HomeMy WebLinkAbout01-24-2023 - Agenda Pkg - CC Regular MeetingTuesday, January 24, 2023
5:00 PM
City of Hermosa Beach
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
City Council
Mayor
Ray Jackson
Mayor Pro Tem
Justin Massey
Councilmembers
Dean Francois
Rob Saemann
Mike Detoy
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
Corrie Kates, Interim 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
1
January 24, 2023City Council Regular Meeting Agenda
PUBLIC MEETING VIEWING OPTIONS
The public may participate via the following:
1. IN PERSON - Council Chambers, 1315 Valley Drive, Hermosa Beach, CA 90254
2. ZOOM - https://us02web.zoom.us/j/89968207828?
pwd=bXZmWS83dmxHWDZLbWRTK2RVaUxaUT092.
3. PHONE - Toll Free: (833) 548-0276; Meeting ID: 899 6820 7828, then #; Passcode: 472825
As a courtesy, the City will also plan to broadcast the meeting via the following listed mediums.
However, these are done as a courtesy only and are not guaranteed to be technically feasible. Thus, in
order to guarantee live-time viewing and/or public participation, members of the public shall attend in
Council Chambers or log in via ZOOM.
4. CABLE TV - Spectrum Channel 8 and Frontier Channel 31 in Hermosa Beach
5. YOUTUBE - https://www.youtube.com/c/CityofHermosaBeach90254
6. LIVE STREAM - www.hermosabeach.gov and visit the Agendas/Minutes/Videos page
If you experience technical difficulties while viewing a meeting on any of our digital platforms, please try
another viewing option. View City Council staff reports and attachments at www.hermosabeach.gov
and visit the Agendas/Minutes/Video page.
Council Chambers WiFi
Network ID: CHB-Guest
Password: chbguest
To comply with the Americans with Disabilities Act of 1990, Assistive Listening Devices (ALD) are
available for check out at the meeting. If you require special assistance to participate in this meeting,
you must call or submit your request in writing to the Office of the City Clerk at (310) 318-0204 or at
cityclerk@hermosabeach.gov at least 48 hours before the meeting.
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 their written communication to the City Clerk’s office by
noon, one week before the meeting date.
Supplemental communications may be submitted via eComment 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 corresponding agenda item before the meeting begins. 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
Submit an eComment via Speak Up Hermosa at hermosabeach.granicusideas.com by 3:00 p.m. on
the meeting date.
Page 2 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
5:00 PM - CLOSED SESSION
CALL TO ORDER
ROLL CALL
PUBLIC COMMENT ON THE CLOSED SESSION AGENDA
The public is invited to attend and provide public comment. Public comments are limited to 3 minutes
per speaker. This Public Comment period is limited to Closed Session agenda items only.
1. IN PERSON - Council Chambers, 1315 Valley Drive, Hermosa Beach, CA 90254
2. ZOOM - https://us02web.zoom.us/j/89968207828?
pwd=bXZmWS83dmxHWDZLbWRTK2RVaUxaUT09 and use 'Raise Hand' feature.
3. PHONE - Toll Free: (833) 548-0276; Meeting ID: 899 6820 7828, then #; Passcode: 472825
Press *9 to 'Raise Hand' and then *6 to unmute yourself line when prompted.
4. EMAIL - Email comments to cityclerk@hermosabeach.gov by 3:00 p.m. on the meeting date.
5. ECOMMENT - Submit an eComment via Speak Up Hermosa at hermosabeach.granicusideas.com
by 3:00 p.m. on the meeting date.
RECESS TO CLOSED SESSION (Meeting will reconvene in the Council Chambers
after Closed Session and recess to Open Session)
a)23-0058 MINUTES: Approval of minutes of Closed Session held on January 10, 2023.
b)23-0055 CONFERENCE WITH LEGAL COUNSEL: Litigation Update
Pending 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.
Name of Cases: CARRILLO, BERNADETTE MARIE, Case Number:
21STCV31855; CRUZ, JONATHAN, Case Number: 22STRCV01015; FARIS,
DEBRA, Case Number 22STRCV01015; FRILOT, MICHAEL, Case Number:
20TRCV00045; GERSTBERGER, MARISTELA, Case Number: 22STCV08392;
MUZATKO, RACHEL, Case Number: 20TRCV00048; WEBSTER, AMBER
LYNN, Case Number: 21STCV26516; and WILHELM, JENNIFER, Case
Number: 21STCV28370
Page 3 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
6:00 PM - OPEN SESSION
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. CLOSED SESSION REPORT
V. ANNOUNCEMENTS - UPCOMING CITY EVENTS
VI. APPROVAL OF AGENDA
This is the time for the City Council to discuss any changes to the order of agenda items.
VII. PROCLAMATIONS / PRESENTATIONS
a)23-0052 INTRODUCTION OF POLICE OFFICERS NICOLAS DIENOVA,
FABIAN REYES, IVAN REYES, AND RICKY JULIEN
b)23-0053 RECOGNIZING RICHARD TAYLOR FOR HIS
LIFE SAVING EFFORTS
c)23-0054 PROCLAMATION DECLARING FEBRUARY
2023 AS BLACK HISTORY MONTH
VIII. CITY MANAGER REPORT
a)23-0056 POLICE CHIEF UPDATE
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January 24, 2023City Council Regular Meeting Agenda
IX. PUBLIC PARTICIPATION: ORAL AND WRITTEN COMMUNICATIONS FROM THE
PUBLIC
This is the time for members of the public to address the City Council on any items within the Council's
jurisdiction and on items where public comment will not be taken (City Manager Reports, Written
Communication, City Councilmember Comments, Consent Calendar items not pulled for separate
consideration, and Future Agenda Items).
The public is invited to attend and provide public comment. Public comments are limited to three
minutes per speaker. This time allotment may be reduced due to time constraints at the discretion of
the City Council.
1. IN PERSON - Council Chambers, 1315 Valley Drive, Hermosa Beach, CA 90254
2. ZOOM - https://us02web.zoom.us/j/89968207828?
pwd=bXZmWS83dmxHWDZLbWRTK2RVaUxaUT09 and use 'Raise Hand' feature.
3. PHONE - Toll Free: (833) 548-0276; Meeting ID: 899 6820 7828, then #; Passcode: 472825
Press *9 to 'Raise Hand' and then *6 to unmute yourself line when prompted.
4. EMAIL - Email comments to cityclerk@hermosabeach.gov by 3:00 p.m. on the meeting date.
5. ECOMMENT - Submit an eComment via Speak Up Hermosa at hermosabeach.granicusideas.com
by 3:00 p.m. on the meeting date.
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. Members of the audience will have a future
opportunity to speak on items pulled from the Consent Calendar for separate discussion, Public
Hearings, and Municipal Matters when those items
are heard.
a)23-0060 WRITTEN COMMUNICATION
Recommendation:Staff recommends City Council receive and file the written communication.
X. CITY COUNCILMEMBER COMMENTS
a)23-0059 UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
XI. CONSENT CALENDAR
The following matters will be acted upon collectively with a single motion and vote to approve with the
majority consent of the City Council. Councilmembers may orally register a negative vote on any
Consent Calendar item without pulling the item for separate consideration before the vote on the
Consent Calendar. There will be no separate discussion of these items unless a Councilmember
removes an item from the Consent Calendar, either under Approval of the Agenda or under this item
before the vote on the Consent Calendar. Items removed for separate discussion will be considered
under Agenda Item XII (12), with public comment permitted at that time.
Page 5 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
a)REPORT
23-0057
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
Recommendation:Staff recommends City Council approve the minutes for the regular meeting of Tuesday,
January 10, 2023.
b)REPORT
23-0039
CHECK REGISTERS
(Finance Director Viki Copeland)
Recommendation:Staff recommends City Council ratify the following check registers.
c)REPORT
23-0042 MEMORANDUM REGARDING REVENUE REPORT, EXPENDITURE
REPORT,
AND CIP REPORT BY PROJECT FOR DECEMBER 2022
(Finance Director Viki Copeland)
d)REPORT
23-0036
MEMORANDUM REGARDING
CITY TREASURER’S REPORT AND CASH BALANCE REPORT
(City Treasurer Karen Nowicki)
e)REPORT
23-0044
CAPITAL IMPROVEMENT PROGRAM STATUS REPORT
AS OF JANUARY 12, 2023
(Public Works Director Joe SanClemente)
Recommendation:Staff recommends City Council receive and file the Capital Improvement Program Status
Report as of January 12, 2023.
f)REPORT
23-0045
ACTION MINUTES OF THE PUBLIC WORKS COMMISSION
MEETING OF NOVEMBER 16, 2022
(Public Works Director Joe SanClemente)
Recommendation:Staff recommends City Council receive and file the action minutes of the Public Works
Commission meeting of November 16, 2022.
g)REPORT
23-0048
ACTION MINUTES OF THE PLANNING COMMISSION REGULAR
MEETING OF JANUARY 17, 2023
(Interim Community Development Director Corrie Kates)
Recommendation:Staff recommends City Council receive and file the action minutes of the Planning
Commission regular meeting of January 17, 2023.
Attachments:
1. Planning Commission Action Minutes Regular Meeting of January 17, 2023
Respectfully Submitted by: Corrie Kates, Interim Community Development Director
Approved: Suja Lowenthal, City Manager
Page 6 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
h)REPORT
23-0051
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; and (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 - TO COMMENCE AT 6:30 P.M.
XIV. MUNICIPAL MATTERS
a)REPORT
23-0040
ECONOMIC DEVELOPMENT STRATEGY PROGRESS REPORT
(Interim Community Development Director Corrie Kates)
Recommendation:Staff recommends City Council:
1. Receive a staff presentation;
2. Provide staff direction regarding first year and possible second year priorities to inform
the upcoming Fiscal Year 2022-2023 mid-year budget review and Fiscal Year 2023-2024
budget development process; and
3. Receive and file Economic Development Strategy Progress Report.
b)REPORT
23-0049
CONSIDERATION OF FEES AND OTHER CHANGES TO THE
TEMPORARY OUTDOOR DINING PROGRAM
(Environmental Programs Manager Douglas Krauss)
Recommendation:Staff recommends City Council:
1. Consider the encroachment market rent rates from the recent appraisal of local real
property;
2. Consider concluding the temporary outdoor dining encroachments on Pier Plaza; and
3. Consider concluding the allowance of roof-top dining areas on private property
authorized during the COVID-19 pandemic.
XV. FUTURE AGENDA ITEMS
This is the time for Councilmembers to schedule future agenda items and to ask questions about the
status of previously approved future agenda items. No discussion, debate, or public comment will be
taken. Councilmembers should consider the city's work plan when considering new items. The
tentative future agenda items document is provided for information only.
a)23-0037 TENTATIVE FUTURE AGENDA ITEMS
XVI. ADJOURNMENT
Page 7 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
FUTURE MEETINGS AND CITY HOLIDAYS
CITY COUNCIL MEETINGS:
February 14, 2023 - Tuesday - No Meeting (Dark)
February 28, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
March 14, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
March 28, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
April 11, 2023 - Tuesday - No Meeting (Dark)
April 20, 2023 - Thursday - 6:00 PM - CIP Study Session
April 25, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
May 9, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
May 23, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
May 31, 2023 - Wednesday - 6:00 PM - Budget Study Session
June 13, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
June 27, 2023 - Tuesday - No Meeting (Dark)
July 11, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
July 20, 2023 - Thursday - 6:00 PM - Joint Meeting with all Boards
and Commissions
July 25, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
August 8, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
August 22, 2023 - Tuesday - No Meeting (Dark)
September 12, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
September 26, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
September 28, 2023 - Thursday - 6:00 PM - Mayor Transition Ceremony
October 10, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
October 24, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
November 14, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
November 28, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
December 12, 2023 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
December 26, 2023 - Tuesday - No Meeting (Dark)
Page 8 City of Hermosa Beach Printed on 1/19/2023
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January 24, 2023City Council Regular Meeting Agenda
BOARDS, COMMISSIONS AND COMMITTEE MEETINGS:
February 7, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
February 15, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
February 21, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
March 7, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
March 15, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
March 15, 2023 - Wednesday - 6:00 PM - Public Works Commission Meeting
March 21, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
April 17, 2023 - Monday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
April 18, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
April 19, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
May 2, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
May 16, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
May 17, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
May 17, 2023 - Wednesday - 6:00 PM - Public Works Commission Meeting
June 6, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
June 20, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
June 21, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
July 5, 2023 - Wednesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
July 18, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
July 19, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
July 19, 2023 - Wednesday - 6:00 PM - Public Works Commission Meeting
August 1, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
August 15, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
August 16, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
September 5, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
September 19, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
September 20, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
September 20, 2023 - Wednesday - 6:00 PM - Public Works Commission Meeting
October 3, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
October 17, 2023 - Tuesday - 6:00 PM - Planning Commission Meeting
October 18, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
November 7, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
November 13, 2023 - Monday - 6:00 PM - Planning Commission Meeting
November 15, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
November 15, 2023 - Wednesday - 6:00 PM - Public Works Commission Meeting
December 5, 2023 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
December 11, 2023 - Monday - 6:00 PM - Planning Commission Meeting
December 20, 2023 - Wednesday - 5:00 PM - Civil Service Board Meeting
CITY OFFICES CLOSED FRIDAY-SUNDAY AND ON THE FOLLOWING DAYS:
February 20, 2023 - Monday - President’s Day
May 29, 2023 - Monday - Memorial Day
June 19, 2023 - Monday - Juneteenth
July 4, 2023 - Tuesday - Independence Day
September 4, 2023 - Monday - Labor Day
November 23, 2023 - Thursday - Thanksgiving Day
December 25, 2023 - Monday - Christmas Day
January 1, 2024 - Monday - New Year's Day
Page 9 City of Hermosa Beach Printed on 1/19/2023
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0058
Honorable Mayor and Members of the Hermosa Beach City Council
Closed Session of January 24, 2023
MINUTES:Approval of minutes of Closed Session held on January 10, 2023.
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0055
Honorable Mayor and Members of the Hermosa Beach City Council
Closed Session of January 24, 2023
CONFERENCE WITH LEGAL COUNSEL: Litigation Update
Pending 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.
Name of Cases:CARRILLO, BERNADETTE MARIE, Case Number: 21STCV31855; CRUZ, JONATHAN,
Case Number: 22STRCV01015; FARIS, DEBRA, Case Number 22STRCV01015; FRILOT, MICHAEL, Case
Number: 20TRCV00045; GERSTBERGER, MARISTELA, Case Number: 22STCV08392; MUZATKO,
RACHEL, Case Number: 20TRCV00048; WEBSTER, AMBER LYNN, Case Number: 21STCV26516; and
WILHELM, JENNIFER, Case Number: 21STCV28370
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0052
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
INTRODUCTION OF POLICE OFFICERS NICOLAS DIENOVA,
FABIAN REYES, IVAN REYES, AND RICKY JULIEN
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0053
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
RECOGNIZING RICHARD TAYLOR FOR HIS
LIFE SAVING EFFORTS
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0054
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
PROCLAMATION DECLARING FEBRUARY
2023 AS BLACK HISTORY MONTH
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0056
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
POLICE CHIEF UPDATE
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0060
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
WRITTEN COMMUNICATION
Recommended Action:
Staff recommends City Council receive and file the written communication.
Attachments:
1.Written Communication submitted by Anthony Higgins re: Traffic and Noise Concerns
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From:tony higgins
To:City Clerk
Cc:Douglas Krauss
Subject:Written communication for city council, planning commission and public works commission meetings
Date:Wednesday, January 11, 2023 5:19:11 PM
Attachments:unknown.png
January 11, 2023
Dear HB City Council,
CC: Planning Commission
Public Works Commission
Re: Failure to Follow-up or even discuss legitimate resident issues
Once again the city has ignored 5 significant issues I’ve raised and I can see you have no
intention of rectifying the city manager and council’s blatant attempts to sweep these issues
under the carpet.
FIRST, you ignored my requests to ask the city manager about ab43 and how it could be used
to reduce speed limits to 20mph on residential collector roads.
Just today, on Manhattan Ave just north of 29th street a modified exhaust sports car pulled
aggressively around two slower moving vehicles that were beginning to slow for a pedestrian
in a crosswalk; coming up behind me at a high rate of speed and then jaming on it’s brakes
screeching to a halt in the oncoming traffic lane a few feet in front of the pedestrian.
I don’t know if it was automatic braking or he saw the pedestrian and her dog, but she looked
like a deer in the headlights as the vehicle swerved around the slower traffic and tried to pass
them using the oncoming traffic lane.
Ab43 affords a chance to possibly do something about this but you refused to even discuss
agendizing this. Redondo already has a plan to implement this.
https://hermosabeach.legistar.com/View.ashx?M=F&ID=11556931&GUID=E2310FD8-
BBEA-4242-AE80-62A8CF05252E
SECOND, the council ignored the data I provided on the health consequences of the extreme
traffic noise & vibration we are experiencing on 27th during the day from heavy trucks using
the street as an arterial truck route and at night from the modified exhaust vehicles every 15
minutes or so.
At night this noise is a minimum of 16 times the level that will wake a person from a sound
sleep (45dbA vs 85dba).
This article on the Health Consequences of ExcessiveTraffic Noise referenced in the URL
17
below is widely cited by academic institutions.
The graphs below clearly show the health consequences as a function of noise level, with as
little as 40-60 exposures a year having significant health consequences
We get 40-60 such events in a couple of weeks on 27th.
https://www.euro.who.int/__data/assets/pdf_file/0017/43316/E92845.pdf
18
Then the council ignored my request to enlist BCHD in an independent objective analysis of
the health consequences of nighttime traffic noise on vulnerable roadways like 27th that could
inform its policies.
The city has refused to answer basic questions like:
How should the traffic noise data below and the associated health consequences inform city
policy.?
What thresholds should be set to define a significant impact to resident health and safety
caused by traffic noise?
What CNEL noise levels or LMAX outside noise events are enough to cause a residential
street to be no longer compatible residential use without significant and expensive home
modification?
19
When should someone selling a house be required to inform the potential buyer of these
health risks?
THIRD, the council refused to question city staff on why the recent noise measurements on
27th were taken at points that coverup the true impacts of the noise we experiencing.
Specifically, only one noise meter measurement point was selected and it was placed near the
base of the eastbound hill at ozone.
I previously provided a detailed email on why the measurements should have been taken
2/3rds up the hill at both the east and westbound property lines to properly measure the actual
noise impact.
The article i cited above also was extremely clear that CNEL noise measurements alone were
not adequate to assess health impacts.
You must do LAMax measurements and capture data on the number of LAMax events (ie
when a modified exhaust vehicle screams by). I also showed that even going back as far as
the 2017 General Plan the city has conspired to obfuscate the noise problems on 27th.
See map below of where General Plan noise measurements were done and explain why the
extremely busy, steep road segment that is being used as an arterial truck route was excluded
from the noise and vibration analysis.
Why was the 27th street road segment excluded from the General Plan’s noise and vibration
measurement.
Simple. It was done to cover up a well known problem
See yellow oval around 27th.
20
FOURTH, The city has refused to provide any information on the Lane Reduction Initial study
and has blamed the 2 year delay on covid.
This is simply BS.
The reason for the CEQA delay and all of the above is simply that the city thinks it in its best
interests to entrench the lane reduction and delay the CEQA process because it knows there
are serious potential significant impacts that demand an EIR and it does not want to take steps
to mitigate the health consequences
Related to this:
Related to the CEQA Process for the Pier Avenue Lane Reduction Project, the fair
21
argument standard means that if a “fair argument” can be made that a project may have a
significant effect on the environment including health, safety or quality of life, an EIR shall
be prepared even though there may be other substantial evidence that the project will not
have a significant effect (CEQA Guidelines § 15064(f)(1)).
This is exactly the case for the Pier Avenue Lane Reduction Project that has in-part turned
27th street into an Arterial Truck Route. Yet a document ive provided you many times from
the City Attorney’s office clearly identifies 27th street as a local collector road saying it is
meant to service NW Hermosa’s commercial traffic only and not anarterial truck route to
westside businesses
FIFTH, the city has refused to explain why in its traffic counts related to the loft promised but
never delivered Lane Reduction initial study; it refused to count heavy trucks.
There can be no doubt that reducing the pier ave truck route to a single lane coupled with the
truck berms placed at Herondo and Hermosa Ave have shifted more and more heavy truck
traffic to 27th. Not counting trucks was either incredibly stupid or part of an effort to cover up
the true impact of the lane reduction. This was done at a time when the General Plan called
for traffic calming and mitigation on 27th that was never implemented.
THEN, to make matters worse there was the Strand Pedestrian Safety presentation in last
nights council meeting.
I do applaud Director SanClemente data collection efforts on the magnitude of the pedestrian
safety problem and bicyclist compliance data. Good research.
But then the council allowed the city manager to make fools of you.
Meaning, why is the city piloting a solution that requires 7x24x365 closure of the strand to
bicycle traffic between 10th and 14th street.
If strand barricades are implemented then the red lights must be on per Director SanClemente.
That should have been a non starter and you allowed the city manager to bamboozle you and
push a pilot through that anyone with an ounce of common sense can see will only encourage
non-compliance.
Basically your plan pilot has fatal cross purposes also known as shooting yourself in the foot.
The council should have demanded the barricade pilot be put on hold until a solution to the
7x24 restriction could be found.
Anthony Higgins
22
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0059
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™23
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0057
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
Recommended Action:
Staff recommends City Council approve the minutes for the regular meeting of Tuesday,January 10,
2023.
Attachments:
1.January 10, 2023-Regular Meeting Minutes
Respectfully Submitted by: Myra Maravilla, City Clerk
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™24
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
City of Hermosa Beach
Meeting Minutes - Draft
City Council
Mayor
Ray Jackson
Mayor Pro Tem
Justin Massey
Councilmembers
Dean Francois
Rob Saemann
Mike Detoy
5:00 PMTuesday, January 10, 2023
Draft
5:00 PM - CLOSED SESSION
CALL TO ORDER
Mayor Pro Tem Massey called the Closed Session meeting to order at
5:00 p.m.
ROLL CALL
City Clerk Myra Maravilla announced a quorum.
Mayor Jackson, Mayor Pro Tempore Massey, Councilmember Francois,
Councilmember Saemann, and Councilmember Detoy
Present:5 -
Absent:0
PUBLIC COMMENT ON THE CLOSED SESSION AGENDA
No public comment was received for items on the Closed Session agenda.
