Bash and Rainbow Dash to Cure Childhood Cancer event representative
Jay Butki, Jersey Mike’s USLA National Lifeguard and Junior Lifeguard Championship event representative
Motion by Vice Chairperson Horowitz to recommend for approval by City Council the Asher’s Bash and Rainbow Dash to
Cure Childhood Cancer on June 18, 2022. Chairperson Ellman seconded the motion. Motion passed with a 2 -1 vote.
Motion passed with a 2-1 vote.
Motion by Commissioner Moroney to recommend for approval by City Council the Jersey Mike’s USLA national Lifeguard
and Junior Lifeguard Championship on August 8 through August 14, 2022. Vice Chairperson Horowitz seconded the
motion. Motion passed with a 3-0 vote.
XII. Matters for Commission Consideration
a. Consideration of Fee Waiver Grant Requests
Coming forward to address the Commission at this time: (2:03:24)
Carolina Garbato, USA Volleyball Representative
Motion by Commissioner Moroney to approve the 2022 Fee Waiver Grant requests from Skechers Foundation for its Pier
to Pier Friendship Walk in the amount of $2,500, and from USA Volleyball for its U19 World Championship Trials and
World University Championship Trials in the amount of $589. Vice Chairperson Horowitz seconded the motion. Motion
passed with a 2-1 vote.
b. Approval of Proposed Locations for the Placement of Memorial Benches Throughout Various City
Parks
Motion by Vice Chairperson Horowitz to approve the proposed locations for the placement of Memorial Benches
throughout various City parks, except for Moondust Park where the current bench shall be replaced if a Memorial Bench
Application is received for that location. Commissioner Moroney seconded the motion. Motion passed with a 3-0 vote.
92
XIII. Future Agenda Items - Requests from Commissioners for possible future agenda items. No discussion or debate
of these requests shall be undertaken; the sole action is whether to schedule the item for consideration on a
future agenda. No public comment will be taken. Commissioners should consider the city's work plan when
considering new items.
a. None
XIV. Adjournment
This meeting was adjourned to the Thursday, June 16, 2022, meeting by Chairperson Ellman at 9:50pm.
93
MINUTES
REGULAR MEETING of the PARKS, RECREATION AND COMMUNITY RESOURCES
ADVISORY COMMISSION
June 16, 2022 – Council Chambers, City Hall
1315 Valley Drive – 7:00 P.M.
Parks, Recreation and Community Resources Advisory Commission
Barbara Ellman, Chairperson
Traci Horowitz, Vice Chairperson
Jani Lange
E. Thomas Moroney
Lauren Pizer Mains
************************************************************************************************************************
VIRTUAL MEETINGS ARE HELD PERSUANT TO AB361 BECAUSE STATE AND LOCAL OFFICIALS ARE
RECOMMENDING MEASURES TO PROMOTE SOCIAL DISTANCING
************************************************************************************************************************
I. Call to Order
II. Pledge of Allegiance
III. Roll Call
Present: Chairperson Ellman, Commissioner Lange, Commissioner Moroney, Deputy City Engineer Lucho Rodriguez,
Recreation Coordinator Nick Shattuck, and Community Resources Manager Lisa Nichols
Absent: Vice Chairperson Horowitz, Commissioner Pizer Mains
IV. Announcements – Upcoming City Events
V. Presentations
a. Hearts of Hermosa Post-Event Presentation
b. Fine Arts Festival Post-Event Presentation
c. Association of Volleyball Professionals (AVP) Pre-Event Presentation
d. Shakespeare by the Sea Pre-Event Presentation
Coming forward to address the Commission at this time: (09:22)
Jenn Buchsbaum, Hearts of Hermosa event representative
Jan Brittan, Fine Arts Festival event representative
Andrew Young, Association of Volleyball Professionals event representative
Lisa Coffi, Shakespeare by the Sea event representative
Dency Nelson, Shakespeare by the Sea event representative
VI. Community Resources Manager Report
VII. Public Participation – Oral and Written Communications from the Public: This is the time for members of the
public to address the Commission on any items within the Commission's jurisdiction not on this agenda, on items
on this agenda as to which public comment will not be taken (Announcements, Community Resources Manager
Report, Consent Calendar items that are not pulled for separate consideration and Future Agenda Items), on written
communications, and to request the removal of an item from the consent calendar. Public comments on the agenda
items called Announcements, Community Resources Manager Report, Consent Calendar items that are not pulled
for separate consideration and Future Agenda Items will only be heard at this time. Further, comments on public
hearing items are heard only during the public hearing. Members of the audience may also speak during discussion
94
of items removed from the Consent Calendar for separate consideration; during Public Hearings; and, during
discussion of items appearing under Matters for Commission Consideration. All comments from the public under
this agenda item are limited to three minutes per speaker, but this time allotment may be reduced due to time
constraints. The Commission acknowledges receipt of the written communications listed below. No action will be
taken on matters raised in oral and written communications, except that the Commission may take action to
schedule issues raised in oral and written communications for a futur e agenda. Speakers with comments regarding
City management or departmental operations are encouraged to submit those comments directly to the City
Manager.
VIII. Commissioner Comments: Commissioners may briefly respond to public comments, may ask a question for
clarification or make a brief announcement or report on his or her own liaison or subcommittee roles, activities or
meetings attended.
IX. Consent Calendar
a. April, 2022 Activity Report
b. May, 2022 Activity Report
c. Action Minutes of the Regular Meeting of May 3, 2022
Commissioner Moroney pulled Item c.
Motion by Commissioner Moroney to approve Items a. April, 2022 Activity Report and b. May, 2022 Activity Report.
Commissioner Lange seconded the motion. Motion passed with a 3-0 vote.
Motion by Commissioner Moroney to correct Item c. of the Action minutes of the Regular Meeting of May 3, 2022 to
separate the motion into two motions: one motion to approve Asher’s Bash and Rainbow Dash to Cure Childhood Cancer,
which passed with a 2-1 vote, and one motion to approve the Jersey Mike’s USLA National Lifeguard and Junior Lifeguard
Championships, which passed with a 3-0 vote. Commissioner Lange seconded the motion. Motion passed with a 3-0 vote.
X. Items Removed from the Consent Calendar for Separate Discussion
XI. Public Hearings
a. None
XII. Matters for Commission Consideration
a. Election of Officers
Motion by Commissioner Lange to nominate Vice Chairperson Horowitz as Chairperson for the Parks, Recreation and
Community Resources Advisory Commission. Commissioner Moroney seconded the motion. Motion passed with a 3-0
vote.
Motion by Commissioner Lange to nominate Commissioner Moroney as Vice Chairperson for the Parks, Recreation and
Community Resources Advisory Commission. Chairperson Ellman seconded the motion. Motion passed with a 3-0 vote.
XIII. Future Agenda Items - Requests from Commissioners for possible future agenda items. No discussion or debate
of these requests shall be undertaken; the sole action is whether to schedule the item for consideration on a future
agenda. No public comment will be taken. Commissioners should consider the city's work plan when considering
new items.
a. Special Event Policy Guide Updates
Motion by Commissioner Moroney to add the Special Event Policy Guide Updates as a future agenda item. Commissioner
Lange seconded the motion. Motion passed 3-0.
XIV. Adjournment
This meeting was adjourned to the Tuesday, July 5, 2022, meeting by Chairperson Ellman at 9:02pm.
95
96
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0393
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
ACTION MINUTES OF THE PLANNING COMMISSION
SPECIAL MEETING OF JUNE 7, 2022 AND
REGULAR MEETING OF JUNE 21, 2022
(Community Development Director Jeannie Naughton)
Recommended Action:
Staff recommends City Council receive and file the action minutes of the Planning Commission
special meeting of June 7, 2022 and regular meeting of June 21, 2022.
Attachments:
1. Planning Commission Action Minutes Special Meeting of June 7, 2022
2. Planning Commission Action Minutes Regular Meeting of June 21, 2022
Respectfully Submitted by: Jeannie Naughton, Community Development Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 5/25/2023Page 1 of 1
powered by Legistar™97
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
City of Hermosa Beach
Action Minutes
Planning Commission
Chair
David Pedersen
Vice Chair
Stephen Izant
Commissioners
Peter Hoffman
Rob Saemann
Marie Rice
6:00 PM Council ChambersTuesday, June 7, 2022
I. CALL TO ORDER
The Planning Commission Special Meeting was held virtually pursuant to
Executive Order AB 361 issued by Governor Gavin Newsom on September 16,
2021. The meeting was called to order by Chair David Pedersen at 6:00 pm.
II. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Commissioner Saemann.
III. ROLL CALL
Chair David Pedersen, Vice Chair Stephen Izant, Commissioner Rob Saemann,
Commissioner Peter Hoffman, and Commissioner Marie Rice
Present:5 -
Absent:0
All Planning Commission Members attended remotely.
Also present remotely: Angela Crespi, Interim Community Development Director
Patrick Donegan, Assistant City Attorney
Carlos Luis, Senior Planner
Christy Teague, Senior Planner
Melanie Hall, Interim Associate Planner
IV. PUBLIC PARTICIPATION -- ORAL AND WRITTEN COMMUNICATIONS
The following people attended remotely to provide public comment:
1. Sahil Gandhi
2. Jon David
Page 1City of Hermosa Beach
98
June 7, 2022Planning Commission Action Minutes - Draft
a.REPORT
22-0375
WRITTEN COMMUNICATIONS
Motion by Commissioner Saemann and seconded by Commissioner Rice to
receive and file the written communications.The motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
SECTION I
REVIEW AND DISCUSSION
V.REPORT
22-0378
INFORMATION ONLY: PUBLIC HEARING NOTICE
VI.REPORT
22-0363
Special Meeting to Review and Discuss the Comprehensive Zoning Code
Update: District and Design Standards
The following people attended remotely to provide public comment:
1. Ed Hart
2. Laura Pena
VII. ADJOURNMENT TO THE JUNE 21, 2022 PLANNING COMMISSION REGULAR
MEETING
Motion by Commissioner Rice and seconded by Commissioner Saemann to
adjourn the meeting. The motion carried by voice vote as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
The meeting was adjourned by Chair Pedersen at 8:33 PM.
Page 2City of Hermosa Beach
99
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
City of Hermosa Beach
Action Minutes - Draft
Planning Commission
Chair
David Pedersen
Vice Chair
Stephen Izant
Commissioners
Peter Hoffman
Rob Saemann
Marie Rice
6:00 PM Council Chambers (Virtually)Tuesday, June 21, 2022
I. CALL TO ORDER
The Planning Commission regular meeting was held virtually pursuant to Executive Order AB 361
issued by Governor Gavin Newsom on September 16, 2021. The meeting was called to order by Chair
David Pedersen at 6:02 PM after the introduction of Jeannie Naughton, new Community Development
Director, made by Deputy City Manager Angela Crespi at 6:00 PM.
II. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Patrick Donegan, Assistant City Attorney.
III. ROLL CALL
Chair David Pedersen, Vice Chair Stephen Izant, Commissioner Rob Saemann,
Commissioner Peter Hoffman, and Commissioner Marie Rice
Present:5 -
Absent:0
All Planning Commission Members attended remotely.
Also present remotely: Angela Crespi, Deputy City Manager
Jeannie Naughton, Community Development Director
Patrick Donegan, Assistant City Attorney
Carlos Luis, Senior Planner
Christy Teague, Interim Senior Planner
Melanie Hall, Interim Associate Planner
Dorothy Scheid, Acting Police Captain
IV. PUBLIC PARTICIPATION -- ORAL AND WRITTEN COMMUNICATIONS
Page 1City of Hermosa Beach
100
June 21, 2022Planning Commission Action Minutes - Draft
a.REPORT
22-0390
WRITTEN COMMUNICATIONS
The following people attended remotely to provide public comment:
1. Raymond Dussault
2. Craig Rogers
3. Cynthia Furnberg
4. Josh Krasnegor
Motion by Commissioner Rice and seconded by Vice Chair Izant to receive and
file the written communications, noting that attachment #5 was a retracted email.
The motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
SECTION I
CONSENT CALENDAR
V.REPORT
22-0384
ACTION MINUTES OF THE PLANNING COMMISSION MEETING
OF MAY 17, 2022 & SPECIAL MEETING OF JUNE 7, 2022
Commissioner Rice requested that the votes for this action item be separated into
two separate motions. Request was granted.
Motion by Vice Chair Izant and seconded by Commissioner Hoffman to receive
and file the action minutes of the May 17th Planning Commission regular
meeting. Motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, and Commissioner
Hoffman
4 -
Absent:0
Abstain:Commissioner Rice1 -
Motion by Commissioner Hoffman and seconded by Commissioner Rice to
receive and file the action minutes of the June 7th Planning Commission special
meeting. Motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
RESOLUTIONS FOR CONSIDERATION
Page 2City of Hermosa Beach
101
June 21, 2022Planning Commission Action Minutes - Draft
***************************************************************************************************************
THE RECOMMENDATIONS NOTED BELOW ARE FROM THE PLANNING STAFF AND ARE
RECOMMENDATIONS ONLY. THE FINAL DECISION ON EACH ITEM RESTS WITH THE PLANNING
COMMISSION. PLEASE DO NOT ASSUME THAT THE STAFF RECOMMENDATION WILL BE THE
ACTION OF THE PLANNING COMMISSION.
***************************************************************************************************************
SECTION II
STAFF ITEM
VI.REPORT
22-0397
TRI-ANNUAL REPORT FOR ON-SALE ALCOHOLIC BEVERAGE
CONDITIONAL USE PERMITS
Vice Chair Izant inquired if a fine or warning had been issued as a result of the
undercover minor decoy test, in which Mickey’s Deli and Ocean View Liquor both
failed. Dorothy Scheid, Acting Police Captain of the Hermosa Beach Police
Department, stated that the operation was performed by the California
Department of Alcoholic Beverage Control and any fines or citations would be
issued by that government agency directly to both locations.
Vice Chair Izant noted that on the Fire Inspection Report from the Los Angeles
County Fire Department, all 672 inspections had been passed. Vice Chair Izant
requested that we return at the next meeting with criteria on what the protocol is
during a typical Fire Inspection, including what is checked. Community
Development Director Jeannie Naughton agreed to return next month with the
information requested. Vice Chair Izant questioned on the Code Enforcement
Conditional Use Permit reviews whether the walk-throughs are performed by
Code Enforcement or by A.B.C. Community Development Director Naughton
informed him that they are performed by Code Enforcement directly walking
through each site.
Motion by Commissioner Rice and seconded by Commissioner Saemann to
receive and file the Tri-Annual Report. Motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
SECTION III
HEARING
SECTION IV
PUBLIC HEARING
Page 3City of Hermosa Beach
102
June 21, 2022Planning Commission Action Minutes - Draft
VII.REPORT
22-0385
INFORMATION ONLY: PUBLIC HEARING NOTICES,
PROJECT ZONING MAP, MAILING AFFIDAVIT AND RADIUS MAP
VIII.REPORT
22-0388
PRECISE DEVELOPMENT PLAN AMENDMENT NO. 22-02 - A
REQUEST TO AMEND PRECISE DEVELOPMENT PLAN NO. 04-09 BY
ALLOWING A 619 SQUARE-FOOT ROOF DECK ADDITION TO AN
EXISTING ROOF DECK, TOTALING 879 SQUARE FEET, TO ONE OF
THREE RESIDENTIAL CONDOMINIUM UNITS BELOW THE 30-FOOT
HEIGHT LIMIT AT AN EXISTING MIXED-USE BUILDING LOCATED AT
38 HERMOSA AVENUE, AND TO DETERMINE THAT THE PROJECT IS
CATEGORICALLY EXEMPT FROM THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT (CEQA).
There were no public comments provided during this item.
The following person attended remotely to speak:
1. John Musolino, Musolino Architecture (Architect)
Chair Pedersen inquired about the glass partition installation to help minimize
noise from reaching the neighbors. John Musolino stated that a guard rail will be
put up facing the neighboring property to the South, which is limited to 42
inches, but it is required per the building code.
Motion by Commissioner Saemann and seconded by Commissioner Hoffman to
adopt the attached resolution approving Precise Development Plan amendment
number 22-02 to amend Precise Development Plan number 04-09 by allowing a
619 square-foot roof deck addition to an existing roof deck, totaling 879 square
feet, to one of three residential condominium units below the 30-foot height limit
at an existing mixed-use building located at 38 Hermosa Avenue, and to
determine that the project is categorically exempt from the California
Environmental Quality Act (CEQA). Motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
This final action is subject to potential review by the City Council pursuant to
Chapter 2.52 of the Municipal Code,* or may be appealed to the City Council by
any party if filed by July 25, 2022.
IX.REPORT
22-0389
REVIEW AND DISCUSS ZONING CODE UPDATES
RELATED TO DRIVE-THROUGH FACILITIES
The following people attended remotely to provide public comment:
1. Cynthia Furberg
2. Craig Rogers
Page 4City of Hermosa Beach
103
June 21, 2022Planning Commission Action Minutes - Draft
3. Josh Krasnegor
Commissioner Rice suggested to add additional language to item F under
proposed ordinance sub 3 to read, “An overflow queueing plan shall be required
for all drive through facilities to address queueing that overflows the capacity of
the site.” Commissioner Rice also requested Staff to consider the maximum
buffer for the queueing lane and from the ordering window, plus possibly adding
landscape buffers to help mitigate noise away from the neighboring residences.
Commissioner Saemann questioned whether a 50-foot queueing requirement
would make it impossible to build any drive throughs at all. Commissioner
Saemann asked Staff to look at different queueing configurations where it would
be possible to have a 50-foot distance queuing and to see how it would look.
Commissioner Saemann also would like to know if there is a minimum or
maximum number of cars in the drive through queue. He asks how businesses
would prevent people from stopping outside the business, blocking the street
lane and traffic, when the queue is full.
Commissioner Hoffman stated that adding arbitrary hours of operation could
prevent businesses like pharmacies or banks from being able to operate drive
throughs. He questions whether we can establish design standards that would
make sense in residential areas as well as commercial zones.
Vice Chair Izant stated that he does not feel a mandatory 50-foot buffer will
necessarily do justice to the project or to residents. He feels the noise ordinance
gives adequate coverage with the 8:00 am start time while coupled with the Staff
recommended allowable 3 decibels above the ambient noise or 60 decibels.
Chair Pedersen agreed with Commissioner Rice’s queueing plan suggestion. He
also agrees with Commissioner Hoffman’s points regarding nuances and
discretion when it comes to buffers so does not feel there should be arbitrary
limits. Feels there may be some language additions needed regarding changes
in use for drive throughs.
SECTION V
X. STAFF ITEMS
a.REPORT
22-0394
PRIMER ON THE CITY’S PUBLIC NOTICING REQUIREMENTS
AND PRACTICES FOR PLANNING COMMISSION ITEMS
Assistant City Attorney Patrick Donegan stated that increasing the length of time
in which public notices are sent may not address all the public concerns raised
during public comment or mentioned in written communications. Assistant
Attorney Donegan said City Staff does recommend that the applicant(s) always
reach out to neighboring residents to answer any questions or concerns. He also
reiterated that tonight’s discussion is only meant to provide information and no
action will be taken during this meeting regarding changing public noticing
requirements.
Commissioner Rice addressed the email from Craig Rogers regarding the sewer
rate hike notice and that those are dictated by proposition 218 and it is not
Page 5City of Hermosa Beach
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June 21, 2022Planning Commission Action Minutes - Draft
related to the public noticing requirements; they are two entirely different
statutory regimes. Commissioner Rice pointed out the difference between public
noticing and public records requests. Commissioner Rice says posting of the
Agenda and the providing of the public notice should happen concurrently. She
feels that ten days in advance would be sufficient notice if both are provided
concurrently.
Commissioner Saemann agreed with Commissioner Rice. However, he does not
feel that any additional expense or difficulty in mailing the public notices out
earlier than 10 days. Commissioner Saemann suggested mailing public notices
out 30 days in advance. Commissioner Saemann also suggested to upload a
digital file for each project online as the project and public hearing are in
progress, so that residents do not have to go through the formal process of
submitting a public records request. He also says the Planning and Building
Departments should go back to pre-Covid hours to make it more convenient for
residents.
Jeannie Naughton, Community Development Director, provided an update to the
Planning Commission that the department hours have returned to 7:00 am to 6:00
pm and the Community is welcome to come in at any time between those hours
Monday through Thursday. We also provide information for major projects on our
website at:
https://www.hermosabeach.gov/our-community/quick-links/city-projects/develop
ment-projects.
Vice Chair Izant commented that he would like to see project files available
digitally on our website more than ten days in advance. He feels that a 20-day
advance public notice would be more helpful to the residents.
Commissioner Hoffman informed the public that the Planning Commission has no
authority over the City Staff and policies are set by the City Manager and by the
Department Director. He also said there are several times that applicant
information is provided shortly before the meeting. He said as residents, the
Planning Commission also shares the concerns that have been expressed by the
Community, but he also knows that Staff does their best to make information
available in the timeliest fashion. He feels that sometimes it is assumed the
information is available instantaneously and, in some cases, it is not.
Chair Pedersen says there is a consensus or desire to do better and we need to
strive to do better and they all want to do right by the City. He wants City Staff to
find a way to perhaps make lesser buckets of properties that are undergoing
discussions so that residents can at least understand what is going on but
residents would be surprised how many projects get delayed. Chair Pedersen
stated that we need to find a way to have a more robust list of projects including
some that are in preliminary discussions combined with increased social media
presence so that people know where to find information. He says with City Staff
not in the office on Fridays it is sometimes challenging and if the Planning
Commission had ten days’ notice to review all the meeting materials that would
be extremely helpful. He feels it would be perfectly allowable for City Staff to not
make recommendations on large projects or medium projects and that would be
helpful.
Angela Crespi, Deputy City Manager, said there is a commitment to get
information out as early as possible for both City Council and Planning
Commission meetings but that there is a lot that goes into the review of staff
Page 6City of Hermosa Beach
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June 21, 2022Planning Commission Action Minutes - Draft
reports for both meetings. Staff has the desiring commitment to meet all
residents’ expectations but to do so we must be honest about what Staff can
handle operationally. There are a lot of other things going on while we are
creating the Planning Commission meetings agenda. Staff reports and agendas
including working on zoning code updates, attending the public counter, doing
business license reviews, working on the housing element, helping realtors with
property information, working on special events for businesses, etc. during one
week. The alternating week, we are following the same routine while working
on items for the City Council meeting. Each week, Staff is working on items for
agendas, including both the Planning Commission agenda and the City Council
agenda. From the City Manager’s office standpoint, increasing the length of
Public Noticing to ten days would have serious operational impacts. It is not
something that Staff could handle while still meeting all the other expectations
of the daily workload including getting permits out and things of the like that the
Community needs.
Chair Pedersen requested for Staff to come back with guidance on what
improvements can be made within the next 30 to 60 days.
b.REPORT
22-0391
PLANNING COMMISSION TENTATIVE FUTURE AGENDA ITEMS
Motion by Commissioner Rice and seconded by Commissioner Hoffman to
receive and file the Planning Commission tentative agenda for July 19, 2022
noting that a supplemental addition was added for the two-unit condominium
project located at 682/685 5th Street. Motion carried as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
c. VERBAL REPORT ON CITY COUNCIL ACTIONS
A verbal report was provided by Jeannie Naughton, Community Development
Director, on the City Council meeting of June 14th. The annual Beach Cities
Transit Line 109 agreement went before City Council and was approved. A survey
will be pushed out via Hermosa Beach’s social media as well as on the Beach
Cities Transit website regarding how the line functions and improvements that
can be made. A staff report on Historic Preservation was presented to City
Council and the Council directed Staff to return to the Planning Commission with
a possible fee waiver program; possible participation in the Mills Act; and to
combine that with the Zoning Code Updates. This will return to the Planning
Commission within the next couple of months. The Economic Development
Strategy was on that agenda but was pushed to the City Council meeting of July
12th.
d. STATUS REPORT ON MAJOR PLANNING PROJECTS
Jeannie Naughton, Community Development Director, shared an update on
current projects. The Skechers project is moving along with their required
inspections and reports are provided to the Community Development Department
on a weekly basis regarding construction progress. Staff is continuing to work on
the Housing Element Update to revise it using feedback received from the
California Department of Housing and Community Development in March.
Page 7City of Hermosa Beach
106
June 21, 2022Planning Commission Action Minutes - Draft
XI. COMMISSIONER ITEMS
a. PLANNING COMMISSION COMMENTS
Vice Chair Izant is glad to hear the Housing Element Update is moving along. By
October, Cities should have an approved Housing Element but about 190 Cities,
including Hermosa Beach, will not have completed their update by then. Part of
the Housing Element is having a plan on how we are going to achieve our
allocation of affordable housing. The Planning Commission has come up with a
number of ideas that need to be turned into action which is where our Zoning
Code comes in. He would like his fellow Commissioners to support his
recommendation to discuss 2nd story residential during the next Zoning Code
special meeting. He would like to recommend 2nd story residential be added to
the following zones: downtown commercial, service commercial, gateway
commercial and community commercial. Vice Chair Izant requests that the
public notice for the next Zoning Code special meeting includes this as topic of
discussion. Commissioner Hoffman commented that mixed use is allowed in C1
zones, including a project that was on this agenda and it seems inevitable that
this topic will come up in the future during the Zoning Code Update.
b. FUTURE AGENDA ITEMS
Vice Chair Izant stated that he wants to be sure the topic of affordable housing is
raised and on a discussion regarding that topic is on a public agenda so that
later it is not an issue and so that in October, the Planning Commission is able to
make recommendations. Commissioner Rice said last time this topic was
discussed, there were 72 or 80 commercial sites that were proposed for up-zone
and that it has been discussed already. For this reason, Commissioner Rice
would not be in favor of a future agenda item regarding a discussion on 2nd story
residential being added downtown commercial, service commercial, gateway
commercial and community commercial zones. Chair Pedersen and
Commissioner Saemann also stated that they would not be in support of this
being a separate agenized item. Vice Chair Izant stated that ultimately the
Zoning Code Update needs to reflect the Housing Element, including the C1
enhancement.
XII. ADJOURNMENT
Motion by Commissioner Rice and seconded by Commissioner Saemann to
adjourn the meeting. The motion carried by voice vote as follows:
Aye:Chair Pedersen, Vice Chair Izant, Commissioner Saemann, Commissioner Hoffman,
and Commissioner Rice
5 -
Absent:0
The meeting was adjourned by Chair Pedersen at 8:29 PM.
*Chapter 2.52, Section 2.52.040 of the Municipal Code provides for Council review
and reconsideration of any decision of the Planning Commission by two
Page 8City of Hermosa Beach
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June 21, 2022Planning Commission Action Minutes - Draft
affirmative votes at the next regularly scheduled City Council meeting. In the
event the Council initiates a review, the review will be placed on a future
agenda of City Council within a reasonable time period, and the Commission’s
decision is stayed pending Council’s review and final decision.
Page 9City of Hermosa Beach
108
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0392
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
PLANNING COMMISSION TENTATIVE FUTURE AGENDA ITEMS
(Community Development Director Jeannie Naughton)
Recommended Action:
Staff recommends City Council receive and file the July 19,2022 Planning Commission tentative
future agenda items.
Attachments:
1. Planning Commission July 19, 2022 Tentative Future Agenda
Respectfully Submitted by: Jeannie Naughton, Community Development Director
Approved: Suja Lowenthal, City Manager
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Tentative Future Agenda
PLANNING COMMISSION
City of Hermosa Beach
July 19, 2022
Regular Meeting
6:00 P.M.
Project Title Public
Notice
Meeting
Date
⇒11 Pier Avenue – Time Extension Request for CUP/Parking Plan 7/7/22 7/19/22
⇒Tri-Annual CUP Review - Public Hearing 7/7/22 7/19/22
Upcoming and Pending Projects
⇒911 1st Street – General Plan Amendment, Zoning Code Change,
Conditional Use Permit, Precise Development Plan, Tentative Tract Map for
a 12-unit condominium project & Negative Declaration pursuant to California
CEQA.
⇒682-685 5th Street – Two-unit condominium project.
⇒City Yard – Precise Development Plan, Conditional Use Permit, and
Environmental Review – pending environmental clearance.
110
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0410
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
FINDINGS TO HOLD REMOTE TELECONFERENCE/MEETINGS,
PURSUANT TO ASSEMBLY BILL 361
(City Clerk Myra Maravilla)
Recommended Action:
Staff recommends City Council authorize remote teleconference/virtual meetings of all City of
Hermosa Beach legislative bodies in accordance with Assembly Bill 361 (“AB 361”),by finding that:
(1)a statewide state of emergency is currently in place;(2)state and local officials have imposed or
recommended measures to promote social distancing in connection with COVID-19;and meeting in
person would present imminent risks to the health or safety of attendees.
Background:
All meetings of the City’s legislative bodies are subject to the Ralph M.Brown Act (Gov.Code §§
54950 et seq.)and must be open and public so that any member of the public may attend and
participate in the meetings.Commencing in March of 2020,Governor Newsom issued a series of
executive orders aimed at preventing the spread of a respiratory disease that came to be known as
the novel coronavirus,“COVID-19.”Among these were Executive Orders (“EO”)N-25-20,N-29-20,
and N-35-20 (collectively,the “Brown Act Orders”)that waived the teleconferencing requirements of
the Brown Act to allow legislative bodies to meet virtually.
On June 11,2021,the Governor issued EO N-08-21 to begin winding down some of the prior
measures that were adopted to respond to COVID-19.Notably,EO N-08-21 rescinded the Brown
Act Orders,effective September 30,2021.On September 16,2021,Governor Newsom signed AB
361,which became effective October 1,2021,and amended the Brown Act to allow legislative
bodies to meet virtually,without following the Brown Act’s standard teleconferencing rules,provided
that the legislative body makes specific findings, which include the following:
1.A statewide state of emergency is currently in place;
2.State or local officials have imposed or recommended measures to promote social distancing
in connection with COVID-19; and/or
3.Meeting in person would present imminent risks to the health or safety of attendees.
Continued compliance with AB 361 would require City Council to approve the action making theCity of Hermosa Beach Printed on 5/25/2023Page 1 of 2
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Continued compliance with AB 361 would require City Council to approve the action making the
required findings at least every 30 days.
Discussion:
All three findings under AB 361 can be made given the current circumstances.The Governor has proclaimed a state of
emergency in response to the ongoing COVID-19 pandemic.The state of emergency currently remains in effect.
Further,State officials,including the California Department of Public Health,have recommended measures to promote
social distancing in connection with COVID-19,which are currently in place.Similarly,local officials,including the
County Public Health Officer,have also recommended measures to promote social distancing in connection with COVID
-19.In a recommendation dated September 28,2021,the County Public Health Officer stated that “utilizing
teleconferencing options for public meetings is an effective and recommended social distancing measure to facilitate
participation in public affairs and encourage participants to protect themselves and others from the COVID-19 disease.”
Finally,the City has determined that meeting in person would present imminent risks to the health or safety of
attendees. Accordingly, all of the above-referenced AB 361 findings currently exist.
If City Council thus desires to allow virtual meetings in order to both ensure the health and safety of
the public,the legislative bodies of the City,and City staff,as well as continuity of government in
allowing regularly-scheduled meetings to continue to occur without interruption,staff recommends
City Council authorize virtual/teleconference meetings by making the findings set forth above.
Alternative:
If City Council does not make the findings pursuant to AB 361,the City would have to conduct its public meetings for
City Council and other public boards and commissions in person and not have the option of conducting its meetings via
teleconferencing.
Fiscal Impact:
There is no fiscal impact associated with the recommended action.
Attachments:
Link to Assembly Bill 361
Respectfully Submitted by: Myra Maravilla, City Clerk
Approved: Suja Lowenthal, City Manager
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0400
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
PUBLIC HEARING ON THE ANNUAL LEVY FOR
THE SEWER CHARGE AND ENGINEER’S REPORT
(Public Works Director Joe SanClemente)
Recommended Action:
Staff recommends City Council:
1.Conduct a public hearing in connection with the annual levy for the sewer charge;
2.If there is no majority protest,make a finding that there is no majority protest by parcel owners
within the City of Hermosa Beach;
3.Adopt a resolution,including an Engineer’s Report,approving the new rates and placing the
sewer service charge on the annual County of Los Angeles Tax Roll (Attachment 1); and
4.Introduce on first reading an Ordinance of the City Council of the City of Hermosa Beach
amending sections 13.12.010 of the Hermosa Beach Municipal Code (HBMC)relating to
annual sewer service charge and reflecting the rate (Attachment 2).
Executive Summary:
On June 23,2015,Council adopted an annual sewer service charge to fund maintenance,
operations,servicing,and improvements to the City’s sewer collection system.The sewer service
charge has been collected since Fiscal Year 2015-16,with an annual Consumer Price Index (CPI)
increase capped at two percent for a five-year term.In Fiscal Year 2021-22 the sewer service charge
remained the same as the previous year at $126.60 due to the expiration of the five-year term for CPI
increases. The charge was codified in the Hermosa Beach Municipal Code (HBMC).
To reestablish the CPI increase for the sewer service charge for Fiscal Year 2022-23 and future
years,City Council must:hold a new majority protest public hearing;make a finding that there is no
majority protest by parcel owners within the City of Hermosa Beach;adopt a resolution (Attachment
1)including the Engineer’s Report;and adopt an ordinance (Attachment 2)amending Sections
13.12.010 of the Hermosa Beach Municipal Code relating to rate of annual sewer service charge.
Background:
At its June 23,2015 meeting,City Council adopted the first annual sewer service charge to fund
maintenance,operations,servicing,and improvements to the City’s sewer collection system.The
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maintenance,operations,servicing,and improvements to the City’s sewer collection system.The
sewer service charge for each parcel is based on the direct cost of providing maintenance,operation,
servicing,and improvements to the sewer collections system and by water consumption for non-
residential users. The fees, collected from parcels, fund sewer services provided by the City.
At its July 14,2015 meeting,City Council waived full reading and adopted by title Ordinance No.15-
1355 (Attachment 3),adding a new chapter 13.12 to the Hermosa Beach Municipal Code regarding
sewer service charges.As stated in Ordinance 15-1335,the City could increase the sewer service
charge each year by the annual increase in the Consumer Price Index for Urban Wage Earners and
Clerical Workers in the Los Angeles-Riverside-Orange County,CA area (CPI-W),not to exceed two
percent per year for up to five years.
As per the originating sewer charge resolution and state law,annual increases can only be
authorized for a five-year period.A new Proposition 218 hearing is required to increase the charge
after the initial five-year period.In Fiscal Year 2021-22,the City was outside of the initial five-year
window and therefore did not adjust the sewer service charge by the annual CPI increase.Ordinance
15-1335 states that to continue to increase the sewer service charge,the City must conduct another
majority protest hearing to authorize inflation increases for an additional period not to exceed five
years.
At its April 26,2022 meeting,City Council adopted a resolution to conduct a majority protest hearing
on July 12,2022.Notice of the public hearing was published in the Easy Reader on May 4,2022 and
mailed out with a protest form to residents of the City (Attachment 4).
Past Council Actions
Meeting Date Description
June 23, 2015 City Council approved a resolution adopting the first annual
sewer service charge to fund maintenance, operations,
servicing, and improvements to the City’s sewer collection
system.
July 14, 2015 City Council waived full reading and adopt by title Ordinance
No. 15-1355
April 26, 2022 City Council adopted a resolution accepting the Preliminary
Engineer’s Report and setting the majority protest public
hearing for July 12, 2022.
Analysis:
For Fiscal Year 2022-23,staff recommends adding a five percent CPI increase to the sewer fee as
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For Fiscal Year 2022-23,staff recommends adding a five percent CPI increase to the sewer fee as
suggested and justified by the Engineer’s Report and capping it at a five percent annual increase
through July 1,2026.The proposed CPI value is based on the percentage change in CPI since the
sewer fee inception.By having capped the CPI at two percent,the City has lost the revenue
necessary to maintain the City’s sewer system and complete necessary repairs as recommended in
the Sewer Master Plan.
Table 1 below shows the annual increases in CPI and the actual increase added to the City sewer
fee since its inception.
TABLE 1. Actual Sewer Fee Increase versus Consumer Price Index
CONSUMER PRICE INDEX Los Angeles Urban Wage Earners and Clerical
Workers (CPI-W)
Year Ending Percent Change Actual Increase
March 2016 1.7 1.7
February 2017 2.5 2
January 2018 3.7 2
January 2019 2.9 2
January 2020 3.5 2
January 2021 1.1 0
January 2022 7.6
Single-family residential units are charged at 1.0 equivalent service units (ESU)per parcel.Multi-
family residential units are charged at 0.6 ESU per parcel and condominiums at 1.0 ESU per parcel,
as they are similar to single-family residents in use.Vacant parcels of any use are charged 0.5 ESU.
For FY 2022-2023 the proposed charge,with a proposed five percent CPI increase,is $132.93 per
1.0 ESU.
Table 2 below compares the resulting sewer service charge rates for residential parcels between FY
2021-22 and FY 2022-23, and the net increase.
Table 2. Residential Parcel Sewer Charges
Land Use 2021-22 Annual
Charge (per unit)
2022-23 Annual
Charge (per unit)
Amount of Annual
Increase
Single Family $126.60 $132.93 $6.33
Condominiums $126.60 $132.93 $6.33
Multi Family (Charge
is per unit)
$75.96 $79.76 $3.80
Vacant Parcels $63.30 $66.47 $3.17City of Hermosa Beach Printed on 5/25/2023Page 3 of 6
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Land Use 2021-22 Annual
Charge (per unit)
2022-23 Annual
Charge (per unit)
Amount of Annual
Increase
Single Family $126.60 $132.93 $6.33
Condominiums $126.60 $132.93 $6.33
Multi Family (Charge
is per unit)
$75.96 $79.76 $3.80
Vacant Parcels $63.30 $66.47 $3.17
A summary of ESUs for residential land-uses can be found on page 10 of the Engineer’s Report
(Attachment 5).For non-residential parcels,the ESU is a function of whether they used more or less
water than last year.The ESU for various non-residential land uses is calculated per the following
equation:
ESU = commercial water consumption gallons per day (GPD)/260 GPD per single family
residential unit (SFRU)
The Engineer’s Report contains detailed information about the annual charge and the charge to be
applied to the parcels.Also included in the report is information about the use of revenue,annual
increases,and Proposition 218 considerations.Every parcel in the City is subject to the sewer
service charge.Per Section 13.12.050 of the Municipal Code,the City does provide the opportunity
for a full annual rebate of the sewer service charge paid per year for the dwelling unit in which the
owner resides, provided that the individual meets certain eligibility requirements.
This public hearing provides an opportunity for the City Council to hear and consider all protests to
the annual levy and increase of the sewer service charge.In the absence of a majority protest by
property owners within the City of Hermosa Beach,City Council may authorize the rate increase and
order implementation of City sewer service charge as proposed on the attached Engineer’s Report.
Similarly,if Council finds that protest is made by the property owners of a majority of separate parcels
of property described in the Engineer’s Report, then the increase in CPI shall not be adopted.
If these proposed rates are adopted,the new rates would be applied this year.For inflation increases,
the City would be required in future years to notify each property owner in writing of the CPI-W
increase at least 30 days before the effective date of the adjustment per State law.Another majority
protest Proposition 218 hearing will not be required for another five years.
Staff recommends City Council hold a public hearing to:(1)make a finding that there is no majority
protest by property owners within the City;(2)adopt the enclosed Resolution,with attached
Engineer’s Report,and place the annual sewer service charge on the annual County of Los Angeles
Tax Roll;and (3)introduce the enclosed Ordinance of the City Council of the City of Hermosa Beach
amending sections 13.12.010 of the Hermosa Beach Municipal Code relating to annual sewer service
charge.
Update on Sewer Repair Projects
The collected sewer funds are used for the City’s routine sewer cleaning,planned repairs and
rehabilitation,and emergency repairs.The City collects an average of $1,100,000 annually from the
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rehabilitation,and emergency repairs.The City collects an average of $1,100,000 annually from the
sewer service charge.Since 2015,the City has spent approximately $415,000 on average for
operations/maintenance-including emergency repairs,contracted services for cleaning and video
inspections,and personnel.The remainder of the funds are then primarily used to advance design
and construction of the recommendations outlined in the Sewer Master Plan.
In FY 2021-22,the City completed Phase 1 of Capital Improvement Program (CIP)Project 421
(sewer lining &point repairs)at an estimated cost of $478,535.In FY 2022-23,the City will complete
Phase 2,which will include 0.8 miles of sewer repair and other point repairs at an estimated cost of
approximately $2.5 million and will bring completion up to approximately 39 percent of the
recommended improvements per the 2017 Sewer Master Plan.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s
General Plan. Relevant Policies are listed below:
Infrastructure Element
Goal 4. The sewer system infrastructure is modernized and resilient.
Policies:
·4.1 Sewer system master plan.Ensure that the Sanitary Sewer Master Plan contains an
effective and proactive maintenance program that reduces future operation costs.
·4.3 Service fees.Ensure that allocation of the Sewer Service Charge is efficient and
transparent to the public.
Fiscal Impact:
The FY 2022-2023 anticipated total revenue from the sewer service charge is approximately
$1,102,000.The CPI increase of 5 percent for 2022-23 would generate approximately $55,100 in
additional revenue.
Attachments:
1.Draft Resolution
2.Draft Ordinance
3.Ordinance No. 15-1355
4.Public Notice and Protest
5.Engineer’s Report
6.Link to June 23, 2015 Staff Report
7.Link to July 14, 2015 Staff Report
8.Link to April 26, 2022 Staff Report
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9.Link to Municipal Code Chapter 13.12.050 Rebate
Respectfully Submitted by: Andrew Nguyen, Associate Engineer
Concur: Lucho Rodriguez, Deputy City Engineer
Concur: Joe SanClemente, Public Works Director
Noted for Fiscal Impact: Viki Copeland, Finance Director
Legal Review: Mike Jenkins, City Attorney
Approved: Suja Lowenthal, City Manager
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65270.00001\40297330.1
RESOLUTION NO. 22 -______
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
HERMOSA BEACH ADOPTING THE INCREASED
ANNUAL SEWER SERVICE CHARGE AND AUTHORIZING
THE CHARGE FOR FISCAL YEAR 2022-2023 TO FUND
MAINTENANCE, OPERATION, SERVICING AND
IMPROVEMENTS TO THE CITY’S SEWER COLLECTION
SYSTEM
The City Council of the City of Hermosa Beach does hereby resolve and order as
follows:
Section 1. Recitals.
A.On April 28, 2015, the Hermosa Beach City Council approved a
resolution adopting the first annual sewer service charge to fund
maintenance, operations, servicing, and improvements to the City’s
sewer collection system
B.At its July 14, 2015 meeting City Council waived full reading and
adopted by title Ordinance No. 15-1355 regarding a sewer service
charge, with a base charge set at $115/Equivalent Sewage Unit
(ESU), and each year the City Council votes to put the sewer
service charge on the tax roll.
C.At its A[April 26th, 2022] meeting, the City Council adopted
Resolution No. 22-0260 which adopted the City of Hermosa Beach
Sewer Service Charges Commencing Fiscal Year 2022/2023
Preliminary Engineer’s Report (“Engineer’s Report”) for the
proposed sewer charge and set a majority protest hearing as
required under Article XIIID of the California Constitution
(Proposition 218).
D.On or around May 4th, 2022, the City mailed notices of the
proposed sewer service charge and majority protest hearing to the
record owners at the service address and if different, also to the
record owner’s mailing address (as set forth on the last equalized
assessment roll).
E.A total of parcels were notified of the proposed sewer charge and
majority protest hearing.
F.The actual Parcel Charges (a listing of the Assessor's Parcel
Numbers and the amount to be levied on each parcel) has been
made available in the Hermosa Beach City Clerk’s Office in an
electronic format.
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65270.00001\40297330.1
G. On July 12, 2022, the City Council held a duly noticed protest
hearing with respect to the proposed sewer service charge. All
affected properties were given notice of the hearing and given an
opportunity to file a written protest.
Section 2. Updated Engineer’s Report. The Engineer’s Report has been
revised based on the City Council’s decision to increase the sewer service
charge based on inflation, capped at a five percent CPI increase. The rate
per ESU for 2022/2023 of $132.93 will be multiplied by the ESUs for each
residential parcel and by water consumption for non-residential to
determine the charge for each parcel. After reviewing and considering the
revised Engineer’s Report, the City Council hereby adopts the City of
Hermosa Beach Sewer Service Charges Commencing Fiscal Year
2022/2023 Engineer’s Report dated April 26, 2022 as an accurate and
complete analysis of the proposed service charge. The April 26, 2022
report is attached hereto and incorporated herein by reference.
Section 3. Majority Protest. 7141 parcels will be affected by the proposed
sewer service charge. The City received written protests for ___ properties
prior to the protest hearing and an additional __ written protests were
received at the public hearing. A total of __ written protests were received
before the close of the July 12, 2022 hearing. The number of written
protests received was not sufficient to constitute a majority protest under
Proposition 218. The City Clerk has certified the tabulation of written
protests.
Section 4. Adopting Annual Sewer Service Charge.
A. The City Council hereby accepts the City Clerk’s certification of the
results of the protest hearing and adopts the sewer service charge
of $132.93/ESU per year, as set forth in the April 26, 2022
Engineer’s Report. The charge will commence in fiscal year 2022-
2023 and shall be increased annually for inflation by the annual
increase in the Consumer Price Index for Urban Wage Earners and
Clerical Workers in the Los Angeles‐Riverside‐Orange County, CA
Area (CPI), including all items as published by the US Bureau of
Labor Statistics as of March 1 of each year, not to exceed five
percent (5%) per year. An annual notice will be provided before an
annual inflation increase will be applied. The annual increase for
inflation is authorized through fiscal year 2026-2027. After the five-
year period, the City may conduct another majority protest hearing
to authorize inflation increases for an additional period not to
exceed five years. This charge will also be codified in Hermosa
Beach Municipal Code Chapter 13.12.
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B. The parcels within the Sewer Service Charge Area consist of all
lots, parcels and subdivisions of land within the City of Hermosa
Beach, as set forth in the Boundary Diagram in Part D of the
Engineer’s Report.
C. The charge is in compliance with the provisions of Article XIIID of
the California Constitution and the City Council has complied with
all laws pertaining to the levy of an annual charge pursuant to
Article XIIID of the California Constitution (Proposition 218).
Section 5. Confirming Charge for Fiscal Year 2022-2023.
A. The City Council declares that the Boundary Diagram and Sewer
Service Charge, as presented to the City Council in the Engineer's
Report is hereby confirmed as filed.
B. The purpose of the charge is to collect funds to cover the expenses
for the overall operation, maintenance and servicing of the city-
owned sewer system as well as the funds deemed appropriate and
necessary to pay for capital improvements and reserves.
C. The adoption of this Resolution constitutes the levy of the charge
against the parcels within the Sewer Service Charge Area for the
fiscal year commencing July 1, 2022 and ending June 30, 2023.
Section 6. The County Auditor of Los Angeles County shall enter on the
County Assessment Roll opposite each lot or parcel of land the amount of the charge as
set forth in the Engineer’s Report, and such charge shall then be collected at the same
time and in the same manner as the County taxes are collected. After collection by the
County, the net amount of the assessments, after deduction of any compensation due
the County for collection, shall be paid to the City Treasurer.
Section 7. The Hermosa Beach Finance Director, or designee, shall
deposit all moneys representing charges collected by the County to the credit of the
City’s Sewer Fund.
Section 8. The City Clerk is hereby authorized and directed to file the
Boundary Diagram and the list of actual Parcel Charges (a listing of the Assessor's
Parcel Numbers and the amount to be levied on each parcel) with the County Auditor,
together with a certified copy of this Resolution upon its adoption, in addition to any
additional information the County Auditor required to collect the charge with the County
taxes.
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Section 9. A copy of the Engineer’s Report and the actual Parcel Charges
(a listing of the Assessor's Parcel Numbers and the amount to be levied on each parcel)
shall be filed in the office of the Department of Public Works, with a duplicate copy on
file in the office of the City Clerk and open to public inspection.
