HomeMy WebLinkAbout10-10-2020 - Agenda Pkg - CC Adjourned MeetingCity Council
City of Hermosa Beach
Adjourned Meeting Agenda - Final
City Hall
1315 Valley Drive
Hermosa Beach, CA
90254
Mayor
Mary Campbell
Mayor Pro Tem
Justin Massey
Councilmembers
Hany S. Fangary
Michael Detoy
Stacey Armato
8:00 AMSaturday, October 10, 2020
VIRTUAL CITY COUNCIL RETREAT
Duly Posted Online 10/6/20 at 4:30 p.m. By E.S.
1
October 10, 2020City Council Adjourned Meeting Agenda -
Final
ALL CITY COUNCIL MEETINGS ARE OPEN TO THE PUBLIC—PLEASE ATTEND.
Adjourned Meetings: The City Council may adjourn any regular, adjourned regular, special or adjourned
special meeting to a time and place specified in the order of adjournment.
Public Participation
City Hall will be closed to the public until further notice. Virtual Meetings are held pursuant to Executive
Order N-29-20 issued by Governor Gavin Newsom on March 17, 2020. Members of the public may
email comments to Esarmiento@hermosabeach.gov or submit eComments. Members of the public
may also participate by phone.
JOIN THE VIRTUAL MEETING AT:
https://us02web.zoom.us/j/87032785286?pwd=RGVVZnduNGVIVGJLOFlvaFNuYTBlUT09
OR PARTICIPATE BY PHONE:
•Toll Free: 877-853-5257
•Meeting ID: 870 3278 5286, then #
•Participant ID: press # to bypass
ATTENDEES WILL BE MUTED UNTIL THE PUBLIC PARTICIPATION PERIOD IS OPENED.
If you are joining by phone, press * 6 to unmute your line. Comments from the public are
limited to 3 minutes per speaker.
Oral and Written Communication
Written materials pertaining to matters listed on the posted agenda received after the agenda has been
posted will be added as supplemental materials under the relevant agenda item on the City's website at
the same time as they are distributed to the City Council by email. Supplemental materials may be
submitted via eComment (instructions below) or emailed to esarmiento@hermosabeach.gov.
Submit Supplemental eComments in three easy steps:
Note: Your comments will become part of the official meeting record. You must provide your full name,
but please do not provide any other personal information (i.e. phone numbers, addresses, etc) that you
do not want to be published.
1. Go to the Agendas/Minutes/Video webpage and find the meeting you’d like to submit comments on.
Click on the eComment button for your selected meeting.
2. Find the agenda item for which you would like to provide a comment. You can select a specific
agenda item/project or provide general comments under the Oral/Written Communications item.
3. Sign in to your SpeakUp Hermosa Account or as a guest, enter your comment in the field provided,
provide your name, and if applicable, attach files before submitting your comment.
Page 2 City of Hermosa Beach Printed on 3/27/2024
2
October 10, 2020City Council Adjourned Meeting Agenda -
Final
HERMOSA BEACH CITY COUNCIL RETREAT AGENDA
(8:00 A.M.— 12:00 P.M.)
*******************************************************************************************************
Facilitator: Lily Lapenna MBE is a serial entrepreneur, having founded and run MyBnk, a global social
impact business for 10 years. She is now CEO of GLEOW, a Leadership Consulting & Coaching
Company that works with governments, national and local, business and nonprofits to increase
performance, self-awareness and impact. From one-on-one coaching to team leadership programs,
Lily and her team support all aspects of business, from strategy to systemic leadership, social impact
and innovation. Using entrepreneurial questioning, deep listening and psychology, they help people and
teams overcome limiting patterns, become more resilient and perform beyond expectation. Lily is also
a lecturer in entrepreneurship at Occidental University in Los Angeles and an Industry Advisor at SAID
Business School, University of Oxford, UK. The World Economic Forum honored Lily as a Young
Global Leader recognizing her system change leadership. In 2017, Queen Elizabeth II honored Lily with
an MBE in recognition of her work in financial services and entrepreneurship.
*******************************************************************************************************
I. CALL TO ORDER
II. PLEDGE OF ALLEGIANCE
III. ROLL CALL
IV. WELCOME REMARKS (Suja Lowenthal, City Manager—8:05 A.M.)
V. 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. (8:10 A.M.)
JOIN THE VIRTUAL MEETING AT:
https://us02web.zoom.us/j/87032785286?pwd=RGVVZnduNGVIVGJLOFlvaFNuYTBlUT09
OR PARTICIPATE BY PHONE:
•Toll Free: 877-853-5257
•Meeting ID: 870 3278 5286, then #
•Participant ID: press # to bypass
ATTENDEES WILL BE MUTED UNTIL THE PUBLIC PARTICIPATION PERIOD IS OPENED.
If you are joining by phone, press * 6 to unmute your line. Comments from the public are
limited to 3 minutes per speaker.
VI. PLAN HERMOSA: Implementation Status & Looking Ahead—Where We Are,
Where We Need to Go, What We Need to Get There.
(Ken Robertson, Community Development Director—8:20 A.M.)
20-0653
Page 3 City of Hermosa Beach Printed on 3/27/2024
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October 10, 2020City Council Adjourned Meeting Agenda -
Final
VII. FINANCIAL UPDATE: COVID-19 Report
(Viki Copeland, Finance Director—8:50 A.M.)
20-0654
VIII. QUESTIONS/COMMENTS FROM COUNCILMEMBERS (9:00 A.M.)
IX. MOVEMENT EXERCISE (Lily Lapenna, CEO of GLEOW—9:30 A.M.)
X. NEW/BETTER NORMAL (Lily Lapenna, CEO of GLEOW—9:35 A.M.)
20-0667
XI. MINDFULLNESS EXERCISE (Lily Lapenna, CEO of GLEOW—10:35 A.M.)
XII. IMPROVING PROCESSES (Lily Lapenna, CEO of GLEOW—10:40 A.M.)
XIII. CLOSING REMARKS (Suja Lowenthal, City Manager—11:40 A.M.)
XIV. ADJOURNMENT
Page 4 City of Hermosa Beach Printed on 3/27/2024
4
October 10, 2020City Council Adjourned Meeting Agenda -
Final
FUTURE MEETINGS AND CITY HOLIDAYS
CITY COUNCIL MEETINGS:
October 13, 2020 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
October 27, 2020 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
November 4, 2020 - Wednesday - Adjourned Regular Meeting:
6:00 PM - Study Session
November 10, 2020 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
November 12, 2020 - Thursday - Adjourned Regular Meeting:
6:00 PM - Appointment of Mayor & Mayor Pro Tem
November 24, 2020 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
December 2, 2020 - Wednesday - Adjourned Regular Meeting:
6:00 PM - Study Session
December 8, 2020 - Tuesday - 5:00 PM - Closed Session,
6:00 PM - City Council Meeting
December 22, 2020 - Tuesday - No Meeting (Dark)
BOARDS, COMMISSIONS AND COMMITTEE MEETINGS:
October 20, 2020 - Tuesday - 7:00 PM - Planning Commission Meeting
November 2, 2020 - Monday - 6:00 PM - Economic Development Committee
November 5, 2020 - Thursday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
November 17, 2020 - Tuesday - 7:00 PM - Planning Commission Meeting
November 18, 2020 - Wednesday - 7:00 PM - Public Works Commission Meeting
December 1, 2020 - Tuesday - 7:00 PM - Parks and Recreation Advisory Commission Meeting
December 7, 2020 - Monday - 6:00 PM - Economic Development Committee
December 15, 2020 - Tuesday - 7:00 PM - Planning Commission Meeting
CITY OFFICES CLOSED FRIDAY-SUNDAY AND ON THE FOLLOWING DAYS:
November 11, 2020 - Wednesday - Veteran's Day
November 26, 2020 - Thursday - Thanksgiving Day
Page 5 City of Hermosa Beach Printed on 3/27/2024
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City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
20-0653
City of Hermosa Beach Printed on 11/30/2023Page 1 of 1
powered by Legistar™6
CITY COUNCIL RETREAT
OCTOBER 10, 2020
PLAN Hermosa
Implementation Update 7
Introduction
8
General Plan + Local Coastal Program
General Plan
•State Planning and Zoning Laws require the City to adopt and regularly update a General Plan to guide “the physical
development of the city and any land
outside its boundaries that bears
relation to its planning.”
•State law requires the following topics
to be addressed: Land Use, Circulation,
Housing, Conservation, Open Space,
Noise, and Safety. Local Coastal
Program
Local Coastal Program
•The Coastal Act provides direction to
each local government with land in the
Coastal Zone to prepare a Local
Coastal Program (LCP). Roughly half of Hermosa Beach is within the Coastal Zone.
•Development within the Coastal Zone
requires a Coastal Development Permit
(CDP) any time a project proposes to
change the density or intensity of use or
impacts coastal access.
The California Governor’s Office of Planning and Research recognizes that the contents of
Coastal Land Use Plans overlap with some of the requirements of General Plans and
recommends that “to simplify implementation, coastal zone communities should integrate both sets of requirements into a coherent and internally consistent local General Plan.”