RECESS TO CLOSED SESSION
The City Council recessed to Closed Session.
23-0028a)MINUTES: Approval of minutes of Closed Session held on November 29 and
December 13, 2022.
23-0025b)CONFERENCE WITH LEGAL COUNSEL:
Anticipated Litigation - Government Code Section 54956.9(d)(2)&(3)
The City finds, based on advice from legal counsel, that discussion in open
Page 1City of Hermosa Beach Printed on 1/17/2023
25
January 10, 2023City Council Meeting Minutes - Draft
session will prejudice the City in the litigation.
Significant exposure to civil litigation* - Two Matters:
1)Delay Claim by EBS General Engineering, Inc. (“EBS”): Pacific Coast
Highway Improvements at Aviation Blvd & Pier Ave Project.
2)Additional Compensation Claim by Aid Builders Inc. (“Aid”): Public Park
Restroom Project.
*Significant exposure to civil litigation means that there exists facts and
circumstances where the City may face a lawsuit. This does not mean that any
potential lawsuit is meritorious or that there is a significant risk that the City will
not prevail in any possible lawsuit.
6:00 PM - OPEN SESSION
I. CALL TO ORDER
Mayor Pro Tem Massey called the Open Session meeting to order at 6:10
p.m.
II. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Jameson Lowrey.
III. ROLL CALL
City Clerk Myra Maravilla announced a quorum.
Mayor Jackson, Mayor Pro Tempore Massey, Councilmember Francois,
Councilmember Saemann, and Councilmember Detoy
Present:5 -
Absent:0
IV. CLOSED SESSION REPORT
City Attorney Patrick Donegan provided a Closed Session Report. No
reportable action was taken.
V. ANNOUNCEMENTS - UPCOMING CITY EVENTS
No announcements were made.
VI. APPROVAL OF AGENDA
A motion was made by Councilmember Detoy, seconded by Councilmember
Saemann to approve the order of the agenda. The motion carried by the
following vote:
VII. PROCLAMATIONS / PRESENTATIONS
23-0015a)RECOGNIZING JUNIOR LIFEGUARDS JACKSON LOWREY
AND JAMESON LOWREY FOR THEIR LIFESAVING EFFORTS
Page 2City of Hermosa Beach Printed on 1/17/2023
26
January 10, 2023City Council Meeting Minutes - Draft
Jessalyn Waldron from Supervisor's Mitchell's office presented certificates
to Jackson and Jameson Lowrey.
Mayor Pro Tem Massey presented Certificates of Commendation on
behalf of the City to Jackson and Jameson Lowrey.
Interim Fire Chief Anthony Marrone presented certificates to Jackson and
Jameson Lowrey.
Members of the Fire Department, the City Council, and dignitaries joined
the Lowrey family for a group photo.
23-0018b)ANNOUNCEMENT OF THE WINNER OF THE 13TH ANNUAL
PARKING PERMIT ART CONTEST
Finance Director Viki Copeland announced the winner of the 13th Annual
Parking Permit Art Contest is Rebekie Bennington.
Rebekie provided comments.
23-0019c)HERMOSA BEACH CHAMBER OF COMMERCE PRESENTS
REVIEW OF 2022 PROGRAMS AND VISION FOR 2023
Chamber President Jessica Accamando presented an overview of the
Chamber's activity in 2022 and vision for 2023.
Mayor Pro Tem Massey provided remarks.
23-0020d)STRAND PEDESTRIAN SAFETY PRESENTATION
Public Works Director Joe SanClemente provided a presentation.
Councilmember Saemann provided comments.
Councilmember Detoy provided comments.
Councilmember Francois provided comments.
City Manager Suja Lowenthal provided comments.
Mayor Pro Tem Massey provided comments.
Page 3City of Hermosa Beach Printed on 1/17/2023
27
January 10, 2023City Council Meeting Minutes - Draft
Councilmember Francois provided comments.
Mayor Jackson provided comments.
VIII. CITY MANAGER REPORT
23-0029a)POLICE CHIEF UPDATE
Police Chief LeBaron provided a Police Chief Update
IX. PUBLIC PARTICIPATION: ORAL AND WRITTEN COMMUNICATIONS FROM THE
PUBLIC
In Person Public Comment:
Beach Cities Board Member Jane Diehl
Liz Ramirez and George Barks presented a Proclamation from Sister City
Loreto Baja California Sur, Mexico.
Richard Gotthofer
Virtual Public Comment:
Matt McCool
Laura Pena
A motion was made by Councilmember Detoy, seconded by Councilmember
Saemann to receive and file the written communication. The motion carried by
the following vote:
Aye:Mayor Jackson, Massey, Francois, Saemann, and Detoy5 -
Absent:0
a)23-0030 WRITTEN COMMUNICATION
X. CITY COUNCILMEMBER COMMENTS
23-0032a)UPDATES FROM CITY COUNCIL AD HOC SUBCOMMITTEES
AND STANDING COMMITTEE DELEGATES/ALTERNATES
Councilmember Francois provided an update on his attendance to the
League of California Cities general meeting.
Councilmember Saemann provided an update about his attendance to the
Sister Cities Association meeting and its programs.
Mayor Pro Tem Massey requested staff reach out to a public commenter.
Mayor Jackson mentioned interest in a presentation about the beach
maintenance plan for the benefit of the public.
XI. CONSENT CALENDAR
Page 4City of Hermosa Beach Printed on 1/17/2023
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January 10, 2023City Council Meeting Minutes - Draft
Approval of the Consent Calendar
A motion was made by Councilmember Detoy, seconded by Councilmember
Saemann, to approve the Consent Agenda. The motion carried by the following
vote:
Aye:Mayor Jackson, Massey, Francois, Saemann, and Detoy5 -
Absent:0
23-0033a)WAIVE READING IN FULL OF ALL ORDINANCES ON THE AGENDA
(City Clerk Myra Maravilla)
A motion was made to approve recommendation on the Consent Calendar.
b)REPORT
23-0021
CITY COUNCIL MEETING MINUTES
(City Clerk Myra Maravilla)
A motion was made to approve recommendation on the Consent Calendar.
c)REPORT
23-0013
CHECK REGISTERS
(Finance Director Viki Copeland)
A motion was made to approve recommendation on the Consent Calendar.
d)REPORT
23-0012
CANCELLATION OF CERTAIN CHECKS
(City Treasurer Karen Nowicki)
A motion was made to approve recommendation on the Consent Calendar.
e)REPORT
23-0010
REVENUE REPORT, EXPENDITURE REPORT, AND CIP REPORT
BY PROJECT FOR SEPTEMBER, OCTOBER AND NOVEMBER 2022
(Finance Director Viki Copeland)
A motion was made to approve recommendation on the Consent Calendar.
f)REPORT
23-0011
CITY TREASURER’S REPORT AND CASH BALANCE REPORT
(City Treasurer Karen Nowicki)
A motion was made to approve recommendation on the Consent Calendar.
g)REPORT
23-0001
LOS ANGELES COUNTY FIRE AND AMBULANCE
MONTHLY REPORT FOR NOVEMBER 2022
(Deputy City Manager Angela Crespi)
A motion was made to approve recommendation on the Consent Calendar.
h)REPORT
23-0006
APPROVAL OF RETURNING IMPACT LEVEL III SPECIAL EVENT
(Community Resources Manager Lisa Nichols)
Page 5City of Hermosa Beach Printed on 1/17/2023
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January 10, 2023City Council Meeting Minutes - Draft
A motion was made to approve recommendation on the Consent Calendar.
i)REPORT
23-0022
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.
j)REPORT
23-0003
ACTION MINUTES OF THE CIVIL SERVICE BOARD
MEETINGS OF OCTOBER 19, 2022 AND NOVEMBER 16, 2022
(Human Resources Manager Vanessa Godinez)
A motion was made to approve recommendation on the Consent Calendar.
k)REPORT
23-0004
APPROVAL OF A REQUEST TO RECLASSIFY THE
ADMINISTRATIVE ASSISTANT POSITION IN THE PUBLIC WORKS
DEPARTMENT TO MANAGEMENT ANALYST
(Human Resources Manager Vanessa Godinez)
A motion was made to approve recommendation on the Consent Calendar.
XII. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE DISCUSSION
There were no items removed from the Consent Calendar for separate
discussion.
XIII. PUBLIC HEARINGS - TO COMMENCE AT 6:30 P.M.
XIV. MUNICIPAL MATTERS
a)REPORT
23-0002
AWARD OF PROFESSIONAL SERVICES AGREEMENTS FOR
ON-CALL PLAN CHECKING SERVICES
(Public Works Director Joe SanClemente)
Public Works Director SanClemente provided a staff report.
Councilmember Detoy provided comments.
No public comment provided.
A motion was made by Councilmember Detoy, seconded by Councilmember
Francois to award a contract for on-call plan check services to Transtech
Engineers, Inc. at a not-to-exceed amount of $500,000 for a term of five years
ending January 10, 2028, with an option to allow the City Manager to extend up
to one additional year; and award a contract for on-call plan check services to
Bureau Veritas, Inc. at a not-to-exceed amount of $500,000 for a term of five years
ending January 10, 2028, with an option to allow the City Manager to extend up
to one additional year; and authorize the Mayor to execute and the City Clerk to
attest the proposed agreements subject to approval by the City Attorney. Motion
Page 6City of Hermosa Beach Printed on 1/17/2023
30
January 10, 2023City Council Meeting Minutes - Draft
carried by the following vote:
Aye:Mayor Jackson, Massey, Francois, Saemann, and Detoy5 -
Absent:0
b)REPORT
23-0008
APPROVAL OF SECOND AMENDMENT TO AN
AGREEMENT WITH MILLER PLANNING ASSOCIATES
TO PREPARE THE UPDATE TO THE SUBDIVISION ("TITLE 16")
AND ZONING ("TITLE 17") ORDINANCES OF THE
HERMOSA BEACH MUNICIPAL CODE
(Interim Community Development Director Corrie Kates)
Senior Planner and Business Liaison Christy Teague provided a staff
report.
Councilmember Francois provided comments.
City Manager Lowenthal and Interim Community Development Director
Kates provided information.
Virtual Public Comment:
Laura Pena
Councilmember Saemann provided comments.
Councilmember Detoy provided comments.
A motion was made by Councilmember Saemann, seconded by Councilmember
Detoy to approve the proposed second amendment to an agreement with Miller
Planning Associates for the preparation of the update to the Subdivision ("Title
16") and Zoning ("Title 17") Ordinances of the Hermosa Beach Municipal Code
increasing the not-to-exceed amount by $30,000 resulting in a total amended
not-to exceed amount of $287,100; and authorize the Mayor to execute and the
City Clerk to attest the attached second amendment, subject to approval by the
City Attorney. The motion carried by the following vote
c)REPORT
23-0023
PLANNING COMMISSION-VACANCY
FOR THE UNEXPIRED TERM ENDING JUNE 30, 2023
(City Clerk Myra Maravilla)
City Clerk Myra Maravilla provided a staff report.
Councilmember Detoy provided comments.
Councilmember Francois provided comments.
A motion was made by Councilmember Detoy,seconded by Councilmember
Saemann to direct staff to immediately advertise and request applications from
interested parties for one Planning Commission Member for the unexpired term
Page 7City of Hermosa Beach Printed on 1/17/2023
31
January 10, 2023City Council Meeting Minutes - Draft
ending June 30, 2023; and schedule the presentation of applicants and applicant
interviews for Tuesday, February 28, 2023 with the option to make an
appointment at the regular City Council meeting on the same date. The motion
carried by the following vote:
Aye:Mayor Jackson, Massey, Francois, Saemann, and Detoy5 -
Absent:0
XV. FUTURE AGENDA ITEMS
a)23-0027 TENTATIVE FUTURE AGENDA ITEMS
Councilmember Saemann requested an agenda item to discuss adding
parking space to CIP 682.
Mayor Jackson provided support for an informational item.
Mayor Jackson requested an agenda item to discuss the residential
parking program.
Councilmembers Francois and Councilmember Detoy supported the item.
Councilmember Francois requested an action item to discuss the
temporary barrier on the Strand. There was no additional support.
Councilmember Francois requested an action item to discuss the cost
analysis of the blinking lights. There was no additional support.
XVI. ADJOURNMENT
Mayor Pro Tem Massey adjourned the meeting in memory of Richard
McCurdy. Councilmember Saemann delivered a eulogy and asked for a
moment of silence in his memory .
The meeting adjourned at 9:33 p.m. The next regular City Council meeting
is on January 24, 2023.
Page 8City of Hermosa Beach Printed on 1/17/2023
32
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0039
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
CHECK REGISTERS
(Finance Director Viki Copeland)
Recommended Action:
Staff recommends City Council ratify the following check registers.
Attachments:
1.Check Register 12/28/2022
2.Check Register 1/4/2023
Respectfully Submitted by: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™33
12/28/2022
Check Register
CITY OF HERMOSA BEACH
1
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101442 12/28/2022 ADVANCED IMAGING OF SO BAY Acct#ZA6J91R INJURY WHILE TAKEN INTO CUSTODY14070
001-2101-4201 35.00
Total : 35.0014070
101443 12/28/2022 AMERICAN UPHOLSTERY INC 11605D MR#938899/FORD C-MAX SEAT&FRAME REPAIR22728
715-3302-4311 990.00
Total : 990.0022728
101444 12/28/2022 AQUA FLO SCM0170516 MAT REQ 938759 INCORRECT ITEM INVOICED09366
001-6101-4309 -49.30
MAT REQ#938759/IRRIGATION SUPPLIESSI2037890
001-6101-4309 437.87
MAT REQ 938759 IRRIGATION SUPPLIESSI2037914
001-6101-4309 18.60
Total : 407.1709366
101445 12/28/2022 BENDER, ROSALIND Parcel 4185 004 012 STREET LIGHT & SEWER TAX REBATE/FY2317706
001-6871 132.93
105-3105 24.61
Total : 157.5417706
101446 12/28/2022 BOWER, JUSTIN Permit#R14378 REFUND - DAMAGE DEPOSIT REFUND22775
001-2111 39.00
Total : 39.0022775
101447 12/28/2022 BURGOS, CARLOS PO 38711 REIMBURSEMENT/SANTA SLEIGH LIGHTS18635
001-2101-4201 74.95
Total : 74.9518635
101448 12/28/2022 CALIFORNIA MARKING DEVICE 7135 MAT REQ 838560 STAMPS FOR RODRIGUEZ00262
001-2101-4201 65.70
MAT REQ 838561 STAMP FOR RODRIGUEZ7149
001-2101-4201 32.85
Total : 98.5500262
101449 12/28/2022 CARPET SPECTRUM, INC.PO 38585 REPLACE FLOOR IN ROOM 1 AT SOUTH PARK08909
001-4202-4201 10,901.00
Total : 10,901.0008909
Attachment 1 34
12/28/2022
Check Register
CITY OF HERMOSA BEACH
2
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101450 12/28/2022 CMTA 200004058 BUYERS REMORSE WEBINAR/NOWICKI08533
001-1141-4317 25.00
Total : 25.0008533
101451 12/28/2022 COUNTY OF LOS ANGELES REPW22121202941 TRAFFIC SIGNAL MAINT ARTESIA BLVD/NOV2200879
001-3104-4251 356.49
Total : 356.4900879
101452 12/28/2022 ELITE PRIVATE INVESTIGATION 202222 INVESTIGATION SERVICES/DEC 202222113
001-2101-4201 1,879.58
Total : 1,879.5822113
101453 12/28/2022 ELLIS ENVIRONMENTAL MANAGEMENT 22-410 ASBESTOS TESTING AT CLARK BUILDING19620
301-8689-4201 1,058.50
ASBESTOS TESTING FOR PD/CIP69622-428
301-8696-4201 2,367.40
Total : 3,425.9019620
101454 12/28/2022 FJR PACIFIC, INC.26087 REPAIR OF HEATER/AIR SYSTEM IN THEATER21217
001-4204-4201 736.79
Total : 736.7921217
101455 12/28/2022 FRONTIER 209-188-4669-0714985 LANDLINES/COMPUTER LINKS/DEC2219884
001-3302-4304 103.66
001-2101-4304 749.08
001-4204-4321 247.48
001-4202-4304 68.37
001-3304-4304 62.74
001-1204-4304 66.19
715-1206-4304 1,580.00
PD COMPUTER CIRCUITS/DEC22209-190-0013-1206175
001-2101-4304 913.19
Total : 3,790.7119884
101456 12/28/2022 GRAINGER 9541362787 MAT REQ 938887/MAINTENANCE SUPPLIES10836
715-3104-4311 9.53
MR#938888 RETURNED PRESSURE WASHER9541362803
715-3104-4311 -126.28
MAT REQ 938898/MAINTENANCE SUPPLIES9541790995
715-3104-4311 260.01
35
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Check Register
CITY OF HERMOSA BEACH
3
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 143.26 101456 12/28/2022 GRAINGER10836
101457 12/28/2022 JIM & JACKS RO8929 VEHICLE REPAIR/PARKING ENFORCEMENT JEEP22773
715-3302-4311 1,194.22
Total : 1,194.2222773
101458 12/28/2022 JONES, JOHN RILEY 0000013 PARKS MASTER PLAN MGMT SVS THRU 12.22.2222496
301-8538-4201 6,200.00
Total : 6,200.0022496
101459 12/28/2022 LA CO SHERIFFS DEPARTMENT 231347BL MAT REQ 939353/INMATE MEALS/NOV2200151
001-2101-4306 351.38
Total : 351.3800151
101460 12/28/2022 LAURA MECOY COMMUNICATIONS LLC 2194 PUBLIC INFORMATION OFFICER SVS/NOV2220347
001-1201-4201 6,227.03
157-2702-4201 972.97
Total : 7,200.0020347
101461 12/28/2022 LAW OFFICE OF C PATRICK HAMBLI 7549 PERSONNEL LEGAL SVS/NOV2222299
001-1203-4201 173.25
Total : 173.2522299
101462 12/28/2022 LIEBERT CASSIDY WHITMORE 230190 PERSONNEL LEGAL SVS/GENERAL/NOV2202175
001-1203-4201 127.50
PERSONNEL LEGAL SVS/FAULK/NOV22231202
001-1203-4201 2,132.50
Total : 2,260.0002175
101463 12/28/2022 LONG BEACH BMW MOTORCYCLE 45241 TIRES & BRAKES FOR PD MOTORCYCLE12739
715-2101-4311 916.17
715-2101-4311 281.13
Total : 1,197.3012739
101464 12/28/2022 MALONE, TONI Permit#R20028 THEATRE DAMAGE DEPOSIT REFUND21003
001-2111 500.00
Total : 500.0021003
101465 12/28/2022 MARCHESE, SONDRA Permit#R12736 REFUND - THEATRE DAMAGE DEPOSIT15643
001-2111 250.00
36
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CITY OF HERMOSA BEACH
4
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 250.00 101465 12/28/2022 MARCHESE, SONDRA15643
101466 12/28/2022 MATHESON TRI-GAS, INC.0026867489 MAT REQ 938897 PROPANE TANK REFILL22514
715-3104-4311 160.41
Total : 160.4122514
101467 12/28/2022 ODP BUSINESS SOLUTIONS, LLC 280774254001 MONITOR MOUNT FOR FRONT COUNTER13114
001-4202-4305 147.99
001-4202-4305 14.06
MAT REQ 939176/OFFICE SUPPLIES282773417001
001-4601-4201 37.28
001-4601-4305 46.77
001-4601-4201 3.54
001-4601-4305 4.44
Total : 254.0813114
101468 12/28/2022 PITNEY BOWES INC 3105813487 POSTAGE METER RENTAL/OCT-DEC2213838
715-1208-4201 644.19
Total : 644.1913838
101469 12/28/2022 PITNEY BOWES INC 1022110585 POSTAGE METER SCALE RENTAL/JUL-DEC2213838
715-1208-4201 57.00
Total : 57.0013838
101470 12/28/2022 RACE COMMUNICATIONS RC792812 DEDICATED INTERNET SERVICE/DEC2222179
715-1206-4201 1,020.00
Total : 1,020.0022179
101471 12/28/2022 REDONDO BEACH, CITY OF 576516 CITY PROSECUTOR SERVICES/NOV2203282
001-1132-4201 16,667.00
Total : 16,667.0003282
101472 12/28/2022 RJ PRINTING & PROMOTIONAL 1033 BUSINESS CARDS FOR NEW EMPLOYEE21153
001-2101-4201 50.52
001-2101-4201 20.66
Total : 71.1821153
101473 12/28/2022 ROCKLER WOODWORKING & HARDWARE 10228752 MAT REQ 938533 MAINTENANCE SUPPLIES22669
001-3104-4309 120.96
37
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CITY OF HERMOSA BEACH
5
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 120.96 101473 12/28/2022 ROCKLER WOODWORKING & HARDWARE22669
101474 12/28/2022 RONSMAINTENANCE INC 607 STORM DRAIN CATCH BASIN MAINT/OCT2222483
161-3109-4201 3,605.00
Total : 3,605.0022483
101475 12/28/2022 RYDER, LISA R PO 37556 GREEN BUSINESS PROGRAM/OCT-DEC2216970
001-1201-4201 2,600.00
Total : 2,600.0016970
101476 12/28/2022 SOUTH BAY FIRE, INC.191217 ANNUAL FIRE EXTINGUISHER CERTIFICATIONS00113
001-4204-4201 3,169.00
001-4204-4201 61.28
Total : 3,230.2800113
101477 12/28/2022 SOUTHERN CALIFORNIA EDISON CO 700057262780 ELECTRICITY/NOV2200159
105-2601-4303 104.10
Total : 104.1000159
101478 12/28/2022 STAFFORD HR CONSULTING, LLC 06-007 HR CONSULTANT SVS/OCT-DEC2222586
001-1203-4201 1,162.50
Total : 1,162.5022586
101479 12/28/2022 STANLEY CONVERGENT SECURITY 6002982944 SERVICE TRIP CHARGE/SURVEILLANCE SYSTEM16806
001-2101-4201 285.00
Total : 285.0016806
101480 12/28/2022 STRAIGHTLINE BACKFLOW, INC.00558236 BACKFLOW TESTING-CIP669 RESTROOM PROJECT21304
301-8669-4201 260.00
Total : 260.0021304
101481 12/28/2022 TRANSTECH ENGINEERS, INC 20222222-20222231 WIRELESS PLAN CHECKS/OCT2215901
001-4202-4201 4,490.50
WIRELESS PLAN CHECKS/NOV2220222638-20222650
001-4202-4201 7,410.00
Total : 11,900.5015901
101482 12/28/2022 TURBODATA SYSTEMS, INC.39128 DATAMAX TICKET PRINTER20670
001-3302-4309 250.00
001-3302-4309 23.75
38
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CITY OF HERMOSA BEACH
6
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 273.75 101482 12/28/2022 TURBODATA SYSTEMS, INC.20670
101483 12/28/2022 UPS 000023R146522 MAT REQ 939352/SHIPPING SERVICES14148
001-2101-4305 18.54
Total : 18.5414148
101484 12/28/2022 US ARMOR 39854 BULLETPROOF VEST FOR ROCHA09374
001-2101-4350 709.90
001-2101-4350 102.27
BULLETPROOF VEST FOR TORRES39877
001-2101-4350 709.90
001-2101-4350 102.27
Total : 1,624.3409374
101485 12/28/2022 VCA COAST ANIMAL HOSPITAL 5790602740 VET CARE K9 CHARLIE/VACCINES09672
170-2105-4201 96.84
Total : 96.8409672
101486 12/28/2022 VERIZON BUSINESS SERVICES 72431443 VOIP PHONES/EOC/NOV2218666
001-1201-4304 42.60
VOIP PHONES/COMM RES/NOV2272433271
001-4601-4304 103.91
VOIP PHONES/YARD/NOV2272433492
001-4202-4304 106.58
Total : 253.0918666
101487 12/28/2022 VERIZON WIRELESS 9923096706 PD TRUNK MODEMS/DEC2203209
153-2106-4201 1,000.51
Total : 1,000.5103209
101488 12/28/2022 WILLDAN FINANCIAL SERVICES 010-53395 DISTRICT ADMIN FEES/OCT-DEC2215188
139-1219-4201 357.52
135-1219-4201 388.87
Total : 746.3915188
101489 12/28/2022 ZUMAR INDUSTRIES INC 98456 MAT REQ 854424/STREET SIGN MAINTENANCE01206
001-3104-4309 918.25
MAT REQ 854425/STREET SIGN MAINTENANCE98457
001-3104-4309 918.29
39
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7
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
(Continued)Total : 1,836.54 101489 12/28/2022 ZUMAR INDUSTRIES INC01206
234015 12/22/2022 PITNEY BOWES INC Check run 12.28.22 POSTAGE METER REFILL/DEC2213838
001-1208-4305 1,000.00
Total : 1,000.0013838
257201 12/21/2022 SOCAL GAS 115 404 6900 1 CITY-OWNED BLDGS/NATURAL GAS/NOV2200170
001-4204-4303 201.94
Total : 201.9400170
573401 12/23/2022 SOCAL GAS 097 904 5900 3 CITY-OWNED BLDGS/NATURAL GAS/NOV2200170
001-4204-4303 121.59
Total : 121.5900170
573432 12/23/2022 SOCAL GAS 102 104 5900 3 CITY-OWNED BLDGS/NATURAL GAS/NOV2200170
001-4204-4303 86.80
Total : 86.8000170
573686 12/23/2022 SOCAL GAS 139 104 4600 7 CITY-OWNED BLDGS/NATURAL GAS/NOV2200170
001-4204-4303 15.29
Total : 15.2900170
573707 12/23/2022 SOCAL GAS 141 204 4600 1 CITY-OWNED BLDGS/NATURAL GAS/NOV2200170
001-4204-4303 23.02
Total : 23.0200170
Bank total : 91,827.93 54 Vouchers for bank code :boa
91,827.93Total vouchers :Vouchers in this report 54
40
12/28/2022
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CITY OF HERMOSA BEACH
8
3:28:30PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
"I hereby certify that the demands or claims covered by the
checks listed on pages 1 to 8 inclusive, of the check
register for 12/28/2022 are accurate funds are available for
payment, and are in conformance to the budget."