Section 10. Beginning in fiscal year 2023-2024, the City Clerk is hereby
directed to mail an annual notice to each property before an annual inflation increase
will be applied at least thirty days before the effective date of the increase. The notice
shall be provided in accordance with Government Code Section 53756.
Section 11. The City Clerk is directed to complete the blanks in Section 3
above; certify the adoption of this Resolution; record this Resolution in the book of the
City’s original resolutions; and make a minute of the adoption of the Resolution in the
City Council’s records and the minutes of this meeting.
Section 12. This Resolution will become effective immediately upon
adoption.
PASSED AND ADOPTED this ____ day of _________, 2022.
__________________________
Michael Detoy, Mayor
ATTEST:
________________________________
Myra Maravilla, City Clerk
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ORDINANCE NO. ___
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF HERMOSA
BEACH AMENDING SECTIONS 13.12.010 OF THE HERMOSA BEACH
MUNICIPAL CODE RELATING TO ANNUAL SEWER SERVICE CHARGE
The City Council of the City of Hermosa Beach does hereby ordain as follows:
Section 1. Findings
A. On July 12, 2022, the City Council of the City of Hermosa Beach held a public
hearing on the annual levy of and proposed increase to the Sewer Service Charge
that is used to fund maintenance, operation, servicing and improvements to the
City’s sewer collection system;
B. The 2017 Sewer Master Plan estimated that $14.4 million worth of capital
improvements to the sever system would be needed over the next ten years. The
improvements also include rehabilitation and reconstructing pipes and manholes;
C. The levy and increase to the Sewer Service Charge is necessary and appropriate
to pay for capital improvements and reserves for the sewer system;
D. The Sewer Service Charge is also needed to cover annual operation and
maintenance costs. Direct costs of providing the service include staff, rent, utility,
and other costs;
E. For purposes of comparing various land uses for lots and parcels, 260 gallons per
day is designated as the Equivalent Sewer Unit (ESU).
F. The proposed Sewer Service Charge is in accordance with Article XIIID of the
California Constitution (Proposition 218) and as it is codified in the Hermosa Beach
Municipal Code, the Code must be updated when the amount of the charge is
changed.
Section 2. Section 13.12.010 of Chapter 13.12 of Title 13 of the Hermosa Beach
Municipal Code is amended to read as follows:
13.12.010 Charges levied.
An annual sewer service charge is levied upon each parcel of real property in the city of
Hermosa Beach for the overall operation, maintenance and servicing of the city-owned
sewer system as well as the funds deemed appropriate and necessary to pay for capital
improvements and reserves. The charge was adopted in accordance with Article XIIID of
the California Constitution (Proposition 218). Beginning July 1, 2015, the amount of the
charge for each parcel shall be computed by multiplying one hundred fifteen dollars
($115.00) by the number of equivalent sewage units ("ESUs") for the current land use of
the parcel as shown in Section 13.12.030. Beginning July 1, 2016, and each July 1st
through July 1, 2020, the sewer service charge shall be increased for inflation by the
annual increase in the Consumer Price Index for Urban Wage Earners and Clerical
Workers in the Los Angeles-Riverside-Orange County, CA Area (CPI), including all items
as published by the U.S. Bureau of Labor Statistics as of March 1st of each year, not to
exceed two (2) percent per year. Beginning July 1, 2022, the amount of the charge for
123
each parcel shall be computed by multiplying one hundred thirty two dollars and ninety
three cents ($132.93 ) by the number of equivalent sewage units ("ESUs") for the current
land use of the parcel as shown in Section 13.12.030. Beginning July 1, 2023, and each
July 1st through July 1, 2026, the sewer service charge shall be increased for inflation by
the annual increase in the Consumer Price Index for Urban Wage Earners and Clerical
Workers in the Los Angeles-Riverside-Orange County, CA Area (CPI), including all items
as published by the US Bureau of Labor Statistics as of January 1 of each year, not to
exceed five percent (5%) per year.
Section 3. Pursuant to 14 CCR Section 15061(b)(3) this activity is not subject to the
California Environmental Quality Act because it can be seen with certainty there is no
possibility this activity may have a significant effect on the environment. This is an
amendment to the amount of sewer service charge, the revenue from which will fund
maintenance, operation, servicing and improvements to the City’s sever collection system
Section 4. Pursuant to California Government Code section 36937, this ordinance
shall take effect thirty (30) days after its final passage.
Section 5. The City Clerk is directed to certify the passage and adoption of this
Ordinance; cause it to be entered into the City of Hermosa Beach’s book of original
ordinances; make a note of the passage and adoption in the records of this meeting; and
cause it to be published or posted in accordance with California law.
PASSED, APPROVED and ADOPTED this __th day of _________________, 2022
VOTE: AYES:
NOES:
ABSTAIN:
ABSENT:
_______________________________________
MAYOR of the City of Hermosa Beach, California
ATTEST:
___________________________
City Clerk
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APPROVED AS TO FORM:
___________________________
City Attorney
125
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127
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April 28, 2022
Dear Property Owner,
NOTICE IS HEREBY GIVEN that the City Council of the City of Hermosa Beach will hold a public hearing at 6:30 p.m. or
soon thereafter on July 12, 2022 to take public testimony and receive any written protests on the annual levy of the
Sewer Service Charge that will be used to fund maintenance, operation, servicing and improvements to the City’s
sewer collection system, and a proposed increase to the Sewer Service Charge.
The Public Hearing Meeting will be a hybrid virtual/in-person meetings held pursuant to AB361. State and local
officials recommend measures to promote social distancing.
IN-PERSON: Council Chambers, 1315 Valley Drive, Hermosa Beach
VIRTUAL: Information to join the meeting virtually will be on the City Council’s Agenda posted at the following link.
https://www.hermosabeach.gov/our-community/agendas-minutes-video
In addition to levying the annual sewer service charge on the property tax rolls, the City of Hermosa Beach proposes
to increase the annual Sewer Service Charge to cover the expenses for the overall operation, maintenance, and
servicing of the city-owned sewer system as well as the funds deemed appropriate and necessary to pay for capital
improvements and reserves for the sewer system. The 2017 Sewer Master Plan estimated that $14.4 worth of capital
improvements to the sewer system would be needed over the next ten years (including rehabilitation and
reconstructing pipes and maintenance access holes). The charge also covers annual operation and maintenance costs
for the sewer system. The direct cost of providing the service, include staff, rent, utilities, and other costs. The baseline
for calculating the charge per parcel is a single-family residential lot. The proposed sewer service charge increase is
based on the Consumer Price Index (CPI) increase, which this year is 7.6%. The City proposes to cap the Sewer Charge
increase at 5% per year. If approved, the proposed charge will appear on your annual property tax bill.
The rate per ESU for 2022/2023 of $132.93 will multiplied by the ESUs for each residential parcel and by water
consumption for non-residential to determine the charge for each parcel.
For residential parcels, the ESU and charge is calculated as follows :
CITY OF HERMOSA BEACH – NOTICE OF PUBLIC HEARING ON ANNUAL LEVY OF SEWER
SERVICE CHARGE AND PROPOSED INCREASE TO THE CHARGE TO FUND
MAINTENANCE, OPERATION, SERVICING, AND IMPROVEMENTS
TO THE CITY’S SEWER COLLECTION SYSTEM AND PUBLIC PROTEST HEARING
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Land Use 2021-2022 Annual
Charge (per unit)
Proposed 2022-2023
Annual Charge (per unit)
Amount of
Annual Increase
Single Family $126.60 $132.93 $6.33
Condominiums $126.60 $132.93 $6.33
Multi Family
(Charge is per unit) $75.96 $79.76 $3.80
Vacant Parcels $63.30 $66.47 $3.17
For non-residential parcels, the ESU is calculated by the following equation:
ESU= [Commercial Water Consumption GPD]/260 GPD (the same GPD as a single-family residential lot).
Commercial Water Consumption information can be found on your water bill. Thus, the ESU will be different for each
non-residential parcel.
Due to the number of parcels in the City of Hermosa Beach that will be subject to the Sewer Service Charge, the charge
per parcel cannot be provided in this notice. The actual Parcel Charges (a listing of the Assessor's Parcel Numbers and
the amount to be levied on each parcel) is available in the Hermosa Beach City Clerk’s Office in an electronic format.
The list is available for public inspection during normal business office hours (1315 Valley Drive Hermosa Beach, CA
90254).
Because the costs of providing the sewer service may increase over time, beginning July 1, 2022 and each July
thereafter for a period of five years, the rate per ESU established for 2022/2023 shall be increased for inflation by the
annual increase in the Consumer Price Index for Urban Wage Earners and Clerical Workers in the Los Angeles-
Riverside-Orange County, CA Area (CPI), including all items as published by the US Bureau of Labor Statistics as of
January 1 of each year, not to exceed five percent (5%) per year. For future years, an annual notice will be provided
before an annual inflation increase will be applied. After the five-year period, the City may conduct another majority
protest hearing to authorize inflation increases for an additional period not to exceed five years.
Any property owner or tenant may file a written protest against the proposed sewer charge or the proposed increase
with the City Clerk at any time before the end of the public hearing. The protest must identify the (a) address or
Assessor Parcel Number(s) of the property (listed on your Los Angeles County Tax Bill or at
https://maps.assessor.lacounty.gov/m/ or contact City staff as indicated below), (b) name and signature of protester,
and (c) a clear statement protesting the charge pursuant to this Notice. Only one written protest per parcel will be
counted. Written protests must be received by the City Clerk prior to or during the public hearing on July 12, 2022.
Written protests received after the close of the public hearing and protests submitted by telephone, facsimile, email,
or other electronic form will NOT be accepted or counted. Postmarks are NOT acceptable. A protest form is included
below for convenience.
This protest hearing is being conducted in accordance with Article XIIID of the California Constitution (also referred to
as Proposition 218) and other applicable laws. The City’s Engineer has prepared and filed a written report containing
a description of each parcel of real property within the City to which the Sewer Service Charges are applicable (the
"Identified Parcels") and the amount of the Charges for each such Identified Parcel for fiscal year 2022-2023. A copy
of the report is available at Hermosa Beach City Hall. Following the public hearing, the City Council will consider
whether to adopt the report and to approve the annual levy and collection of the proposed charge for fiscal year
2022-2023 on the property tax rolls. The City Council will not implement the increased sewer charge if it receives
written protests against the proposed increased charge from a majority of the properties subject to the proposed
charge by the close of the public hearing. Please note that a protest proceeding is not an election. To ensure
transparency and accountability in the protest tabulation, protests shall constitute disclosable public records from
and after the time they are received. For additional information about the proposed sewer charge or your Assessor’s
Parcel Number, please contact the Public Works Department at (310) 318-0214.
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3
Questions about filing a protest should be directed to the City Clerk at (310) 318-0203, City of Hermosa Beach, Civic
Center, 1315 Valley Drive, Hermosa Beach, California 90254. Office hours are Monday through Thursday, 7:00 a.m. to
6:00 p.m.
Sewer Service Charge Senior Rebate Program.
Per City Ordinance 17-1374, a Rebate program is available for qualified residents. Qualified resident means any
Hermosa Beach resident that (1) is at least 65 years of age or is permanently disabled as the result of a physical or
mental impairment that substantially limits one or more of the major life activities; and (2) has an Annual Household
Gross Income which is $75,000 or under, (3) has paid the charge; and (4) has resided in the dwelling unit for which
the rebate is sought. Please visit the City’s website for more information regarding this rebate at
https://www.hermosabeach.gov/our-government/finance-department or call with questions at (310) 318-0225.
Myra Maravilla, City Clerk
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CITY OF HERMOSA BEACH SEWER SERVICE CHARGE PROTEST FORM
IF YOU DO NOT OBJECT TO THE ANNUAL SEWER CHARGE, NO ACTION IS REQUIRED.
To protest the proposed Sewer Service Charge or increase in the Charge , you may complete this
Protest Form, detach it, and mail or deliver it to the City Clerk, City of Hermosa Beach, Civic Center, 1315
Valley Drive, Hermosa Beach, CA 90254. In order for this form to be counted as a valid protest against
the proposed sewer charge, this form must be signed by the property owner and received by the City
Clerk no later than the end of the public hearing on July 12, 2022. You may also appear at the public
hearing and submit a written protest at the hearing. Only one protest is allowed per property.
Assessor’s Parcel No.:
CHECK THE APPLICABLE REASON FOR PROTEST
I protest the proposed annual Sewer Service Charge.
I protest the increase in the annual Sewer Service Charge.
I hereby declare under penalty of perjury that I am the owner or tenant of the above listed
property and I am authorized to submit this protest.
Place signature here:
Print property owner name here:
Additional information on the rate changes may be obtained from the Public Works Department
(310) 318-0214. Questions about filing a protest should be directed to the City Clerk at (310) 318-0203,
City of Hermosa Beach, Civic Center, 1315 Valley Drive, Hermosa Beach, California 90254. Office hours are
Monday through Thursday, 7:00 a.m. to 6:00 p.m.
133
CITY OF HERMOSA BEACH
Sewer Service Charges
Commencing Fiscal Year 2022/2023
ENGINEER’S REPORT
Submitted by: NV5
April 26, 2022
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City of Hermosa Beach – Sewer Services Charge
Engineer’s Report
Commencing Fiscal Year 2022/2023
TABLE OF CONTENTS
Section Page No.
Introduction 1
Part A – Plans and Specifications 3
City Sewer Improvements 3
Operations, Maintenance and Services 3
Part B – Estimated cost of the Improvements 6
Part C – Charge Calculations and Proposed Charges 7
Part D – Boundary Diagram 12
This report has been prepared and submitted by Jeffrey M. Cooper, NV5.
Jeffrey M. Cooper, RCE 31572
April 26, 2022
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Engineer’s Report
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INTRODUCTION
In order to effectively establish a capital improvement program to implement the needed wastewater system
improvements, an equitable method of prioritizing projects must be established. In general, sewer facilities having
the greatest degree of defects and deterioration at the present time will receive higher priority than those which are
in better conditions.
In 1994, an Infrastructure Management Project Report, prepared by ITX, analyzed the City’s sewer network and also
recommended a rehabilitation program to address the immediate needs of the sewer network.
In 2008, considering the City’s 85 years old sewer network of concrete and clay pipes, City embarked on the
implementation of a Sanitary Sewer Master Plan that updated the Sewer portion of the Infrastructure Management
Project Report prepared by ITX in 1994. Building on the work the City had completed through the undertaking of
previous studies and projects, the Sewer Master Plan was prepared based upon newly collected data from the 2008
Closed Circuit TV (CCTV) inspection of the entire sewer system. This Sewer Master Plan, dated April 2009 and revised
March 2011, listed the existing defects and deficiencies and identified projects for improvements for a 10 year
program. At the end of a ten-year rehabilitation program, CCTV inspection of the entire sewer system is typically
recommended for monitoring any remaining or newly developed physical deterioration and maintenance problems.
This would allow the City to continue with development and implementation of a cost effective rehabilitation
program that will insure the long-term integrity of the sewer system and service to the community.
The City considered bonding for needed sewer improvements, however has decided to adopt a pay-as-you-go
method to pay for addressing major repairs and rehabilitation of the sewer system based on the priority set in the
Sewer Master plan. In support of this endeavor, the City updated their Sewer Master Plan in 2017.
The 2017 Sewer Master Plan identified 9.76 miles of sewer (out of 37 miles total) that were in need of
improvements at that time – with an estimated cost of $14.4 million (in 2017 dollars). At the current pace, the City
is on track to complete the remaining sewer improvements within approximately 10 years. This timeline is a
function of Public Works staffing and funding levels and has allowed staff to address priority repairs.
It is common for sewer master plans to be updated every 10 years or so, as the system continues to age and
deteriorate independent of repair schedule. Staff intends to submit a new CIP request in FY 2026/27 to update the
master plan, which is estimated to cost approximately $300,000 and is expected to result in a revised list of
priorities.
SUMMARY AND RECOMMENDATIONS
As was previously stated, the City has undertaken rehabilitation work of its sewer system based on programs
outlined in previous studies that recommended the City to plan for the eventual replacement of the entire sanitary
sewer system. City is estimated to currently have 194,000 lineal feet of sanitary sewer pipes, 880 sewer manholes,
one (1) main wastewater pump station and three (3) small beach restroom pumps.
In 2008, Closed Circuit TV (CCTV) inspection of the entire sewer system, that was accessible, was completed and
prioritized for repair in the 2009 Sewer Master Plan. Of the 194,000 lineal feet of sanitary sewer pipes in the system,
38,000 lineal feet of sewer pipes were not accessible by CCTV due to obstructions. These pipes are likely to be badly
deteriorated considering their age and limited accessibility for routine maintenance. Therefore, these pipes are
considered a priority for rehabilitation and repair.
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Again in 2016-2017, CCTV was conducted for the entire sewer system in conjunction with the latest 2017 Master Plan.
The current Master Plan recommends over $14.4 million in improvements over the next ten years.
This Engineer’s Report (“Report”) has been prepared for the City of Hermosa Beach commencing in Fiscal Year
2015/2016 and consists for four (4) parts:
PART A – PLANS AND SPECIFICATIONS
Contains a summary of the improvements within the City to be maintained and the proposed services and activities
to be funded by the sewer services charges.
PART B – ESTIMATE OF COST
Identifies the estimated cost of the services and/or maintenance to be provided by the City, including annual service
and maintenance expenses; debt service for capital outlays, repairs, rehabilitation or replacement of equipment or
facilities; as well as operational and incidental costs and expenses in connection therewith.
PART C – CHARGE CALCULATION AND PROPOSED CHARGES
Outlines the basis on which the annual charges will be calculated for each parcel within the City.
PART D – BOUNDARY DIAGRAM
Contains a Diagram showing the exterior boundaries of the territory within the City of Hermosa Beach subject to
annual sewer services charges, which is coterminous with the boundaries of the City of Hermosa Beach. Parcel
identification, the lines and dimensions of each lot, parcel and subdivision of land within proposed sewer services
boundary described herein are identified and correspond to the Los Angeles County Assessor's Parcel Maps for said
parcels as they existed at the time this Report was prepared and shall include all subsequent subdivisions, lot-line
adjustments or parcel changes therein. Reference is hereby made to the Los Angeles County Assessor's maps for a
detailed description of the lines and dimensions of each lot and parcel of land within the City of Hermosa Beach and
subject to the proposed annual sewer services charges to be levied on behalf of the City.
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PART A – PLANS AND SPECIFICATIONS
CITY SEWER IMPROVEMENTS1
The sewer improvements within the City of Hermosa Beach for which the City proposes to be responsible fo r
maintenance and operation of the sewer system as well as levy and collect charges to maintain such improvements,
includes, but is not limited to, and may be generally described as follows:
Approximately 194,000 feet of main sewer lines consisting of the following:
o 28,868 linear feet (LF) of 6" sewer lines;
o 149,993 linear feet (LF) of 8" sewer lines;
o 4,204 linear feet (LF) of 10" sewer lines;
o 5,071 linear feet (LF) of 12" sewer lines;
o 1,254 linear feet (LF) of 15" sewer lines;
o 1,150 linear feet (LF) of 18" sewer lines;
o 805 linear feet (LF) of 21” sewer lines; and
o 2,655 linear feet (LF) of 24” sewer lines.
880 Sewer Manholes
Four Lift/Pump station: 394 – 21 inch and 2,629 – 24 inch
o Three (3) Beach restroom pumps
o The Strand - 34th
The historical plans and specifications for the city-owned sewer improvements are incorporated and contained in
the sewer construction plans and specifications for the various sewer segments of the sewer system within the City
of Hermosa Beach. These plans and specifications are voluminous and are not bound in this report but by this
reference are incorporated and made a part of this report. The specific plans and specifications for the city-owned
sewer improvements are on file in Public Works at the City.
OPERATIONS, MAINTENANCE AND SERVICES
The City of Hermosa Beach proposes to collect funds to cover the expenses for the overall operation, maintenance
and servicing of the city-owned sewer system as well as funds that may be necessary to pay for capital outlay
expenditures including repairs, rehabilitation or replacement of equipment or facilities. The following is a summary
of the services and activities associated with the maintenance, operation, servicing and capital outlay expenditures
for the City's sewer system. The frequency, extent and/or level of the services and activities identified below may be
modified based on available funding and priorities as determined by the City:
Preventive Maintenance
One of the City's primary objectives for assuming responsibility and management of the operation and maintenance
of the City's sewer system is to provide a cost-effective and efficient program that will ensure the integrity and long
term stability of the sewer system. This is best accomplished by implementing a preventive maintenance program
that addresses the entire sewer system. This preventive maintenance should include, but is not limited to, regular
inspection of the sewer manholes, pipes, siphons, pump stations and related facilities as well as regular cleaning,
repair, and related activities as warranted. These activities are intended to detect and correct potential problems
1 Information from the City of Hermosa Beach Master Plan.
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before they develop into major problems. The following is a general summary of those preventive maintenance
activities.
Sewer Line and Manhole Inspection - The interior and exterior of manholes to be inspected (at least once a
year) for any structural defects, sewage flow condition, presence of vermin or rodents, deleterious industrial
waste, odors, and any signs of unusual settlement around or evidence of debris within the manholes and
along sewer alignments.
Sewer Line Cleaning - Sewer lines will be videoed and cleaned by hydro jet or rodding as needed based on a
scheduled that ensures each sewer line is addressed at least every three-five years. The actual frequency of
cleaning may vary based on inspection records. Sewer lines known to cumulate grease, garbage grinds, or
sand may be addressed more frequency with possible monthly, quarterly, or semi-annual cleaning schedule.
Those areas prone to root growth may be periodically rodded or chemically treated.
Sewage Pump Stations - All pump stations are equipped with telemetry/alarm systems and will be inspected
at least once a week. Pumps and motors will be inspected and lubricated, control mechanisms and valves
will be checked and adjusted as necessary. Pump station equipment will be repaired or modified as
required.
Gas Trap Manholes and Siphons - Inspected and cleared of any stoppages or flow restrictions on a monthly
basis.
Drop Manholes - Inspected and cleared of stoppages and flow restrictions on variable frequencies based on
prior inspection records.
Vermin and Rodent Control - On an as-needed basis, sewers infested by insects will be chemically treated,
and those infested by rodents will be baited.
Capital Outlay, Rehabilitation and Replacement
The City has adopted a pay-as-you-go method to pay for addressing major repairs and rehabilitation of the sewer
system on a priority basis. However, in addition the City plans to develop and implement a long-term replacement
and refurbishment program that will ensure not only the short term integrity of the sewer system , but also the long-
term integrity and continue service to the community. As the city's sewer collection system ages, the risk of failure
will ultimately increase due to deterioration, collapse, blockage, excessive inflow and infiltration, overflow, and
other potential service interruptions. Therefore, while the scheduling of major repairs, rehabilitation projects and
replacement projects will ultimately be implemented based on available funding, highest priority will be given to
structural deficiency. However, by developing a long-term replacement and refurbishment program with the goal of
eventually addressing the entire system, the City may also address hydraulic deficiency in addition to the structural
deficiency.
Sewer System Management
Mapping - As-built plans of the sewer facilities will be maintained by the City. Data on the plans, such as
system locations and alignment, pipe material, size, etc., will be maintained and stored electronically by the
City. These maps will be available and utilized by the field crews for work scheduling and responding to
emergencies, and will be updated to reflect any changes in the system.
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Work Scheduling - Field crew activities will be recorded and tracked by the City utilizing various forms
including, but not limited to service requests, cleaning reports, sewer maintenance daily reports, overflow
reports forms, project work orders, etc.
Revenue and Expenditures
The City collects an average of approximately $1.1 million annually from the sewer fee. Since 2015, the City has spent
approximately $415,000 on average for operations/maintenance – including emergency repairs, contracted services
for cleaning and video inspections, and personnel. The remainder of the funds are then primarily used to advance
design/construction of the recommendations outlined in the Sewer Master Plan.
In fiscal year (FY) 2021-22, the City is completing Phase 1 of CIP 421 (sewer lining and point repairs) at an
estimated cost of $478,535. In FY 2022-23, the City will complete Phase 2, which will include 0.8 miles of sewer
repair and other point repairs at an estimated cost of approximately $2.5 million, and will bring completion up to
approximately 39% of the recommended improvements per the 2017 Master Plan.
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PART B – ESTIMATED COST OF THE IMPROVEMENTS
The net amount to be charged on the lots or parcels within the City is based on an initial estimate of the annual cost
and expenses for the maintenance, operation, servicing of the City's existing sewer system improvements as well as
the funding deemed appropriate and necessary for future capital improvements and reserves (Replacement
funding). It was originally estimated that sewer capital improvements are needed at $14.4 million for the current
planning period.
USE OF REVENUE
O & M/year
(range)
$375,000 - $500,000
Available for Improvement
Financing / Year
$675,000 - $800,000
$ Charge/1 ESU
(Single Family Resident)
$132.93/year
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PART C – CHARGE CALCULATION AND PROPOSED CHARGES
The sewer service charge for 2022/2023 is being reestablished by the City. The charge multiplied by the Equivalent
Sewer Units assigned to each parcel will be the charge for each parcel. The Equivalent Sewer Unit (ESU)
determination for each parcel is described below.
LAND USE ESU
Single Family 1.0
Condominiums 1.0
Multi Family 0.6
Sewage Generation Factors
The City of Hermosa Beach updated their sanitary sewer master plan in April 2009, March 2011, and again in
June 2017.
A numeric relationship between the various lots and parcels is necessary for the allocation of the costs of sewer
maintenance among the lots and parcels. It is customary to relate the various land uses to the single family
residential lot which is established as one Equivalent Sewage Unit (ESU), and all other lots and parcels are related
proportionally to the single family residential lot. Based on sewage generation rates, a typical single family lot
generates 260 gallons per day in Los Angeles County2. Therefore, for purposes of comparison of the various land
uses for lots and parcels, 260 gallons per day is designated as the equivalent of 1 ESU.
Non-residential Land Uses
The ESU for various non-residential land uses is calculated by the following equation:
ESU = [Commercial Water Consumption GPD]/260 GPD per SFRU
Single family residential units will be charge at 1.0 ESU per parcel, the multi-family residential units will be charged
at 0.6 ESU per parcel and condominiums at 1.0 ESU per parcel as they are similar to single family residents in use.
For the non-residential, it was allocated by water consumption values for all of Hermosa Beach from information
provided by California Water Services Company annually. Vacant parcels of any use are charged 0.5 ESU.
2West Hollywood Sewer Charge Report.
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Government Facilities and Parcels
There are several parcels that receive sewer service that are owned and operated by local government. Proposition
218 requires that each parcel not pay more than the proportional cost of providing the service. Therefore, because
these government parcels use the sewer service, they are included in the computation of the charge and are
charged.
CALCULATION OF THE CHARGE
The sewer service charge is based on the direct cost of providing the service. These costs include staff, rent, utilities,
and other costs as needed for sewer repair and improvements as described earlier in this report.
The following table shows the percentage increase of the sewer service charge each year since inception:
For fiscal year 2022-2023, it is proposed that a not-to-exceed CPI increase of 5% be approved. The new charge for
fiscal year 2022-2023 is $132.93/ESU.
Due to the pandemic, staff did not move forward with reinstating the five-year term for applying the CPI to the fee
in FY 2021-22. The attached table details the CPI since 2016, and the annual increases that have been applied each
year. With the exception of 2016, the annual increase has lagged behind actual CPI, but has helped the sewer fee
keep up with corresponding rises in construction cost due to inflation and supply chain disruptions. This year’s CPI is
significant at 7.6% - hopefully this is short-term and inflation subsides in the coming months.
ANNUAL INCREASES
Because the costs of providing the sewer service may increase over time, beginning July 1, 2023 and each July
thereafter, the charge per ESU established in 2022-2023 shall be increased by the annual increase in the Consumer
Price Index for Urban Wage Earners and Clerical Workers in the Los Angeles-Long Beach-Anaheim (this used to be
referred to as Los Angeles-Riverside-Orange County, it is a continuous index linked to the previous index), CA Area
(CPI), including all items as published by the US Bureau of Labor Statistics as of January 1 of each year, not to exceed
five percent (5%) per year. The annual increases can only be authorized for a five year period. To increase the
charge after the initial five year period, would require a new Proposition 218 hearing.
143
City of Hermosa Beach – Sewer Services Charge
Engineer’s Report
Commencing Fiscal Year 2022/2023 | 9
PROPOSITION 218 CONSIDERATIONS
Proposition 218, which the voters of the State of California passed on November 5, 1996, contains requirements for
the imposition of a fee or charge for property related services. Requirements for fees and charges are contained in
Section 6 of Article XIII D.
Paragraph (b) describes the requirements for new, existing, or increased fees and charges, as:
(1) Revenues shall not exceed the funds required to provide the service.
(2) Revenues shall not be used for any other purpose.
(3) The amount of the fee or charge imposed upon any parcel or person as an incident of property
ownership shall not exceed the proportional cost of the service attributable to the parcel.
(4) No fee or charge may be imposed unless the services is actually used by or immediately available to the
owner of the property in question.
(5) No fee or charge shall be imposed for general governmental services, i.e., police, ambulance, library,
where the service is available to the public at large in substantially the same manner as it is to the property
owners.
This report and recommended charges complies with all five of these requirements.
1. Revenues generated by this charge will not exceed funds required to provide sewer services and shall not
be used for any other purpose, besides what has been described herein.
2. The sewer charge is the proportional cost of provided service to the parcels in the City and the charge is
for actual use or is immediately available to the property in question.
Due to the number of parcels in the City of Hermosa Beach that will be subject to the Sewer Service Charge, the
Parcel Charges (a listing of the Assessor's Parcel Numbers to be levied the proposed charge amounts) is not
contained in this Report, but will be filed with the City Clerk in an electronic format prior to the public hearing
regarding the levy and collection of the charges for Fiscal 2022/2023. The proposed Parcel Charge Roll, after being
filed with the City Clerk, shall be available for public inspection in the City Clerk's Office during normal business
office hours. However, the following tables provide a summary of the estimated ESUs by land use anticipated for
Fiscal Year 2022/2023, per the County's assigned land use classification of each parcel within the City that was
available at the time this Report was prepared.
144
City of Hermosa Beach – Sewer Services Charge
Engineer’s Report
Commencing Fiscal Year 2022/2023 | 10
Parcel Code Land Use Description Total Parcels Total ESU's
0100 1 Unit 2880 2880
0101 1 Unit, Pool 78 78
0103 1 Unit, Pool and Misc.31 31
0104 1 Unit, Therapy Pool 165 165
0106 1 Unit 2 2
0107 1 Unit 1 1
0108 1 Unit 9 9
0109 1 Unit, Other Improvements 9 9
010C 1 Unit, Condominium 1566 1566
010D 1 Unit, Planned Community 102 102
010E 1 Unit, Condo Conversion 103 103
010V Vacant Residential 61 30.5
0110 High Value Residence 46 46
0111 High Value Residence with Pool 5 5
0113 High Value Residence with Pool and misc 2 2
0114 High Value Residence with Therapy Pool (spa)2 2
0120 1 Unit, Townhouse 1 1
012C Condominium - Townhouse 29 29
01DC 1 Unit, Condominium 65 65
0200 2 Units, 1-4 Stories 823 1181.8
0201 2 Units, 1-4 Stories, Pool 6 8
0202 2 Units, 1-4 Stories, Pool 1 2
0203 2 Units, Therapy Pool 1 2
020C 1-4 Units, Condominium 1 2
020V 2 Units, Vacant 1 0.5
0300 3 Units, 1-4 Stories 150 267.6
0400 4 Units, 1-4 Stories 152 364.8
0500 5+ Units, 1-4 Stories 160 790.8
0501 5+ Units, 1-4 Stories, Pool 7 379.8
0900 Mobile Home Park 3 48.6
Total Parcels 6,462
Total ESU's 8,174.4
Residential Parcel Breakdown by Land Use
EXAMPLES OF ESUs BY LAND USE - Residential
145
City of Hermosa Beach – Sewer Services Charge
Engineer’s Report
Commencing Fiscal Year 2022/2023 | 11
Parcel Code Land Use Description Total Parcels Total ESU's
100V COMMERCIAL 22 5.3
1100 STORES 85 130.5
1102 STORES 2 15.7
1200 STORE COMBINATION 18 42.1
1210 STORE COMBINATION 30 39.5
1212 STORE COMBINATION 2 11.9
1340 DEPARTMENT STORES 1 0.1
1400 SUPERMARKETS 1 32.8
1420 SUPERMARKETS 2 1.2
1500 SHOPPING CENTERS (NEIGHBORHOOD, COMMUNITY)10 73.3
1700 OFFICE BUILDINGS 58 11.5
1702 OFFICE BUILDINGS 4 2.7
1703 OFFICE BUILDINGS 5 6.0
170C OFFICE BUILDINGS 69 3.2
17T0 OFFICE BUILDINGS 1 2.1
1810 HOTELS & MOTELS 1 24.3
181C HOTELS & MOTELS 102 28.9
1820 HOTELS & MOTELS 2 6.5
1830 HOTELS & MOTELS 3 66.1
1900 PROFESSIONAL BUILDINGS 3 2.6
1902 PROFESSIONAL BUILDINGS 1 2.7
1910 PROFESSIONAL BUILDINGS 3 1.6
1920 PROFESSIONAL BUILDINGS 1 1.5
2100 RESTAURANTS, COCKTAIL LOUNGES 26 86.2
2102 RESTAURANTS, COCKTAIL LOUNGES 1 11.6
2110 RESTAURANTS, COCKTAIL LOUNGES 2 7.1
2120 RESTAURANTS, COCKTAIL LOUNGES 1 2.2
2300 BANKS SAVINGS & LOAN 4 20.6
2500 SERVICE STATIONS 2 0.7
2600 AUTO, RECREATION EQPT, CONSTRUCTION EQPT, SALES & SERVICE 26 10.9
2630 AUTO, RECREATION EQPT, CONSTRUCTION EQPT, SALES & SERVICE 1 16.7
2670 AUTO, RECREATION EQPT, CONSTRUCTION EQPT, SALES & SERVICE 1 0.6
2700 PARKING LOTS 47 6.1
300V INDUSTRIAL 5 4.5
3100 LGT MANF.SM.EQPT.MANUF SM.SHPS INSTR. PRNT PLNTS 24 6.4
3300 WAREHOUSING DISTRIBUTION, STORAGE 2 0.3
6400 CLUBS, LODGE HALLS, FRATERNAL ORGANIZATIONS 2 0.5
7100 CHURCHES 8 13.8
7200 SCHOOLS (PRIVATE)4 3.9
7400 HOSPITALS 2 17.4
7500 HOMES FOR AGED & OTHERS 1 0.6
8100 UTILITY COMMERCIAL AND MUTUAL: PUMPING PLANTS STATE ASSESSED PR 14 115.8
8800 GOVERNMENT PARCEL 39 60.4
8833 GOVERNMENT PARCEL 1 23.6
8841 GOVERNMENT PARCEL 19 11.2
Total Parcels 679.0
Total ESU's 933.3
Non-Residential Parcel Breakdown by Land Use
EXAMPLES OF ESUs BY LAND USE - Non-Residential
146
City of Hermosa Beach – Sewer Services Charge
Engineer’s Report
Commencing Fiscal Year 2022/2023 | 12
PART D – BOUNDARY DIAGRAM
The parcels within the Sewer Service Charge Area consist of all lots, parcels and subdivisions of land within the City
of Hermosa Beach. A copy of the Boundary Diagram is provided below.
CITY OF HERMOSA BEACH BOUNDARY DIAGRAM
147
NV5
NV5
163 Technology Drive, Suite 100
Irvine, CA 92618
(949) 585-0477
www.nv5.com
Jeffrey M. Cooper, PE
Vice President, NV5
(949) 585-0477
Jeff.Cooper@nv5.com
148
From:Ann Yang
To:Myra Maravilla; Reanna Guzman
Cc:Suja Lowenthal; Joseph SanClemente; Andrew Nguyen
Subject:FW: City Council - Question/Comment Residential Parcel Sewage rate increase
Date:Tuesday, July 12, 2022 3:22:59 PM
FYI
From: Jill Hewes <JillH@WestsideRC.org>
Sent: Tuesday, July 12, 2022 3:20 PM
To: City Council <citycouncil@hermosabeach.gov>; Suja Lowenthal <suja@hermosabeach.gov>; Ann
Yang <anny@hermosabeach.gov>
Subject: City Council - Question/Comment Residential Parcel Sewage rate increase
Good afternoon,
I apologize I missed the 3pm deadline to submit a comment for your
consideration regarding the Public Hearing for to increase to the Residential
Parcel Sewage Rates.
I would like to request that you do not vote for the increase. I believe that the
current rates and the increase are not equitable and need to be reviewed. I
would propose the City of Hermosa Beach consider a user’s fee based on the
water consumption for each unit and the number of drains including the
number of toilets, showers/baths, and sinks rather than each single-family
home, condominium, or multi family units and commercial properties.
Currently I pay the same as the homes surrounding me. I use 1 CCF of water
each month have one toilet, one shower and two sinks, my next-door
neighbors have 3 toilets, 5 sinks, 3 showers and most likely use 4 times the
water. I believe a fee on the amount of water you use would an equitable way
to determine the sewage tax.
Thank you for your time.
Jill Hewes
126 Monterey Blvd.
Hermosa Beach Ca. 90254
310-279-6751
Homeowner
149
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150
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0409
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
PUBLIC HEARING TO REVIEW DELINQUENT SOLID WASTE
COLLECTION (REFUSE) CHARGES FOR CONSIDERATION OF
PLACING SAID CHARGES ON THE PROPERTY TAX ROLLS AS
A SPECIAL ASSESSMENT AFFECTING ONLY THOSE PROPERTIES WITH REFUSE BILLS
DELINQUENT AS OF MARCH 31, 2022
(Environmental Programs Manager Douglas Krauss)
Recommended Action:
Staff recommends City Council:
1.Receive testimony from affected property owners regarding delinquent refuse bills; and
2.Adopt the attached Resolution authorizing and requesting the County Assessor to place
delinquent refuse charges for Athens Services,which remain 10 days following the hearing,as
a special assessment for collection as part of the County tax collection process.
Executive Summary:
Per Hermosa Beach Municipal Code Section 8.12.36,the City shall assess a fee for the collection of
garbage,rubbish,or other refuse.In the event that the owner of record fails to pay the fees for such
collection,the City may place a special assessment on the property.Such special assessment is
processed through the Los Angeles County Assessor in cooperation with the City’s franchised waste
hauler, Athens Services.
Background:
On March 26,2013,City Council approved an exclusive Integrated Solid Waste Collection Franchise
Agreement with Athens Services for a term of eight years beginning July 1,2013 and ending June
30,2021.On March 31,2021,the City exercised its option to extend the agreement for 24 months to
June 30,2023.In April 2022,Athens provided the City with a list of delinquent accounts for the
previous year, which may be subject to a special assessment on the property owners’ tax bill.
Pursuant to Section 8.12.36(A)(5)of the Municipal Code,the City Manager shall direct a notice to the
property owner where unpaid refuse collection charges are pending.The notice shall indicate the
time and place for a hearing before an Administrative Appeals Board to review all unpaid charges and
make a recommendation to City Council.The Administrative Appeals Board hearing was held via
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Staff Report
REPORT 22-0409
make a recommendation to City Council.The Administrative Appeals Board hearing was held via
teleconference on June 8,2022 and a recommendation to review all unpaid charges is now directed
to the City Council.
Past Council Actions
Meeting Date Description
March 23, 2013 City Council approved an exclusive Integrated Solid Waste
Collection Franchise Agreement with Athens Services
Discussion:
In April 2022,Athens Services provided a list of properties with unpaid refuse collection fees as of
March 31,2022 (Attachment 1).In accordance with procedures outlined in the Hermosa Beach
Municipal Code,notices were sent to affected property owners advising them of the opportunity to
appear before the Administrative Appeals Board to dispute unpaid charges at a teleconference held
on June 8, 2022 (Attachment 2).
The attached list of properties was updated following the hearing and the Administrative Appeals
Board recommends that the properties remaining on the list have the delinquent charges added to
their property tax bills as a special assessment.Notices were sent to the property owners advising
them of the opportunity to appear before the City Council at the Public Hearing scheduled on July 12,
2022 to appeal the matter prior to the City proceeding with the special assessment.
The attached Resolution (Attachment 3)requests the County Assessor post delinquent refuse
charges on the property tax bill as a special assessment.Exhibit "A"of the attached resolution will be
modified by Athens to delete any delinquent refuse charges which are paid within ten days following
the hearing as provided for by Section 8.12.360(A)(6) of the Municipal Code.
To compensate the City for the administrative costs incurred in the collection of delinquent refuse bills
via a special assessment,each delinquent refuse bill would be increased by $14.00 per the adopted
Master Fee Schedule.Each delinquent refuse bill would also be increased by an amount not to
exceed the actual cost incurred by the County of Los Angeles,and charged to the City of Hermosa
Beach, for placing the delinquent refuse bills on the property tax roll via a special assessment.
General Plan Consistency:
This report and associated recommendations have been evaluated for their consistency with the
City’s General Plan. Relevant policies are listed below:
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Staff Report
REPORT 22-0409
Sustainability and Conservation Element
Goal 6.Hermosa Beach is a low or zero-waste community with convenient and effective
options for recycling, composting, and diverting waste from landfills.
Policy:
·6.1 Franchise Agreements.Ensure waste franchise agreements and program offerings
provide progressively higher rates of waste diversion.
Fiscal Impact:
The fiscal impact to the City associated with the recommended action includes the City’s charges of
$14 per delinquent account to defray staff administrative costs and Los Angeles County Assessor
costs of approximately $62.50.For this year’s liens,the City would collect approximately $700 in total
fees.
Attachments:
1. List of Properties
2. Notice of Hearing
3. Draft Resolution
Respectfully Submitted by: Doug Krauss, Environmental Programs Manager
Noted for Fiscal Impact: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 7/7/2022Page 3 of 3
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SERVICE ADDRESS SERVICE CITY STATE ZIP PARCEL TOTAL BALANCE CITY FEE COUNTY FEE*TOTAL LIEN BALANCE
1882 VALLEY PARK AVE HERMOSA BEACH CA 90254 4183021010 138.07 $14.00 $1.25 153.32
925 9TH ST HERMOSA BEACH CA 90254 4186004012 229.43 $14.00 $1.25 244.68
1235 2ND ST HERMOSA BEACH CA 90254 4186023012 262.69 $14.00 $1.25 277.94
216 31ST ST HERMOSA BEACH CA 90254 4181020006 76.36 $14.00 $1.25 91.61
565 20TH ST HERMOSA BEACH CA 90254 4183024015 255.18 $14.00 $1.25 270.43
504 25TH ST HERMOSA BEACH CA 92542 4182025023 194.33 $14.00 $1.25 209.58
1076 7TH ST HERMOSA BEACH CA 90254 4186014018 329.38 $14.00 $1.25 344.63
655 9TH ST HERMOSA BEACH CA 90254 4187027042 525.07 $14.00 $1.25 540.32
928 MANHATTAN AVE HERMOSA BEACH CA 90254 4187008035 76.85 $14.00 $1.25 92.10
942 15TH ST HERMOSA BEACH CA 90254 4185008053 241.74 $14.00 $1.25 256.99
454 HOLLOWELL AVE HERMOSA BEACH CA 90254 4160024010 191.52 $14.00 $1.25 206.77
302 HOPKINS AVE HERMOSA BEACH CA 90254 4186021013 198.40 $14.00 $1.25 213.65
107 MANHATTAN AVE HERMOSA BEACH CA 90254 4188012063 173.93 $14.00 $1.25 189.18
255 28TH ST HERMOSA BEACH CA 90254 4181022042 313.24 $14.00 $1.25 328.49
1622 BAYVIEW DR HERMOSA BEACH CA 90254 4183014023 37.12 $14.00 $1.25 52.37
1011 MONTEREY BLVD HERMOSA BEACH CA 90254 4187009059 90.78 $14.00 $1.25 106.03
245 30TH PL HERMOSA BEACH CA 90254 4181021015 63.76 $14.00 $1.25 79.01
2626 MANHATTAN AVE UNIT 1 HERMOSA BEACH CA 90254 4181024041 44.08 $14.00 $1.25 59.33
941 3RD ST HERMOSA BEACH CA 90254 4186019019 876.23 $14.00 $1.25 891.48
934 MANHATTAN AVE HERMOSA BEACH CA 90254 4187008036 617.02 $14.00 $1.25 632.27
940 8TH PL HERMOSA BEACH CA 90254 4186009026 292.57 $14.00 $1.25 307.82
810 MANHATTAN AVE HERMOSA BEACH CA 90254 4187008025 38.22 $14.00 $1.25 53.47
707 6TH ST HERMOSA BEACH CA 90254 4187033023 160.50 $14.00 $1.25 175.75
1137 LOMA DR HERMOSA BEACH CA 90254 4187011038 37.44 $14.00 $1.25 52.69
1108 1ST PL HERMOSA BEACH CA 90254 4186028002 144.11 $14.00 $1.25 159.36
833 CYPRESS AVE HERMOSA BEACH CA 90254 4187014019 209.18 $14.00 $1.25 224.43
2115 THE STRAND HERMOSA BEACH CA 90254 4182004003 38.22 $14.00 $1.25 53.47
207 MANHATTAN AVE HERMOSA BEACH CA 90254 4188008050 209.18 $14.00 $1.25 224.43
358 28TH ST HERMOSA BEACH CA 90254 4181023040 181.40 $14.00 $1.25 196.65
1070 8TH PL HERMOSA BEACH CA 90254 4186010010 299.33 $14.00 $1.25 314.58
1209 1ST ST HERMOSA BEACH CA 90254 4186028021 132.59 $14.00 $1.25 147.84
440 30TH ST HERMOSA BEACH CA 90254 NA 76.44 $14.00 $1.25 91.69
2705 MORNINGSIDE DR HERMOSA BEACH CA 90254 4181023039 198.11 $14.00 $1.25 213.36
131 MONTEREY BLVD A-B HERMOSA BEACH CA 90254 4188013052 131.12 $14.00 $1.25 146.37
262 27TH ST HERMOSA BEACH CA 90254 4181024023 876.23 $14.00 $1.25 891.48
2300 OZONE CT HERMOSA BEACH CA 90254 4182016038 73.74 $14.00 $1.25 88.99
2410 PALM DR HERMOSA BEACH CA 90254 4182011022 822.69 $14.00 $1.25 837.94
2452 SILVERSTRAND AVE HERMOSA BEACH CA 90254 4182015019 441.64 $14.00 $1.25 456.89
136 28TH ST HERMOSA BEACH CA 90254 4181026015 448.14 $14.00 $1.25 463.39
18 MEYER CT HERMOSA BEACH CA 90254 4186029003 76.43 $14.00 $1.25 91.68
1003 PROSPECT AVE HERMOSA BEACH CA 90254 4186001027 2,030.49 $14.00 $1.25 2,045.74
1016 PROSPECT AVE HERMOSA BEACH CA 90254 4161027040 118.48 $14.00 $1.25 133.73
528 LOMA DR HERMOSA BEACH CA 90254 4188018018 370.77 $14.00 $1.25 386.02
154
650 9TH ST HERMOSA BEACH CA 90254 4187028040 178.70 $14.00 $1.25 193.95
1306 CORONA ST HERMOSA BEACH CA 90254 4185016003 281.94 $14.00 $1.25 297.19
161 MONTEREY BLVD HERMOSA BEACH CA 90254 4188013061 131.97 $14.00 $1.25 147.22
2405 MANHATTAN AVE HERMOSA BEACH CA 90254 4182011023 883.30 $14.00 $1.25 898.55
840 7TH ST HERMOSA BEACH CA 90254 4186013006 536.59 $14.00 $1.25 551.84
930 15TH ST HERMOSA BEACH CA 90254 4185008038 198.02 $14.00 $1.25 213.27
217 30TH ST HERMOSA BEACH CA 90254 4181020005 47.68 $14.00 $1.25 62.93
* Based on addition of County fee of $50 divided by the number of accounts (50) plus $.25 per parcel fee
155
Easy Reader
Run Date: June 30, 2022 DISPLAY
Acct: 7010-2110
NOTICE OF HEARING
Delinquent Solid Waste Collection (Refuse) Bills
NOTICE IS HEREBY GIVEN that the City Council of the City of Hermosa Beach shall hold a
public hearing on Tuesday, July 12, 2022, to consider the following:
Review delinquent solid waste collection (refuse) bills for the purpose of ordering said
delinquent charges be placed on the property tax bill as a special assessment. The
assessment would affect only those properties with solid waste collection bills delinquent
as of March 31, 2022. (City Manager's Office, Tel: 310-750-3603)
SAID PUBLIC HEARING shall be held at 6:30 P.M., or as soon thereafter as the matter
may be heard at the City Council meeting which can be accessed in-person or via instructions on
the agenda found on the City’s website: https://www.hermosabeach.gov/our-community/agendas-
minutes-video
ANY AND ALL PERSONS interested are invited to participate and speak at this hearing at
the above time and place. Written comments of interested parties should be submitted to the City
Manager’s department in care of City Hall at 1315 Valley Drive, Hermosa Beach, CA 90254 or
emailed to dkrauss@hermosabeach.gov. All written testimony will be accepted prior to or at the
scheduled time on the agenda for the matter.
