Loading...
HomeMy WebLinkAbout05/28/13 1 “The noblest motive is the public good.” AGENDA HERMOSA BEACH CITY COUNCIL Tuesday, May 28, 2013 - Council Chambers, City Hall 1315 Valley Drive 6:00 p.m. - CLOSED SESSION: See attached Closed Session Agenda 7:00 p.m. - REGULAR MEETING MAYOR Patrick ‘Kit’ Bobko CITY CLERK Elaine Doerfling MAYOR PRO TEM Michael DiVirgilio CITY TREASURER Vacant COUNCIL MEMBERS Jeff Duclos Howard Fishman Peter Tucker CITY MANAGER Tom Bakaly CITY ATTORNEY Michael Jenkins All council meetings are open to the public. PLEASE ATTEND. The Council receives a packet with detailed information and recommendations on nearly every agenda item. City Council agendas and staff reports are available for your review on the City's web site located at www.hermosabch.org. Complete agenda packets are also available for public inspection in the Police Department, Fire Department, Public Library and the Office of the City Clerk. During the meeting, a packet is also available in the Council Chambers foyer. Written materials distributed to the City Council within 72 hours of the City Council meeting are available for public inspection immediately upon distribution in the City Clerk's office at 1315 Valley Drive, Hermosa Beach, California, during normal business hours. All written communications from the public included in the agenda will be posted with the agenda on the City’s website 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 the Office of the City Clerk at (310) 318-0203 at least 48 hours prior to the meeting. Your participation in this meeting is in the public domain. Meetings are both cablecast and streamed live over the Internet. Minutes of this meeting will reflect your participation in this meeting and are posted on the city’s website 2 CALL TO ORDER PLEDGE OF ALLEGIANCE ROLL CALL CLOSED SESSION REPORT ANNOUNCEMENTS PRESENTATIONS CERTIFICATE OF RECOGNITION TO JOHN KOVAC, M.D. FOR HIS VOLUNTEER SERVICE AND EQUIPMENT DONATION TO THE HERMOSA BEACH AMATEUR RADIO ASSOCIATION SOUTH BAY WORKFORCE INVESTMENT BOARD QUARTERLY UPDATE PUBLIC PARTICIPATION: Although the City Council values your comments, the Brown Act generally prohibits the Council from taking action on any matter not listed on the posted agenda as a business item. 1. ORAL AND WRITTEN COMMUNICATIONS This is the time for members of the public to address the City Council on any items within the Council's jurisdiction not on this agenda, on items on this agenda as to which public comment will not be taken, or to request the removal of an item from the consent calendar. Comments on public hearing items are heard only during the public hearing. Members of the audience may also speak: 1) during discussion of items removed from the Consent Calendar; 2) during Public Hearings; and, 3) during discussion of items appearing under Municipal Matters. Comments from the public are limited to three minutes per speaker. The City Council acknowledges receipt of the written communications listed below. No action will be taken on matters raised in written communications. The Council may take action to schedule issues raised in oral and written communications for a future agenda. Citizens with comments regarding City management or departmental operations are requested to submit those comments to the City Manager. 3 WRITTEN COMMUNCATIONS (a) Letter from Howard Longacre dated May 17, 2013 regarding a request for clarification of four items regarding the “Oil Drilling” issue. 2. CONSENT CALENDAR: The following more routine matters will be acted upon by one vote to approve with the majority consent of the City Council. There will be no separate discussion of these items unless a Council member removes an item from the Consent Calendar. Items removed will be considered under Agenda Item 4, with public comment permitted at that time. (a) RECOMMENDATION TO APPROVE MINUTES OF THE REGULAR MEETING OF THE CITY COUNCIL HELD ON FEBRUARY 26, 2013. (b) RECOMMENDATION TO RATIFY CHECK REGISTER AND TO APPROVE CANCELLATION OF CERTAIN CHECKS AS RECOMMENDED BY THE FINANCE DIRECTOR. (c) RECOMMENDATION TO RECEIVE AND FILE TENTATIVE FUTURE AGENDA ITEMS. (d) RECOMMENDATION TO RECEIVE AND FILE MEMORANDUM FROM FINANCE DIRECTOR VIKI COPELAND REGARDING THE APRIL 2013 FINANCIAL REPORTS. (e) RECOMMENDATION TO RECEIVE AND FILE DISCOVERY ECONOMICS REPORT AND STAFF REPORT. Memorandum from City Manager Tom Bakaly dated May 9, 2013. (f) RECOMMENDATION TO RECEIVE AND FILE CIP PROJECT STATUS REPORT. Memorandum from Public Works Director Frank Senteno dated May 9, 2013. (g) RECOMMENDATION TO RECEIVE AND FILE REPORT OF CUSTOMER SERVICE SURVEYS/COMPLAINTS. Memorandum from City Clerk Elaine Doerfling dated May 16, 2013. (h) RECOMMENDATION TO AWARD PROFESSIONAL SERVICES AGREEMENT TO STANTEC CONSULTING SERVICES INC. IN THE AMOUNT OF $87,828 TO PREPARE PLANS, SPECIFICATIONS, AND ESTIMATE FOR IMPROVEMENTS TO PACIFIC COAST HIGHWAY BETWEEN ANITA STREET AND ARTESIA BOULEVARD; AND, AUTHORIZE THE DIRECTOR OF PUBLIC WORKS TO MAKE CHANGES AS NECESSARY WITHIN THE APPROVED BUDGET. Memorandum from Public Works Director Frank Senteno dated May 20, 2013. 4 (i) RECOMMENDATION TO REJECT THE BID SUBMITTED BY BUSINESS SERVICES SOLUTIONS FOR $6,349.86; AWARD PURCHASE AND INSTALLATION OF ONE (1) NEW SHARP LC80LE857U 80” LCD MONITOR, AND SUPPORTING A/V INTERFACE EQUIPMENT PER THE BID SUBMITTED BY MONTROSE, INC. IN THE AMOUNT OF $7,854.46; AUTHORIZE THE ADDITION OF THE LCD MONITOR AND SUPPORTING A/V EQUIPMENT TO THE EQUIPMENT REPLACEMENT SCHEDULE; AND, AUTHORIZE THE DIRECTOR OF PUBLIC WORKS TO ISSUE THE APPROPRIATE PURCHASE DOCUMENTS AND TO APPROVE CHANGES NOT TO EXCEED 10% CONTINGENCY OF THE BID PROPOSAL. Memorandum from Public Works Director Frank Senteno dated May 20, 2013. (j) RECOMMENDATION TO ADOPT RESOLUTION SUPPORTING ADDITIONAL STATE FUNDING FOR LOCAL COASTAL PLANNING. Memorandum from Community Development Director Ken Robertson dated May 20, 2013. (k) RECOMMENDATION TO AUTHORIZE THE CITY TO APPLY FOR FUNDING WITH THE SOUTHERN CALIFORNIA ASSOCIATION OF GOVERNMENTS (SCAG) THROUGH THEIR SUSTAINABILITY PROGRAM TO PLAN FOR THE INSTALLATION OF BIKE CORRALS THROUGHOUT THE CITY; AND, AUTHORIZE THE CITY MANAGER TO EXECUTE A LETTER REQUESTING FUNDS. Memorandum from Public Works Director Frank Senteno dated May 20, 2013. (l) RECOMMENDATION TO AUTHORIZE THE APPROPRIATION OF COPS FUNDS TO INSTALL VOTER RADIO RECEIVERS AT THE PARKING STRUCTURE AT 1301 HERMOSA AVENUE AND USE REPLACEMENT FUNDS TO REPLACE THE RADIO REPEATER LOCATED AT HERMOSA VIEW SCHOOL; $87,585 WILL BE SPENT FROM THE COPS FUND AND $16,046 WILL BE SPENT FROM THE REPLACEMENT FUNDS. Memorandum from Interim Police Chief Michael McCrary dated May 1, 2013. (m) RECOMMENDATION TO APPROVE PROPOSED LEASE AGREEMENT BETWEEN THE CITY OF HERMOSA BEACH AND ARAKELIAN ENTERPRISES, INC. (DBA ATHENS SERVICES) FOR OFFICE SPACE AT 1035 VALLEY DRIVE. Memorandum from Community Development Director Ken Robertson dated May 20, 2013. (n) RECOMMENDATION TO RECEIVE AND FILE THE ACTION MINUTES OF THE PLANNING COMMISSION MEETING OF MAY 22, 2013. (Will be provided as Supplemental Information and made available for review on Thursday, May 23, 2013.) 5 3. CONSENT ORDINANCES a. ORDINANCE NO. 13-1340 – “AN ORDINANCE OF THE CITY OF HERMOSA BEACH, CALIFORNIA, ESTABLISHING AN EXEMPTION FROM PAYMENT OF PARKING METERS FOR SPECIFIED MILITARY VETERANS, CODIFYING THE PROCESS FOR ESTABLISHING ONSTREET DISABLED PARKING SPACES, UPDATING PROVISIONS PERTAINING TO PARKING METERS AND AMENDING THE HERMOSA BEACH MUNICIPAL CODE.” For adoption. Memorandum from City Clerk Elaine Doerfling dated May 16, 2013. 4. ITEMS REMOVED FROM THE CONSENT CALENDAR FOR SEPARATE DISCUSSION  Public comments on items removed from the Consent Calendar. 5. PUBLIC HEARINGS - TO COMMENCE AT 7:30 P.M. NONE 6. MUNICIPAL MATTERS a. 2013 ECONOMIC DEVELOPMENT PLAN. Memorandum from City Manager Tom Bakaly dated May 22, 2013. RECOMMENDATION: Discuss the 2013 Draft Economic Development Plan, make any changes and approve and file the report. b. “HERMOSA 2020 AND BEYOND – COMMUNITY DIALOGUE” AND OIL PRODUCTION PROJECT STATUS. Memorandum from Community Development Director Ken Robertson dated May 22, 2013. RECOMMENDATION: Receive and file. c. APROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH RAIMI + ASSOCIATES TO PREPARE AN INTEGRATED GENERAL PLAN UPDATE AND COASTAL LAND USE PLAN FOCUSED ON SUSTAINABILITY AND A LOW CARBON FUTURE AND ENVIRONMENTAL IMPACT REPORT AND DIRECT THE CITY MANAGER TO EXECUTE STRATEGIC GROWTH COUNCIL GRANT AGREEMENT. Memorandum from Community Development Director Ken Robertson dated May 20, 2013. RECOMMENDATION: Approval a Professional Services Agreement with Raimi + Associates to prepare a General Plan Update integrating the Coastal Land Use Plan and an Environmental Impact Report, and direct the City Manager to execute the Strategic Growth Council Grant Agreement. 6 d. REVIEW OF OPTIONS FOR LOCAL COASTAL PLAN: UPDATE/BEACH MANAGEMENT PLAN. Memorandum from Community Development Director Ken Robertson dated May 20, 2103. RECOMMENDATION: Direct that to the maximum extent possible an Implementation Plan should be prepared concurrently with the Coastal Land Use Plan/General Plan Update to minimize delay in Local Coastal Program certification following adoption of the update Plan, and that the City Council outlines the purpose of and issues to be addressed by a beach management plan and directs staff to return with a course of action. e. APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH CZB TO CONDUCT A COMMUNITY DIALOGUE PROCESS AND APPROPRIATION OF AN ADDITIONAL $44,807 FOR THE PROCESS. Memorandum from Community Development Director Ken Robertson dated May 20, 2013. RECOMMENDATION: Approve a Professional Services Agreement with czb to conduct a Community Dialogue Process and appropriate an additional $44,807 to the Community Dialogue process. f. APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH MARINE RESEARCH SPECIALISTS TO PREPARE AN ENVIRONMENTAL IMPACT REPORT FOR THE OIL PRODUCTION PROJECT PROPOSED BY E&B NATURAL RESOURCES MANAGEMENT CORP. Memorandum from Community Development Director Ken Robertson dated May 21, 2013. RECOMMENDATION: Approve a Professional Services Agreement with Marine Research Specialists (MRS) to prepare an Environmental Impact Report and provide related services for the oil production project proposed by E&B Natural Resources Management Corp. 7. MISCELLANEOUS ITEMS AND REPORTS - CITY MANAGER NONE 8. MISCELLANEOUS ITEMS AND MEETING ATTENDANCE REPORTS - CITY COUNCIL NONE 9. OTHER MATTERS - CITY COUNCIL Requests from Council members for possible future agenda items. No discussion or debate of these requests shall be undertaken; the sole action is whether to schedule the item for consideration on a future agenda. No public comment will be taken. NONE ADJOURNMENT 7 AGENDA CLOSED SESSION HERMOSA BEACH CITY COUNCIL Tuesday, May 28, 2013 - Council Chambers, City Hall 1315 Valley Drive 6:00 p.m. The City Council finds, based on advice from legal counsel, that discussion in open session will prejudice the position of the City in existing and anticipated litigation. CALL TO ORDER 1. PUBLIC COMMENT: This time has been set aside for members of the public to address the City Council on Closed Session items. 2. MINUTES: Approval of minutes of Closed Session meeting held on April 23, 2013. 