By
Finance Director
Date 12/28/22
41
01/04/2023
Check Register
CITY OF HERMOSA BEACH
1
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101490 1/4/2023 AFRE, LAURENS Permit#47353 REFUND FOR MONTHLY PARKING PERMIT22768
001-3821 31.00
Total : 31.0022768
101491 1/4/2023 ALL CITY MANAGEMENT 81017 CROSSING GUARD SVS/10.16-10.29.2206827
146-2102-4201 14,459.09
CROSSING GUARD SVS/11.27-12.10.2282070
146-2102-4201 14,655.90
Total : 29,114.9906827
101492 1/4/2023 AMERICAN ARBOR CARE 65257 ARBORIST CONSULT/REPORT 11.18.2220197
001-6101-4201 250.00
ARBORIST CONSULT/REPORT 12.20.2265438
001-6101-4201 250.00
Total : 500.0020197
101493 1/4/2023 AQUA FLO SI2041893 MAT REQ 938410 IRRIGATION SUPPLIES09366
001-6101-4309 984.97
Total : 984.9709366
101494 1/4/2023 AT&T 000019216195 PD COMPUTER CIRCUITS/DEC2200321
001-2101-4304 139.98
7428 - PING WARRANT FOR DR#22-2243441387
001-2101-4304 175.00
Total : 314.9800321
101495 1/4/2023 AXON ENTERPRISES, INC.INUS120474 AXON TASER ANNUAL MAINTENANCE21022
715-2101-4201 19,200.00
715-2101-4201 1,824.00
Total : 21,024.0021022
101496 1/4/2023 BADGE FRAME, INC.40201 CAREER PRESENTATION FRAME-CAMPBELL22776
001-2101-4201 270.00
001-2101-4201 20.93
CAREER PRESENTATION FRAME-ARMATO40202
001-2101-4201 285.00
001-2101-4201 22.09
CAREER PRESENTATION FRAME-JENKINS40350
Attachment 2 42
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CITY OF HERMOSA BEACH
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4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101496 1/4/2023 (Continued)BADGE FRAME, INC.22776
001-2101-4201 1,283.00
001-2101-4201 99.43
Total : 1,980.4522776
101497 1/4/2023 BURGOS, CARLOS PO 38762 REIMBURSEMENT FOR SANTA COSTUME18635
001-2101-4201 120.00
001-2101-4201 12.00
Total : 132.0018635
101498 1/4/2023 CA PEACE OFFICERS ASSOCIATION 362680 PD DEPARTMENT MEMBERSHIP 202300261
001-2101-4315 1,150.00
Total : 1,150.0000261
101499 1/4/2023 CA PEACE OFFICERS ASSOCIATION 367810 PROFESSIONAL MEMBERSHIP DUES 202300261
001-2101-4315 200.00
Total : 200.0000261
101500 1/4/2023 CAHALAN, ERIC PO 38763 MEALS DURING SUPERVISORY DETECTIVE CLASS13157
001-2101-4312 75.00
Total : 75.0013157
101501 1/4/2023 CALBO 15829 BUILDING & CODE ENFORCEMENT JOB POST01037
001-1203-4201 30.00
Total : 30.0001037
101502 1/4/2023 CALIFORNIA CHAPTER FBI-NAA 50197 FBIAA ANNUAL MEMBERSHIP DUES10833
001-2101-4315 130.00
Total : 130.0010833
101503 1/4/2023 CALIFORNIA CONTRACT CITIES 3512 ANNUAL MEMBERSHIP DUES FY2319166
001-1101-4315 3,000.00
Total : 3,000.0019166
101504 1/4/2023 CANON SOLUTIONS AMERICA, INC 163189739 BALANCE DUE-8 COPIERS & FOLDING MACHINE10838
715-4101-5405 6,494.00
715-2101-5405 13,125.00
715-1208-5405 5,855.75
715-2101-5405 2,012.61
715-1201-5405 2,012.61
43
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4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101504 1/4/2023 (Continued)CANON SOLUTIONS AMERICA, INC10838
715-4601-5405 2,012.61
715-4202-5405 2,012.61
715-3302-5405 1,521.07
715-1208-5405 3,834.44
715-4101-5405 616.93
715-2101-5405 1,406.10
715-1208-5405 920.57
715-1201-5405 159.24
715-4601-5405 159.24
715-4202-5405 159.24
715-3302-5405 144.50
Total : 42,446.5210838
101505 1/4/2023 CATELLA, JOSEPHINE PO 38786 CASH KEY DEPOSIT & BALANCE REFUND22782
001-3851 17.00
001-2117 16.50
Total : 33.5022782
101506 1/4/2023 CLAUDIO, ENRIQUE PO 38714 PSO UNIFORM REIMBURSEMENT22771
001-2101-4314 141.01
Total : 141.0122771
101507 1/4/2023 D'AGOSTINO, GIANCARLO PO 38787 CONTRACTOR PERMIT OVERAGE REFUND22770
001-3850 84.00
Total : 84.0022770
101508 1/4/2023 FRANCOIS, DEAN PO 38789 REIMB - AGENDA PACKET PRINTING 12.13.2222778
001-1101-4305 86.49
001-1101-4305 8.22
Total : 94.7122778
101509 1/4/2023 FRONTIER 310-372-6186-0831895 2ND FL CITY HALL FAX LINE/DEC2219884
001-1121-4304 14.00
001-1141-4304 14.00
001-1201-4304 14.00
001-1202-4304 14.00
001-1121-4304 -2.81
001-1141-4304 -2.81
44
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4
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101509 1/4/2023 (Continued)FRONTIER19884
001-1201-4304 -2.81
001-1202-4304 -2.81
001-1203-4304 11.18
EOC LANDLINES/DEC22310-379-0652-1216195
001-1201-4304 67.83
Total : 123.7719884
101510 1/4/2023 HARRIS, KATHRYN Citation 44013552 CITATION DUPLICATE PAYMENT22785
001-3302 78.00
Total : 78.0022785
101511 1/4/2023 KEYSTONE UNIFORM DEPOT 069173 ACADEMY UNIFORMS FOR AGUIRRE20359
001-2101-4201 1,275.76
001-2101-4201 126.67
ACADEMY UNIFORMS FOR FLORES069174
001-2101-4201 1,250.76
001-2101-4201 138.70
Total : 2,791.8920359
101512 1/4/2023 KG INTEL 17900 ACTIVE SHOOTER TRAINING WITH HBUSD22757
001-2101-4317 8,000.00
Total : 8,000.0022757
101513 1/4/2023 LA SUPERIOR COURT - TORRANCE PO 38771 CITATION PYMT SURCHARGES NOV2200118
001-3302 45,782.50
Total : 45,782.5000118
101514 1/4/2023 LEARNED LUMBER Acct 1126 MAINTENANCE SUPPLIES DEC2200167
001-3104-4309 95.40
001-4204-4309 166.00
001-3104-4309 9.06
001-4204-4309 15.77
Total : 286.2300167
101515 1/4/2023 LEO WEB PROTECT INC 3784 INTERNET PRIVACY SVS FOR MGMT STAFF/FY2322111
001-2101-4201 3,999.96
Total : 3,999.9622111
101516 1/4/2023 LIEBERT CASSIDY WHITMORE 229199 PERSONNEL LEGAL SVS/FAULK/OCT2202175
45
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5
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101516 1/4/2023 (Continued)LIEBERT CASSIDY WHITMORE02175
001-1203-4201 1,020.00
Total : 1,020.0002175
101517 1/4/2023 MARKS, LAURA LEE PO 38803 PHOTOGRAPHY SVS FOR COUNCIL AND STAFF20782
001-1101-4201 1,470.00
Total : 1,470.0020782
101518 1/4/2023 MUNOZ, JORGE Citation#34026567 REFUND CITATION OVER PAYMENT22781
001-3302 28.00
Total : 28.0022781
101519 1/4/2023 O'BRIEN BENDER, JEANNE 6-2022 CITY RECORD ORGANIZATION/DEC2222673
001-1121-4201 3,400.00
Total : 3,400.0022673
101520 1/4/2023 ODP BUSINESS SOLUTIONS, LLC 279758893001 MAT REQ 838563/OFFICE SUPPLIES13114
001-2101-4305 98.59
MAT REQ 838565/OFFICE SUPPLIES283357230001
001-2101-4305 51.17
MAT REQ 791092/OFFICE SUPPLIES283849397001
001-1202-4305 41.05
MAT REQ 791092/OFFICE SUPPLIES283866816001
001-1204-4305 72.24
MAT REQ 791092/OFFICE SUPPLIES283866817001
001-1121-4305 16.41
MAT REQ 791092/OFFICE SUPPLIES283866818001
001-1202-4305 17.51
MAT REQ 791093/OFFICE SUPPLIES283883025001
001-1202-4305 13.80
001-1208-4305 49.84
001-1202-4305 1.31
001-1208-4305 4.74
Total : 366.6613114
101521 1/4/2023 PARADISE AWARDS 30247 30 PLAQUES FOR COUNCIL PRESENTATIONS08878
001-1101-4305 3,000.00
001-1101-4305 285.00
Total : 3,285.0008878
46
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CITY OF HERMOSA BEACH
6
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101522 1/4/2023 PARKS COFFEE CALIFORNIA, INC.70108891 PD COFFEE SERVICE/DEC2222071
001-2101-4305 70.20
001-2101-4306 70.19
Total : 140.3922071
101523 1/4/2023 POELSTRA, GERRITT "JOE"PO 38634 REIMB/EQUIPMENT FOR RECRUITS15701
001-2101-4314 283.04
Total : 283.0415701
101524 1/4/2023 REGIONAL TAP SERVICE CENTER 6018068 BUS PASS SALES/NOV2220061
145-3403-4251 20.00
001-1204-4251 3.50
Total : 23.5020061
101525 1/4/2023 ROBERT HALF TALENT SOLUTIONS 60808825 TEMP ADMIN ASSIST WEEK ENDING 9.23.2222419
001-2101-4102 705.60
CREDIT-ADMIN ASSIST WEEK ENDING 9.23.2260843643
001-2101-4102 -201.60
Total :504.0022419
101526 1/4/2023 SBCU VISA 940662 CC 2022 HOLIDAY PARTY03353
001-1203-4305 4,000.00
2022 HOLIDAY PARTY941075 CC
001-1203-4305 2,200.00
CITY COUNCIL TRANSITION RECEPTION992121 CC
001-1101-4319 3,706.54
001-1101-4319 293.46
Total : 10,200.0003353
101527 1/4/2023 SCOTT ROBINSON CHRYSLER 42445 MAT REQ 938657 VEHICLE REPAIR PARTS18220
715-3302-4311 331.41
MAT REQ 938656 VEHICLE REPAIR PARTS42453
715-3302-4311 331.41
Total : 662.8218220
101528 1/4/2023 SPCALA 2022-11 ANIMAL SHELTERING SERVICES/NOV2218821
001-3302-4201 661.00
Total : 661.0018821
101529 1/4/2023 SPECTRUM BUSINESS 8448 30 030 0352413 1301 HERMOSA/540 PIER CONNECTION/DEC2220236
47
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7
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101529 1/4/2023 (Continued)SPECTRUM BUSINESS20236
001-2101-4304 279.41
Total : 279.4120236
101530 1/4/2023 SPECTRUM BUSINESS 8448 30 030 0049969 PD CABLE/DEC2220236
001-2101-4201 81.93
Total : 81.9320236
101531 1/4/2023 STAPLES.COM 10061639 PAPER FOR EVIDENCE PRINTERS20382
001-2101-4305 189.98
001-2101-4305 18.05
Total : 208.0320382
101532 1/4/2023 STERICYCLE 3006288212 MEDICAL WASTE DISPOSAL/JAN2310412
001-2101-4201 78.75
Total : 78.7510412
101533 1/4/2023 T-MOBILE 9516716012 GPS LOCATION SERVICES FOR PD19082
001-2101-4304 100.00
Total : 100.0019082
101534 1/4/2023 VERIZON BUSINESS SERVICES 72433621 VOIP PHONES/CITY HALL & PD/NOV2218666
001-1101-4304 18.07
001-1121-4304 46.00
001-1132-4304 13.31
001-1141-4304 26.62
001-1201-4304 123.21
001-1202-4304 63.99
001-1203-4304 53.27
001-1204-4304 79.85
001-1208-4304 6.00
001-2101-4304 399.63
001-4101-4304 79.90
001-4201-4304 97.93
001-4202-4304 159.84
001-4204-4321 13.34
160-3102-4201 13.32
715-1206-4304 13.35
Total : 1,207.6318666
48
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Check Register
CITY OF HERMOSA BEACH
8
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
101535 1/4/2023 VERIZON BUSINESS SERVICES 72431439 VOIP PHONES/BASE 3/NOV2218666
001-3302-4304 80.91
Total : 80.9118666
101536 1/4/2023 VERIZON BUSINESS SERVICES 72433606 VOIP PHONES/BARD/NOV2218666
001-3304-4304 50.61
Total : 50.6118666
780932 1/4/2023 ADMINSURE AS AGENT FOR THE Wire date 1.4.23A WORKERS COMP CLAIMS 12.12-12.15.2214691
705-1217-4324 12,903.65
WORKERS COMP CLAIMS 12.19-12.23.22Wire date 1.4.23B
705-1217-4324 20,146.29
Total : 33,049.9414691
989656 12/28/2022 EXXON MOBIL BUSINESS FLEET 85726697 VEHICLE FUEL 11/10/22-12/9/2210668
715-3302-4310 1,458.34
715-4202-4310 199.57
715-2101-4310 5,753.42
715-4204-4310 722.43
715-4206-4310 132.65
715-6101-4310 207.60
715-3104-4310 555.93
Total : 9,029.9410668
Bank total : 228,741.04 49 Vouchers for bank code :boa
228,741.04Total vouchers :Vouchers in this report 49
49
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CITY OF HERMOSA BEACH
9
4:55:58PM
Page:
Bank code :boa
Voucher Date Vendor Invoice Description/Account Amount
"I hereby certify that the demands or claims covered by the
checks listed on pages 1 to 9 inclusive, of the check
register for 1/4/2023 are accurate funds are available for
payment, and are in conformance to the budget."
By
Finance Director
Date 1/4/23
50
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0042
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
MEMORANDUM REGARDING REVENUE REPORT, EXPENDITURE REPORT,
AND CIP REPORT BY PROJECT FOR DECEMBER 2022
(Finance Director Viki Copeland)
The December 2022 Revenue,Expenditure,and CIP reports will be submitted with the Midyear
Budget Review, which is scheduled for the February 28, 2023 City Council meeting.
Respectfully Submitted by: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™51
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0036
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
MEMORANDUM REGARDING
CITY TREASURER’S REPORT AND CASH BALANCE REPORT
(City Treasurer Karen Nowicki)
The December 2022 City Treasurer’s Report and Cash Balance Report will be submitted with the
Midyear Budget Review, which is scheduled for the February 28, 2023 City Council meeting.
Respectfully Submitted by: Karen Nowicki, City Treasurer
Noted for Fiscal Impact: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™52
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0044
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
CAPITAL IMPROVEMENT PROGRAM STATUS REPORT
AS OF JANUARY 12, 2023
(Public Works Director Joe SanClemente)
Recommended Action:
Staff recommends City Council receive and file the Capital Improvement Program Status Report as
of January 12, 2023.
Number of Projects/Studies by Phase # of Projects/Studies
Study/Conceptual Planning 13
Preliminary Design 10
Final Engineering Design 16
Project Approvals/ Bidding 8
Construction 3
Closeout 0
Total Projects 40
Total Studies 10
Number of Projects/Studies by Completion Timeline # of Projects/Studies
1 - Complete by end of FY 22-23 12
2 - Complete in FY 23-24 26
3 - 3 years to completion 2
4 - 5 years to completion 0
5 - TBD 10
Projects/Studies Complete 0
Total Projects 40
Total Studies 10
City of Hermosa Beach Printed on 1/19/2023Page 1 of 2
powered by Legistar™53
Staff Report
REPORT 23-0044
Number of Projects/Studies by Category # of Projects/Studies
Street & Highway Improvements 14
Sewer & Storm Drain Improvements 6
Park Improvements 4
Public Building & Ground Improvements 26
Total Projects 40
Total Studies 10
# of Projects/Studies
Number of Projects/Studies by Manager Lead Support Total
Lucho Rodriguez 3 4 7
Andrew Nguyen 9 2 11
Michelle Licata 6 1 7
Jonathan Pascual 6 0 6
Jasmine Lopez 2 7 9
George Hernandez 5 2 7
German Alvarez 1 2 3
Magvern By 0 1 1
Doug Krauss 5 0 5
Lisa Nichols 1 0 1
TBD 12
Total Projects/Studies 50
Attachments:
Capital Improvement Program Status Report as of January 12, 2023.
Respectfully Submitted by: Joe SanClemente, Public Works Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 2 of 2
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City of Hermosa Beach
Updated 1-12-23 UPDATED FY 2022-23 CAPITAL IMPROVEMENT PROGRAM Grey indicates projects on hold.
Light Blue indicates projects milestone updates. Project CategoryADA ComponentCIP No.Project Name Project Budget Project Manager
Study/Conceptual PlanningPreliminary DesignFinal Engineering DesignProject Approvals/BiddingConstructionCloseoutTentative Date to Next
Milestone/ Update
Estimated Project Completion
Date Current Project Status Project Description
SH
X
102 Bus Stops Improvements 1,150,000$ Andrew Nguyen
Jasmine Lopez X
Complete Final
Engineering Design -
12/23
06/24
Final Engineering Design. Combined with CIP 193. Spin off project for RRFBs installation at
several crosswalks ahead of full design.
This project will improve bus stops throughout the City.
These improvements will include Americans with Disabilities Act (ADA) accessible curb ramps, concrete bus pads, crosswalk,
striping improvements, furnishing, and other general improvements within direct vicinity of the bus stops.
SH 108 Pay-By-App Parking Signage 75,000$ Michelle Licata
X
Complete Final
Engineering Design -
4/23
06/23
Final Engineering Design.The implementation of a pay by app system will require the installation of signs that will provide instructions for users and
zone numbers necessary to use the system. The industry recommendation is that at least two signs be installed per block. At
this time, most vendors providing pay by app systems will provide the signs at no additional cost to the City but require City
staff to install them and any additional poles. It is estimated that the City will need approximately 375 signs installed, and 30
new poles installed in some locations due to a lack of existing poles. The installation would occur in areas of the City where
paid parking is currently provided.