9
Vision Statement + Guiding Principles
Purpose
As the desired long-term direction, the Vision Statement + Guiding Principles should
undergo minimal revisions over the life of the plan.
Vision Statement
•An aspirational description of what we want Hermosa Beach to be in
the future.
Guiding Principles
•Help to define our core values and guide to choosing current and
future courses of action.
Goals, Policies, and Actions
•Establish the mechanisms that will be used to achieve the vision
and guiding principles.
10
Vision Statement (pg 7 of PLAN Hermosa)
Hermosa Beach is the small town others aspire to be; a place where our beach culture, strong sense of community, and commitment to sustainability intersect.
Our small town, beach culture
Our beautiful beach, eclectic neighborhoods, unique commercial districts, and welcoming gateways create an unrivaled coastal destination. Our exceptional local schools and outstanding municipal services contribute to an extraordinarily high quality of life at the beach.
Our vibrant local economy
Hermosa Beach residents can work, shop, and play locally. Our economy capitalizes on our entrepreneurial spirit, our legacy of creativity, and our local businesses committed to enhancing Hermosa Beach’s distinctive character. We effectively balance our small town, beach culture with our enviable position as a regional and statewide coastal destination.
Our healthy environment and lifestyles
Hermosa Beach is committed to protecting our coastal resources and takes a practical, fiscally-responsible approach to reducing our environmental footprint. Our beach and open spaces create unique places that support our active healthy lifestyle. Our complete streets ensure all places within our city are well-connected and easily accessible for all. Our commitment to a low-carbon future and our sustainable beach city identity attract residents, visitors, and businesses that embrace the opportunity to live and work in a healthy, active community.11
Guiding Principles (pg 8 of PLAN Hermosa)
We seek to achieve our vision by making decisions and taking
actions that help us to...
Demonstrate our environmental leadership
Hermosa Beach will be a responsible steward of our ocean resources, open space, and other natural resources as a healthy environment is the foundation of a more livable, sustainable city and high quality of life.
Efficient water use, conservation, reuse, recycling and retention at the local level is necessary for a sustainable and resilient city.
A steady, common sense approach is necessary to advance a long-term goal of reducing greenhouse gas emissions. Tackling environmental challenges early and pro actively will maximize options and minimize costs.
Moving to alternative energy sources and concurrently planning to adapt to climate change will reduce greenhouse gases, increase energy independence and resiliency.
Climate action and adoption of environmental targets will make Hermosa Beach an environmental leader in Southern California.
12
Guiding Principles (pg 8 of PLAN Hermosa)
We seek to achieve our vision by making decisions and taking
actions that help us to...
Retain our high quality of life
Our small scale, eclectic architecture and vibrant beach lifestyle is an unrivaled
coastal asset.
Our high quality schools, as well as fire, police, library and beach, shape our identity
as a first class municipality.
Our beach, the ocean, green spaces and natural resources of all types are the
foundation of our brand and high quality of life.
Creating a place where people can live, work and play locally is key to balancing
economy, community and environment.
Our City government, places and spaces are designed to be accessible to
connect people with all abilities and different stages of life.
13
Guiding Principles (pg 8 of PLAN Hermosa)
We seek to achieve our vision by making decisions and taking
actions that help us to...
Contribute to our economic and fiscal stability
Our business mix serves the daily and leisure needs of our residents, while
providing a quality experience for visitors.
Diversified districts with local businesses provide for the needs of residents,
attract visitors, and support a robust and resilient economy.
Our sustainable, resilient economy is supported by keeping local dollars in the local economy and maintaining a diversity of businesses and revenue streams.
Our desire for a high quality of life requires balancing economy, environment,
and community through a ‘sustainability lens’ and can attract like-minded
entrepreneurs.
People are engaged in a broad range of enterprises creating a diverse
economy and providing fiscal stability.
14
Guiding Principles (pg 8 of PLAN Hermosa)
We seek to achieve our vision by making decisions and taking
actions that help us to...
Be a catalyst for innovation
Our business culture cultivates innovation, the arts/creative industries, locally owned
business, and environmental stewardship.
Innovative, forward-thinking approaches to anticipating future lifestyles,
transportation trends and environmental realities are necessary for creating a
durable sustainability plan.
15
PLAN Hermosa in Action 16
General Plan Goals
and Policy Areas
17
Connecting the Dots
18
Implementation Tools
Physical Improvements
•While much of this Plan is
intended to direct private
investment in a clear and
deliberate way, the City plays a
role in shaping the public realm
through investment of resources
in physical improvements on
City-owned or operated land.
Specific public investments that
would result in physical changes
to publicly owned spaces are
listed below.
Programs
•Programs are specific activities
that are focused on the
community or a subset of the
community. These actions are
meant to inform, enrich, or
support the community. In
many cases, these programs
are support activities that are
intended to complement more
formal regulatory
implementation actions. In
other cases, these actions are
intended to help achieve PLAN
Hermosa outcomes through
incentives.
Processes
•Processes are those activities
that the City undertakes as a
municipal organization that
pertain to organizational
function. The items below are
intended to improve the
efficiency and/or effectiveness
of the City’s operations.
Additionally, these items also
relate to the coordination and
consultation that the city
undertakes as an official
government agency.
19
Plans Implementing PLAN Hermosa
Governance
Land Use + Design
•Comprehensive Zoning and Subdivision Code (Update Underway)
•Local Coastal Program pending Coastal Commission review/certification (Underway)
Mobility
•Local Roadway Safety Plan (Underway)
•North School NTMP (Underway)
•Coastal Zone Parking Assessment (2019)
Sustainability + Conservation
Parks + Open Space
Public Safety
•Local Hazard Mitigation Plan (2018)
•Emergency Operations Plan (Update underway)
•Noise and Vibration Ordinance (Update underway)
Infrastructure
•Pavement Management Plan (2018)
•Enhanced Watershed Management Plan (2016)
•Sewer Master Plan (2018)
•Storm Drain Master Plan (2018)
Housing Element (Update underway)
20
Implementation
Governance Element
Goals from PLAN Hermosa:
A high degree of transparency and integrity in the decision-making process.
The Community is active and engaged in the decision-making processes.
Excellent customer service through the use of emerging technologies.
A leader and partner in the region.
Small beach town character is reflected throughout Hermosa Beach.
A broad-based and long-term economic development strategy for Hermosa
Beach the supports existing businesses while attracting new business and
tourism.
Community sustainability and health are a priority in policy and decision-
making.
A performance-based management and benchmarking program.
21
Implementation
Governance Element
Projects/Actions Taken to Support These Goals:
New Website -In 2019, the City launched a new website redesign to improve usability and transparency in our City. City employee's email addresses were updated to the @hermosabeach.gov for greater consistency.
Chamber AV Project -Completion of Council Chambers Audio Visual Project to improve quality and options for streaming meetings and events
Enhanced social media presence and technology applications –City, Police, and Parks and Rec accounts as primary forms of communication and engagement with the community
Public Records Requests –New software to assist with the management and response to public records requests.
Digital Archives –Laserfiche document imaging project creates indexed and searchable digital archives of City documents
Public Forums and Community Engagement Opportunities –Topics in the last few years have included public safety, homelessness, transportation projects, police reform, community facilities and programs
Economic Development Committee -The Economic Development Committee was formed in 2020 and is comprised of two City Council Members and two City Planning Commissioners, with a 20-person business stakeholder group which meets twice monthly.
New Logo –New logo and policy for proper use of logo and seal adopted. Development of a branding/style guide underway to inform signage program.
22
Implementation
Land Use and Design Element
Goals from PLAN Hermosa:
Create a sustainable urban form and land use patterns that support a robust economy and high quality of life for residents.
Neighborhoods provide for diverse needs of residents of all ages and abilities, an are organized to support healthy and active lifestyles.
A series of unique, destination-oriented districts throughout Hermosa Beach.
A variety of corridors throughout the city provide opportunities for shopping, recreation, commerce, employment and circulation.
Quality and authenticity in architecture and site design in all construction and renovation of buildings.
A pedestrian-focused urban form that creates visual interest and comfortable outdoor environment.
Adequate space and appropriate integration of community and school facilities that support physical activity, civic life and social connections for residetns of all ages and interests.
A range of coastal-dependent and visitor-serving uses available to serve a variety of income ranges and amenity desires.
Neighborhoods provide for diverse needs of residents of all ages and abilities, an are organized to support healthy and active lifestyles.
Local energy independence through renewable energy generation.
A strong sense of cultural and architectural heritage.
A proud and visible idenity as an arts and cultural community.
A mix of cultural facilities that support and encourage the community’s vibrant range of art creation and presenation.
23
Implementation
Land Use and Design Element
Projects/Actions Taken to Support These Goals:
Zoning Code Assessment + Update -The City recently completed an assessment of the zoning code and is currently initiating a comprehensive update to the Zoning and Subdivision Ordinances. Part of this project will be to identify parcels that are not consistent with the General Plan and update zoning to implement the GP vision, goals, and policies
Temporary Outdoor Dining, Retail, and Fitness Programs -The City created the temporary outdoor retail and dining permit to help businesses open during COVID-19. The City staff (Code Enforcement Officers, Public Works Engineers) were designated to help implement this project and work directly with businesses to identify the best locations.