3. CONFERENCE WITH LEGAL COUNSEL The City Council finds, based on advice from legal counsel, that discussion in open session will prejudice the position of the City in the litigation. Existing Litigation: Government Code Section 54956.9(d)(1) a. Name of Case: Hitchcock v. City of Hermosa Beach, et al United States District Court Case No. : CV12 06570 GAF PLAx b. Name of Case: McColgan v. City of Hermosa Beach Los Angeles County Superior Court Case Number: YC068203 ADJOURNMENT May 23, 2013 Honorable Mayor and Members Regular Meeting of of the Hermosa Beach City Council May 28, 2013 TENTATIVE FUTURE AGENDA ITEMS WEDNESDAY, MAY 29, 2013 @ 7:00PM JOINT MEETING WITH THE HERMOSA BEACH CITY SCHOOL DISTRICT BOARD OF TRUSTEES JUNE 11, 2013 @ 5:00PM STUDY SESSION Civic Center/Downtown Projects Community Development Director PCH/Aviation Update Public Works Director JUNE 11, 2013 PRESENTATIONS CHAMPIONS, ICONOCLASTS AND INNOVATORS AWARD: DOROTHY COURTNEY “CHAMPION OF PHILANTHROPY” PUBLIC HEARINGS Public Hearing: Adoption of 2013-14 Budget Finance Director Public Hearing: Amendment to the Municipal Code to allow and regulate mobile food vendors within the City of Hermosa Beach, create an administrative permit process within the Zoning Code, and various amendments for consistency, and adoption of an Environmental Negative Declaration. Community Development Director Public Hearing: Amendment to the Municipal Code to allow and regulate limited special events/activities on private property within the City of Hermosa Beach and various amendments regarding special events for consistency, and adoption of an Environmental Negative Declaration. Community Development Director MUNICIPAL MATTERS Approve resolution to increase bandit cab fines and amend Taxi Franchise Agreement to add Taxi Voucher Program and starter program/staging rules. Interim Police Chief Surf Memorial Statue and Fountain Public Works Director Carbon Neutral – Policy Discussion Community Development Director Electric Car Purchase – Policy Discussion Public Works Director Bar and Tavern Update Interim Police Chief July 4th Update Interim Police Chief MISCELLANEOUS ITEMS AND REPORTS - CITY MANAGER Update on City Treasurer Duties/Pay City Manager and Finance Director Designate a voting delegate and alternate for the League of California Cities Annual Conference. City Manager MISCELLANEOUS ITEMS AND MEETING ATTENDANCE REPORTS - CITY COUNCIL Appoint EPAC Commissioners City Clerk MORE  2c 2 JUNE 25, 2013 CONSENT CALENDAR Recommendation to receive and file the action minutes of the Public Works Commission meeting of May 15, 2013 Public Works Director Recommendation to receive and file the action minutes of the Planning Commission meeting of June 18, 2013. Community Development Director PUBLIC HEARINGS Public Hearing: Review delinquent refuse bills for the purpose of ordering said delinquent charges be placed on the property tax bill as a special assessment. The assessment would affect only those properties with refuse bills delinquent as of March 31, 2013. City Manager Public Hearing: The order of certain improvements and the levy of collection of assessments within the Hermosa Beach Landscaping and Street Lighting District 2013-14 for the fiscal year beginning July 1, 2013 and ending June 30, 2014 Public Works Director MISCELLANEOUS ITEMS AND REPORTS - CITY MANAGER Update on Police Chief Recruitment City Manager PENDING ITEMS Consideration of reduction of business license fee request from Carol G. Weiss, Ph.D.. Finance Director Procurement Policies - RFP City Manager Ethics Policy City Manager Short Term Rentals Community Development Director South Park Design Contract Public Works Director Building Code Amendments – Adjacent Property Owner Protection Community Development Director City Of Hermosa Beach Economic Development Review Committee Final Report April 23, 2002 A Strategic Plan For The Future STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 1 * INTRODUCTION* The Hermosa Beach Economic Development Review Committee (EDRC) is pleased to present its “Strategic Plan” – our plan to give direction to our City leaders and sustain Hermosa Beach’s evolution into a high quality, pedestrian- oriented, and citizen-prioritized village. This document summarizes the key elements of the EDRC’s recommendations and is presented to the City Council for its consideration. The Committee was created by the City Council in April 2001 and was charged with developing a series of citizen- generated recommendations for desired changes and goals for the City of Hermosa Beach. Those recommendations were to be centered on insuring Hermosa Beach’s long-term economic good health, maintaining our quality of life and preserving our unique personality. The recommendations in this document set forth a series of public actions and private opportunities. This plan is more strategic in nature and less of a specific Master plan. Detailed physical planning will follow as necessary and appropriate. In addition, this plan explains the background and basis for the Committee 's recommendations. The first section of the document explains the overall reasons behind the Committee 's conclusions, then discusses specific functional issues: circulation, retail, office and housing, and parking. The second half of the document summarizes the specific recommendations within their general central city physical areas or “Districts”(which we propose and have presumptuously named!) -- the Beachfront / Core Business District [BCBD] (which encompasses the beachfront, the Plaza, Hermosa Avenue and Pier Avenue (upper & lower); the Civic / Park District (the Community Center, Civic Center, Greenbelt, Hermosa Valley School, Clark Field and Valley & South Parks and associated recreational and public service facilities); the PCH Business Corridor (Pacific Coast Hwy.) and the Hermosa Hills / Prospect Square District (Hermosa Beach east of PCH and lower Aviation Blvd.). Although categorized in this way, the plan and recommendations were developed taking into consideration the City as a “Collective, Integrated Whole”. The process to develop the plan was multifaceted to ensure that all views were considered. The broad-based, entirely volunteer membership (listed below) represents residents, homeowners, the business community, city administrators & staff, local sports organizations and educators. Many members have expertise in Urban and Economic Development, Research, P.R. & Marketing, Municipal Funding, Real Estate, Recreation, Entertainment and Architectural Design. In all, over the last year more than 40 Hermosa Beach citizens met regularly contributing their time, knowledge and efforts to research and develop this plan. We feel that this truly “citizen-generated” plan not only complements and expands on the courses of action proposed by earlier consultant generated studies such as the R/UDAT, the Downtown Implementation Plan and the Circulation / Parking Study, but is also a major step in moving the process forward to realize our community’s goals of keeping Hermosa Beach economically secure and a wonderful place to live and raise families. The Economic Development Review Committee: Chair – Joe Mark Co-Chair Steve Burrell Members: Darlene Blaney Roger Bacon Sol Blumenfeld Jude Bond Bob Byren Steve Cannella Andy Clifton David Cohen Larry Daniels Roxana Davidson Jim Deutsch Kathy Dunbabin Tim Ferguson Earl Feys Judy Garland Alana Handman Jack Harlan Geoff Hirsch Peter Hoffman Chris Howell Steve Hunt Michael Keegan Rick Koenig Mike Lacey Helly Langen Jean Lombardo Tony Lombardo Dick McCurdy Kathy McCurdy Bob McEachen Carla Merriman Robin Moore Ron Neuman Julie Oakes Susan O’Keefe Richard O’Reilly Jeni Rae Betty Ryan Larry Peha Charles Reinagel Andre Sharp Mike Schweid Phil Simovich Pete Tucker Gary Wayland STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 2 * KEY ELEMENTS * This document summarizes the key elements of the recommendations of the EDRC. The citizen-based ERDC has been gathering vast amounts of research data, community concerns, ideas and recommendations. We conducted an in-depth investigation of several comparable coastal communities -- communities perceived as well balanced, with adequate economic bases to support them long term and capable of meeting the ambiguities of the general economy, communities with diversified and thriving business districts, adequately supported infrastructure and a, by and large, satisfied citizenry. The information you are about to read is a result of many months of sincere effort on the part of many dedicated citizens, city staff and city officials. That same ongoing community involvement will be key in implementing the Plan. During the collection, planning and design process, the committee developed seven core principles that would guide the process through completion. Those seven directives kept all of the efforts focused on a comprehensive strategy for addressing the issues and opportunities facing Hermosa Beach. You will find these directives throughout the text of this document. Some of the directives speak to the overall function of the study area. Others address issues found or to be addressed in each district. Guiding Principles 1. Hermosa Beach is a community first and a guest destination second. 2. Integrate the Beachfront/Core Business District with surrounding districts and residential areas. 3. Preserve Hermosa Beach’s character, maintain our uniquenesses and where possible, build on them. 4. Celebrate and protect our greatest assets: the beach, our community and our “Quality Of Life”. 5. Acknowledge the PCH Business Corridor, the Civic / Park and Hermosa Hills / Prospect Square districts and adjacent residential areas as integral parts of the city by establishing clearly defined pedestrian, transportation and communal connections with the Beachfront / Core Business District. 6. Enhance the Core Business District, PCH Business Corridor and Prospect Square business districts by assuring a mix of mutually supportive uses, providing clear design & development criteria, developing incentive and support programs, as well as emphasizing a human scale for any new development. 7. Balance the need for efficient vehicular circulation with the city’s vital pedestrian character through appropriate traffic calming measures and adequate off-street parking. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 3 * CONCLUSIONS * The Beachfront / Core Business District belongs to the entire city. Citizens view it as their "living room" regardless of whether they live downtown, near downtown, or elsewhere in the city. Research from successful downtown revitalization efforts show that residents and businesses citywide realize tangible economic and social benefits when a downtown area thrives. Hermosa Beach has many strengths, including proximity to the Beach, its public spaces, recreational and cultural facilities. In some respects Hermosa Beach’s Core Business District enjoys a generally healthy environment, especially for selected restaurants, entertainment and clubs and some retail such as clothing and specialty shops. Yet, its tenant mix is perceived by many as unbalanced, limited, directed more to the visitor than the community. The area has a strong history, a nice pedestrian feel, and small town scale. However, in other respects, the district has a very challenging and fragile economic climate. It certainly has the potential to become much more. The same can be said for the PCH Business Corridor and Prospect Square districts. The departure of major auto dealerships presents a challenge to our city's tax base as well as a once-in-a-generation opportunity for master planned redevelopment. Realizing this potential requires that the varied interests within the community continue to build trust with each other and reach agreement on the future direction for Hermosa Beach comprehensively and in detail. Of primary interest to our citizens is that of “Balance”: a balance of goods and services for local patrons versus guests -- a balanced mix of mutually supportive uses -- a balance between a business’s draw on community services versus its contribution to the community’s well-being – a balance of quality of life and necessary services. The goal of transforming the Core Business District into a stable, market-balanced, high quality pedestrian village that is accessible to all its citizens is broadly supported -- it is the bedrock of common ground in the community! The Beachfront is a wonderful part of Hermosa Beach, as are our parks and theater. Public events are well supported and attended, and people often speak of taking out-of-town guests to visit our Beachfront, a Little League or Soccer game, or attending the Community Theater, and enjoy the surrounding amenities. However, their huge potential public benefits and roles are not fully realized because of limited access and parking, underutilized properties, etc. A commitment to a major increase in visual and pedestrian access to the beach, our parks, schools and community services, and the introduction of an intra-city transportation system are the kind of big picture, strategic ideas that can transform Hermosa Beach. Hermosa Beach’s limited geography (approximately 1 square mile), moderate climate and close-knit community encourage community pedestrian and public transportation linkages. The linkages will help create a Hermosa Beach “Downtown” that remains active, desirable and accessible to all of its citizens and guests 365 days a year. Hermosa Beach is comprised of interconnected components, each linked and responsive to the other. Some of these connections are not currently well developed or defined. Hermosa Beach must be developed and implemented as an integrated package. Dealing with any of the components or districts in isolation from the whole significantly increases the likelihood that Hermosa Beach will fall short of the excellence that is within reach. Circulation Network Hermosa Beach has many positive pedestrian features. The small block grid pattern, plus the Strand, Hermosa - Pier - Gould and Prospect Avenues, and the Greenbelt are the foundations of this comfortable pedestrian environment. However, there are many unrealized pedestrian opportunities and, in some cases, unaddressed problems. For example, the strong pedestrian STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 4 features of the Greenbelt, a corridor which extends throughout the entire city, does not easily support wheeled transportation (bicycles, skates, strollers, etc.); linkages between the Downtown, Clark Field, Valley and South parks, Hermosa View and Hermosa Valley schools, the Hermosa Hill district, PCH and the proposed Prospect Square area have limitations; some streets are challenging for a pedestrian to cross; and many existing sidewalks are too narrow and/or in poor repair, or don’t exist and handicapped access is inconsistent and intermittent. The opportunities for pedestrian/cycle travel through and within downtown are limited. The current circulation system emphasizes the needs of the automobile at significant expense to pedestrians. The mixture of cars and pedestrians/cyclists, particularly on Valley/Ardmore, is neither attractive nor safe. This seriously restricts connections between the surrounding neighborhoods and the downtown, as well as movement within the city. The EDRC believes it is realistic to manage current and anticipated traffic volumes on Pier Avenue, Hermosa Avenue, Valley/Ardmore, Aviation and PCH in a way that better meets pedestrian needs, while retaining cars needed to support a healthy retail environment. Through thoughtful implementation, this can be accomplished without creating detrimental diversion or adverse impacts on adjoining neighborhood streets. Eliminating or significantly reducing traffic on downtown streets is not the goal; improving pedestrian safety and circulation is. Traffic needs to be slowed, calmed, and better managed in order to improve pedestrian safety. Community mass transit, transit riders and a transit plan are important elements of a successful downtown, both today and in the future, plus, they are environmentally friendly. Retail Uses Many involved in the planning process to date have stated a desire to create significantly more local-serving retail businesses in the downtown core. The lack, or limited number of, unique furniture boutiques, art galleries, upscale men's and women's wear and service businesses, and the recent closing of the Either Or Bookstore are some of the most frequently cited examples to support this point of view. The potential buying power near the downtown is substantial. The average household income, which exceeds $92,000 within a three-mile range of the downtown, is significantly higher than the national average. * It should be possible to make local-serving retail thrive in Hermosa Beach. The influx of families should accelerate and support the process of strengthening existing retail and attracting new retail. The core business area is currently served by clubs, restaurants and art galleries, some of which are doing acceptably financially, and small 'mom and pop' retailers, many of which are struggling. The reasons include: - Low sales, - High rents, - Limited store hours, - Lack of adequate parking, - Lack of similar or complementary retail - Lack of a critical mass of customers and related problems. Customers are choosing to shop elsewhere, including in nearby regional shopping centers and neighboring downtowns. There are key opportunity sites for retail (e.g., corner locations, older under-utilized properties, etc.) that are underdeveloped at this time. The types of uses and activities that get value from a beachfront environment and access include restaurants, housing, hotels, and "destination-retail" specialty shops that depend more on name recognition and less on pass-through vehicular traffic. Most retail uses do not benefit from, or need, direct beachfront access. Shops continue to rely on traffic. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 5 The Upper Pier Avenue area (Monterey to PCH) is an important part of BCBD retail. Its existing retail tenants provide some of the needed local-serving businesses (e.g., grocery, pharmacy, restaurants, sports shops, book stores). It is important to preserve these uses, which serve as key “anchors” in Hermosa Beach. However, limited parking, space limitations, the challenge of paying higher rents in a remodeled building, competition for space from higher-paying tenants and competition from stronger markets limit the ability to expand convenience retail. The introduction and/or expansion of a balanced, more diverse retail mix promotes more local resident (family) use, market stability and increases the city’s economic base. It also offsets and diminishes the sometimes negative and overshadowing aspects of a single dominant business sector. Both by location and historic use, the Core Business District (Pier Avenue from the Beach to PCH and Hermosa Avenue between 8th & 16th Streets); the PCH Business Corridor (Pacific Coast Hwy. From 190th Street (Herondo) to Longfellow), Prospect Square (Aviation Blvd. Between Prospect & PCH) and some neighborhood commercial become the logical targets to provide more opportunities for both specialty and local & regional-serving retail. New retail should be encouraged while maintaining strict design standards that retain and support the quaint historic, small town feel of the community. Some properties need to redevelop at higher intensities to make it economical to provide better retail space and support. The income from upper story uses often is what makes redevelopment economically feasible. A large percentage of the cars on Pacific Coast Highway are commuters traveling through the downtown to other destinations. More of these commuters need to be converted to shoppers in order for the PCH Corridor to thrive. The recent vacancies provided by the loss of the Pacific Porsche/Audi dealership and the impending BMW move present some large-scale redevelopment opportunities. Office & Housing Office uses have the following general characteristics: • Strong economic viability and demand - although the market is cyclical, office space currently has a very low vacancy rate • Provide good paying jobs, some of which may be held by Hermosa Beach residents • Generally require larger building 'floorplates' with large amounts of square footage on a single floor (although this is not true for smaller tenants such as professional services) • Office generates more peak hour vehicle trips, has higher parking requirements (usually about 3 parking spaces per 1,000 square feet of floor area), and taller floor-to-ceiling heights • Provide consistent weekday traffic necessary to sustain nearby restaurants and service businesses. Housing uses have the following general characteristics: • Strong economic viability - at least equal to office uses in today's Hermosa Beach market • Generally require smaller building floorplates than office buildings • Generally have a more varied and articulated exterior design than office buildings • Generate fewer vehicle trips and parking requirements per square foot (usually 1 to 1.5 parking spots per unit or about 1.5 spaces per 1,000 square feet, which is roughly half that of office) • Shorter floor-to-ceiling heights • Support local serving retail better than office • Provides "eyes on the street" year-round, "24-7," promoting safety • Provides foot traffic during non-business days and hours that promote vitality when the downtown might otherwise be less active • Occupants have a vested interest in the quality of life issues There are currently 13,850 units of housing within a one-mile radius of downtown Hermosa Beach, and over 70,000 housing units within a three mile market area. * The general conclusion from these comparative characteristics is that the upper floors of development in the core area of downtown Hermosa Beach might be better considered for mixed use (live/work and/or housing) and not just office space. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 6 There are specific locations where exceptions make sense (such as the Prospect Square and PCH Business Corridor districts, and local-serving smaller office spaces in the BCBD). Parking Successful retail requires an adequate supply of parking that is convenient and affordable. On-street parking and nearby parking facilities with good access are critical for retail success. Centralized, shared parking facilities are more effective and efficient than requiring each facility to provide its own off-street parking. This concept is also applicable where multiple parking needs (residential / commercial / recreational) compete. The city should play a leadership role in providing parking in the downtown and outlying areas that is consistent with these principles. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 7 * RECOMMENDATIONS * Beachfront / Core Business District (D1) Celebrate our beachfront setting by orienting the community to the beach. Enhance the core area of downtown by assuring a mix of mutually supportive uses as well as a pedestrian scale for any new development. The Beach, Pier & Strand Hermosa Beach’s “Sense Of Place” 1. Establish major increases in visual and pedestrian access to the beach. This should include several prominent and identifiable connections extending west to the beach from points throughout the city. The beachfront should feel and function like an integral and easily accessible part of the city. 2. Continue and expand improvements to the Pier and central Strand Area with funding in place to enhance the entry to Hermosa Beach Pier. The Council should consider aesthetic and functional improvements to this section of downtown to make it more distinctive. 3. Specific improvements and/or considerations may include: • A wider community-gathering place at the pier head, more trees and landscaping. • Install low level, low profile lighting along pier and strand to facilitate safety without encroaching on the magnificent view. • Consider adding distinctive features (artistic or functional) to make our Pier head area unique (e.g., “sails”, “surfboards”, sculptures, permanent sand castings, etc.). • The introduction of signage along the Strand describing Hermosa Beach’s historic events and celebrations. • Implement plans for independent (meandering) bike path on beach side of The Strand. • Create green space adjacent to sand beach. • Developing day use mooring/landing facilities on the Pier. • Adding a water taxi service. • Designate “no fishing” zone at end of pier. 4 Automobile access to the Beachfront should be limited to access to and from the parking facilities. 5. Emphasize the use of pedestrian and public transportation linkages and remote parking facilities. The Plaza & Core Business Area: Hermosa Beach’s “Town Square” 1. Design the core with a Main Street "quaint" and historic character while ensuring economic feasibility. 2. Provide better seating and more bike racks throughout the area to serve local employees and potential customers who bike to downtown. Sidewalk restaurants may also feature expanded patios and multiple levels. 3. Plant additional trees and colorful flowers in median along Hermosa Ave. to complement lower Pier Ave. redevelopment. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 8 4. Land uses in the core area, including The Strand, to be encouraged, promoted (and protected) should be: a. Retail, restaurant, hotel, housing, office, and civic uses b. Only retail uses and other generators of pedestrian traffic allowed on the ground floor of all buildings; no offices, housing or drive-through businesses allowed c. Primarily housing, hotels, some office uses or live/work units on the upper floors 5. Substantially increase the retail floor area in the core area. 6. Plan and facilitate redevelopment at key opportunity sites, including: a. Existing parking lots A (NWC Hermosa Ave. & 11th Street) and behind Beasties (SWC Manhattan Ave. and 14th St.) in conjunction with the adjacent commercial properties. 7. Zoning standards. Continue the current height requirements with minor refinements: a. Institute Overlay or "Special Project Area" designations to properties within the designated commercial zone defined by the Strand and Hermosa Avenue and 8th and 16th Streets in order to control and define future development. b. For the area west of Valley Drive and fronting on Pier Avenue: i. Consider mixed-use development (office or live/work units on the upper floors). ii. The total height is no greater than one foot taller than if the building were two floors of office over retail; and iii. A step back is required on the third and upper floors. 8. Re-design Pier Avenue (and Hermosa Ave. where applicable) to provide for and enhance safer pedestrian movements and provide additional green space in downtown area: a. Increase sidewalk width on both sides the street while retaining on street parking; b. Install curb extensions (bulb outs) on lower and upper Pier Avenue and Hermosa Avenue. Widening or flaring allows for parquettes with trees, landscaping, street art and benches on a pedestrian Scale. c. Consider widening parkways adjacent to the moving lanes of traffic to allow for landscaping and trees to frame and enhance the beauty of the surrounding stores. d. Institute appropriate traffic calming measures e. Introduce mixed parallel & angle parking to break-up or randomize visual impact. f. Pay particular attention to high quality pedestrian crossing at Pier and Hermosa Avenues to encourage a safe connection to the Plaza and beach. g. Include interesting landscaping and structures such as sculptures, fountains, park benches and map/information signs and kiosks. h. Study the inclusion of bicycle lanes. i. The City should retain ownership of all existing rights-of-way. 8. Introduce special markers and signage to identify, provide directions and promote local amenities, historical sites, events, parking, etc. 9. Emphasize and encourage the use of pedestrian and public transportation linkages, the utilization of remote parking and riding the tram. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 9 Parking Facilities The City should take a strong leadership role in ensuring adequate parking in the core area and beachfront. Consideration should be given to developing a parking strategy for the downtown that leverages public investment in parking to: - encourage shared parking - target the addition of key community-desired uses in the core - promote quality design - generate revenue Areas to consider: 1. Prohibiting future surface parking lots in core. 2. The redesign or development of public parking facilities at Hermosa Ave. and11th Street and Manhattan Ave. 14th Street (behind Besties) and upper Pier Ave. a. Decking lot behind Besties (SWC 14th & Manhattan Ave.). 3. Converting the alley north of Pier Avenue, between Bard and Sunset, into public parking to service stores on upper Pier Avenue. 4. Looking for other shared parking opportunities with adjacent uses. 5. Strongly consider limiting or, when possible, eliminating the use of “Compact Car” parking. They are generally ignored by the public and are more prone to increase the aggravation level than alleviate parking congestion. 6. Incorporating additional public restroom facilities. The foregoing could provide expanded parking service to serve new and existing retail and employee needs in the core and beachfront as well as off-set the loss of on-street parking supply from right-of-way changes. If they are not provided in connection with the redevelopment of adjacent properties, parking should be provided elsewhere in or immediately adjacent to the core. Parking requirements for some or all retail uses in the core and beachfront should be eliminated within the context of a parking strategy that accomplishes these goals. Specific uses to target and methods for leveraging the parking investment to be determined in future phases. Uses other than retail within the core should continue to provide their own onsite parking, although shared parking between multiple properties is encouraged. Prior to implementing changes described above 1. As part of the final design process for the changes to Pier Ave. and Hermosa Ave., assess the specific impacts of the narrowing of Pier Avenue in surrounding neighborhoods. a. Include a plan to mitigate any traffic impacts. Include an assessment of the impacts on the neighborhood. b. Conduct workshops in each neighborhood to review the recommendations. 2. Within six months to one year after changes to are implemented, monitor and evaluate the impacts of the narrowing on cut- through traffic and speeding in the adjacent neighborhoods and coordinate with the neighborhoods to address impacts. 3. Conduct a preliminary technical assessment of neighborhood in the near term. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 10 Civic / Park District (D2) Acknowledge the Civic / Park District as an integral part of the community by establishing clearly defined pedestrian connections with the core area and the beachfront. Establish (through policy) a ”friendly” connection of Civic / Park District (with no net loss of park land) to the downtown and to other districts and surrounding neighborhoods. Prohibit blank walls facing the greenbelt; enhance pedestrian connections and access by adding appropriate walkways and paths, and use design to help blend the transition from the adjacent uses. 1. Restore Community Center facade to highlight the city's major example of historic architecture, as well as the entrance to our community. 2. Consider incorporating park-front exposure and access into ongoing Civic Center remodel and landscape design. 3. Study the need for safer pedestrian crossings on Valley/Ardmore at Gould and Pier Avenues, 8th and 2nd Streets. These are real hazard areas for pedestrians, joggers, school children and motorists, especially during peak hours and special events. 4. Create crossover Left turn lanes and install traffic lights or control system at the intersection of Valley/Ardmore and Pier Avenue to facilitate passage. 5. Pay particular attention to creating and expanding a pleasant pedestrian environment; including improving accesses and east/west crossings and possibly adding a firm, durable surfaced walkway/bikeway along with the current path through the Greenbelt. 6. Evaluate constructing a parking structure below the existing Community Center Skate Park/Tennis courts/parking lot to accommodate the Civic Center, Community Center, Library, adjacent retail and Visitors. This would provide much needed added parking for the area, as well as dramatically improve traffic flow and generally safer driving conditions by eliminating undersized and obstructive parking along Ardmore Ave. at the intersection of Pier Ave. 7. Ensure that Valley and South Parks and Clark Field retain their function as active parks, with activities for all ages of user and activities that extend into the evening hours. Present and future residents of housing on all sides of the parks (and Greenbelt) should understand that these active uses take precedence over concerns they may have over conflicts with residential uses. 8. Encourage the use of the Greenbelt as a major north / south corridor to access other parts of Hermosa Beach. Hermosa Hills / Prospect Square District (D3) As with the Civic / Park District, promote community identity and inclusion of the Hermosa Hills area by establishing a “friendly” connection of with the Beachfront / CBD and other districts. Establish (through policy) a ”friendly” connection of the “Hermosa Hill” area with other districts through enhanced pedestrian connections, by adding appropriate walkways, paths and crossovers, and the introduction of community public transportation access. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 11 A revitalization program for “Prospect Square” (Aviation Blvd from PCH to Prospect Avenue) with a focus on mixed-use development, is sorely needed to support local residents and to stimulate area reinvestment. Recommendations relating to the intersection of Aviation & Prospect and the abutting Hermosa Hill residential areas are as follows: 1. Any new commercial development in this area, including mixed use where applicable, should be urban in character to promote a better integration with the core area. 2. Encourage local-serving uses such as grocery, service, restaurants and banking as it redevelops. 3. Encourage retail uses and similar pedestrian-generating activities on the ground floor of all buildings along Aviation 4. Develop programs to provide sufficient off-street parking on Aviation to support retail and where appropriate, mixed use tenancy to enhance the pedestrian environment. 