SH 109 Utility Box Wrappings (NEW)50,000$ TBD
X TBD 06/24
Study/Conceptual Planning. Pending staff availability.This project will add art wrappings around utility boxes around the City. The City has several utility boxes located throughout
the city. Many can be wrapped with decorative art. Some of the boxes are City owned while others are owned by third party.
Permission from third party owners will be required to wrap those boxes.
SH
X
143 PCH Mobility Improvement Project 75,000$ Lucho
Rodriguez
X
Complete
Study/Conceptual
Planning -
6/23
TBD
Study/Conceptual Planning. Metro Approved funding of $1.8 million for the City for the
project development phases - PA&ED (Project Approval and Environmental Document) as a
result of Public Work's Measure M application in 2020. Metro has retained the services of
their on-call specialists to assist with the first phase. Preliminary data gathering.
Pending execution of Metro-Caltrans agreement.
The City has identified a number of complete street project elements that can be implemented to improve mobility,
accessibility, and safety along the Pacific Coast Highway (PCH) corridor in Hermosa Beach. These elements are described in
the Project Study Report prepared by the City and Caltrans in 2015 and include: Traffic Signal Synchronization, Landscape
Medians, Americans with Disabilities Act (ADA) Improvements/Removal of Utility Impediments, Transit Access
Enhancements, Pedestrian Enhancements, and Aesthetic Enhancements. Collectively, the improvements will address
existing, near-term, and long-range future traffic conditions along this corridor by improving intersection operations, reducing
instances of unsafe turning movements, create a safe and more comfortable environment for pedestrians and transit riders,
and improving the efficient movement of vehicles along the corridor.
Improvements will include ADA components to be determined during design.
SH 164 Hermosa Avenue Green Street 159,500$ Doug Krauss
Michelle Licata X
Complete Final
Engineering Design -
6/23
TBD
Final Engineering Design. Preparation of plans and specifications by specialist (CWE)
through grant managed by City of Torrance. Will be applying for additional grant funds from
Measure W.
This project will design and implement Low Impact Development (LID) and green infrastructure on Hermosa Avenue from 4th
Street to Herondo Avenue, which will include a variety of green street design elements. This project is also part of a multicity
green street project lead by the City of Torrance.
SH
X
188 Strand Bikeway and Walkway Improvements at 35th Street 300,000$ TBD
X TBD TBD
Study/Conceptual Planning. Pending staff availability.This project would provide improved accessibility and connectivity for bicyclists traveling between the Cities of Hermosa
Beach and Manhattan Beach via The Strand at 35th Street.
The project will also consider the addition of a dedicated ADA path to provide greater ADA accessibility to The Strand.
SH
X
191 Annual Street Improvements 1,700,000$ Lucho
Rodriguez
Magvern By X
Complete Final
Engineering Design -
4/23
12/23
Final Engineering Design. Preparing plans.This project provides for pavement rehabilitation of streets at various locations. The project will also repair/replace
deteriorated portions of sidewalk, curb and gutter, and curb ramps. This work will be performed following the sewer and storm
drain repairs identified in the Sewer and Drainage Master Plans.
Improvements will include ADA components to be determined during design.
SH 193 Pedestrian Crossing Safety Improvements 500,000$ Andrew Nguyen
Jasmine Lopez X
Complete Final
Engineering Design -
12/23
06/24
Final Engineering Design. Combined with CIP 101. Spin off project for RRFBs installation at
several crosswalks ahead of full design.
This project will implement rectangular rapid flashing beacons and other measures at several uncontrolled pedestrian
crossings on Hermosa Avenue at 4th, 6th, 19th, 24th, 25th Streets and the crossing in front of Clark Building on Valley Drive.
SH
X
194 Annual Striping Improvements 250,000$ German
Alvarez X
Complete Final
Engineering Design -
4/23
08/23
Final Engineering Design. Preparing plans.This project provides traffic striping, markings, and signage improvements and modifications throughout the City at various
locations to improve safety and visibility. This project will help address thermoplastic striping needed which the City is not
capable of installing directly.
Improvements will include ADA components to be determined during design.
SH
X
195 City Sidewalk Improvements 150,000$ Michelle Licata
German Alveraz X
Complete Project
Approvals/Bidding -
2/23
06/23
Project Approvals/Bidding. Preparing to bid project in January. Project includes CIP 760.This project provides repairs, replacements, and improvements to sidewalks throughout the City at various locations to
maintain and improve safety.
Improvements will include ADA components by increasing sidewalk accessibility to be determined during design.
SSD 417 Annual Storm Drain Improvements - Various Locations 1,999,267$ George
Hernandez X
Complete Final
Engineering Design -
6/23
12/24
Final Engineering Design. On-call design firm finalizing plans and specifications. Applying for
Coastal Commission permit.
This project includes storm drain improvements throughout the City. Locations will be as identified and prioritized per the
Storm Drain Master Plan. Projects will address deficiencies, ponding, and repairs as well as where new storm drains are
needed Citywide. This project will also address operational deficiencies at the outfall structures at 18th Street and 19th Street.
Improvements include for design and construction activities on an annual basis.
SSD 421 Annual Sewer Improvements 2,500,000$ Andrew Nguyen
Jasmine Lopez X
Complete Final
Engineering Design -
4/23
10/23
Final Engineering Design for Phase 2 to be finalized.This project includes design and construction of sewer improvements and repairs based on the Sewer Master Plan.
Categories:
SH = Street/Highway
SSD = Sewer/Storm Drain
PI = Parks
PBG = Public Building and Ground 1 of 4
55
City of Hermosa Beach
Updated 1-12-23 UPDATED FY 2022-23 CAPITAL IMPROVEMENT PROGRAM Grey indicates projects on hold.
Light Blue indicates projects milestone updates. Project CategoryADA ComponentCIP No.Project Name Project Budget Project Manager
Study/Conceptual PlanningPreliminary DesignFinal Engineering DesignProject Approvals/BiddingConstructionCloseoutTentative Date to Next
Milestone/ Update
Estimated Project Completion
Date Current Project Status Project Description
SSD 422 Annual Storm Drain Improvements 499,716$ George
Hernandez X
Complete Project
Approvals/Bidding -
3/23
09/23
Project Approvals/Bidding. This project includes storm drain improvements throughout the City. Locations will be as identified and prioritized per the
Storm Drain Master Plan. Projects will address deficiencies, ponding, and repairs as well as where new storm drains are
needed Citywide.
SSD 423 Annual Sewer Improvements 250,000$ Andrew Nguyen
X
Complete Preliminary
Design -
6/23
06/24
Preliminary Design.This project includes design and construction of sewer improvements and repairs based on the Sewer Master Plan.
SSD 424 Annual Storm Drain Improvements 250,000$ George
Hernandez X
Complete Preliminary
Design -
6/23
TBD
Preliminary Design.Storm drain improvements throughout the City. Locations will be as identified and prioritized per the Storm Drain Master Plan.
Projects will address deficiencies, ponding, and repairs as well as where new storm drains are needed citywide. This project
will also address operational deficiencies at the outfall structures at various locations. Improvements include for design and
construction activities on an annual basis.
PI
X
502 Greenbelt Pedestrian Trail (NEW)550,000$ Andrew Nguyen
Jasmine Lopez X
Complete Final
Engineering Design -
6/23
11/23
Preliminary Design. RFP for design services was advertised and contract for selected design
specialist has been awarded by City Council. Design firm preparing plans and specifications.
This project will remove woodchips and construct an accessible pedestrian trail composed of decomposed granite on the
Greenbelt from Pier Avenue to 8th Street.
PI
X
549 Temporary Beach Accessible Routes 30,904$ Andrew Nguyen
Jasmine Lopez X Complete Construction -
4/23 06/23
Construction. Roll out mats have been deployed. Received approved permit from Costal
Commission. Concrete pads for roll out mats constructed.
This project is to continue the City's temporary beach access routes pilot program. Access routes will be established on the
beach at 2nd Street, 11th Street, and 22nd Street.
ADA improvements are integral to the project.
PBG
X
601 Prospect Avenue Curb Ramps 113,710$ Jonathan
Pascual X
Complete Project
Approvals/Bidding -
2/23
06/23
Project Approvals/Bidding. Readvertising bidding in January. Previous bids were rejected.
Bidding with CIP 698.
This project provides improvements and relocation of sidewalks, curb ramps and obstructions along Prospect Avenue in order
to comply with the Americans with Disabilities Act (ADA) and meet the latest Federal Standards. Project to be bided out
together with Project 698.
ADA improvements are integral to the project.
PBG 603 South Park Slope and Irrigation Repairs 1,700,000$ Jonathan
Pascual
Lucho
Rodriguez
X
Complete Final
Engineering Design -
4/23
12/23
Final Engineering Design. Finalizing irrigation and landscaping plans and specifications. Staff
completing grant application for State award for $190K of supplemental funding.
This project will address sloped areas around the playground area at South Park. Funding would be utilized to install interim
measures in order to open up the area to the public while the City pursues more permanent measures for repairs required of
the entire park, including irrigation and landscaping.
PBG
X
604 City Wide ADA Improvements (NEW)200,000$ TBD
X TBD TBD
Preliminary Design. Pending staff availability.This project provides improvements city wide in order to comply with the American with Disabilities Act (ADA) and meet the
latest Federal Standards along with the City's Transition Plan being developed.
ADA improvements are integral to the project.
PBG 609 Downtown Strategic Plan Implementation 350,000$ Andrew Nguyen
Jasmine Lopez X
Complete Final
Engineering Design -
6/23
12/24
Final Engineering Design. Preparing plans and specifications for Pier Plaza catenary lights
and light dimming units.
The purpose of this project is to mitigate safety concerns with lighting improvements for the City’s downtown area. This project
will install catenary lights and dimming units on Pier Plaza.
PBG 615 New Corporate Yard Facilities 500,000$ Doug Krauss
Lucho
Rodriguez X TBD TBD
Preliminary Design. Pending staff availability. Prepare RFP for design services.This project is for the design and construction of a new City Yard. The current City Yard is in need of reconstruction. A new
City Yard will provide a safe and functional area for City maintenance crew and staging.
PBG 616 Bard Trailer Improvements 150,000$ George
Hernandez X
Complete Final
Engineering Design -
2/23
06/23
Final Engineering Design. Finalizing plans and specifications.This project will provide improvements to the trailer on Bard Street at City Hall for use by staff and the City.
PBG 617 Civic Center Charging Stations (NEW)100,000$ Doug Krauss
X
Complete Final
Enginering Design -
4/23
11/23
Final Engineering Design. This project will explore the electrical power needs and installation of expanded electric vehicle charging infrastructure to
serve the Police Department fleet on Bard Street, adjacent the Police Department and City Hall. The expanded charging
would include up to 10 new chargers including both Level 2 and Level 3 chargers.
PBG 618 Tsunami Siren (NEW)4,700$ TBD
X TBD 02/23
Preliminary Design. Awaiting funds from FEMA and Cal OES.This grant-funded project will include working with the Emergency Management Coordinator, Los Angeles County Beach and
Harbor to install an outdoor warning siren at the Community Center and possible other locations and integrate the selected
siren and the Beach Emergency Evacuation Lighting System (BEELS) systems into the City's alert and warning software
platform Alert South Bay.
PBG 619 Pickleball Court Resurfacing (NEW)150,000$ Jasmine Lopez
Andrew Nguyen X
Complete Preliminary
Design -
2/23
12/23
Preliminary Design. On-call specialist preparing conceptual designs.This project will resurface and reconfigure the City's Pickleball courts at Clark Field. The courts will be restriped and
reconfigured to meet Pickleball court standards. Other improvements may be made to improve the courts as well.
PBG 620 City Wide Roof Repair (NEW)240,000$ TBD X TBD 09/23 Preliminary Design. Pending staff availability.This project will repair and replace roofs at several City facilities including City Yard, Lawn Bowling, and Lot C Parking
Structure.
PBG 629 Municipal Pier Structural Assessment and Repairs 1,250,000$ Michelle Licata
X
Complete Project
Approvals/Bidding -
2/23
06/23
Project approval/bidding. Construction contract to be awarded in Feburary by Council with
CIP 660.
Repairs of the municipal pier structural elements including the piles, pile caps, deck and the lifeguard storage room.
Categories:
SH = Street/Highway
SSD = Sewer/Storm Drain
PI = Parks
PBG = Public Building and Ground 2 of 4
56
City of Hermosa Beach
Updated 1-12-23 UPDATED FY 2022-23 CAPITAL IMPROVEMENT PROGRAM Grey indicates projects on hold.
Light Blue indicates projects milestone updates. Project CategoryADA ComponentCIP No.Project Name Project Budget Project Manager
Study/Conceptual PlanningPreliminary DesignFinal Engineering DesignProject Approvals/BiddingConstructionCloseoutTentative Date to Next
Milestone/ Update
Estimated Project Completion
Date Current Project Status Project Description
PBG 660 Municipal Pier Electrical Repairs 700,000$ Michelle Licata
X
Complete Project
Approvals/Bidding -
2/23
06/23
Project approval/bidding. Construction contract to be awarded in Feburary by Council with
CIP 629.
The pier electrical repairs will involve the replacement of existing conduit, junction boxes, connections and wiring so that the
lights can be functional. The project will also eliminate the service box towards the end of the pier and create a new service
connection point for the foghorn at the end of the pier. This project will also include the replacement of the bollard lighting at
the pier with new LED lighting fixtures.
PBG
X
669 City Park Restrooms and Renovation 81,726$ Jonathan
Pascual
Lucho
Rodriguez
X Complete Construction -
TBD TBD
Construction. Contractor has been terminated. City working with surety to complete project.This project consists of construction of new ADA compliant restrooms at Forts Lots-of-Fun, Seaview Parkette, South Park,
and Clark Field. This project also plans to renovate existing restrooms at South Park and Clark Field.
ADA improvements are integral to the project.
PBG
X
682 Parking Lot D Improvements 1,200,000$ Doug Krauss
X
Complete Project
Approvals/Bidding -
TBD
TBD
Project Approvals/Bidding. Coastal Conservancy Board grant awarded in April 2021.
Measure W Grant Funds awarded May 2022. Staff is developing the bid package for
advertisement.
The project will install a rapid electric vehicle charging station, expand bicycle parking and capture and treat storm water run-
off from road and parking surfaces.
Project will include new ADA ramp to the parking lot and new ADA parking spots. Estimated cost of ADA improvements is
$15,000
PBG 684 Emergency Operations Center (EOC) Renovations 200,000$ TBD
X TBD 02/24
Preliminary Design. Pending staff availability.This project will add restrooms to the EOC and renovate the adjacent room for future EOC uses. The EOC is located within a
building designated as a historical building, which will require a Certificate of Appropriateness to complete the repairs. This
project will be completed in two phases. Phase 1 includes restroom construction including flooring, lighting, wall and ceiling
repairs, painting, new plumbing, and installing fixtures. Phase 2 includes complete room renovation including new flooring,
ceiling, lighting, furnishings, and relocation of Emergency System IT equipment, including a new switch, 2 UPC batteries, and
firewall to support the EOC. Security Improvements to include new key fob locking systems.
PBG
X
689 Clark Building Renovations 1,094,460$ Jonathan
Pascual
Lucho
Rodriguez
X
Complete Final
Engineering Design -
4/23
10/23
Final Engineering Design. On-call design firm finalizing plans and specifications.The project proposes:
1. Design, Operational Review
2. Kitchen Remodel - including new commercial appliances, sinks, countertops, lighting, tile, flooring, doors and ADA
upgrades.
3. Restrooms Remodel - including new flooring, fixtures, stalls, sinks, toilets, lighting, and ADA upgrades. Electrical, plumbing,
sewer line upgrades.
4. Install new Heating, ventilation, and air conditioning.
5. Acoustic panels and new lighting throughout ballroom area.
6. ADA upgrades to entrance building entrance points.
ADA improvements are integral to the project.
PBG
X
692 14th Street Beach Restroom Rehabilitation 329,811$ George
Hernandez
X
Complete
Study/Conceptual
Planning - 2/23
06/24
Study/Conceptual Planning. Reviewing structural assessment report on existing restroom
structure.
This project proposes to construct a new restroom facility which includes replacement of the entire building; restrooms;
appurtenant plumbing; ADA improvements for compliance. This project will also include the replacement of the existing sewer
lift station components which includes 2 submersible pumps; motor control panel; associated plumbing; addition of telemetry
for condition/outage notifications.
New restrooms will be ADA compliant.
PBG
X
695 Parking Lot A Improvements 100,000$ TBD
X TBD TBD
Preliminary Design. Pending staff availability.This project will consist of upgrading Parking Lot A to meet ADA standards, with improvements including:
• New layout to maximize parking capacity and improve circulation.
• Consideration of the layout of parking spaces on 11th Street and explore incorporating 11th Street parking spaces into the
Lot A pay station system.
• New surfacing and lighting.
• New trash enclosures adjacent to commercial buildings and removal of the trash enclosure and joint compactor.
• Low impact development elements including permeable pavers and landscaping.
Coastal Commission permits will be required.
Improvements will include ADA components to be determined during design.
PBG 696 Police Station Improvements 300,000$ Jasmine Lopez
Andrew Nguyen X
Complete Final
Engineering Design -
4/23
08/23
Final Engineering Design. On-call specialist preparing plans and specifications.This project will include increased security measures and improvements to report writing room, evidence room, and property
room. Police staff has determined there is a need for renovations to the department office for a new layout.
PBG
X
698 ADA improvements 71,298$ Jonathan
Pascual X
Complete Project
Approvals/Bidding -
2/23
06/23
Project Approvals/Bidding. Readvertising bidding in January. Previous bids were rejected.
Bidding with CIP 601.
The project proposes: Improvements and relocation of sidewalks, curb ramps and obstructions along Prospect Avenue in
order to follow the Americans with Disabilities Act (ADA) and meet the latest Federal Standards. Project to be bided out
together with Project 601.
ADA improvements are integral to the project.
PBG
X
699 Parking Structure (Lot C) Improvements 1,500,000$ Jonathan
Pascual X
Complete Final
Engineering Design -
4/23
12/23
Final Engineering Design. On-call specialist finalizing plans and specifications.This project provides repairs and improvements to the City's parking structure (Lot C) based on the assessment report from
Study 694 Parking Structure (Lot C) Structural Assessment including structural, elevator, and electrical repairs.
Improvements will include ADA components to be determined during design.
Categories:
SH = Street/Highway
SSD = Sewer/Storm Drain
PI = Parks
PBG = Public Building and Ground 3 of 4
57
City of Hermosa Beach
Updated 1-12-23 UPDATED FY 2022-23 CAPITAL IMPROVEMENT PROGRAM Grey indicates projects on hold.
Light Blue indicates projects milestone updates. Project CategoryADA ComponentCIP No.Project Name Project Budget Project Manager
Study/Conceptual PlanningPreliminary DesignFinal Engineering DesignProject Approvals/BiddingConstructionCloseoutTentative Date to Next
Milestone/ Update
Estimated Project Completion
Date Current Project Status Project Description
SH
X
101 Hermosa Avenue Greenwich Village Street Realignment
(STUDY)
10,000$ TBD
X TBD TBD
Study/Conceptual Planning. Pending staff availability.This study will evaluate potential improvements at the intersections of Hermosa Avenue and Greenwich Village and
Manhattan Avenue and Greenwich Village/27th Street. The study will evaluate opportunities to improve the flow and visibility
for pedestrian, bikes, and vehicles at the two intersections.
Study will also evaluate potential ADA improvements.
SH 110 Strand Bollards Assessment (STUDY) (NEW)250,000$ TBD X TBD 04/24 Study/Conceptual Planning. Pending staff availability.This study will assess the feasibility, permitting, and design of bollards along the Strand to improve safety and security.
SH 111 Gateway and Wayfinding Signs Assessment (STUDY) (NEW)80,000$ Andrew Nguyen
Jasmine Lopez X
Complete
Study/Conceptual
Planning -
6/23
12/23
Study/Conceptual Planning. On-call specialist preparing study/conceptual plans.This study to evaluate gateway and wayfinding signage throughout the City. Recommendations will include locations, sign
content, and refined cost estimates for final design and construction.
SSD 438 Stormwater Dry Wells Assessment (STUDY) (NEW)100,000$ Doug Krauss X TBD 01/24
Study/Conceptual Planning.As required by the region’s Enhanced Watershed Management Plan, this study will assess the implementation of a series of
drywells east of PCH between 1st St and 10th St to capture stormwater and dry weather flows within 118 acres of the
Herondo Drain (SMB-6-1) watershed.
PI 503 City Park Lighting Assessment (STUDY) (NEW)120,000$ TBD X TBD 06/23 Study/Conceptual Planning. Pending staff availability.This study will assess light levels and lighting improvements to the City's parks. South Park, Clark Field, and Valley Park. The
study will identify scope of required improvements and cost estimates for final design and construction.
PI 538 Citywide Park Master Plan
(STUDY)
650,000$ Lisa Nichols
X 06/24 06/24
Study/Conceptual Planning. Contract for Project Management Services for Development of
the Parks Master Plan to Catalyst Consulting was awarded July 12, 2022. Preparing master
plan.
The City is seeking to prepare a Parks Master Plan that achieves the following goals:
• Engages the community and local recreational organizations in a dialogue about parks and open space resources in
Hermosa Beach;
• Identifies the current demand/utilization and the future/evolving parks and recreational facility needs for the Hermosa Beach
community;
• Leverages the vision and goals of the recently adopted General Plan and the Community Decision-Making Tool;
• Identifies an appropriate balance between organized and informal recreational activities at the City’s parks and open spaces;
• Serves as a dynamic useful planning and implementation document that enjoys broad community and political support;
• Provides a comprehensive strategy to maintain, rehabilitate and improve the City’s network of parks, facilities, and open
space assets, including current unfunded park and recreational opportunities;
• Evaluates the effective use of the City’s financial and physical resources and opportunities to fund implementation of the
recommendations in the Master Plan.