Limited Live Entertainment Permit -The City created a Limited Live Entertainment Permit to allow businesses to apply for a 2-year entertainment permit. The City also created a Limited Event Permit specific to the M-1 Zone to allow events in the artist's studios and galleries.
Community Development Department recently reduced fees for sign and mural reviews.
24
Implementation
Mobility Element
Goals from PLAN Hermosa:
Complete Streets that serve the diverse functions of mobility, commerce, recreation, and community engagment for all users whether they travel by walking, bicycling, transit, or driving.
A public realm that is safe, comfortable, and convenient for travel via foot, bicycle, public transit, and automobile and creates vibrant, people-oriented, public spaces that encourage active living.
Public right-of-ways supporting a multi-modal and people-oriented transportation system that provides diversity and flexibility on how users choose to be mobile.
A parking system that meets the parking needs and demand of residents, visitors, and employees in an efficient and cost-effective manner.
A robust low cost and low carbon transportation system that promotes the City’s environmental sustainability and stewardship goals in support of social and economic objectives.
A regionally integrated transportation system that provides local and regional connections to regional transit services, bicycle facilities, and other inter-modal facilities.
A transportation system that results in zero transportation-related fatalities and which minimizes injuries.
Facilitate sustainable, effective, and safe movement of goods and commercial vehicles.
25
Implementation
Mobility Element
Projects/Actions Taken to Support These Goals:
Bike-Friendly Street Improvements -bike friendly routes added on 22nd Street, Monterey Boulevard, Longfellow Avenue, Pier Avenue, and Ardmore Drive
PCH Traffic Improvements -installation of a pedestrian signal and crosswalks an ADA accessible curb ramp improvements along the corridor.
Local Roadway Safety Plan –Plan in development to evaluate locations with high-rate of traffic collisions and offer engineering solutions to improve safety
North School Neighborhood Transportation Management Program
Coastal Zone Parking Assessment –Adopted in December 2019
ADA Transition Plan –In development to identify ADA needs at City facilities
ADA Improvements to increase accessibility
Improvements to Safe Routes to School network, Pedestrian Crossing Safety Improvements
Regaining of right-of-way for safe paths of travel and improved mobility –8th Street Improvements, Hermosa Avenue
26
Implementation
Sustainability and Conservation Element
Goals from PLAN Hermosa:
Reduce greenhouse gas emissions at a rate that meets or exceeds 80% below 2005 levels by 2030.
A low-carbon community meeting State greenhouse gas reduction goals by 2040.
Improved air quality and reduced air pollution emissions.
Reduce energy consumption and continue to be a leader in renewable energy production.
Water conservation practices, recycled water use, and innovative water technologies support a
resource efficient community.
Hermosa Beach is a low or zero-waste community with a convenient and effective options for
recycling, composting, and diverting waste from landfills.
Essential topsoil is retained, and erosion is minimized.
27
Implementation
Sustainability and Conservation Element
Projects/Actions Taken to Support These Goals:
Green Business Recognition Program –Launched in 2018 to assist and recognize local
businesses taking steps to improve sustainability of operations
Single-Use Plastics Ordinance-The City now requires restaurants and local businesses in
Hermosa Beach to use a variety of alternate utensils, straws, and stirring rods to reduce
plastic waste.
Community Center Solar –Re-Roofing Project and Install of Solar at the Community
Center.
Streetlight Upgrades –Retrofit of SCE-Owned Streetlights to LED.
Organics and Food Waste Recycling Program –Commercial and Residential Food Waste
Recycling Program launched in Summer 2020.
28
Implementation
Parks and Open Space Element
Goals from PLAN Hermosa:
First class, well-maintained, and safe
recreational facilities, parks, and open
spaces.
Abundant parks, open space, and
recreational facilities to serve the
community.
Community parks and facilities
encourage social activity and
interaction.
Direct and accessible routes and
connections to parks, recreational
facilities, and open space are provided.
Scenic vistas, viewpoints, and resources
are maintained or enhanced.
The coast and its recreational facilities
are easily accessible from many
locations and by multiple transpotation
modes.
The beach offers high quality
recreational opportunities and amenities
desired by the community.
Special events at the beach are
balanced to support community
recreation and economic development
without restricting coastal access or
impacting the community.
Coastal and marine habitat resources
and wildlife are protected.
Abundant landscaping, trees, and green
space provided throughout the
community. 29
Implementation
Parks and Open Space Element
Projects/Actions Taken to Support These Goals:
Community Center Renovations -Repainting the Community Center as a part of
the ongoing effort to revitalize this important city asset.
Resurfacing of Tennis Courts and installation of Pickleball Courts
Citywide Tree Inventory and Assessment –Inventory of the City’s trees in the
public right of way and indexing through GIS.
Community Theatre Needs Assessment –Evaluation of theatre facility and
opportunities for future renovations and programming.
Clark Building Renovation –Interior remodel and community engagement to
evaluate desired uses for event space.
Special Events –Long-term event agreements with key event producers
ADA Transition Plan –In development to identify ADA needs at City facilities
30
Implementation
Public Safety Element
Goals from PLAN Hermosa:
Injuries and loss of life are prevented, and property loss and damage are minimized.
The anticipated effects of sea level rise are understood, prepared for, and successfully
mitigated.
Hermosa Beach residents, businesses, and coastal resources are protected from
hazardous material.
The community has the capacity and is prepared for unavoidable hazards.
High quality police and protection services provided to residents and visitors.
Prepared for responds to and recovers quickly from natural disasters.
Noise compatibility is considered in the land use planning and design process.
Transportation noise sources are minimized.
31
Implementation
Public Safety Element
Projects/Actions Taken to Support These Goals:
LA County Fire Transition -In January 2018, Hermosa Beach successfully transitioned fire protection services to LA
County, thus ensuring first-class services for the community.
Alert South Bay –Upgrade of the City’s Emergency Notification System
Downtown Enhancement Subcommittee initiatives -improved lighting, safety, and cleanliness at parking lots A and B, Beach Drive between 11th an 13th Streets and Pier Plaza, and direction to consider district based
regulations to better control impacts of alcohol serving establishments (underway).
Officer Wellness-Hermosa Beach Police Department instituted an Officer Wellness program, anchored by a
contract with Counseling Team International to provide support to Police Department employees and their families.
Building and Fire Code Updates -The City adopted the most recent Building Code and Fire Code to comply
with State Law every three years.
Soft-Story Building Assessments -The City has applied for a grant to start process of inventorying soft-story buildings.
Look Ahead Hermosa Beach –Sea Level Rise Virtual Reality Program to elevate community understanding of coastal hazards and identify potential solutions.
Noise and Vibration Ordinance -An update to the Noise and Vibration Ordinance is in progress.32
Implementation
Infrastructure Element
Goals from PLAN Hermosa:
Infrastructure systems are functional, safe, and well maintained.
Roadway infrastructure maintenance supports convenient, attractive, and complete streets
and associated amenities.
Adequate water supplies from diverse sources provide for the needs of current and future
residents, businesses, and visitors.
The sewer system infrastructure is modernized and resilient.
The stormwater management system is safe, sanitary, and environmentally and fiscally
sustainable.
Utility services are reliable, afforable, and renewable.
A reliable and efficient telecommunications network available to every resident, business,
and institution.
33
Implementation
Infrastructure Element
Projects/Actions Taken to Support These Goals:
Sewer Improvements -The City has implemented a program to annually design and construct
improvements to the system to align with the priorities identified in the Sewer Master Plan.
Street Repairs -Hermosa Ave. and PCH Construction Project to resurface and revamp sidewalks to
increase ADA and pedestrian accessibility.
8th Street-Safe Route to School -improve walkability and safe pedestrian access on 8th Street from
Valley Drive to Hermosa Avenue. Improvements include continuous sidewalk, drainage
improvements, and ADA accessible ramps.
Wireless Facilities Ordinance -The City adopted an ordinance to help guide Wireless facilities in the
public right-of-way.
Enhanced Watershed Management Program -The City, in coordination with the other agencies in
the watershed, is developing and implementing an Enhanced Watershed Management Program.
Issuance of contract to install Storm Drain screens to enhance water quality
City Public Works Standards –Development of City Standards for public works improvements and
construction in the public right-of-way
34
Implementation
Housing Element (Update Underway)
The Housing Element is a state-mandated requirement of the General Plan. The 2021 –2029 Update will:
Identify housing constraints and opportunities.
Provide a detailed analysis of how the City can meet its 6th Cycle Regional Housing Needs
Assessment (RHNA) allocation, which is currently anticipated to be 556 units.
Analyze the community’s housing needs for all income levels, and strategies to respond to provide
for those housing needs.
Be a product of a robust public engagement program that will ensure inclusive opportunities for
participation by a variety of stakeholders, such as residents, persons with special housing needs and
affordable housing advocates to build broad community support.