IF YOU CHALLENGE the above matter(s) in court, you may be limited to raising only those
issues you or someone else raised at the public hearing described in this notice, or in written
correspondence delivered to the above-listed departments at, or prior to, the public hearing.
FOR FURTHER INFORMATION, please contact the departments listed above. A copy of
the staff report(s) in the City Council packet will be available for public review at the City’s
website (www.Hermosabeach.gov) 72 hours prior to the meeting time.
MYRA MARAVILLA
City Clerk
156
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WHEREAS, Section 38790.1 of the California Government Code authorizes cities to collect
delinquent refuse bills via a special assessment to be collected with county taxes; and,
WHEREAS, the City Council adopted Ordinance No. 86-840 which provides for collection
of delinquent refuse bills in accordance with California Government Code Section 38790.1; and,
WHEREAS, in accordance with Ordinance No. 86-840, property owners have ten days from
the date of the hearing to pay the delinquent refuse bill to avoid the special assessment;
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH
DOES HEREBY RESOLVE AS FOLLOWS:
Section 1. Each delinquent refuse bill shall be increased by an amount not to exceed the
actual costs incurred by the County of Los Angeles, and charged to the City of Hermosa Beach for
placing the delinquent refuse bills on the property tax roll via a special assessment.
Section 2. Each delinquent refuse bill shall be increased by fourteen dollars ($14.00) to
compensate the City of Hermosa Beach for the administrative costs incurred by collecting delinquent
refuse bills via a special assessment.
Section 3. The list of properties and the amount to be collected, attached as Exhibit "A,”
shall be forwarded to the county assessor for posting on the tax bill as a special assessment.
Exhibit "A" may be modified by the City Manager to delete those parcels where delinquent refuse
charges are paid within ten (10) days following the City Council hearing.
RESOLUTION NO. 22-XXXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH
AUTHORIZING AND DIRECTING THE COUNTY ASSESSOR TO INCLUDE
DELINQUENT REFUSE BILLS FROM ARAKELIAN ENTERPRISES (ATHENS) TO
THEIR EXISTING FUND NUMBER 168.87 (HERMOSA REFUSE-2) AS A SPECIAL
ASSESSMENT TO BE COLLECTED AT THE SAME TIME AND IN THE SAME
MANNER AS COUNTY TAXES.
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PASSED, APPROVED and ADOPTED this 12th day of July, 2022.
____________________________________________________________________
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, California
ATTEST: APPROVED AS TO FORM:
____________________________ ____________________________
City Clerk City Attorney
158
City Council Hybrid Meeting
07-12-22 17:00
Agenda Name Comments Support Oppose Neutral
b) REPORT 22-0401 AWARD OF CONTRACT FOR PROJECT
MANAGEMENT SERVICES FOR DEVELOPMENT OF A PARKS
MASTER PLAN TO CATALYST CONSULTING
(Community Resources Manager Lisa Nichols)
1 0 1 0
Sentiments for All Agenda Items
The following graphs display sentiments for comments that have location data. Only locations of users who have commented
will be shown.
Overall Sentiment
Agenda Item: eComments for b) REPORT 22-0401 AWARD OF CONTRACT FOR PROJECT MANAGEMENT SERVICES FOR
DEVELOPMENT OF A PARKS MASTER PLAN TO CATALYST CONSULTING
(Community Resources Manager Lisa Nichols)
Overall Sentiment
dean francois
Location:
Submitted At: 3:16pm 07-11-22
Dear mayor and city council:
I am extremely disappointed that this proposed study has reached this far on our Agenda without discussion. We
discussed this at your budget session and thought we would consider eliminating the need to go out for a request
for proposal (RFP) on a contract.
When you hear people complain about wasted City spending on studies by the city manager, this is the type of
thing that those critics are referring to. It is not necessarily the city manager that is at fault, it is this city council
where the buck should stop!
159
I am opposed to spending $105,000 for this contract. I am opposed to it going to the recommended consultant.
While I have nothing against who it is being awarded to, it was the only valid reply to the RFP. Furthermore it is a
startup consulting firm newly established by someone who recently retired from the city of Torrance.
This task should be completed by City staff. It is estimated we are to pay the consultant $100 an hour for 10
hours a week. Staff could do it on an as-needed basis and if it's only 5 hours a week it will just take longer and
our Parks Master Plan will be completed and should be completed by City staff.
We should not be funding the coffers of retired city employees instead of using and utilizing our own in-house
resources to do the job. Furthermore we have other Parks issues that need to be addressed such as the
bathrooms. All of this should be done by the same city staff without duplication and without another proposed
study that will most likely be coming to you soon.
We do not need consultants, we need staff that already knows our city and knows what needs to be done.
THANKS
160
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0421
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
ADOPTION OF ECONOMIC DEVELOPMENT STRATEGY
(Continued from June 14, 2022)
(Community Development Director Jeannie Naughton)
Recommended Action:
Staff recommends City Council:
1.Receive a staff presentation and public comments;
2.Approve a resolution (Attachment 1)adopting an Economic Development Strategy; and
3.Direct staff to begin work on identified first year implementation priorities.
Executive Summary:
At its April 28,2020 meeting,City Council approved the creation of the Economic Development
Committee with a two-year sunset date.Once formed,the earliest actions of the committee were to
form an Economic Development Stakeholders Advisory Working Group,comprised of business
representatives and commercial property owners,and to discuss urgent matters related to the
pandemic.Soon after,the committee directed development of an Economic Development Strategy as
specified in the Governance Element of PLAN Hermosa.
On May 2,2022,the Economic Development Committee held its final meeting at which the
committee considered,and approved,the Economic Development Strategy.The proposed strategy is
hereby presented for final adoption by the City Council.
Background:
The Economic Development Strategy is the result of two years of collective efforts by the Economic
Development Committee,Stakeholders Advisory Working Group,Community Development
Department staff,and City Manager’s Office to identify Economic Development objectives and
actions.Over the course of the last two years,the Economic Development Committee met monthly
and the Stakeholders Advisory Working Group met twice per month to explore and discuss Hermosa
Beach business-related topics.
An Economic and Market Study (Attachment 4)was prepared to inform the Economic Development
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Committee and Stakeholders for preparation of the Economic Development Strategy.
The resulting Economic Development Strategy (Attachment 2)includes 30 strategic actions.These
actions include steps that the City can take to enhance Hermosa Beach and strengthen the local
economy through beautification;code changes;and other pro-active steps to encourage success and
help our business partners as they serve and enhance quality of life in our community.
Past City Council, Commission, and Committee Actions
Meeting Date Description
March 4, 2020 A joint meeting of the City Council and Planning Commission
was held to discuss a vision for the Downtown District, among
other topics. At that meeting, it was suggested that a
subcommittee be formed, comprised of two City
Councilmembers and two Planning Commissioners to focus
on Economic Development.
April 21, 2020 Planning Commission selected Peter Hoffman and David
Pedersen to be appointed as Planning Commission
representatives to the proposed committee.
April 28, 2020 City Council established the Economic Development
Committee and selected Mary Campbell and Michael Detoy
to be appointed as City Council representatives, with a two-
year sunset date.
June 1, 2020 Economic Development Committee held its first monthly
meeting to begin work on short-term economic recovery goals
and long-term Economic Development goals to benefit the
Downtown and citywide business districts. At the first
meeting, the Economic Development Committee determined
that a Stakeholders Advisory Group be formed to represent a
variety of businesses and commercial districts.
September 28, 2021 City Council Received a One-Year Progress Report on the
Economic Development Committee and Economic
Development Strategy initial actions approved.
May 2, 2022 Economic Development Committee held its final meeting at
which the committee considered, and approved, the
Economic Development Strategy.
Analysis:
The Economic Development Committee and the Stakeholders Advisory Working Group identified 30
strategic actions in the Economic Development Strategy,including 10 priorities for implementation in
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strategic actions in the Economic Development Strategy,including 10 priorities for implementation in
the first year.The strategic actions are divided into five categories:Citywide Beautification;
Downtown;Municipal Code Amendments;Business Outreach;and City Economic Development work
program.
The Economic Development Strategy is a long-term plan,with strategic actions divided into short-
term (1st year),mid-term (2-3 years)or long-terms (3+years)implementation.If approved by City
Council,the Economic Development Strategy would become the work plan for implementation,
beginning with the identified action priorities.A list of Economic Development Strategy First-Year
Implementation Priorities is included as Attachment 3.
Implementation work would be completed by staff,the Hermosa Beach Chamber of Commerce and
Visitors Bureau,and occasionally with consultant assistance as described the Economic
Development Strategy.The Economic Development Strategy includes an action to report to the City
Council twice annually to monitor progress,prioritize actions,and consider new opportunities.This bi-
annual report would ensure that the Council and community are updated on Economic Development
Strategy implementation.
General Plan Consistency:
PLAN Hermosa,the City’s General Plan,was adopted by the City Council in August 2017.The
Economic Development Strategy supports several PLAN Hermosa goals and policies listed below.
Governance Element
Goal 6.A broad-based and long-term economic development strategy for Hermosa Beach that
supports existing businesses while attracting new business and tourism.
Policies:
·6.1 Long-term economic development.Support the development and implementation of
long-term economic development strategies that seek to establish and keep new businesses
and a strong middle class in Hermosa Beach over the decades to come.
·6.2 Regional presence.Encourage economic development strategies that will make Hermosa
Beach a driving force and jobs center behind the regional economy of the South Bay region.
·6.3 Diversified economy.Encourage economic development strategies that allow the city to
move beyond reliance on its two main industries -accommodation and food service and retail
trade - and transform itself to a mature mix of economic activity and job opportunities.
·6.4 Business support.Support the Chamber of Commerce,retailers,tourist service
businesses,artists,and other agencies to develop an aggressive marketing strategy with
implementation procedures.
·6.5 Creative economy.Prioritize strategies that will create an economy full of diverse talents,
trades and goods for the city.For long lasting economic success,a range of services,arts,
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trades and goods for the city.For long lasting economic success,a range of services,arts,
entertainment and retail should be supported on all scales of the city’s economy.
·6.6 Pop-up shops.Develop plans and programs for underutilized spaces,such as vacant
buildings,utility corridors,parkways,etc.,for temporary retail,restaurant,and community
promoting uses.
·6.7 Retail base.Encourage economic development reflective of the character of Hermosa
Beach with small and medium scale retail development within Hermosa Beach in order to
create a stronger tax base and increase the City’s tax revenue.
Land Use Element
Goal 1.Create a sustainable urban form and land use patterns that support a robust economy
and high quality of life for residents.
Policies:
·1.1 Diverse and distributed land use patterns.Strive to maintain the fundamental pattern of
existing land uses,preserving residential neighborhoods,while providing for enhancement of
corridors and districts in order to improve community activity and identity.
·1.4 Diverse commercial areas.Promote the development of diversified and unique
commercial districts with locally owned businesses and job- or revenue-generating uses.
·1.5 Balance resident and visitor needs.Ensure land uses and businesses provide for the
needs of residents as well as visitors.
·1.8 Respond to unique characteristics.Enhance the unique character and identity of the
city’s neighborhoods,districts and corridors through land use and design decisions.Allow
policies and programs to be focused on each unique character area of the city.
Goal 3. A series of unique, destination-oriented districts throughout Hermosa Beach.
Policies
·3.1 Unique districts.Encourage the development of local and city-wide districts and
centers that address different community needs and market sectors and complement
surrounding neighborhoods.
·3.3 Diverse retail and office centers.Provide incentives to transform existing single-
use commercial properties that are accessible into retail destinations by adding a diversity
of uses,providing new pedestrian connections to adjacent residential areas,reducing the
visual prominence of parking lots,making the centers more pedestrian-friendly and
enhancing the definitions and character of street frontage and associated streetscapes.
·3.4 Emerging employment sectors.Strive to create districts that support increased
employment activity, particularly for growing or emerging economic sectors.
·3.5 Compact office formats.New employment uses should be designed in a compact
format with minimal front setbacks from the street,typical lease spans of 40 feet or less,
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and where feasible, combined with other commercial uses.
Fiscal Impact:
There is no fiscal impact associated with recommended action to adopt the proposed Economic
Development Strategy.Any costs associated with implementation would be included in the annual
budget adoption process.Adoption and implementation of an Economic Development Strategy would
be expected to increase City revenues and strengthen the local economy.
Attachments:
1.Draft Resolution
2.Economic Development Strategy-Resolution Exhibit A
3.Economic Development Strategy First Year Implementation Priorities
4.Economic and Market Study by Economic and Planning Systems, Inc.
5.Link to March 4, 2020 City Council and Planning Commission Joint Meeting Agenda
6.Link to April 21, 2020 Planning Commission Agenda
7.Link to April 28, 2020 City Council Staff Report
8.Link to June 1, 2020 Economic Development Committee Staff Report
9.Link to September 28, 2021 City Council Staff Report
10.Link to May 2, 2022 Economic Development Committee Staff Report
Respectfully Submitted by: Christy Teague, Senior Planner and Business Liaison
Concur: Jeannie Naughton, Community Development Director
Noted for Fiscal Impact: Viki Copeland, Finance Director
Legal Review: Mike Jenkins, City Attorney
Approved: Suja Lowenthal, City Manager
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RESOLUTION NO. 22-XXXX
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH,
CALIFORNIA ADOPTING AN ECONOMIC DEVELOPMENT STRATEGY
THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH, CALIFORNIA,
DOES HEREBY RESOLVE AS FOLLOWS
Section 1. Findings.
A. The Economic Development Committee was established by the Hermosa Beach
City Council at its meeting held on April 28, 2020.
B. By direction of the Economic Development Committee, an Economic Development Strategy
has been prepared including actions intended to enhance the City and strengthen the local economy
through Citywide Beautification, Downtown Initiatives, Municipal Code Amendments, Business
Outreach, and a City Economic Development work program.
C. The Economic Development Committee approved the Economic Development
Strategy and recommended the City Council adopt the Economic Development Strategy at its
meeting held on May 2, 2022.
SECTION 2. Based on the foregoing findings, the City Council hereby approves the
Economic Development Strategy attached hereto as Exhibit A and incorporated herein by
reference.
SECTION 3. This Resolution shall take effect immediately. The City Clerk shall certify to
the passage and adoption of this Resolution; shall cause the original of the same to be
entered among the original resolutions of the City Council; and shall make a minute of
the passage and adoption thereof in the minutes of the City Council meeting at which the same
is passed and adopted.
PASSED, APPROVED and ADOPTED this 14th day of June, 2022.
____________________________________________________________________________
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, California
ATTEST: APPROVED AS TO FORM:
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___________________________________ _____________________________
Myra Maravilla, City Clerk Michael Jenkins, City Attorney
EXHIBIT A
ECONOMIC DEVELOPMENT STRATEGY
167
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Hermosa Beach Economic Development Strategy
Introduction
Economic Development is different in each city according to its unique needs and opportunities. This
Hermosa Beach Economic Development Strategy identifies a path forward as we emerge from the
pandemic and post-pandemic recovery poised to facilitate business success, strengthen the local
economy and improve quality of life for residents.
The Economic Development Committee directed development of a long-term Economic Development
Strategy, as stated in PLAN Hermosa under Governance Goal 6: A broad-based and long-term economic
development strategy for Hermosa Beach that supports existing businesses while attracting new
business and tourism.
This plan will be implemented by City departments in collaboration with the Hermosa Beach Chamber
of Commerce, input from the community and, in some cases, with the help of professional consultants.
Regular review with the City Council will monitor progress and provide a system to update priorities
and identify new Economic Development opportunities.
Some business-friendly initiatives put in place to serve the business community are included under the
category of “City Economic Development Work Program” to ensure they are continued.
Preparation of the Economic Development Strategy
The Economic Development Strategy is the result of more than a year of work with the Economic
Development Committee and Stakeholders Advisory Working Group to identify Economic
Development Strategy objectives and actions, supported by the City Manager’s Office and Community
Development Department staff. Monthly Economic Development Committee meetings and twice-
monthly Stakeholders Advisory Working Group explored and discussed relevant Hermosa Beach topics,
including Gateways and Corridors, Downtown issues, Tourism, Special Events, Arts and Culture, Music
and Entertainment, and Placemaking.
The Economic Development Strategy includes strategic actions; steps the City can take to enhance
Hermosa Beach and strengthen the local economy through beautification, code changes, and other
pro-active steps to build relationships through listening to property owners and businesses to
encourage investment, business expansion and success.
The strategic actions are divided into five categories: Citywide Beautification, Downtown, Municipal
Code Amendments, Business Outreach, and City Economic Development Work Program.
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Economic and Demographic Conditions
Hermosa Beach Demographics
2010 2020
170
Hermosa Beach Employment
Hermosa Beach has more than 1,000 businesses in commercial spaces and home-based, large and
small. Hermosa Beach has 12,290 workers living within its borders who work across 13 major industrial
sectors. The table below shows the types of jobs they hold. The most prevalent occupational category
in Hermosa Beach is Management, in which 7,580 (61.7% of total) employees work. The second-most
prevalent type of work is in Sales, which employs 2,966 (24.1% of total) in Hermosa Beach.
Employment by Occupation – Hermosa Beach
Hermosa Beach as Bedroom Community
Hermosa Beach is considered a “bedroom community,” since more residents travel outside the city for
work than individuals who travel to Hermosa Beach to work, with a daily net outflow of 2,475, as
shown in the below table. This contributes to a smaller daytime population, especially in comparison to
the adjacent Manhattan Beach, which has a daily net gain of 4,377.
However, work-from-home trends may reduce employee outflow and allow more of the community to
support local businesses during the day, including for in-person meetings for coffee or lunch.
Additionally, when the Skechers North American headquarters is completed in 2023 – located at the
expanded campus in Manhattan Beach and Hermosa Beach – an addition 700 employees will be in the
area to support businesses with lunch and shopping during the day. These encouraging factors promise
to add business and foot traffic during the daytime.
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Hermosa Beach Daytime Population
Hermosa Beach Tourism
Visitors support local businesses and help to attract the types of businesses that residents also enjoy.
Overnight visitors pay a 14% Transient Occupancy Tax (TOT) to support city services such as the pier,
beaches, parks, police and fire services, and reduce cost impacts to residents.
During the most recent City Council budget review held March 22, 2022, it is expected that 2021-2022
TOT revenues will recover to pre-pandemic levels to approximately $3.5 million.
The Hermosa Beach Chamber of Commerce and Visitors Bureau has plans to focus on attracting new
overnight visitors to further support local businesses and increase awareness of Hermosa Beach as an
overnight visitor destination.
Hermosa Beach Transient Occupancy Tax (TOT)
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Two small hotels are under construction at 70 10th Street with 6 rooms and 66 11th Street with 9
rooms, which will expand visitor hotel choice and add to the Hermosa Beach hotel room inventory,
currently from 480 to 495 rooms.
Hermosa Beach Hotels
Name Year Built Category Rooms
Beach House 1998 Luxury 96
Grandview Inn 1973 Economy 17
H2O Hermosa 2020 Mid-Range 30
Hampton Inn 2002 Economy 70
Holiday Inn Express 2001 Economy 80
Hotel Hermosa 1990 Mid-Range 80
Quality Inn 1986 Economy 39
Sea Sprite Ocean Front Hotel 1957 Mid-Range 39
480
Economic Development Strategic Actions
Strategic Actions have been sorted into five broad categories to ensure regular progress in each area.
Citywide Beautification
1 Wayfinding Signs
Objective: Inform and direct visitors from PCH, Aviation and Artesia to beach, pier, parking,
business districts and add to sense of place.
Difficulty: Easy
Priority Timeline: 1st Year
Performance Measures: Implement wayfinding sign program along corridors and in Downtown
with sidewalk details, QR codes or other pedestrian-level signs, including City branding,
Responsible Staff: Public Works, City Manager’s Office, Chamber of Commerce
2 Façade Improvement Program for commercial districts
Objective: Private property investment to improve appearance of older buildings in need of
refreshed exteriors.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
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Performance Measures: Proactive outreach to property owners, Identify funding source (CDBG,
Grants), Establish program with architect assistance. Program to be catalyst for improvements,
encouraging new investment reducing vacancy rates, increasing property values and providing
a more welcoming atmosphere.
Responsible Staff: Community Development
3 Beautification Program, including gateway entries and corridors. Seek funding sources for
improvements.
Objective: Improve community quality of life, sense of pride and City image, improve
appearance of all areas of Hermosa Beach.
Difficulty: Medium
Priority Timeline: Within 2-3 Years
Performance Measures: Seek street view enhancements at every opportunity, Identify and
incorporate beautification projects in annual CIP budget. Seek quality private developments.
Beautification is an investment in the City to add sales tax, increase hotel occupancy rates and
TOT collections, reduce vacancy rates and increase property values.
Responsible Staff: Public Works, Community Development, City Manager’s Office
4 Beautification Awards
Objective: Celebrate and encourage improvements.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Annual recognition of new or improved private and public spaces.
Responsible Staff: Mayor’s Award or Chamber of Commerce
5 Consider Arts in Public Places Program
Objective: Arts in Public Places ordinance to add public art as part of private development to
increase beautification with new projects.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Arts in Public Places ordinance to add public art as part of private
development to increase beautification with new projects.
Responsible Staff: Community Development, Community Resources, Chamber of Commerce.
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6 Placemaking Community Forum, including City Council, Planning Commission and Parks,
Recreation and Community Resources Advisory Commission.
Objective: Consider Placemaking principles as decision making tool for staff and commissions.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Placemaking includes activating underutilized spaces and gathering
places, improving area attractiveness for all ages and abilities, and including community in
decision making. BIDs can also be considered in other areas of the City.
Responsible Staff: Community Development, City Manager’s Office, Public Works, Community
Resources
7 Placemaking Project Design. The City to include community through public engagement.
Objective: Community involvement in design ensures area will be enjoyed, promotes local pride
and quality of life.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Training and citywide approach to seek opportunities to include
community input and neighborhood enhancement opportunities.
Responsible Staff: Community Development, City Manager’s Office, Public Works, Community
Resources
8 Include Beautification-related projects in the City budget and CIP to add value and for
residents and visitors to enjoy. Investment in the public realm improves community quality of
life and welcomes visitors.
Objective: Improve public areas appearance to enhance community quality of life and City
image
and attract visitors.
Difficulty: Medium or Difficult depending on projects
Priority Timeline: Within 2-3 Years or More than 3 years depending on projects
Performance Measures: Results in increased commercial and residential property values and
community pride, Increased hotel occupancies, City transient occupancy tax and sales tax
collection
Responsible Staff: Public Works, Finance
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Downtown
9 Work with Business Community to Explore Formation of a Business Improvement District
(BID).
Objective: Facilitate BID if desired by Downtown property owners and/or businesses. A BID can
fund activities beyond City services identified by property owners and/or businesses.
Difficulty: Medium
Priority Timeline: 1st Year
Performance Measures: Initial information meeting, determine which type of BID to establish,
form advisory committee to identify activities needed and associated costs to determine
assessments.
Responsible Staff: Community Development, City Manager’s Office, Chamber of Commerce
10 Focused Update of Downtown Revitalization Strategy, including Preservation of Downtown
Retail and Restaurants and other active uses on 1st floor.
Objective: Review document to determine what needs to be completed or added. Economic
market study completed in 2021 can inform updated Downtown Revitalization Strategy.
Difficulty: Medium
Priority Timeline: 1st Year
Performance Measures: An updated strategy that aligns with emerging trends that sets the
stage for a sustainable and vibrant economic future. Add incentives for active uses on 1st floor
in Downtown with new Zoning Code. Will need consultant assistance after RFP and selection.
Responsible Staff: Community Development, Public Works, City Manager’s Office, Consultant
11 Develop Identity/Vision for the Downtown
Objective: Incorporate City brand with marketing and future improvements.
Difficulty: Medium
Priority Timeline: 1st Year
Performance Measures: Consistent with PLAN Hermosa and Downtown Revitalization Strategy.
May be considered concurrent with Update of Downtown Revitalization Strategy. Would
require RFP and consultant contract with public outreach.
Responsible Staff: Community Development, Public Works, City Manager’s Office, Consultant,
Chamber of Commerce
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12 Comprehensive Downtown lighting evaluation with complete photometric study, design and
installation. This requires a new CIP request for funding, community input for desired lighting,
and public review.
Objective: Lighting plan for Downtown with overall vision to create safe and welcoming
atmosphere.
Difficulty: Easy
Priority Timeline: 1st Year
Performance Measures: Include in CIP budget, RFP, include public input process in contract.
This could be an example for other areas of the City in future.
Responsible Staff: Public Works, Consultant
13 Introduce and Facilitate Downtown Experiences (activate public spaces, add interest for
residents and visitors)
Objective: Enhance the special sense of place Downtown to add vibrancy and attract new
business interest and investment
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Seek opportunities for art, music and special experiences in identified
Downtown locations. Added foot traffic to add customers and increase sales tax, increase hotel
occupancy rates and TOT collections, reduce vacancy rates and increase property values.
Responsible Staff: Community Development, Public Works, City Manager’s Office, Community
Resources, Chamber of Commerce
Municipal Code Amendments
14 Permanently Allow Outdoor Dining Areas and Lane Reconfigurations
Objective: To add vibrancy of public and private outdoor spaces, enhance sense of place and
continue to offer outdoor options safely and comfortably. To move traffic at safer speeds and
encourage all mobility options.
Difficulty: Medium
Priority Timeline: 1st Year
Performance Measures: City Council ordinance to change codes, CEQA analysis, CA Coastal
Commission approval. Require encroachment rental fees and standards, including appearance,
and to allow commercial use if not in use by business.
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Responsible Staff: Public Works, Community Development, City Manager’s Office
15 Long Term Allowance of Outdoor Music in Business Locations
Objective: Allow temporary outdoor music to become permanent to attract customers, add
vitality and provide unique Hermosa Beach atmosphere.
Difficulty: 2-Medium
Priority Timeline: 1st Year
Performance Measures: Amend Title 17 (Zoning). Include with permanently allowed Outdoor
Dining.
Responsible Staff: Community Development, Public Works
16 Program to Allow Outdoor Music in Public Spaces
Objective: Add vibrancy and sense of place to enhance Downtown
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Develop program with designated spaces and hours for scheduled
musicians. Municipal code amendments (Title 12 Streets, Sidewalks and Public Places).
Responsible Staff: Community Resources, Public Works, Community Development, Police
Department, Chamber of Commerce
Business Outreach
17 Regular Communication with Key Property Owners to Encourage Reinvestment and Provide
Support as Needed
Objective: Meet with property owners of prime commercial sites to discuss status and
opportunities.
Difficulty: Easy
Priority Timeline: 1st Year
Performance Measures: 4 meetings per year. Work with property owners to overcome
obstacles to property improvements and investment.
Responsible Staff: Community Development, City Manager’s Office, City Council
Representative, Chamber of Commerce
18 Develop Business Visitation Program
Objective: Build relationships with businesses, understand and better meet needs.
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Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Schedule regular visits to a variety of businesses such as large
employers, sales tax generators, high-visibility businesses. LAEDC can supplement City efforts
with business check-in calls.6-10 visits per year
Responsible Staff: Community Development, City Manager’s Office, City Council
Representative, Chamber of Commerce
19 Annual Commercial Property Owner and Brokers Forum
Objective: Create opportunity to communicate with property owners and brokers to share
project updates, City updates and real estate trends.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Recognize roles of property owners, brokers and City to strengthen
communications and relationships through annual meeting.
Responsible Staff: Community Development, City Manager’s Office, City Council, Chamber of
Commerce
City Economic Development Work Program
20 Shop Local Program
Objective: Encourage residents to support local businesses year-round to retain and grow
businesses and strengthen local economy.
Difficulty: Easy
Priority Timeline: 1st Year
Performance Measures: Work with Chamber to promote local businesses through social media
and other communications at holiday season, ‘Small Business Saturday” and at every
opportunity year-round.
Responsible Staff: Community Development, City Manager’s Office, Chamber of Commerce
21 Provide Hermosa Beach business information to event promoters to encourage use of local
vendors and distribution to participants.
Objective: Gain additional business support from day visitors attending events.
Difficulty: Easy
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Priority Timeline: 1st Year
Performance Measures: Develop virtual business map with services provided and hours of
operation to event promoters to encourage year-round patronage of local businesses.
Responsible Staff: Community Resources, Community Development, GIS, Chamber of
Commerce
22 Retail Attraction Program for Competitive, Strengthened Retail
Objective: Help recruit new businesses to reduce vacancies, increase foot traffic and strengthen
local economy.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Identify vacancies, communicate with property owners, help recruit
businesses to reduce vacancies, increase property values and maintain and increase sales tax
revenue.
Responsible Staff: Community Development, City Manager’s Office, Chamber of Commerce
23 Partnership with Chamber of Commerce to enhance Visitors Bureau to develop and promote
the Hermosa Beach brand and provide visitor resources.
Objective: Promote Hermosa Beach as an overnight destination.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Increase overnight visitors to support businesses year-round, increase
hotel occupancy and City transient occupancy taxes. Visitors support local businesses that
residents also enjoy and strengthen the local economy.
Responsible Staff: City Manager’s Office, Chamber of Commerce
24 Periodic Community Survey to Determine What Types of Shops or Goods are Desired and
Residents Drive Out of Town to Patronize
Objective: Survey information to identify gaps in services or goods provided for business
attraction. Survey information is a helpful tool in business recruitment since community seeks
certain types of business and shows market demand.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
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Performance Measures: Biennial survey to inform existing businesses of market needs and to
help attract new businesses to reduce vacancies.
Responsible Staff: Community Development, City Manager’s Office, Chamber of Commerce
25 Explore Music Events and Activities to Celebrate Hermosa Beach Music History and Provide
Musical Experiences for Community and Visitors
Objective: Celebrate unique local musical heritage for community pride and to distinguish
Hermosa Beach to visitors.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Incorporate musical history into events and create new events. Events
in non-summer season could attract visitors in the non-peak summer season and increase sales
tax, increase hotel occupancy rates and TOT collections and strengthen local economy and
Hermosa Beach brand.
Responsible Staff: Community Resources, Historical Society and Museum, Chamber of
Commerce
26 Development Assistance Committee/Development Review Committee
Objective: Provide early feedback and information to developers.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Formalize and promote pre-development meeting process. Early
information establishes relationships and reduces development processing time.
Responsible Staff: Community Development, Public Works, Police, LA Fire as needed
27 Provide customer service training to all City staff to build a culture of excellent customer
service.
Objective: Provide highest quality service to residents and businesses.
Difficulty: Easy
Priority Timeline: Within 2-3 Years
Performance Measures: Provide comprehensive customer service training with periodic
updates. Include customer service consideration for job candidates. Build on shared City culture
of excellent customer service by all employees.
Responsible Staff: City Manager’s Office, Human Resources
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28 Continuous improvements to streamline processes and reduce approval times for permit
processes.
Objective: Provide certainty and reduce approval times through efficiencies.
Difficulty: Easy
Priority Timeline: In Process
Performance Measures: Seek continuous staff efficiencies, Periodic Process Improvements
Workshops, 1-2 per year
Responsible Staff: Community Development, Public Works, City Manager’s Office
29 Continue staff member assigned as Business Liaison
Objective: Point of contact to assist new and expanding businesses.
Difficulty: Easy
Priority Timeline: In Process
Performance Measures: Timely response to inquiries, referrals, maintain email business@
hermosabeach.gov
Responsible Staff: Community Development
30 Regular City Council Review
Objective: Continue citywide Economic Development program.
Difficulty: Easy
Priority Timeline: Continuous
Performance Measures: City Council review with identification of priorities and workplan in
January and July each year to ensure progress on Economic Development Strategy
Responsible Staff: Community Development, City Manager’s Office
Economic Development Strategy Implementation
Implementation
The matrix below shows the Economic Development actions and ease to implement in five categories:
Citywide Beautification, Downtown, Municipal Code Amendments, Business Outreach and City
Economic Development Work Program. These are rated at 1-Easy, 2-Medium and 3-Difficult. These
ratings are based on factors such as budget costs, time required to complete, and level of complication
including if the City will need to work with consultants or other agencies such as Coastal Commission
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and CalTrans. This does not consider staff capacity; for example, all of the easy-rated actions could not
be included in the staff work plan and completed at the same time.
Priority/Timeline
Actions’ priority and work plan determine which actions should be completed first. These are rated A-
Within 1 Year, B-Within 2-3 Years, C-More than 3Years. An example of an action that is a priority but
not rated as easy to implement is the “Permanently Allow Outdoor Dining” since the action requires
ordinances to amend the municipal code, environmental analysis, and Coastal Commission. It is not
easy to implement but has been identified as a priority. This is a working document and priorities may
change as needed with periodic review.
Staff Assigned
The matrix below identifies who will be implementing the actions, including: CMO-City Manager’s
Office, CD-Community Development, PW- Public Works, CR-Community Resources, PD-Police
Department, and HR-Human Resources. The Chamber of Commerce and professional consultants are
listed here to also work on strategic actions.
Continue Programs in Place
The Economic Development Strategy does not address or recommend changes to sustainability actions
in place, including the successful Green Business Program and actions recognized as Blue City activities
to continue protecting healthy waterways and oceans.
Regular City Council Review
For an Economic Development program to be successful, it needs to be a citywide priority and include
multiple departments. A regular review of the Economic Development Strategy and prioritization of
the work plan early in the year and mid-year ensures that the plan will continue, and Economic
Development will be maintained as a City priority as intended in PLAN Hermosa.
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B-2-3 Years
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CITYWIDE
BEAUTIFICATION
1 Wayfinding Signs Inform and direct
visitors from PCH,
Aviation and Artesia to
beach, pier, parking,
business districts and
add to sense of place.
PW,
CMO,
Chamber
1 A
Timing
will need
to include
public
input
Implement wayfinding
sign program along
corridors and in
Downtown with
sidewalk details, QR
codes or other
pedestrian-level signs,
including City branding,
Include in CIP budget.
This may be two
different projects.
2 Beautification Program,
including gateway entries
and corridors. Seek
funding sources for
improvements.
Improve community
quality of life, sense of
pride and City image,
improve appearance of
all areas of Hermosa
Beach.
PW, CD,
CMO
2
3 for major
projects such
as sidewalks,
streets or
underground
utilities
B
B
for these
items
beyond
initial
funding
Seek street view
enhancements at every
opportunity, Identify
and incorporate
beautification projects
in annual CIP budget,
Seek quality private
developments.
Beautification is an
investment in the City
to add sales tax,
increase hotel
occupancy rates and
TOT collections, reduce
vacancy rates and
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2-Medium
3-Difficult
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
3
increase property
values.
3 Façade Improvement
Program for commercial
districts.
Private property
investment to improve
appearance of older
buildings in need of
refreshed exteriors.
CD 1 B Proactive outreach to
property owners,
Identify funding source
(CDBG, CIP, Grants)
Establish program
(architect assistance?).
Program to be catalyst
for improvements,
encouraging new
investment reducing
vacancy rates,
increasing property
values and providing a
more welcoming
atmosphere.
4 Beautification Awards Celebrate and
encourage
improvements.
Mayor’s
Award or
Chamber
1 B Annual recognition of
new or improved
private and public
spaces.
5 Consider Arts in Public
Places Program
AIPP would require
public art as part of
major commercial
developments as part
of citywide
beautification.
CD, CR,
Chamber
1 B Arts in Public Places
ordinance to add public
art as part of private
development to
increase beautification
with new projects.
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1-Easy
2-Medium
3-Difficult
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A-1st Year
B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
4
6 Include beautification-
related projects in the
City budget and CIP to
add value and for
residents and visitors to
enjoy. Investment in the
public realm improves
community quality of life
and welcomes visitors.
Improve public areas
appearance to enhance
community quality of
life and City image
and attract visitors.
PW,
Finance
1
2-3
depending
on projects
B
B-C
depending
on
projects
Results in increased
commercial and
residential property
values and community
pride, Increased hotel
occupancies, City
Transient Occupancy
Taxes and sales tax
collection
7 Placemaking Community
Forum, including City
Council, Planning
Commission and Parks,
Recreation and
Community Resources
Advisory Commission.
Consider Placemaking
principles as decision
making tool for staff
and commissions.
CD, CMO,
PW, CR
1 B Placemaking includes
activating underutilized
spaces and gathering
places, improving area
attractiveness for all
ages and abilities, and
including community in
decision making.
8 Placemaking Projects
Design. The City to
include community
through public
engagement.
Community
involvement in design
ensures area will be
enjoyed, promotes
local pride and quality
of life.
CD, CMO,
PW, CR
1 B Training and citywide
approach to seek
opportunities to
include community
input and
neighborhood
enhancement
opportunities.
DOWNTOWN
9 Work with Business
Community to Explore
Facilitate BID if desired
by Downtown property
CD, CMO
Chamber
2 A Initial information
meeting, determine
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2-Medium
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
5
Formation of Business
Improvement District
(BID)
owners and businesses.
A BID can fund
activities beyond City
services identified by
property owners
and/or businesses.
which type of BID to
establish, form
advisory committee to
identify activities
needed and associated
costs to determine
assessments. BIDs can
also be considered in
other areas of the City.
10 Focused Update of
Downtown Revitalization
Strategy, including
Preservation of
Downtown Retail and
Restaurants and other
active uses on 1st floor
Review document to
determine what needs
to be completed or
added. Economic
market study
completed in 2021 can
inform updated
Downtown
Revitalization Strategy.
CD, PW,
CMO,
Consultant
2 A An updated strategy
that aligns with
emerging trends that
sets the stage for a
sustainable and vibrant
economic future.
Add incentives for
active uses on 1st floor
in Downtown with new
Zoning Code. Will need
consultant assistance
after RFP and selection.
11
Develop Identity/Vision
for the Downtown
Incorporate City brand
with marketing and
future improvements.
CMO, CD
PW,
Chamber,
Consultant
2 A Consistent with PLAN
Hermosa and
Downtown
Revitalization Strategy.
May be considered
concurrent with
Update of Downtown
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2-Medium
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
6
Revitalization Strategy.
Would require RFP and
consultant contract
with public outreach.
12 Comprehensive
Downtown lighting
evaluation with complete
photometric study,
design and installation.
This requires a new CIP
request for funding,
community input for
desired lighting, and
public review.
Lighting plan for
Downtown with overall
vision to create safe
and welcoming
atmosphere.
PW,
Consultant
1 A Include in CIP budget,
RFP, include public
input process in
contract.
This could be an
example for other
areas of the City in
future.
13 Introduce and Facilitate
Downtown Experiences
(activate public spaces,
add interest for residents
and visitors)
Enhance the special
sense of place
Downtown to add
vibrancy and attract
new business interest
and investment.
CD, PW,
CMO, CR,
Chamber
1 B Seek opportunities for
art, music and special
experiences in
identified Downtown
locations. Added foot
traffic to add
customers and increase
sales tax, increase
hotel occupancy rates
and TOT collections,
reduce vacancy rates
and increase property
values.
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3-Difficult
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
7
14 Permanently Allow
Outdoor Dining Areas
and Lane
Reconfigurations
To add vibrancy of
public and private
outdoor spaces,
enhance sense of place
and continue to offer
outdoor options safely
and comfortably. To
move traffic at safer
speeds and encourage
all mobility options.
CD, PW,
CMO
2 A City Council ordinance
to change codes, CEQA
analysis, CA Coastal
Commission approval.
Require encroachment
rental fees and
standards, including
appearance, and to
allow commercial use if
not in use by business.
189
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1-Easy
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
MUNICIPAL CODE
AMENDMENTS
15 Long Term Allowance of
Outdoor Music in
Business Locations
Allow temporary
outdoor music to
become permanent to
attract customers, add
vitality and provide
unique Hermosa Beach
atmosphere.
CD,
PW
2 A Amend Title 17
(Zoning). Include with
permanently allowed
Outdoor Dining.
16 Program to Allow
Outdoor Music in Public
Spaces
Add vibrancy and sense
of place to enhance
Downtown.
CR, PW,
CD, PD,
Chamber
1 B Develop program with
designated spaces and
hours for scheduled
musicians. Municipal
code amendments
(Title 12 Streets,
Sidewalks and Public
Places).
BUSINESS OUTREACH
17 Regular Communication
with Key Property
Owners to Encourage
Reinvestment and
Provide Support as
Needed
Meet with property
owners of prime
commercial sites to
discuss status and
opportunities.
CD, CMO,
CC rep.,
Chamber
1 A 4 meetings per year
Work with property
owners to overcome
obstacles to property
improvements and
investment.
18 Develop Business
Visitation Program
Build relationships with
businesses, understand
and better meet needs.
CD, CMO,
CC rep.,
Chamber
1 B Schedule regular visits
to a variety of
businesses such as
large employers, sales
tax generators, high-
190
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DIFFICULTY
1-Easy
2-Medium
3-Difficult
PRIORITY/
TIMELINE
A-1st Year
B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
9
visibility businesses.
LAEDC can supplement
City efforts with
business check-in
calls.6-10 visits per year
19 Annual Commercial
Property Owner and
Brokers Forum
Create opportunity to
communicate with
property owners and
brokers to share project
updates, City updates
and real estate trends.
CD, CMO,
CC,
Chamber
1 B Recognize roles of
property owners,
brokers and City to
strengthen
communications and
relationships through
annual meeting.
CITY ECONOMIC
DEVELOPMENT WORK
PROGRAM
20 Shop Local Program Encourage residents to
support local businesses
year-round to retain and
grow businesses and
strengthen local
economy.
CD, CMO,
Chamber
1 A Work with Chamber to
promote local
businesses through
social media and other
communications at
holiday season, ‘Small
Business Saturday” and
at every opportunity
year-round.
21 Provide Hermosa Beach
business information to
event promoters to
encourage use of local
Gain additional business
support from day
visitors attending
events.
CR, CD
GIS,
Chamber
1 A Develop virtual
business map with
services provided and
hours of operation to
191
STRATEGIC ACTION OBJECTIVE STAFF EASE TO
IMPLEMENT/
DIFFICULTY
1-Easy
2-Medium
3-Difficult
PRIORITY/
TIMELINE
A-1st Year
B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
10
vendors and distribution
to participants.
event promoters to
encourage year-round
patronage of local
businesses.
22 Retail Attraction Program
for Competitive,
Strengthened Retail
Help recruit new
businesses to reduce
vacancies, increase foot
traffic and strengthen
local economy.
CD, CMO
Chamber
1 B Identify vacancies,
communicate with
property owners, help
recruit businesses.
to reduce vacancies,
increase property
values and maintain
and increase sales tax
revenue.
23 Partnership with
Chamber of Commerce
to enhance Visitors
Bureau to develop and
promote the Hermosa
Beach brand and provide
visitor resources.
Promote Hermosa
Beach as an overnight
destination.
CMO,
Chamber
1 B Increase overnight
visitors to support
businesses year-round
, increase hotel
occupancy and City
transient occupancy
taxes. Visitors support
local businesses that
residents also enjoy
and strengthen the
local economy.
24 Periodic Community
Survey to Determine
What Types of Shops or
Goods are Desired and
Survey information to
identify gaps in services
or goods provided for
business attraction.
CD, CMO,
Chamber
1 B Biennial survey to
inform existing
businesses of market
needs and to help
192
STRATEGIC ACTION OBJECTIVE STAFF EASE TO
IMPLEMENT/
DIFFICULTY
1-Easy
2-Medium
3-Difficult
PRIORITY/
TIMELINE
A-1st Year
B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
11
Residents Drive Out of
Town to Patronize
Survey information is
helpful tool in business
recruitment since
community seeks
certain types of business
and shows market
demand.
attract new businesses
to reduce vacancies.
25 Explore Music Events and
Activities to Celebrate
Hermosa Beach Music
History and Provide
Musical Experiences for
Community and Visitors
Celebrate unique local
musical heritage for
community pride and to
distinguish Hermosa
Beach
to visitors.
CR,
Historical
Society
and
Museum,
Chamber
1 B Incorporate musical
history into events and
create new events.
Events in non-summer
season could attract
visitors in the non-peak
summer season and
increase sales tax,
increase hotel
occupancy rates and
TOT collections and
strengthen local
economy and Hermosa
Beach brand.
26 Development Assistance
Committee/Development
Review Committee
Provide early
feedback/info to
developers
CD, PW,
PD, Fire as
needed
1 B Formalize and promote
pre-development
meeting process. Early
information establishes
relationships and
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2-Medium
3-Difficult
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A-1st Year
B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
12
reduces development
processing time.
27 Provide customer service
training to all City staff to
build on culture of
excellent customer
service.
Provide highest quality
service to residents and
businesses.
CMO, HR,
1 A Provide comprehensive
customer service
training with periodic
updates. Include
customer service
consideration for job
candidates. Build on
shared City culture of
excellent customer
service by all
employees.
28
Continuous
improvements to
streamline processes and
reduce approval times
for permit processes.
Provide certainty and
reduce approval times
through efficiencies.
CD, PW,
CMO
1 In Process Seek continuous staff
efficiencies, Periodic
Process Improvements
Workshops
1-2 per year
29
Continue staff member
assigned as Business
Liaison
Point of contact to assist
new and expanding
businesses.
CD 1 In Process Timely response to
inquiries, referrals,
maintain email
business@
hermosabeach.gov
30
Regular City Council
Review
Continue citywide
Economic Development
program.
CMO, CD,
PW
1 Continuous City Council review
with identification of
priorities and workplan
in January and July
each year to ensure
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1-Easy
2-Medium
3-Difficult
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B-2-3 Years
C-3 Years+
PERFORMANCE
MEASURES
STATUS
13
progress on Economic
Development Strategy
*CMO-City Manager’s Office, CD-Community Development, PW- Public Works, CR-Community Resources, CC – City Council representative, PD-
Police Department, and HR-Human Resources. The Chamber of Commerce and professional consultants are listed here.
195
Economic Development Strategy as Implementation of PLAN Hermosa
PLAN Hermosa, the City’s General Plan, was adopted by the City Council in August 2017. The Economic
Development Strategy supports several PLAN Hermosa goals and policies that are listed below.
Governance Element
Goal 6. A broad-based and long-term economic development strategy for Hermosa Beach that
supports existing businesses while attracting new business and tourism.
Policies:
• 6.1 Long-term economic development. Support the development and implementation of long-
term economic development strategies that seek to establish and keep new businesses and a
strong middle class in Hermosa Beach over the decades to come.
• 6.2 Regional presence. Encourage economic development strategies that will make Hermosa
Beach a driving force and jobs center behind the regional economy of the South Bay region.
• 6.3 Diversified Economy. Encourage economic development strategies that allow the city to
move beyond reliance on its two main industries – accommodation and food service and retail
trade – and transform itself to a mature mix of economic activity and job opportunities.
• 6.4 Business support. Support the Chamber of Commerce, retailers, tourist service businesses,
artists, and other agencies to develop an aggressive marketing strategy with implementation
procedures.