5. Use design and incentive programs to help make the transition to a viable “neighborhood” center. 6. Enhance the intersection of Aviation & Prospect as a "Gateway" to Hermosa Beach. 7. Consider introducing a vehicular roundabout, median or similar traffic-calming program at the intersection of Aviation Blvd. and Prospect and to Aviation Blvd. west to PCH, to control/reduce traffic/speeds. 8. As with the Beachfront / CBD and other districts, consider planting additional trees, colorful flowers and general landscaping to complement redevelopment and to associate area with the whole community. 9. Zoning standards. Continue the current height requirements with minor refinements: a. For the area west of Prospect and fronting on Aviation, allow mixed-use development if: i. The upper floors are exclusively office, housing or live/work units; and ii. It is designed within the current height limits; and iii. A step back is required on the third floor. 10. Encourage development programs to promote underground and/or shared parking opportunities. Maintain existing on- street parking while attempting to minimize and/or eliminate existing surface parking lots. 11. Where possible, increase sidewalk widths and reduce travel lanes in each direction on Aviation Blvd. PCH Business Corridor (D4) A comprehensive revitalization program for Pacific Coast Highway is sorely needed to stimulate area reinvestment and to support and maintain local businesses. Take advantage of commercial activity in the larger market. Surrounding private and public-supported redevelopment presently underway will draw a great deal of interest from national retailers, commercial developers, restaurants and hotel operators. Given the time required for planning, demolition, construction and other project activities, Hermosa Beach can promote its own opportunities to the same group of investors seeking access to our market. And, given the likely traffic impact STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 12 of these projects on our streets, our city should negotiate access to parking structures and shuttles that serve visitors to our downtown. Skechers USA Headquarters - a 57,000-square foot project on the edge of northeast Hermosa Beach - will be one of the only class A+ office buildings in the immediate market. Given the likely change of land use on the South Bay BMW site, Hermosa Beach should leverage the Skechers project to attract a similar class ‘A’ corporate neighbor. Skechers' headquarters will draw a large number of visitors as well as weekday customer traffic. This should make the BMW site attractive for competitive / complimentary office use as well as hotel or restaurant investment. The Pacific Porsche/Audi and VW property located at 2nd Street and PCH represents another important redevelopment opportunity. Studies should be conducted to determine the most appropriate use(s) for this site, possibly emphasizing uses that compliment and enhance the current retail, commercial and housing uses on the south end. The introduction of medium-scale office development and the related parking facilities, used primarily on weekdays, creates a potential parking resource for future evening / weekend and special events customers in Hermosa Beach. Special attention must also be given to the impacts and opportunities of the nearby “Heart Of The City “ redevelopment project to our south. 1. Consider expansion and/or acquisition of multiple parking areas to accommodate and/or enhance existing or to-be-developed public and private use; including off-hours use by adjacent residential. 2. Consider deceleration lanes along Pacific Coast Highway, both north and south bound, at specific intersections to identify and facilitate convenient right-turn movements to public and private commercial/retail parking. 3. As applied to the BCBD and other districts, consider planting additional trees, colorful flowers and general landscaping in median and in front of businesses to complement redevelopment and to relate the business corridor to the rest of Hermosa Beach. 4. Preserve, or institute were applicable, the designation of the area as a “Commercial” district while allowing limited housing subject to the following guidelines and limitations: a. Ensure that design guidelines are consistent with the character and image of the district; b. Housing should be a limited percentage of any project, and allowed only on the residential bordering edges. b. Housing will be designed within the current height limits. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 13 Environment & Image Quality of life” has a very strong and definable meaning in Hermosa Beach and must be given proper consideration when developing programs and policies. Our research demonstrated strong and preferable differences between communities that directed their attention to creating an environment for their citizens first and to tourists and guests second. “Preservation” - Communities that preserve, protect and enhance their heritage and natural and unique resources, are attractive precisely for that reason. Recognize Quality of Life as a Core Business Asset. People from throughout the region continue to choose Hermosa Beach as their ideal place to live, work, invest, socialize or vacation. This appeal results in large part from the attractive lifestyle, strong public safety record, and clean streets and beaches that our city offers. Future commercial activities and developments should preserve or enhance the elements that make Hermosa a preferred destination for these groups. Communities with diversified and thriving business districts, adequately supported infrastructure and a, by and large, satisfied citizenry will always be “a nice place to visit.” The tourists and guests will follow. 1. Create “Gateways” to the city at Pier & PCH, Herondo (190th) & PCH, Artesia & PCH, Longfellow & PCH, Aviation & Prospect, etc., as a sign of pride and an invitation to all. 2. Create and/or enhance public open spaces and access through, pathways, differing landscaping, such as flowers, planters, and flowering trees (not all green!), the introduction of fountains and waterscapes, land maintenance, etc. a. Consider a “Green Thumb” program such as offering local businesses and residents trees, planters, flower pots, etc. at no cost, requiring them only to provide maintenance of the items or the option, for a small fee, of city provided maintenance. 3. Preserve and enhance views and landmarks. 4. Develop and implement or, if such exist, enforce comprehensive, citywide Property Maintenance Standards & Guidelines for both commercial and residential properties. Development & Design In general, for large developments and/or extended streetscape or district-wide projects, overly structured elements should be limited. Research indicated that retail areas that drew a predominantly “local” population had a distinctly different feel - a random arbitrariness, an un-structured feel. Analyze proposed new developments in the context of their impact, of their land use change, parking, open space, density, and on a broader context, how a specific “project” fits into the overall city-scape, goals and objectives for long range development within the particular land use area. Emphasize “Theme” and focus elements. Introduce street furniture, gardens and art to public areas to accentuate human scale and ease. Include interesting landscaping and structures such as sculptures, fountains, park benches and signage. Consider underground utilities, citywide. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 14 Apply Overlay or "Special Project Area" Zoning in partnership with landowners. Achieving the "highest and best use" for such sites is often problematic, as prospective developers try to assemble lots owned by multiple parties with varied goals. This situation, rather than the master planning of several sites, can result in more intensive use of individual parcels leading to more neighborhood impact. Enhanced value of individual land parcels can result through the inclusion of lots in an overlay zone. Zoning can respect a landowners' right to sell or lease parcels, while still conferring the potential benefits of lot assembly. In navigating a course toward desirable commercial projects while respecting Hermosa Beach landowners, our Council and commissions can play a constructive role of guidance and support. One such goal would be the creation of a standing City Architectural Advisory Board or Commission. Marketing & P.R. The overall goals of the marketing and PR program would be to create awareness and a positive perception of Hermosa Beach among residents and visitors and all other target audiences in order to support and increase economic development as well as community involvement. The following EDRC recommendations would help to achieve the above goals: - Develop and implement a full-scale and in-depth promotion and marketing program that clarifies Hermosa Beach’s image, positioning and creates awareness through an integrated marketing communications campaign; including such vehicles as PR, website, events, advertising, logo, signage, kiosks at hotels, etc. - Promote Hermosa Beach as versatile – a city that has a lot to offer families, married couples, singles, professionals, seniors, tourists. Highlight beach and recreation, nightlife, location, excellent schools, good restaurants, Comedy Club, events such as the Fiesta and Surf Festival, Hermosa Beach Playhouse, a cultural arts center, walking atmosphere, Sunrise Assisted Living, the WAVE; Jazz on Thursday evenings; community oriented programs and facilities – Little League, AYSO, parks, fields, etc. - Promote Hermosa Beach as a tourist/resort destination for both domestic and international visitors. - Develop a coherence to Hermosa Beach’s visual and historic character -- promoting a sense of community “identity.” - Establish and implement a marketing program to: a. Persuade residents to support our local businesses and services through promotions and consistent updates and news on plan’s progress. b. Promote new non-residential development in the city and to attract major regional and national named companies to locate their businesses in Hermosa Beach. c. Identify "Beneficial" Business types, community serving retail or enterprise and initiate steps to develop preferred tenant criteria and attract and retain preferred merchants. d. Leverage Hermosa Beach’s artistic heritage to attract economic development through the entertainment and cultural arts industries. Establish film office in Hermosa Beach to promote HB and attract film studios. e. Encourage businesses that provide the following benefits: STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 15 1. Strong appeal to local market 2. High sales tax or transient occupancy tax potential. 3. Provide expanded customer base for current business community 4. Identify businesses with high revenue potential. 