35
Discussion
36
From: noreply@granicusideas.com <noreply@granicusideas.com>
Sent: Friday, October 9, 2020 6:52 PM
To: Eduardo Sarmiento <esarmiento@hermosabeach.gov>; Suja Lowenthal <suja@hermosabeach.gov>;
City Council <citycouncil@hermosabeach.gov>; Ken Robertson <Krobertson@hermosabeach.gov>; Viki
Copeland <vcopeland@hermosabeach.gov>; patrick.donegan@bbklaw.com
Subject: New eComment for City Council Virtual Retreat (8:00 AM - 12:00 PM), Duly Posted Online
10/6/20 at 4:30 p.m. By E.S.
New eComment for City Council Virtual Retreat
(8:00 AM - 12:00 PM), Duly Posted Online
10/6/20 at 4:30 p.m. By E.S.
SayNoTo GreenNewDeal submitted a new eComment.
Meeting: City Council Virtual Retreat (8:00 AM - 12:00 PM), Duly Posted Online 10/6/20 at 4:30
p.m. By E.S.
Item: VI. PLAN HERMOSA: Implementation Status & Looking Ahead--Where We Are, Where We
Need to Go, What We Need to Get There. (Ken Robertson, Community Development Director--
8:20 A.M.)
eComment: PLANHermosa, the updated general plan, is it the local version of the Global Green
New Deal?! "I am outraged by what the Progressive Democrats are attempting to do while the
nation has been experiencing a crisis. As you know, Nancy Pelosi and her ilk used the pandemic
emergency to try to sneak their own radical agenda into the emergency recovery bill.
Specifically, they pushed their attack on private business, private health care and private
property as an attempt to enforce the radical Green New Deal. But that is just the beginning!
Now, as the crisis begins to subside and people are looking forward to getting their lives back to
normal, the forces behind the Green New Deal are preparing to push even harder to put it into
law, especially on the local level. Once the current threat passes, the Sustainable forces are
going to rush into the void to keep much of these emergency powers in place. They are
preparing plans right now to force their agenda in state legislatures and city councils after this
crisis passes. They are determined to force the Green New Deal into every corner of our lives. If
you’ve hated the empty shelves and the daily uncertainty of the Corona crisis, then you have
experienced a small portion of life under the Green New Deal. They are determined to keep
many of the massive controls in place. Free enterprise, individual choice, and private property
ownership are the main targets. Here are just a few of the messages the radical promoters of the
Green New Deal were issuing on how to use the Coronavirus tactics to promote their green
agenda. “Global Green New Deal supporters Urge World Leaders to Learn from Coronavirus to
tackle Climate Crisis.” “The coronavirus pandemic makes what we’ve already known clear: we
37
need a Green New Deal to stop climate change, provide desperately needed jobs, and halt
future mass pandemics.” Time to switch to Game B – a globally cooperative humanity worth its
name…The plan has a name: The Green New Deal.” Radical leftist New York Congresswoman
Alexandria Ocasio-Cortez, the chief sponsor of the Green New Deal, is using the coronavirus
panic to attack the property rights of landlords, saying “people shouldn’t be making money off of
just owning property.” She is targeting landlords because by destroying them it will force all
housing to be government housing – just as called for in the Green New Deal. The leftist
Governor of California said the coronavirus crisis is “an opportunity to advance a more
progressive agenda.” Can it be any more obvious what the Globalist Left has in mind for the
freedoms of the United States?... During this pandemic, government at all levels have grabbed
massive powers to control our lives. Government rarely lets go of those powers. You and I must
fight against powerful forces to restore those freedoms. We have never faced such a threat to
American liberty.... If you and I fail to stand up and take action now – we may never get the
chance again. The time is now, we are the ones to take the lead." Tom DeWeese President
American Policy Center
38
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
20-0654
City of Hermosa Beach Printed on 11/30/2023Page 1 of 1
powered by Legistar™39
1
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
001 General Fund
Total Taxes 29,035,732 30,280,486 28,243,077 28,900,238 657,161 2%
Total Licenses And Permits 850,059 1,213,724 734,016 729,668 (4,348)(1%)
Total Fines & Forfeitures 2,361,403 2,365,086 2,084,412 2,160,244 75,832 4%
Total Use Of Money & Property 1,793,766 1,006,122 857,930 886,361 28,431 (14%)
Total Intergovernmental/State 115,015 127,256 132,085 127,555 (4,530)(3%)
Total Current Service Charges 7,088,927 7,523,765 5,653,988 6,172,406 518,418 9%
Total Other Revenue 401,858 165,416 114,252 75,830 (38,422)(23%)
Total General Fund 41,646,759 42,681,855 37,819,760 39,052,303 1,232,543 3%
COVID-19 Revenue Tracking Report
Budget to Actual Comparison
2019-20
40
1
Revenue Accounts with COVID-19 Impacts
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
001 General Fund
3100 Taxes
3101 Current Year Secured 14,428,526 15,212,078 15,212,078 15,231,923 19,845 0%
3102 Current Year Unsecured 572,826 564,152 572,826 579,188 6,362 1%
3103 Prior Year Collections (18,951)0 0 33,485 33,485 N/A
3106 Supplemental Roll SB813 415,966 415,966 332,773 401,143 68,370 21%
3107 Transfer Tax 272,138 289,938 252,800 313,331 60,531 24%
3108 Sales Tax 3,133,311 3,146,342 2,791,797 2,722,468 (69,329)(2%)
3109 1/2 Cent Sales Tx (Prop 172, PSAF)244,252 245,000 250,949 239,965 (10,984)(4%)
3110 Time Warner Cable TV Franchise 175,821 180,000 180,000 181,080 1,080 1%
3111 Electric Franchise 82,240 82,259 77,790 77,790 0 0%
3112 Gas Franchise 36,972 36,972 40,597 40,597 0 0%
3113 Refuse Franchise 245,070 247,000 254,418 271,752 17,334 7%
*3114 Transient Occupancy Tax 3,251,349 3,505,250 2,368,611 2,599,810 231,199 10%
3115 Business License 1,107,724 1,184,426 737,335 1,095,424 358,089 49%
3120 Utility User Tax 2,195,815 2,147,057 2,147,057 2,092,230 (54,827)(3%)
3122 Property tax In-lieu of Veh Lic Fees 2,712,279 2,853,046 2,853,046 2,874,079 21,033 1%
3123 Frontier Cable Franchise Fee 180,394 171,000 171,000 145,973 (25,027)(15%)
Total Taxes 29,035,732 30,280,486 28,243,077 28,900,238 657,161 2%
3200 Licenses And Permits
3202 Dog Licenses 13,033 17,000 18,000 19,875 1,875 10%
3204 Building Permits 569,592 939,500 510,000 482,610 (27,390)(5%)
3205 Electric Permits 85,230 96,530 68,000 81,166 13,166 19%
3206 Plumbing Permits 80,489 78,390 59,500 67,399 7,899 13%
3207 Occupancy Permits 16,778 14,000 16,000 12,096 (3,904)(24%)
3208 Grease Trap Permits 2,615 2,380 2,380 2,841 461 19%