• 6.5 Creative economy. Prioritize strategies that will create an economy full of diverse talents,
trades and goods for the city. For long lasting economic success, a range of services, arts,
entertainment and retail should be supported on all scales of the city’s economy.
• 6.6 Pop-up shops. Develop plans and programs for underutilized spaces, such as vacant buildings,
utility corridors, parkways, etc., for temporary retail, restaurant, and community promoting uses.
• 6.7 Retail base. Encourage economic development reflective of the character of Hermosa Beach
with small and medium scale retail development within Hermosa Beach in order to create a
stronger tax base and increase the City’s tax revenue.
Land Use Element
Goal 1. Create a sustainable urban form and land use patterns that support a robust economy and
high quality of life for residents.
Policies:
196
• 1.1 Diverse and distributed land use patterns. Strive to maintain the fundamental pattern of
existing land uses, preserving residential neighborhoods, while providing for enhancement of
corridors and districts in order to improve community activity and identity.
• 1.4 Diverse commercial areas. Promote the development of diversified and unique commercial
districts with locally owned businesses and job- or revenue-generating uses.
• 1.5 Balance resident and visitor needs. Ensure land uses and businesses provide for the needs of
residents as well as visitors.
• 1.8 Respond to unique characteristics. Enhance the unique character and identity of the city’s
neighborhoods, districts and corridors through land use and design decisions. Allow policies and
programs to be focused on each unique character area of the city.
Goal 3. A series of unique, destination-oriented districts throughout Hermosa Beach.
• 3.1 Unique districts. Encourage the development of local and city-wide districts and centers that
address different community needs and market sectors and complement surrounding
neighborhoods.
• 3.3 Diverse retail and office centers. Provide incentives to transform existing single-use
commercial properties that are accessible into retail destinations by adding a diversity of uses,
providing new pedestrian connections to adjacent residential areas, reducing the visual
prominence of parking lots, making the centers more pedestrian-friendly and enhancing the
definitions and character of street frontage and associated streetscapes.
• 3.4 Diverse employment sectors. Strive to create districts that support increased employment
activity, particularly for growing or emerging economic sectors.
• 3.5 Compact office formats. New employment uses should be designed in a compact format with
minimal front setbacks from the street, typical lease spans of 40 feet or less, and where feasible,
combined with other commercial uses.
197
Thank You to All Who Contributed to This Economic Development Strategy
Economic Development Committee
Councilmember Mary Campbell, Chair
Planning Commissioner Peter Hoffman, Vice Chair
Mayor Michael Detoy, Committee Member
Planning Commissioner David Pedersen, Committee Member
Economic Development Stakeholders Advisory Group
Jessica Accamando
Frank Buckley
Colin Cooley
Tony Cordi
Jon David
Dave Davis
Brian M. Dunne
Lori Ford
Bob Jones
Bob Lombardo
Anthony Morrison
Ron Newman
Peter Nolan
Laura Pena
Josh Royal
Bill Sigler
Stacy Straus
Jonathan M. Wicks
City Staff Economic Development Team
Suja Lowenthal
Ken Robertson
Angela Crespi
Melanie Hall
Doug Krauss
Carlos Luis
Sirinya Matute
Joe Sanclemente
Christy Teague
198
Economic Development Strategy
First Year Implementation Priorities
The below ten strategic actions are identified as priorities for implementation within the
first year, including actions in all five categories.
Citywide Beautification
1 Wayfinding Signs
Downtown
9 Work with Business Community to Explore Formation of a Downtown
Business Improvement District (BID).
10 Focused Update of Downtown Revitalization Strategy, including
Preservation of Downtown Retail and Restaurants and other active uses on
1st floor.
11 Develop Identity/Vision for the Downtown
12 Comprehensive Downtown lighting evaluation with complete photometric
study, design and installation
Municipal Code Amendments
14 Permanently Allow Outdoor Dining Areas and Lane Reconf igurations
15 Long Term Allowance of Outdoor Music in Business Locations
Business Outreach
17 Regular Communication with Key Property Owners to Encourage
Reinvestment and Provide Support as Needed
City Economic Development Work Program
20 Shop Local Program
21 Provide Hermosa Beach business information to event promoters to
encourage use of local vendors and distribution to participants.
199
Report
Hermosa Beach Economic and
Market Study Update
Prepared for:
City of Hermosa Beach
Prepared by:
Economic & Planning Systems, Inc.
EPS# 204026
June 1, 2021
200
Table of Contents
1. INTRODUCTION ...................................................................................................... 1
2. SUMMARY OF FINDINGS ............................................................................................ 4
3. COMPETITIVE CONTEXT ............................................................................................ 8
Socio-Economic Trends ............................................................................................ 8
Employment Trends .............................................................................................. 13
4. RETAIL TRENDS ................................................................................................... 15
5. HOTEL TRENDS .................................................................................................... 18
6. OFFICE TRENDS ................................................................................................... 22
7. DOWNTOWN HERMOSA BEACH ISSUES AND OPPORTUNITIES ............................................... 25
Area Description ................................................................................................... 25
Issues ................................................................................................................. 27
Opportunities ....................................................................................................... 28
Conclusions .......................................................................................................... 30
APPENDIX A: Business Community Input
APPENDIX B: Key Findings from 2014 Report
APPENDIX C: Supporting Market Data
201
List of Tables
Table 1 Beach Cities Demographic Comparison ............................................................. 11
Table 2 Beach Cities Residential Mix ............................................................................ 12
Table 3 Jobs by Industry, 2011-2018 .......................................................................... 14
Table 4 Daytime Population, 2018 .............................................................................. 14
Table 5 Beach Cities Shopping Destinations .................................................................. 15
Table 6 Beach Cities Retail Rents, Vacancies, Inventory ................................................. 16
Table 7 Beach Cities 2018 Taxable Sales Per Capita....................................................... 17
Table 8 Beach Cities Hotel Inventory: Existing and Pipeline ............................................ 20
Table 9 Beach Cities Class B and C Office Inventory ...................................................... 23
Table 10 Hermosa Beach Sales Tax Revenue, FY 2019-20 ................................................ 26
Table 11 Downtown District by Land Use ....................................................................... 31
Table 12 Downtown Hermosa Beach by Ownership Pattern ............................................... 33
Table 13 Downtown Hermosa Beach by Acquisition and Construction Activity ...................... 35
202
List of Figures
Figure 1 Beach Cities Map ........................................................................................... 11
Figure 2 Beach Cities Historical Retail Rents .................................................................. 17
Figure 3 Beach Cities Retail Vacancies .......................................................................... 18
Figure 4 Beach Cities Historical Class B and C Office Rents .............................................. 22
Figure 5 Beach Cities Historical Class B and C Office Vacancy ........................................... 22
Figure 6 Downtown Hermosa Beach by Land Use ........................................................... 30
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and Market Analysis\Report\EPS Updated Economic and Market Study_City Edits.docx
1. INTRODUCTION
Economic & Planning Systems (EPS) was retained by the City of Hermosa Beach (City) to update
its previous Downtown Core Revitalization Strategy: Market and Economic Analysis Report dated
January 15, 2014. This updated report is intended to inform the City’s efforts in formulate a
citywide economic development strategy. In addition to updating the data included in the last
report, the update expands the analysis to incorporate the City as a whole. Economic and
market data available through third party sources have been updated to reflect the most current
information, and the updated data are incorporated in the tables and text of the full report.
Some aspects of the prior report were based on onsite research and observations. These
elements have not been updated, due to the limitations of the Covid-19 pandemic in terms of
observing business operations and mix with so many businesses closed or operating at a reduced
level.
For the most part, the recommendations of the last study are still valid, and useful as guides to
economic development strategies. However, some conditions have changed since the original
report was completed, and we have attempted to reflect these in the findings of the update. The
most significant changes have to do with parking requirements and strategies; the trend toward
working at home, which is likely to continue post COVID-19 and represents an opportunity the
City can build upon; the evolution of the business mix and the reduction of externalities from
bars on Pier Plaza; and the steps the City has taken to be more proactive in economic
development and improving the business climate. EPS explored the ramifications of these
changes through interviews with key stakeholders in the community, and have reflected what we
have learned in the summary observations described in this executive summary.
Hermosa Beach still occupies a unique position within the triad of Beach Cities located in the
South Bay area of the Los Angeles basin. Situated between the highly affluent Manhattan Beach
to the north and the larger more urban Redondo Beach to the south, Hermosa is the smallest of
the three cities. While also quite affluent, Hermosa Beach has a younger population, a greater
proportion of renters, a smaller proportion of family households, and the smallest employment
base. The City is known in particular for its laid-back beach lifestyle and nightlife entertainment
offerings.
All three Beach Cities began as recreation and vacation destinations characterized by modest
housing and commercial services catering primarily to vacationers, day visitors, and the small
local population. As Los Angeles grew, the Beach Cities became very desirable places to live
year-round, with clean air, excellent schools, the beach amenity, and an improving housing
stock. Manhattan Beach in particular, with its superior proximity and transportation linkages to
Los Angeles employment centers and LAX, has become very upscale with high home values and
a very successful retail and commercial district. Hermosa Beach has benefited from similar
trends, and as the city has matured, the Downtown District has evolved as well. Compared with
Manhattan Beach, however, Hermosa Beach is in a more transitional stage as downtown
commercial offerings offer less diversity in retail and fine dining than would be expected given
the city’s demographics and high-quality locational assets.
The findings in this Report are based on currently available data, interviews with industry
professionals, site visits, and the authors’ experience with similar projects. Actual future
204
Market and Economic Analysis Update
City of Hermosa Beach
Report June 1, 2021
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and Market Analysis\Report\EPS Updated Economic and Market Study_City Edits.docx
development prospects and outcomes will depend on economic conditions, decisions by property
owners and developers based on a range of individual financial and market conditions, and
actions by local government that will influence development activity.
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2. DEMOGRAPHIC AND MARKET DATA UPDATE SUMMARY
Population, Income and Housing
• The total Beach Cities population is approximately 121,000, with Redondo Beach the
largest at 68,000, followed by Manhattan Beach at 36,000, and Hermosa Beach at
20,000.
• Hermosa Beach’s population grew just 0.7 percent between 2010 and 2019, but its
population growth still exceeded its residential unit growth of -2.5 percent. The number
of households in the City declined by 4.4 percent over the same period.
• In 2020, Hermosa Beach had a median home value of $1.7 million, reflecting a 72
percent increase from 2012. Meanwhile, the median value of a home sold in Manhattan
Beach increased to over $2.3 million, reflecting a price growth of 73 percent over the
same period. The Redondo Beach median home value of just over $1 million is
significantly lower than its Beach City neighbors but still much higher than the City of Los
Angeles median of $694,000.
• Hermosa Beach’s median household income in 2019 was $137,000, nearly 40 percent
higher than its figure in 2010. Manhattan Beach still possesses the highest median
household income of the Beach Cities at $150,000, while Redondo Beach’s has now
exceeded six figures, standing at $112,000
• As in 2010, in 2019 Hermosa Beach’s residential population is the youngest, the most
transient, and the least family-oriented of the Beach Cities. The median age of Hermosa
Beach residents is 39, compared with 44 in Manhattan Beach and 41 in Redondo Beach.
The percentage of owner-occupied households in Hermosa Beach is 42 percent, compared
with 62 percent in Manhattan Beach and 48 percent in Redondo Beach.
• Single-family homes make up 54 percent in Hermosa Beach. The number of single-family
homes in Hermosa Beach has increased since 2010 as the number of multifamily homes
has continued to fall. This trend, along with the dramatic increases in home values,
reflects the replacement of older multi-family dwellings with larger, more expensive
single-family homes, similar to the trend in Manhattan Beach.
Employment
• Since 2011, job growth outpaced population growth in Hermosa Beach, with the 9
percent increase in jobs representing more than ten times the City’s population growth.
• Much of the job growth in Hermosa Beach was in sectors associated with knowledge
work. The combined finance, real estate, information, professional services, technical
services, and executive management sectors now make up the second-largest segment in
Hermosa Beach (19 percent).
• The importance of tourism, dining, and entertainment to the economies of all three Beach
Cities is reflected in the job share for the accommodation and food services sectors,
which contributed the largest category of Hermosa Beach jobs (24 percent). However,
this category saw the largest drop in its share of total jobs since 2011, as knowledge-
based jobs have grown at a faster rate. The Covid-19 Pandemic is also expected to have
disproportionately impacted hospitality-related jobs.
• Despite the high growth of jobs relative to population in Hermosa Beach, the City
maintained a strong bedroom community orientation with a jobs-to-household ratio of
0.71 in 2018. The U.S. Census Longitudinal Employment-Household Dynamic (LEHD)
Survey reported that the City had a net commuter outflow of 2,475 that same year.
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Retail
• There is at least 3.7 million square feet of destination retail within nine miles of Hermosa
Beach
• As of Q4 2020, Hermosa had a citywide average annual retail lease rate of $3.54 per
square foot, lower than Manhattan Beach ($5.29 per square foot), but above Redondo
Beach ($2.98 per square foot). Retail vacancy in Hermosa Beach is the highest among
the Beach Cities at 6.1 percent.
• Total taxable sales per capita in Hermosa Beach was $12,202 in 2019, slightly higher
than Redondo Beach ($11,258), but significantly lower than Manhattan Beach ($19,192).
While Hermosa performed similar to Manhattan Beach in the Food Services and Drinking
Places category, it lagged behind both Manhattan Beach and Redondo Beach in General
Merchandise sales.
Hotels
• Hermosa Beach has an estimated 480 hotel rooms as of 2021, approximately half the
amount in Manhattan Beach and less than one third the amount in Redondo Beach.
• The most prominent hotel in downtown Hermosa is the Beach House Hotel, located on the
Strand. It serves mainly leisure, business, and group travel, rather than a vacation
destination clientele. It has continued to operate during the Covid-19 pandemic, but at
lower occupancies. Early check-in and late check-out have allowed some rooms to be
occupied by those who want to work outside the home, but in the community.
• The H2O is a new 30-room hotel on Hermosa Avenue that opened in Late 2020.
Office
• Hermosa Beach’s office inventory stands at approximately 367,000 square feet, and
remains small compared to Manhattan Beach and Redondo Beach, which have about 1.6
million and 2.4 million square feet of office space, respectively. According to CoStar, all of
Hermosa Beach’s office inventory is classified as Class B or C space.
• Overall, the Hermosa Beach market for Class B and C office space occupies a viable
segment priced below Manhattan Beach but above Redondo Beach. As of the fourth
quarter of 2020, Class B and C rents in Hermosa Beach average $3.75 per square foot
and are trending up, compared with $3.17 per square foot in Redondo Beach and $4.25
per square foot in Manhattan Beach.
• Hermosa Beach office vacancy rate in Q4 2020 of 11.7 percent is nearly double that of
Redondo Beach (5.7 percent) and triple that of Manhattan Beach (3.9 percent).
• Marlin Equities expanded its office presence in its buildings along Pier Avenue and it is
further expanding its presence in its building at the intersection of Pier and Manhattan
Avenues. Baker/Burton Lundy has also expanded and upgraded its office presence on
Upper Pier Avenue.
• A remodeled office building on upper Pier Avenue (200 Pier) was originally intended to
offer for-sale office condominiums. It has turned out to be leased space and houses
numerous small businesses.
• There are a few co-working office spaces in Hermosa, including Unita on Hermosa
Avenue. There are quite a few more in Manhattan Beach, and there is potential to
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develop more in Hermosa as an extension of the work from home trend, offering
flexibility between a home office and a more typical workplace.
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3. KEY TRENDS: ISSUES AND OPPORTUNITIES
Parking
• Many interviewees noted that restrictive parking requirements in Hermosa Beach often
prove to be a major barrier to economic growth, smart urban design, and maintaining the
vitality of the historic downtown area. Relaxing the City’s parking standards in some
cases would allow otherwise infeasible projects to be realized, facilitate rehabilitation and
re-tenanting of historic buildings, and remove barriers to potential businesses wishing to
locate in Downtown Hermosa.
• Restaurants in particular are less concerned about parking due to the growth in
alternative transportation options, including ride sharing, carpooling, bicycling, and
walking from nearby neighborhoods that have reduced car travel and the demand for
customer parking.
• Employee parking takes up a lot of capacity that could serve patrons and visitors. Off-site
employee parking could free up more customer parking and provide more parking for
beach goers and visitors in the summer months.
• One of many suggestions for more strategically locating public parking is converting the
tennis courts at the Community Center to structured parking. The City’s in lieu parking
fee could be used to help finance parking in the Civic Center/Community Center area
instead of on Lot A, north of 11th Street between Hermosa Avenue and Beach Drive.
Several interviewees stated that Lot A would be better used for mixed-use development
and/or civic uses in light of its proximity to the Strand and frontage on Hermosa Avenue.
• Parking uphill from the downtown commercial district would facilitate foot traffic passing
by businesses. This juxtaposition has contributed to the vitality of the retail district in
Manhattan Beach.
• It is generally agreed that restrictive parking requirements likely contributed to making
the “Pier/Strand” hotel proposed on the Mermaid site financially infeasible. On-site
parking requirements were also often cited as a major impediment to the rehabilitation
and re-tenanting of older buildings that were built without off-street parking.
• Alternative parking and TDM (Transportation Demand Management) strategies could
alleviate the financial burden of on-site parking. TDM measures may include valet
parking, shuttles, off-site employee parking, and the encouragement of bicycle and
pedestrian access, for example.
• Some business owners commented that fewer parking spaces can be beneficial to their
bottom line, as it sometimes translates to lower lease rates.
• Interviewees were mixed in their assessment of the existing garage. While some noted
that it removed demand for street and surface lot parking in the Downtown, and praised
the public art component, others noted that it remains largely empty during off-peak
periods and occupies a valuable piece of real estate adjacent to the Strand.
Business and Land Use Mix
• As a means of identifying the appropriate tenanting strategy for Downtown, multiple
interviewees suggested an organized means of obtaining residents’ input on their desired
category of establishments.
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• It was overwhelmingly agreed that the public safety concerns associated with the late-
night bar scene have subsided significantly in the past decade, though the problem
remains to some degree, particularly late at night.
• While many hope for a continued trend away from Hermosa’s image as a nightlife
destination, a few interviewees noted that some restaurants/bars depend on the post
dining hours drinking to make sufficient revenue to cover their costs.
• Among those hoping for a continued shift, a culinary-driven scene appears to be desired
by many as a means of replicating the success of Downtown Manhattan Beach, and
attracting a crowd that is less likely to cause police and EMT calls in the late hours.
• One resounding point of unison among interviewees is that outdoor dining which has
increased as restaurants struggle to survive during the pandemic should be retained
permanently and encouraged moving forward.
• While Hermosa Beach has historically not been a strong location for Class A office space,
it is in a unique position to capitalize on certain office trends given its demographic
characteristics and quality of life. It was noted that the desirable environment, ample
food and business services, and the trend toward business decision-makers wanting to
work closer to home are supportive of the demand for Class A office space.
• The likely ongoing trend of increased work from home could be augmented by coworking
office space that offers an alternative to the home office some of the time.
• The PCH corridor offers a general business location in an accessible South Bay coastal
community, and has attracted larger users recently, including the national headquarters
of the shoe company, Skechers, and Lazy Acres Natural Market. Aviation Boulevard also
has potential for market-driven revitalization.
• Many businesses are shut down or operating at reduced levels due to the restrictions of
the Covid-19 pandemic. However, it appears that a number of apparently closed
restaurants and entertainment venues are remodeling and planning to reopen with new
offerings post COVID-19.
• The Comedy and Magic Club is an iconic destination in Hermosa Beach and a valuable
asset for the downtown. It is recommended that the City work to retain this unique
entertainment asset.
• The Lighthouse at Pier Plaza has recently changed ownership with plans to continue as a
live jazz club. Saint Rocke on PCH has also recently changed ownership with plans to
return with live music. These small venues for live music or other entertainment are a
benefit for the City and offer alternatives to venues that are more focused on alcohol
sales.
• Other than older residential uses on the second floor of some buildings, residential uses
are largely absent from the downtown core. The development of mixed-use residential
on infill sites downtown would add “rooftops” to support downtown restaurant and retail
businesses, and activate the streets in the downtown core, as well as provide incentives
for new investment and more ground floor commercial space.
Work From Home
• Beach cities in the LA metro area are very desirable locations due to the clean air, access
to the beach as an amenity, and the charm of historic downtowns that have become
increasingly vital. This is likely to increase the value and attraction of these areas for
residents, but also as business locations as entrepreneurs and executives seek to reduce
commuting on congested roads and highways.
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• More people are working from home as a result of the Covid-19 pandemic. As people
have found that work from home is a viable option for many, this trend is likely to
continue after the pandemic is over.
• Work from home increases the market support for local businesses and restaurants and
should be encouraged by the City.
• Allowing and encouraging small scale coworking spaces, perhaps in mixed-use buildings
could support work from home for those who need to be in an office part of the time, or
prefer to have an option to work outside the home part of the time for other reasons.
• Small scale vertical mixed-use buildings with ground floor commercial and shared
coworking office space above could be accommodated on small, infill sites downtown.
Parking requirements could be reduced since many users would walk or bike to those
locations from their homes.
• There is at least one coworking space in Hermosa, Unita, on Hermosa Avenue.
Manhattan Beach has a number of them, and it is likely more could be supported in
Hermosa as an adjunct to the work at home trend.
• Multiple interviewees noted the potential benefits of converting second floor office along
Upper Pier into live-work lofts. They anticipate that this will both ease some pressure on
the residential market and add to the vitality of the Upper Pier commercial district, which
has traditionally seen less foot traffic than the area surrounding Pier Plaza.
City Policy and Role of Civic Organizations
• Multiple interviewees noted that, in the past, Hermosa Beach’s was not seen as a
business-friendly city. Most clarified that this was no longer so, but that certain actions
could be taken to further enhance the City’s image as it interacts with existing and
potential businesses.
• A common theme was Hermosa’s use of conditional use permits (CUPs). Many
understood that this tool was necessary to curb negative externalities of the City’s bar
scene in the 2000s, but felt that conditions were often over-prescriptive, complicated the
transfer of ownership for certain businesses, and that the application process to amend
CUPs can be extremely cumbersome.
• Some interviewees expressed that the City does not have a comprehensive commercial
strategy. However, they were heartened to hear that the city has appointed a Business
Liaison and created and Economic Development Committee and a stakeholder’s group to
address the business climate in the city.
• Those familiar with the Chamber of Commerce feel that the entity has a strong potential
role, but has historically has not been as effective as it could be in providing guidance
and advocacy for the City’s business community. Recent changes in leadership, as well as
a surge in new Chamber members may reinvigorate the Chamber and make it more
effective.
• Another issue mentioned during the interviews was the perception that the City has
focused on Downtown Hermosa at the expense of other commercial nodes within the
City. However, recent policy changes have assisted the Cypress district in the southern
part of the City, and the City is looking at the PCH corridor and Aviation Boulevard, as
places for larger businesses and employers, and considering how the City can help
nurture reinvestment and renewal in the corridor business areas.
• The City has recently made code amendments to reduce costs for new businesses,
including adding a Minor Sign Review and added a Minor Conditional Use Permit process.
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4. COMPETITIVE CONTEXT
Socio -Economic Trends
Hermosa Beach is one of three Beach Cities in the South Bay area of Los Angeles County. The
northern-most Beach City, Manhattan Beach, is located south of El Segundo, followed by
Hermosa Beach and Redondo Beach at the southern end. A sandy coastal strip forms the western
boundary of Manhattan Beach, Hermosa Beach, and a portion of Redondo Beach, which also has
a significant inland portion. See Figure 1 for a map of the three Beach Cities.
Each of the three Beach Cities has benefited directly from the beach location to become a highly
desired place to live, work, and play. With strong access afforded by the 105 and 405 Freeways
and the nearby Los Angeles International Airport, the Beach Cities have developed a strong
foundation of residential neighborhoods, employment nodes, and visitor attractions to become
among the most affluent communities in the County.
And while the Beach Cities show distinctive economic and demographic characteristics, they are
geographically conjoined so as to function as a closely inter-related market. The distance from
the Sepulveda Shopping Center in northern Manhattan Beach to Riviera Village in South Redondo
Beach is five-and-half miles along Pacific Coast Highway. Alternately, the walk or bike ride from
northern Manhattan Beach to the King Harbor Marina in Redondo Beach is less than four miles
along the beachfront Strand. The Hermosa Valley Greenbelt, a former rail corridor turned hiking
and running trail that connects Manhattan Beach to King Harbor, is one of many alternative
transportation and trails in the area. For Hermosa Beach, this high degree of interconnection has
positive implications for future economic development.
Of the three Beach Cities, Manhattan Beach has the strongest demographic and economic profile,
due to the City’s relatively superior location. As the northern-most Beach City, Manhattan Beach
is the closest to the West Side job centers in Santa Monica and Century City and to major
transportation infrastructure. In addition, Manhattan Beach’s top-rated school system is an
attractive draw to young families, though Manhattan Beach’s Mira Costa High School also serves
Hermosa Beach. Just south of Manhattan Beach, Hermosa Beach benefits—to a slightly lesser
degree—from the same geographical advantages and top-rated school system. Further south,
Redondo Beach exhibits a hybrid nature, as South Redondo reflects the characteristics of a pricy
beachfront community while North Redondo more closely resembles neighboring inland cities
such as Torrance and Hawthorne.
As shown in Table 1, the total Beach Cities population is approximately 121,000, with Redondo
Beach the largest at 68,000, followed by Manhattan Beach at 36,000 and Hermosa Beach at
20,000. Contrary to the previous decade, population in all three Beach Cities grew at a slower
pace between 2010 and 2019 than the City of Los Angeles (which is used here as a baseline
reference). While residential demand has slowed in recent years, the Beach Cities feature high
population densities and are largely built out, which has impeded the construction of new
housing units and kept pressure on the housing supply. For example, in Hermosa Beach
population growth was just 0.7 percent, but it still exceeded its residential unit growth of -2.5
percent. Similarly, while Redondo Beach’s population growth was a modest 1.4 percent, it too
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had a negative residential unit growth of -0.9 percent. Manhattan Beach, the most expensive
housing market of the three, was perhaps able to attract more residential development as its
residential unit growth slightly outpaced population growth, 1.6 percent to 1.2 percent.
A continuing trend among all the Beach Cities, particularly in Manhattan Beach and Hermosa
Beach, is the upward spiral of median home values as a result of the constrained residential
supply and high demand for beach community living. In 2020, Hermosa Beach had a median
home value of $1.7 million, reflecting a 82 percent increase from 2012. Meanwhile, the median
value of a home sold in Manhattan Beach increased to over $2.3 million, reflecting a price growth
of 73 percent over the same period. The Redondo Beach median home value of just over $1
million is significantly lower than its Beach City neighbors but still much higher than the City of
Los Angeles median of $694,000.
However, the Beach Cities have seen continued growth in household incomes as well. Hermosa
Beach’s median household income in 2019 was $137,000, nearly 40 percent higher than its
figure in 2010. Manhattan Beach still possesses the highest median household income of the
three at $150,000, while Redondo Beach’s has now exceeded six figures, standing at $112,000.
All Beach Cities median household incomes significantly exceed the $58,000 median for Los
Angeles. Levels of educational attainment in the Beach Cities have remained high as well, with
over 34 percent of Manhattan Beach residents, 26 percent of Hermosa Beach residents, and 23
percent of Redondo Beach residents have graduate-level degrees, compared with 12 percent of
Los Angeles residents.
While each Beach City retains a unique demographic profile, they have all seen similar trends in
areas such as median age and families as a percentage of total households. As in 2010, in 2019
Hermosa Beach’s residential population is the youngest, the most transient, and the least family-
oriented of the three. The median age of Hermosa Beach residents is 39, compared with 44 in
Manhattan Beach and 41 in Redondo Beach. The percentage of owner-occupied households in
Hermosa Beach is 42 percent, compared with 62 percent in Manhattan Beach and 48 percent in
Redondo Beach. Family households in Hermosa Beach make up 46 percent of all households (up
from 41 percent in 2010) as compared to 71 percent in Manhattan Beach (from 64 percent in
2010), 61 percent in Redondo Beach (from 56 percent in 2010), and 60 percent in Los Angeles
(down from 61 percent in 2010).
Despite distinctions between the residential communities of each of the Beach Cities, the
variances appear to be narrowing as high housing costs in Manhattan Beach cause residential
demand to spill over into Hermosa Beach. Some illustration of the underlying residential
dynamics can be found in Table 2, showing residential mix in each of the Beach Cities. Single-
family homes make up 81 percent of the housing stock in Manhattan Beach, compared with 54
percent in Hermosa Beach, 55 percent in Redondo Beach, and 44 percent in Los Angeles. Since
2010, the number of single-family homes in Hermosa Beach increased as the number of
multifamily homes has continued to fall: 206 new single-family homes were constructed while
459 multifamily units were eliminated. Based on anecdotal information, this was due to
construction of large single-family homes on lots formerly occupied by older multifamily stock. In
this environment of escalating land values, Manhattan Beach has become increasingly
unaffordable, leaving Hermosa Beach as the next-best option for aspiring Beach Cities residents.
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Figure 1 Beach Cities Map
Source: ESRI
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Table 1 Beach Cities Demographic Comparison
Hermosa Beach Manhattan Beach Redondo Beach City of Los Angeles
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
General
Total Population 19,506 19,650 0.7%35,135 35,573 1.2%66,748 67,700 1.4%3,792,621 3,959,657 4.4%
Total Households 9,389 8,979 -4.4%13,732 13,520 -1.5%28,540 27,621 -3.2%1,312,002 1,373,864 4.7%
Total Housing Units 10,311 10,049 -2.5%15,128 15,363 1.6%30,243 29,979 -0.9%1,415,592 1,474,043 4.1%
Median Household Income $99,976 $137,188 37.2%$131,723 $150,083 13.9%$91,737 $112,271 22.4%$48,746 $58,385 19.8%
Median Home Value (1)$957,000 $1,740,000 81.8%$1,379,000 $2,392,635 73.5%$640,000 $1,073,000 67.7%$374,200 $694,583 85.6%
Median Rent $1,795 $2,181 21.5%$1,995 $2,628 31.7%$1,575 $2,072 31.6%$1,104 $1,450 31.3%
Average Household Size 2.04 2.19 7.4%2.50 2.63 5.2%2.29 2.45 7.0%2.81 2.82 0.4%
Average Family Size 2.80 2.87 2.5%3.10 3.14 1.3%2.94 3.07 4.4%3.53 3.62 2.5%
Family/Total Households (%)41%46%64%71%56%61%61%60%
Owner-Occupied/Total Units (%)(2)42%42%64%62%49%48%36%34%
Labor Force Participation (%)80%77%68%64%75%72%67%66%
In-City Jobs/Household 0.62 0.67 1.25 1.30 0.82 0.86 1.22 1.19
Age
Median Age 37.0 39.3 6.2%40.9 44 7.6%39.3 40.7 3.6%34.1 35.6 4.4%
Age 18+ (% of total)84%82%75%73%81%78%77%79%
Age 65+ (% of total)9%12%13%17%10%13%10%12%
Household Income
< $15,000 5%5%4%3%7%5%15%13%
$15,000 - $49,999 18%11%12%12%19%15%36%31%
$50,000 - $99,999 27%22%21%20%28%25%27%27%
$100,000 - $149,999 21%17%18%15%21%20%11%14%
$150,000+29%46%45%50%26%35%11%16%
Education (Age 25+)
No High School Diploma 2%2%1%2%4%4%26%23%
High School Graduate 6%6%7%7%13%11%19%19%
Some College, No Degree 17%11%13%11%19%19%18%18%
Associate Degree 6%5%5%5%7%8%6%6%
Bachelor's Degree 44%49%42%40%37%36%20%22%
Master's/Professional/Phd.25%26%32%34%20%23%10%12%
(2) Includes units for sale
(1) Median home values for 2012 and 2020
Sources: US Census American Community Survey 5-year Estimate 2015-2019; Economics & Planning Systems
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Table 2 Beach Cities Residential Mix
Hermosa Beach Manhattan Beach Redondo Beach City of Los Angeles
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
2010 2019 '10-'19
Change
Residential Mix
Total 10,311 10,058 (253)15,128 15,020 (108)30,243 30,024 (219)1,415,592 1,493,108 77,516
Single-Family
1, Detached 43%43%(74)69%72%322 40%41%313 39%38%15,540
1, Attached 8%11%280 8%9%150 14%14%75 6%6%(948)
Multi-Family
2 13%12%(155)10%7%(379)4%2%(435)3%3%2,925
3 or 4 11%7%(369)7%5%(232)11%11%(159)6%6%3,927
5 to 9 7%10%300 2%2%(14)7%8%393 9%9%7,421
10 to 19 6%3%(313)2%2%15 7%7%(7)10%10%1,338
20+11%12%59 2%2%(49)17%16%(327)27%28%46,175
Mobile Home 2%1%(67)0%1%79 0%1%44 1%1%917
Other 0%1%86 0%0%0 0%0%(116)0%0%221
Owner-Occupied Units by Value
< $50,000 1%2%1%2%1%1%2%1%
$50,000 - $499,999 7%5%4%2%9%5%49%32%
$500,000 +92%93%95%96%90%95%49%67%
Residential Unit Age
Built since 1980 22%29%30%36%31%34%21%25%
Built 1940 to 1979 61%59%62%57%63%62%59%55%
Built 1939 or earlier 16%12%8%7%6%4%21%20%
(1) Median home values for 2019, and net growth from 2010 to 2019
Sources: American Community Survey 5-Year Estimates 2019; Economics & Planning Systems
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Employment Trends
Historically, the Beach Cities served primarily as a vacation destination before evolving into
permanent small-town communities. The Southern California aerospace industry was largely
based in and near the South Bay and provided a source of high-paying jobs until the end of the
Cold War, when sudden cancellation of government contracts and research initiatives helped
caused an exodus of aerospace firms and resulted in recession. (However, Northrop Grumman
remains the largest employer in Redondo Beach, and a cluster of aerospace firms maintain a
strong presence in El Segundo to the north.) More recently, the Beach Cities have benefited from
the growth of high-income knowledge workers seeking work environments that are closer to
home and that offer a high quality of life.
Table 3 shows that, since 2011, job growth outpaced population growth in Hermosa Beach and
Manhattan Beach: the 9 percent job growth in Hermosa Beach was more than ten times
population growth, while 5 percent job growth in Manhattan Beach nearly quadrupled population
growth. (Redondo Beach, with a large industrial sector, experienced continued job losses in
keeping with larger structural declines in manufacturing.) Much of the job growth in Hermosa
Beach and Manhattan Beach was in sectors associated with knowledge work. The combined
finance, real estate, information, professional services, technical services, and executive
management sectors make up the largest segment of Manhattan Beach employment (31
percent), and the second-largest segment in Hermosa Beach (19 percent). Since 2011, such
knowledge workers represented the largest net gain of jobs in Manhattan Beach. The importance
of tourism, dining, and entertainment to the economies of all three Beach Cities is reflected in
the job share for the accommodation and food services sectors, which contributed the largest
category of Hermosa Beach jobs (24 percent) the second-largest for Manhattan Beach (21
percent), and the third-largest for Redondo Beach (16 percent). However, in Hermosa Beach,
this sector experienced the largest drop in employment since 2011.
Each of the Beach Cities has seen an increase in jobs per household as well as its daytime
population since 2011. However, despite the high growth of jobs relative to population in
Hermosa Beach, the City maintains a strong bedroom community orientation with a jobs-to-
household ratio of 0.71 in 2018. This means that for every Hermosa Beach household, there
were 0.71 jobs in the City. A normalized ratio, as reflected by the City of Los Angeles, is 1.16. A
low jobs-to-household ratio typically means a daily net outflow of workers and a decline in the
day population. As shown in Table 4, the population of Hermosa Beach falls 1,950 per day, or
10 percent. Redondo Beach, like Hermosa Beach, is also primarily a bedroom community and
loses 10 percent of its population to out commuting daily. Manhattan Beach, by comparison, has
a jobs-to-household ratio of 1.25, which results in a day population net inflow of 4,950,
equivalent to a 14 percent expansion of the residential population. However, Hermosa Beach is
expected to benefit from the work from home trend, which keeps more residents and increases
the daytime customer base for Hermosa Beach businesses.
A large day population in an urban area often results in additional retail demand. Several
retailers interviewed in Manhattan Beach and Hermosa Beach indicated that the difference in day
population was a major reason why Hermosa Beach could not compete as effectively for retail
tenants and restaurants.
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Table 3 Jobs by Industry, 2011-2018
Table 4 Daytime Population, 2018
Hermosa Beach Manhattan Beach
2018 '11-'18
Change
Share 2018 '11-'18
Change
Share 2011 '11-'18
Change
Share Share
All Jobs 6,409 547 100%17,579 160 100%25,851 (2,202)100%100%
9%1%-9%
Accommodation and Food Services 1,535 (266)24%3,335 (513)19%3,155 817 17%9%
FIRE (2), Infmtn, Prof./Tech., Exec.Mgmt.1,236 210 19%5,443 684 31%3,602 76 16%21%
Retail Trade 899 52 14%2,781 (314)16%3,090 (98)13%8%
Health Care and Social Assistance 684 290 11%1,889 558 11%1,079 593 7%16%
Admin. & Support, Waste Mgmt./Remed.492 128 6%874 335 5%734 (19)3%4%
Other Services (excluding Public Admin.)370 (20)8%930 (446)5%900 (110)3%6%
Production (1)325 169 2%307 (107)3%990 236 1%7%
Wholesale Trade, Transport, Warehousing 294 88 4%385 35 6%8,300 (1,908)6%9%
Educational Services 249 33 5%1,009 65 2%1,242 146 27%14%
Arts, Entertainment, and Recreation 171 (118)5%178 (107)2%485 72 5%4%
Public Administration 154 (19)3%448 (30)1%386 (119)2%3%
(1) Production includes Agriculture, Forestry, Fishing, Hunting, Resource Extraction, Utilities, and Construction
(2) FIRE includes Finance, Insurance, and Real Estate
Source: LEHD Census, Economic & Planning Systems, Inc.
Redondo Beach L.A.
Hermosa
Beach
Manhattan
Beach
Redondo
Beach
Day Population (2018)
Residential Population 19,650 35,573 67,700
Live in City, Employed Outside City (8,042)(12,101)(27,841)
Employed in City, Living Outside City 5,567 16,478 21,371
Day Population 17,175 39,950 61,230
Daily Inflow/(Outflow)(2,475)4,377 (6,470)
Daily Inflow/(Outflow) as % of Residential Population -13%12%-10%
Population Density/Square Mile
Population 13,800 9,000 10,900
Day Population 12,000 10,100 9,900
Sources: US Census, Census LEHD, ESRI, Economic & Planning Systems Inc.
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5. RETAIL TRENDS
The retail competitive landscape for Hermosa Beach, which includes all of the Beach Cities and
parts of El Segundo and Torrance, offers a wide variety of shopping options, including large
enclosed malls, open-air lifestyle centers, and downtown street retail. As shown in Table 5, there
is at least 3.65 million square feet of destination retail within a 10-mile radius of Hermosa Beach.
Table 5 Beach Cities Shopping Destinations
However, the most direct retail competition for Hermosa Beach is walkable retail districts in
downtown Manhattan Beach and Riviera Village in Redondo Beach. As shown in Table 6,
downtown retail commands the highest rents and lowest vacancies in each of these cities. Rents
in the Hermosa Beach downtown are roughly equal to the city-wide. Conversely, Manhattan
Beach downtown rents exceed city-wide rents by 30 percent, from $5.29 to $6.89, and Riviera
Village rents surpass the Redondo Beach average by 65 percent, from $2.98 to $4.91. In all
three cases, downtown vacancies are higher than the citywide average, from 7.5 percent in
Hermosa Beach to 4.0 percent in Manhattan Beach to 5.5 percent in Riviera Village. These high
vacancies can likely be attributed to the Covid-19 pandemic, as they increased markedly since
the beginning of 2020. The generally strong performance of downtown Manhattan Beach and
Redondo Beach, as well as other walkable retail districts has encouraged pipeline projects such
as the Redondo Beach Pier redevelopment and the Point lifestyle center in El Segundo, both of
which have been designed to provide streetscape character.
From a competitive perspective, as indicated by Figure 2 and Figure 3, rents and vacancy rates
in Manhattan Beach have consistently out-performed those in Hermosa Beach and Redondo
Beach. According to brokers and local business people, this is due primarily to the more affluent
demographic profile of Manhattan Beach residents, who can support higher-end retailers than
neighboring cities, and to Manhattan Beach’s vibrant daytime population. Another factor may be
the relative lack of retail diversity in Hermosa Beach. On a total sales-per-capita basis, as shown
in Table 7, Hermosa Beach is well exceeded by Manhattan Beach, and slightly higher than
Redondo Beach. While Hermosa Beach performs strongly in food and beverage stores,
restaurants and bars, it appears to have retail leakage in categories including apparel, general
merchandise, and large-format retail segments like garden supplies, home furnishings, auto
parts, and general wholesale items. Of these leakage categories, the street retail character and
small floor plates in Downtown Hermosa Beach are best suited to supporting an expansion in the
apparel (including women’s fashion goods, general apparel for younger consumers, and sports
Shopping Center Type of Center Miles from
Hermosa
Beach
Retail
Sq.Ft.
Key Tenants Address
South Bay Galleria Enclosed Mall 3.5 955,000 Macy's; Nordstrom; Kohls 1815 Hawthorne Blvd.; Redondo Beach, CA, 90278
Manhattan Village Shopping Center Enclosed Mall 3.4 572,837 Macy's; Williams-Sonoma; Coach 3200 Sepulveda blvd.; Manhattan Beach, CA 90266
Riviera Village Downtown Street Retail 3.4 413,000 Local boutiques and services
Plaza El Segundo Open-Air Lifestyle/Big Box 3.8 400,000 Whole Foods; Anthropologie; H&M; Lululemon760 South Sepulveda Blvd; El Segundo, CA 90245
Redondo Beach Pier Downtown Street Retail 1.5 400,000 Shade Hotel, Theater
Promenade on the Peninsula Open-Air Lifestyle Center 9.0 374,000 Williams-Sonoma; Banana Republic; Gap 550 Deep Valley Drive; Rolling Hills Estates, CA 90274
Downtown Manhattan Beach Downtown Street Retail 2.1 231,000 True Religion, Shade Hotel, boutiques
the Point Open-Air Lifestyle Center 3.8 115,000 Mendocino Farms, True Food Kitchen 850 South Sepulveda, El Segundo
Redondo Shores Open-Air Lifestyle/Big Box 1.5 102,000 Whole Foods; Rite Aid; GNC 403-419 N Pacific Coast Hwy
Fisherman's Wharf Downtown Street Retail 1.5 90,000 Local restaurants and souvenir shops 415 Diamond Street; Redondo, CA 90277
3,652,837
Source: L.A. County Assessor; CoStar; Economic & Planning Systems, Inc.
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and fitness related clothing and accessories) and home furnishings categories. Larger format
retail would be appropriate for larger commercial properties on Aviation Blvd. corridor.
Ultimately, successful improvement in the retail mix will depend on a broad range of factors
discussed further in Section 7.
Table 6 Beach Cities Retail Rents, Vacancies, Inventory
Figure 2 Beach Cities Historical Retail Rents
As of 4Q 2020 All Retail Downtown Retail1 All Retail Downtown Retail2 All Retail Downtown Retail3
Rents (/Sq.Ft.)$3.54 $3.53 $5.29 $6.87 $2.98 $4.91
Vacancy 6.1%7.5%1.8%4.0%4.1%5.5%
Inventory (Sq Ft.)1,032,661 263,336 1,893,104 267,684 3,799,996 325,159
(3) "Downtown" includes Riviera Village in Redondo Beach
Source: CoStar; Economic and Planning Systems, Inc.
Hermosa Beach Manhattan Beach Redondo Beach
(1) "Downtown" includes Pier Avenue, Pier Plaza, and Hermosa Ave. between 9th and 15th Streets in Hermosa Beach
(2) "Downtown" includes the rectangle formed by the Strand, 10th, 13th, and Valley Blvd. in Manhattan Beach
$3.54
$2.98
$5.29
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
Hermosa Beach Redondo Beach Manhattan Beach
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Figure 3 Beach Cities Retail Vacancies
Table 7 Beach Cities 2019 Taxable Sales Per Capita
6.1%
1.8%
4.1%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
10.0%
Hermosa Beach Manhattan Beach Redondo Beach
Hermosa
Beach
Manhattan
Beach
Redondo
Beach
City of Los
Angeles
Population (1)19,650 35,573 67,700 3,959,657
Total Taxable Sales (2)$263,669,054 $809,970,962 $902,091,369 $50,174,450,540
Taxable Sales Per Capita
Motor Vehicle and Parts Dealers $723 $2,326 $819 $1,243
Home Furnishings and Appliance Stores $696 $802 $747 $475
Building Material and Garden Equipment --$113 $665
Food and Beverage Stores $1,539 $1,816 $1,393 $758
Gasoline Stations -$1,013 $892 $1,171
Clothing and Clothing Accessories Stores $590 $1,946 $1,392 $857
General Merchandise Stores (3)-$2,725 $1,311 $735
Food Services and Drinking Places $5,219 $5,715 $3,478 $2,580
Other Retail Group (4)$3,435 $2,847 $1,213 $1,184
Total Taxable Sales Per Capita $12,202 $19,192 $11,358 $9,666
(1) U.S. Census Bureau; American Community Survey; Population, 2019
Source: State of California Board of Equalization (BOE); Economic & Planning Systems, Inc.
(2) California State Board of Equalization, 2019
(3) BOE catch-all category; includes florists, office supplies, gift/novelty/souvenirs, used merchanise, and other
miscellaneous items
(4) BOE category; includes wholesale taxable sales categories including agriculture, mining, construction,
manufacturing, etc.
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6. HOTEL TRENDS
Hermosa Beach has the potential to become a top hotel destination in Los Angeles County.
Despite the attractiveness of the Beach Cities for visitors, there are few luxury hotels in the area.
As shown in Table 8, only the Beach House in Hermosa Beach, the Portofino in Redondo Beach
and the Shade in Manhattan Beach are considered upscale or luxury. What’s more, neither the
Portofino nor the Shade has beachfront exposure. In all of Los Angeles County, there are very
few upscale beach-front hotels. Consequently, the opportunity in Hermosa Beach to develop an
upscale beachfront hotel represents an extremely valuable option.
H2O, a 30-room “mid-range” boutique hotel located on Hermosa Beach at 15th Street, is the
most recent hotel property developed in Hermosa Beach. The Beach House continues to perform
well relative to its competitive set, and has room rates of approximately $325-$340 per night.
Owned and operated as a fractional ownership, in which rooms unoccupied by the owners are
rented as typical hotel rooms, the Beach House achieved high occupancy levels of near 85-90
percent prior to the pandemic. In the latter half of 2020, it reported occupancy levels of 65
percent, despite the effects of the Covid-19 pandemic. Because ground floor rooms front directly
on the Strand, the Beach House has effectively privatized strand/beach frontage for hotel guests.
As shown by Table 8, Manhattan Beach has not seen a new hotel delivery since the Shade Hotel
was completed in 2012. Another Shade Hotel was completed in Redondo Beach in 2016, along
with a Hilton in 2014 and a Homewood Suites in 2017. These three hotels have added nearly 380
rooms to Redondo Beach’s hotel inventory over the past seven years.
In Hermosa Beach, the envisioned Mermaid site hotel, on the other hand, had the potential to be
strongly catalytic. The site on the corner of Pier Plaza and the Strand is arguably the best
available commercial land between Redondo Beach and Manhattan Beach. If operated as an
upscale or luxury hotel, it could become a landmark beachfront destination, generate significant
economic and fiscal impacts, and provide residents and Beach City visitors with an upscale
alternative to current Pier Plaza bars and restaurants. This, in turn, could influence tenanting
decisions by Pier Plaza and greater downtown property owners and lead to a diversification of
current uses.