5. Low impact on residential quality of life. - Commission a Business Advocacy Group to market Hermosa Beach’s opportunities, to pursue business development goals and market their community. Chambers of commerce, private foundations, business improvement districts, visitors' bureaus, and neighborhood improvement districts have all been called upon to advise the City Council and promote business opportunities. A professional PR/ marketing/travel destination agency, or third-party PR firm, could be employed to augment promotional activities and to implement marketing plan. - Combine Chamber of Commerce Offices with Historical Society Displays and a Future Surf Museum. It would draw in more visitors who could familiarize themselves with Hermosa Beach's business community. The chamber office could fulfill the roles of a traditional visitors' bureau and business promoter, while the museums would provide an audience for our messages. - Address market perceptions that the current moratorium on new restaurants is a citywide moratorium or that it relates in some way to restricting permits for alcoholic beverage service. Note: The City Council took the first major marketing step when it constituted the EDRC and gave notice to the retail and development communities of Hermosa Beach’s intent and willingness to do business. And, a reciprocal interest has been demonstrated by the inquiries some committee members have received from prospect tenants and businesses requesting information and/or considering locating or expanding to Hermosa Beach. In General Hermosa Beach must have a complete, comprehensive and up-to-date “Master Plan” for the entire city. A Plan in which parking, the Plaza, public access, building development, redevelopment, public services and all other areas of concern to a city are integrated and evaluated each to the other, with its Citizens in mind. The City needs to: Develop a citywide general and/or district specific design criteria, use/design/standards, differentiating between public and private owned property; paying ‘attention to detail’ in areas such as: curb and sidewalk design, landscaping, identifying or defining distinctive neighborhoods throughout the city with themes (e.g., Shakespeare, Sand, Hill, etc.). Develop a public transportation system to enhance public rights-of-way and use by expanding or creating pedestrian/bike paths throughout the city as an incentive to walk or ride and to support and tie the community together. Develop a master plan for traffic, parking, loading, taxi parking and staging and other business impacts in conjunction with infrastructure improvements, incorporating additional public restroom facilities, utility under grounding and projects that contribute to community needs. Take the lead to pursue partnerships and joint development opportunities to finance and construct parking and other public facilities. Explore joint development agreements with landowners, the granting of long-term easements on city property, conversion of bordering non-commercial lots for development, or the sale of surplus city property to expand unified landholdings, a process made easier with the flexibility of larger parcels. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 16 Investigate available alternate funding programs, such as Main Street USA (Fed program re: funding, design, promo, maintenance, etc.), and Grants for Urban Beautification available through the Federal Department of Housing and Urban Development (HUD) to pay for streetscape improvements, the construction of new landscaping, planters, and street lighting, etc., as well as State and County programs. Consider instituting zoning and improvement programs such as Planned Unit Development (PUD), Special Parking/Assessment Districts and/or a Local Redevelopment Agency to control appropriate and compatible development. Implement a citywide parking requirement / use plan. Areas to be investigated are: remote parking; multiple use applications (daytime shopping – nighttime residential) and a public/private “employee” parking / shuttle transportation plan, maintaining street front parking for shoppers. City departments need to incorporate specific “future planning” sessions into their scheduled maintenance and operations meetings. They need to become more pro- active. Consider instituting new programs such as Sidewalk Café Standards and Procedures Policy to promote and regulate outdoor dining, and Preservation Credits to promote restoration and preservation. Fulfill goals of the R/UDAT Study and Downtown Implementation Plan by extending pedestrian retail district to upper Pier Avenue and the under grounding of utilities on upper Pier Avenue now scheduled. Consider temporary or permanent municipal use of the Hermosa Pavilion for parking, community meetings, Art exhibitions, municipal administrative facilities, civic club headquarters and city offices. Special consideration should be given to making the EDRC (or a comparably constituted commission) permanent, convening twice a year to evaluate, update and oversee implementation of the City’s Master Plan. Once this Strategic Plan, or amenable portions thereof, have been adopted, consider retaining professional planning consultants, commercial/retail design and marketing advisors, redevelopment experts, and Grant specialists to assist in the formulation of redevelopment programs, policies and plans. * SUMMARY * The conclusions and recommendations described in this document represent the work effort of a very diverse group of Hermosa Beach citizens - neighborhood leaders, historians, developers, bankers, retailers, property owners, main street enthusiasts, and others that love Hermosa Beach. The process began, as it does in so many communities, with controversy. Over the past year, the EDRC has forged a remarkable process of trust and interaction. Personal agendas, while not gone, have melted down, while the desire for holistic and comprehensive solutions to economic revitalization continues to gain more and more support from the entire team. Many, if not most, of the recommendations were reached with unanimous support. The Economic Development Review Committee encourages the City Council and the citizens of Hermosa Beach to approach this opportunity as they have - determining what is in the best interest of Hermosa Beach and its citizens and how all the parts can be understood and resolved simultaneously. We encourage your involvement and look forward to discussions together about our future. STRATEGIC PLAN HERMOSA BEACH ECONOMIC DEVELOPMENT REVIEW COMMITTEE 4/15/02 * Sources and substantiation, see attached. 17 Next Steps The adoption of some or all of the proposals as set forth in this Strategic Plan. Followed by a scheduled program for their implementation. Many of the strategies identified in this plan may become projects and each will carry a life of their own. A multi-faceted, citizen based commission similar in structure to the EDRC should continue to be employed by the Council to provide oversight, give direction and maintain momentum towards implementing this strategic plan; and to ensure that each project achieves the vision of keeping Hermosa Beach a quality of life community. “People live in Hermosa because they want to” Hermosa 2020 & Beyond The City is launching “Hermosa 2020 and Beyond: A Community Dialogue” to inform and engage the community in the decision making process for important upcoming projects: A comprehensive update of the City’s General Plan/Coastal Land Use Plan, a Strategic Plan for the Civic Center and Downtown area, and an oil production project proposed by E&B Natural Resources Management. City of Hermosa Beach “Hermosa 2020 and Beyond: A Community Dialogue” Saturday, July 13, 2013 Community Center, 710 Pier Ave. Stop by between 9:00 a.m. & 2:00 p.m. Learn about critical projects from experts who will assist the City. Get involved by providing input at the forum. Short sessions and stations will be featured in an open house format. A Community Dialogue The residents of Hermosa Beach and the community are invited and encouraged to be informed and involved in these processes. The City is committed to providing clear, factual, timely and easy to access information at http://www.hermosabch.org/ and through media releases, social media, Council updates, community meetings and events. There will also be opportunities to do work on committees and in working groups.  Sign up for “E-Notification” online at http://www.hermosabch.org/.  Participate in the Community Dialogue.  Access information on the City’s website at http://www.hermosabch.org, How you can be Involved For more information, contact City of Hermosa Beach Community Development Dept. 1315 Valley Drive, Hermosa Beach CA 90254 (310) 318-0242 Mon-Thu www.hermosabch.org - go to City Departments Comprehensive update of the City’s General Plan and Coastal Land Use Plan Purpose: The City will update its existing General Plan and Coastal Land Use Plan, both of which were adopted in the early 1980s. These plans form the overarching ‘constitution for development’ and the city’s plans, programs and activities should be consistent with and carry out these plans. While conditions and issues have changed, policies and action plans to guide the city’s growth and development have not been comprehensively updated. The City was awarded a grant by the California Strategic Growth Council to comprehensively update and integrate these plans, with an emphasis on sustainability and a low carbon future to reduce greenhouse gas emissions. Legal Requirements: State law requires the city to adopt a General Plan to address land use, circulation, housing, conservation, open space, noise and safety, and a Coastal Land Use Plan addressing coastal access, recreation, resource protection and development. These plans may also address and emphasize other subjects of local importance. The updated and integrated Plan will guide how the city should develop and change, and where funds and resources for infrastructure, services and programs should be directed. Role of the Public: Community input is critical to the creation of a Plan which the City and community is committed to carrying out over the short and long terms. Community involvement at key points and throughout the process includes educational forums, a website designed for this process, outreach to community groups, and workshops to inform and seek input. Technical and community advisors will review early products, followed by broad community input and policy board direction on key products throughout the process. Process/Major Milestones/Schedule: The process will begin in June 2013 and a draft Plan should be completed in about 2–2.5 years. Major steps:  Define existing conditions, issues, opportunities, and create an overarching vision statement, providing for public input.  Identify and evaluate alternative futures, culminating in broad community outreach and direction by the City Council.  Develop a policy framework defining the future direction of the city, providing for public review and policy direction by the City Council.  The policy framework will be broadened to include an action plan to create the draft integrated General Plan/Coastal Land Use Plan. An environmental impact report (EIR) will be prepared.  The formal public hearing process includes Planning Commission, City Council hearing and Coastal Commission actions. Relationship to other Projects: Many existing documents, policies, programs and activities will help shape and provide input into the process. Strategic Plan for Economic Development of Civic Center Complex and Key Downtown Opportunity Sites Purpose: This process will explore opportunities to increase the economic vitality of the downtown focusing on how City assets, including the civic center property and downtown parking lots, can be leveraged in conjunction with redevelopment of key privately held beachfront sites and for increased economic development generally. The plan should evaluate:  Land use and development options that maximize the economic development benefit and value of city owned property in the downtown area.  