3209 Garage Sales 238 200 70 70 0 0%
3211 Banner Permits 1,222 1,288 1,400 1,328 (72)(5%)
3213 Animal Redemption Fee 809 400 400 259 (141)(35%)
3214 Amplified Sound Permit 6,727 7,064 4,202 5,261 1,059 25%
3215 Temporary Sign Permit 2,241 1,821 1,202 1,290 88 7%
3217 Open Fire Permit 993 1,000 0 495 495 N/A
3218 Auto Repair Permit 0 0 0 N/A
3219 Newsrack Permits 162 162 162 0 (162)(100%)
3225 Taxicab Franchise Fees 356 0 0 0 0 N/A
3226 Admin Permit - Limited Outdoor Seating 479 0 0 513 513 N/A
3227 Mechanical Permits 54,973 44,800 46,750 49,128 2,378 5%
3228 Concealed Weapons Permit (137)100 0 0 0 N/A
*Transient Occupancy Tax Occupany Rates: 2019-20: 63.4% 2018-19: 79.1%
COVID-19 Revenue Tracking Report
2019-20 Revenue
41
2
Revenue Accounts with COVID-19 Impacts
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
COVID-19 Revenue Tracking Report
2019-20 Revenue
001 General Fund (continued)
3229 Private Special Event Permit 1,606 1,000 0 0 0 N/A
3230 Temporary Minor Special Event Permit 8,371 4,074 2,535 2,535 0 0%
3236 Drone Permit Fee 3,635 3,415 3,415 2,470 (945)(28%)
3239 A-Frame sign Permit 647 600 0 332 332 N/A
Total Licenses And Permits 850,059 1,213,724 734,016 729,668 (4,348)(1%)
3300 Fines & Forfeitures
3301 Municipal Court Fines 93,129 68,570 46,652 59,665 13,013 28%
3302 Court Fines /Parking 2,109,724 2,252,316 2,008,460 1,966,079 (42,381)(2%)
3305 Administrative Fines 123,350 20,000 7,300 128,900 121,600 1666%
3306 Nuisance Abatement- Restrooms 35,200 24,200 22,000 5,600 (16,400)(75%)
Total Fines & Forfeitures 2,361,403 2,365,086 2,084,412 2,160,244 75,832 4%
3400 Use Of Money & Property
3401 Interest Income 212,413 201,183 201,183 217,578 16,395 8%
3402 Rents & Concessions 1,802 466 466 466 0 0%
3404 Community Center Leases 25,404 25,500 20,150 20,117 (33)(0%)
3405 Community Center Rentals 178,723 180,000 137,718 147,416 9,698 7%
3406 Community Center Theatre 111,434 100,000 58,119 60,403 2,284 4%
3414 Fund Exchange 700,000 0 0 0 0 N/A
3418 Special Events 91,232 100,000 89,553 90,864 1,311 1%
3422 Beach/Plaza Promotions 38,554 30,000 0 0 0 N/A
3425 Ground Lease 39,382 39,372 39,372 39,382 10 0%
3427 Cell Site License- Sprint 38,793 40,807 40,807 40,051 (756)(2%)
3428 Cell Site License - Verizon 32,739 33,721 33,721 33,721 0 0%
3429 Inmate Phone Services 1,218 0 1,000 635 (365)(37%)
3431 Storage Facility Operating Lease 180,000 180,000 180,000 180,000 0 0%
3432 Film Permits 141,302 75,000 55,768 55,651 (117)(0%)
3450 Investment Discount 770 73 73 77 4 5%
Total Use Of Money & Property 1,793,766 1,006,122 857,930 886,361 28,431 3%
3500 Intergovernmental/State
3507 Highway Maintenance 2,325 1,550 2,300 0 (2,300)(100%)
3508 Mandated Costs 7,905 10,387 10,387 10,387 0 0%
3509 Homeowner Property Tax Relief 82,723 82,723 82,723 81,196 (1,527)(2%)
3510 POST- Peace Officer Standards and Trainin 7,999 14,637 14,367 10,694 (3,673)(26%)
3511 STC-Service Officer Training 4,620 6,600 6,600 9,570 2,970 45%
3575 VLF Coll Excess of $14m-Rev 9,443 11,359 15,708 15,708 0 0%
Code 11001.5
Total Intergovernmental/State 115,015 127,256 132,085 127,555 (4,530)(3%)
42
3
Revenue Accounts with COVID-19 Impacts
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
COVID-19 Revenue Tracking Report
2019-20 Revenue
001 General Fund (continued)
3800 Current Service Charges
3801 Residential Inspection 44,360 49,200 53,000 52,381 (619)(1%)
3802 Planning Sign Permit/Master Sign Program 16,226 16,562 12,942 12,918 (24)(0%)
3803 Negative Declaration 6,802 3,401 3,503 0 (3,503)(100%)
3804 General Plan Maintenance Fees 115,122 217,000 104,550 93,522 (11,028)(11%)
3805 Amendment to Planning Entitlement 23,407 17,140 21,748 20,092 (1,656)(8%)
3807 Refuse Lien Fees/Consolidated 7,498 0 0 0 0 N/A
3809 Tentative Map Review 16,032 11,703 9,502 2,341 (7,161)(75%)
3810 Final Map Review 10,411 5,012 5,012 1,402 (3,610)(72%)
3811 Zone Change 3,902 4,176 0 0 0 N/A
3812 Conditional Use Permit - Comm/Other 17,231 19,602 19,602 29,622 10,020 51%
3813 Plan Check Fees 369,154 408,000 346,800 369,020 22,220 6%
3814 Appeal to City Council From Staff (2,050)0 0 0 0 N/A
3815 Public Works Services 116,059 118,250 82,775 102,489 19,714 24%
3816 Utility Trench Service Connect Permit 144,263 135,250 94,675 142,362 47,687 50%
3817 Address Change Request Fee 2,847 3,374 3,140 3,637 497 16%
3818 Police Services 1,608 6,808 6,808 6,170 (638)(9%)
3819 Jail Services 15,700 2,160 2,160 1,649 (511)(24%)
3821 Daily Permit Lot A/Parking Structure 54,281 59,737 40,455 45,322 4,867 12%
3823 Special Event Security/Police 109,770 110,000 71,886 71,885 (1)(0%)
3824 500' Noticing 17,422 16,288 20,440 21,824 1,384 7%
3825 Public Notice Posting 4,693 4,615 4,620 4,620 0 0%
3827 Library Grounds Maintenance 18,527 19,453 9,130 9,130 0 0%
3831 Non-Utility Street Excavation Permit 58,395 58,320 40,824 51,176 10,352 25%
3834 Encroachment Permit 285,590 288,000 201,600 233,596 31,996 16%
3836 Refund Transaction Fee 1,095 1,400 1,020 1,155 135 13%
3837 Returned Check Charge 627 1,000 1,000 873 (127)(13%)
3838 Sale Of Maps/Publications 0 57 57 57 0 0%
3839 Photocopy Charges 328 300 300 298 (2)(1%)
3840 Ambulance Transport 585,960 683,041 649,045 715,249 66,204 10%
3841 Police Towing 95,008 82,125 83,220 80,256 (2,964)(4%)
3842 Parking Meters 2,016,232 2,092,923 1,580,675 1,812,847 232,172 15%
3843 Parking Permits-Annual 425,012 426,000 312,097 380,916 68,819 22%
3844 Daily Parking Permits 2,094 1,820 2,000 1,666 (334)(17%)
3845 Lot A Revenue 547,211 522,706 368,721 395,539 26,818 7%
3846 No Pier Pkg Structure Revenue 686,068 655,368 456,681 456,686 5 0%
3847 In Lieu Fee / Parking Facility (57,800)0 0 0 0 N/A
3848 Driveway Permits 3,515 3,500 3,500 3,508 8 0%
3849 Guest Permits 1,544 1,736 1,076 1,103 27 3%
3850 Contractors Permits 47,838 48,000 44,880 55,828 10,948 24%
3851 Cash Key Revenue (21)(36)(36)(48)(12)33%
43
4
Revenue Accounts with COVID-19 Impacts
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
COVID-19 Revenue Tracking Report
2019-20 Revenue
001 General Fund (continued)
3852 Recreation Program Transaction Fee 46,760 48,000 29,490 31,993 2,503 8%
3855 Bus Passes 1,208 900 900 507 (393)(44%)
3856 500' - 2nd Noticing 0 3,242 3,242 2,691 (551)(17%)
3857 Parking Plan Application 6,732 4,488 4,623 3,467 (1,156)(25%)
3858 Monthly Permit Lot A/Parking Structure 114,266 124,744 86,056 100,920 14,864 17%
3859 Admin Permit - Abandon Conditonal Use Pe 619 643 662 0 (662)(100%)
3861 Fire Alarm Sys Insp - New Installation 573 0 0 0 0 N/A
3862 Alarm Permit Fee 3,545 5,300 5,300 3,386 (1,914)(36%)
3865 Lot B Revenue 99,356 95,728 67,088 74,199 7,111 11%