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Table 8 Beach Cities Hotel Inventory: Existing and Pipeline
Name Year Built Category Rooms
Hermosa Beach
Current
Beach House 1998 Luxury 96
Grandview Inn 1973 Economy 17
H2O Hermosa 2020 Mid-Range 30
Hampton Inn 2002 Economy 70
Holiday Inn Express 2001 Economy 80
Hotel Hermosa 1990 Mid-Range 80
Quality Inn 1986 Economy 68
Sea Sprite Ocean Front Motel 1957 Economy 39
480
Manhattan Beach
Current
Belamar Hotel 1961 Mid-Range 134
Crimson Hotel 1988 Economy 45
Hawthorn Suites 2003 Mid-Range 53
Hi View Inn and Suites 1952 Economy 22
Manhattan Beach Marriott 1986 Mid-Range 373
Manhattan Village Inn & Suites 1986 Economy 18
Residence Inn Manhattan Beach 1985 Mid-Range 176
Sea View Inn 1962 Mid-Range 37
Shade Hotel 2012 Luxury 38
Wave Hotel 1995 Economy 44
940
Redondo Beach
Current
Best Western Plus 1979 Economy 108
Best Western Redondo Galleria 1984 Economy 51
Sonesta [1]1986 Mid-Range 350
Hilton Garden Inn 2014 Mid-Range 147
Homewood Suites 2017 Mid-Range 184
Marriott Residence Inn 2014 Mid-Range 172
Moonlite Inn 1986 Economy 23
Pacific Coast Inn 1960 Economy 20
Portofino Hotel & Marina 1962 Upscale 161
Ramada Limited Redondo Beach 1990 Economy 40
Redondo Beach Hotel 1979 Mid-Range 112
Redondo Inn and Suites 1955 Economy 36
Redondo Pier Inn 1987 Economy 37
Seaside Motel 1962 Economy 27
Shade Redondo Beach 2016 Luxury 45
1,513
Current Total 2,933
[1] Formerly the Crowne Plaza
Source: CoStar, Hotel Websites & Staff; Economic and Planning Systems, Inc.
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7. OFFICE TRENDS
As shown in Table 9, Hermosa Beach’s office inventory stands at approximately 367,000 square
feet, and remains small compared to Manhattan Beach and Redondo Beach, which have about
1.6 million and 2.4 million square feet of office space respectively. As of Q4 2020, Hermosa
Beach’s office inventory is entirely Class B and C office space, though the construction of
Skecher’s global headquarters will deliver about 75,000 square feet of Class A space in 2022.
The City’s office market inventory has grown by 5 percent in the last 10 years, a growth rate
higher than both Manhattan Beach and Redondo Beach, both of which saw negligible growth over
that same period.
Overall, the Hermosa Beach market for Class B and C office space in Hermosa Beach occupies a
viable segment priced below Manhattan Beach but above Redondo Beach. As of the fourth
quarter of 2020, as shown in Figure 4, Class B and C rents in Hermosa Beach average $3.75 per
square foot and are trending up, compared with $3.17 per square foot in Redondo Beach and
$4.25 per square foot in Manhattan Beach.
Historical office vacancies, as shown in Figure 5, indicate considerable volatility in the Hermosa
Beach office market, compared with the other Beach Cities. As of the fourth quarter of 2020, the
Hermosa Beach office vacancy rate of 11.7 percent is significantly higher than the 3.9 percent
rate in Manhattan Beach and the 5.7 percent rate in Redondo Beach.
Table 9 Beach Cities Class B and C Office Inventory
As of 4Q 2020 Hermosa Beach Manhattan Beach Redondo Beach
Rents (/Sq.Ft.)$3.75 $4.27 $3.17
Vacancy 11.7%3.9%5.7%
Inventory (Sq Ft.)366,990 984,158 2,053,563
Sources: CoStar; EPS
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Figure 4 Beach Cities Historical Class B and C Office Rents
Figure 5 Beach Cities Historical Class B and C Office Vacancy
$3.75
$4.27
$3.17
$0.00
$1.00
$2.00
$3.00
$4.00
$5.00
$6.00
Hermosa Beach Manhattan Beach Redondo Beach
11.7%
3.9%
5.7%
0.0%
2.0%
4.0%
6.0%
8.0%
10.0%
12.0%
14.0%
Hermosa Beach Manhattan Beach Redondo Beach
Source: CoStar, Economic & Planning Systems, Inc.
Source: CoStar, Economic & Planning Systems, Inc.
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8. HERMOSA BEACH ISSUES AND OPPORTUNITIES
Area Description
Hermosa Beach’s Downtown District is the commercial heart of the City. With approximately 18.5
acres of commercially zoned land area, the Downtown District hosts a majority of the City’s
boutique retail outlets and a large proportion of its hotel and office uses. As recently as the
1980s, Downtown Hermosa Beach was marked by dilapidated and abandoned buildings, high
levels of vagrancy, and recurring public safety issues associated with the area’s rough-and-
tumble bars. City investments in the 1990s and early 2000’s in public infrastructure, most
notably the redesign of Pier Plaza and Upper Pier Avenue, helped transform Downtown Hermosa
Beach into a popular daytime and nightlife destination.
The Downtown District centers on the intersection of Pier and Hermosa Avenues and extends
along Pier Avenue from the Strand through Pier Plaza to Valley Boulevard and along Hermosa
Avenue from 15th Street to 8th Street. The western end of Pier Avenue terminates with Pier Plaza,
a large pedestrian-only area that attracts visitors from throughout the County for its access to
the Pier, great outdoor dining options, events, and nightlife. Most of Downtown’s busiest
restaurants and bars cluster on Pier Plaza and the Pier Avenue/Hermosa Avenue intersection,
while the streets north, south, and east host a variety of retail, personal service and food serving
business, and some lodging uses. The other significant retail clusters include a number of office
uses on Pier Avenue and a concentration of health and beauty uses in upper Pier Avenue.
Several physical characteristics make Downtown Hermosa Beach unique. As Pier Avenue
descends to the intersection with Hermosa Avenue, it follows a broad and dramatic sweep, which
allows for a pleasing streetscape experience (enhanced greatly by the recently completed Pier
Avenue Streetscape Project) that provides numerous focal points for commercial activity. Where
Pier Avenue meets Hermosa Avenue, the grade ends, leaving a full flat block between Hermosa
Avenue and The Strand, providing Pier Plaza with an unmediated connection to the beach.1
The PCH Corridor is the largest contributor to sales tax revenue in Hermosa Beach, generating
nearly $1 million for the City in FY2019-2020, as shown in Table 11, which is nearly half of the
City’s sales tax revenue. Downtown Hermosa Beach is also a significant contributor to the City’s
fiscal base, generating nearly $648,000 for the City’s General Fund, and accounting for a third of
all sales tax revenue collected by the City. However, the Downtown has seen its volume of sales
tax revenue drop by over 20 percent from the prior year, the largest amount of any area in the
City. This decline is likely attributable largely to the impacts of the covid-19 pandemic.
However, it should be noted that sales taxes represent a relatively small portion of the City’s
overall fiscal revenues, amounting to approximately 12 percent of all General Fund revenues in
fiscal 2019-20. (See Appendix C for fiscal revenue breakdowns and historical detail.)
1 Other area beachfront commercial districts in LA County, such as in Santa Monica, Malibu,
Manhattan Beach, and Redondo Beach, tend to be separated from the beach by steep grades or major
roads.
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Table 10 Hermosa Beach Sales Tax Revenue, FY 2019-2020
Issues
Despite location advantages and fiscal contributions, Downtown Hermosa Beach has not—
according to area land use professionals and residents—fulfilled its potential as a commercial
district for residents and visitors. Over the course of this analysis, several issues regarding the
current pattern of Downtown land uses and tenanting emerged.
A common concern is over Pier Plaza tenants and whether they represent the best fit for City
residents. Conflict between late-night Pier Plaza revelers and neighborhood residents led to the
Measure B “Quiet Nights” ballot initiative, which aimed to reduce late-night operating hours of
Pier Plaza establishments. As shown in Table 11, establishments with CUPs granting late-night
operating privileges make up nearly 48,000 square feet of area in the Downtown Core, more
than half of all the restaurant and bar space there. While the loss of the initiative implies that
residents do not believe a mandated reduction in late-night operating hours is the best way
necessarily to manage the issue, many also believe the bar scene on Pier Plaza deters visitation
from families and upscale tenants. At minimum, Pier Plaza lacks sufficient alternatives to the
current slate of boisterous and young adult-oriented establishments.
As noted in the retail assessment, Hermosa Beach experiences leakage in several retail
categories, most notably apparel and general merchandise. This corresponds with anecdotal
findings from interviewees about the lack of boutiques and women’s apparel shops of the quality
found in Downtown Manhattan Beach. Indeed, as shown in Table 11, apparel occupies just
20,000 square feet or 4 percent of Downtown District commercial space. Interviewees
acknowledge that while Manhattan Beach retail tenanting has become very upscale, feat uring
tenants more typically associated with Beverly Hills and South Coast Plaza, there is a strong and
unmet opportunity in Hermosa Beach for retailers to operate at a slightly lower price-point.
Conversely, the health and beauty category2 (which includes services ranging from hair and nail
salons to gyms and yoga studios) may be over-represented. With almost 52,000 square feet in
the Downtown District making up 9 percent of the total commercial area, health and beauty is
the largest single retail category. As shown on Figure 8, health and beauty establishments
2 Health and Beauty in this analysis is considered a retail category subset.
Geographic Area FY19-20 1-Yr Change Share
PCH $938,320 -7%48.4%
Downtown $648,316 -22%33.4%
Pier/Valley/Monterey $265,014 -8%13.7%
Aviation $86,840 1%4.5%
Source: HDL/City of Hermosa Beach, Economic & Planning Systems, Inc.
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cluster on upper Pier Avenue and along the eastern side of Hermosa Avenue. Health and beauty
uses are typically found in neighborhood retail centers rather than shopping districts, so their
concentration may be impeding development of a stronger specialty retail orientation for the
Downtown District.
Downtown retail property and leasing management reflects a wide range of sophistication. While
the average Downtown rent of $3.53 per square foot, actual rents—according to brokers—vary
widely, from below $2 per square foot to above $6. This results in an inconsistent tenant mix
with many non-competitive operators. The inconsistencies are attributable to a number of
nonresidents, non-professional, long-term custodial land owners who operate their properties
without close regard to market rates. As shown on Table 14, private land owners who have
owned since before 2003 control 34 percent of the Downtown land area. Furthermore,
fragmented land ownership, resulting in a large number of land owners, makes coordinated
action difficult. Fully 63 percent of the Downtown land area is held by owners who control less
than three parcels, and parcels themselves are small in size.
The Pier Avenue Streetscape project made vast improvements to the livability and walkability of
Pier Avenue, but according to interviewees, there are still too few places for pedestrians and
shoppers to congregate, sit, and enjoy the surroundings. In general, there is a lack of outdoor
seating in the area, and the design of Pier Plaza can feel barren at less crowded times. This
detracts from Downtown’s sense of place and ability to attract day-time visitors.
Opportunities
Several strategies are available to the City to realize its goal of promoting economic development
in Hermosa Beach, as well as commercial districts along PCH and Aviation Boulevard. Most of
these are opportunistic in nature, as they ultimately rely on market-driven change led by the
private sector.
Land ownership and usage patterns in Downtown Hermosa Beach have undergone a significant
amount of transition in recent years. Since 2010, 24 percent of the Downtown land has changed
hands, as shown in Table 14. This activity is attributable to several driving factors: the end of
the recession; the continued in-migration of wealthy residents to Hermosa Beach and the Beach
in general; growth of high-paying jobs to Hermosa Beach and the Beach Cities; and public
investment into streetscape improvements on Pier Avenue.
The proposed Pier/Strand Hotel at the Mermaid site hotel represent a great opportunity to
catalyze change in Pier Plaza, combining strong underlying market factors with a strategic
location. The site is one of the best commercial locations on the entire Strand between Redondo
Beach and Manhattan Beach due to its frontage on both Pier Plaza and the Strand. The costly
land assembly reflects confidence in the market to support luxury hotel rates. The site dominates
the northwestern corner of Pier Plaza, so new construction will strongly influence its look and feel
going forward. With very few alternatives for upscale or luxury beachfront hotels in Los Angeles
County, the proposed Mermaid site hotel could become—like Shutters and Casa del Mar in Santa
Monica and Terranea in Palos Verdes—a landmark destination drawing visitors from all over the
country. Inclusion of ground floor public space, such as a lobby bar, could provide an amenity for
locals and day visitors as well as guests, providing an upscale alternative to current Pier Plaza
bars and restaurants. This, in turn, could influence tenanting decisions by Pier Plaza land owners
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and lead to a diversification of current uses. Finally, the economic impacts from spending by
affluent guests and the fiscal impacts from new Transient Occupancy Tax (TOT) and sales tax
could be very significant. City support for a top-quality hotel on the site thus presents a high-
leverage opportunity to effect positive change. One proactive idea would be for the City to
consider leveraging its ownership of the parking lot on 13th Street east of the hotel site to
enhance hotel feasibility. Use of the parcel to expand the hotel footprint—rather than for a
parking structure—could allow inclusion of more amenities, enhancing its appeal to guests and
the community at large. The requirement for on-site, underground parking on this site, likely
contributed to the project to be deemed infeasible and shelved. Finding alternatives to on-site
parking may allow a similar project to go forward.
Similarly, the City should look to encourage and support other catalytic projects Citywide as they
materialize. Likewise, projects on the strategically located eastern corners of Pier Plaza currently
occupied by Bank of America and Citibank, could also have a catalytic effect (although retail
banks are typically long-term land users).
The compact and walkable nature of Downtown Hermosa Beach lends itself to a district parking
strategy that encourages visitors to park centrally and circulate on foot. Consequently, provision
of centralized public and public-private parking solutions could increase pedestrian traffic and
enhance retail vitality. In addition, the option for developers to provide parking through in -lieu
fees, as is already offered by the City, can help some physically constrained sites become more
viable for new development. However, the current in-lieu fee which is roughly equivalent to the
per-stall development cost in a parking structure, and the requirement for some on-site parking,
are considered restrictive by many local land use professionals, especially given high current
parking requirements mandated by city code for commercial uses, restaurants in particular. The
City can ease the burden on developers by lowering in-lieu fees, by removing requirements for
providing a portion of the parking requirements on-site and by lowering parking requirements
outright.3 There is strong potential for the City to offset these costs with increases in sales tax,
business license tax, TOT, and other taxes associated with new commercial activity.
Streetscape improvements on Hermosa Avenue and enhancements on Pier Plaza could help the
area more fully realize the potential of its natural physical advantages to become a more
attractive destination for day-time visitors, families, and tourists. Such improvements could
enhance the sense of arrival, calm traffic, upgrade the pedestrian experience, facilitate bicycle
transport, and refine the overall identity of the area. This could help create a “virtuous circle”
that attracts more visitors, who increase the market potential for new tenants, who in turn draw
more visitors. For example, focused improvements on the eastern side of Hermosa Avenue that
encourage a more vibrant street life can help bring out the redevelopment potential represented
by relatively large parcels and floorplates, frontage that defines (and extends) the edge of the
Pier Plaza activity, and traffic counts consistent with the location at the nexus of the Downtown
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District. Furthermore, such improvements can help improve circulation between Upper Pier
Avenue and Pier Plaza and facilitate a stronger commercial flow between the two areas.4
In the commercial centers along Aviation Blvd. and PCH, there is also the opportunity to improve
the streetscape and pedestrian infrastructure in order to enhance their respective retail
environments. It was noted that Aviation Blvd. in particular would benefit from beautification and
traffic-calming measures. These commercial centers present especially attractive opportunities
for investment, given their location along main arterials. This lends them a higher degree of
accessibility to those living inland in Hermosa Beach, as well as residents from surrounding
communities. In terms of the potential for additional retail offerings in these areas, the retail
leakage statistics discussed in Chapter 5 suggest that establishments offering apparel, general
goods, and garden shops have the potential to capture a market that currently shops for these
items outside of Hermosa Beach.
As previously discussed, Hermosa Beach is predominantly a bedroom community with a
relatively small day population. In this regard, Hermosa is at a competitive disadvantage to
Manhattan Beach, which has a much larger day population, especially for higher quality
restaurants that depend in part on lunch business. Nonetheless, continued growth of office space
for knowledge workers in the Downtown area, whether as part of single- or mixed-use
developments, can create a greater workday buzz and stimulate restaurant and retail
development directly. Additionally, the trend toward working from home spurred by the Covid-
19 pandemic is likely to persist, and will improve spending and vitality downtown.
Conclusion s
Realization of any of these opportunities could yield economic growth and help positively
transition the Downtown Core. However, it will take a combination of actions over time by both
public and private sectors before a full retail transformation will take place, coupled with a
refreshed perception of the Downtown Core as a great place to visit and hang out by day, by
night, and for a broad range of users including tourists, locals, and families.
With regard to business districts elsewhere in the City, Aviation Blvd. and PCH are established as
commercial nodes with robust retail environments. PCH in particular generates nearly half the
City’s sales tax. However, key stakeholders have noted that both corridors could benefit from
visual and infrastructural improvements in order to attract higher numbers of potential
customers. This is especially the case on Aviation Blvd., which is viewed as having a greater
potential to cater to pedestrians but will require a higher amount of investment in the built
environment. Furthermore, despite representing some of the City’s most popular businesses,
business owners in these districts feel there is a disproportionate amount of attention paid to Pier
Ave. and the Downtown area.
4 For a full set of streetscape improvement recommendations, see “Hermosa Beach Downtown
Economic Development Strategy,” Prepared for the City of Hermosa Beach by ROMA Design Group
and Economic & Planning Systems, 12/2013
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Catalytic projects like new hotels, with or without the continued office development, will increase
day population and demand for upscale retail and services. Public support through district
parking strategies, reduced parking requirements, and possibly the provision of subsidized
parking can help underwrite a desirable range of new development and rehab projects.
Additional changes to the built environment through streetscape improvements can upgrade the
“sense of place” and make the City’s commercial districts more desirable destinations for both
residents and visitors. Under these improved conditions, retailers will seek to exploit the new
market opportunity. And because retailers tend to follow other retailers, successful early movers
will quickly be joined.
Certain categories of retail in particular could be a strong fit for a revitalized Downtown, and the
PCH and Aviation Corridors. As discussed earlier, women’s apparel is an area of opportunity,
along with athletic clothing and sports gear. Home furnishing stores are underrepresented in the
city as well. Better restaurants as well as cafes that encourage gathering and lingering would
broaden Hermosa Beach’s reputation as an entertainment destination and address residents’
stated desire for more options. Ultimately, once a certain critical mass of change has occurred,
anchor retailers could be attracted to become a focal point for the City’s commercial districts.
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Table 11 Downtown District by Land Use
Vertical
Sq.Ft.(3)
Share Vertical
Sq.Ft.(3)
Share Vertical
Sq.Ft.(3)
Share
Retail and Services
Eating and Drinking(4)
Food/Spirits Extended Hours 51,191 9%47,773 9%3,419 1%
Food/Spirits Closes at Midnight 27,379 5%17,236 3%10,143 2%
Food/Beer & Wine 10,084 2%4,872 1%5,212 1%
Food/No Alcohol 25,823 5%19,248 3%6,575 1%
Subtotal Eating and Drinking 114,478 20%89,128 16%25,350 5%
Other Retail and Services
Health & Beauty 51,624 9%23,588 4%28,035 5%
Sports 22,100 4%10,797 2%11,303 2%
Apparel 20,426 4%12,326 2%8,100 1%
Souvenirs & Gifts 19,897 4%1,552 0%18,345 3%
Bank 11,314 2%11,314 2%- 0%
Liquor 4,445 1%2,820 1%1,625 0%
Market 3,720 1%2,560 0%1,160 0%
Wine Shop 2,763 0%- 0%2,763 0%
Subtotal Other Retail and Services 136,290 24%64,958 12%71,332 13%
Total Retail and Services 250,767 45%154,086 27%96,681 17%
Other Commercial
Professional Office 141,938 25%29,514 5%112,424 20%
Hotel 90,237 16%81,269 14%8,968 2%
Vacant 39,080 7%29,767 5%9,313 2%
Residential 36,351 6%12,963 2%23,388 4%
Industrial 3,476 1%- 0%3,476 1%
Subtotal Other Commercial 311,082 55%153,514 27%157,568 28%
TOTAL 561,849 100%307,599 55%254,250 45%
(1) Rectangle formed by the Strand, eastern Hermosa Avenue, 14th Street, and 10th Street
(2) Pier Avenue from Hermosa Ave. to Valley Dr.; Strand to Hermosa Ave. between 14th St. and 16th Ct., 10th St. and 8th St.
(3) Vertical Sq.Ft. from CoStar and EPS estimates, except as described in footnote (4)
(4) Eating and drinking sub-classifications based on City of Hermosa Beach CUPs
Sources: The City of Hermosa Beach, CoStar, Economic & Planning Systems
Downtown District Core Downtown
District (1)
Non-Core Downtown
District (2)
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Figure 6 Downtown Hermosa Beach by Land Use
Notes:
(1) Categories designated “Multiple Tenant Retail” include tenants from all eating and drinking categories as
well as from the apparel, sports, souvenirs & gifts, health and beauty, and professional office categories
(2) Categories designated “Office Over Retail” include professional office as well as uses in health and beauty,
apparel, Food/no alcohol, and banking.
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Table 12 Downtown Hermosa Beach by Ownership Pattern
Table 13 Downtown Hermosa Beach by Acquisition and Construction Activity
Land Owner
MP Core 200 930,952 53 23.8%
City of Hermosa Beach 396,260 16 10.1%
Reg8 Plaza Hermosa LLC 246,712 7 6.3%
Melvin and Marie Kausen Trust 108,070 7 2.8%
Resort Sea View Hermosa LLC 96,148 6 2.5%
Daniel and Margaret Gruen Trust 74,379 5 1.9%
Iskandar Family Trust 62,458 5 1.6%
Frederic and Jean Taylor Trust 50,536 3 1.3%
Moise Hendeles Trust 48,074 3 1.2%
S and P Hermosa Parent LLC 33,947 7 0.9%
South Bay 4 LLC 17,028 6 0.4%
Damoder and Sumitri Reddy Trust 13,356 4 0.3%
John and Laura Warren Trust 12,023 3 0.3%
Refoua LLC 9,606 3 0.2%
Celina C Douglas Trust 8,486 3 0.2%
All Other Owners 1,802,463 177 46.1%
Total 3,910,500 308 100%
Sources: City of Hermosa Beach; Los Angeles County Assessor; EPS
Square Footage Number of
Parcels Owned Share
AC Sq.Ft.Share AC Sq.Ft.Share AC Sq.Ft.Share
Recent Construction(3)0.7 31,229 4%0.9 40,024 5%1.6 71,253 9%
Acquired After 2010 1.5 63,223 8%2.5 107,341 13%3.9 170,563 21%
Acquired between 2004 and 2010 2.7 117,792 15%1.9 84,111 10%4.6 201,903 25%
Acquired between 1993 and 2003 1.7 75,460 9%1.8 77,511 10%3.5 152,971 19%
Acquired Before 1993 0.9 38,407 5%0.7 32,359 4%1.6 70,766 9%
City-Owned Land 1.9 82,752 10%1.1 48,353 6%3.0 131,105 16%
Transaction Data Not Available - - 0%0.1 5,876 1%0.1 5,876 1%
Total 9.4 408,863 51%9.1 395,574 49%18.5 804,438 100%
(1) Rectangle formed by the Strand, Hermosa Avenue, 14th Street, and 10th Street
Sources: The City of Hermosa Beach; CoStar; Economic & Planning Systems, Inc.
(3) "Recent Construction" refers to projects with long remaining usable life; these date from 1998 (Beach House
Hotel) to 2013 (205 Pier Ave.)
Category Core Downtown(1)Other Downtown(2)Total Downtown
(2) Pier Avenue from Hermosa Ave. to Valley Dr.; the Strand to Hermosa Ave. between 14th St. and 16th Ct. and
between 10th St. and 8th St.
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APPENDIX A:
Business Community Input
235
• Business Community Interviewees:
o Jessica Accamando – Hermosa One / Creative Fish
o Marje Bennetts – Beach House Hotel
o Tony Cordi – The Innate Group
o Jason Cortes – The Stanton
o Jon David – Upper Pier Ave. Property Owner
o Lori Ford – Gum Tree
o Ed Hart – Maximus Salon
o Bob Jones – Financial Consultant
o Mike Lacey – Comedy and Magic Club
o Jason Muller – Beach City Capital
o Jon Starr - Starr Design
• Review of Economic Development Stakeholders Advisory Group
Notes July 2020 through March 2021
• Feedback received from Economic Development Committee
Meeting held March 1, 2021
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APPENDIX B
2014 Report Key Findings
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1. The Hermosa Beach Downtown District is the commercial heart of the City—at once
the City’s primary shopping district, gathering area, and visitor attraction.
With approximately 18.5 acres of commercially zoned land on either side of Pier Avenue
between the Strand and Valley Boulevard and along Hermosa Avenue between 8th Street and
15th Street, the Hermosa Beach Downtown District hosts a majority of the City’s retail outlets
and a large proportion of its hotel and office uses. Pier Plaza, with its large assortment of
bars and restaurants, is a popular nightlife destination for visitors from throughout the
County. Sales tax revenues from Downtown Hermosa Beach are significant, accounting for 29
percent of all sales tax revenue collected by the City.
2. Hermosa Beach enjoys unique physical qualities that make it a highly desired
destination for residents and visitors
Clean air, the broad and sandy beach, and the ocean beyond provide Hermosa Beach with its
defining amenity. But unlike Manhattan Beach, Redondo Beach, or most of the other beach
cities in Los Angeles County, Hermosa Beach has commercially zoned parcels that directly
about the beach at grade. This gives Downtown Hermosa Beach, and Pier Plaza in particular,
an intimate relationship with the beachfront that creates potential for highly differentiated
hotel and retail offerings. Furthermore, Pier Avenue meets Pier Plaza after a dramatic
sweeping quarter-mile descent from Pacific Coast Highway, providing a pleasing pedestrian
experience and numerous focal points for commercial activity.
3. The three Beach Cities of Hermosa Beach, Manhattan Beach, and Redondo Beach
share geographical proximity and demographic characteristics to function as
closely inter-related markets. Consequently, area economic trends, especially those
originating from Manhattan Beach, are expected to continue to influence Hermosa
Beach.
Each of the three Beach Cities has benefited from the highly desired beach location to
become an attractive place to live, work, and play. Compared to the city of Los Angeles, all
are affluent, well-educated, and carry high property values—extremely high in the case of
Manhattan Beach. Hermosa Beach is differentiated by being the smallest and most casual of
the three, with the youngest residents, highest proportion of renters, lowest rate of family
formation, and second-highest level of income. However, due to rapidly appreciating land
costs in Manhattan Beach, Hermosa Beach has begun to absorb spill-over residential
demand, which land use professionals believe will narrow the wealth gap with Manhattan
Beach, reflect in increased home ownership levels, and lead to increased family
representation.
4. Despite its location and demographic advantages, the Downtown Core has not
fulfilled its potential as a commercial district for residents and visitors, according to
area land use professionals.
Pier Plaza’s bars and restaurants host a boisterous nightlife scene that has increasingly
generated conflict with neighborhood residents. According to local brokers and real estate
professionals, the current Pier Plaza tenant mix has tended to discourage a broader range of
retail and commercial activities. In turn, the lack of diversity in dining and shopping options
has helped perpetuate the dominance of current uses. However, the decisive loss of the
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proposed Measure B “Quiet Nights” ballot initiative implies that residents do not believe a
mandated reduction in late-night operating hours is necessarily the best way to manage the
issue. Other long-term impediments to the realization of Downtown Core potential include
legacy property ownership, which has resulted in inconsistent property management and
tenanting; restrictive requirements for the provision of new parking, which have encumbered
new development; and a small day-time population (excluding summer weekend
beachgoers), which limits potential day-time retail demand.
5. Land ownership and usage patterns in the Hermosa Beach Downtown District have
undergone a significant amount of organic, market-driven transition in recent years
providing momentum for further public and private investment.
For many years, land ownership in Downtown Hermosa Beach was dominated by long-term
custodial land owners, which led to a generally slow pace of change. However, since 2010,
24 percent of the Downtown District land has changed hands, 18,000 square feet of new
construction has occurred, and hotels proposing over 130 new rooms are in planning or
under development. This activity is attributable to several driving factors: the end of the
recession; the continued in-migration of wealthy residents to Hermosa Beach and the Beach
Cities in general; growth in the number of high-paying jobs in Hermosa Beach and the Beach
Cities; and public investment in streetscape improvements on Upper Pier Avenue. This
primarily market-driven momentum for change provides a strong basis for successful
revitalization strategies.
6. New hotel development in Downtown Hermosa Beach, in particular the proposed
hotel for the former Mermaid site, represents the biggest opportunity for near-term
transformation of Pier Plaza.
The proposed Mermaid site hotel represents a rare opportunity to catalyze change in Pier
Plaza, combining strong market factors with a strategic location. The site is one of the best
commercial locations on the entire Strand between Redondo Beach and Manhattan Beach,
due to its frontage on both Pier Plaza and the Strand. The assembly of land, acquired in 2013
at very high cost, reflects confidence in the market to support luxury hotel rates. Because the
site dominates the northwestern corner of Pier Plaza, new construction will strongly influence
its look and feel going forward. With very few alternatives of upscale or luxury beachfront
hotels in Los Angeles County, the proposed Mermaid site hotel could become—like Shutters
and Casa del Mar in Santa Monica and Terranea in Palos Verdes—a landmark destination
drawing visitors from all over the country. Inclusion of ground floor public space, such as a
lobby bar, could provide an amenity for locals and day visitors as well as guests, providing an
upscale alternative to current Pier Plaza bars and restaurants. This, in turn, could influence
tenanting decisions by Pier Plaza land owners and lead to a diversification of current uses.
Finally, the economic impacts from spending by affluent guests and the fiscal impacts from
new Transient Occupancy Tax (TOT) and sales tax could be very significant. City support for
a top-quality hotel on the site presents a high-leverage opportunity to effect positive change.
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7. Retail revitalization and diversification in the Hermosa Beach Downtown District
will likely occur gradually as a result of improvements in several underlying
conditions.
Despite its high population density and affluence, Downtown Hermosa Beach has not fulfilled
its potential due to factors discussed above. Consequently, the quality and diversity of many
existing retail establishments is not on par with expectations of residents or potential visitors
from other Beach Cities. For example, the current retail tenant mix along Pier Avenue and
Hermosa Avenue appears to be over-represented in the health and beauty sector (uses more
typical of a neighborhood center than a retail shopping district), and under-represented in
the apparel sector, where the City exhibits significant retail leakage. Actions that increase the
day-time population or create interest in the Downtown District as a day-time destination can
create positive conditions that induce retail development over time. These actions may
include hotel and office development, which increases the day-time population; streetscape
improvements to create a better and more attractive sense of place; and public parking
improvements that reduce impediments to visitation and offset the costs of new
development.
8. Development of office space catering to knowledge-work sectors such as finance,
real estate, and professional services, represents a meaningful opportunity for
Downtown District economic development.
The office market in the City of Hermosa Beach is not as large as that in Manhattan Beach
and Redondo Beach, but in the Downtown District, high rents, low vacancies, and a growing
cluster of knowledge workers suggests market support for new office space there. Since
2000, over 60 percent of new office growth in the city has occurred in the Downtown District,
specifically at 200 Pier Avenue, 205 Pier Avenue, 338 Pier Avenue, and 400 Pier Avenue,
buildings that cater to tenants in knowledge work fields such as finance, real estate, and
information. This reflects a larger trend in which knowledge workers, who can work anywhere
with a network connection, are choosing workplaces closer to home in areas offering a high
quality of life. Area brokers believe this trend represents a strong and continuing opportunity
for the Beach Cities. One positive consequence of new Downtown office growth is increased
day-time population, which generates additional demand for retail and services.
9. Provision of public shared centralized parking may help encourage catalytic
projects in the Downtown Core
The compact and walkable nature of Downtown Hermosa Beach lends itself to a district
parking strategy that encourages visitors to park centrally and circulate on foot.
Consequently, provision of centralized public and public-private parking solutions could
increase pedestrian traffic and enhance retail vitality. In addition, the option for developers
to provide some required parking through in-lieu fees, as is already offered by the City, can
help some physically constrained sites become more viable for new development. However,
the current in-lieu fee, which is roughly equivalent to the per-stall development cost in a
parking structure, is considered restrictive by many local land use professionals, especially
given high current parking requirements mandated by city code for commercial uses, in
particular restaurants. The City can ease the burden on developers by lowering in-lieu fees
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and by lowering parking requirements outright.5 There is strong potential for the City to
offset the associated loss of revenue with increases in sales tax, business license tax, TOT,
and other taxes associated with new commercial activity.
10. Public investment in streetscape improvement is a strong tool for the City to
encourage catalytic projects.
Streetscape improvements on Hermosa Avenue and Pier Plaza could help the area more fully
realize the potential of its natural physical advantages to become a more attractive
destination for day-time visitors, families, and tourists. Such improvements could enhance
the sense of arrival, calm traffic, upgrade the pedestrian experience, facilitate bicycle
transport, and refresh and update the image of the area. This could help create a “virtuous
circle” that attracts more visitors, who increase the market potential for new tenants, who in
turn draw more visitors. For example, focused improvements on the eastern side of Hermosa
Avenue that encourage a more vibrant street life can help bring out the redevelopment
potential represented by relatively large parcels and floorplates, frontage that defines (and
extends) the edge of the Pier Plaza activity, and traffic counts consistent with the location at
the nexus of the Downtown District. Furthermore, such improvements can help improve
circulation between Upper Pier Avenue and Pier Plaza and facilitate a stronger commercial
flow between the two areas.6
5 For a full set of parking strategy recommendations, see “Hermosa Beach Downtown Economic
Development Strategy,” Prepared for the City of Hermosa Beach by ROMA Design Group and Economic
& Planning Systems, 12/2013
6 For a full set of streetscape improvement recommendations, see “Hermosa Beach Downtown
Economic Development Strategy,” Prepared for the City of Hermosa Beach by ROMA Design Group and
Economic & Planning Systems, 12/2013
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APPENDIX C
Supporting Data
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Appendix 1 Hermosa Beach Fiscal Revenues, FY10-11 to FY19-20
0
5,000,000
10,000,000
15,000,000
20,000,000
25,000,000
30,000,000
35,000,000
40,000,000
45,000,000
FY10-11 FY11-12 FY12-13 FY13-14 FY14-15 FY15-16 FY16-17 FY17-18 FY18-19 FY19-20
Property Tax Sales and Use Tax Transient Occupancy Tax
Business License Tax Utility Users Tax Other Taxes
Licenses and Permits Fines and Forfeitures Use of Property and Money
Intergovernmental/State Service Charges Other Revenue
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Appendix 2 Hermosa Beach Fiscal Revenues, FY19-20 Detail
Revenue Source Category FY19-20 Share
Property Tax $19,045,242 44.6%
Sales and Use Tax $3,146,342 7.4%
Transient Occupancy Tax $3,505,250 8.2%
Business License Tax $1,184,426 2.8%
Utility Users Tax $2,147,057 5.0%
Other Taxes $1,252,169 2.9%
Licenses and Permits $1,213,724 2.8%
Fines and Forfeitures $2,365,086 5.5%
Use of Property and Money $1,006,122 2.4%
Intergovernmental/State $127,256 0.3%
Service Charges $7,523,765 17.6%
Other Revenue $165,416 0.4%
Total $42,681,855 100.0%
Sources: City of Hermosa Beach; EPS
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0401
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
AWARD OF CONTRACT FOR PROJECT MANAGEMENT SERVICES FOR DEVELOPMENT OF A
PARKS MASTER PLAN TO CATALYST CONSULTING
(Community Resources Manager Lisa Nichols)
Recommended Action:
Staff recommends City Council:
1.Award a contract for project management services for development of a Parks Master Plan to
Catalyst Consulting in the amount of $105,000 over two years;
2.Authorize the Community Resources Manager to establish a $21,000 project contingency;
3.Authorize the City Manager to approve contract amendments up to the amount of the
approved project contingency; and
4.Authorize the Mayor to execute and the City Clerk to attest the proposed contract
(Attachment 4) subject to approval by the City Attorney.
Executive Summary:
To oversee the development of a new Parks Master Plan,the City issued a Request for Proposals
(RFP)22-001 (Attachment 1)seeking proposals from qualified individuals or firms to provide project
management services.Staff recommends City Council award a contract for project management
services for development of a Parks Master Plan to Catalyst Consulting.
Background:
The City’s most recent Parks Master Plan was adopted in 1990.The plan provided guidance to the
City for the orderly development of recreation services,programs,facilities,parks,and open spaces
through to the year 2010.Since 2010,the City’s recreation services,programs,and indoor and
outdoor facilities have evolved,including the addition of several new services,programs,and
facilities.A new Parks Master Plan is needed to provide a comprehensive strategy to maintain,
rehabilitate,and improve the City’s recreational services,programs,and facilities that reflects the
needs of the community for the next twenty years.
To oversee the development of a new Parks Master Plan,the City has allocated funding within the
Capital Improvement Program (CIP)538-Citywide Parks Master Plan for a Project Manager to assist
with the additional workload to the Community Resources Department in relation to this project.The
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Staff Report
REPORT 22-0401
with the additional workload to the Community Resources Department in relation to this project.The
scope of services includes, but is not limited to:
·Developing and issuing the Request for Proposals (RFP)for a consultant to develop the Parks
Master Plan;
·Serving as liaison to the chosen consultant;
·Providing oversight and management of the chosen consultant;
·Distributing City information such as stakeholder contacts,maps,diagrams,policies,etc.to
the chosen consultant; and
·Organizing and scheduling regular working group meetings.
Discussion:
On Thursday,March 24,2022,the City issued RFP 22-001,seeking proposals from qualified
individuals or firms to provide project management services to guide the City’s efforts to adopt a new
Parks Master Plan.The RFP was advertised in the Easy Reader,on the City website,and on the
City’s online bidding platform, PlanetBids.
A total of two proposals were received by the RFP deadline of Thursday,April 28,2022.One of the
two proposers withdrew its proposal on Wednesday,May 18,2022 as the company preferred to work
on the actual development of the Parks Master Plan versus serving as Project Manager.The
remaining proposal is summarized in the following table:
Proposer Proposal Amount
Catalyst Consulting $105,000
An interview was held with Catalyst Consulting,on Thursday,May 19,2022.The interview panel
consisted of Community Resources Manager Lisa Nichols,Public Works Director Joe SanClemente,
and Senior Management Analyst Sirinya Matute.Following the review of the proposal (Attachment
2) and completion of the interview, staff recommends the award of contract to Catalyst Consulting.
The Principal Owner of Catalyst Consulting is John Jones.Mr.Jones served in the field of Parks and
Recreation for over 40 years.He has significant experience as Project Manager for several high-level
parks and recreation capital improvement projects for the City of Torrance in his position as
Community Services Director,as well as management of several significant park improvement and
enhancement projects, which included significant community outreach.
Following his retirement from the City of Torrance,John Jones created Catalyst Consulting in
December of 2020 to provide recreational services to municipalities including project management,
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December of 2020 to provide recreational services to municipalities including project management,
strategic planning,organizational assessments,executive coaching,and more.Additionally,John
Jones served as Interim Community Resources Manager for the City of Hermosa Beach from
February 2021 to June 2021 and Interim Community Services Director for the City of El Segundo
from March 2022 to June 2022.With John Jones’experience in the field of parks and recreation and
knowledge of the South Bay and particularly the City of Hermosa Beach,staff is confident in the
services that would be provided by Catalyst Consulting.
The cost proposal (Attachment 3)includes a commitment of 10 labor hours per week at $100 per
hour to provide project management services.The proposal includes a proposed total cost of
$105,000 over the course of 24 months.Staff requests a 20 percent contingency allowance over the
term of the contract for additional services,if needed and approved by the City Manager,to complete
the project.
Proposal Amount Contingency Proposed Total
$105,000 $21,0000 $126,0000
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s
General Plan. Relevant Policies are listed below:
Governance Element
Goal 2. The community is active and engaged in decision-making processes.
Policies:
·2.6 Responsive to community needs.Continue to be responsive to community inquiries,
providing public information and recording feedback from community interactions.
·2.7 Major planning efforts.Require major planning efforts,policies,or projects to include a
public engagement effort.
·2.9 Evaluation and feedback.Periodically solicit service evaluations from the community and
utilize feedback to improve and develop the City’s policies,ordinances,programs,and funding
priorities.
Goal 5. Small beach town character is reflected throughout Hermosa Beach.
Policy:
·5.7 Visitor and resident balance.Recognize the desire and need to balance visitor-serving
and local-serving uses as a key to preserving character and the economic vitality of the
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and local-serving uses as a key to preserving character and the economic vitality of the
community.
Goal 8. A performance based-management and benchmarking program.
Policy:
·8.3 Consistency among plans.Require other City plans and implementation mechanisms to
demonstrate their consistency with this Plan.
Parks and Open Space Element
Goal 1. First class, well maintained, and safe recreational facilities, parks and open spaces.
Policies:
·1.1 Facility upgrades.Improve and update park and open space facilities on a regular basis.
·1.5 Evaluate community needs.Conduct a periodic review of community park needs and
interests to inform maintenance and investment priorities.
Goal 2. Abundant parks, open space, and recreational facilities to serve the community.
Policy:
·2.1 Diverse programs and facilities.Offer diverse recreational programs and facilities to
meet the needs of all residents.
Goal 3. Community parks and facilities encourage social activity and interaction.
Policies:
·3.3 Commercial use of facilities.Regulate and enforce commercial use of City parks and
open spaces to ensure activities do not impact general use and enjoyment.
·3.4 Balance space needs.Balance the space needs and demand on public resources of
formal and informal events.
·3.5 Health and physical activity.Increase the availability of space and variety of activities
that promote community health and physical activity such as community gardens,fitness
stations/ equipment, and fields/courts.
·3.6 Availability of City facilities.Consider the demand and availability of City facilities for
general community use in the long-term lease and/or rental of City facilities.
Goal 7.The beach offers high quality recreational opportunities and amenities desired by the
community.
Policies:
·7.5 Designated recreational uses.Continually evaluate and explore devoting certain portions
of the beach to different preferred recreational uses while providing access for all users and
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meeting the recreation needs of visitors and residents.
·7.7 Recreational Equipment.Periodically evaluate and,as necessary,update the
recreational equipment on the beach to endeavor to meet the needs of visitors and residents
of all ages and abilities.
Fiscal Impact:
$650,000 has been appropriated in the 2022-23 Budget for CIP 538-Citywide Parks Master Plan.The
total proposed contract amount is $126,000, including contingency.
Attachments:
1. RFP 22-001 Parks and Recreation Master Planning Project Management Services
2. Catalyst Consulting Proposal
3. Catalyst Consulting Cost Proposal
4.Proposed Contract for Project Management Services for Development of a Parks Master Plan
Between the City of Hermosa Beach and Catalyst Consulting
Respectfully Submitted by: Lisa Nichols, Community Resources Manager
Noted for Fiscal Impact: Viki Copeland, Finance Director
Legal Review: Mike Jenkins, City Attorney
Approved: Suja Lowenthal, City Manager
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City of Hermosa Beach
Civic Center, 1315 Valley Drive, Hermosa Beach, CA 90254-3885
Page 1 of 34
Thursday, February 24, 2022
REQUEST FOR PROPOSALS (RFP) FOR:
Parks and Recreation Master Planning Project Management Services
RFP 22-001
Community Resources Department
NOTICE IS HEREBY GIVEN that the City of Hermosa Beach Community Resources
Department is seeking proposals from highly qualified individuals or firms to provide
Project Management Services to guide the City’s efforts to adopt a new Parks Master
Plan as detailed in the Contractual Services Section of the Request for Proposal.
Proposer(s) must have the expertise, experience, and resources available to perform the
work described in the RFP. The complete RFP may be found on the City’s website at
www.hermosabeach.gov/rfp or by emailing the project contact listed below.
Description of Project
The selected individual or firm will serve as the Project Manager and represent the City’s
interests in adopting a new Parks and Recreation Master Plan. The process shall include
extensive community engagement to inform current and future park, facility, and
program needs. This plan will provide a comprehensive strategy to maintain, rehabilitate,
and improve the City’s network of parks, facilities, open space, and recreational
programs. The Project Manager will serve as an agent of the City responsible for the
development and issuance of Request for Proposals (RFP) for a Park Master Plan
consultant, and act as a liaison to the consultant team selected to develop the Parks
and Recreation Master Plan.
RFP Timeline
RFP posted Thursday, March 24, 2022
Deadline to submit written questions Thursday, April 7, 2022
by 6:00pm PST
Posting of responses to questions Thursday, April 14, 2022
Deadline to submit proposals Thursday, April 28, 2022
by 6:00pm PST
Interviews (if needed) Week of May 16, 2022
Tentative award Tuesday, May 24, 2022
Submittal Procedures
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No proposals will be accepted after the listed date and time. All proposals must be clearly
marked with the project title and RFP number and submitted in a sealed envelope. Failure
to identify the proposal on the envelope may result in disqualification of the proposal. The
format, content, and procedures for submitting a proposal are provided in further detail
within the RFP.
Contact
Please direct any inquiries regarding this RFP to Lisa Nichols at
lnichols@hermosabeach.gov. All questions regarding the content of the proposal should
be submitted in writing to the listed email address and sent no later than the date and
time listed in the RFP Timeline. Responses to questions will be distributed to registered bid
holders and posted to the City website.
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Table of Contents
Description of Project ............................................................................................................. 1
RFP Timeline ............................................................................................................................. 1
Submittal Procedures .............................................................................................................. 1
Contact .................................................................................................................................... 2
1 Introduction ..............................................................................................................................4
1.1 Invitation for Proposals ...................................................................................................... 4
1.2 RFP Timeline........................................................................................................................ 4
1.3 General RFP Conditions .................................................................................................... 4
2 Project Description ..................................................................................................................8
2.1 City Location and Characteristics ................................................................................... 8
2.2 Project Goals ..................................................................................................................... 9
2.3 Minimum Qualifications .................................................................................................... 9
2.4 City Proposed Scope of Services ..................................................................................... 9
2.5 Work to be Performed or Provided by the City ............................................................ 12
3 Proposal Submittal Instructions ............................................................................................12
3.1 Proposal Format .............................................................................................................. 12
3.2 Proposal Content ............................................................................................................ 13
4 Proposal Evaluation and Selection ......................................................................................17
4.1 Proposal Review Process ................................................................................................ 17
4.2 Evaluation Criteria ........................................................................................................... 18
5 Contract Expectations ..........................................................................................................19
5.1 Contract Period ............................................................................................................... 19
5.2 Professional Services Agreement ................................................................................... 19
5.3 Standards of Work ........................................................................................................... 19
5.4 Invoicing and Payment .................................................................................................. 19
6 Attachments and Required Forms .......................................................................................21
6.1 Maps or Design Plans ...................................................................................................... 21
6.2 Sample Professional Services Agreement..................................................................... 22
6.3 Required Forms ................................................................................................................ 30
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1 Introduction
1.1 Invitation for Proposals
The City of Hermosa Beach Community Resources Department is seeking proposals from
highly qualified individuals or firms to provide Project Management Services for the City
of Hermosa Beach. Proposer(s) must have the expertise, experience, and ability to
demonstrate resources available to perform the work described in the RFP.
The selected individual or firm will serve as the Project Manager and represent the City’s
interests in adopting a new Parks and Recreation Master Plan. The process shall include
extensive community engagement to inform current and future park, facility, and
program needs. This plan will provide a comprehensive strategy to maintain, rehabilitate,
and improve the City’s network of parks, facilities, open space, and recreational
programs. The Project Manager will serve as an agent of the City responsible for the
development and issuance of Request for Proposals (RFP) for a Park Master Plan
consultant, and act as a liaison to the consultant team selected to develop the Parks
and Recreation Master Plan.