PBG 605 City Facilities Condition and Needs Assessment
(STUDY)
500,000$ TBD X TBD 08/23 Study/Conceptual Planning. Pending staff availability.Prepare condition assessment reports for City facilities throughout the City to understand the infrastructure improvement
needs.
PBG 621 Comprehensive Downtown Lighting Assessment (STUDY) (NEW)150,000$ Andrew Nguyen X TBD 12/23
Pending staff availability.This study is to assess light levels, electric system requirements, and desired lighting improvements (i.e., ornamental,
roadway, pedestrian scale) for the City's Downtown district. The study will identify scope of required improvements and cost
estimates for final design and construction.
PBG 622 Emergency Power Assessment (STUDY) (NEW)116,450$ TBD X TBD 10/23
Study/Conceptual Planning.This grant-funded study will conduct a power needs assessment of critical city infrastructure that would be utilized during a
disaster/emergency such as shelter locations, the emergency operations center among others and provide recommendations
to ensure critical power needs are addressed.
PBG 623 Pier Structural Inspection and Evaluation (STUDY) (NEW)300,000$ Michelle Licata X TBD 06/24
To be coordinated with structural repairs (CIP 629).This study will be performed after completion of CIP 629 Municipal Pier Structural Assessment and Repairs. Inspection of the
pier will be performed to assess and evaluate structural condition of the pier and provide recommendations for additional
repairs needed.
SH 160 PCH Traffic Improvements
(RECONCILIATION)
300,000$ Lucho
Rodriguez
X Complete Construction -
4/23 06/23
City working with contractor and Caltrans to finalize project.The purpose of this project is to improve operational mobility along State Route 1 (Pacific Coast Highway) which also provides
operational relief to I-405 by improving operations in a parallel route. The proposed project also includes improvements
including but not restricted to truck turning radius, ADA curb ramps, striping and pedestrian signal improvements of the
segment on PCH between Anita Street and Artesia Boulevard.
Pedestrian signal, crosswalks and ADA curb ramps improvements at the intersections of PCH and Pier Avenue and PCH and
Aviation Boulevard including improvements at intersection to aid trucks turning onto Aviation.
PBG 760 Tree Well Grates
(RECONCILIATION)
51,068$ Michelle Licata
German Alveraz X
Complete Project
Approvals/Bidding -
2/23
06/23
Project Approvals/Bidding. Preparing to bid project in January. Project includes CIP 195.This project will install iron tree grates in existing tree wells on Hermosa Ave.
Categories:
SH = Street/Highway
SSD = Sewer/Storm Drain
PI = Parks
PBG = Public Building and Ground 4 of 4
58
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0045
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
ACTION MINUTES OF THE PUBLIC WORKS COMMISSION
MEETING OF NOVEMBER 16, 2022
(Public Works Director Joe SanClemente)
Recommended Action:
Staff recommends City Council receive and file the action minutes of the Public Works Commission
meeting of November 16, 2022.
Attachments:
Action Minutes of the November 16, 2022 Public Works Commission Meeting
Respectfully Submitted by: Joe SanClemente, Public Works Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
powered by Legistar™59
City of Hermosa Beach
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Action Minutes
Wednesday, November 16, 2022
6:00 PM
Hybrid in-person/virtual meetings are held pursuant to AB361.
Public Works Commission
Vice Chairperson
Kathy Dunbabin
Commissioners
Janice Brittain
Scott Hayes
David Grethen
Thor Legvold
Public Works Director
Joe SanClemente
City Engineer
Lucho Rodriguez
Associate Engineer
Andrew Nguyen
City Attorney’s Office
John Natalizio
60
Public Works Commission Regular Meeting Agenda November 16, 2022
City of Hermosa Beach Page 2
Viewing Options for Public Meetings
Public Works Commission meetings are hybrid in-person/virtual. Public meetings are broadcast
live on Spectrum Channel 8 and Frontier Channel 31 in Hermosa Beach. Additional viewing
options are provided as a courtesy.
IN-PERSON: Council Chambers, 1315 Valley Drive, Hermosa Beach
JOIN THE VIRTUAL MEETING VIA ZOOM AT:
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***PLEASE NOTE: IF YOU EXPERIENCE TECHNICAL DIFFICULTIES WHILE VIEWING THE
MEETING ON ONE OF THESE PLATFORMS, PLEASE TRY ONE OF THE OTHER VIEWING
OPTIONS.***
All Public Works Commission meetings are open to the public. Please attend. Currently,
meetings are being held in-person and virtually.
The Public Works Commission receives a packet with detailed information for every agenda
item. Public Works Commission agenda packets are available for review on the City’s website
located at https://www.hermosabeach.gov/our-community/agendas-minutes-video.
During the meeting, a packet is also available in the Council Chambers foyer, or you can access
the packet at our website, https://www.hermosabeach.gov/our-community/agendas-minutes-
video, on your laptop, tablet, or smartphone through the wireless signal available in the Council
Chambers – Network ID: CHB-Guest, Password: chbguest
To comply with the Americans with Disabilities Act of 1990, Assistive Listening Devices (ALD)
will be available for check out at the meeting. If you require special assistance to participate in
this meeting, you must call or submit your request in writing to Andrew Nguyen at (310)318-
0222 or anguyen@hermosabeach.gov at least 48 hours prior to the meeting.
61
Public Works Commission Regular Meeting Agenda November 16, 2022
City of Hermosa Beach Page 3
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 Public Works
Department by email (anguyen@hermosabeach.gov) or in person by noon of the Wednesday
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 City’s website at the same time as they are distributed to the Public Works Commission by
email. Supplemental materials may be emailed to anguyen@hermosabeach.gov. Supplemental
materials must be received before 3:00 p.m. on the date of the meeting to ensure Commission
and staff have the ability to review materials prior to the meeting. Supplemental materials
submitted after 3:00 p.m. on the date of the meeting or submitted during the meeting will be
posted online the next 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, address,
etc.) that you do not want to be published.
1. Go the Agenda/Minutes/Video webpage and find the meeting for which you would like to
submit comments. 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 as a guest and enter your name and
comment in the field provided.
62
Public Works Commission Regular Meeting Agenda November 16, 2022
City of Hermosa Beach Page 4
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
Present: Vice Chairperson Dunbabin, Commissioner Brittain, Commissioner Hayes,
Commissioner Grethen, Commissioner Thor Legvold
Staff Present: Joe SanClemente, Director of Public Works; Lucho Rodriguez, City Engineer;
Andrew Nguyen, Associate Engineer; John Natalizio, City Attorney’s Office
IV. APPROVAL OF AGENDA
This is the time for the Public Works Commission to discuss any changes to the order of
agenda items.
ACTION: Vice Chairperson Dunbabin proposed changes to the agenda to move Item XIII-a
Removal and Replacement of Tree to Item XII-a. Move Item XI-c to Item XII-a. Move Item XI-d
to Item XI-c. Commissioner Grethen motion to approve the proposed changes. Seconded by
Commissioner Brittain. The motion passed 5-0.
V. ANNOUNCEMENTS
a. Hermosa for the Holidays
b. World Cup Watch Event
VI. PRESENTATIONS
a. Hermosa Avenue Green Streets Project Update – Douglas Krauss,
Environmental Programs Manager
Environmental Programs Manager Douglas Krauss provided an update about the
Hermosa Avenue Green Streets Project Update. The design is almost done and
have applied for a safe clean water funding for a regional project to fund the
construction. The application has been submitted and sent to the clean water
scoring committee and making revisions.
b. Climate Adaptation Report – Douglas Krauss, Environmental Programs
Manager
Environmental Programs Manager Douglas Krauss provided a report about the
climate adaption being done on 35th St, 26th St and the south end of town. Grant
funded product to analyze the entire coastal area of Hermosa Beach but
specifically in three locations, 35th St, 26th St, Greenwich Village and then the
south end of town at Herondo. Provided design concepts that address the
mobility concerns and safety but also adapts them to climate change, such as
sea level rises and flooding. Final report draft has been going back-and-forth with
63
Public Works Commission Regular Meeting Agenda November 16, 2022
City of Hermosa Beach Page 5
a consultant and almost complete with a final report. Two concepts being
presented per location.
c. The Strand Pedestrian Safety – Joe SanClemente, Public Works Director
Public Works Director Joe SanClemente provided a presentation about
pedestrian safety on the Strand regarding e-bikes and other motorized vehicles.
Currently there is signage that state to dismount as well as red flashers that
indicate when to dismount. Proposed elements would be to have waterfilled
barriers on 11th and 14th St, become a walk only zone 24/7, and enhanced
signage of “NO MOTORIZED VEHICLES OR ELETRIC DEVICES”.
VII. PUBLIC WORKS DIRECTOR REPORT
a. Verbal Update
Director Joe SanClemente provided an update. Reclassified Lucho Rodriguez as
City Engineer, promoted Michelle Licata from Assistant Engineer to Associate
Engineer, promoted Rene Rodriguez to Maintenance Worker II, new Public Works
Inspector Meah Stafford, Juan Hodges Maintenance Worker I, and actively
recruiting for two senior engineer positions, one associate engineer, and one
engineering technician. Accessibility Beach Mat Project will have to periodically
remove the mats and regrade the sand and pour concrete pads at the beginning of
the mats.
b. Monthly Activity Reports
No questions and comments.
c. CIP Status Update
City Engineer presented the CIP Status update.
• CIP PCH 143: Project will include the entire length of PCH within the City
and partnered with Metro.
• CIP 629 Municipal Pier Structure Assessment and Repair: Municipal
and electrical repairs. Pier will be temporary closed and will be in
construction early next year.
• CIP 417 Annual Storm Drain Improvements: Work will be conducted not
during summer and will be in relation when the permit is obtained.
• CIP Pedestrian Crossing Safety Improvements: Received design
request for proposals from several designers to do the design of the larger
project which includes six locations on Hermosa Ave as well as on Valley
and Pier Ave.
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City of Hermosa Beach Page 6
• CIP 102 Bus Stop Improvements: Curb ramp upgrades and accessibility
as well as rethinking on where the bus stops should be.
VIII. 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 and items on this agenda as to which
additional public comment will not be taken (Announcements, Public Works Director Report,
Consent Calendar Items not pulled for separate consideration, and Future Agenda Items).
Public Hearings Items are heard only during the public hearing. Members of the audience
may additionally speak during discussion of items removed from the Consent Calendar and
during Matters for Commission Consideration. All comments are limited to three minutes per
speaker but may be reduced due to time constraints.
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. Speakers with comments regarding City management of departmental
operations are encouraged to submit those comments directly to the City Manager.
• Written communications were received by Anthony Higgins and Howard Longacre
• Resident Tony Kinsella wanted to bring attention regarding The Strand pedestrian
safety about the diversion in the alleyway as people already divert down that alleyway
even with gates there are enough openings where people do currently use that
diversion.
• Resident Laura Pena wanted to highlight on Pier Ave (Bard and Pier), vehicle did not
see her crossing the street. Ensure that Pier Ave should have more lights at night.
IX. 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.
None.
X. CONSENT CALENDAR
a. Action Minutes of the Public Works Commission Meeting of September 21,
2022
ACTION: Commissioner Grethen moved to approve the minutes seconded by
Commissioner Brittain. Commissioner Legvold abstained due to not being at the
meeting. Motion passed 4-0.
XI. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE DISCUSSION
None.
XII. PUBLIC HEARINGS
None
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Public Works Commission Regular Meeting Agenda November 16, 2022
City of Hermosa Beach Page 7
XIII. MATTERS FOR COMMISION CONSIDERATOIN
a. Request to Remove and Replace Three Trees from the Public Right-of-Way
on Valley Drive Fronting the City Yard and Adjacent City Property
Associate Engineer Michelle Licata provides a presentation recommending the
removal and replacement of the trees.
Commission asked questions and answers were provided by staff.
Public comments were provided by:
Joan Dambros
Patricia
Kelly Moonan
Karen Bruns
Toni Consolo
Tom Donnelly
Charlene Wong
Unnamed resident
Kathy
Chairperson Dunbabin closed Public Comments.
Commission deliberated and asked further questions in regards to tree roots,
birds, safety concerns of the damaged sidewalk due to the tree, ADA compliance
of the sidewalk and liability, trimming/pruning of roots may cause a liability of the
trees collapsing, contacting the South Bay Parkland Conservancy,
City Attorney’s Office John Natalizio added that the decision for tree removal is to
be based on if the tree is dead, if the tree is a public nuisance which is staff
suggestion, and/or if the tree significantly interferes the with the use and
enjoyment of adjacent properties.
Commissioner Grethen stated that he supports the removal of the northern tree
but not the other 2 trees which may be looked at again as part of another project.
Commissioner Brittain moved to approve the removal of 3 trees and accept 6
replacement trees to be installed in the future and accepted an amendment from
Commissioner Hayes for staff to contact and work with the South Bay Parkland
Conservancy and other appropriate agencies in the removal of the trees.
Seconded by Commisoner Hayes.
Motion passes 4-1.
Aye: Vice Chairperson Dunbabin, Commissioner Brittain, Commissioner Legvold,
Commissioner Hayes.
No: Commissioner Grethen.
b. South Bay Cities Council of Government’s Local Travel Network
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City of Hermosa Beach Page 8
Environmental Programs Manager Douglas Krauss with South Bay Cities staff
Aaron Baum and David Ledger presented the South Bay Cities Council of
Government’s Local Network.
Commission asked questions and answers were provided by City and South Bay
Cities staff.
No public comments received.
Commission provided comments and input for the South Bay Cities Council of
Government’s Local Network.
Commissioner Grethen recommended that 8th St east of Prospect Ave be deleted
from the network and replaced with 9th St.
c. Appointment of Public Works Commission Chairperson and Vice
Chairperson for 2022 and Meeting Schedule for 2022
Public Works Director Joe SanClemente presented the staff report. Vice
Chairperson Dunbabin would be Chairperson and Commissioner Brittan would
be the Vice Chairperson.
Commissioner Grethen moved to appoint Vice Chairperson Dunbabin as
Chairperson and Commissioner Brittan as Vice Chairperson and receive and file
the 2023 Public Works Commission schedule. Seconded by Commissioner
Legvold. Motion passed 5-0.
XIV. ADJOURNMENT
Meeting adjourned at 9:48 PM.
67
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0048
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
ACTION MINUTES OF THE PLANNING COMMISSION REGULAR
MEETING OF JANUARY 17, 2023
(Interim Community Development Director Corrie Kates)
Recommended Action:
Staff recommends City Council receive and file the action minutes of the Planning Commission
regular meeting of January 17, 2023.
Attachments:
1. Planning Commission Action Minutes Regular Meeting of January 17, 2023
Respectfully Submitted by: Corrie Kates, Interim Community Development Director
Approved: Suja Lowenthal, City Manager
City of Hermosa Beach Printed on 1/19/2023Page 1 of 1
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90254
City of Hermosa Beach
Action Minutes - Draft
Planning Commission
Chair
Stephen Izant
Vice Chair
Peter Hoffman
Commissioners
Marie Rice
David Pedersen
6:00 PM Council Chambers (In-Person/Virtual)Tuesday, January 17, 2023
I. CALL TO ORDER
The Planning Commission regular meeting was held in-person and virtually pursuant to Executive
Order AB 361 issued by Governor Gavin Newsom on September 16, 2021.The meeting was called to
order by Chair Stephen Izant at 6:00 PM.
II. PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Vice Chair Peter Hoffman.
III. ROLL CALL
Staff present in-person in the Council Chambers:
Corrie Kates, Interim Community Development Director
Patrick Donegan, City Attorney
James Atkins, Senior Planner
Johnathon Masi, Assistant Planner
Paul LeBaron, Police Chief
Staff present virtually:
Melanie Bristow, Administrative Assistant
Commissioner David Pedersen, Chair Stephen Izant, Vice Chair Peter Hoffman, and
Commissioner Marie Rice
Present:4 -
Absent:0
IV. PUBLIC PARTICIPATION -- ORAL AND WRITTEN COMMUNICATIONS
a.REPORT
23-0050
WRITTEN COMMUNICATIONS
(Administrative Assistant Melanie Bristow)
The following person provided public comment:
1. Elaine Kim (virtually)
Page 1City of Hermosa Beach
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January 17, 2023Planning Commission Action Minutes - Draft
Motion by Commissioner Rice and seconded by Commissioner Pedersen to
receive and file written communications. The motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
Absent:0
V. CONSENT CALENDAR
a.REPORT
22-0791
ACTION MINUTES OF THE PLANNING COMMISSION
SPECIAL MEETING OF NOVEMBER 2, 2022,
REGULAR MEETING OF NOVEMBER 15, 2022 and
SPECIAL MEETING OF DECEMBER 5, 2022
(Administrative Assistant Melanie Bristow)
Commissioner Rice requested to have two separate motions since she was not in
attendance at the November 2nd meeting.
Vice Chair Hoffman noted a correction to be made to the Commissioner Titles on
the November 2nd minutes under agenda item III: Roll Call.
Motion by Vice Chair Hoffman and seconded by Commissioner Pedersen to
approve the amended action minutes of the Planning Commission special
meeting of November 2, 2022. The motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, and Vice Chair Hoffman3 -
Absent:0
Recused:Commissioner Rice1 -
Commissioner Rice requested to amend the minutes of November 15, 2022 to
add, at the top of page five, agenda item 8.b for Silvio's, "Pursuant to Staff
recommendation, motion made to continue to the meeting of January 17, 2022."
City Attorney Patrick Donegan agreed to this addition in the minutes.
Commissioner Rice requested to amend the minutes of December 5, 2022 to
correct the spelling of a name listed on agenda item V.b under Public Comment.
Motion by Commissioner Rice and seconded by Vice Chair Hoffman to approve
the amended action minutes of the Planning Commission regular meeting of
November 15, 2022 and the amended minutes of the special meeting of
December 5, 2022. Motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
Absent:0
VI. MUNICIPAL MATTERS
a.REPORT
23-0035
MURAL DETERMINATION REQUEST (MD22-01) FOR A TRI-IMAGE
65.26 SQUARE FOOT PAINTED DISPLAY PROPOSED ON THE
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NORTHERLY WALL OF AN EXISTING COMMERCIAL BUILDING
LOCATED AT 8 PIER AVENUE (HENNESSEY’S TAVERN) AND
DETERMINE THAT THE PROJECT IS EXEMPT FROM THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT.
(Assistant Planner Johnathon Masi)
Assistant Planner Johnathon Masi provided a staff report for this item.
Motion by Commissioner Pedersen and seconded by Vice Chair Hoffman to
approve Resolution 22-13 denying subject Mural Determination Case No.
MD22-01, finding the existing painted display is a sign and not a mural, as set
forth in HBMC 17.50.030. Motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
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 the deadline of Monday, February 6, 2023.
VII. PUBLIC HEARING
a.REPORT
23-0043
INFORMATION ONLY: PUBLIC NOTICE, POSTERS, PROJECT ZONING
MAPS, RADIUS MAPS AND MAILING AFFIDAVITS
(Administrative Assistant Melanie Bristow)
b.REPORT
23-0034
CONTINUATION REQUEST FOR A PRECISE DEVELOPMENT PLAN
AMENDMENT (PDP 22-04) TO ALLOW A 399 SQUARE FOOT
ADDITION TO AN EXISTING CONDOMINIUM UNIT LOCATED AT 1723
GOLDEN AVENUE, AND DETERMINATION THAT THE PROJECT IS
CATEGORICALLY EXEMPT FROM THE CALIFORNIA
ENVIRONMENTAL QUALITY ACT
(Assistant Planner Johnathon Masi)
Assistant Planner Johnathon Masi provided a staff report for this item.
There were no public comments on this item.
Motion by Vice Chair Hoffman and seconded by Commissioner Rice to continue
this item to the next regular meeting on February 21, 2023 to ensure time for
proper public noticing. Motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
Absent:0
c.REPORT
23-0041
REQUEST FOR A CONDITIONAL USE PERMIT AMENDMENT (CUP
22-03) TO MODIFY THE EXISTING TYPE 41 ON-SALE BEER & WINE -
EATING PLACE LICENSE, TO A TYPE 47 ON-SALE GENERAL -
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January 17, 2023Planning Commission Action Minutes - Draft
EATING PLACE LICENSE, FOR THE SALE OF BEER, WINE, AND
DISTILLED SPIRITS FOR THE CONSUMPTION ON THE LICENSE
PREMISES, AT AN EXISTING RESTAURANT LOCATED AT 20 PIER
AVENUE (SILVIO’S SOUTH AMERICAN LOUNGE AND GRILL), WITH
HOURS OF OPERATION OF 7 DAYS A WEEK, 6:00 A.M. TO 12:00 A.M.,
CEASING ALCOHOL SALES AT 11:30 P.M.; AND TO MAKE THE
DETERMINATION THAT THE PROJECT IS CATEGORICALLY EXEMPT
FROM THE CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)
(Senior Planner James Atkins)
Senior Planner James Atkins provided a staff report for this item.
Police Chief LeBaron voiced support for this project and said he is comfortable
with the proposed CUP and is there to answer any questions.
The following people provided public comment:
1. Doug Howarth (in-person)
2. Laura Pena (virtually)
Chair Izant asked if Chief LeBaron is satisfied with the controls put into place to
be able to address any future violations at this business. Chief LeBaron
responded yes, and stated that Hermosa Police Department will have the ability
to reach out to the owner regarding any future violations, if needed.
Commissioner Rice inquired about the number of seats in this establishment.
Senior Planner James Atkins stated that the original plan was outdated, and the
current occupancy is 93 guests, which includes 49 seats on the interior and 44
seats on the patio. Commissioner Rice noted that the diagram provided does not
match those numbers. Applicant Doug Howarth said the occupancy is currently 93
total seats, including 49 interior seats.
Commissioner Pedersen asked if live entertainment will be permitted. Senior
Planner Atkins responded that live entertainment was a covid-related special
permit. Commissioner Pedersen inquired what time alcohol would cease and
what time the restaurant would stop serving all together. Applicant Doug
Howarth responded that
Chair Izant questioned what happens to the CUP if Silvio’s moves or closes. City
Attorney Donegan responded that the CUP stays with the land. Any new business
that potentially moves into that space in the future would be bound by the same
conditions stated in the CUP including the number of seats, hours, etc.
Applicant Doug Howarth stated that 11:30 p.m. would be that latest that an
alcoholic beverage could be ordered. No alcohol will be sold after 11:30 p.m.
and alcohol will be removed from tables at midnight.