3867 Precise Development Plans 13,183 5,313 5,472 10,944 5,472 100%
3868 Public Noticing/300 Ft Radius 7,930 5,776 3,304 808 (2,496)(76%)
3877 Business License Registration 11,495 12,000 10,030 12,814 2,784 28%
3878 Fire Re-Inspections (287)0 0 0 0 N/A
3879 Business License Renewal Fee 37,035 37,000 29,874 37,252 7,378 25%
3880 Tobacco Retailer Application 0 0 0 0 0 N/A
3881 Tobacco Retailer Renewal 0 0 0 0 0 N/A
3883 Final/Tentative Map Extension 1,972 1,016 1,016 1,016 0 0%
3884 Lot Line Adjustment 2,930 838 838 0 (838)(100%)
3886 Text Amendment/Private 0 0 0 0 0 N/A
3888 Slope/Grade Height Determination 0 5,656 13,066 15,979 2,913 22%
3890 300 Ft Radius Noticing/Appeal to City Coun 232 482 0 0 0 N/A
3891 Appeal of Plng Comm Action to Council 0 0 0 0 0 N/A
3893 Contract Recreation Classes 448,315 470,000 284,890 370,086 85,196 30%
3894 Other Recreation Programs 257,102 245,000 111,219 151,935 40,716 37%
3895 Zoning Information Letters 765 579 597 392 (205)(34%)
3897 Admin Fee/TULIP Ins Certificate 1,835 1,550 1,161 1,385 224 19%
3899 Condo - CUP/PDP 34,597 25,255 15,305 10,102 (5,203)(34%)
Total Current Service Charges 6,902,124 7,187,501 5,333,541 6,010,967 677,426 13%
3900 Other Revenue
3902 Refunds/Reimb Previous Years 196,907 5,487 5,563 5,324 (239)(4%)
3903 Contributions Non Govt 41,681 23,309 4,764 4,767 3 0%
3904 General Miscellaneous 103,994 11,912 8,629 (37,451)(46,080)(387%)
3907 Pkg Str Utility Reimb From Beach House 3,787 4,100 4,100 4,872 772 19%
3908 Hermosa Sr Ctr Donations/Memberships 6,965 7,000 5,180 5,666 486 7%
3914 Planning EIR Admin Reimbursement 24,579 47,592 30,000 26,647 (3,353)(7%)
3938 Solid Waste Contract Admin Fee 57,501 56,016 56,016 51,781 (4,235)(8%)
3960 Verizon PEG Grant 10,444 10,000 0 14,224 14,224 142%
3961 Chamber Funding Econ Dev (24,000)0 0 0 0 N/A
3963 HB Youth Enrichment Program Fee (20,000)0 0 0 0 N/A
Total Other Revenue 401,858 165,416 114,252 75,830 (38,422)(23%)
44
5
Revenue Accounts with COVID-19 Impacts
2018-19 2019-20 2019-20 2019-20 $ Increase % Increase
Received Total Budget COVID-19 Actual (Decrease)(Decrease)
Adj Budget (as of 9/5/20)
COVID-19 Revenue Tracking Report
2019-20 Revenue
001 General Fund (continued)
6800 Current Service Charges Continued
6801 Mural Review 3,058 1,558 1,558 1,558 0 0%
6802 Sign Variance 0 0 0 0 0 N/A
6803 General Plan Amendment/ Map or Text 0 0 0 0 0 N/A
6804 Temporary Use Permit 0 533 533 533 0 0%
6808 Request for Reasonable Accomodation 0 895 895 895 0 0%
6809 Categorical Exemption 3,331 6,299 5,169 2,853 (2,316)(37%)
6810 Deed Restriction/Covenant Review 6,678 5,488 2,100 2,807 707 13%
6811 Landscape Plan Review 10,312 7,794 5,522 6,236 714 9%
6813 Zoning Code Interpretation Review 2,545 1,806 2,897 2,765 (132)(7%)
6818 New/Modified Business Zoning Review 9,364 8,576 8,942 366 4%
6819 Historic Resource Review 2,207 0 2,273 2,273 0 N/A
6820 Appeal to the Planning Commission 5,100 0 0 0 0 N/A
6821 Solar Plan Check/Inspection 3,870 4,046 3,917 4,176 259 N/A
6822 Temporary Certificate of Occupancy 64 128 132 128 (4)(3%)
6825 Clean Bay Restaurant - NPDES Inspection 42,921 20,600 20,600 0 (20,600)(100%)
6826 Light Industry - NPDES Inspection 0 0 0 0 0 N/A
6828 Public Improvement Plan Check 55,084 53,100 53,100 50,765 (2,335)(4%)
6832 DUI Collision Response 0 800 800 773 (27)(3%)
6834 Citation Sign-off 799 960 729 337 (392)(41%)
6836 Police Business Background Check 0 273 273 0 (273)(100%)
6837 Deceased Animal Pickup 116 120 120 59 (61)(51%)
6839 Pet Home Quarantine Review 0 61 61 0 (61)(100%)
6840 Multiple Dog Review 0 224 454 339 (115)(51%)
6841 Fire Sprinkler System Insp - New Install 750 0 0 0 0 N/A
6842 Miscellaneous Fire Code Permit (185)0 0 0 0 N/A
6850 Annual Business Fire Inspection (595)0 0 0 0 N/A
6851 Busines Licenses State Mandated Fee (CA 8,149 9,000 7,021 9,297 2,276 25%
6860 Refuse Lien Fees/Athens (14,922)336 336 1,802 1,466 436%
6861 Oversized Vehicle Permit 674 654 654 609 (45)(7%)
6866 Records Technology Fee 45 0 0 0 0 N/A
6867 Credit Card Processing Fee 69,591 76,294 67,331 71,543 4,212 6%
6871 Sewer Service Charge Rebate (13,669)(14,722)(14,743)(11,314)3,429 (23%)
6872 PY Sewer Service Charge Rebate 0 0 0 0 0 N/A
6873 Impound Fee- Bicycle, Scooters & Wheeled 130 139 139 0 (139)(100%)
6874 Limited Live Entertainment Permit Fee 750 514 0 0 0 0%
6875 Solid Waste Contract Reimbursement 0 150,000 150,000 0 (150,000)(100%)
6883 Short-term Vacation Rental Permit 0 0 0 0 0 N/A
6884 M-1 Permit 0 0 0 0 0 N/A
6885 Temporary Outdoor Dining/Retail Permit 0 0 0 4,063 4,063 N/A
Total Current Service Charges (Continued)186,803 336,264 320,447 161,439 (159,008)(47%)
Total General Fund 41,646,759 42,681,855 37,819,760 39,052,303 1,232,543 3%
45
Sales Tax Comparisons
2019–20
Sales Tax by Class
Sales Tax Comparison by Geographic Area
2018-19 2019-20 % Change
Previous Year
Retail Group
Eating/Drinking Places 1,033,269 $784,787 ($248,482)(24%) 29%
Building Materials 261,070 $253,335 ($7,735)(3%)9%
Food Stores 228,296 $282,853 $24,557 11% 9%
Other Retail Stores 209,681 $208,524 ($1,157)(1%)8%
Auto Dealers & Supplies 139,399 $123,175 ($16,224)(12%) 5%
Service Stations 133,148 ##(19%) #
Apparel Stores 78,164 $81,088 $2,924 4% 3%
Drug Stores 72,941 ##(1%) #
Furniture/Appliance 70,493 $62,835 ($7,658)(11%) 2%
All Other Retail 65,601 $59,353 ($6,248)(10%) 2%
Total Retail Group 2,292,062 ##(12%)73%
Total Manufacturing 248,126 $133,840 ($114,286) (46%)5%
& Wholesale
Total Business, Service, 127,983 $118,794 ($9,189)(7%)4%
Repair
Total Non-Store/Part Time 3,984 $5,851 $1,867 47% 0%
Retailers/Adjustments
Total County/State Pool 404,323 $469,160 $64,837 16% 17%
RANK / BUSINESS CLASS INC/(DEC)% OF
TOTAL
Revenue % OF Revenue % OF
LOCATION 2018-19 Total % Change 2019-20 Total
PCH 1,009,697 46%(7%)938,320 48%
Downtown 829,763 37% (22%) 648,316 33%
Pier/Valley/Monterey 289,515 13%(8%)265,014 14%
Aviation 86,216 4%(1%)86,840 5%
46
1
19-20 YTD
to Budget
18-19 YTD
to Budget
2020-21 Current This Month Current Prior Year Balance % Received % Received % Received
COVID-19 Month Prior Year YTD YTD
Adopted Budget
001 General Fund
Total Taxes 28,244,926 941,653 1,188,452 993,584 1,229,062 27,251,342 3.5%4.1%4.8%
Total Licenses And Permits 905,881 42,007 97,094 105,602 169,274 800,279 11.7%13.9%17.6%
Total Fines & Forfeitures 1,033,230 264,272 308,011 521,509 569,134 511,721 50.5%26.7%21.6%
Total Use Of Money & Property 802,659 39,514 79,188 74,520 159,466 728,139 9.3%14.1%16.8%
Total Intergovernmental/State 143,510 7,917 10,237 7,917 10,237 135,593 5.5%6.9%5.7%
Total Current Service Charges 4,674,001 505,707 614,757 1,129,197 1,323,677 3,546,872 24.1%17.9%20.6%