1.2 RFP Timeline
RFP posted Thursday, March 24, 2022
Deadline to submit written questions Thursday, April 7, 2022
by 6:00pm PST
Posting of responses to questions Thursday, April 14, 2022
Deadline to submit proposals Thursday, April 28, 2022
by 6:00pm PST
Interviews (if needed) Week of May 16, 2022
Tentative award Tuesday, May 24, 2022
1.3 General RFP Conditions
The following instructions and conditions apply to this RFP:
Pre-Contractual Expenses
The City of Hermosa Beach shall not, in any event, be liable for any pre-contractual
expenses incurred by any consultant. In addition, no consultant shall include any such
expenses as part of the price proposed. Pre-contractual expenses are defined as
expenses incurred by bidders in:
• Preparing a proposal in response to this RFP;
• Submitting that proposal to the City of Hermosa Beach;
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• Negotiating with the City of Hermosa Beach any matter related to this RFP,
proposal, and/or contractual agreement; or
• Any other expenses incurred by the consultant prior to the date of an executed
contract.
Authority to Withdraw RFP and/or Not Award Contract
The City of Hermosa Beach reserves the right to withdraw this RFP at any time for any
reason without prior notice. Further, the City makes no representations that any
agreement will be awarded to any consultant responding to this RFP. The City expressly
reserves the right to reject any and all proposals in response to this RFP without indicating
any reasons for such rejection(s). The release of this RFP does not obligate or compel the
City to enter into a contract or agreement.
Authority to Revise RFP and Request Additional Information
The City reserves the rights to amend the RFP at any time, to determine the successful
respondent(s), and to reject any or all Proposals or their components. Should it be
necessary for the City to issue addendums to this RFP during the proposal period, the City
will notify the known holders of this RFP and post addendums to the City website.
Proposals shall acknowledge that the consultant is aware of all addendums which have
been issued and has incorporated their provisions in their proposal by completing the
Certification of Proposal Form.
The City reserves the right, to request additional information or clarifications from any
consultant where it may serve the City’s best interest.
Other Conditions
• ADDITIONAL SERVICES. The Scope of Work describes the minimum work to be
accomplished. Upon final selection of the consultant, the Scope of Work may be
modified and refined during negotiations with the City.
• AUTHORIZED SIGNATURES. Every proposal must be signed by the person or persons
legally authorized to bind the consultant to a contract for the execution of the
work. Upon request of the City, any agent submitting a proposal on behalf of a
consultant shall provide a current power of attorney certifying the agent’s authority
to bind the consultant.
• AWARD OF PROPOSAL. City reserves the right to negotiate final terms with the
selected consultant, if any. Award may be made to the consultant offering the
most advantageous proposal after consideration of all criteria. Should the
selection criteria be requested, it shall be at the City’s discretion if the criteria is
released prior to the final selection being made.
• COMPLIANCE WITH LAWS. All proposals shall comply with current federal, state, and
other laws relative thereto.
• CONFLICT OF INTEREST. By signing the Certification of Proposal, the consultant
declares and warrants that no elected or appointed official, officer or employee
of the City has been or shall be compensated, directly or indirectly, in connection
with this proposal or any work connected with this proposal. Should any agreement
be approved in connection with this Request for Proposals, the consultant declares
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and warrants that no elected or appointed official, officer or employee of the City,
during the term of his/her service with the City shall have any direct interest in that
agreement, or obtain any present, anticipated or future material benefit arising
therefrom.
• DISQUALIFICATION OF PROPOSER. If there is reason to believe that collusion exists
among the consultants, the City may refuse to consider proposals from participants
in such collusion. No person, firm, or corporation under the same or different name,
shall make, file, or be interested in more than one proposal for the same work unless
alternate proposals are called for. Reasonable grounds for believing that any
consultant is interested in more than one Proposal for the same work will cause the
rejection of all Proposals for the work in which a consultant is interested.
Consultants shall submit as part of their Proposal documents the completed Non -
Collusion Affidavit.
• EXAMINATION OF DOCUMENTS. It is the responsibility of the consultant to carefully
and thoroughly examine and be familiar with these RFP documents, general
conditions, all forms, specifications, drawings, plans, and addendums (if any).
Consultants shall satisfy themselves as to the character, quantity, and quality of
work to be performed and materials, labor, supervision necessary to perform the
work as specified by these documents. The failure or neglect of the consultant to
examine documents shall in no way relieve the consultant from any obligations
with respect to the solicitation for and subsequent contract that may be awarded.
The submission of a proposal shall constitute an acknowledgment upon which the
City may rely that the consultant has thoroughly examined and is familiar with the
RFP documents. The failure or neglect of a consultant to receive or examine any
of the documents shall in no way relieve the consultant from any obligations with
respect to the proposal. No claim will be allowed for additional compensation that
is based upon a lack of knowledge of any solicitation document.
• INTERPRETATION OF RFP DOCUMENTS. City reserves the right to make corrections or
clarifications of the information provided in this RFP. If any person is in doubt as to
the true meaning of any part of the specifications or other RFP documents, or finds
discrepancies or omissions in the specifications, the person may submit to the City
a written request for an interpretation or correction. Oral statement(s),
interpretations or clarifications concerning meaning or intent of the contents of this
RFP by any person are unauthorized and invalid. Modifications to the RFP,
including, but not limited to, the scope of work, can be made only by written
addendum issued by the City. Proposers shall submit all questions in writing to the
contact listed in the announcement. Proposers may not contact any other staff
members with questions. The requesting party is responsible for prompt delivery of
any requests. When the City considers interpretations necessary, interpretations will
be in the form of an addendum to the RFP documents, and when issued, will be
sent as promptly as is practical to all parties recorded by the City as having
received RFP documents. All such addenda shall become a part of the RFP
document. It is the responsibility of each consultant to ensure the City has their
correct business name, mailing address and e-mail address on file. Any prospective
consultants who obtained a set of RFP documents are responsible for advising the
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City that they have a set of RFP documents and wish to receive subsequent
Addendums.
• IRREGULARITIES. City reserves the right to waive non-material irregularities if such
would be in the best interest of the City as determined by the City Manager.
• NON-DISCRIMINATION. Consultant represents and warrants that it does not and will
not discriminate against any employee or applicant for employment because of
race, religion, gender, color, national origin, sexual orientation, ancestry, marital
status, physical condition, pregnancy or pregnancy-related condition, political
affiliation or opinion, age or medical condition.
• NON-EXCLUSIVE. Should the City make an award, the successful consultant will
enter into a NON-EXCLUSIVE professional services agreement and the City reserves
the right to enter into agreements with other firms.
• OFFERS OF MORE THAN ONE PRICE. Consultants are NOT allowed to submit more
than one proposal.
• OWNERSHIP. All data, documents and other products used or developed during
the RFP process become the property of the City upon submission. All bid proposals
and documents submitted in response to this RFP shall become the property of the
City and a matter of public record pursuant to Government Code sections 6250 et
seq. Proposals should not be marked as confidential or proprietary, and City may
refuse to consider a proposal so marked. All Information contained within the
proposals will become a matter of public record. It is the responsibility of each
bidder to clearly identify any and all information contained within its bid proposal
that it considers to be confidential and/or proprietary. To the extent that the City
agrees with that designation, such information will be held in confidence whenever
possible. All other information will be considered public.
• PROFESSIONAL SERVICES AGREEMENT. Prior to awarding any work, the selected
Consultant will be required to execute a professional services agreement with the
City. Any proposed change to the agreement shall be identified in the response
to the Request for Proposals (RFP) and shall be subject to the sole approval of the
City. The City requires the Consultant to obtain and maintain a policy of
professional liability and other insurance as indicated in the agreement.
• NO PUBLIC BID PROPOSAL OPENING/PUBLIC RECORDS ACT. Bid proposals shall be
opened and its contents secured by City staff to prevent disclosure during the
evaluative process and the process of negotiating with competing consultants.
Adequate precautions shall be taken to treat each consultant fairly and to insure
that information gleaned from competing proposals is not disclosed to other
Consultants. Prices and other information concerning the proposals shall not be
disclosed until a recommendation for award is made to the awarding authority.
• PUBLIC RECORD. All proposals submitted in response to this RFP will become the
property of the City upon submittal.
• REPRESENTATIONS. Consultant understands and acknowledges that the
representations made in their submitted proposal are material and important, and
will be relied on by the City in evaluation of the proposal. Consultant
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misrepresentation shall be treated as fraudulent concealment from the City of the
facts relating to the proposal.
• SEVERABILITY. If any provisions or portion of any provision, of this Request for
Proposals are held invalid, illegal or unenforceable, they shall be severed from the
Request for Proposals and the remaining provisions shall be valid and enforceable.
• SUBCONTRACTOR INFORMATION. If the proposal includes the use of sub
consultants, consultant must identify specific sub consultants and the specific
requirements of this RFP for which each proposed sub consultant would perform
services. If a sub consultant for work services to be performed exceeds $25,000 the
sub consultant must contain all required provisions of the prime contract.
• VALIDITY. Proposal must be valid for a period of 90 days from the due date.
• WITHDRAWAL OF PROPOSAL. Consultants’ authorized representative may withdraw
Proposals only by written request received by City Engineer before the Proposal
Submittal Deadline.
2 Project Description
2.1 City Location and Characteristics
The City of Hermosa Beach is located within the southwestern coastal portion of Los
Angeles County in what is commonly referred to locally as the “South Bay” area. The City
is bounded on the north by the City of Manhattan Beach, on the south by the City of
Redondo Beach, on the east by the City of Redondo Beach and the City of Manhattan
Beach, and on the west by the Pacific Ocean. The City limits for Hermosa Beach
encompass a relatively small land area, approximately 1.4 square miles. Hermosa Beach
includes nearly two miles of shoreline and varies in width between one-half mile and
approximately one mile inland. Elevations in the City range from sea-level and rise up to
250 feet in elevation.
The City of Hermosa Beach serves a stable population of approximately 20,000 residents.
With a land area of 1.4 square miles, Hermosa Beach has a high population density, with
approximately 14,200 people per square mile.
Hermosa Beach currently has 105 acres of parkland with a total of 20 parks, parkettes,
and the beach. Community facilities and schools, which include a combination of
buildings and recreational space, provide an additional 20 acres of land for outdoor
recreation. The beach, which is owned by the City, provides a valuable and prominent
open space resource for residents and visitors, accounting for 63 acres of open space.
The Hermosa Valley Greenbelt encompasses 19 acres, providing a vegetated open
space corridor that runs north-south along the entire length of the City. The City’s largest
parks or recreational spaces: the Community Center, Valley Park, South Park, and Clark
Stadium are located adjacent to the Greenbelt, and smaller parks or parkettes, less than
1 acre in size, are distributed throughout the City. Parks within the City provide
playgrounds, play fields, tennis, pickleball and basketball courts, a lawn bowling green,
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a skate park, picnic spaces, and the ability to program recreational activities for all ages.
The three school sites incorporate playgrounds, courts, and playing fields , which add to
the range of recreational spaces available to the community when school is not in
session.
Governed by a five-member City Council with members elected at large, Hermosa
Beach operates under the council/city manager form of government as a general law
city. Like the community, the Council is informed, educated, and engaged. The
programs and services provided by the City are accomplished through eight City
departments: City Clerk, City Manager, Community Development, Community
Resources, Finance, Human Resources, Police, and Public Works.
2.2 Project Goals
The City of Hermosa Beach is seeking proposals from highly qualified individuals or firms
to provide Project Management Services to support the City in its efforts to update its
Parks Master Plan. The Project Manager will be responsible for the development and
issuance of Request for Proposals (RFP) for a Park Master Plan Consultant along with
oversight and management of the tasks assigned to the consultant team listed in Section
2.4.
2.3 Minimum Qualifications
• The Proposer must demonstrate significant professional experience providing,
managing, or planning for recreation services in the public sector;
• The Proposer must demonstrate availability to facilitate and attend night and
weekend meetings as necessary;
• The Proposer must show they have no conflict of interest with regard to any work
performed or identify any potential conflicts as a Project Manager for the City of
Hermosa Beach; and
• The Proposer must show they have the requirements to obtain and maintain a
City of Hermosa Beach Business License if selected.
2.4 City Proposed Scope of Services
The City of Hermosa Beach is seeking highly qualified individuals or firms to enter into a
Professional Services Agreement to provide Project Management Services.
In general, the City is looking for creativity from proposers to provide an approach that
will result in the efficient and effective development or provision of services. The City is
therefore open to proposers identifying a different organization of tasks, or
recommending the addition or removal of tasks, so long as the project objectives are
met, and the rationale for additions or removal are clearly articulated.
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The successful Proposer will be expected to provide project management services
including, but not limited to:
1. Development and Issuance of Request for Proposals (RFP) for Park Master Plan
Consultant
• Work collectively with City staff, the Parks, Recreation and Community Resources
Advisory Commission, and the Public Works Commission on the development of a
Request for Proposals (RFP) to hire a consultant to develop and adopt a new Parks
Master Plan.
• Work with City Clerk to issue the RFP and manage it through completion, including:
a. Ensuring that the RFP process follows City policies and procedures;
b. Promptly respond to inquiries and questions of prospective consultants and
post responses through an Addendum;.
c. Ensure that RFP timelines and milestones are met;
d. Manage the proposal review process including the coordination of
interviews, if needed.
• Assist the Community Resources Manager with preparation of the consultant
award staff report and provide a presentation to the City Council to select the
preferred proposal.
NOTE: The following tasks 2-8 are preliminary pending input from the groups noted above
and are tasks that the chosen consultant team will be requested to complete to fulfill the
update to the City’s Parks Master Plan. The Project Manager will be responsible for
oversight and management of the following tasks.
2. Inventory of Existing Facilities
• Evaluate the overall availability, access to, and connectivity of parks and open
space in Hermosa Beach.
• Provide an inventory and conditions assessment report including each park’s
amenities and facilities/buildings. The analysis should include reviewing overall
facility conditions, current maintenance programs, current operations, utilization,
deficiencies, lighting needs, signage, accessibility, health and condition of trees,
and remaining useful life of amenities.
• Identify existing plans, programs, and partnerships that are relevant to the provision
or operation of parks and open space facilities.
3. Recreation Needs Assessment
• Identify the various types of recreational activities and their proximity for residents
of Hermosa Beach.
• Identify demographic and recreational trends that will influence the community's
park needs in the next 20 years.
• Consider current gaps in facilities or recreational needs (geography, activity,
age/ability, etc.) and identify potential future uses or desired amenities.
4. Goals, Strategies, and Park Improvements
• Develop an overall set of goals and strategies to guide future park improvement
projects.
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• Identify proposed maintenance and operation standards for parks, parkettes,
open space, and community recreational facilities.
• Identify the range of upgrades needed or desired at park facilities such as lighting,
signage, irrigation, landscaping, trees, accessibility, hard scape/paving, access
roads, playground, turf, picnic area and picnic shelter, sport fields, fencing,
restrooms, park buildings and parking areas.
5. Financial Evaluation and Prioritization
• Identify and determine an operation and maintenance program and recommend
a budget for each facility with respect to the maintenance budget forecast.
• Provide a general cost estimate for the range of proposed upgrades at each
facility. The cost estimates should be of sufficient detail so that they may be
incorporated into future Capital Improvement Programs (CIP).
• Identify priority projects based on condition, community need, or
funding/partnership opportunities.
6. Funding, Implementation, and Ongoing Maintenance
• Identify the range of financing needs and options for implementation including
assessments, impact fees, grants, and partnerships.
• Identify future policy or ordinance changes that may be needed to implement the
Parks Master Plan.
• Develop an implementation program for the City to track, and measure
implemented recommendations from the Parks Master Plan. The City prefers a user-
friendly web-based tool with the ability to download and save the tracking
information.
• Develop a review process to facilitate regular review and assessment of the City's
facilities, policies, and partnerships in providing high quality parks and recreational
facilities.
7. Community Engagement
Hermosa Beach has a highly engaged community and anticipates that a high -level
community engagement effort with both virtual and in-person tactics will be necessary
in the successful update of its Parks Master Plan. The City encourages Proposers to include
the use of technology beyond email and social media in soliciting input and to o rganize
and lead at least three (3) community wide workshops, town halls, and/or walking tours.
• Facilitate a minimum of six (6) Working Group meetings.
• Conduct a series of at least five (5) Focus Group meetings, to be organized by
geography or recreational activity.
• Prepare and analyze the results of an online community survey.
• Develop content and promotional materials for the project including flyers, website
and social media content, and handouts.
• Prepare for and present materials at:
o at least three (3) meetings of the Parks, Recreation, and Community
Resources Advisory Commission.
o at least one (1) meeting of the Public Works Commission.
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o a joint meeting of the Public Works Commission; Planning Commission; Parks,
Recreation and Community Resources Advisory Commission, and City
Council (total of one meeting).
o a separate meeting to the Hermosa Beach City Council to consider
adoption (total of one meeting).
8. Additional Tasks
Proposers should incorporate the following add-on tasks into their Approach and Budget
should the need arise for the City to request additional project management support.
These should be itemized in the budget on a per meeting or per unit basis.
• Additional Workshops, Town halls, or Walking tours
• Additional Working Group or Focus Group Meetings
• Attendance at Informal Events or Presentations to Community Organizations
• Additional Presentations to City Commissions or Council
2.5 Work to be Performed or Provided by the City
The City will perform the following tasks or functions related to this project.
1. Process and distribute data requests.
2. Post/distribute public information announcements, website updates, workshop
agendas/reports.
3. Prepare and execute agreements with all entities.
4. Identify the members of the Working Group.
5. Schedule times and facilities reservations for meetings and workshops.
6. Upon contract award, City will provide copies of available records.
7. Act as liaison with the appropriate decision-making bodies.
3 Proposal Submittal Instructions
3.1 Proposal Format
Proposals must be submitted in a sealed envelope or box bearing the name of the
consultant, clearly marked, and submitted only to the following address:
RFP 22-001:
Parks and Recreation Master Planning Project Management Services
City of Hermosa Beach
Attn: Lisa Nichols
Community Resources Department
710 Pier Avenue
Hermosa Beach, CA 90254
3.1.1 Hard Copy Proposals
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Proposers shall submit one original and four copies of the proposal for a total of five
bound documents. One hard copy of the cost proposal (fee s chedule) shall be in a
separate sealed envelope, clearly marked “Cost Proposal”.
If discrepancies are found between the copies, or between the original and copy or
copies, the “ORIGINAL” will provide the basis for resolving such discrepancies. If one
document is not clearly marked “ORIGINAL", the City reserves the right to use any copy
of the proposals as the Original.
All proposals shall be submitted on standard 8.5” by 11” paper and printed double-sided.
Exhibits may be 11” by 17” paper as needed. Proposers should minimize the use of plastic
film/dividers and other materials that cannot be recycled.
All pages should be numbered and identified sequentially by section.
3.1.2 Electronic Submittal
Proposers shall submit an electronic PDF version of their proposal by email to the project
manager at lnichols@hermosabeach.gov. The cost proposal shall also be submitted in
the same email, but as a separate PDF attachment. Attachments may not exceed a
combined total of 20 MB.
3.2 Proposal Content
Proposals must be concise, but with sufficient detail to allow accurate evaluation and
comparative analysis. Proposals should be straightforward and provide "layman"
explanations of technical terms that are used. Emphasis should be concentrated on
conforming to the RFP instructions, responding to the RFP requirements, and on providing
a complete and clear description of the offer. Proposals should include the sections as
described in greater detail below. Do NOT include marketing brochures or other
promotional material not connected with this RFP.
3.2.1 Cover Letter
Proposal must be accompanied by a cover letter, signed by an individual authorized to
bind the proposing entity. An unsigned proposal is grounds for rejection. The cover letter
should include an introduction of the firm and summary statement of professional
qualifications.
3.2.2 Firm Profile
Proposers should provide a brief profile of the prime consultant and any sub-consultants.
Information should include, but is not limited to the following information:
• Official name and address.
• Name, address, and telephone number of the consultant’s primary point of
contact.
• Type of business entity of consultant (corporation, company, joint venture, etc.).
Please enclose a copy of the Joint Venture Agreement if entity is a joint venture.
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• Federal Employer I.D. Number.
• Address, telephone numbers and fax numbers of each of the proposing firm’s
locations.
• Indication whether firm is totally or partially owned by another business
organization (parent company) or individual.
• Number of years consultant has been in business under the present business
name.
• Number of years of experience the consultant has had in providing required,
equivalent, or related services.
• Any failures or refusals to complete a contract, and explanation.
3.2.3 Project Understanding and Approach to Scope of Work
Proposers should include in this section a statement of project understanding,
organizational chart, approach to work program and summary of deliverables,
described in greater detail below.
Statement of Project Understanding
Consultant must include in this section its understanding of the project and understanding
of the Scope of Services noted herein. Consultant should be able to articulate a thorough
understanding of the State, County and Local requirements, and other industry standards
applicable to the project or services to be provided.
Organizational Chart
Consultant shall include an organizational chart that reflects key staff and
roles/responsibilities of each individual assigned to provide services under this Proposal.
Any roles or topics in which the proposer anticipates utilizing the expertise of
subcontractors should be clearly identified.
Approach to Work Program (Required and Optional Tasks)
The City is seeking an effective, efficient and creative approach to preparing work
products and meeting the City’s goals. In this section, proposers should include their
recommended timeline and approach to providing the requested professional services
and tasks noted in the Scope of Services in the RFP. The approach to the work plan shall
be of such detail to demonstrate the proposer’s ability to accomplish project objectives.
This section should also include proposed approaches and techniques to engagement
community and stakeholders in the process of developing the project.
The proposer’s approach should provide detail on both the required and optional tasks
identified in the scope of work, as well as any additional tasks recommended by the
proposer to successfully achieve the project objectives.
Summary of Deliverables
Proposer should identify the major deliverables, indicate the number of drafts or versions
anticipated in the scope of work and budget, and the format in which the deliverable
will be provided (electronic or hard copy) for each required and optional task.
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Roles and Responsibilities for City Staff
Proposer should summarize any services NOT provided by their firm that are listed in the
Scope of Work. Consultant shall also list any resources, City assistance or other items
expected to be provided by City beyond those listed in Section 2.5, “Work to be
Performed or Provided by the City”. Consultant may additionally itemize those services
which are further required but are not noted in the aforementioned paragraphs as
requirements. Consultant will title this section as Additional Services.
3.2.4 Project Management Plan
Key to a creative, effective, and efficient delivery of the project is close coordination and
communication between the City, community, and the selected consultant. In this
section, proposers should provide a project schedule, and describe the firm or pro ject
manager’s approach to communications and quality assurance/quality control.
Schedule
Proposers should present a schedule that details the timing and sequence of project
tasks, deliverables, and community engagement efforts.
Communications Approach
Proposers should describe their recommended or preferred approach to project
communications between the City and Consultant Team. This should include detail on
the frequency of project check-ins, progress updates, and meeting locations (i.e. phone,
email, in-person). Communications protocols for coordinating with other City
departments, agencies, and the community can be established during project kick-off.
Quality Assurance/Quality Control Approach
Describe the firm’s QA/QC processes that will be adhered to during the term of the
agreement. Describe the Consultant’s method of ensuring that the assigned personnel’s
quality of work is high.
3.2.5 Experience and Qualifications
Proposers should include in this section a summary of relevant projects, contact
information for references, and information about the experience, qualifications, and
availability of key personnel, described in greater detail below.
Summary of Relevant Projects
Proposers should highlight representative projects that are similar in scope and size to this
project to demonstrate the firm’s depth of experience and familiarity with similar projects.
For each project, please include the following information, at a minimum:
• Year started and completed (if relevant)
• Contracting Agency + Department
• Project Description
• Key Personnel Assigned
• Contract Value
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References
Consultant must provide at least three references for which consultant has provided
services similar in scope as set forth in the RFP or demonstrating relevant experience within
the last five (5) years. Reference information should include:
• Name of agency
• Name of agency project manager
• Email address and telephone number of contact person
• Description of project or services provided
Experience and Qualifications of Key Personnel
The consultant shall provide resumes indicating the experience and qualifications for the
key personnel identified in the organization chart. Consultant shall also include the
number and type of additional support personnel who will be providing services. At a
minimum, the resume for each team member should include:
• Name
• Position and Role for This Project
• Degrees and Certifications
• Professional Memberships/Registrations
• Summary of Experience
• Work on Representative Project Similar in Scope
If sub-consultants are to be used as part of this proposal, a resume of the sub-consultant
and relevant experience is to be included in the same format.
Assignment of Key Personnel
It is the City’s preference to have the key personnel identified in the Organizational Chart
remain with the project during the term of the agreement. In this section, please indicate
the availability of key personnel to pursue completion of this project in terms of the
involvement in other projects that are presently in your firm’s backlog.
After contract execution the Consultant should not substitute key personnel (project
manager and others listed by name in the proposal) or sub-consultants without prior
written approval from the local agency. The consultant must request and justify the need
for the substitution and obtain approval from the agency prior to use of a different sub-
consultant on the contract. The proposed substituted person must be as qualified as the
original, and at the same or lower cost for engineering types of consultant contracts, the
Consultant’s project manager shall have all the necessary credentials to qualify him/her
as a project manager for this project.
In the event there are proposed changes in key personnel, including sub-consultants,
during the term of the agreement that are outside of the consulting firm’s control, the
consultant shall prepare a transition plan that is presented to the City’s project manager
for review.
3.2.6 Required Forms
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Consultant shall review, acknowledge and submit the following forms:
• Certification of Proposal. Proposer is required to sign and submit the Certification
of Proposal including acknowledgement that they have received and
considered any addendums issued by the City of Hermosa Beach in connection
with this RFP.
• Non-Collusion Affidavit. Proposer is required to sign and submit the Non-
Collusion Affidavit.
• Compliance with Insurance Requirements. Consultant shall demonstrate the
willingness and ability to submit proof of the required insurance coverage as set
forth in the Sample Professional Services Agreement.
• Acknowledgement of Professional Services Agreement. Consultant shall
demonstrate willingness and ability to comply with the City’s Sample
Professional Services Agreement and/or indicate any exceptions to the
Professional Services Agreement.
3.2.7 Cost Proposal
Printed cost proposals shall be submitted in a separate sealed envelope with the
proposal, labeled “Cost Proposal” and indicate the firm’s name. Electronic copies of the
cost proposal may be submitted in the same email but provided as a separate, clearly
marked “cost proposal” PDF file.
Consultant should provide the estimated fee to successfully fulfill the Scope of Work
detailed in this RFP. Required and optional tasks should be consistent with the tasks listed
in the Scope of Services and be clearly marked in the fee schedule to facilitate consistent
comparison of costs between proposals. The Cost Proposal should detail the scope of
services by task, identifying project team members, hourly billing rates, and est imated
hours per task. The Cost Proposal should also include any direct costs such as travel,
equipment, printing/materials.
The Cost Proposal must also state if the proposed hourly rate(s) for key personnel is
guaranteed for the term of an agreement (if awarded) or if it is subject to adjustments. If
subject to adjustments, consultant must state the frequency of adjustments and how
adjustments are determined.
4 Proposal Evaluation and Selection
4.1 Proposal Review Process
The City will evaluate all proposals received in accordance with the evaluation criteria.
The City shall not be obligated to accept the lowest priced proposal, but the City may
make award(s) in the best interests of the City after all factors are considered, including,
but not limited to, the demonstrated competence, experience and professional
qualifications of the Proposer. Evaluation scores will not be released until after award of
proposal, if one is made.
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Following the review of proposals by the City’s team, the City may invite short-listed
consultants to be interviewed by a panel of City staff, which may include non-city
personnel at the City’s discretion. Discussions may, at the City's option, be conducted
with the most qualified Proposers. Discussions may be for the purpose of clarification to
assure full understanding of, and responsiveness to, the solicitation requirements.
Proposers shall be accorded fair and equal treatment with respect to any opportunity for
discussion and written revision of proposals. In conducting discussion s, the City will not
disclose information derived from proposals submitted by competing Proposers.
The City will verify references of short-listed consultants, which may include persons not
listed as references, and this will help inform the City’s decisio ns. The City will select a
consultant to negotiate for the performance of work. In negotiating the contract, the City
may request modifications to the proposed scope or to the technical team or other
elements of the proposal. If negotiations fail, the City will commence negotiations with
the next qualified candidate. Work will promptly commence following contract award
and satisfaction of contract requirements.
4.2 Evaluation Criteria
Proposals will be evaluated on the basis of their response to all provisions of this RFP. The
City of Hermosa Beach will use the following criteria in its evaluation of proposals,
interviews with selected consultants, or verification of references. The categories will be
weighted approximately as follows.
Approach and Methods (30%):
• A well thought-out and tailored approach to the technical work that responds to
the project’s particular issues and needs.
• Incorporation of innovative and/or creative approaches for providing the service
that will maximize efficient, cost-effective operations or increased performance
capabilities.
• Evidence of the team’s ability to work collaboratively with other members of a
multi-disciplinary team in a complex and dynamic working environment.
• Demonstration of the team’s commitment to accurate and superior work products
and services as detailed in the project management project management plan.
Relevant Experience & Expertise (30%):
• Recent experience preparing similar projects or providing similar services for
jurisdictions.
• Familiarity and experience with applicable industry standards and any relevant
federal, state, or local requirements.
• The depth and appropriateness of experience of individual members of the
technical team as they relate to the specific technical tasks called for by the
project
• The team’s experience and ability to clearly communicate technical concepts
and terminology with the community.
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Timeframe and Costs (30%):
• Display of a proposed schedule and timeline that meets any specific conditions
laid out in the RFP or accomplishes the project objectives in a reasonable
timeframe.
• Delivery of a clear and reasonable project budget that provides sufficient detail
on the costs for required and optional services.
• Evidence of the team’s ability to successfully deliver project tasks and deliverables
within the identified project budget and minimize cost overruns.
Administration (10%):
• Ability to comply with the timeline, terms, and billing procedures.
• The extent and nature of any proposed amendments to the City’s Professional
Services Agreement.
5 Contract Expectations
5.1 Contract Period
The Contract Period will be established following submittal of proposals and be based on
a reasonable amount of time needed to complete the work.
5.2 Professional Services Agreement
The selected consultant will be expected to comply with and sign the City’s Professional
Services Agreement. Proposers should identify and/or indicate any exceptions to the
Sample Professional Services Agreement included in Section 6.2. The City Attorney or their
designee retains the discretion to accept or reject proposed exceptions or modifications
to the City’s Professional Services Agreement.
5.3 Standards of Work
In case of conflicts, ambiguities, discrepancies, errors, or omissions, Consultant shall submit
the matter to City for clarification. Any work affected by such conflicts, ambiguities,
discrepancies, errors or omissions which is performed by Consultant prior to clarification
by City shall be at Consultant's risk and expense.
5.4 Invoicing and Payment
The contract will be set up as a fixed fee with a not to exceed rate to be billed monthly
based on hours worked. Invoices are to be submitted monthly. The invoices shall
reference the project title, and must list the charges by task, worker classification, hours,
billing rate, and totals. Back up information must be submitted together with the invoices.
Each invoice shall contain a progress report describing the work completed during the
billing period and shall also include cost information by task regarding: previous work
billed to date, work billed during the reporting period, percent of task completed and
amount remaining by task.
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5.5 COVID-19 Vaccination Policy
The selected consultant will be expected to comply with the City’s COVID -19
Vaccination Policy. The selected consultant would be required to provide a letter of
attestation that all employees assigned to the agreement are either fully vaccinated or
covered by an approved medical or religious exemption. Proposers should indicate
any inability to meet this requirement.
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6 Attachments and Required Forms
6.1 Maps or Design Plans
6.1.1 City Map
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6.2 Sample Professional Services Agreement
Sample Professional Services Agreement
CONTRACT FOR PROFESSIONAL SERVICES TO
________________________________________________________________
BETWEEN THE CITY OF HERMOSA BEACH AND ___________________________
This AGREEMENT is entered into this day of , 2021, by and between the CITY OF
Hermosa Beach, a general law city a municipal corporation (“CITY”) and _, a limited liability
company (“CONSULTANT”).
R E C I T A L S
A. The City desires to __________________________________________.
B. The City does not have the personnel able and/or available to perform the
services required under this agreement and therefore, the City desires to contract
for consulting services to accomplish this work.
C. The Consultant warrants to the City that it has the qualifications, experience and
facilities to perform properly and timely the services under this Agreement.
D. The City desires to contract with the Consultant to perform the services as
described in Exhibit A of this Agreement.
NOW, THEREFORE, based on the foregoing recitals, the City and the Consultant agree as follows:
CONSIDERATION AND COMPENSATION As partial consideration, CONSULTANT agrees to
perform the work listed in the SCOPE OF SERVICES, attached as EXHIBIT A.
As additional consideration, CONSULTANT and CITY agree to abide by the terms and
conditions contained in this Agreement.
As additional consideration, CITY agrees to pay CONSULTANT a total of $ , for
CONSULTANT’s services, unless otherwise specified by written amendment to this Agreement.
No additional compensation shall be paid for any other expenses incurred, unless first
approved by the City Manager or his/her designee.
CONSULTANT shall submit to CITY, by not later than the 10th day of each
month, its invoice for services itemizing the fees and costs incurred during the previous month.
CITY shall pay CONSULTANT all uncontested amounts set forth in CONSULTANT’s invoice within
30 days after it is received.
SCOPE OF SERVICES. CONSULTANT will perform the services and activities set forth in the SCOPE
OF SERVICE attached hereto as Exhibit A and incorporated herein by this reference.
Except as herein otherwise expressly specified to be furnished by CITY, CONSULTANT will, in a
professional manner, furnish all of the labor, technical, administrative, professional and other
personnel, all supplies and materials, equipment, printing, vehicles, transportation, office
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space, and facilities necessary or proper to perform and complete the work and provide the
professional services required of CONSULTANT by this Agreement.
PAYMENTS. For CITY to pay CONSULTANT as specified by this Agreement, CONSULTANT must
submit an invoice to CITY which lists the reimbursable costs, the specific tasks performed, and,
for work that includes deliverables, the percentage of the task completed during the billing
period in accordance with the schedule of compensation incorporated in “Exhibit A.”
TIME OF PERFORMANCE. The services of the CONTRACTOR are to commence upon receipt
of a notice to proceed from the CITY and shall continue until all authorized work is completed
to the CITY’s reasonable satisfaction, in accordance with the schedule incorporated in
“Exhibit A,” unless extended in writing by the CITY.
FAMILIARITY WITH WORK. By executing this Agreement, CONSULTANT represents that
CONSULTANT has (a) thoroughly investigated and considered the scope of services to be
performed; (b) carefully considered how the services should be performed; and (c)
understands the facilities, difficulties, and restrictions attending performance of the services
under this Agreement.
KEY PERSONNEL. CONSULTANT’s key person assigned to perform work under this Agreement
is ________________. CONSULTANT shall not assign another person to be in charge of the work
contemplated by this Agreement without the prior written authorization of the City.
TERM OF AGREEMENT. The term of this Agreement shall commence upon execution by both
parties and shall expire on __________, 20___, unless earlier termination occurs under Section
11 of this Agreement, or this Agreement is extended in writing in advance by both parties.
CHANGES. CITY may order changes in the services within the general scope of this
Agreement, consisting of additions, deletions, or other revisions, and the contract sum and
the contract time will be adjusted accordingly. All such changes must be authorized in writing,
executed by CONSULTANT and CITY. The cost or credit to CITY resulting from changes in the
services will be determined in accordance with written agreement between the parties.
TAXPAYER IDENTIFICATION NUMBER. CONSULTANT will provide CITY with a Taxpayer
Identification Number.
PERMITS AND LICENSES. CONTRACTOR will obtain and maintain during the term of this
Agreement all necessary permits, licenses, and certificates that may be required in
connection with the performance of services under this Agreement.
TERMINATION. Except as otherwise provided, CITY may terminate this Agreement at any time
with or without cause. Notice of termination shall be in writing.
CONSULTANT may terminate this Agreement. Notice will be in writing at least 30 days before
the effective termination date.
In the event of such termination, the CONTRACTOR shall cease services as of the date of
termination, and all finished or unfinished documents, data, drawings, maps, and other
materials prepared by CONSULTANT shall, at CITY’s option, become CITY’s property, and
CONSULTANT will receive just and equitable compensation for any work satisfactorily
completed up to the effective date of notice of termination.
Should the Agreement be terminated pursuant to this Section, CITY may procure on its own
terms services similar to those terminated.
INDEMNIFICATION. CONSULTANT shall indemnify, defend with counsel approved by CITY, and
hold harmless CITY, its officers, officials, employees and volunteers from and against all liability,
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loss, damage, expense, and cost (including without limitation reasonable attorneys fees,
expert fees and all other costs and fees of litigation) of every nature arising out of or in
connection with CONSULTANT's performance of work hereunder or its failure to comply with
any of its obligations contained in this AGREEMENT, regardless of CITY’S passive negligence,
but excepting such loss or damage which is caused by the sole active negligence or willful
misconduct of the CITY. Should CITY in its sole discretion find CONSULTANT’S legal counsel
unacceptable, then CONSULTANT shall reimburse the CITY its costs of defense, including
without limitation reasonable attorneys fees, expert fees and all other costs and fees of
litigation. The CONSULTANT shall promptly pay any final judgment rendered against the CITY
(and its officers, officials, employees and volunteers) covered by this indemnity obligation. It
is expressly understood and agreed that the foregoing provisions are intended to be as broad
and inclusive as is permitted by the law of the State of California and will survive termination
of this Agreement.
The requirements as to the types and limits of insurance coverage to be maintained by
CONSULTANT as required by Section 17, and any approval of said insurance by CITY, are not
intended to and will not in any manner limit or qualify the liabilities and obligations otherwise
assumed by CONSULTANT pursuant to this Agreement, including, without limitation, to the
provisions concerning indemnification.
ASSIGNABILITY. This Agreement is for CONSULTANT’s professional services. CONSULTANT’s
attempts to assign the benefits or burdens of this Agreement without CITY’s written approval
are prohibited and will be null and void.
INDEPENDENT CONTRACTOR. CITY and CONSULTANT agree that CONSULTANT will act as an
independent contractor and will have control of all work and the manner in which is it
performed. CONSULTANT will be free to contract for similar service to be performed for other
employers while under contract with CITY. CONSULTANT is not an agent or employee of CITY
and is not entitled to participate in any pension plan, insurance, bonus or similar benefits CITY
provides for its employees. Any provision in this Agreement that may appear to give CITY the
right to direct CONSULTANT as to the details of doing the work or to exercise a measure of
control over the work means that CONSULTANT will follow the direction of the CITY as to end
results of the work only.
AUDIT OF RECORDS. CONSULTANT agrees that CITY, or designee, has the right to review,
obtain, and copy all records pertaining to the performance of this Agreement. CONSULTANT
agrees to provide CITY, or designee, with any relevant information requested and will permit
CITY, or designee, access to its premises, upon reasonable notice, during normal business
hours for the purpose of interviewing employees and inspecting and copying such books,
records, accounts, and other material that may be relevant to a matter under investigation
for the purpose of determining compliance with this Agreement. CONSULTANT further agrees
to maintain such records for a period of three (3) years following final payment under this
Agreement.
CONSULTANT will keep all books, records, accounts and documents pertaining to this
Agreement separate from other activities unrelated to this Agreement.
CORRECTIVE MEASURES. CONSULTANT will promptly implement any corrective measures
required by CITY regarding the requirements and obligations of this Agreement. CONSULTANT
will be given a reasonable amount of time as determined by the City to implement said
corrective measures. Failure of CONSULTANT to implement required corrective measures shall
result in immediate termination of this Agreement.
INSURANCE REQUIREMENTS.
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A. The CONSULTANT, at the CONSULTANT’s own cost and expense, shall procure and
maintain, for the duration of the contract, the following insurance policies:
1. Workers Compensation Insurance as required by law. The Consultant shall require all
subcontractors similarly to provide such compensation insurance for their respective
employees. Any notice of cancellation or non-renewal of all Workers’ Compensation
policies must be received by the CITY at least thirty (30) days prior to such change. The
insurer shall agree to waive all rights of subrogation against the CITY, its officers, agents,
employees, and volunteers for losses arising from work performed by the CONTRACTOR
for City.
2. General Liability Coverage. The CONSULTANT shall maintain commercial general
liability insurance in an amount of not less than two million dollars ($2,000,000) per
occurrence for bodily injury, personal injury, and property damage. If a commercial
general liability insurance form or other form with a general aggregate limit is used,
either the general aggregate limit shall apply separately to the work to be performed
under this Agreement or the general aggregate limit shall be at least twice the required
occurrence limit.
3. Automobile Liability Coverage. The CONSULTANT shall maintain automobile liability
insurance covering bodily injury and property damage for all activities of the
CONSULTANT arising out of or in connection with the work to be performed under this
Agreement, including coverage for owned, hired, and non-owned vehicles, in an
amount of not less than one million dollars ($1,000,000) combined single limit for each
occurrence.
4. Professional Liability Coverage. The CONSULTANT shall maintain professional errors and
omissions liability insurance for protection against claims alleging negligent acts, errors,
or omissions which may arise from the CONSULTANT’S operations under this Agreement,
whether such operations be by the CONSULTANT or by its employees, subcontractors,
or subconsultants. The amount of this insurance shall not be less than one million dollars
($1,000,000) on a claims-made annual aggregate basis, or a combined single-limit-per-
occurrence basis. When coverage is provided on a “claims made basis,” CONSULTANT
will continue to renew the insurance for a period of three (3) years after this Agreement
expires or is terminated. Such insurance will have the same coverage and limits a s the
policy that was in effect during the term of this Agreement, and will cover CONSULTANT
for all claims made by CITY arising out of any errors or omissions of CONSULTANT, or its
officers, employees or agents during the time this Agreement was in effect.
B. Endorsements. Each general liability, automobile liability and professional liability insurance
policy shall be issued by a financially responsible insurance company or companies
admitted and authorized to do business in the State of California, or which is approved in
writing by City, and shall be endorsed as follows. CONSULTANT also agrees to require all
contractors, and subcontractors to do likewise.
1. “The CITY, its elected or appointed officers, officials, employees, agents, and volunteers
are to be covered as additional insureds with respect to liability arising out of work
performed by or on behalf of the CONSULTANT, including materials, parts, or equipment
furnished in connection with such work or operations.”
2. This policy shall be considered primary insurance as respects the CITY, its elected or
appointed officers, officials, employees, agents, and volunteers. Any insurance
maintained by the CITY, including any self-insured retention the CITY may have, shall
be considered excess insurance only and shall not contribute with this policy.
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3. This insurance shall act for each insured and additional insured as though a separate
policy had been written for each, except with respect to the limits of liability of the
insuring company.
4. The insurer waives all rights of subrogation against the CITY, its elected or appointed
officers, officials, employees, or agents.
5. Any failure to comply with reporting provisions of the policies shall not affect coverage
provided to the City, its elected or appointed officers, officials, employees, agents, or
volunteers.
6. The insurance provided by this policy shall not be suspended, voided, canceled, or
reduced in coverage or in limits except after thirty (30) days written notice has been
received by the CITY.
C. CONSULTANT agrees to provide immediate notice to CITY of any claim or loss against
Contractor arising out of the work performed under this agreement. CITY assumes no
obligation or liability by such notice, but has the right (but not the duty) to monitor the
handling of any such claim or claims if they are likely to involve CITY.
D. Any deductibles or self-insured retentions must be declared to and approved by the CITY.
At the CITY’s option, the CONSULTANT shall demonstrate financial capability for payment
of such deductibles or self-insured retentions.
E. The CONSULTANT shall provide certificates of insurance with original endorsements to the
CITY as evidence of the insurance coverage required herein. Certificates of such insurance
shall be filed with the CITY on or before commencement of performance of this
Agreement. Current certification of insurance shall be kept on file with the CITY at all times
during the term of this Agreement.
F. Failure on the part of the CONSULTANT to procure or maintain required insurance s hall
constitute a material breach of contract under which the CITY may terminate this
Agreement pursuant to Section 11 above.
G. The commercial general and automobile liability policies required by this Agreement shall
allow City, as additional insured, to satisfy the self-insured retention (“SIR”) and/or
deductible of the policy in lieu of the Consultant (as the named insured) should Consultant
fail to pay the SIR or deductible requirements. The amount of the SIR or deductible shall
be subject to the approval of the City Attorney and the Finance Director. Consultant
understands and agrees that satisfaction of this requirement is an express condition
precedent to the effectiveness of this Agreement. Failure by Consultant as primary insured
to pay its SIR or deductible constitutes a material breach of this Agreement. Should City
pay the SIR or deductible on Consultant’s behalf upon the Consultant’s failure or refusal to
do so in order to secure defense and indemnification as an additional insured under the
policy, City may include such amounts as damages in any action against Consultant for
breach of this Agreement in addition to any other damages incurred by City due to the
breach.
USE OF OTHER CONSULTANTS. CONSULTANT must obtain CITY’s prior written approval to use
any sub-consultants while performing any portion of this Agreement. Such approval must
include approval of the proposed consultant and the terms of compensation.
FINAL PAYMENT ACCEPTANCE CONSTITUTES RELEASE. The acceptance by the CONSULTANT
of the final payment made under this Agreement shall operate as and be a release of the
CITY from all claims and liabilities for compensation to the CONSULTANT for anything done,
furnished or relating to the CONSULTANT’S work or services. Acceptance of payment shall be
any negotiation of the CITY’S check or the failure to make a written extra compensation claim
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within ten (10) calendar days of the receipt of that check. However, approval or payment
by the CITY shall not constitute, nor be deemed, a release of the responsibility and liability of
the CONSULTANT, its employees, sub-consultants and agents for the accuracy and
competency of the information provided and/or work performed; nor shall such approval or
payment be deemed to be an assumption of such responsibility or liability by the CITY for any
defect or error in the work prepared by the Consultant, its employees, sub-consultants and
agents.
CORRECTIONS. In addition to the above indemnification obligations, the CONSULTANT shall
correct, at its expense, all errors in the work which may be disclosed during the City’s review
of the Consultant’s report or plans. Should the Consultant fail to make such correction in a
reasonably timely manner, such correction shall be made by the CITY, and the cost thereof
shall be charged to the CONSULTANT. In addition to all other available remedies, the City
may deduct the cost of such correction from any retention amount held by the City or may
withhold payment otherwise owed CONSULTANT under this Agreement up to the amount of
the cost of correction.
NON-APPROPRIATION OF FUNDS. Payments to be made to CONSULTANT by CITY for services
preformed within the current fiscal year are within the current fiscal budget and within an
available, unexhausted fund. In the event that CITY does not appropriate sufficient funds for
payment of CONSULTANT’S services beyond the current fiscal year, the Agreement shall cover
payment for CONSULTANT’S services only to the conclusion of the last fiscal year in which CITY
appropriates sufficient funds and shall automatically terminate at the conclusion of such fiscal
year.
NOTICES. All communications to either party by the other party will be deemed made when
received by such party at its respective name and address as follows:
CITY CONSULTANT
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
ATTN:
ATTN:
Any such written communications by mail will be conclusively deemed to have been received
by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly
addressed as noted above. In all other instances, notices will be deemed given at the time of
actual delivery. Changes may be made in the names or addresses of persons to whom notices
are to be given by giving notice in the manner prescribed in this paragraph. Courtesy copies of
notices may be sent via electronic mail, provided that the original notice is deposited in the U.S.
mail or personally delivered as specified in this Section.
A. SOLICITATION. CONSULTANT maintains and warrants that it has not employed nor retained
any company or person, other than CONSULTANT’s bona fide employee, to solicit or
secure this Agreement. Further, CONSULTANT warrants that it has not paid nor has it
agreed to pay any company or person, other than CONSULTANT’s bona fide employee,
any fee, commission, percentage, brokerage fee, gift or other consideration contingent
upon or resulting from the award or making of this Agreement. Should CONSULTANT
breach or violate this warranty, CITY may rescind this Agreement without liability.
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B. THIRD PARTY BENEFICIARIES. This Agreement and every provision herein is generally for the
exclusive benefit of CONSULTANT and CITY and not for the benefit of any other party.