A conceptual plan for redevelopment of the civic center properties including opportunities to stimulate economic development in the surrounding area.  Approaches to maximizing existing parking and increasing parking as a catalyst for increased economic development that complements the current emphasis on the downtown’s late night establishments. Roma Design Group is assisting the City in preparing a strategic plan focusing on a plan of action. Conceptual options will be presented to the Council in June 2013 for direction and refinement, with opportunity for community input as the process progresses. Legal Requirements: None, this process is not legally required. Role of the Public: The public will be provided with an opportunity for input. Process/Major Milestones/Schedule: This project started in March 2013 and a strategic plan should be presented to the City Council within a year. Relationship to other Projects: The Strategic Plan will provide input to the General Plan/Coastal Land Use Plan, while also providing a plan of actions that can be systematically carried out. Oil Production Project – History The voters of Hermosa Beach will be asked to decide whether an oil production project should be allowed on the City’s Public Works Maintenance Yard at 555 6th Avenue. In March 2012, the Hermosa Beach City Council entered into a Settlement Agreement to resolve a long-standing legal dispute related to an oil drilling project approved by the City Council in 1993 at the City Maintenance Yard at 555 6th Avenue. Although the project was approved 1993 through a Conditional Use Permit (City Council Resolution 93-5632 which was stayed by litigation and remains in effect), a ballot measure approved by Hermosa Beach voters in 1995 instituted a citywide ban on oil drilling. The Settlement Agreement now presents the voters with the opportunity to decide whether to allow a new oil production project proposed by a different developer, E&B Natural Resources Management Corp. on the same site and under the terms of the 1993 Conditional Use Permit. Legal Requirements: The City Council must proceed to fulfill the terms of the Settlement Agreement. The agreement limits the city’s maximum financial exposure to $17.5 million. The city must submit to the voters a proposal to overturn the existing oil ban and allow an oil drilling project from the City’s Maintenance Yard. The settlement terms require a 35 year lease of the City Yard to drill 35 wells. If the ballot measure fails, the City is obligated to pay E&B $17.5 million, the project does not move forward, and the oil drilling ban remains in place. If the ballot measure passes and a drill permit is issued, the City is obligated to pay E&B to $3.5 million, likely payable from its share of royalties – unless insufficient. In return for dismissal of the lawsuit, the City has conveyed to Macpherson Oil Co. 3.3% of any royalties owing to the City from oil drilled from city property forever. Whether the City’s financial obligation is $17.5 million or $3.5 million depends on the outcome of the ballot measure and the actions of other agencies with permit jurisdiction. Role of the Public: Under the Settlement Agreement, Hermosa Beach voters will have the opportunity to decide whether to allow a new oil production project proposed by a E&B on the Maintenance Yard site under the terms of the 1993 Conditional Use Permit and any other conditions placed on the project through the application process over the next year. It is anticipated the vote will occur in November 2014. The voters and public will have an opportunity to be informed about the project and to participate in the EIR and Community Dialogue processes and other studies. The outcome of the vote will have implications for the future of the city, particularly in terms of: (a) land use planning, (b) the financial resources or obligations of the city and to a lesser degree the School District and (c) the social fabric of the community. Oil Production Project – Highlights of E&B’s Application The following highlights various aspects of E&B Natural Resources Management Corp. (E&B) proposed oil production project application filed with the City in November 2012 and supplemented in April 2013. Oil Production Project: E&B. proposes to develop the 1.3 acre site currently occupied by the City’s Public Works Maintenance Yard at 555 6th St. and 15 public parking spaces as an onshore drilling and production site. The project proposes to use directional drilling of 30 wells to access oil and gas reserves in the tidelands and within an onshore area known as the uplands. The life of the project is 35 years. The project would be developed in four phases.  Phase 1: Site preparation of the site for drilling and testing (6 months).  Phase 2: Exploratory drilling and testing of 4 wells to determine the potential productivity and economic viability of the proposed project (12 months); crude oil would be transported from the site by truck.  Phase 3: Construction of permanent oil and gas production facilities and installation of pipelines along Valley Drive to existing or new pipelines outside the city (14 months).  Phase 4: Production phase over the remainder of the 35 year term. Drilling the remaining wells (including 4 wells for the re-injection of water extracted along with the oil and gas), would occur over a 2.5 year period. During project operations, workover rigs may be onsite for a maximum of 90 days per year. Oil and gas would be transported through pipelines to receiver locations outside the city. Following project termination, equipment would be removed from the site, wells abandoned per regulatory requirements, and the site would be graded and returned to the City. E&B proposes to utilize and operate within existing entitlements: a 1993 Conditional Use Permit, 1992 Oil and Gas Lease No. 2, and 2012 Settlement Agreement. Changes to the project design and operations will likely be required to reduce impacts and address other issues identified through the environmental impact report and other city processes. These changes will be legally and permanently incorporated into the project through a legally binding “Development Agreement.” City Maintenance Yard Relocation: As a consequence of the proposed project, if the project were to be approved by the voters the City would be required to relocate its Maintenance Yard at 555 6th Street. The City will identify a preferred site where the Maintenance Yard may be relocated. The Environmental Impact Report for the oil production project will evaluate the impacts of locating the Yard at the selected location. Oil Production Project – Permit Summary Existing Entitlements: E&B Natural Resources Management Corp. proposes to utilize and operate within existing entitlements:  1993 Conditional Use Permit (City Council Resolution 93-5632) which placed conditions Macpherson Oil ‘s project to reduce the impacts of that project.  Oil and Gas Lease No. 2 issued to the City on 1992 allowing oil and gas extraction within the tidelands of Santa Monica Bay.  Settlement Agreement executed by the City Council on March 2, 2012 setting forth certain responsibilities of the City, E&B and Macpherson Oil Co. E&B undertook various studies and submitted an application to the City in 2012 for its own redesigned oil production project that maintains consistency with the above documents. An Environmental Impact Report (EIR) is being prepared by the City to evaluate the environmental effects of all aspects of E&B’s project. Required Entitlements: The ballot measure will encompass most or all of the following entitlements. The specific content will be determined prior to ballot publication.  Amend the Municipal Code to lift the ban on oil drilling and allow oil drilling in the M-1 zone as a conditional use at the City Maintenance Yard.  Amend the Coastal Land Use Plan to change the designation of the Maintenance Yard from Open Space to Industrial consistent with present and proposed use.  Amend the Coastal Land Use Plan to add policies regulating oil and gas recovery.  Approve a Development Agreement to permanently incorporate changes to the project that may be required to reduce impacts and address other issues identified through the EIR and other city processes into the project. A franchise agreement to allow the proposed oil and gas pipelines may be included.  Modify Ordinance 87-897 Mandating that all Funds the City derives from Hydrocarbon Recovery go into the Park and Recreation Facilities Fund except the first $500 of Business License Fees and any Funds Regulated by the State Lands Commission, allowing funds to be used for other purposes.  Other potential entitlements regarding relocation of the City’s Maintenance Yard. City Review Process: Planning Commission review: Once the EIR has been prepared, the Planning Commission will hold a noticed public hearing and make recommendation to the City Council on findings required by California Environmental Quality Act (CEQA), and whether the proposed Development Agreement should be entered into including any proposals to modify the agreement. City Council review: The Council will hold a noticed public hearing make similar determinations. The City will prepare the ballot measure for voter consideration. Post -Voter Approval: If approved, the project would be subject to safety and environmental reviews by state and regional agencies. The City would be responsible issuance of ministerial permits and ongoing monitoring of compliance. City Ordinance 85-803 (Oil Code) Regulating the Development and Design of Oil Recovery and Establishing a Permit System for Drilling and Oil Recovery would also apply. Oil Production Project – Environmental Impact Report (EIR) The City will hold a public ‘Scoping Meeting’ on Wednesday, July 24, 2013 from 7:00 p.m. to 9:00 p.m. at the Hermosa Beach Community Theater, 710 Pier Avenue to provide an opportunity for people to learn more about the environmental review process. Comments may also be submitted at that time (or at any time until August 12). Purpose: An Environmental Impact Report is an informational document intended to generally inform public agency decision-makers and the public of the potentially significant environmental effects associated with a proposed project, identify ways to minimize or eliminate the significant effects, and evaluate a reasonable range of alternatives that would meet the major objectives of the proposed project but further reduce or avoid significant environmental effects. Legal Requirements: The EIR for the proposed oil production project application will be prepared and processed as required by the California Environmental Quality Act (CEQA). The City will conduct the process and prepare the EIR assisted by a qualified consulting firm, recommended to be Marine Research Specialists. The EIR will evaluate all aspects of the project including onsite and offsite improvements, relocation of the City Maintenance Yard, and any effects associated with required entitlements. The City is also launching a public education and involvement process that will continue throughout the EIR process, designed to facilitate the public’s understanding of the proposed oil production project, purpose of the EIR, the EIR process, and the contents and findings of the EIR. Major steps include:  Notice of Preparation to prepare an EIR (Scoping). One of the first steps is for residents and interested persons to submit comments about the issues that should be addressed in the EIR. The 30-day scoping period for submitting written comments will be from July 11, 2013 to August 12, 2013. The Scoping Meeting is July 24.  