Total Other Revenue 66,145 25 7,522 105 11,002 66,040 0.2%8.9%7.4%
Total General Fund 35,870,352 1,801,095 2,305,260 2,832,435 3,471,852 33,039,985 7.9%8.3%9.2%
2020 - 21
COVID-19 Revenue Tracking Report- August 2020
2020-21 Current YTD to
Current Budget
47
1
Revenue Accounts with COVID-19 Impacts
19-20 YTD
to Budget
18-19 YTD
to Budget
COVID-19 Current This Month Current Prior Year Balance % Received % Received % Received
2020-21 Month Prior Year YTD YTD
Adopted Budget
001 General Fund
3100 Taxes
3101 Current Year Secured 15,939,215 0 0 0 0 15,939,215 0.0%0.0%0.0%
3102 Current Year Unsecured 572,826 434,258 423,526 434,258 423,526 138,568 75.8%75.1%73.7%
3103 Prior Year Collections 0 19,614 12,518 13,852 (2,859)(13,852)N/A 0.0%0.0%
3106 Supplemental Roll SB813 332,773 39,510 33,591 79,795 69,227 252,978 24.0%18.2%15.0%
3107 Transfer Tax 252,800 59,237 28,228 59,237 28,228 193,563 23.4%9.8%0.0%
3108 Sales Tax 2,750,820 0 0 0 0 2,750,820 0.0%0.0%6.4%
3109 1/2 Cent Sales Tx (Prop 172, PSAF)226,706 0 0 0 0 226,706 0.0%0.0%0.0%
3110 Time Warner Cable TV Franchise 180,000 0 0 0 0 180,000 0.0%0.0%0.0%
3111 Electric Franchise 77,790 0 0 0 0 77,790 0.0%0.0%0.0%
3112 Gas Franchise 40,597 0 0 0 0 40,597 0.0%0.0%0.0%
3113 Refuse Franchise 254,418 0 32,337 0 32,337 254,418 0.0%13.1%14.0%
*3114 Transient Occupancy Tax 1,440,460 169,326 393,452 169,326 393,452 1,271,134 11.8%11.9%12.1%
3115 Business License 732,024 51,453 81,960 68,860 102,311 663,164 9.4%9.3%9.3%
3120 Utility User Tax 2,147,057 168,257 182,839 168,257 182,839 1,978,800 7.8%8.1%8.5%
3122 Property tax In-lieu of Veh Lic Fees 3,126,440 0 0 0 0 3,126,440 0.0%0.0%0.0%
3123 Frontier Cable Franchise Fee 171,000 0 0 0 0 171,000 0.0%0.0%0.0%
Total Taxes 28,244,926 941,653 1,188,452 993,584 1,229,062 27,251,342 3.5%4.1%4.8%
3200 Licenses And Permits
3202 Dog Licenses 18,000 505 75 868 421 17,133 4.8%3.3%1.6%
3204 Building Permits 688,000 25,507 66,799 71,243 121,393 616,757 10.4%12.9%18.1%
3205 Electric Permits 67,200 4,861 9,031 11,531 14,854 55,669 17.2%15.4%17.7%
3206 Plumbing Permits 58,800 4,494 10,947 10,389 17,732 48,411 17.7%22.6%14.7%
3207 Occupancy Permits 16,000 2,691 292 3,291 876 12,709 20.6%6.3%25.5%
3208 Grease Trap Permits 2,380 362 271 642 542 1,738 27.0%22.8%38.7%
3209 Garage Sales 70 14 14 35 28 35 50.0%14.0%0.0%
3211 Banner Permits 980 0 108 0 270 980 0.0%15.6%4.2%
3213 Animal Redemption Fee 400 0 0 0 51 400 0.0%0.1%0.0%
3214 Amplified Sound Permit 2,868 (204)396 (204)722 3,072 (7.1%)7.0%21.3%
3215 Temporary Sign Permit 440 0 255 0 255 440 0.0%12.0%62.0%
3217 Open Fire Permit 0 0 22 0 66 0 N/A 6.6%0.0%
3219 Newsrack Permits 162 0 0 0 0 162 0.0%0.0%0.0%
3225 Taxicab Franchise Fees 0 0 0 0 0 0 N/A 0.0%1.4%
3226 Admin Permit - Limited Outdoor Seating 0 513 0 513 0 (513)N/A 0.0%50.0%
3227 Mechanical Permits 46,200 2,684 8,159 6,280 11,049 39,920 13.6%24.7%21.5%
3228 Concealed Weapons Permit 100 0 0 0 0 100 0.0%0.0%0.0%
3230 Temporary Minor Special Event Permit 2,565 0 0 0 0 2,565 0.0%0.0%0.0%
3236 Drone Permit Fee 1,450 580 725 1,015 1,015 435 70.0%30.8%7.6%
3239 A-Frame sign Permit 266 0 0 0 0 266 0.0%0.0%74.4%
Total Licenses And Permits 905,881 42,007 97,094 105,602 169,274 800,279 11.7%13.9%17.6%
*Transient Occupancy Tax YTD August Occupancy Rates: 20-21: 51% 19-20: 87.8% 18-19: 90.4%
2020-21 Current YTD to
Current Budget
COVID-19 Revenue Tracking Report- August 2020
2020-21 Revenue
48
2
Revenue Accounts with COVID-19 Impacts
19-20 YTD
to Budget
18-19 YTD
to Budget
COVID-19 Current This Month Current Prior Year Balance % Received % Received % Received
2020-21 Month Prior Year YTD YTD
Adopted Budget
2020-21 Current YTD to
Current Budget
COVID-19 Revenue Tracking Report- August 2020
2020-21 Revenue
001 General Fund (continued)
3300 Fines & Forfeitures
3301 Municipal Court Fines 0 4,392 5,138 6,116 8,146 (6,116)N/A 8.4%6.5%
3302 Court Fines /Parking 1,004,230 254,630 299,473 509,044 553,788 495,186 50.7%27.9%22.4%
3305 Administrative Fines 7,000 2,500 2,900 2,500 5,600 4,500 35.7%28.0%2.6%
3306 Nuisance Abatement- Restrooms 22,000 2,750 500 3,850 1,600 18,150 17.5%4.4%24.6%
Total Fines & Forfeitures 1,033,230 264,272 308,011 521,509 569,134 511,721 50.5%26.7%21.6%
3400 Use Of Money & Property
3401 Interest Income 201,627 5,514 21,765 6,283 32,432 195,344 3.1%14.9%12.3%
3402 Rents & Concessions 0 0 104 0 104 0 N/A 5.8%9.8%
3404 Community Center Leases 12,700 0 0 0 4,234 12,700 0.0%16.6%24.9%
3405 Community Center Rentals 103,430 4,446 12,496 9,138 22,974 94,293 8.8%12.8%10.9%
3406 Community Center Theatre 46,150 0 7,134 0 13,644 46,150 0.0%11.9%47.3%
3414 Fund Exchange 0 0 0 0 0 0 N/A 0.0%0.0%
3418 Special Events 52,540 0 3,108 0 10,317 52,540 0.0%14.7%21.8%
3422 Beach/Plaza Promotions 30,000 0 0 0 0 30,000 0.0%0.0%0.0%
3425 Ground Lease 40,366 3,282 3,282 3,282 6,564 37,084 8.1%16.7%16.7%
3427 Cell Site License- Sprint 44,291 3,398 3,294 10,079 6,588 34,212 22.8%16.5%16.5%
3428 Cell Site License - Verizon 34,733 2,866 2,782 5,731 5,565 29,002 16.5%16.9%16.5%
3429 Inmate Phone Services 1,000 0 0 0 0 1,000 0.0%0.0%17.5%
3431 Storage Facility Operating Lease 180,000 20,000 15,000 40,000 30,000 140,000 22.2%16.7%16.7%
3432 Film Permits 55,760 0 10,222 0 27,024 55,760 0.0%36.0%12.7%
3450 Investment Discount 62 8 0 8 22 54 12.9%2.9%9.5%
Total Use Of Money & Property 802,659 39,514 79,188 74,520 159,466 728,139 9.3%14.1%16.8%
3500 Intergovernmental/State
3507 Highway Maintenance 2,300 0 0 0 0 2,300 0.0%0.0%0.0%
3508 Mandated Costs 11,000 7,917 10,237 7,917 10,237 3,083 72.0%127.7%106.4%
3509 Homeowner Property Tax Relief 82,723 0 0 0 0 82,723 0.0%0.0%0.0%
3510 POST- Peace Officer Standards and Training 24,579 0 0 0 0 24,579 0.0%0.0%0.0%
3511 STC-Service Officer Training 7,200 0 0 0 0 7,200 0.0%0.0%0.0%
3575 VLF Coll Excess of $14m-Rev 15,708 0 0 0 0 15,708 0.0%0.0%0.0%
Code 11001.5
Total Intergovernmental/State 143,510 7,917 10,237 7,917 10,237 135,593 5.5%6.9%5.7%
3800 Current Service Charges
3801 Residential Inspection 50,600 4,301 4,428 15,180 11,070 35,420 30.0%22.5%13.6%
3802 Planning Sign Permit/Master Sign Program 10,185 656 3,822 656 4,459 9,529 6.4%26.9%22.3%
3803 Negative Declaration 3,503 0 0 0 0 3,503 0.0%0.0%0.0%
3804 General Plan Maintenance Fees 180,100 3,702 13,428 13,020 23,238 167,080 7.2%10.7%16.6%
3805 Amendment to Planning Entitlement 26,484 0 4,285 8,828 12,855 17,656 33.3%72.0%20.0%
3807 Refuse Lien Fees/Consolidated 3,861 0 0 0 0 3,861 0.0%0.0%0.0%
3809 Tentative Map Review 19,284 0 0 2,411 4,681 16,874 12.5%40.0%0.0%
3810 Final Map Review 2,888 722 701 722 701 2,166 25.0%10.0%50.0%
49
3
Revenue Accounts with COVID-19 Impacts
19-20 YTD
to Budget
18-19 YTD