There will be no incidental or other beneficiaries of any of CONSULTANT’s or CITY’s
obligations under this Agreement.
C. INTERPRETATION. This Agreement was drafted in, and will be construed in accordance
with the laws of the State of California, and exclusive venue for any action involving this
agreement will be in Los Angeles County.
D. ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire
understanding of the parties. There are no other understandings, terms or other
agreements expressed or implied, oral or written.
E. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this
Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a
whole, and in accordance with its fair meaning; it will not be interpreted strictly for or
against either Party.
F. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action
has been taken by the Parties to authorize the undersigned to execute this Agreement
and to engage in the actions described herein. This Agreement may be modified by
written amendment with signatures of all parties to this Agreement. CITY’s city manager,
or designee, may execute any such amendment on behalf of CITY.
ACCEPTANCE OF FACSIMILE OR ELECTRONIC SIGNATURES. The Parties agree that this
Contract, agreements ancillary to this Contract, and related documents to be entered into
in connection with this Contract will be considered signed when the signature of a party is
delivered by facsimile transmission or scanned and delivered via electronic mail. Such
facsimile or electronic mail copies will be treated in all respects as having the same effect as
an original signature.
FORCE MAJEURE. Should performance of this Agreement be impossible due to fire, flood,
explosion, war, embargo, government action, civil or military authority, the natural elements,
or other similar causes beyond the Parties’ control, then the Agreement will immediately
terminate without obligation of either party to the other.
TIME IS OF ESSENCE. Time is of the essence to comply with dates and schedules to be
provided.
ATTORNEY’S FEES. The parties hereto acknowledge and agree that each will bear his or its own
costs, expenses and attorneys' fees arising out of and/or connected with the negotiation,
drafting and execution of the Agreement, and all matters arising out of or connected
therewith except that, in the event any action is brought by any party hereto to enforce this
Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees
and costs in addition to all other relief to which that party or those parties may be entitled.
STATEMENT OF EXPERIENCE. By executing this Agreement, CONSULTANT represents that it has
demonstrated trustworthiness and possesses the quality, fitness and capacity to perform the
Agreement in a manner satisfactory to CITY. CONSULTANT represents that its financial
resources, surety and insurance experience, service experience, completion ability,
personnel, current workload, experience in dealing with private consultants, and e xperience
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in dealing with public agencies all suggest that CONSULTANT is capable of performing the
proposed contract and has a demonstrated capacity to deal fairly and effectively with and
to satisfy a public agency.
OWNERSHIP OF DOCUMENTS. It is understood and agreed that the City shall own all
documents and other work product of the Consultant, except the Consultant’s notes and
workpapers, which pertain to the work performed under this Agreement. The City shall have
the sole right to use such materials in its discretion and without further compensation to the
Consultant, but any re-use of such documents by the City on any other project without prior
written consent of the Consultant shall be at the sole risk of the City.
USE OF LOGO. The City grants the Consultant permission to use its name, logo and/or
trademark in deliverables produced by the Consultant on the behalf of the City, such as
written reports, presentation slides, press releases, social media graphics, and other public
outreach materials. The CITY’s prior review of artwork and written approval is required for any
use of CITY logo. CITY will provide an electronic copy of the most current logo to the
CONTRACTOR for use in materials. The CONTRACTOR will, in turn, only use the most current
logo of the CITY.
DISCLOSURE REQUIRED. (City and Consultant initials required at one of the following
paragraphs)
By their respective initials next to this paragraph, City and Consultant hereby acknowledge that
Consultant is a “consultant” for the purposes of the California Political Reform Act because
Consultant’s duties would require him or her to make one or more of the governmental decisions
set forth in Fair Political Practices Commission Regulation 18700.3(a) or otherwise serves in a staff
capacity for which disclosure would otherwise be required were Consultant employed by the
City. Consultant hereby acknowledges his or her assuming-office, annual, and leaving-office
financial reporting obligations under the California Political Reform Act and the City’s Conflict of
Interest Code and agrees to comply with those obligations at his or her expense. Prior to
consultant commencing services hereunder, the City’s Manager shall prepare and deliver to
consultant a memorandum detailing the extent of Consultant’s disclosure obligations in
accordance with the City’s Conflict of Interest Code.
City Initials ______
Consultant Initials ______
OR
By their initials next to this paragraph, City and Consultant hereby acknowledge that Consultant
is not a “consultant” for the purpose of the California Political Reform Act because Consultant’s
duties and responsibilities are not within the scope of the definition of consultant in Fair Political
Practice Commission Regulation 18700.3(a) and is otherwise not serving in staff capacity in
accordance with the City’s Conflict of Interest Code.
City Initials ______
Consultant Initials ______
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COMPLIANCE WITH COVID-19 VACCINATION POLICY. All CONSULTANT’S employees, agents,
officers and subcontractors who will be physically present in the City and have contact with
City officials and employees or with the public shall be fully vaccinated from COVID-
19. CONSULTANT agrees to certify in writing to CITY that it complies with the foregoing.
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first
hereinabove written.
CITY OF HERMOSA BEACH CONSULTANT
[MAYOR/CITY MANAGER] By: NAME/TITLE
ATTEST:
Susan Morrow, Interim City Clerk Taxpayer ID No.
APPROVED AS TO FORM:
Michael Jenkins, City Attorney
6.3 Required Forms
6.3.1 Certification of Proposal
RFP #: _________
The undersigned hereby submits its proposal and agrees to be bound by the terms and
conditions of this Request for Proposal (RFP).
1. Proposer declares and warrants that no elected or appointed official, officer or
employee of the City has been or shall be compensated, directly or indirectly, in
connection with this proposal or any work connected with this proposal. Should
any agreement be approved in connection with this Request for Proposal,
Proposer declares and warrants that no elected or appointed official, officer or
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employee of the City, during the term of his/her service with the City shall have any
direct interest in that agreement, or obtain any present, anticipated or future
material benefit arising therefrom.
2. By submitting the response to this request, Proposer agrees, if selected to furnish
services to the City in accordance with this RFP.
3. Proposer has carefully reviewed its proposal and understands and agrees that the
City is not responsible for any errors or omissions on the part of the Proposer and
that the Proposer is responsible for them.
4. It is understood and agreed that the City reserves the right to accept or reject any
or all proposals and to waive any informality or irregularity in any proposal received
by the City.
5. The proposal response includes all of the commentary, figures and data required
by the Request for Proposal
6. The proposal shall be valid for 90 days from the date of submittal.
7. Proposer acknowledges that the City may issue addendums related to this RFP and
that the proposer has reviewed the following addendums which have been issued:
Addendum: _____________________________
Addendum: _____________________________
Addendum: _____________________________
Addendum: _____________________________
8. Proposer further acknowledges the provisions of any addendums issued have
been incorporated into their proposal.
Signature of Authorized Representative:
____________________________________________
Printed Name and Title:
____________________________________________
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6.3.2 Non-Collusion Affidavit
RFP #: _________
The undersigned declares states and certifies that:
1. This proposal is not made in the interest of or on behalf of any undisclosed person,
partnership, company, association, organization or corporation.
2. This proposal is genuine and not collusive or sham.
3. I have not directly or indirectly induced or solicited any other Proposer to put in a
false or sham proposal and I have not directly or indirectly colluded, conspired,
connived, or agreed with any other Proposer or anyone else to put in a sham
proposal or to refrain from submitting to this RFP.
4. I have not in any manner, directly or indirectly, sought by agreement,
communication, or conference with anyone to fix the proposal price or to fix any
overhead, profit or cost element of the proposal price or to secure any advantage
against the City of Hermosa Beach or of anyone interested in the proposed
contract.
5. All statements contained in the Proposal and related documents are true.
6. I have not directly or indirectly submitted the proposal price or any breakdown
thereof, or the contents thereof, or divulged information or data relative thereto,
or paid, and will not pay, any fee to any person, corporation, partnership,
company, association, organization, RFP depository, or to any member or agent
thereof, to effectuate a collusive or sham proposal.
7. I have not entered into any arrangement or agreement with any City of Hermosa
Beach public officer in connection with this proposal.
8. I understand collusive bidding is a violation of State and Federal law and can result
in fines, prison sentences, and civil damage awards.
Signature of Authorized Representative:
____________________________________________
Printed Name and Title:
____________________________________________
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6.3.3 Compliance with Insurance Requirements
RFP #: _________
The selected consultant will be expected to comply with the City’s insurance
requirements contained within this RFP.
The undersigned declares states and certifies that:
1. Proposer agrees, acknowledges and is fully aware of the insurance requirements
as specified in the Request for Proposal.
2. If selected, proposer agrees to accept all conditions and requirements as
contained therein.
Signature of Authorized Representative:
____________________________________________
Printed Name and Title:
____________________________________________
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6.3.4 Acknowledgement of Professional Services Agreement
RFP #: _________
The selected consultant will be expected to comply with and sign the City’s Professional
Services Agreement. Proposers should identify and/or indicate any exceptions to the
Sample Professional Services Agreement included in Section 6.2. The City Attorney or their
designee retains the discretion to accept or reject proposed exceptions or modifications
to the City’s Professional Services Agreement.
1. Proposer agrees, acknowledges and is fully aware of the conditions specified in
the City’s Sample Professional Services Agreement.
2. Proposer agrees to accept all conditions and requirements as contained therein
with exceptions noted as follows:
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
_______________________________________________________________________________
__________________________________________
Signature of Authorized Representative:
____________________________________________
Printed Name and Title:
____________________________________________
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Request for Proposal No. 22-001
Parks and Recreation Master Planning
Project Management Services
to:
City of Hermosa Beach
Community Resources Department
April 28, 2022
Prepared By:
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Table of Contents
Cover Letter 2
Firm Profile 3
Project Understanding and Approach to Scope of Work 4
Project Management Plan 7
Experience and Qualifications 24
Required Forms 26
Cost Proposal Separate Envelope
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April 28, 2022
Lisa Nichols
City of Hermosa Beach
Community Resources Manager
Community Resources Department
710 Pier Avenue
Hermosa Beach, CA 90254
RE: Parks and Recreation Master Planning Project Management Services
Dear Ms. Nichols and Consultant Selection Committee,
Catalyst Consulting is very pleased to submit this proposal for the Parks and Recreation
Master Planning Project Management Services for the City of Hermosa Beach. I am excited
about this project and what the results will mean to the residents of Hermosa Beach.
I have always been passionate about public service and been fortunate to ha ve served at
the highest levels of management for over 40 years. I have extensive experience in
managing a variety of Parks and Recreation Master Planning projects for the City of Torrance
in my position as the Community Services Director. With regard to my involvement in large
capital improvement projects, I served as the Project Manager for the design and build of
the $3,500,000 Dee Hardison Sports Center; the $1,500,000 Madrona Marsh Nature Center;
and the $3,200,000 Toyota Sports Complex. I also have a great deal of experience in the
development and implementation of many general park improvements including installation
of playground equipment, Splash Pad, turf renovations, outdoor large picnic spaces, and the
design of active open space sports areas.
I believe that due to my recent experiences and knowledge gained serving as the Interim
Community Resources Manager for the City of Hermosa Beach, I can bring a very focused
and strategic approach that will serve as an advantage for both the city and residen ts. I
have a deep understanding of the residents recreational and open space needs, and am
equally knowledgeable of the city’s goals and objectives in order to meet their communities
recreational needs.
I welcome the opportunity to meet in person and present my approach and qualifications to
perform this exciting project.
Sincerely,
John Jones
Catalyst Consulting,
Principal Owner
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FIRM PROFILE
Catalyst Consulting started on December 20, 2020, with the business being
conducted by “An Individual” serving as a DBA for John Riley Jones, who is the
only employee and Principal Owner for this company. The official name and
address are as follows:
Catalyst Consulting
26545 Hawkhurst Drive
Rancho Palos Verdes, CA. 90275
Principal Owner: Mr. John Jones
Primary Contact #: (310) 702-1102
www.CatalystConsulting.info
My Federal I.D. Number is 554-31-9329
My place of business is listed above and I do not have a fax number. Catalyst
Consulting is not owned by any other organization or individual, and is solely
under the control of John Riley Jones. Mr. Jones has been owner of Catalyst
Consulting since December 20, 2020 and has been in the consulting business for
a little over 1 year 4 months at the time of this submittal.
I have over 40 years of experience as a Recreation Professional and have
extensive experience in managing many large capital projects for the City of
Torrance as I served as the Community Services Director. With regard to my
involvement in large capital improvement projects, I served as the Project
Manager for the design and build of the $3,500,000 Dee Hardison Sports Center;
the $1,800,000 Madrona Marsh Nature Center; and the $3,200,000 Toyota Sports
Complex. I also have a great deal of experience in the development and
implementation of many general park improvements including installation of
playground equipment, Splash Pad, turf renovations, outdoor large picnic spaces,
and the design of active open space sports areas. I have not had any failures to
complete a contract.
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PROJECT UNDERSTANDING AND APPROACH TO SCOPE OF WORK
The City of Hermosa Beach is seeking to develop a new Parks and Recreation
Master Plan that is concise, user-friendly, and visionary with regards to the health
and vibrancy of the City’s parks, recreation programs, and open spaces. The
purpose of the Master Plan is to create a clear set of objectives that will provide
direction to City staff, the Parks, Recreation and Community Resources Advisory
Commission, the Public Works Commission, and the City Council for rehabilitation
and improvement, potential development and expansion, enhancement and
maintenance of the City’s parks open system, recreation facilities, and Recreation
Services programs and services for the short-term, mid-term, and long-term.
The scope of this RFP is to select an individual or firm to serve as the Project
Manager and represent the City’s interests in adopting a new Parks and Recreation
Master Plan. The Project Manager will serve as the agent of the City, and be
responsible for the development and issuance of the Request for Proposal (RFP)
for a Park Master Plan consultant, and act as the liaison to the consultant team
selected to develop the Parks and Recreation Master Plan.
I recognize that the need for this Master Plan is to provide direction and strategic
goals for the next five to twenty-five years. To achieve that end, the expectations
for the Project Manager are as follows:
1. Develop, Solicit and Execute an RFP for a Park Master Plan
Consultant. (estimated timeline to complete: 6 months)
To lead and manage: 1) The RFP Process to get the Parks and Recreation
Master Plan out to bid will consist of developing a Draft RFP and meeting
with both the Parks, Recreation and Community Resources and Public
Works Commissions for final review before bringing the Final Draft RFP to
City Council for approval. 2) Execute the RFP by throwing a broad net out
to Park Master Plan Consultant Firms. 3) Once bids are received, review
with identified staff members the proposals submitted and interview the
top consultant teams. 4) Provide a recommendation to the City Council on
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the selection of the consultant to implement the Parks and Recreation
Master Plan. 5) Gain formal approval from the City Council for a contract
with selected consultant and gain direction from the City Council to work
with the City Manager or designated representative to form and appoint a
working group based on criteria/groups identified by the City Council.
2. Once approved, the Project Manager will coordinate signature of
contracts and provide oversight and management of the Park
Master Plan Consultant.
Provide guidance and direction to the Park Master Plan Consultant for: 1)
Posting/distributing public information announcements, website updates,
workshop agendas/reports, to gain a broader base of participation from the
community. 2) Work with the City to schedule times and facilities
reservations for meetings, workshops, and focus groups. 3) Serve as liaison
with the appropriate decision-making bodies. 4) Provide stakeholder
information as needed to conduct community engagement and participate
in all or as many of the events as possible.
3. Project Manager will coordinate with Park Master Plan Consultant
to accomplish the following: (estimated timeline to complete: 18
months)
• Inventory of Existing Facilities.
• Recreation Needs Assessment through Community Engagement.
• Goals, Strategies and Park Improvements.
• Financial Evaluation and Prioritization.
• Funding, Implementation and Ongoing Maintenance.
• Implementation of a Quality Control Tracking System to ensure Quality
Assurance.
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4. Project Manager will work with the Park Master Plan Consultant to
coordinate Progress Reporting.
To hold progress meetings with the Consultant at minimum of one (1) time
per month until the Master Plan is completed: 1) The consultant shall supply
a digital copy of all completed or partially completed reports, studies,
forecasts, maps or plans as deemed necessary at least three (3) working
days before each progress meeting, 2) These progress meetings will be
scheduled as necessary, at key times during the development of the Parks
and Recreation Master Plan.
5. Project Manager will provide guidance for the Park Master Plan
Consultant on the development of the Final Plan and Supporting
Materials.
The Parks and Recreation Master Plan must include the following: 1) Written
goals, plans, objectives, and policy statements that articulate a clear vision
and "road map" and model for the City of Hermosa Beach's future. 2) A
summary of existing conditions, inventories and Level of Service analysis.
3) Charts, graphs, maps and other data as needed to support the plan and
its presentation to the appropriate audiences. 4) An Action Plan. 5)
Deliverables will include a digital draft for review and a digital final copy of
the Final Master Plan, in PDF and original editable format.
ORGANIZATIONAL CHART
SINGLE ENTITY
John Jones, Principal Owner
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ROLES AND RESPONSIBLITIES FOR CITY STAFF
• Process and distribute data requests.
• Post/distribute public information announcements, website updates,
workshop agendas/reports.
• Prepare and execute agreements with all entities.
• Assist with print services.
• Identify the members of the Working Group.
• Schedule times and facilities reservations for meetings, focus groups
and workshops.
• Upon contract award, City will provide copies of available records.
• Act as liaison with the appropriate decision-making bodies.
PROJECT MANAGEMENT PLAN
I propose a comprehensive planning approach to address the requirements of
serving as the Project Manager as well as managing the selected Consultant for
the Parks and Recreation Master Plan Project. This comprehensive planning
approach will deliver a living and working document that provides guidance for
both short-term and long-term goals in a financially sustainable and achievable
manner. Following is a detailed approach to develop the Plan related to
implementing specific actions items once the selected Park Master Plan Consultant
(PMPC) is selected.
Scope of Work
Task 1: Work Plan (Project Management, Progress Reporting, and Data
Review)
Kick-off Meeting & Project Management – The Project Manager will coordinate
a kick-off meeting that should be attended by the key City staff and selected PMPC
Team members to confirm project goals, objectives, and expectations that will
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help guide actions and decisions of the Consulting Team. Detailed steps of this
task include:
• Confirmation and Outcomes – The project goals, objectives, scope, and
schedule will be confirmed. Discuss expectations of the completed project.
• Communications – Confirmation on lines of communication, points of
contact, level of involvement by City staff and local leaders, and other related
project management details. Also, protocols and procedures for scheduling
meetings should be agreed upon.
• Progress Reporting – The Project Manager will coordinate with the selected
PMPC to hold meetings as often as necessary, but no less than once per month
until the final plan is approved by the City Council. The Project Manager will
coordinate with the PMPC to supply the City representative with copies of all
completed or partially completed reports, studies, forecasts, maps or plans as
deemed necessary at least three (3) calendar days before each progress
meeting.
• Project Branding and Social Media Strategy – The Project Manager and
PMPC will work with the City to develop a project brand for the Plan. This could
include specific Project Name, Logo, Hashtags, etc. and will be woven into all
aspects of project communication and outreach.
• Prepare Database of Stakeholders – The Project Manager and PMPC will
work with the City who will gather contact information from a variety of sources
within the City. This information will be used in the key leadership/focus group
interview portion of the Master Plan.
Meetings – City staff review meeting of scope, timeline, benchmarks, deliverables
(Project Manager, PMPC and City staff), and work plan.
Deliverables – Work timeline, updated periodically (if needed); updated and
detailed work scope (if necessary); Identify information and data needed from
City staff; and Identify relevant stakeholders.
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Task 2: City Policy and Standards Review Regarding Park Infrastructure
The Project Manager and PMPC will work with City staff on assembling for review
all existing City of Hermosa Beach strategic planning documents to confirm
relevance and value with the final Park Master Plan recommendations.
The Project Manager in coordination with the PMPC will coordinate a meeting with
City staff for a facility walk-through to review current park conditions and
maintenance practices, as well as City standards and policies in order to collect
and utilize City staff’s existing documentation effectively regarding park
infrastructure.
Meetings: Intra-Department City staff meeting, and staff meeting to review
findings.
Materials to be provided by city:
• City Comprehensive Plan (General Plan): to include the new and updated
document.
• Park & Open Space ‘As-Built’ Plans and/or GIS base maps.
• Maintenance policies, procedures, handbooks, and schedules.
• List of Recreational Services/Programs.
• City details and specifications.
Deliverables: The Project Manager will coordinate with the selected PMPC to
provide a digital Draft and Final Report summarizing existing infrastructure;
proposed improvements and associated plans; and recommendations related to
improved/enhanced maintenance practices and policies. The report will also
identify facility and program gaps, and provide suggestions for the most feasible
means to address these gaps through new projects, alterative services delivery
approaches, new/updated policies and/or modification to existing capital
improvement projects.
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Task 3: Existing Parks, Facilities & Programs Inventory/Analysis
A. Assessment of Existing Parks, Facilities and Programs – The Project
Manager will work with the PMPC team to compile a comprehensive
inventory and analysis of all programs/services offered by the City. The
inventory will also include an analysis of the user groups and times of usage
for primary facilities. An analysis of the City’s recreational programs will
be performed as part of this task to determine the level of recreational
needs currently being served by the City, and to identify those recreational
areas that are lacking or not being offered in Hermosa Beach. The Team
will also review and analyze existing recreation locations (city/county/state-
public) to expand the City’s recreational facilities, related operating
maintenance requirements, and identifying potential revenue sources, and
operating/maintenance requirements. The inventory and analysis will
include an extensive overview for each individual park and recreational
facility.
B. Park Classifications and level of Service Standards – The Project
Manager and PMPC Team will analyze the City’s park types and reassess
the categories and naming conventions to reflect changes and in
anticipation of future changes in the system. Also, park classifications,
design standards, and preferred facility standards for all park sites, trails,
open space amenities including common areas and indoor and outdoor
facilities will be provided. These classifications will consider size, population
served, length of stay, and amenity types/services. Facility standards
include level of service standards and the population served per
recreational facilities and park amenities. Any new or modified
classification standard will be approved as required. These classifications
will consider size, population served, length of stay, and amenity
types/services and will factor in NRPA’s standard and California specific.
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C. Geographical Analysis through Mapping – The Project Manager and
PMPC Team will work with the City to determine appropriate GIS mapping.
This includes mapping by classification and major amenities by facility
standards as applied to population density and geographic areas. A service
area is defined as a measured area around a park or amenity whose radius
encompasses the population associated with the appropriate facility
standard for each park classification and amenity. Using the facility
standards and service areas provided by the Consulting Team for each park
and major facility type, a series of maps by each park classification and
major amenities will be prepared. This mapping will identify gaps and
overlaps in service area. It is assumed that the City will provide base GIS
information including inventory and general location of park sites and
amenities. The Project Manager will coordinate with the Consultant Team
to provided maps in digital format (Adobe Acrobat PDF format), hard copy,
and raw GIS data in a format compatible with that of the existing or
designated city of Hermosa Beach GIS system.
Meetings:
• City staff and maintenance review meetings.
• Hermosa Beach Unified School District.
Deliverables:
• The Project Manager will coordinate with the selected PMPC to provide a
HBUSD meeting agenda.
• Existing and Potential Recreation Facilities and Programs
Inventory/Analysis Draft Final Report. A comprehensive assessment form
will be created of each park. A spreadsheet will summarize key attributes
of all parks and facilities and serve as the basis for the development of the
Master Plan recommendations.
• Park Classifications and Level of Service Standards.
• Gap Analysis Plans.
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Task 4: Demographics Analysis
A. Demographic & Recreation Trends Analysis – The Project Manager and
PMPC Team will utilize the City of Hermosa Beach’s projections and
supplement with census tract demographic data obtained from
Environmental Systems Research Institute, Inc. For comparison purposes
data will also be obtained from the U.S. Census Bureau. This analysis will
provide an understanding of the demographic environment for the following
reasons:
• To understand the market areas served by the City of Hermosa Beach
and distinguish customer groups.
• To determine changes occurring in the City of Hermosa Beach and the
region, and assist in making proactive decisions to accommodate those
shifts.
• Provide the basis for Equity Mapping and Service Area Analysis.
The demographic analysis will be based on the US 2010 Census Information, 2020
updated projections, and 5- and 10-year projections. The following demographic
characteristics will be included:
• Population density; Age distribution; Households; Gender; Ethnicity;
Household Income.
The analysis will also identify underserved user groups, including the disabled and
dog owners. From the demographic base data, sports, recreation, and outdoor
trends are applied to the local populace to assist in determining the potential
participation base within the community. Demographics to review will include City
Demographic information (2010 & 2020 US Census data); Hermosa Beach School
District data; National Parks and Recreation Society survey data; and the
California Parks and Recreation survey data.
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Task 5: Gather and Assess Community Needs
The Project Manager and PMPC Team will utilize a robust public input process to
solicit community input on how the recreation system and programs meet the
needs of the residents into the future. This task is an integral part of the planning
process. A wide range of community/participation methods may be utilized with
traditional public meetings. The Project Manager will coordinate with the PMPC
the preparation of a community outreach agenda to include the number and types
of meetings which will be held. Also, a statistically-valid needs assessment survey
will be conducted to identify community needs and issues related to recreation
programs and facilities. Specific tasks include:
A. Public Engagement/Advocacy Strategy – The public engagement
process will work hand-in-hand with the development of an advocacy
strategy for the Master Plan.
B. Key Leadership/Focus Group/Stakeholder Interviews and Public
Meetings/Workshops - The Project Manager will coordinate with the
PMPC Team to develop content and promotional materials for the Park
Master Plan Project including flyers, website and social media content, and
handouts. The Project Manager will coordinate with the PMPC Team to
perform community wide workshops, town halls, and/or walking tours as
well as conduct focus groups and key leadership interviews with the
community to evaluate their vision for recreation in the Hermosa Beach
community.
This will include facilitating the following meetings:
o Minimum of three (3) community wide workshops, town halls, and/or
walking tours;
o Minimum of six (6) working group meetings;
o Conduct a series of at least five (5) focus group/stakeholder group
meetings to be organized by geography or recreational activity; and
o Prepare and analyze the results of an online community survey.
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Presentation of Materials - The Project Manager and PMPC Team will present
materials at:
o Minimum of three (3) meetings of the Parks, Recreation, and
Community Resources Advisory Commission;
o Minimum of one (1) meeting of the Public Works Commission;
o Minimum of one (1) joint meeting of the Public Works Commission;
Planning Commission, Parks, Recreation and Community Resource
Advisory Commission and City Council;
o Minimum of one (1) meeting with the Hermosa Beach City Council to
consider adoption of the Park Master Plan.
During these meetings the selected PMPC will gain an understanding of the
community values, as well as determine the priority for recreation facilities
and programming needs of the City. It will be important to get maximum
media exposure to inform citizens of the purpose and importance of the
meetings and clearly note time and locations. These meetings would offer
the public an opportunity to participate in the planning process and to
provide feedback on the proposed options. The purpose of these meetings
will be to ensue opportunities for the general public to discuss their
priorities and perceptions surrounding community services. These meetings
will also afford the opportunity to subtly educate the public on the
opportunities, benefits, and constraints of the Community Resources
Department.
C. Electronic Survey - The Project Manager and PMPC Team will also create
an online survey. This survey will be promoted through the Project website
and the City’s website and promotional mediums to maximize outreach and
response rates. These surveys would provide quantitative data and
guidance in addition to the stakeholder and focus groups in regards to the
recommendations for park amenities, specific programs, facility
components, usage, and pricing strategies.
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D. Statistically-Valid Survey - The Project Manager will coordinate with the
PMPC Team to create a random, scientifically valid community-wide
household survey to quantify knowledge, need, unmet need, priorities and
support for system improvements that include facility, programming, and
park needs of the City.
E. Real-time Customer Feedback Application - The Project Manager will
coordinate with the PMPC Team to provide a real time, GPS location-based
customer feedback app for the community to participate in the Master
Planning process. As technology evolves and more millennials use apps
and mobile devices to engage, this will provide for a customized App based
tool for the City to obtain feedback from any specific site or GPS location
from the diverse community members during the entire process.
Meetings:
• (3) Community wide workshops, town halls, and/or walking tours;
• (6) Working group meetings;
• (5) Focus group/stakeholder group meetings;
• (3) Parks, Recreation, and Community Resources Advisory Commission
meetings;
• (1) Public Works Commission meeting;
• (1) Joint meeting of the Public Works Commission, Planning Commission,
Parks, Recreation and Community Resources Advisory Commission and City
Council meeting; and
• (1) City Council Presentation meeting for adoption of the Park Master Plan.
Deliverables:
• Community Meeting Agendas and Reports – one for each meeting.
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• Working Group Meeting Agendas and Reports – one for each meeting.
• Focus Groups/Stakeholders Meeting Agendas and Reports – one for each
meeting.
• Parks, Recreation, and Community Resources Advisory Commission Study
Session Agenda and Reports – one for each meeting.
• Community Survey Sample and final Draft for Parks, Recreation, and
Community Resources Advisory Commission Review.
• Survey results and Survey analysis report.
Task 6: Facility Master Plan & Opportunity Sites
1. Prioritized Facility Priority Rankings - The Project Manager will
coordinate with the PMPC Team to synthesize the findings from the
community input, survey results, standards, demographics and trends
analysis, park. beach and facility assessment, services assessment and the
service area mapping into a quantified facility priority ranking. The analysis
will include probable future parks; facilities; open spaces and trail needs
based on community input; as well as California and National user figures
and trends.
2. Capital Improvement Plan – It is recommended to develop a three-tier
capital improvement plan that will assist the City of Hermosa Beach in the
inevitable and continuous rebalancing of priorities and associated
expenditures. This Plan will outline priorities for maintenance, repair, and
rehabilitation of existing parks, trails, and open space infrastructure, as well
as opportunities for enhancement, expansion, and the introduction of new
infrastructure. Cost estimates will be provided for all project
recommendations. Recommendations will also reflect incremental staffing
required above current maintenance staffing levels. Existing infrastructure
that should not be replaced will be identified and all capital projects will be
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incorporated into short-term, mid-term, and long-term capital
improvement programs.
3. Conceptual Planning - The Project Manager will coordinate with the PMPC
Team to create a site master plan and a written summary for each individual
park. These plans will identify “Opportunity Sites”, areas within Hermosa
Beach where parkland or open space could be acquired to expand
recreational areas.
Meetings:
• City staff initial review of plans.
• City staff to finalize plans.
Deliverables:
• Site Master Plans
Task 7: Draft Park Master Plan Report
The Draft Parks and Recreation Master Plan Report will analyze all of the data
from the previous tasks and synthesize that information into a comprehensive
report. The Project Manager and the PMPC Team will make a recommendation
which consider the current and future needs related to parks; conditions of
existing facilities; and cost estimates of modifications related to how the
current parks, trails, open space, and recreational facilities should be
maintained, modified, or enhanced to serve short, medium and long term
needs of the community. The recommendations and prioritization of
recreational needs will be reviewed and discussed at a community meeting and
with the Parks, Recreation and Community Resources Advisory Commission.
The Project Manager and PMPC Team will work with City staff in preparing the
draft Park Master Plan Report. This report will include a matrix that summarizes
the findings for each park, trail, open space and recreational facility in a clear
and concise format.
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The Parks and Recreation Master Plan will be framed and prepared through a
series of workshops with City staff that are reflective of city goals, objectives
and policies. The overall vision and mission statements will be affirmed or
modified, and direction for the City will be established along with individual
action strategies that were identified from all the research work completed.
Key recommendations and tactics that support each action strategy to its
fullest potential will be outlined in a strategy matrix with priorities, timelines,
measurement, and teams within City or external partners to focus on. Specific
tasks include:
• Confirm/Update Vision, Mission and Goals/Objectives – The
supporting vision and mission statements will be affirmed or developed
with City staff in a work session.
• Strategic Action Plan Development – Upon consensus of all technical
work, the remaining action plan will be completed with supporting
strategies, actions, responsibilities, priorities/timelines and cost
estimates. These strategies will be classified as short-term, mid-term
or long-term strategies and priorities. Action plans will be established in
the following key areas:
o Park and Facility Development and Improvements.
o Development of an Implementation program to assist the City to
track and measure implemented recommendations. The City
prefers a user-friendly web-based tool with ability to download
and save tracking information.
o Park and Facility Maintenance Management.
o Development of a review process to facilitate regular review and
assessment of the City’s facilities.
o Financial and Budgetary Capacity Development.
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o Policies and Practices.
Meetings:
• City staff review of draft and final reports.
• Community Meeting.
• Stakeholders Meeting.
• Parks, Recreation and Community Resources Advisory Commission
Meeting.
Deliverables:
• Cost and funding sources draft and final study.
• Capital development study.
• Community Meeting Agenda and Report.
• Stakeholders Meeting Agenda and Report.
• Parks, Recreation and Community Resources Advisory Commission
study session #1 agenda and presentation.
• Parks, Recreation and Community Resources Advisory Commission
study session report.
• Parks, Recreation and Community Resources Advisory Commission Park
Master Plan Draft Report.
Task 8: City Commissions Study Session
The Project Manager will coordinate with the PMPC Team to present the Draft
Parks and Recreation Master Plan Report to the Parks, Recreation and
Community Resources Advisory Commission, Planning Commission, Public
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Works Commission and the City Council as a Study Session for input and feed-
back.
Meetings:
• Joint meeting of the Parks, Recreation and Community Resources
Advisory Commission. Planning Commission, Public Works Commission
and the City Council (Study Session)
Deliverables:
• Meeting Agenda & Presentation
• Meeting Summary Report
Task 9: Park Master Plan Review Meeting
• The Project Manager will coordinate with the PMPC Team to present the
Draft Park Master Plan Report and Park Master Plan to the community for
input and feed-back.
Meetings:
• Community Meeting
Deliverables:
• Community Meeting Agenda
• Community Meeting Report
Task 10: Parks, Recreation and Community Resources Parks and
Recreation Master Plan
Upon final comment by all City Commissions and the Community, the Project
Manager will coordinate with the PMPC Team to revise the Draft Parks and
Recreation Master Plan Report and individual Park site plans to reflect the input
received. This revised document will be finalized as the complete Parks,
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Recreation and Community Resources Advisory Commission Parks and Recreation
Master Plan. Upon its completion the Project Manager and the PMPC Team will
present the Parks and Recreation Master Plan to the Parks, Recreation and
Community Resources Advisory Commission for their review and recommendation
and to the City Council for adoption.
Meetings:
• Parks, Recreation and Community Resources Advisory Commission
Presentation and Approval of the Parks and Recreation Master Plan.
• City Council – Adoption of the Parks and Recreation Master Plan.
Deliverables:
• Community Meeting Agenda.
• Community Meeting Report.
COMMUNICATIONS APPROACH
The Project Manager will coordinate with the selected PMPC to hold meetings
(zoom, phone or in-person) as often as necessary, but no less than once per
month until the final plan is approved by the City Council. Email will be used as
the primary form of immediate communication. The Project Manager will
coordinate with the PMPC to supply the City representative copies of all completed
or partially completed reports, studies, forecasts, maps or plans as deemed
necessary at least three (3) calendar days before each progress meeting.
QUALITY ASSURANCE/QUALITY APPROACH
Catalyst Consulting QA/QC process is anchored in the over 40 years of project
management experience and knowledge of municipal government capital
projects. Serving as the Project Manager, I will be communicating on a regular
basis with the PMPC and City staff in order to make sure all aspects of this project
is achieving the goals of the City. In addition, I will be working with the PMPC on
Implementing a Quality Control Tracking System to ensure Quality Assurance.
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Lastly as the Project Manager, I fully understand that I serve as an agent for the
City, and represent the City’s interests in assisting the City Council to adopt the
best and most effective Parks and Recreation Master Plan.
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PROJECT TIMELINE/SCHEDULE
Below is an estimated project timeline/schedule for the Project Manager:
• To Develop and Solicit an RFP for a Park Master Plan Consultant; Gain City
Council approval and to Execute the RFP out to Bid and Review the RFP and
Bring selected Firm to City Council. (6 months)
To Coordinate with the selected Parks Master Plan Consultant to accomplish
the following tasks: (18 months)
Task 1 Project Kick off February 2023
Task 2-4 Data Collection & Analysis April 2023
Task 5 Community and Commissions Input Mtg. June 2023
Task 6 Community Needs Assessment & Surveys June 2023
Task 7 Facility Master Plans & Opportunities Sites November 2023
Task 8 & 9 Draft Park Master Plan Review April 2024
Task 10 Park Master Plan Adoption July 2024
This process will require the following: Development of an RFP
collaborating with the Commissions Park Master Committee
Representatives; Developing and Presenting the final RFP to the Park
Master Plan Committee or City Council prior to soliciting and executing
an RFP for a Park Master Plan Consultant; Onboarding the Park Master
Plan Consultant; Vetting the Park Master Plan with the Park Master Plan
Committee or Commissions, and presenting to the City Council. I believe
the Project Timeline from start to finish is estimated to be approximately
24 months; 6 months for development, advertisement, interviews and
award of contract of the Parks Master Plan Consultant; and 18 months for
the Park Master Plan Consultant to complete the development of the Park
Master Plan.
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EXPERIENCE AND QUALIFICATIONS
Established in 2020, Catalyst Consulting offers a wide range of recreational
services to assist municipal agencies find success. I have over 40 years of
experience as a Recreation Professional who has a demonstrated history of
working in a large municipal agency. I am highly skilled in Operational Efficiency
Management, Executive Coaching, Project Administration, Community
Engagement, Park Master Planning and Strategic Planning, Policy Analysis and
Organizational Development for efficiency.
As the Community Services Director for the City of Torrance, I have extensive
experience in Project Management in a variety of Parks and Recreation Master
Planning projects and Capital Projects for the City of Torrance.
I believe that due to my recent experiences and knowledge gained serving as the
Interim Community Resources Manager for the City of Hermosa Beach, I can bring
a very focused and strategic approach that will serve as an advantage for both
the city and residents. I have a deep understanding of the residents recreational
and open space needs, and am equally knowledgeable of the city’s goals and
objectives in order to meet their communities recreational needs.
SUMMARY OF RELEVANT PROJECTS
City of Torrance $3,500,000
Dee Hardison Sports Center
Designed: 1998
Construction Completed: 2000
This capital project was a design and build 18,000 sq. ft Sports Center
that included full sized gymnasium that seats 500; Multi-purpose Room
for fitness; two (2) operational staff offices; Lobby; and large office
space to house the Farmers Market Operations.
Key Personnel: John Jones, Project Manager - I was responsible
for the oversight of the design consultant as well as the construction
company to keep this project on schedule and on budget.
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City of Torrance $1,800,000
Madrona Marsh Nature Center
Designed: 1999
Construction Completed: 2001
This capital project is an 8,000 sq. ft Nature Center and was a was
designed in collaboration with the Friends of Madrona Marsh. The Center
contains a large Exhibit Room; two (2) classrooms for education and
science research; Atrium; Lobby and reception area; three (3) offices
and a conference room; and a gift shop with office space.
Key Personnel: John Jones, Project Manager - I was responsible for
the oversight of the design consultant as well as the construction
company to keep this project on schedule and on budget.
REFERENCES
City of Torrance
3031 Torrance Blvd, Torrance, CA. 90503
Project Manager: John Jones
Contact: Mr. Aram Chaparyan, City Manager
AChaparyabn@torranceca.gov
(310) 488-2680
Projects: Project Management for the Design and Construction of the
Columbia Park Bocce Ball Courts; Renovation of the McMaster Park
Project; Development of a Conceptual Master Plan Design for Torrance
Park; and Oversight for the Design and Construction of the Toyota
Sports Complex.
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REQUIRED FORMS
Certification of Proposal
RFP #: 22-001
The undersigned hereby submits its proposal and agrees to be bound by the
terms and conditions of this Request for Proposal (RFP).
Proposer declares and warrants that no elected or appointed official,
officer or employee of the City has been or shall be compensated,
directly or indirectly, in connection with this proposal or any work
connected with this proposal. Should any agreement be approved in
connection with this Request for Proposal, Proposer declares and
warrants that no elected or appointed official, officer or employee
of the City, during the term of his/her service with the City shall have
any direct interest in that agreement, or obtain any present,
anticipated or future material benefit arising therefrom.
1. By submitting the response to this request, Proposer agrees, if
selected to furnish services to the City in accordance with this RFP.
2. Proposer has carefully reviewed its proposal and understands and
agrees that the City is not responsible for any errors or omissions on
the part of the Proposer and that the Proposer is responsible for them.
3. It is understood and agreed that the City reserves the right to accept
or reject any or all proposals and to waive any informality or irregularity
in any proposal received by the City.
4. The proposal response includes all of the commentary, figures and
data required by the Request for Proposal
5. The proposal shall be valid for 90 days from the date of submittal.
6. Proposer acknowledges that the City may issue addendums related to
this RFP and that the proposer has reviewed the following addendums
which have been issued:
Addendum:
Addendum:
Addendum:
Addendum:
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7. Proposer further acknowledges the provisions of any
addendums issued have been incorporated into their proposal.
Signature of Authorized Representative:
Printed Name and Title:
John Jones, Catalyst Consulting Principal Owner
Non-Collusion Affidavit
RFP #: 22-001
The undersigned declares states and certifies that:
1. This proposal is not made in the interest of or on behalf of any
undisclosed person, partnership, company, association, organization or
corporation.
2. This proposal is genuine and not collusive or sham.
3. I have not directly or indirectly induced or solicited any other Proposer to
put in a false or sham proposal and I have not directly or indirectly
colluded, conspired, connived, or agreed with any other Proposer or
anyone else to put in a sham proposal or to refrain from submitting to
this RFP.
4. I have not in any manner, directly or indirectly, sought by agreement,
communication, or conference with anyone to fix the proposal price or to
fix any overhead, profit or cost element of the proposal price or to secure
any advantage against the City of Hermosa Beach or of anyone
interested in the proposed contract.
5. All statements contained in the Proposal and related documents are true.
6. I have not directly or indirectly submitted the proposal price or any
breakdown thereof, or the contents thereof, or divulged information or
data relative thereto, or paid, and will not pay, any fee to any person,
corporation, partnership, company, association, organization, RFP
depository, or to any member or agent thereof, to effectuate a collusive
or sham proposal.
7. I have not entered into any arrangement or agreement with any City of
Hermosa Beach public officer in connection with this proposal.
8. I understand collusive bidding is a violation of State and Federal law and
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can result in fines, prison sentences, and civil damage awards.
Signature of Authorized Representative:
Printed Name and Title:
John Jones, Catalyst Consulting Principal Owner
Compliance with Insurance Requirements
RFP #: 22-001
The selected consultant will be expected to comply with the City’s
insurance requirements contained within this RFP.
The undersigned declares states and certifies that:
1. Proposer agrees, acknowledges and is fully aware of the insurance
requirements as specified in the Request for Proposal.
2. If selected, proposer agrees to accept all conditions and
requirements as contained therein.
Signature of Authorized Representative:
Printed Name and Title:
John Jones, Catalyst Consulting Principal Owner
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Acknowledgement of Professional Services Agreement
RFP #: 22-001
The selected consultant will be expected to comply with and sign the
City’s Professional Services Agreement. Proposers should identify and/or
indicate any exceptions to the Sample Professional Services Agreement
included in Section 6.2. The City Attorney or their designee retains the
discretion to accept or reject proposed exceptions or modifications to the
City’s Professional Services Agreement.
1. Proposer agrees, acknowledges and is fully aware of the
conditions specified in the City’s Sample Professional Services
Agreement.
2. Proposer agrees to accept all conditions and requirements as
contained therein with exceptions noted as follows:
Signature of Authorized Representative:
Printed Name and Title:
John Jones, Catalyst Consulting Principal Owner
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COST PROPOSAL
In order to provide Parks and Recreation Master Planning Project
Management Services to guide, implement and complete the City of
Hermosa Beach Comprehensive Parks and Recreation Master Plan Project,
I propose to complete this project for the amount of 1050 hours (averaging
10 hours per week) at $100 per hour, for a not to exceed value of $105,000.
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CONTRACT FOR PROJECT MANAGEMENT SERVICES FOR DEVELOPMENT OF A PARKS MASTER PLAN
BETWEEN THE CITY OF HERMOSA BEACH AND CATALYST CONSULTING
This AGREEMENT is entered into this day of , 2022, by and between the City of
Hermosa Beach, a general law city a municipal corporation (“CITY”) and Catalyst Consulting, a
limited liability company (“PROJECT MANAGER”).
R E C I T A L S
A. CITY desires to enter into an agreement with PROJECT MANAGER for project
management services for the development of a Parks Master Plan.
B. The CITY does not have the personnel able and/or available to perform the
services required under this agreement and therefore, CITY desires to contract for
consulting services to accomplish this work.
C. PROJECT MANAGER warrants to CITY that it has the qualifications and experience
to perform properly and timely the services under this Agreement.
D. CITY desires to contract with PROJECT MANAGER to perform the services as
described in Exhibit A of this Agreement.
NOW, THEREFORE, based on the foregoing recitals, CITY and PROJECT MANAGER agree as follows:
CONSIDERATION AND COMPENSATION As partial consideration, PROJECT MANAGER agrees
to perform the work listed in Exhibit A.
As additional consideration, PROJECT MANAGER and CITY agree to abide by the terms and
conditions contained in this Agreement.
As additional consideration, CITY agrees to pay PROJECT MANAGER $100 per hour, not to
exceed 1050 hours and not to exceed a total value of $105,000 for PROJECT MANAGER’s
services, unless otherwise specified by written amendment to this Agreement.
No additional compensation shall be paid for any other expenses incurred, unless first
approved by the City Manager or his/her designee.
PROJECT MANAGER shall submit to CITY, by not later than the 10th day of each
month, its invoice for services itemizing the fees and costs incurred during the previous month.
CITY shall pay PROJECT MANAGER all uncontested amounts set forth in PROJECT MANAGER’s
invoice within 30 days after it is received.
SCOPE OF SERVICES PROJECT MANAGER will perform the services and activities set forth in
Exhibit A and incorporated herein by this reference.
Except as herein otherwise expressly specified to be furnished by CITY, PROJECT MANAGER
will, in a professional manner, furnish all of the labor, technical, administrative, professional
and other personnel, all supplies and materials, equipment, printing, vehicles, transportation,
office space, and facilities necessary or proper to perform and complete the work and
provide the professional services required of PROJECT MANAGER by this Agreement.
PAYMENTS For CITY to pay PROJECT MANAGER as specified by this Agreement, PROJECT
MANAGER must submit an invoice to CITY which lists the reimbursable costs, the specific tasks
performed, and for work that includes deliverables, the percentage of the task completed
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during the billing period in accordance with the services and schedule incorporated in Exhibit
A. Payment will be made within 30 days following receipt of invoice for progress payments.
TIME OF PERFORMANCE The services of the PROJECT MANAGER are to commence upon
receipt of a notice to proceed from CITY and shall continue until all authorized work is
completed to the CITY’s reasonable satisfaction, in accordance with the schedule
incorporated in Exhibit A, unless extended in writing by the CITY.
FAMILIARITY WITH WORK By executing this Agreement, PROJECT MANAGER represents that
PROJECT MANAGER has (a) thoroughly investigated and considered the scope of services to
be performed; (b) carefully considered how the services should be performed; and (c)
understands the facilities, difficulties, and restrictions attending performance of the services
under this Agreement.
KEY PERSONNEL PROJECT MANAGER’s key person assigned to perform work under this
Agreement is John Jones. PROJECT MANAGER shall not assign another person to be in charge
of the work contemplated by this Agreement without the prior written authorization of the
CITY.
TERM OF AGREEMENT The term of this Agreement shall commence upon execution by both
parties and shall expire on unless earlier termination occurs under Section 11 of this
Agreement, or this Agreement is extended in writing in advance by both parties.
CHANGES CITY may order changes in the services within the general scope of this Agreement,
consisting of additions, deletions, or other revisions, and the contract sum and the contract
time will be adjusted accordingly. All such changes must be authorized in writing, executed
by PROJECT MANAGER and CITY. The cost or credit to CITY resulting from changes in the
services will be determined in accordance with written agreement between the parties.