Chair Izant inquired if the applicant would be able to keep the kitchen open until
1:00 a.m., according to this proposed CUP. City Attorney Donegan said the CUP
would need to be amended to extend the hours in which food can be served if
the applicant desired. As the CUP is currently proposed, all food and drink
service would need to stop at midnight.
Police Chief LeBaron commented that Hermosa Beach Police Department would
prefer to keep the establishment hours as proposed in the CUP, including to close
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at midnight. He stated that the hours between midnight and 4:00 am are critical
hours for public safety. During those hours, our Police Officers need to be
focused on DUI’s, addressing fights, thefts, weapons, and other crimes in
Hermosa Beach. For the Police Department, the more businesses that are open
after midnight in the Downtown area, the more Police resources required in that
specific area during those late-night hours, which would take the focus off the
other crimes and other area.
Vice Chair Hoffman commented that although he has denied this request on two
previous occasions, he is in support of the proposed CUP now. He says what the
applicant is proposing is exactly what the intention of the ordinance was when it
was written. He supports this application with the proposed hours, including
closing at midnight. Commissioner Pedersen voiced support for this item.
Motion by Vice Chair Hoffman and seconded by Commissioner Rice to adopt as
amended a resolution approving Conditional Use Permit Case No. 22-03 to allow
the applicant to modify the existing Type 41 On-Sale Beer & Wine - Eating Place
license, to a Type 47 On-Sale General - Eating Place license, for the sale of beer,
wine, and distilled spirits for consumption on the license premises at an existing
restaurant located at 20 Pier Avenue (Silvio's South American Lounge and Grill),
with hours of operation of 7 days a week, 6:00 a.m. to 12:00 a.m., ceasing alcohol
sales at 11:30 p.m.; adding to section three, number two, “…all patrons shall
vacate the premises by 12:00 a.m. daily;” and to make the determination that the
project is categorically exempt from the California Environmental Quality Act
(CEQA). Motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
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 the deadline of Monday, February 6, 2023.
VIII. STAFF ITEMS
a.REPORT
23-0046
PLANNING COMMISSION TENTATIVE FUTURE AGENDA ITEMS
(Administrative Assistant Melanie Bristow)
b. VERBAL REPORT ON CITY COUNCIL ACTIONS
c. STATUS REPORT ON MAJOR PLANNING PROJECTS
Interim Community Development Director Corrie Kates shared that Community
Development Staff is currently working on the Housing Element, and it will be
brought back to Planning Commission soon. The FAR research is continuing and
is estimated to be brought to Planning Commission around March.
IX. COMMISSIONER ITEMS
a. PLANNING COMMISSION COMMENTS
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b. FUTURE AGENDA ITEMS
X. ADJOURNMENT
Motion by Vice Chair Hoffman and seconded by Commissioner Rice to adjourn
the meeting until the next regular meeting of the Planning Commission on
Tuesday, February 21, 2023 at 6:00 PM. Motion carried as follows:
Aye:Commissioner Pedersen, Chair Izant, Vice Chair Hoffman, and Commissioner Rice4 -
Absent:0
The meeting was adjourned by Chair Izant at 7:18 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
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, and the Commission’s decision
is stayed pending Council’s review and final decision.
Page 6City of Hermosa Beach
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
REPORT 23-0051
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
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;and (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.
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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.
Attachment:
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 23-0040
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
ECONOMIC DEVELOPMENT STRATEGY PROGRESS REPORT
(Interim Community Development Director Corrie Kates)
Recommended Action:
Staff recommends City Council:
1.Receive a staff presentation;
2.Provide staff direction regarding first year and possible second year priorities to inform the
upcoming Fiscal Year 2022-2023 mid-year budget review and Fiscal Year 2023-2024 budget
development process; and
3.Receive and file Economic Development Strategy Progress Report.
Executive Summary:
At its July 12,2022 meeting,City Council adopted the Economic Development Strategy (Attachment
1)as recommended by the Economic Development Committee.The adopted 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 ensures that Council and community are updated on
Economic Development Strategy implementation.This is the first progress report presented to the
City Council since the development of the strategy and will recur in January and July of each year.
Background:
At its April 28,2020 meeting,City Council approved the creation of the Economic Development
Committee (EDC)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 EDC directed development of an Economic Development Strategy as
specified in the Governance Element of PLAN Hermosa.
Staff commissioned an Economic and Market Study Update (Attachment 3)to inform the EDC and
Stakeholders Advisory Working Group in preparation of the Economic Development Strategy.At its
July 12,2022 meeting,City Council adopted the Economic Development Strategy (Attachment 1),
which includes 30 strategic actions.The actions include steps to enhance and strengthen the local
economy through beautification;code changes;and other pro-active steps to encourage success and
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economy through beautification;code changes;and other pro-active steps to encourage success and
help the City’s business partners as they serve and enhance the quality of life in the community.
Past City Council, Commission, and Economic Development 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 G roup 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.
July 12, 2022
City Council adopted Economic Development Strategy and First Year
Implementation Priorities .
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Discussion:
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-term (3+years)implementation.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 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.A
list of Economic Development Strategy First-Year Implementation Priorities is included as
Attachment 2.
City staff and the Hermosa Beach Chamber of Commerce and Visitors Bureau are responsible for
implementation work,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
biannual report ensures that the Council and community are updated on Economic Development
Strategy implementation and that priorities are identified each year.This is the first progress report to
the City Council.
The following table includes the ten priority first year strategic actions and progress updates,
including actions in all five categories:
First-Year Implementation Priorities and Status Strategic Action Progress Update #1 Wayfinding Signs The FY 2022–23 Budget includes $80,000 under
CIP 111 for Gateway and Wayfinding Signs
Assessment. This funding supports the
assessment phase and additional funding may be
necessary for design and installation. #9 Work with Business Community to Explore Formation of a Downtown Business Improvement
District (BID)
Staff is currently working with a BID formation
expert firm to plan and hold a BID Educational
Forum. The educational forum, with an estimated
cost of $5,000, will provide information and
determine business and/or property owner
interest. #10 Focused Update of Downtown Revitalization
Strategy, Including Preservation of Downtown
Retail and Restaurants and Other Active Uses on
1st
Floor
No reportable action.
#11 Develop Identity/Vision for the Downtown No reportable action.
#12 Comprehensive Downtown Lighting Evaluation
With Complete Photometric Study, Design, and
Installation
The FY 2022–23 Budget includes $150,000 under
CIP 621 for Comprehensive Downtown Lighting
Assessment. This funding supports the
assessment phase and additional funding may be
necessary for design and installation. #14 Permanently Allow Outdoor Dining Areas and
Lane Reconfigurations
Consideration of fees and other changes to the
temporary outdoor dining areas and lane
reconfiguration program is on the 1 /24/23 City
Council agenda . #15 Long Term Allowance of Outdoor Music in
Business Locations
This item will be reviewed and considered along
with the temporary outdoor dining are as and lane
reconfiguration program. #17 Regular Communication with Key Property
Owners to Encourage Reinvestment and Provide
Support as Needed.
Staff has held meetings with at least two p roperty
owners to discuss potential property improvements.
#20 Shop Local Program Staff initiated the Shop Hermosa program in
December 2022. The program has already
featured a shop local banner across Pier Avenue
during the holidays and social media promotions.
A dedicated webpage is currently in development. #21 Provide Hermosa Beach Business Information to
Event Promoters to Encourage Use of Local
Vendors and Distribution to Participants.
City staff provides a l ink to local businesses to
event producers so that they may share the
information with participants. The b usiness
directory list is provided by Chamber of Commerce
at Trulyhermosa.com. The City issued an
encroachment permit to the Chamber of
Commerce to place decals on sidewalks with QR
code that links to business directory.
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Staff Report
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First-Year Implementation Priorities and Status Strategic Action Progress Update #1 Wayfinding Signs The FY 2022–23 Budget includes $80,000 under
CIP 111 for Gateway and Wayfinding Signs
Assessment. This funding supports the
assessment phase and additional funding may be
necessary for design and installation. #9 Work with Business Community to Explore Formation of a Downtown Business Improvement
District (BID)
Staff is currently working with a BID formation
expert firm to plan and hold a BID Educational
Forum. The educational forum, with an estimated
cost of $5,000, will provide information and
determine business and/or property owner
interest. #10 Focused Update of Downtown Revitalization
Strategy, Including Preservation of Downtown
Retail and Restaurants and Other Active Uses on
1st
Floor
No reportable action.
#11 Develop Identity/Vision for the Downtown No reportable action.
#12 Comprehensive Downtown Lighting Evaluation
With Complete Photometric Study, Design, and
Installation
The FY 2022–23 Budget includes $150,000 under
CIP 621 for Comprehensive Downtown Lighting
Assessment. This funding supports the
assessment phase and additional funding may be
necessary for design and installation. #14 Permanently Allow Outdoor Dining Areas and
Lane Reconfigurations
Consideration of fees and other changes to the
temporary outdoor dining areas and lane
reconfiguration program is on the 1 /24/23 City
Council agenda . #15 Long Term Allowance of Outdoor Music in
Business Locations
This item will be reviewed and considered along
with the temporary outdoor dining are as and lane
reconfiguration program. #17 Regular Communication with Key Property
Owners to Encourage Reinvestment and Provide
Support as Needed.
Staff has held meetings with at least two p roperty
owners to discuss potential property improvements.
#20 Shop Local Program Staff initiated the Shop Hermosa program in
December 2022. The program has already
featured a shop local banner across Pier Avenue
during the holidays and social media promotions.
A dedicated webpage is currently in development. #21 Provide Hermosa Beach Business Information to
Event Promoters to Encourage Use of Local
Vendors and Distribution to Participants.
City staff provides a l ink to local businesses to
event producers so that they may share the
information with participants. The b usiness
directory list is provided by Chamber of Commerce
at Trulyhermosa.com. The City issued an
encroachment permit to the Chamber of
Commerce to place decals on sidewalks with QR
code that links to business directory.
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Additionally,although it was not identified as a priority for first-year implementation,then-Mayor
Detoy chose to include Beautification Awards with the Hermosa Beach State of the City event,
recognizing Sea Sprite Hotel for its renovation and upgrades in 2022.
Additional Economic Development Strategy Implementation
#4 Beautification Awards Mayor’s State of the City Address event held October 27, 2022.
Progress has been made on eight of the ten strategic actions identified for first year implementation
in the first half of the fiscal year.Ongoing implementation of the strategic actions requires funding and
staff resources.Foreseeing no new general fund revenue in the near-term,staff requests City Council
feedback or direction regarding first-year and possible second-year priorities.Staff will report on the
progress underway at the next scheduled progress report to City Council in July 2023.Waiting until
the July progress report would miss the opportunity to inform the upcoming Fiscal Year 2022-2023
mid-year budget review at the end of February and Fiscal Year 2023-2024 budget development
process.
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
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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:
·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
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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.
Fiscal Impact:
There is no fiscal impact associated with recommended action to receive and file the Economic
Development Strategy progress report.The Fiscal Year 2022-2023 budget includes approximately
$230,000 to support two of the first-year priorities with additional funding needs possibly for full
implementation.Any costs associated with ongoing implementation would be included in the annual
budget adoption process,should Council direct.Implementation of the Economic Development
Strategy has the potential to increase City revenues and strengthen the local economy,especially
when balanced with maintaining and improving all areas of municipal services.
Attachments:
1.Economic Development Strategy
2.Economic Development Strategy First Year Implementation Priorities
3.Economic and Market Study Update
4.Link to March 4, 2020 City Council and Planning Commission Joint Meeting Agenda
5.Link to April 21, 2020 Planning Commission Agenda
6.Link to April 28, 2020 City Council Staff Report
7.Link to June 1, 2020 Economic Development Committee Staff Report
8.Link to September 28, 2021 City Council Staff Report
9.Link to May 2, 2022 Economic Development Committee Staff Report
10.Link to July 12, 2022 City Council Staff Report
Respectfully Submitted by: Christy Teague, Senior Planner and Business Liaison
Concur: Corrie Kates, Interim Community Development Director
Noted for Fiscal Impact: Viki Copeland, Finance Director
Approved: Suja Lowenthal, City Manager
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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
105
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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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
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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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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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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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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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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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.
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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-
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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
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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
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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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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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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.
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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:
131
• 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.
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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
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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.
134
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
135
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
136
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
137
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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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
139
Market and Economic Analysis Update
City of Hermosa Beach
Report June 1, 2021
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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
170
• 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 23-0049
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
CONSIDERATION OF FEES AND OTHER CHANGES TO THE
TEMPORARY OUTDOOR DINING PROGRAM
(Environmental Programs Manager Douglas Krauss)
Recommended Action:
Staff recommends City Council:
1.Consider the encroachment market rent rates from the recent appraisal of local real property;
2.Consider concluding the temporary outdoor dining encroachments on Pier Plaza; and
3.Consider concluding the allowance of roof-top dining areas on private property authorized
during the COVID-19 pandemic.
Executive Summary:
At its November 3,2022 meeting,City Council extended the temporary outdoor dining and downtown
lane reconfiguration programs through May 1,2023 and directed staff to return with an item to
consider a permanent version of the temporary outdoor dining program before the extended
expiration date.An item to consider a permanent version of the program will include any necessary
environmental determinations,code changes,or other administrative instruments necessary to
implement the program.
Council also directed staff to return with an item discussing encroachment fees and possible changes
to some of the temporary dining program elements on Pier Plaza.Possible changes for City Council
consideration include eliminating the temporary encroachments on Pier Plaza,ending temporary
authorization of rooftop dining, and discussing changes to encroachment fees.
Background:
The City has long supported and encouraged outdoor dining on private and public property to
activate place-making strategies and supplement indoor operations.With the onset of the pandemic
and related health orders,businesses were limited to conducting business outdoors.Recognizing this
hardship,City Council approved a program to allow expanded outdoor dining and other commercial
activity.The City also suspended zoning and parking requirements to allow outdoor dining on private
property and established a temporary encroachment permit program to allow encroachments into
sidewalks and public streets.The City further allowed existing permanent encroachments,such as
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sidewalks and public streets.The City further allowed existing permanent encroachments,such as
those on Pier Plaza,to temporarily expand their encroachment areas.Both the private property
programs and encroachment program (together,the “Outdoor Permit Program”)include a basic set of
guidelines. These guidelines include:
·Business hours no later than 11:00 P.M.;
·Maintenance of cleanliness;
·Alcohol service only with food; and
·Insurance maintained by permittees.
The City has issued over 60 temporary outdoor dining permits in a variety of commercial locations.
Initially,City Council allowed these uses without consideration of any encroachment area rents or
reimbursement of lost parking meter revenue.Pursuant to the urgency ordinances that established
and later extended the Outdoor Permit Program,the program remains in effect until terminated or
superseded by ordinance.At its June 22,2021 meeting,Council approved extension of the program
through December 31,2021 and authorized implementation of a reapplication process for outdoor
dining areas that included:
·Renewal of applicants’permissions from neighboring businesses where decks encroach
upon the frontage of these other businesses; and
·Requirement of a surety bond or deposit to fund any City costs related to deck removal in
the event of maintenance emergencies or abandonment.
At its December 14,2021 meeting,Council approved an extension of the programs through May
31,2022.At its January 25,2022 meeting,Council discussed implementing new fees for the
temporary outdoor dining encroachments and approved a fee of $1.50 per square foot per month to
begin March 1.Several businesses have since removed their temporary dining areas.City staff has
worked with all the businesses utilizing the temporary encroachments to help ensure fees and
necessary paperwork have been submitted.
To date,all but a few businesses are current on its fees.As of December 2022,there are eleven
businesses with outstanding fees totaling approximately $40,000 in uncollected revenue for
calendar year 2022.These businesses have been notified of these outstanding fees and Code
Enforcement staff is following up with citations and possible removal of on-street decks where
applicable.Program revenues for the temporary encroachment areas are estimated to be
approximately $295,038 annually based on the current temporary encroachments.At its February
8,2022 meeting,Council also approved reinstatement of the prior permanent encroachment fees.
These fees generate approximately $287,821 annually.At its November 3,2022 meeting,Council
extended the temporary program through May 1,2023 with direction to staff to return before that
date with an item to consider a permanent version of the temporary outdoor dining program for
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date with an item to consider a permanent version of the temporary outdoor dining program for
Council’s consideration.
At that same meeting,Council directed staff to return with an update on encroachment fees based
on a current property appraisal report addressing the City’s public right-of-way encroachments.In
conjunction with the discussion of fees,staff recommends City Council provide staff direction
regarding the possible end of the temporary outdoor dining encroachments on Pier Plaza and the
temporary allowance of rooftop dining, as well as any other program adjustments.
Past Council Actions
Meeting Date Description
June 9, 2020 Approved Ordinance 20-1410U allowing temporary permit program
for outdoor dining in response to pandemic.
July 14, 2020 Directed staff to proceed with development of lane closure plans.
June 22, 2021 Approved extension of the outdoor permit program through
December 31, 2021.
July 13, 2021 Approved Resolution authorizing extension of lane
reconfigurations.
October 26, 2021 Approved development and implementation of permanent versions
of these programs.
December 14, 2021 Approved development of permanent programs, and extension of
temporary programs through May 2022
January 25, 2022 Discussion and approval of new fees for temporary encroachments
February 8, 2022 Approved reinstatement of existing fees for permanent
encroachment areas
May 24, 2022 Approved extension of programs through January 2023
June 14, 2022 Approved additional refinements to the outdoor dining programs
November 3, 2022 Approved extension of temporary programs through May 1, 2023
Analysis:
The City currently charges fees for public right-of-way encroachments that vary with location and
business operation and hours. The rates are shown in the table below:
Location and Operation Category Fee per square foot per month
On Pier Plaza, open after midnight $5
On Pier Plaza, closed before midnight $2
Not on Pier Plaza, or snack shop on Pier Plaza $1
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The City previously authorized an appraisal of public right-of-way encroachment areas in 2017 to
inform reconsideration of fees.For the categories described above,this appraisal provided market
rental rates of $5.63 (Pier Plaza,open after midnight),$4.50 (Pier Plaza,closed before midnight)and
$1.58 (Not on Pier Plaza,or snack shop).At that time,the City did not adjust fees based on the
appraisal report.At its January 25,2022 meeting,Council implemented fees of $1.50 per square foot
for temporary dining encroachments citywide.
A new appraisal was completed in November 2022.The appraisal assessed properties in the public
right-of-way,including existing permanent encroachments and temporary dining encroachments.
Unlike the existing rates for permanent encroachments,the appraisal did not consider the business
type or operation hours.It assessed,based on three location categories and assigned property
values to each, as shown in the table below:
Locations Market Rental Rate (per
square foot per month)
Pier Plaza $5.67
Non-Pier Plaza (areas primarily along Hermosa
Avenue, north and south of the Plaza)
$4.63
East of Hermosa Avenue (primarily Pier Avenue, up to
Pacific Coast Highway)
$4.00
These values were determined using data from recent property acquisitions in the area and the
region.The appraisal factors in a review of similar appraisal data throughout the region.
Conversations with local commercial real estate brokers indicate that these appraised rental rates are
on par with current actual rental rates for interior spaces in Hermosa Beach which are trending about
a dollar per square foot higher across these same areas.The information is provided to Council to
assist in consideration of changes to the current encroachment fees for both permanent and
temporary areas.The information can also assist in determining fees for the proposed permanent
outdoor dining encroachment program,which will be brought for Council’s consideration before May
1, 2023.
For Council’s consideration and discussion,staff developed a revenue estimate based on a
hypothetical fee scenario applying the recently appraised rates to all current encroachments,per
location.The estimate does not factor in the business operations and hours.The chart below shows
a comparison of approximate current fee revenues and the revenue from the hypothetical fee
scenario.The information is detailed in Attachment 1.Both revenue estimates include fee
information for the permanent and temporary dining areas, both on Pier Plaza and elsewhere.
Fee scenario Estimated Revenue
Current $582,859
Using appraised market rates applied to
current encroachments
$1,617,125
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REPORT 23-0049
Fee scenario Estimated Revenue
Current $582,859
Using appraised market rates applied to
current encroachments
$1,617,125
As set by Council,the fees for permanent encroachment areas citywide are currently based on a
combination of location,business operation type,and hours open.The estimates based on the new
appraisal report market rental rates indicate potential increases in encroachment fees for individual
businesses ranging from 13 percent to 1,000 percent.Staff also developed a scenario showing these
hypothetical increases phased in over two years to help offset impact of the increased fees
(Attachment 2).The estimate of $1,617,125 using the appraisal market rates assumes that all
permanent and temporary encroachments would endure although staff recommends Council
consider eliminating temporary encroachments on Pier Plaza, as explained later in this report.
For reference,Redondo Beach charges $2 per square foot for its outdoor dining decks and
Manhattan Beach has temporarily waived its fees for outdoor dining decks,which is $3 per square
foot for sidewalk dining encroachments.The appraisal report surveyed several cities throughout the
region and found a wide variety of rates for similar public encroachment areas.Most of the cities
surveyed charge nominal,below-market rates for their encroachment areas although many also
charge additional one-time fees to cover such things as administrative costs or wastewater treatment
costs. Most agencies charge per square foot while some charge flat annual fees.
Additional Recommendations
Staff recommends Council consider ending the allowance for temporary outdoor dining
encroachments on Pier Plaza.These were initially authorized in response to the COVID-19 pandemic
and the indoor dining restrictions that were instituted by Los Angeles County Department of Public
Health.Restrictions on indoor dining have since been lifted and the businesses on Pier Plaza have
benefitted from the use of the extra encroachment areas,which allowed the businesses to expand
their existing 13 feet of dining area by an additional 12 feet into Pier Plaza-essentially a doubling of
existing permitted outdoor dining areas.Businesses outside of Pier Plaza have also benefitted from
the opportunity to utilize on-street dining decks,sidewalk areas,and private property dining areas,
however,the available square footage is typically much more limited than that of the businesses on
Pier Plaza,especially for on-street dining decks.To help balance the equity of public right-of-way
used by downtown businesses,staff recommends Council suspend use of the additional temporary
encroachment areas on Pier Plaza indefinitely.This would also allow some of this iconic community
area,currently being used by private businesses,to be enjoyed again for passive use by members of
the community and the general public, which was one of the original goals of the Plaza.