Notice of Completion of the Draft EIR: The draft EIR will be presented to the public for a 60 day comment period.  Availability of Final EIR: The Final EIR, which includes the project analysis and responses to comments, is expected to be completed by Spring 2014.  The Planning Commission and City Council will hold noticed public hearings to consider the determinations required by CEQA. Mitigation measures to reduce project impacts will be incorporated into a Development Agreement to be placed on the ballot in November 2014. Oil Production Project – Cost/Benefit Analysis Purpose: The City will retain a qualified consultant to assess the costs and benefits that may occur should Hermosa Beach voters either approve or reject the proposed oil production project. The City is committed to an independent review of the key financial considerations. The Analysis will evaluate costs and benefits associated with several scenarios: (a) the project is approved by the voters, (b) the project is rejected by the voters, and (c) the project is approved by the voters but E&B terminates the project after drilling and testing exploratory wells. Other scenarios may be evaluated consistent with changes to the project due to measures identified in the Environmental Impact Report or other studies. The Analysis must take into account the terms of the existing Lease Agreement, Settlement Agreement and Conditional Use Permit.  Oil and Gas Production Benefits/Revenue Analysis o Projections of oil and gas production and the resulting revenue stream, based on stated production rates and volumes over time. o Projected revenue based on whether oil and gas comes from the tidelands or the uplands, and how these revenues may be spent. o Estimate of property taxes from the value of the oil and gas reserves received by the City. o Projected revenues to Hermosa Beach City School District. o Economic impacts of earnings and jobs generated as a result of the project, including indirect and induced revenues (multiplier effect).  Costs Analysis o Direct costs to the City as a result of the project, such as the City’s obligations under the Settlement Agreement, impacts on City resources and services, relocation of the City’s Public Works Yard, costs of administering project entitlements, effects on the City’s insurance, or other costs as a result of project approval by the voters. o Payment options and costs to carry out the Settlement Agreement. o Other economic impacts to the residents and economy: real estate values and tourism, use of City facilities in the vicinity, cost of property insurance, and costs to the City to acquire debt.  Long-Term Relative Costs and Benefits o Revenues in relation to annual costs over the life of the project. o Potential for shortfalls and other fiscal considerations related to the timing, duration and magnitude of both revenue and costs. Role of the Public: The public and voters are encouraged to educate themselves Oil Production Project – Health Impact Assessment Purpose: The objective of the Health Impact Assessment is to identify and evaluate potential health impacts that may occur due to the proposed oil production project. The City will retain a qualified consultant to prepare this analysis. The Assessment should follow the “Guide for Health Impact Assessments” prepared by the California Department of Health, October 2010. The Health Impact Assessment is intended to:  Provide information to the residents of Hermosa Beach about the potential health impacts of the oil and gas extraction project on residents, workers, visitors and/or other sectors of the community identified by the Health Impact Assessment.  Determine the likelihood and magnitude of potential health impacts identified and the level of significance of the potential health impacts.  Help avoid or reduce any potential health related risks or impacts from the oil and gas extraction project. A report of findings and ways that health related impacts from the project can be reduced will be distributed to the community. The report will indicate what requirements can be placed on the project. It may also identify things that E&B could voluntarily do to reduce impacts.  The Health Impact Assessment may also provide the community with a baseline health assessment from available secondary data. Existing information will be evaluated to identify health issues that might exist now or be outside the normal range in comparison with similar communities. Role of the Public: The public and voters are encouraged to learn about potential community health impacts and the degree to which those impacts could be reduced through conditions applied to the oil production project. The community will be invited to provide input on health issues that should be evaluated in the Health Impact Assessment. The Assessment will be presented to the community online and at community forums by Spring 2014. Hermosa Beach Fire Department Monthly Activity Report for April 2013 Incident Type Fire Explosion Emergency Medical/Rescue Haz Mat/Condition Public Assist/Service Call Good Intent Call Alarm Activation Severe Weather Special/Miscellaneous Total Incidents City Count 3 Total Count 7oo 105 130 7 7 4 4 14 45 7 8oooo 140 201 Percentage Meeting Performance Measure Emergency Medical/Rescue Fire/Alarm Activation Property Value Saved Percentage Saved Property Value Threatened Property Value Lost Training Activity Sessions Personnel Personnel Hours Automatic/Mutual Aid Given ------Automatic/Mutual Aid Rcvd Res~ David Lantzer,Fire Chief First-Due 82.7% ERF 64.9% 80.0%80.0% $161,320 99.8% $161,620 $300 67 180 365.5 61 30 HBFD Monthly Activity Report April 2013 Page 2 of 5 Hermosa Beach Fire Department Fire & Life Safety Planning & Inspection Activity for April 2013 Initial Inspections Current Month 2013 Year to Date Current Month Last Year Last Year to Date Commercial 39 71 19 75 Assembly 5 5 0 0 Institutions 0 0 0 0 Industrial 0 0 0 0 Apartments 1 16 1 4 Life Safety Systems 1 15 n/a n/a Sub-Total 46 107 20 79 Re-Inspections Commercial 9 63 11 22 Assembly 0 0 0 0 Institutions 0 0 0 0 Industrial 0 0 0 0 Apartments 1 6 1 1 Life Safety Systems 0 0 n/a n/a Sub-Total 10 69 12 23 Occupant Load Inspections/Checks 0 10 n/a n/a Citations Issued 0 0 n/a n/a Sub-Total 0 10 n/a n/a Special Events Plan Review 4 14 n/a n/a Permit Review 4 10 n/a n/a On-Site Inspections 8 8 n/a n/a Sub-Total 16 32 n/a n/a Total Activity 72 218 32 102 Ambulance Activity for April 2013 Invoices for EMS Current Month Current Fiscal Year to Date Current Month Last Fiscal Year Last Fiscal Year to Date Residential 57 361 22 244 Non-Residential 16 404 32 332 Total 73 765 78 522 HBFD Monthly Activity Report April 2013 Page 3 of 5 Hermosa Beach Fire Department Training Report for April 2013 Training Category Sessions Personnel Participating Total Personnel Hours Administration 22 30 48.5 Apparatus Operations 11 11 11.0 Driving Techniques 0 0 0.0 Emergency Medical 4 18 55.0 Hazardous Materials 9 12 28.0 Incident Command 2 6 16.5 Instructor Development 0 0 0.0 Investigations 0 0 0.0 Officer Development 4 21 47.5 Prevention 6 29 64.0 Rescue Operations 0 0 0.0 Suppression 5 32 61.0 Wildland 4 21 34.0 TOTALS 67 180 365.5 HBFD Monthly Activity Report April 2013 Page 4 of 5 Automatic & Mutual Aid Report for April 2013 Manhattan Beach Redondo Beach Torrance El Segundo Los Angeles County Other Total Automatic Aid Given 39 10 0 0 0 0 49 Mutual Aid Given 11 0 1 0 0 0 12 Total Aid Given 50 10 1 0 0 0 61 Aid Given by Incident Type Fire 3 0 1 0 0 0 4 Explosion 0 0 0 0 0 0 0 Emergency Medical/Rescue 18 7 0 0 0 0 25 Haz Mat/Condition 0 0 0 0 0 0 0 Public Assist/Service Call 0 0 0 0 0 0 0 Good Intent 0 0 0 0 0 0 0 Cancellations 28 3 0 0 0 0 31 Alarm Activation 1 0 0 0 0 0 1 Severe Weather 0 0 0 0 0 0 0 Special/Miscellaneous 0 0 0 0 0 0 0 Automatic Aid Received 14 7 0 0 0 0 21 Mutual Aid Received 9 0 0 0 0 0 9 Total Aid Received 23 7 0 0 0 0 30 Aid Received by Incident Type Fire 1 1 0 0 0 0 2 Explosion 0 0 0 0 0 0 0 Emergency Medical/Rescue 19 4 0 0 0 0 23 Haz Mat/Condition 1 0 0 0 0 0 1 Public Assist/Service Call 0 0 0 0 0 0 0 Good Intent 1 1 0 0 0 0 2 Cancellations 1 1 0 0 0 0 2 Alarm Activation 0 0 0 0 0 0 0 Severe Weather 0 0 0 0 0 0 0 Special/Miscellaneous 0 0 0 0 0 0 0 Aid Given & Received by Number of Units (Non-Cancellations) Total ALS Units Given 11 10 1 0 0 0 22 Total ALS Units Received 17 10 0 0 0 0 27 Total BLS Units Given 10 0 0 0 0 0 10 Total BLS Units Received 11 0 0 0 0 0 11 HBFD Monthly Activity Report April 2013 Page 5 of 5 Hermosa Beach Fire Department Incidents by Day of Week & Time of Day for April 2013 29 26 38 23 23 33 29 0 5 10 15 20 25 30 35 40 Sunday Monday Tuesday Wednesday Thursday Friday SaturdayNumber of Incidents Day of Week Incident Activity by Day of Week 0 2 4 6 8 10 12 14 16 18 20 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23Number of Incidents Hour of Day (0 is midnight, 23 is 11PM) Incident Activity by Time of Day !!! ! !!! !! ! ! !! ! ! ! ! !! ! ! ! ! ! ! ! !! ! !! ! ! ! ! ! !!! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! !! ! !! ! ! ! ! ! ! ! ! ! ! ! !!!!!! ! ! ! ! !! !! ! ! ! ! ! ! !!!! ! ! ! !! ! !!! ! !! !!!! ! ! ! ! ! ! ! ! !Palm DrValley DrThe StrandManhattan AveArdmore AveBayview DrProspect AvePacific Coast HwyMonterey BlvdBeach Dr7th St 8th Pl 5th St25th S t10th St Pier Ave 6th St 2 n d S tHermosa Ave14th St 3 0 th S t31st S t Gould Ave Sunset Dr16th St 2 9 th S t 2 8 th S t 3 3 r d S t1 7 th S tAlley 1st St Aviation Blvd Loma Dr 3rd St 8th St 24th Pl 2 7 t h S t9th St 4 t h S t 1st Pl 24th St 21st St 1 5 th S t19th St Rhodes St11th St Oak St 1st Ct 18th Ct 21st Ct 2 3 rd S t7th St 2 n d S t 6th St 10th St 30th St ± City of Hermosa Beach Fire IncidentsApril 2013 Incident Type !Fire & Hazard Incidents !Emergency Medical Incidents !Other Incidents 18% DUI 55% Theft 11% Assault 16% Burglary Police Department Type of Incidents April 2013 2% Herondo - 2nd 17% North Aviation 20% North Pier 12% South Aviation 27% South Pier 11% DT North 11% DT South Police Department Calls by Location April 2013 Prepared by A Janulewicz and E Aoki CALLS FOR SERVICE Received Date Range 04/01/2013/Mon - 04/30/2013/Tue SUN MON TUE WED THU FRI SAT Total 0000 42 9 5 6 12 6 35 115 0100 26 15 4 9 6 8 33 101 0200 31 8 2 6 9 5 30 91 0300 5 2 1 4 2 3 17 0400 1 2 3 1 2 1 3 13 0500 2 2 1 2 4 11 0600 3 6 4 3 12 10 7 45 0700 3 5 8 3 12 13 11 55 0800 3 19 17 14 30 16 8 107 0900 7 15 15 8 17 6 9 77 1000 8 19 13 10 13 15 9 87 1100 3 14 20 8 12 14 11 82 1200 9 16 8 12 11 13 9 78 1300 7 12 10 5 15 8 15 72 1400 11 12 12 16 15 11 11 88 1500 12 18 20 18 18 21 8 115 1600 22 21 11 17 16 12 12 111 1700 11 11 13 9 12 20 12 88 1800 7 7 16 14 4 15 12 75 1900 6 10 9 10 11 18 13 77 2000 14 8 12 7 16 16 17 90 2100 15 4 11 6 17 38 22 113 2200 16 2 8 7 18 47 45 143 2300 15 6 6 11 11 44 69 162 Total 277 243 229 202 295 363 404 2,013 Hour of Day versus Day of Week 0 50 100 150 200 250 300 350 400 450 SUN MON TUE WED THU FRI SAT Calls by Day of Week 0 20 40 60 80 100 120 140 160 180 0000 0100 0200 0300 0400 0500 0600 0700 0800 0900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 Calls by Hour of Day 0 20 40 60 80 100 0000 0100 0200 0300 0400 0500 0600 0700 0800 0900 1000 1100 1200 1300 1400 1500 1600 1700 1800 1900 2000 2100 2200 2300 1 2 3 Call Priority by Hour of Day Response Times Month Average % Less Than 5 Minutes January 3:25 80.22% February 3:08 85.37% March 3:03 84.53% April 4:03 75.64% May June July August September October November December