TAXPAYER IDENTIFICATION NUMBER PROJECT MANAGER will provide CITY with a Taxpayer
Identification Number.
PERMITS AND LICENSES PROJECT MANAGER will obtain and maintain during the term of this
Agreement all necessary permits, licenses, and certificates that may be required in
connection with the performance of services under this Agreement.
TERMINATION Except as otherwise provided, CITY may terminate this Agreement at any time
with or without cause. Notice of termination shall be in writing.
PROJECT MANAGER may terminate this Agreement. Notice will be in writing at least 30 days
before the effective termination date.
In the event of such termination, the PROJECT MANAGER shall cease services as of the date
of termination, and all finished or unfinished documents, data, drawings, maps, and other
materials prepared by PROJECT MANAGER shall, at CITY’s option, become CITY’s property,
and PROJECT MANAGER will receive just and equitable compensation for any work
satisfactorily completed up to the effective date of notice of termination.
Should the Agreement be terminated pursuant to this Section, CITY may procure on its own
terms services similar to those terminated.
INDEMNIFICATION PROJECT MANAGER shall indemnify, defend with counsel approved by
CITY, and hold harmless CITY, its officers, officials, employees and volunteers from and against
all liability, loss, damage, expense, and cost (including without limitation reasonable attorneys
fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in
connection with PROJECT MANAGER's performance of work hereunder or its failure to comply
with any of its obligations contained in this AGREEMENT, regardless of CITY’S passive
negligence, but excepting such loss or damage which is caused by the sole active
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negligence or willful misconduct of the CITY. Should CITY in its sole discretion find PROJECT
MANAGER’S legal counsel unacceptable, then PROJECT MANAGER shall reimburse the CITY
its costs of defense, including without limitation reasonable attorneys fees, expert fees and all
other costs and fees of litigation. The PROJECT MANAGER shall promptly pay any final
judgment rendered against the CITY (and its officers, officials, employees and volunteers)
covered by this indemnity obligation. It is expressly understood and agreed that the foregoing
provisions are intended to be as broad and inclusive as is permitted by the law of the State of
California and will survive termination of this Agreement.
The requirements as to the types and limits of insurance coverage to be maintained by
PROJECT MANAGER as required by Section 17, and any approval of said insurance by CITY,
are not intended to and will not in any manner limit or qualify the liabilities and obligations
otherwise assumed by PROJECT MANAGER pursuant to this Agreement, including, without
limitation, to the provisions concerning indemnification.
ASSIGNABILITY This Agreement is for PROJECT MANAGER’s professional services. PROJECT
MANAGER’s attempts to assign the benefits or burdens of this Agreement without CITY’s
written approval are prohibited and will be null and void.
INDEPENDENT CONTRACTOR CITY and PROJECT MANAGER agree that PROJECT MANAGER will
act as an independent contractor and will have control of all work and the manner in which
is it performed. PROJECT MANAGER will be free to contract for similar service to be performed
for other employers while under contract with CITY. PROJECT MANAGER is not an agent or
employee of CITY and is not entitled to participate in any pension plan, insurance, bonus or
similar benefits CITY provides for its employees. Any provision in this Agreement that may
appear to give CITY the right to direct PROJECT MANAGER as to the details of doing the work
or to exercise a measure of control over the work means that PROJECT MANAGER will follow
the direction of the CITY as to end results of the work only.
AUDIT OF RECORDS PROJECT MANAGER agrees that CITY, or designee, has the right to review,
obtain, and copy all records pertaining to the performance of this Agreement. PROJECT
MANAGER agrees to provide CITY, or designee, with any relevant information requested and
will permit CITY, or designee, access to its premises, upon reasonable notice, during normal
business hours for the purpose of interviewing employees and inspecting and copying such
books, records, accounts, and other material that may be relevant to a matter under
investigation for the purpose of determining compliance with this Agreement. PROJECT
MANAGER further agrees to maintain such records for a period of three (3) years following
final payment under this Agreement.
PROJECT MANAGER will keep all books, records, accounts and documents pertaining to this
Agreement separate from other activities unrelated to this Agreement.
CORRECTIVE MEASURES PROJECT MANAGER will promptly implement any corrective measures
required by CITY regarding the requirements and obligations of this Agreement. PROJECT
MANAGER will be given a reasonable amount of time as determined by the CITY to implement
said corrective measures. Failure of PROJECT MANAGER to implement required corrective
measures shall result in immediate termination of this Agreement.
INSURANCE REQUIREMENTS
A. The PROJECT MANAGER, at the PROJECT MANAGER’s own cost and expense, shall procure
and maintain, for the duration of the contract, the following insurance policies:
1. Workers Compensation Insurance as required by law. The PROJECT MANAGER shall
require all subcontractors similarly to provide such compensation insurance for their
respective employees. Any notice of cancellation or non-renewal of all Workers’
Compensation policies must be received by the CITY at least thirty (30) days prior to
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such change. The insurer shall agree to waive all rights of subrogation against the CITY,
its officers, agents, employees, and volunteers for losses arising from work performed by
the PROJECT MANAGER for CITY.
2. General Liability Coverage. The PROJECT MANAGER shall maintain commercial
general liability insurance in an amount of not less than two million dollars ($2,000,000)
per occurrence for bodily injury, personal injury, and property damage. If a commercial
general liability insurance form or other form with a general aggregate limit is used,
either the general aggregate limit shall apply separately to the work to be performed
under this Agreement or the general aggregate limit shall be at least twice the required
occurrence limit.
3. Automobile Liability Coverage. The PROJECT MANAGER shall maintain automobile
liability insurance covering bodily injury and property damage for all activities of the
PROJECT MANAGER arising out of or in connection with the work to be performed
under this Agreement, including coverage for owned, hired, and non-owned vehicles,
in an amount of not less than one million dollars ($1,000,000) combined single limit for
each occurrence.
4. Professional Liability Coverage. The PROJECT MANAGER shall maintain professional
errors and omissions liability insurance for protection against claims alleging negligent
acts, errors, or omissions which may arise from the PROJECT MANAGER’S operations
under this Agreement, whether such operations be by the PROJECT MANAGER or by its
employees, subcontractors, or subconsultants. The amount of this insurance shall not
be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis,
or a combined single-limit-per-occurrence basis. When coverage is provided on a
“claims made basis,” PROJECT MANAGER will continue to renew the insurance for a
period of three (3) years after this Agreement expires or is terminated. Such insurance
will have the same coverage and limits as the policy that was in effect during the term
of this Agreement, and will cover PROJECT MANAGER for all claims made by CITY
arising out of any errors or omissions of PROJECT MANAGER, or its officers, employees or
agents during the time this Agreement was in effect.
B. Endorsements. Each general liability, automobile liability and professional liability insurance
policy shall be issued by a financially responsible insurance company or companies
admitted and authorized to do business in the State of California, or which is approved in
writing by City, and shall be endorsed as follows. PROJECT MANAGER also agrees to
require all contractors, and subcontractors to do likewise.
1. “The CITY, its elected or appointed officers, officials, employees, agents, and volunteers
are to be covered as additional insureds with respect to liability arising out of work
performed by or on behalf of the PROJECT MANAGER, including materials, parts, or
equipment furnished in connection with such work or operations.”
2. This policy shall be considered primary insurance as respects the CITY, its elected or
appointed officers, officials, employees, agents, and volunteers. Any insurance
maintained by the CITY, including any self-insured retention the CITY may have, shall
be considered excess insurance only and shall not contribute with this policy.
3. This insurance shall act for each insured and additional insured as though a separate
policy had been written for each, except with respect to the limits of liability of the
insuring company.
4. The insurer waives all rights of subrogation against the CITY, its elected or appointed
officers, officials, employees, or agents.
5. Any failure to comply with reporting provisions of the policies shall not affect coverage
provided to the City, its elected or appointed officers, officials, employees, agents, or
volunteers.
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6. The insurance provided by this policy shall not be suspended, voided, canceled, or
reduced in coverage or in limits except after thirty (30) days written notice has been
received by the CITY.
C. PROJECT MANAGER agrees to provide immediate notice to CITY of any claim or loss
against PROJECT MANAGER arising out of the work performed under this agreement. CITY
assumes no obligation or liability by such notice, but has the right (but not the duty) to
monitor the handling of any such claim or claims if they are likely to involve CITY.
D. Any deductibles or self-insured retentions must be declared to and approved by the CITY.
At the CITY’s option, the PROJECT MANAGER shall demonstrate financial capability for
payment of such deductibles or self-insured retentions.
E. The PROJECT MANAGER shall provide certificates of insurance with original endorsements
to the CITY as evidence of the insurance coverage required herein. Certificates of such
insurance shall be filed with the CITY on or before commencement of performance of this
Agreement. Current certification of insurance shall be kept on file with the CITY at all times
during the term of this Agreement.
F. Failure on the part of the PROJECT MANAGER to procure or maintain required insurance
shall constitute a material breach of contract under which the CITY may terminate this
Agreement pursuant to Section 11 above.
G. The commercial general and automobile liability policies required by this Agreement shall
allow CITY, as additional insured, to satisfy the self-insured retention (“SIR”) and/or
deductible of the policy in lieu of the PROJECT MANAGER (as the named insured) should
PROJECT MANAGER fail to pay the SIR or deductible requirements. The amount of the SIR
or deductible shall be subject to the approval of the City Attorney and the Finance
Director. PROJECT MANAGER understands and agrees that satisfaction of this requirement
is an express condition precedent to the effectiveness of this Agreement. Failure by
PROJECT MANAGER as primary insured to pay its SIR or deductible constitutes a material
breach of this Agreement. Should CITY pay the SIR or deductible on PROJECT MANAGER’s
behalf upon the PROJECT MANAGER’s failure or refusal to do so in order to secure defense
and indemnification as an additional insured under the policy, CITY may include such
amounts as damages in any action against PROJECT MANAGER for breach of this
Agreement in addition to any other damages incurred by CITY due to the breach.
USE OF OTHER CONSULTANTS PROJECT MANAGER must obtain CITY’s prior written approval to
use any sub-consultants while performing any portion of this Agreement. Such approval must
include approval of the proposed consultant and the terms of compensation.
FINAL PAYMENT ACCEPTANCE CONSTITUTES RELEASE The acceptance by the PROJECT
MANAGER of the final payment made under this Agreement shall operate as and be a release
of the CITY from all claims and liabilities for compensation to the PROJECT MANAGER for
anything done, furnished or relating to the PROJECT MANAGER’S work or services.
Acceptance of payment shall be any negotiation of the CITY’S check or the failure to make
a written extra compensation claim within ten (10) calendar days of the receipt of that check.
However, approval or payment by the CITY shall not constitute, nor be deemed, a release of
the responsibility and liability of the PROJECT MANAGER, its employees, sub-consultants and
agents for the accuracy and competency of the information provided and/or work
performed; nor shall such approval or payment be deemed to be an assumption of such
responsibility or liability by the CITY for any defect or error in the work prepared by the PROJECT
MANAGER, its employees, sub-consultants and agents.
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CORRECTIONS In addition to the above indemnification obligations, the PROJECT MANAGER
shall correct, at its expense, all errors in the work which may be disclosed during the CITY’s
review of the PROJECT MANAGER’s report or plans. Should the PROJECT MANAGER fail to
make such correction in a reasonably timely manner, such correction shall be made by the
CITY, and the cost thereof shall be charged to the PROJECT MANAGER. In addition to all other
available remedies, the CITY may deduct the cost of such correction from any retention
amount held by the CITY or may withhold payment otherwise owed PROJECT MANAGER
under this Agreement up to the amount of the cost of correction.
NON-APPROPRIATION OF FUNDS Payments to be made to PROJECT MANAGER by CITY for
services preformed within the current fiscal year are within the current fiscal budget and within
an available, unexhausted fund. In the event that CITY does not appropriate sufficient funds
for payment of PROJECT MANAGER’S services beyond the current fiscal year, the Agreement
shall cover payment for PROJECT MANAGER’S services only to the conclusion of the last fiscal
year in which CITY appropriates sufficient funds and shall automatically terminate at the
conclusion of such fiscal year.
NOTICES All communications to either party by the other party will be deemed made when
received by such party at its respective name and address as follows:
CITY PROJECT MANAGER
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
ATTN: Lisa Nichols
Catalyst Consulting
26545 Hawkhurst Drive
Rancho Palos Verdes, CA. 90275
ATTN: John Jones
Any such written communications by mail will be conclusively deemed to have been received
by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly
addressed as noted above. In all other instances, notices will be deemed given at the time of
actual delivery. Changes may be made in the names or addresses of persons to whom notices
are to be given by giving notice in the manner prescribed in this paragraph. Courtesy copies of
notices may be sent via electronic mail, provided that the original notice is deposited in the U.S.
mail or personally delivered as specified in this Section.
A. SOLICITATION PROJECT MANAGER maintains and warrants that it has not employed nor
retained any company or person, other than PROJECT MANAGER’s bona fide employee,
to solicit or secure this Agreement. Further, PROJECT MANAGER warrants that it has not
paid nor has it agreed to pay any company or person, other than PROJECT MANAGER’s
bona fide employee, any fee, commission, percentage, brokerage fee, gift or other
consideration contingent upon or resulting from the award or making of this Agreement.
Should PROJECT MANAGER breach or violate this warranty, CITY may rescind this
Agreement without liability.
B. THIRD PARTY BENEFICIARIES This Agreement and every provision herein is generally for the
exclusive benefit of PROJECT MANAGER and CITY and not for the benefit of any other
party. There will be no incidental or other beneficiaries of any of PROJECT MANAGER’s or
CITY’s obligations under this Agreement.
C. INTERPRETATION This Agreement was drafted in, and will be construed in accordance with
the laws of the State of California, and exclusive venue for any action involving this
agreement will be in Los Angeles County.
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D. ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire
understanding of the parties. There are no other understandings, terms or other
agreements expressed or implied, oral or written.
E. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this
Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a
whole, and in accordance with its fair meaning; it will not be interpreted strictly for or
against either Party.
F. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action
has been taken by the Parties to authorize the undersigned to execute this Agreement
and to engage in the actions described herein. This Agreement may be modified by
written amendment with signatures of all parties to this Agreement. CITY’s City Manager,
or designee, may execute any such amendment on behalf of CITY.
ACCEPTANCE OF FACSIMILE OR ELECTRONIC SIGNATURES The Parties agree that this Contract,
agreements ancillary to this Contract, and related documents to be entered into in
connection with this Contract will be considered signed when the signature of a party is
delivered by facsimile transmission or scanned and delivered via electronic mail. Such
facsimile or electronic mail copies will be treated in all respects as having the same effect as
an original signature.
FORCE MAJEURE Should performance of this Agreement be impossible due to fire, flood,
explosion, war, embargo, government action, civil or military authority, the natural elements,
or other similar causes beyond the Parties’ control, then the Agreement will immediately
terminate without obligation of either party to the other.
TIME IS OF ESSENCE Time is of the essence to comply with dates and schedules to be provided.
ATTORNEY’S FEES The parties hereto acknowledge and agree that each will bear his or its own
costs, expenses and attorneys' fees arising out of and/or connected with the negotiation,
drafting and execution of the Agreement, and all matters arising out of or connected
therewith except that, in the event any action is brought by any party hereto to enforce this
Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees
and costs in addition to all other relief to which that party or those parties may be entitled.
STATEMENT OF EXPERIENCE By executing this Agreement, PROJECT MANAGER represents that
it has demonstrated trustworthiness and possesses the quality, fitness and capacity to perform
the Agreement in a manner satisfactory to CITY. PROJECT MANAGER represents that its
financial resources, surety and insurance experience, service experience, completion ability,
personnel, current workload, experience in dealing with private consultants, and experience
in dealing with public agencies all suggest that PROJECT MANAGER is capable of performing
the proposed contract and has a demonstrated capacity to deal fairly and effectively with
and to satisfy a public agency.
OWNERSHIP OF DOCUMENTS It is understood and agreed that the CITY shall own all documents
and other work product of the PROJECT MANAGER, except the PROJECT MANAGER’s notes
and workpapers, which pertain to the work performed under this Agreement. The CITY shall
have the sole right to use such materials in its discretion and without further compensation to
the PROJECT MANAGER, but any re-use of such documents by the CITY on any other project
without prior written consent of the PROJECT MANAGER shall be at the sole risk of the CITY.
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USE OF LOGO The CITY grants the PROJECT MANAGER permission to use its name, logo and/or
trademark in deliverables produced by the PROJECT MANAGER on the behalf of the CITY,
such as written reports, presentation slides, press releases, social media graphics, and other
public outreach materials. The CITY’s prior review of artwork and written approval is required
for any use of CITY logo. CITY will provide an electronic copy of the most current logo to the
CONS for use in materials. The will, in turn, only use the most current logo of the CITY.
DISCLOSURE REQUIRED (CITY and PROJECT MANAGER initials required at one of the following
paragraphs)
By their respective initials next to this paragraph, CITY and PROJECT MANAGER hereby
acknowledge that PROJECT MANAGER is a “consultant” for the purposes of the California Political
Reform Act because PROJECT MANAGER’s duties would require him or her to make one or more
of the governmental decisions set forth in Fair Political Practices Commission Regulation
18700.3(a) or otherwise serves in a staff capacity for which disclosure would otherwise be required
were PROJECT MANAGER employed by the CITY. PROJECT MANAGER hereby acknowledges his
or her assuming-office, annual, and leaving-office financial reporting obligations under the
California Political Reform Act and the CITY’s Conflict of Interest Code and agrees to comply with
those obligations at his or her expense. Prior to PROJECT MANAGER commencing services
hereunder, the City’s Manager shall prepare and deliver to PROJECT MANAGER a memorandum
detailing the extent of PROJECT MANAGER’s disclosure obligations in accordance with the CITY’s
Conflict of Interest Code.
CITY Initials ______
PROJECT MANAGER Initials ______
OR
By their initials next to this paragraph, CITY and PROJECT MANAGER hereby acknowledge that
PROJECT MANAGER is not a “consultant” for the purpose of the California Political Reform Act
because PROJECT MANAGER’s duties and responsibilities are not within the scope of the
definition of PROJECT MANAGER in Fair Political Practice Commission Regulation 18700.3(a) and
is otherwise not serving in staff capacity in accordance with the City’s Conflict of Interest Code.
CITY Initials ______
PROJECT MANAGER Initials ______
COMPLIANCE WITH COVID-19 VACCINATION POLICY All PROJECT MANAGER’S employees,
agents, officers and subcontractors who will be physically present in the City and have
contact with City officials and employees or with the public shall be fully vaccinated from
COVID-19. PROJECT MANAGER agrees to certify in writing to CITY that it complies with the
foregoing.
IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first
hereinabove written.
CITY OF HERMOSA BEACH PROJECT MANAGER
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[MAYOR/CITY MANAGER] By: NAME/TITLE
ATTEST:
Myra Maravilla, City Clerk Taxpayer ID No.
APPROVED AS TO FORM:
Michael Jenkins, City Attorney
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EXHIBIT A
Scope of Services
The project management services should consist of the following components to provide
effective oversight and management of the chosen consultant for development of a new Parks
Master Plan for the City of Hermosa Beach.
1. Development and Issuance of Request for Proposals (RFP) for Park Master Plan Consultant
• Work collectively with City staff on the development of a Request for Proposals (RFP) to
hire a consultant to develop and adopt a new Parks Master Plan.
• Work with City Clerk to issue the RFP and manage it through completion, including:
o Ensuring that the RFP process follows City policies and procedures;
o Promptly respond to inquiries and questions of prospective consultants and post
responses through an Addendum;
o Ensure that RFP timelines and milestones are met;
o Manage the proposal review process including the coordination of interviews, if
needed.
• Assist the Community Resources Manager with preparation of the consultant award staff
report, agreement and provide a presentation to the City Council to select the preferred
proposal.
NOTE: The following tasks 2-8 are preliminary pending input from City staff, the Parks, Recreation
and Community Resources Advisory Commission, Public Works Commission and City Council
and are tasks that the chosen consultant will be requested to complete to fulfill the update to
the City’s Parks Master Plan. The Project Manager will be responsible for oversight and
management of the following tasks. The Project Manager will also be responsible for relaying
City materials such as maps, diagrams, policies, etc. to the chosen consultant for completion of
the following tasks and to assist with the coordination and scheduling of monthly Working Group
meetings.
2. Inventory of Existing Facilities
• Evaluate the overall availability, access to, and connectivity of parks and open space in
Hermosa Beach.
• Provide an inventory and conditions assessment report including each park’s amenities
and facilities. The analysis should include reviewing overall facility conditions, current
maintenance programs, current operations, utilization, deficiencies, lighting needs,
signage, accessibility, health and condition of trees, and remaining useful life of
amenities.
• Identify existing plans, programs, and partnerships that are relevant to the provision or
operation of parks and open space facilities.
3. Recreation Needs Assessment
• Identify the various types of recreational activities and their proximity for residents of
Hermosa Beach.
• Identify demographic and recreational trends that will influence the community's park
needs in the next 20 years.
• Consider current gaps in facilities or recreational needs (geography, activity, age/ability,
etc.) and identify potential future uses or desired amenities.
4. Goals, Strategies, and Park Improvements
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• Develop an overall set of goals and strategies to guide future park improvement
projects.
• Identify proposed maintenance and operation standards for parks, parkettes, open
space, and community recreational facilities.
• Identify the range of upgrades needed or desired at park facilities such as lighting,
signage, irrigation, landscaping, trees, accessibility, hard scape/paving, access roads,
playground, turf, picnic area and picnic shelter, sport fields, fencing, restrooms, park
buildings and parking areas.
5. Financial Evaluation and Prioritization
• Identify and determine an operation and maintenance program and recommend a
budget for each facility with respect to the maintenance budget forecast.
• Provide a general cost estimate for the range of proposed upgrades at each facility. The
cost estimates should be of sufficient detail so that they may be incorporated into future
Capital Improvement Programs (CIP).
• Identify priority projects based on condition, community need, or funding/partnership
opportunities.
6. Funding, Implementation, and Ongoing Maintenance
• Identify the range of financing needs and options for implementation including
assessments, impact fees, grants, and partnerships.
• Identify future policy or ordinance changes that may be needed to implement the Parks
Master Plan.
• Develop an implementation program for the City to track, and measure implemented
recommendations from the Parks Master Plan. The City prefers a user-friendly web-based
tool with the ability to download and save the tracking information.
• Develop a review process to facilitate regular review and assessment of the City's
facilities, policies, and partnerships in providing high quality parks and recreational
facilities.
7. Community Engagement
Hermosa Beach has a highly engaged community and anticipates that a high-level community
engagement effort with both virtual and in-person tactics will be necessary in the successful
update of its Parks Master Plan. Community engagements efforts and tasks should include:
• Focus Group meetings, to be organized by geography or recreational activity.
• Community-wide meeting(s) and/or workshop(s).
• Community survey(s).
• Development of content and promotional materials including flyers, website and social
media content, and handouts for community engagement tactics.
• Preparation of materials and presentations at:
o at least one (1) meeting of the Parks, Recreation, and Community Resources
Advisory Commission;
o at least one (1) meeting of the Public Works Commission;
o a joint meeting of the Parks, Recreation and Community Resources Advisory
Commission, Public Works Commission and City Council (total of one meeting);
and
o a separate meeting to the Hermosa Beach City Council to consider adoption
(total of one meeting).
Scope of Services Schedule
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The development and adoption of a new Parks Master Plan is anticipated to take 24 months to
complete as outlined in the Project Manager’s proposal. The project start date will be a date
and time agreed upon by the Project Manager and the City. The project duration will also need
to be agreed upon by the chosen consultant to develop the Parks Master Plan.
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 22-0405
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
VACANCIES-CIVIL SERVICE BOARD TERM
EXPIRATION-SCHEDULE APPLICANT INTERVIEWS
(City Clerk Myra Maravilla)
Recommended Action:
Staff recommends City Council schedule interviews with Civil Service Board applicants on Tuesday,
August 9, 2022 at 4:15 p.m. to fill one vacancy for a four-year term ending July 15, 2026.
Executive Summary:
One Civil Service Board position is due to expire on July 15,2022.Council directed staff to advertise
and request applications from interested parties,which resulted in three applicants.Staff
recommends City Council schedule interviews to take place on Tuesday, August 9, 2022 at 4:15 p.m.
Background:
In accordance with Hermosa Beach Municipal Code Chapter 2.76,the Civil Service Board shall
consist of five members appointed by the City Council for terms of four years.Members of the Civil
Service Board shall be qualified electors of the City and shall not hold any salaried public office or
employment with the City of Hermosa Beach.
At its meeting of April 26,2022,the City Council directed the City Clerk to advertise for applicants to
fill the Civil Service Board term due to expire July 15,2022.Along with e-notifications,notice was
posted on May 9,2022 on the City’s website and was published in the Easy Reader,with an
application filing deadline of 6:00 p.m. on Wednesday, June 29, 2022.
Past Council Actions
Meeting Date Description
April 26, 2022 City Council directed the City Clerk to advertise for applicants
to fill the Civil Service Board term due to expire July 15, 2022.
City of Hermosa Beach Printed on 7/12/2022Page 1 of 3
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Staff Report
REPORT 22-0405
Discussion:
Three applications (attached) were received; applicants are alphabetically listed below:
1.Kathryn Jones
2.Thor L. Legvold
3.James C. Pettis
Staff recommends interviews take place at 4:15 p.m.,prior to the regular meeting of Tuesday,August
9,2022,with an appointment to a four-year terms that will expire July 15,2026 made later that
evening at the regular City Council meeting.The Civil Service Board’s next meeting is scheduled on
Wednesday, July 20, 2022.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s
General Plan. Relevant Policies are listed below:
Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.
Policies:
·1.1 Open meetings.Maintain the community’s trust by holding meetings in which decisions
are being made,that are open and available for all community members to attend,participate,
or view remotely.
·1.4 Consensus oriented. Strive to utilize a consensus-oriented decision-making process.
·1.7 Diversity of representation.Strive to reflect a comprehensive cross-section of the
community in appointments to Commission and Advisory Committees.
Goal 2. The community is active and engaged in decision-making process.
Policies:
·2.3 Public participation guidelines.Establish parameters and guidelines to ensure public
participation is promoted through diverse methods.
·2.6 Responsive to community needs.Continue to be responsive to community inquiries,
providing public information and recording feedback from community interactions.
Fiscal Impact:
There are no fiscal impacts associated with this recommendation.
Attachments:
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Staff Report
REPORT 22-0405
1.Civil Service Board Application-Kathryn Jones
2.Civil Service Board Application-Thor L. Legvold
3.Civil Service Board Application-James C. Pettis
Respectfully Submitted by: Myra Maravilla, City Clerk
Approved: Suja Lowenthal, City Manager
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Thor L. Legvold, Psy.D.
tl@legvoldconsulting.com | | +47 900 55 868 (NO) | www.legvoldconsulting.com
www.linkedin.com/in/thor-l-legvold
Industrial-Organizational Psychologist
Helping Leaders, Teams and Organizations Find Their Own Ideal Solutions
SPECIALIZING IN:
Global Organizational Development | Talent Management | 360 Assessment | Change Management
Leadership & Team Effectiveness | Executive Coaching | Tailored Strategy Design and Implementation
EXPERIENCE
Director of US Operations | Boost.ai, Inc. | 01.2020 – Present
Boost.ai specializes in enterprise-grade conversational artificial intelligence (AI). Inventor of the world’s most
scalable conversational AI platform, Boost.ai empowers enterprises to automate customer service and internal
support channels, enhance human efficiency and drive revenue with proprietary self-learning AI and a no-code
solution that’s quick to deploy, easy to learn and highly scalable.
• Responsible for ensuring smooth, consistent operations at all levels of the organization and alignment with
policies and strategies between the US office and HQ.
• Develop an organization and culture that fits the startup we are yet will scale as we grow and expand.
• Report to CEO, work alongside VP of sales to lead and develop an agile and effective US organization.
• Develop the organization, it’s policies, processes, perform leadership and team development.
Senior Consultant/Regional Market Strategist | AIIR Consulting | 02.2018 – Present
AIIR Consulting is a global leadership development consultancy dedicated to increasing the
effectiveness and performance of leaders, teams and organizations.
• Assess and coach C-Suite and senior level executives in Fortune 500 companies; design and deliver
leadership development and team effectiveness programs in collaboration with stakeholders and
organizational goals
• Implement and deliver on plans and manage projects, ensure that stakeholder buy-in and engagement are
maintained, and that long-term behavioral change occurs
• Develop team of west coast consultants to increase market share in important California business hubs,
network and generate new business, participate in and lead regular colleague-based mentoring
Senior Consultant | Bjørnson Organizational Psychologists | 05.2017 – Present
Work with multinational corporate clients, develop 360˚ needs assessments to determine performance gaps
across all levels within the organization, collaborate with stakeholders to design and implement development
programs that address these challenges. Manage projects and secure stakeholder engagement, generate new
business and develop new products.
• Assess and coach C-Suite level executives; diagnose, design and deliver leadership, team, and global
organizational design and development to maximize leadership impact and effectiveness
• Manage talent, perform change management, strategy development, facilitate conflict management, cross
cultural communication and integration of geographically spread teams and locations
• New business development, conduct ongoing program evaluation to ensure continual improvement, new
product development
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Senior Consultant | Organizational Psychologist | Assessit | 03.2015 – 03.2017
Assessit is a pan-Scandinavian consultancy specializing in executive search and selection and organizational &
leadership development. I worked with private and public sector clients to improve leadership, organizational
climate and culture, efficiency and profitability, as well as facilitate and develop global cross-cultural teams.
• Executed Senior Executive assessments and selection. Performed coaching in private-sector firms,
leadership and team development with both private- and public-sector clients nationally and internationally
• Collaborated with clients to assess needs, design and implement development solutions at the leader, team
and organizational level, ran assessment center programs on behalf of clients
• As Project Lead, consistently mentor colleagues and manage program resources across multiple projects
• Identified potential customers by networking at trade and industry gatherings, create and deliver partnership
proposals tailored to customer needs and business goals
• Followed up with post-program evaluation to ensure lasting client impact and explore additional partnership
opportunities
• Expanded new product areas and concepts based upon research and analysis of market and industry trends
• Managed the team’s client portfolio of recurrent and new business
Senior Psychology Specialist | STAVANGER UNIVERSITY HOSPITAL | 08.2010 – 01.2015
Provided outpatient treatment of patients with various disorders, supervised less experienced staff.
• Assessed patient needs, determined diagnosis and tailored treatment plans, monitored progress, reported
and documented treatments and effects
• Participated in cross-disciplinary treatment team collaboration, supervised and coached non-specialist
colleagues
• Obtained EMDR training and certification
Technical Director | MEMNON (SONY) | 09.2006 – 01.2010 (Management for hire)
Memnon (Sony) is a local division of one of the EU’s largest digital assets management companies.
• Recruited, trained and managed Engineer team; designed and equipped facilities in accordance with
internationally established standards
• Established standard operating procedures for asset management based in accordance with international
standards and best practices
• Partnered with third party companies, customers, and technical committees to effectively develop and
implement worldwide industry standards
Consulting Organizational Psychologist | KIRKEGATE PSYKOLOGKONTOR | 03.2003 – 03.2015
Coordinated with clients in SME and startup markets to tailor development programs centered on
entrepreneurship, leadership, communication, culture, diversity and inclusion, teams, and conflict management.
• Provided assessment of individuals and teams with follow-up feedback and intervention tailored to client
needs and assessment results, designed and conducted organizational development programs.
• Organized and helmed seminars and workshops focused on identifying and addressing major industry trends
and challenges, including leadership, cross-cultural and communication strategies.
• Designed and delivered entrepreneurship programs to immigrants and locals, facilitated diversity and
inclusion among individuals and organizations
• Concurrently managed private clinical practice
Senior Consultant/Organizational Psychologist | NORWEGIAN ROYAL MAIL | 10.2000 – 01.2003
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I was part of the team of organizational psychologists who assisted the Norwegian Postal Service in reaching its
goal of concurrent privatization and downsizing 1/3rd of its workforce. Large-scale OD focus.
• Developed multiple programs and strategies, implementing change, crisis, and conflict-management
strategies and values-based leadership to strengthen the leadership impact and organizational effectiveness
during restructuring
• Achieved leadership development initiatives and stakeholder engagement via coaching and mentoring of
management at all levels, balanced stakeholder objectives between owners, union and government, ensured
organizational adherence to national laws and regulations
• Enacted national “Inclusive Workplace” program to follow up and reduce consequences of employees on
long-term leave of absense
Guest Lecturer/Professor
Served as a guest lecturer/professor on a variety of subjects for students at the graduate level for:
• Sveučilište u Zagrebu / University of Zagreb, Croatia
• Universitetet i Stavanger / University of Stavanger, Norway
• USC - University of Southern California, USA
• The Chicago School of Professional Psychology, USA
EDUCATION AND ACCREDITATIONS
• Bachelor of the Arts, Psychology (minor in Art) | CAL STATE NORTHRIDGE
• Doctorate of Psychology | UNIVERSITY OF BERGEN, NORWAY
• Post-Graduate Specialization as Industrial-Organizational Psychologist | 2008
• Red Cross Emergency Response Unit (ERU) | RED CROSS WORC, 2012 - 2018
• EMDR certified practitioner | EMDR Europe, 2014
COMPETENCIES
• Multilingual and fluent in English, Scandinavian languages (Norwegian, Swedish, Danish), both written and
oral, with intermediate ability in Balkan languages (Croatian, Bosnian, Serbian), Portuguese, and French
• Assessment certification in Hogan, SHL OPQ32, Cut-E batteries, JTI/MBTI, Team Effectiveness Survey,
Coaching Mindset Index
• eLearning and Content Creation Systems Tools including Apple iWork, Adobe Creative Suite, AV
software (Nuendo, soundBlade, Resolve, etc); familiar with R statistical analysis programming language
• Microsoft Office Tools including Word, Excel, PowerPoint, and Outlook
• MacOS Productivity & Planning Tools including OmniPlan, Daylite, FileMaker Pro and Keynote
EXTRACURRICULARS
• Founder/Managing Director, Sonovo Mastering
Fulfilled a youthful dream of opening my own sound studio. Identified a niche in the market and established a
business strategy. Increased sales by between 50-100% annually the first 5 years. Worked with top tier
Norwegian and international artists, Grammy nominated 4 times, one win. Responsible for overall growth
strategy, brand identity, marketing, sales. Recruited, trained and managed staff with a specific focus on
bringing more women into a male-dominated industry. Took on projects as consultant to establish other
studios, including choice of gear, establish routines and train employees. Presented own work on panels and
seminars at international conferences. Prepared and taught university courses for graduate level students.
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• Published Photographer. Have had a number of photographs published as a freelancer in multiple
international publications.
• Chinese Martial Arts, have practiced and taught for over 20 years, expanded our brand from one to six
clubs across Norway, plus a satellite club in the USA. Participated in and organized events and competitions.
• Classic cars. Restored a vintage Maserati with my son, wrote a blog documenting it and contributed articles
to the Maserati Club magazine, Viale Ciro Menotti. One of the few people who can sync and tune multiple
Weber carburetors on a V8 or V12 engine.
REFERENCES
Available upon request.
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
22-0418
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of July 12, 2022
TENTATIVE FUTURE AGENDA ITEMS
Attached is the current list of tentative future agenda items for Council’s information.
Attachments:
Tentative Future Agenda Items
City of Hermosa Beach Printed on 7/7/2022Page 1 of 1
powered by Legistar™348
July 7, 2022
Honorable Mayor and Members Regular Meeting of
of the Hermosa Beach City Council July 12, 2022
TENTATIVE FUTURE AGENDA ITEMS
JULY 26, 2022 @ 5:00 PM INITIAL
DATE CLOSED SESSION
JULY 26, 2022 @ 6:00 PM
PRESENTATIONS
SOUTHERN CALIFORNIA EDISON ANNUAL RELIABILITY REPORT
CITY MANAGER REPORTS
Police Chief Update
CITY COUNCILMEMBER COMMENTS
Updates from City Council Ad Hoc Subcommittees and Standing Committee Delegates/Alternates
CONSENT CALENDAR
City Council Minutes City Clerk Ongoing
Check Registers Finance Director Ongoing
Revenue Report, Expenditure Report and CIP Report by Project for March,
April, May and June 2022
Finance Director Ongoing
City Treasurer’s Report and Cash Balance Report for March, April, May and
June 2022
City Treasurer Ongoing
Cancellation of Certain Checks City Treasurer Ongoing
Capital Improvement Program Status Report Public Works Director Ongoing
Recommendation to receive and file the action minutes of the Public Works
Commission meeting of May 18, 2022
Public Works Director Ongoing
Termination of Cooperative Agreement No. 07-5108 between Caltrans and
City for Funding of CIP 12-143 – PCH – Aviation Mobility Project
Public Works Director Staff Request
Jun. 13, 2022
Recommendation to receive and file the action minutes of the Planning
Commission meeting of July 19, 2022
Community Development Director Ongoing
Planning Commission Tentative Future Agenda Items Community Development Director Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
Approval of Professional Services Agreement with Lew Edwards Group for
Ballot Measure Preparation/Communication Services
City Manager Staff Request
Jul. 7, 2022
MUNICIPAL MATTERS
The Cannabis Initiative Measure City Attorney/City Clerk Staff Request
Jun. 21, 2022
A Proposed Cannabis Tax City Attorney/City Clerk Staff Request
Jun. 21, 2022
A Proposed Sales and Use Tax City Attorney/City Clerk Staff Request
Jun. 21, 2022
A Repeal of the 1960 Civil Service System Ordinance (HBMC Chapter 2.76) City Attorney/City Clerk Staff Request
Jun. 21, 2022
Utility Easement Dedication – 626 Longfellow Avenue Public Works Director Staff Request
Jun. 21, 2022
Amendment to a Professional Services Agreement for Consulting Services
Related to 2021-2029 Housing Element Update
Community Development Director Staff Request
Jun. 27, 2022
Award of Crossing Guard Contract Police Chief Staff Request
Apr. 6, 2022
Appointment to Civil Service Board for 4-year term City Clerk 4-year term
Upcoming Vacancies: Two Public Works Commission Terms Expire October
31, 2022, (Recommendation to advertise with filing deadline of Thursday,
September 22, 2022)
City Clerk 4-year term
FUTURE AGENDA ITEMS
Tentative Future Agenda Items City Manager Ongoing
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THURSDAY, AUGUST 4, 2022 @ 5:00 PM
STUDY SESSION
AUGUST 9, 2022 @ 4:15 PM
APPLICANT INTERVIEWS FOR CIVIL SERVICE BOARD
AUGUST 9, 2022 @ 5:00 PM
INITIAL
DATE CLOSED SESSION:
Stephen Diamond v. City of Hermosa Beach
AUGUST 9, 2022 @ 6:00 PM
PRESENTATIONS
PRESENTATION FROM HERMOSA BEACH CITY SCHOOL DISTRICT ON BIKE SAFETY
CITY MANAGER REPORTS
Police Chief Update
CITY COUNCILMEMBER COMMENTS
Updates from City Council Ad Hoc Subcommittees and Standing Committee Delegates/Alternates
CONSENT CALENDAR
City Council Minutes City Clerk Ongoing
Check Registers Finance Director Ongoing
Recommendation to receive and file the action minutes of the Civil Service
Board meeting of June 15, 2022
Human Resources Manager Ongoing
Los Angeles Fire Services and McCormick Ambulance Monthly Report for
June 2022
Emergency Management
Coordinator
Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
Recommendation to receive and file the action minutes of the Parks,
Recreation and Community Resources Advisory Commission meeting of July
5, 2022
Community Resources Manager Ongoing
MUNICIPAL MATTERS
Fee Waiver Policy for the City’s Historic Resources Preservation Program Community Development Director Council
Direction
June 14, 2022
General Plan 2021 Annual Progress Report Community Development Director Staff Request
Jul. 5, 2022
Special Event Policy Guide Updates Community Resources Manager Staff Request
Jun. 16, 2022
Designation of voting delegate and alternate for the League of California
Cities 2022 Annual Conference
City Manager Annual
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing
NO MEETING AUGUST 23, 2022
SUMMER BREAK
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SEPTEMBER 13, 2022 @ 5:00 PM INITIAL
DATE CLOSED SESSION
SEPTEMBER 13, 2022 @ 6:00 PM
PRESENTATIONS
TENTATIVE - RECOGNIZING HERMOSA BEACH RESIDENT DUSTIN BROWN
FOR HIS ACCOMPLISHMENTS AND RETIREMENT FROM THE LOS ANGELES KINGS
CITY MANAGER REPORTS
Police Chief Update
CITY COUNCILMEMBER COMMENTS
Updates from City Council Ad Hoc Subcommittees and Standing Committee Delegates/Alternates
CONSENT CALENDAR
City Council Minutes City Clerk Ongoing
Check Registers Finance Director Ongoing
Los Angeles Fire Services and McCormick Ambulance Monthly Report for
July 2022
Emergency Management
Coordinator
Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
Recommendation to receive and file the action minutes of the Parks,
Recreation and Community Resources Advisory Commission meeting of
August 2, 2022
Community Resources Manager Ongoing
Recommendation to receive and file the action minutes of the Planning
Commission meeting of August 16, 2022
Community Development Director Ongoing
Planning Commission Tentative Future Agenda Items Community Development Director Ongoing
Recommendation to receive and file the action minutes of the Civil Service
Board meeting of July 20, 2022
Human Resources Manager Ongoing
South Bay Workforce Investment Board Quarterly Summary (4 th Qtr) Chris Cagle Quarterly
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing
THURSDAY, SEPTEMBER 1, 2022 @ 5:00 PM
STUDY SESSION
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SEPTEMBER 27, 2022 @ 5:00 PM INITIAL
DATE CLOSED SESSION
SEPTEMBER 27 @ 6:00 PM
PRESENTATIONS
RECOGNIZING OCTOBER 5, 2022 AS CALIFORNIA CLEAN AIR DAY
CITY MANAGER REPORTS
Update From Jim Fasola - City Delegate to the Los Angeles County West Vector & Vector-Borne Disease Control
District Board of Trustees
Police Chief Update
CITY COUNCILMEMBER COMMENTS
Updates from City Council Ad Hoc Subcommittees and Standing Committee Delegates/Alternates
CONSENT CALENDAR
City Council Minutes City Clerk Ongoing
Check Registers Finance Director Ongoing
Revenue Report, Expenditure Report and CIP Report by Project for July and
August 2022
Finance Director Ongoing
City Treasurer’s Report and Cash Balance Report for July and August 2022 City Treasurer Ongoing
Cancellation of Certain Checks City Treasurer Ongoing
Capital Improvement Program Status Report Public Works Director Ongoing
Recommendation to receive and file the action minutes of the Public Works
Commission meeting of July 20, 2022
Public Works Director Ongoing
Recommendation to receive and file the action minutes of the Planning
Commission meeting of September 20, 2022
Community Development Director Ongoing
Planning Commission Tentative Future Agenda Items Community Development Director Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
2022 Local Agency Biennial Notice regarding the City’s Conflict of Interest
Code
City Clerk Biennial
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing
SATURDAY, OCTOBER 22, 2022
CITY COUNCIL RETREAT
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PENDING STRATEGIC PLAN ITEMS STATUS /
TENTATIVE MEETING DATE
Update Personnel Policies Human Resources
Manager
Pending Labor
Negotiations/Meet & Confer
Process
Beach Policy/Regulations (Continued from meeting of October 27, 2016) Community Resources
Manager On hold by Council
Alternative Fuel Transportation Report, Nov. 2016 Environmental Analyst
Community Choice Aggregation Direction, Dec. 2016 Environmental
Programs Manager
PENDING NEW ITEMS STATUS /
TENTATIVE MEETING DATE
Approval of the Municipal Lease Policy
Initiated by: Staff Request Jun. 12, 2018
Community Resources
Manager
Document Retention Policy
Initiated by: Staff Request Nov. 28, 2018
City Clerk Pending Deputy City Clerk
Appointment
Landscape and Street Lighting District Assessment Adjustment (mail-in
election authorization)
Initiated by: Council Direction Jul. 9, 2019
Public Works Director To be included in Revenue
Strategy Study Session (March
3, 2022). PW staff has funding
to prepare an assessment
adjustment study and will
advance that effort – it is
anticipated that the study will
take approximately 2 to 3
months to complete. If council
agrees to advance the
adjustment, it will need to go to
a city-wide ballot.
The annual assessment is
required to go to council each
year for approval and may need
to go to council separately
before the ballot vote. It was
last approved at the 7/13/2021
council meeting.
Pavement Condition Index Update
Initiated by: Staff Request Sept. 23, 2019
Public Works Director The new pavement
management plan report is
being prepared and is
anticipated to be completed in
approximately 2 to 3
months. PW staff will prepare
a staff report with the updated
document and have our
consultant available to present
the item to council.
Public Records Request Guidelines
Initiated by: Staff Request Oct. 14, 2019
City Clerk/Assistant to
the City Manager
Pending Deputy City Clerk
Appointment
Emergency Services Municipal Code Chapter 2.56 Update
Emergency
Management
Coordinator
Waiting for State to review
proposed language changes
Return to Council to discuss a full ban on tobacco sales and to include all
available data related to other communities who have adopted complete bans
Initiated by: Council Direction Jan. 28, 2020
Community
Development Director
Staff to work with BCHD to
consider appropriate timing to
return to consider a full ban
Consideration of licensing agreement/fees for use of City logo
Initiated by: Council Direction Jun. 9, 2020
City Attorney The City will develop a
licensing agreement for
commercial uses of the City
logo as part of a comprehensive
Administrative Memorandum
(AM) on City Branding and
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Logo Use by City Staff. City
staff will begin drafting the
AM after finalizing the City’s
style guide and filing its “Intent
to Use” trademark application
for the City logo with the
USPTO. As part of developing
a Licensing Agreement for the
Commercial Use of the City
Logo, staff will establish a
process for reviewing and
handling these requests. This
process will likely include the
negotiation of royalties and as
well as the preparation of a
staff report to obtain Council
approval to enter into the
agreement. Only once after the
City receives the issuance of a
Notice of Allowance from the
USPTO can it begin approving
applications for commercial
uses of the logo.
Follow-up on Mayor’s Pledge
Initiated by: Council Direction August 25, 2020
City Manager’s
Office/Police Chief
Pending proposal from Sunny
Lee
Ordinance to regulate nuisance Outdoor Lighting
Initiated by: Staff Request June 3, 2021
Community
Development Director
Council referred to Planning
Commission at June 2021
meeting, tentatively scheduled
for Planning Commission,
February 2022
An Ordinance of the City of Hermosa Beach, California, adding Chapter
12.42 to the Hermosa Beach Municipal Code to require property owners to
repair the sidewalk area abutting their real property
Initiated by: Staff Request June 12, 2021
City Attorney
Update on single use plastics ordinance and resources needed to meet
compliance (Supported by Massey, Campbell, Armato)
Initiated by: Council Direction October 26, 2021
Environmental Program
Manager
PLAN Hermosa 5-year check-in on milestones
(Supported by Massey, Campbell, Armato, Jackson)
Initiated by: Council Direction October 26, 2021
Community
Development
Director/Environmental
Program Manager
Authorize the SBCCOG to contract for alert and warning services through
Everbridge and Alert South Bay on behalf of the City of Hermosa Beach
Initiated by: Staff Request January 27, 2022
Emergency
Management
Coordinator
Public Hearing to discuss 2023-2024 Residential and Employee Parking
Permits
Initiated by: Council Direction January 31, 2022
City Manager
Update Municipal Code Chapter 1.06 to also include the Hermosa Beach
wordmark in our ordinance
Initiated by: Staff Request February 8, 2022
City Manager/Senior
Management Analyst
Consideration of Non-Profit Grant Program
Initiated by: Council Direction March 9, 2022
Deputy City Manager
Consideration of proposal for Extension and Amendment of agreements
between the City and Athens Services for solid waste and street sweeping
services
Initiated by: Council Direction May 10, 2022
Environmental Program
Manager
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