Additionally,in response to indoor dining restrictions implemented during the COVID-19 pandemic,
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Additionally,in response to indoor dining restrictions implemented during the COVID-19 pandemic,
the City allowed some businesses to add dining areas on their rooftops.Baja Sharkeez and Palmilla,
both located on Pier Plaza,were allowed to utilize rooftop dining areas.The City allowed these
temporarily with conditions that the businesses restrict overall building occupancy load to address
concerns of ingress and egress.These rooftop areas were not previously designed for,nor approved
for,regular use by patrons,but City Building Department staff worked with the businesses to ensure
the safety of these temporary uses.
As with the temporary encroachments on Pier Plaza,the allowance of this extra dining area is no
longer necessary and suspending its use would help improve parking availability,as well as the
overall equitable distribution of dining availability in the downtown area.It would also alleviate the
need for Code Enforcement staff to monitor these businesses compliance with maintaining
occupancy loads.Staff recommends Council suspend use of these temporary rooftop dining areas.
These businesses may contact the City’s Community Development department to apply for
permanent use of these spaces and address long-term safety concerns and any other issues related
to increased occupancy.
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:
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:
·6.4 Business support.Support the Chamber of Commerce,retailers,tourist service
businesses,artists,and other agencies to develop an aggressive marketing strategy with
implementation procedures.
·6.6 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.
Mobility Element
Goal 1.Complete Streets (Living Streets)that serve the diverse functions of mobility,
commerce,recreation,and community engagement for all users whether they travel by
walking, bicycling, transit, or driving.
Policy:
·1.1 Consider all modes.Require the planning,design,and construction of all new and
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·1.1 Consider all modes.Require the planning,design,and construction of all new and
existing transportation projects to consider the needs of all modes of travel to create safe,
livable and inviting environments for all users of the system.
Goal 7.A transportation system that results in zero transportation-related fatalities and
which minimizes injuries.
Policy:
·7.1 Safe public rights-of-way.Encourage that all public rights-of-way are for all users at all
times of day where users of all ages and ability feel comfortable participating in both
motorized and non-motorized travel.
Fiscal Impact:
The current fee of $1.50 per square foot per month for the temporary dining areas generates
approximately $295,038 annually.The permanent encroachments generate approximately $287,821
annually.As described above,should Council approve increasing all fees to match the rates detailed
in the appraisal report and eliminate the factors of business operation type and hours,annual
encroachment fee revenue would be approximately $1,617,125.Should Council approve ending the
temporary encroachments on Pier Plaza,this revenue estimate would decrease by approximately
$117,162.
Attachments:
1.Encroachment Fee Comparison with Market Rental Rates
2.Encroachment Fee Comparison with Two Year Market Rental Rates
3.Link to June 9, 2020 City Council Staff Report
4.Link to July 14, 2020 City Council Staff Report
5.Link to June 22, 2021 City Council Staff Report
6.Link to July 13, 2021 City Council Staff Report
7.Link to October 26, 2021 City Council Staff Report
8.Link to December 14, 2021 City Council Staff Report
9.Link to January 25, 2022 City Council Staff Report
10.Link to February 8, 2022 City Council Staff Report
11.Link to May 24, 2022 City Council Staff Report
12.Link to June 14, 2022 City Council Staff Report
13.Link to November 3, 2022 City Council Staff Report
Respectfully Submitted by: Douglas Krauss, Environmental Programs Manager
Noted for Fiscal Impact: Viki Copeland, Finance Director
Legal Review: Pat Donegan, City Attorney
Approved: Suja Lowenthal, City Manager
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BUSINESS NAME DIFFERENCE % INCREASE
PERMANENT PIER PLAZA
ALOHA SHARKEEZ 390 1,950.00 23,400.00 390 5.67 2,211.30 26,535.60 3,135.60 13.40%
8 WATERMANS (FORMERLY BEACH CLUB)325 1,069.25 12,831.00 325 5.67 1,842.75 22,113.00 9,282.00 72.34%
1 HENNESSEY'S TAVERN 975 4,875.00 14,625.00 *3 months 975 5.67 5,528.25 16,584.75 1,959.75 13.40%*3 months
2 PALMILLA COCINA TEQUILA 267.6 1,338.00 16,056.00 267.6 5.67 1,517.29 18,207.50 2,151.50 13.40%
PATRICK MOLLOY'S 429 2,145.00 25,740.00 429 5.67 2,432.43 29,189.16 3,449.16 13.40%
AMERICAN JUNKIE 780 3,900.00 46,800.00 780 5.67 4,422.60 53,071.20 6,271.20 13.40%
3 THE LIGHTHOUSE 390 1,950.00 5,850.00 *3 months 390 5.67 2,211.30 6,633.90 783.90 13.40%*3 months
GRAND TOTAL 145,302.00 TOTAL 20,165.92 172,335.11 27,033.11 18.60%
DIFFERENCE % INCREASE
* 1 HENNESSEY'S TAVERN (CLOSED BEFORE MIDNIGHT @ $2/SQ. FT.)975 1,950.00 17,550.00 *9 months 975 5.67 5,528.25 49,754.25 32,204.25 183.50%*9 months
* 3 THE LIGHTHOUSE (CLOSED BEFORE MIDNIGHT @ $2/SQ. FT.)390 780.00 7,020.00 *9 months 390 5.67 2,211.30 19,901.70 12,881.70 183.50%*9 months
5 CAFÉ BONAPARTE (FORMERLY DOWNTOWN BAKERY) SNACK SHOP 341 341.00 4,092.00 341 5.67 1,933.47 23,201.64 19,109.64 467.00%
PLAYA HERMOSA FISH & OYSTER CO 326 652.00 7,824.00 326 5.67 1,848.42 22,181.04 14,357.04 183.50%
2 PALMILLA COCINA TEQUILA 189.6 379.20 4,550.40 189.6 5.67 1,075.03 12,900.38 8,349.98 183.50%
6 LORETO PLAZA/TOWER 12 (rate increased 1/1/2023)- Separate contract 884 2,934.88 35,218.56 884 3.32 2,934.88 35,218.56 0.00 0.00%
BREW'S HALL (formerly Mediterraneo/Rebel Republic)390 780.00 9,360.00 390 5.67 2,211.30 26,535.60 17,175.60 183.50%
OAKBERRY ACAI (Formerly ITA Italian Street Food {and Hooked Poke
Market} Snack Shop)143 143.00 1,716.00 143 5.67 810.81 9,729.72 8,013.72 467.00%
SILVIO'S BRAZILIAN BBQ 390 780.00 9,360.00 390 5.67 2,211.30 26,535.60 17,175.60 183.50%
GREENSPOT (Formerly Greenbelt and Chop Shop)260 520.00 6,240.00 260 5.67 1,474.20 17,690.40 11,450.40 183.50%
5 JUICED (FORMERLY THE FRESH SPOT) SNACK SHOP 130 130.00 1,560.00 130 5.67 737.10 8,845.20 7,285.20 467.00%
GRAND TOTAL 104,490.96 TOTAL 33,309.85 252,494.09 148,003.13 141.64%
PERMANENT NON-PIER PLAZA
DIFFERENCE % INCREASE
* 4 BOTTLE INN 570 Varies 2,850.00 570 4.83 2,753.10 33,037.20 30,187.20 1059.20%
BARNACLES BAR & GRILL 200 200.00 2,400.00 200 4.83 966.00 11,592.00 9,192.00 383.00%
GOOD STUFF 480 480.00 5,760.00 480 4.83 2,318.40 27,820.80 22,060.80 383.00%
MARTHA'S 22 ND. ST. GRILL (OWNED BY BOTTLE INN)913.5 913.50 10,962.00 913.5 4.83 4,412.21 52,946.46 41,984.46 383.00%
MICKEY'S ITALIAN DELI 384 384.00 4,608.00 384 4.83 1,854.72 22,256.64 17,648.64 383.00%
PAISANO PIZZA & PASTA 50 50.00 600.00 50 4.83 241.50 2,898.00 2,298.00 383.00%
THE BEACH HOUSE (square footage adjusted 4/1/2019)- Separate
contract 480 480.00 5,760.00 480 4.83 2,318.40 27,820.80 22,060.80 383.00%
THE GREEN STORE 312 312.00 3,744.00 312 4.83 1,506.96 18,083.52 14,339.52 383.00%
GRAND TOTAL TOTAL 36,684.00 TOTAL 16,371.29 196,455.42 159,771.42 435.53%
RENT/ MONTH ANNUAL
RATEANNUAL RATE
RENT/
SF/MONTH
SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTH
ANNUAL
RATE
SQ.
FOOTAGE
AMT PAID
@ $2/SQ. FT.
AMT PAID
@ $1/SQ. FT.
SQ.
FOOTAGE
Oct - June
Oct - June
TOTAL
ANNUAL RATEAMT PAID
@ $1/SQ. FT.
SQ.
FOOTAGE
MIDNIGHT SNACK SHOP
RENT/ MONTH ANNUAL
RATE@ $5/sq. ft.
OPEN AFTER MIDNIGHT
Jul - Sep
Jul - Sep
TOTAL
CLOSED BEFORE
CURRENT RESTAURANT ENCROACHMENTS MARKET RENTAL RATE 2022
SQ. FOOTAGE AND FEES NO HOURS OF OPERATION, YEAR ROUND
2022-2023
SQ.
FOOTAGE
RENT/ MONTH
ANNUAL RATE
SQ.
FOOTAGE
RENT/
SF/MONTH
187
PERMANENT EAST OF HERMOSA AVENUE
DIFFERENCE % INCREASE
JAVA MAN 112 112.00 1,344.00 112 4.00 448.00 5,376.00 4,032.00 300.00%
GRAND TOTAL TOTAL 1,344.00 TOTAL 448.00 5,376.00 4,032.00 300.00%
TEMPORARY PIER PLAZA
DIFFERENCE % INCREASE
BAJA SHARKEEZ 360 540.00 6,480.00 360 5.67 2,041.20 24,494.40 18,014.40 278.00%
BREWS HALL 986 1,479.00 17,748.00 986 5.67 5,590.62 67,087.44 49,339.44 278.00%
CAFÉ BONAPARTE 120 180.00 2,160.00 120 5.67 680.40 8,164.80 6,004.80 278.00%
GREENSPOT RESTAURANT 192 288.00 3,456.00 192 5.67 1,088.64 13,063.68 9,607.68 278.00%
HEAVENLY COUTURE 150 225.00 2,700.00 150 5.67 850.50 10,206.00 7,506.00 278.00%
HENNESSEY'S TAVERN 900 1,350.00 16,200.00 900 5.67 5,103.00 61,236.00 45,036.00 278.00%
PALMILLA'S 390 585.00 7,020.00 390 5.67 2,211.30 26,535.60 19,515.60 278.00%
PATRICK MOLLOY'S 288 432.00 5,184.00 288 5.67 1,632.96 19,595.52 14,411.52 278.00%
PIER SURF 180 270.00 3,240.00 180 5.67 1,020.60 12,247.20 9,007.20 278.00%
PLAYA HERMOSA FISH & OYSTER 1ST 288 432.00 5,184.00 288 5.67 1,632.96 19,595.52 14,411.52 278.00%
PLAYA HERMOSA FISH & OYSTER 2ND 357 535.50 6,426.00 357 5.67 2,024.19 24,290.28 17,864.28 278.00%
SILVIO'S BRAZILIAN BBQ 300 450.00 5,400.00 300 5.67 1,701.00 20,412.00 15,012.00 278.00%
SPYDER II INC.200 300.00 3,600.00 200 5.67 1,134.00 13,608.00 10,008.00 278.00%
TOWER 12 1095 1,642.50 19,710.00 1095 5.67 6,208.65 74,503.80 54,793.80 278.00%
TREASURE CHEST 156 234.00 2,808.00 156 5.67 884.52 10,614.24 7,806.24 278.00%
WATERMAN'S 300 450.00 5,400.00 300 5.67 1,701.00 20,412.00 15,012.00 278.00%
WAVES 247 370.50 4,446.00 247 5.67 1,400.49 16,805.88 12,359.88 278.00%
GRAND TOTAL 117,162.00 TOTAL 36,906.03 442,872.36 325,710.36 278.00%
TEMPORARY NON-PIER PLAZA DIFFERENCE % INCREASE
AGAVE AZUL 480 720.00 8,640.00 480 4.83 2,318.40 27,820.80 19,180.80 222.00%
BROTHERS BURRITOS 450 675.00 8,100.00 450 4.83 2,173.50 26,082.00 17,982.00 222.00%
CHEF MELBA'S BISTRO 96 144.00 1,728.00 96 4.83 463.68 5,564.16 3,836.16 222.00%
DECADENCE 372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%
GOOD STUFF 900 1,350.00 16,200.00 900 4.83 4,347.00 52,164.00 35,964.00 222.00%
HERMOSA BREWING CO.372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%
LA PLAYITA CAFÉ 480 720.00 8,640.00 480 4.83 2,318.40 27,820.80 19,180.80 222.00%
7 LOBSTER & BEER 792 1,188.00 14,256.00 792 4.83 3,825.36 45,904.32 31,648.32 222.00%
JAPONICA 441 661.50 7,938.00 441 4.83 2,130.03 25,560.36 17,622.36 222.00%
MOBI SCOOTERS 96 144.00 1,728.00 96 4.83 463.68 5,564.16 3,836.16 222.00%
NORTH END BAR & GRILL 849 1,273.50 15,282.00 849 4.83 4,100.67 49,208.04 33,926.04 222.00%
PAISANOS PIZZA 456 684.00 8,208.00 456 4.83 2,202.48 26,429.76 18,221.76 222.00%
PEDONE'S PIZZA 372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%
ROK SUSHI 420 630.00 7,560.00 420 4.83 2,028.60 24,343.20 16,783.20 222.00%
TACOS EL GOLOSO 91 136.50 1,638.00 91 4.83 439.53 5,274.36 3,636.36 222.00%
THE SPOT 100 150.00 1,800.00 100 4.83 483.00 5,796.00 3,996.00 222.00%
ZANES 588 882.00 10,584.00 588 4.83 2,840.04 34,080.48 23,496.48 222.00%
GRAND TOTAL TOTAL 132,390.00 TOTAL 35,524.65 426,295.80 293,905.80 222.00%
ANNUAL
RATE
AMT PAID
@ $1/SQ. FT.
ANNUAL RATE SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTH
TOTAL
ANNUAL RATE
ANNUAL RATEAMT PAID
@ $1.50/SQ. FT.
AMT PAID
@ $1.50/SQ. FT.
SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTH
ANNUAL
RATE
ANNUAL
RATE
RENT/
SF/MONTH
RENT/
MONTH
SQ.
FOOTAGE
SQ.
FOOTAGE
SQ.
FOOTAGE
SQ.
FOOTAGE
188
TEMPORARY EAST OF HERMOSA AVENUE ANNUAL RATE
DIFFERENCE % INCREASE
BEACH BOUND 36 54.00 648.00 36 4.00 144.00 1,728.00 1,080.00 166.67%
CREME DE LA CREPE 224 336.00 4,032.00 224 4.00 896.00 10,752.00 6,720.00 166.67%
EL TARASCO 280 420.00 5,040.00 280 4.00 1,120.00 13,440.00 8,400.00 166.67%
FUNDAMENTAL COAST 15 22.50 270.00 15 4.00 60.00 720.00 450.00 166.67%
HOOK & PLOW 660 990.00 11,880.00 660 4.00 2,640.00 31,680.00 19,800.00 166.67%
ROCKEFELLER 301 451.50 5,418.00 301 4.00 1,204.00 14,448.00 9,030.00 166.67%
SOSTA CUCINA 72 108.00 1,296.00 72 4.00 288.00 3,456.00 2,160.00 166.67%
THE SOURCE CAFÉ 620 930.00 11,160.00 620 4.00 2,480.00 29,760.00 18,600.00 166.67%
TWO GUNS ESPRESSO 55 82.50 990.00 55 4.00 220.00 2,640.00 1,650.00 166.67%
UNCORKED 264 396.00 4,752.00 264 4.00 1,056.00 12,672.00 7,920.00 166.67%
GRAND TOTAL TOTAL 45,486.00 TOTAL 10,108.00 121,296.00 75,810.00 166.67%
GRAND TOTAL 582,858.96 GRAND TOTAL 152,833.73 1,617,124.79 1,034,265.83 177.45%
Notes:
1 Open after Midnight July - September only
2 Two different fees - Additional Patio not open after Midnight MARKET RATE FEE
3 Open after Midnight July - September only ON PIER PLAZA LOCATIONS $5.67
4 Encroachment rate varies: Jan-Mar $0 (patio closed), Apr-Jun $855 (half of patio), Jul-Sep $1,710 (full patio), Oct-Dec $285 (half of patio-one month)ON NON-PIER PLAZA LOCATIONS $4.83
5 Snack Shop Rate (CC:6/12/07)ON EAST OF HERMOSA AVENUE $4.00
6 Monthly fee based on 884 Sq Ft*$3.32/Sq Ft (Tower 12 rent/sf $6.64 x 50%). The rent will increase as the rent of the underlying lease between Pierside and Tower 12 increases.
7 Owner would like to start on 02/15/2023
*Various hours of operation, not year round
SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTHAMT PAID
@ $1.50/SQ. FT.
ANNUAL
RATESQ.
FOOTAGE
189
Original - Appraisal Recommendation based on spreadsheets
BUSINESS NAME DIFFERENCE % INCREASE
PERMANENT PIER PLAZA
ALOHA SHARKEEZ 390 1,950.00 23,400.00 390 5.67 2,211.30 26,535.60 3,135.60 13.40%
8 WATERMANS (FORMERLY BEACH CLUB)325 1,069.25 12,831.00 325 5.67 1,842.75 22,113.00 9,282.00 72.34%
1 HENNESSEY'S TAVERN 975 4,875.00 14,625.00 *3 months 975 5.67 5,528.25 16,584.75 1,959.75 13.40%*3 months
2 PALMILLA COCINA TEQUILA 267.6 1,338.00 16,056.00 267.6 5.67 1,517.29 18,207.50 2,151.50 13.40%
PATRICK MOLLOY'S 429 2,145.00 25,740.00 429 5.67 2,432.43 29,189.16 3,449.16 13.40%
AMERICAN JUNKIE 780 3,900.00 46,800.00 780 5.67 4,422.60 53,071.20 6,271.20 13.40%
3 THE LIGHTHOUSE 390 1,950.00 5,850.00 *3 months 390 5.67 2,211.30 6,633.90 783.90 13.40%*3 months
GRAND TOTAL 145,302.00 TOTAL 20,165.92 172,335.11 27,033.11 18.60%
RENT RENT RENT RENT
RATE RENT/BASED ON BASED ON ANNUAL RENT/BASED ON BASED ON ANNUAL
DIFFERENCE % INCREASE DIFF.OVER 2 YRS.SF/MO.YR. ROUND INCREASE RATE SF/MO.YR. ROUND INCREASE RATE
* 1 HENNESSEY'S TAVERN (CLOSED BEFORE MIDNIGHT @ $2/SQ. FT.)975 1,950.00 17,550.00 *9 months 975 5.67 5,528.25 49,754.25 32,204.25 183.50%3.67 1.84 3.84 17,550.00 16,102.13 33,652.13 5.67 17,550.00 32,204.25 49,754.25
* 3 THE LIGHTHOUSE (CLOSED BEFORE MIDNIGHT @ $2/SQ. FT.)390 780.00 7,020.00 *9 months 390 5.67 2,211.30 19,901.70 12,881.70 183.50%3.67 1.84 3.84 7,020.00 6,440.85 13,460.85 5.67 7,020.00 12,881.70 19,901.70
5 CAFÉ BONAPARTE (FORMERLY DOWNTOWN BAKERY) SNACK SHOP 341 341.00 4,092.00 341 5.67 1,933.47 23,201.64 19,109.64 467.00%4.67 2.34 3.34 13,646.82 13,646.82 5.67 23,201.64 23,201.64
PLAYA HERMOSA FISH & OYSTER CO 326 652.00 7,824.00 326 5.67 1,848.42 22,181.04 14,357.04 183.50%3.67 1.84 3.84 15,002.52 15,002.52 5.67 22,181.04 22,181.04
2 PALMILLA COCINA TEQUILA 189.6 379.20 4,550.40 189.6 5.67 1,075.03 12,900.38 8,349.98 183.50%3.67 1.84 3.84 8,725.39 8,725.39 5.67 12,900.38 12,900.38
6 LORETO PLAZA/TOWER 12 (rate increased 1/1/2023)- Separate contract 884 2,934.88 35,218.56 884 3.32 2,934.88 35,218.56 0.00 0.00%- 3.32 35,218.56 35,218.56 3.32 35,218.56 35,218.56
BREW'S HALL (formerly Mediterraneo/Rebel Republic)390 780.00 9,360.00 390 5.67 2,211.30 26,535.60 17,175.60 183.50%3.67 1.84 3.84 17,947.80 17,947.80 5.67 26,535.60 26,535.60
OAKBERRY ACAI (Formerly ITA Italian Street Food {and Hooked Poke
Market} Snack Shop)143 143.00 1,716.00 143 5.67 810.81 9,729.72 8,013.72 467.00%4.67 2.34 3.34 5,722.86 5,722.86 5.67 9,729.72 9,729.72
SILVIO'S BRAZILIAN BBQ 390 780.00 9,360.00 390 5.67 2,211.30 26,535.60 17,175.60 183.50%3.67 1.84 3.84 17,947.80 17,947.80 5.67 26,535.60 26,535.60
GREENSPOT (Formerly Greenbelt and Chop Shop)260 520.00 6,240.00 260 5.67 1,474.20 17,690.40 11,450.40 183.50%3.67 1.84 3.84 11,965.20 11,965.20 5.67 17,690.40 17,690.40
5 JUICED (FORMERLY THE FRESH SPOT) SNACK SHOP 130 130.00 1,560.00 130 5.67 737.10 8,845.20 7,285.20 467.00%4.67 2.34 3.34 5,202.60 5,202.60 5.67 8,845.20 8,845.20
104,490.96 252,494.09 148,003.13 141.64%178,492.53 252,494.09
RENT RENT RENT RENT
PERMANENT NON-PIER PLAZA
RATE RENT/
BASED ON
BASED ON ANNUAL RENT/
BASED ON
BASED ON ANNUAL
DIFFERENCE % INCREASE DIFF.OVER 2 YRS. SF/MO. YR. ROUND INCREASE RATE SF/MO. YR. ROUND INCREASE RATE
* 4 BOTTLE INN 570 Varies 2,850.00 570 4.83 2,753.10 33,037.20 30,187.20 1059.20%3.83 1.92 2.92 19,938.60 19,938.60 4.83 33,037.20 33,037.20
BARNACLES BAR & GRILL 200 200.00 2,400.00 200 4.83 966.00 11,592.00 9,192.00 383.00%3.83 1.92 2.92 6,996.00 6,996.00 4.83 11,592.00 11,592.00
GOOD STUFF 480 480.00 5,760.00 480 4.83 2,318.40 27,820.80 22,060.80 383.00%3.83 1.92 2.92 16,790.40 16,790.40 4.83 27,820.80 27,820.80
MARTHA'S 22 ND. ST. GRILL (OWNED BY BOTTLE INN)913.5 913.50 10,962.00 913.5 4.83 4,412.21 52,946.46 41,984.46 383.00%3.83 1.92 2.92 31,954.23 31,954.23 4.83 52,946.46 52,946.46
MICKEY'S ITALIAN DELI 384 384.00 4,608.00 384 4.83 1,854.72 22,256.64 17,648.64 383.00%3.83 1.92 2.92 13,432.32 13,432.32 4.83 22,256.64 22,256.64
PAISANO PIZZA & PASTA 50 50.00 600.00 50 4.83 241.50 2,898.00 2,298.00 383.00%3.83 1.92 2.92 1,749.00 1,749.00 4.83 2,898.00 2,898.00
THE BEACH HOUSE (square footage adjusted 4/1/2019)- Separate
contract 480 480.00 5,760.00 480 4.83 2,318.40 27,820.80 22,060.80 383.00%3.83 1.92 2.92 16,790.40 16,790.40 4.83 27,820.80 27,820.80
THE GREEN STORE 312 312.00 3,744.00 312 4.83 1,506.96 18,083.52 14,339.52 383.00%3.83 1.92 2.92 10,913.76 10,913.76 4.83 18,083.52 18,083.52
36,684.00 196,455.42 159,771.42 435.53%118,564.71 196,455.42
RENT RENT RENT RENT
PERMANENT EAST OF HERMOSA AVENUE DIFFERENCE % INCREASE RATE RENT/ BASED ON BASED ON ANNUAL RENT/ BASED ON BASED ON ANNUAL
DIFF.OVER 2 YRS. SF/MO. YR. ROUND INCREASE RATE SF/MO. YR. ROUND INCREASE RATE
JAVA MAN 112 112.00 1,344.00 112 4.00 448.00 5,376.00 4,032.00 300.00%3.00 1.50 2.50 3,360.00 3,360.00 4.00 5,376.00 5,376.00
1,344.00 5,376.00 4,032.00 300.00%3,360.00 5,376.00
SQ.
FOOTAGE
SQ.
FOOTAGE
MARKET RENTAL RATE 2022 - INCREASE OVER 2 YEARS
TOTAL
CLOSED BEFORE
SQ.
FOOTAGE
RENT/
SF/MONTH
CURRENT RESTAURANT ENCROACHMENTS
SQ. FOOTAGE AND FEES
2022-2023
RENT/ MONTH ANNUAL RATE
NO HOURS OF OPERATION, YEAR ROUND
MIDNIGHT SNACK SHOP
Jul - Sep
SQ.
FOOTAGE
RENT/ MONTH
ANNUAL RATE@ $5/sq. ft.
OPEN AFTER MIDNIGHT
Jul - Sep
SQ.
FOOTAGE
AMT PAID
@ $2/SQ. FT.
AMT PAID
@ $1/SQ. FT.
SQ.
FOOTAGE
RENT/
SF/MONTHANNUAL RATE
Oct - June
Oct - June
AMT PAID
@ $1/SQ. FT.
ANNUAL RATE
AMT PAID
@ $1/SQ. FT.
ANNUAL RATE SQ.
FOOTAGE
SQ.
FOOTAGE
RENT/
SF/MONTH
TOTAL
2 YEARS
YEAR 1 2 YEARS
YEAR 1
YEAR 1 2 YEARS
RENT/
SF/MONTH
RENT/
MONTH
ANNUAL RATE RENT/ MONTH
RENT/
MONTH
ANNUAL
RATE
ANNUAL
RATE
190
TEMPORARY PIER PLAZA
AMT PAID
@ $1.50/SQ.
FT.
RENT RENT RENT RENT
DIFFERENCE % INCREASE RATE RENT/ BASED ON BASED ON ANNUAL RENT/ BASED ON BASED ON ANNUAL
DIFF.OVER 2 YRS. SF/MO. YR. ROUND INCREASE RATE SF/MO. YR. ROUND INCREASE RATE
BAJA SHARKEEZ 360 540.00 6,480.00 360 5.67 2,041.20 24,494.40 18,014.40 278.00%4.17 2.09 3.59 15,487.20 15,487.20 5.67 24,494.40 24,494.40
BREWS HALL 986 1,479.00 17,748.00 986 5.67 5,590.62 67,087.44 49,339.44 278.00%4.17 2.09 3.59 42,417.72 42,417.72 5.67 67,087.44 67,087.44
CAFÉ BONAPARTE 120 180.00 2,160.00 120 5.67 680.40 8,164.80 6,004.80 278.00%4.17 2.09 3.59 5,162.40 5,162.40 5.67 8,164.80 8,164.80
GREENSPOT RESTAURANT 192 288.00 3,456.00 192 5.67 1,088.64 13,063.68 9,607.68 278.00%4.17 2.09 3.59 8,259.84 8,259.84 5.67 13,063.68 13,063.68
HEAVENLY COUTURE 150 225.00 2,700.00 150 5.67 850.50 10,206.00 7,506.00 278.00%4.17 2.09 3.59 6,453.00 6,453.00 5.67 10,206.00 10,206.00
HENNESSEY'S TAVERN 900 1,350.00 16,200.00 900 5.67 5,103.00 61,236.00 45,036.00 278.00%4.17 2.09 3.59 38,718.00 38,718.00 5.67 61,236.00 61,236.00
PALMILLA'S 390 585.00 7,020.00 390 5.67 2,211.30 26,535.60 19,515.60 278.00%4.17 2.09 3.59 16,777.80 16,777.80 5.67 26,535.60 26,535.60
PATRICK MOLLOY'S 288 432.00 5,184.00 288 5.67 1,632.96 19,595.52 14,411.52 278.00%4.17 2.09 3.59 12,389.76 12,389.76 5.67 19,595.52 19,595.52
PIER SURF 180 270.00 3,240.00 180 5.67 1,020.60 12,247.20 9,007.20 278.00%4.17 2.09 3.59 7,743.60 7,743.60 5.67 12,247.20 12,247.20
PLAYA HERMOSA FISH & OYSTER 1ST 288 432.00 5,184.00 288 5.67 1,632.96 19,595.52 14,411.52 278.00%4.17 2.09 3.59 12,389.76 12,389.76 5.67 19,595.52 19,595.52
PLAYA HERMOSA FISH & OYSTER 2ND 357 535.50 6,426.00 357 5.67 2,024.19 24,290.28 17,864.28 278.00%4.17 2.09 3.59 15,358.14 15,358.14 5.67 24,290.28 24,290.28
SILVIO'S BRAZILIAN BBQ 300 450.00 5,400.00 300 5.67 1,701.00 20,412.00 15,012.00 278.00%4.17 2.09 3.59 12,906.00 12,906.00 5.67 20,412.00 20,412.00
SPYDER II INC.200 300.00 3,600.00 200 5.67 1,134.00 13,608.00 10,008.00 278.00%4.17 2.09 3.59 8,604.00 8,604.00 5.67 13,608.00 13,608.00
TOWER 12 1095 1,642.50 19,710.00 1095 5.67 6,208.65 74,503.80 54,793.80 278.00%4.17 2.09 3.59 47,106.90 47,106.90 5.67 74,503.80 74,503.80
TREASURE CHEST 156 234.00 2,808.00 156 5.67 884.52 10,614.24 7,806.24 278.00%4.17 2.09 3.59 6,711.12 6,711.12 5.67 10,614.24 10,614.24
WATERMAN'S 300 450.00 5,400.00 300 5.67 1,701.00 20,412.00 15,012.00 278.00%4.17 2.09 3.59 12,906.00 12,906.00 5.67 20,412.00 20,412.00
WAVES 247 370.50 4,446.00 247 5.67 1,400.49 16,805.88 12,359.88 278.00%4.17 2.09 3.59 10,625.94 10,625.94 5.67 16,805.88 16,805.88
117,162.00 442,872.36 325,710.36 278.00%280,017.18 442,872.36
RENT RENT RENT RENT
TEMPORARY NON-PIER PLAZA
AMT PAID
@ $1.50/SQ.
FT.
DIFFERENCE % INCREASE RATE RENT/
BASED ON
BASED ON ANNUAL RENT/
BASED ON
BASED ON ANNUAL
DIFF.OVER 2 YRS. SF/MO. YR. ROUND INCREASE RATE SF/MO. YR. ROUND INCREASE RATE
AGAVE AZUL 480 720.00 8,640.00 480 4.83 2,318.40 27,820.80 19,180.80 222.00%3.33 1.67 3.17 18,230.40 18,230.40 4.83 27,820.80 27,820.80
BROTHERS BURRITOS 450 675.00 8,100.00 450 4.83 2,173.50 26,082.00 17,982.00 222.00%3.33 1.67 3.17 17,091.00 17,091.00 4.83 26,082.00 26,082.00
CHEF MELBA'S BISTRO 96 144.00 1,728.00 96 4.83 463.68 5,564.16 3,836.16 222.00%3.33 1.67 3.17 3,646.08 3,646.08 4.83 5,564.16 5,564.16
DECADENCE 372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%3.33 1.67 3.17 14,128.56 14,128.56 4.83 21,561.12 21,561.12
GOOD STUFF 900 1,350.00 16,200.00 900 4.83 4,347.00 52,164.00 35,964.00 222.00%3.33 1.67 3.17 34,182.00 34,182.00 4.83 52,164.00 52,164.00
HERMOSA BREWING CO.372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%3.33 1.67 3.17 14,128.56 14,128.56 4.83 21,561.12 21,561.12
LA PLAYITA CAFÉ 480 720.00 8,640.00 480 4.83 2,318.40 27,820.80 19,180.80 222.00%3.33 1.67 3.17 18,230.40 18,230.40 4.83 27,820.80 27,820.80
7 LOBSTER & BEER 792 1,188.00 14,256.00 792 4.83 3,825.36 45,904.32 31,648.32 222.00%3.33 1.67 3.17 30,080.16 30,080.16 4.83 45,904.32 45,904.32
JAPONICA 441 661.50 7,938.00 441 4.83 2,130.03 25,560.36 17,622.36 222.00%3.33 1.67 3.17 16,749.18 16,749.18 4.83 25,560.36 25,560.36
MOBI SCOOTERS 96 144.00 1,728.00 96 4.83 463.68 5,564.16 3,836.16 222.00%3.33 1.67 3.17 3,646.08 3,646.08 4.83 5,564.16 5,564.16
NORTH END BAR & GRILL 849 1,273.50 15,282.00 849 4.83 4,100.67 49,208.04 33,926.04 222.00%3.33 1.67 3.17 32,245.02 32,245.02 4.83 49,208.04 49,208.04
PAISANOS PIZZA 456 684.00 8,208.00 456 4.83 2,202.48 26,429.76 18,221.76 222.00%3.33 1.67 3.17 17,318.88 17,318.88 4.83 26,429.76 26,429.76
PEDONE'S PIZZA 372 558.00 6,696.00 372 4.83 1,796.76 21,561.12 14,865.12 222.00%3.33 1.67 3.17 14,128.56 14,128.56 4.83 21,561.12 21,561.12
ROK SUSHI 420 630.00 7,560.00 420 4.83 2,028.60 24,343.20 16,783.20 222.00%3.33 1.67 3.17 15,951.60 15,951.60 4.83 24,343.20 24,343.20
TACOS EL GOLOSO 91 136.50 1,638.00 91 4.83 439.53 5,274.36 3,636.36 222.00%3.33 1.67 3.17 3,456.18 3,456.18 4.83 5,274.36 5,274.36
THE SPOT 100 150.00 1,800.00 100 4.83 483.00 5,796.00 3,996.00 222.00%3.33 1.67 3.17 3,798.00 3,798.00 4.83 5,796.00 5,796.00
ZANES 588 882.00 10,584.00 588 4.83 2,840.04 34,080.48 23,496.48 222.00%3.33 1.67 3.17 22,332.24 22,332.24 4.83 34,080.48 34,080.48
132,390.00 426,295.80 293,905.80 222.00%279,342.90 426,295.80
RENT RENT RENT RENT
TEMPORARY EAST OF HERMOSA AVENUE
AMT PAID
@ $1.50/SQ.
FT.
DIFFERENCE % INCREASE RATE RENT/
BASED ON
BASED ON ANNUAL RENT/
BASED ON
BASED ON ANNUAL
DIFF.OVER 2 YRS. SF/MO. YR. ROUND INCREASE RATE SF/MO. YR. ROUND INCREASE RATE
BEACH BOUND 36 54.00 648.00 36 4.00 144.00 1,728.00 1,080.00 166.67%2.50 1.25 2.75 1,188.00 1,188.00 4.00 1,728.00 1,728.00
CREME DE LA CREPE 224 336.00 4,032.00 224 4.00 896.00 10,752.00 6,720.00 166.67%2.50 1.25 2.75 7,392.00 7,392.00 4.00 10,752.00 10,752.00
EL TARASCO 280 420.00 5,040.00 280 4.00 1,120.00 13,440.00 8,400.00 166.67%2.50 1.25 2.75 9,240.00 9,240.00 4.00 13,440.00 13,440.00
FUNDAMENTAL COAST 15 22.50 270.00 15 4.00 60.00 720.00 450.00 166.67%2.50 1.25 2.75 495.00 495.00 4.00 720.00 720.00
HOOK & PLOW 660 990.00 11,880.00 660 4.00 2,640.00 31,680.00 19,800.00 166.67%2.50 1.25 2.75 21,780.00 21,780.00 4.00 31,680.00 31,680.00
ROCKEFELLER 301 451.50 5,418.00 301 4.00 1,204.00 14,448.00 9,030.00 166.67%2.50 1.25 2.75 9,933.00 9,933.00 4.00 14,448.00 14,448.00
SOSTA CUCINA 72 108.00 1,296.00 72 4.00 288.00 3,456.00 2,160.00 166.67%2.50 1.25 2.75 2,376.00 2,376.00 4.00 3,456.00 3,456.00
THE SOURCE CAFÉ 620 930.00 11,160.00 620 4.00 2,480.00 29,760.00 18,600.00 166.67%2.50 1.25 2.75 20,460.00 20,460.00 4.00 29,760.00 29,760.00
TWO GUNS ESPRESSO 55 82.50 990.00 55 4.00 220.00 2,640.00 1,650.00 166.67%2.50 1.25 2.75 1,815.00 1,815.00 4.00 2,640.00 2,640.00
UNCORKED 264 396.00 4,752.00 264 4.00 1,056.00 12,672.00 7,920.00 166.67%2.50 1.25 2.75 8,712.00 8,712.00 4.00 12,672.00 12,672.00
45,486.00 121,296.00 75,810.00 166.67%83,391.00 121,296.00
GRAND TOTAL 582,858.96 GRAND TOTAL 1,617,124.79 1,034,265.83 177.45%1,115,503.43 1,617,124.79
ANNUAL RATE
ANNUAL RATE
SQ.
FOOTAGE
SQ.
FOOTAGE
SQ.
FOOTAGE
SQ.
FOOTAGE
RENT/
SF/MONTH
ANNUAL RATE
SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTH
ANNUAL
RATE
2 YEARS
YEAR 1 2 YEARS
YEAR 1 2 YEARS
YEAR 1
SQ.
FOOTAGE
RENT/
SF/MONTH
RENT/
MONTH
ANNUAL
RATE
RENT/
MONTH
ANNUAL
RATE
191
Notes:
1 Open after Midnight July - September only
2 Two different fees - Additional Patio not open after Midnight MARKET RATE FEE
3 Open after Midnight July - September only ON PIER PLAZA LOCATIONS $5.67
4 Encroachment rate varies: Jan-Mar $0 (patio closed), Apr-Jun $855 (half of patio), Jul-Sep $1,710 (full patio), Oct-Dec $285 (half of patio-one month)ON NON-PIER PLAZA LOCATIONS $4.83
5 Snack Shop Rate (CC:6/12/07)ON EAST OF HERMOSA AVENUE $4.00
6 Monthly fee based on 884 Sq Ft*$3.32/Sq Ft (Tower 12 rent/sf $6.64 x 50%). The rent will increase as the rent of the underlying lease between Pierside and Tower 12 increases.
7 Owner would like to start on 02/15/2023
*Various hours of operation, not year round
192
Appraisal
Open After Midnight Current Rate/sq. ft.Proposed Rate/sq. ft.
Permanent Pier Plaza $5.00 $5.67
Appraisal
All Closed Before Midnight Current Rate/sq. ft.Proposed Rate/sq. ft.Year 1 2 years
Permanent Pier Plaza $2.00 $5.67 $3.84 $5.67
Permanent Snackshop $1.00 $5.67 $3.34 $5.67
Permanent Non Pier Plaza $1.00 $4.83 $2.92 $4.83
Permanent East of Hermosa Ave $1.00 $4.00 $2.50 $4.00
Temporary Pier Plaza $1.50 $5.67 $3.59 $5.67
Temporary Non Pier Plaza $1.50 $4.83 $3.17 $4.83
Temporary East of Hermosa Ave $1.50 $4.00 $2.75 $4.00
Current Guidelines Recommended
Increase Over Two Years
Summary - Increase over 2 years
Current/Market Rental Rate
May lease for less than 12 months.
Closing time before or after
midnight affects rate.
Must Lease 12 months.
Closing time not considered.
Encroachment Fees
193
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
23-0037
Honorable Mayor and Members of the Hermosa Beach City Council
Regular Meeting of January 24, 2023
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 1/19/2023Page 1 of 1
powered by Legistar™194
January 18, 2023
Honorable Mayor and Members Special Meeting of
of the Hermosa Beach City Council January 24, 2023
TENTATIVE FUTURE AGENDA ITEMS
NO MEETING FEBRUARY 14, 2023
(DARK)
FEBRUARY 28, 2023 @ 4:00 PM
PLANNING COMMISSION APPLICANT INTERVIEWS
FEBRUARY 28, 2023 @ 5:00 PM INITIAL
DATE CLOSED SESSION
FEBRUARY 28, 2023 @ 6:00 PM
PRESENTATIONS
RECOGNIZING HERMOSA BEACH RESIDENT AND LA KING’S RETIREE DUSTIN BROWN
UPDATE ON BEACH CITIES MENTAL HEALTH EVALUATION TEAM (MET)
CITY MANAGER REPORTS
Police Chief Update
WRITTEN COMMUNICATIONS
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 January
2023
Finance Director Ongoing
City Treasurer’s Report and Cash Balance Report for January 2023 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 Planning
Commission meeting of February 21, 2023
Community Development Director Ongoing
Recommendation to receive and file the action minutes of the Parks,
Recreation and Community Resources Advisory Commission meeting of
December 6, 2023
Community Resources Manager Ongoing
Action Minutes of the Civil Service Board Meeting of December 21, 2022 Human Resources Manager Ongoing
Approval of the 2022-2025 Memorandum of Understanding for Police
Management Bargaining Group
Human Resources Manager Staff Request
Nov. 23, 2022
Assembly Bill 361 Compliance City Clerk Ongoing
Los Angeles Fire Services and McCormick Ambulance Monthly Report for
December 2022
Emergency Management
Coordinator
Ongoing
South Bay Workforce Investment Board Quarterly Summary (2 nd Quarter for
FY 2022–23)
Chris Cagle Quarterly
PUBLIC HEARINGS – 6:30 PM
Approval of New Special Events
Community Resources Manager Staff Request
Dec. 1, 2022
MUNICIPAL MATTERS
Resolution Ending the Local Emergency City Attorney Staff Request
Jan. 3, 2023
Midyear Budget Review Fiscal Year 2022–23 Finance Director Annual
Update and Discussion of Options for Parking Lot D Improvements (CIP
682) – supported by two Councilmembers
Environmental Programs Manager Council Direction
Jan. 10, 2023
Appointment of Planning Commissioner to term ending June 30, 2023 City Clerk Council Direction
Jan. 10, 2023
Retention Schedule Update City Clerk Staff Request
Dec. 15, 2022
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing 195
2
DATE TO BE DETERMINED
CITY COUNCIL RETREAT
WEDNESDAY, MARCH 1, 2023
STUDY SESSION PLACE HOLDER
MARCH 14, 2023 @ 5:00 PM INITIAL
DATE CLOSED SESSION
MARCH 14, 2023 @ 6:00 PM
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 Parks,
Recreation and Community Resources Advisory Commission meeting of
February 7, 2023
Community Resources Manager Ongoing
Action Minutes of the Civil Service Board Meeting of January 18, 2023 Human Resources Manager Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
Los Angeles Fire Services and McCormick Ambulance Monthly Report for
January 2023
Emergency Management
Coordinator
Ongoing
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing
196
3
MARCH 28, 2023 @ 5:00 PM INITIAL
DATE CLOSED SESSION
MARCH 28, 2023 @ 6:00 PM
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 February
2023
Finance Director Ongoing
City Treasurer’s Report and Cash Balance Report for February 2023 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 Planning
Commission meeting of March 21, 2023
Community Development Director Ongoing
Recommendation to receive and file the action minutes of the Public Works
Commission meeting of January 18, 2023
Public Works Director Ongoing
Assembly Bill 361 Compliance City Clerk Ongoing
Approval of the Commencement of Special Event Long-term Agreement
Negotiations
Community Resources Manager Staff Request
Dec. 19, 2022
FUTURE AGENDA ITEMS – CITY COUNCIL
Future Agenda Items City Manager Ongoing
NO MEETING APRIL 11, 2023
(DARK)
197
4
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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