to Budget
COVID-19 Current This Month Current Prior Year Balance % Received % Received % Received
2020-21 Month Prior Year YTD YTD
Adopted Budget
2020-21 Current YTD to
Current Budget
COVID-19 Revenue Tracking Report- August 2020
2020-21 Revenue
001 General Fund (continued)
3811 Zone Change 4,176 0 0 0 0 4,176 0.0%0.0%0.0%
3812 Conditional Use Permit - Comm/Other 15,030 0 0 0 0 15,030 0.0%0.0%0.0%
3813 Plan Check Fees 252,000 18,940 24,517 64,981 39,407 187,019 25.8%9.7%16.9%
3814 Appeal to City Council From Staff 0 0 0 0 0 0 N/A 0.0%0.0%
3815 Public Works Services 84,430 14,907 9,590 22,834 20,670 61,596 27.0%15.6%14.9%
3816 Utility Trench Service Connect Permit 96,568 4,456 2,812 12,673 8,040 83,895 13.1%5.3%5.7%
3817 Address Change Request Fee 2,480 248 241 248 955 2,232 10.0%28.3%10.0%
3818 Police Services 2,400 691 610 963 817 1,437 40.1%81.7%24.7%
3819 Jail Services 2,730 0 265 0 530 2,730 0.0%4.4%18.3%
3821 Daily Permit Lot A/Parking Structure 26,167 2,325 4,867 4,309 11,501 21,858 16.5%20.9%16.8%
3823 Special Event Security/Police 52,000 0 928 0 928 52,000 0.0%1.1%22.7%
3824 500' Noticing 19,376 0 1,344 5,536 4,032 13,840 28.6%37.5%11.1%
3825 Public Notice Posting 4,675 187 364 1,496 1,274 3,179 32.0%35.0%18.3%
3827 Library Grounds Maintenance 9,586 0 0 0 0 9,586 0.0%0.0%0.0%
3831 Non-Utility Street Excavation Permit 41,640 2,668 7,776 9,008 13,608 32,632 21.6%23.3%22.1%
3834 Encroachment Permit 0 0 3,880 1,269 52,750 (1,269)N/A 16.5%22.5%
3836 Refund Transaction Fee 465 420 390 930 795 (465)200.0%88.3%60.0%
3837 Returned Check Charge 1,000 0 241 0 484 1,000 0.0%121.0%47.0%
3838 Sale Of Maps/Publications 0 0 57 0 57 0 N/A 0.0%0.0%
3839 Photocopy Charges 300 33 15 63 15 237 20.9%3.8%23.0%
3840 Ambulance Transport 597,213 35,428 51,423 84,106 98,571 513,107 14.1%16.5%22.6%
3841 Police Towing 84,750 10,848 10,950 10,848 10,950 73,902 12.8%13.3%11.1%
3842 Parking Meters 1,216,953 207,525 233,081 401,278 479,024 815,675 33.0%23.8%23.4%
3843 Parking Permits-Annual 387,000 7,834 6,551 17,716 16,700 369,284 4.6%3.9%3.9%
3844 Daily Parking Permits 2,000 270 418 550 691 1,450 27.5%38.0%30.7%
3845 Lot A Revenue 250,014 44,524 29,325 85,966 88,816 164,048 34.4%16.2%20.4%
3846 No Pier Pkg Structure Revenue 320,896 48,988 68,217 51,089 161,176 269,808 15.9%23.0%24.6%
3847 In Lieu Fee / Parking Facility 57,800 0 0 57,800 0 0 100.0%0.0%0.0%
3848 Driveway Permits 3,500 516 346 874 540 2,626 25.0%18.0%53.1%
3849 Guest Permits 622 63 228 94 508 528 15.1%29.3%32.3%
3850 Contractors Permits 40,000 5,882 10,404 10,472 20,808 29,528 26.2%52.0%21.6%
3851 Cash Key Revenue 0 105 (9)143 (9)(143)N/A 1.5%(10.1%)
3852 Recreation Program Transaction Fee 26,475 3,780 6,375 7,845 11,325 18,630 29.6%25.7%28.3%
3855 Bus Passes 900 0 29 0 144 900 0.0%10.3%15.0%
3856 500' - 2nd Noticing 1,653 0 0 0 535 1,653 0.0%0.0%0.0%
3857 Parking Plan Application 9,246 0 0 9,246 0 0 100.0%103.9%0.0%
3858 Monthly Permit Lot A/Parking Structure 47,393 6,820 7,812 11,656 19,406 35,737 24.6%18.0%18.4%
3859 Admin Permit - Abandon Conditonal Use Perm 662 0 0 0 0 662 0.0%0.0%0.0%
3861 Fire Alarm Sys Insp - New Installation 0 0 0 0 0 0 N/A 0.0%0.0%
3862 Alarm Permit Fee 5,565 441 480 588 660 4,977 10.6%0.1%6.2%
3865 Lot B Revenue 47,328 10,964 8,002 19,760 14,540 27,568 41.8%14.0%16.8%
3867 Precise Development Plans 16,147 0 0 5,203 0 10,944 32.2%0.0%50.0%
3868 Public Noticing/300 Ft Radius 4,160 0 0 3,328 1,616 832 80.0%20.0%42.9%
3877 Business License Registration 6,166 980 1,560 1,982 2,595 4,184 32.1%21.6%27.9%
3878 Fire Re-Inspections 0 0 0 0 0 0 N/A 0.0%0.0%
50
4
Revenue Accounts with COVID-19 Impacts
19-20 YTD
to Budget
18-19 YTD
to Budget
COVID-19 Current This Month Current Prior Year Balance % Received % Received % Received
2020-21 Month Prior Year YTD YTD
Adopted Budget
2020-21 Current YTD to
Current Budget
COVID-19 Revenue Tracking Report- August 2020
2020-21 Revenue
001 General Fund (continued)
3879 Business License Renewal Fee 14,231 3,579 4,335 7,893 6,987 6,338 55.5%18.9%23.7%
3880 Tobacco Retailer Application 2,080 0 0 0 0 2,080 0.0%0.0%0.0%
3881 Tobacco Retailer Renewal 4,956 0 0 0 0 4,956 0.0%0.0%0.0%
3883 Final/Tentative Map Extension 1,016 1,016 0 1,016 0 0 100.0%0.0%0.0%
3884 Lot Line Adjustment 6,874 0 0 0 0 6,874 0.0%0.0%0.0%
3886 Text Amendment/Private 5,847 0 0 0 0 5,847 0.0%0.0%0.0%
3888 Slope/Grade Height Determination 8,739 0 0 0 0 8,739 0.0%0.0%41.4%
3890 300 Ft Radius Noticing/Appeal to City Council 248 0 0 0 0 248 0.0%0.0%0.0%
3891 Appeal of Plng Comm Action to Council 2,577 0 0 0 0 2,577 0.0%0.0%0.0%
3893 Contract Recreation Classes 266,570 46,385 59,498 117,548 119,336 149,022 44.1%30.6%29.7%
3894 Other Recreation Programs 153,810 0 18,927 0 20,327 153,810 0.0%8.3%20.5%
3895 Zoning Information Letters 597 0 0 0 193 597 0.0%33.3%0.0%
3897 Admin Fee/TULIP Ins Certificate 750 0 (16)0 433 750 0.0%28.0%137.2%
3899 Condo - CUP/PDP 20,812 0 0 7,805 10,102 13,008 37.5%40.0%71.7%
Total Current Service Charges 4,527,478 490,204 602,497 1,079,931 1,298,842 3,447,547 23.9%18.4%20.5%
3900 Other Revenue
3902 Refunds/Reimb Previous Years 0 0 0 0 0 0 N/A 0.0%0.0%
3903 Contributions Non Govt 0 0 2,372 0 4,744 0 N/A 0.0%0.0%
3904 General Miscellaneous 0 0 0 0 275 0 N/A 0.0%0.0%
3907 Pkg Str Utility Reimb From Beach House 4,100 0 0 0 0 4,100 0.0%0.0%0.0%
3908 Hermosa Sr Ctr Donations/Memberships 3,045 25 482 105 1,315 2,940 3.4%15.5%18.2%
3914 Planning EIR Admin Reimbursement 5,000 0 0 0 0 5,000 0.0%0.0%0.0%
3938 Solid Waste Contract Admin Fee 54,000 0 4,668 0 4,668 54,000 0.0%8.6%0.0%
3960 Verizon PEG Grant 0 0 0 0 0 0 N/A 0.0%0.0%
Total Other Revenue 66,145 25 7,522 105 11,002 66,040 0.2%8.9%7.4%
6800 Current Service Charges Continued
6801 Mural Review 3,210 0 0 0 1,558 3,210 0.0%100.0%100.0%
6802 Sign Variance 0 0 0 0 0 0 N/A 0.0%0.0%
6803 General Plan Amendment/ Map or Text 5,341 0 0 0 0 5,341 0.0%0.0%0.0%
6804 Temporary Use Permit 0 0 0 0 0 0 N/A 0.0%0.0%
6808 Request for Reasonable Accomodation 0 0 895 0 895 0 N/A 100.0%0.0%
6809 Categorical Exemption 4,825 0 187 1,544 935 3,281 32.0%50.0%40.0%
6810 Deed Restriction/Covenant Review 11,312 0 0 707 1,372 10,605 6.3%25.0%253.9%
6811 Landscape Plan Review 6,080 304 1,169 1,216 1,464 4,864 20.0%16.5%43.3%
6813 Zoning Code Interpretation Review 1,995 399 129 532 516 1,463 26.7%28.6%33.3%
6818 New/Modified Business Zoning Review 9,900 924 704 1,584 704 8,316 16.0%0.0%0.0%
6819 Historic Resource Review 0 0 0 839 0 (839)N/A 0.0%0.0%
6820 Appeal to the Planning Commission 0 0 0 0 0 0 N/A 0.0%0.0%
6821 Solar Plan Check/Inspection 2,086 834 0 834 556 1,252 40.0%13.7%66.7%
6822 Temporary Certificate of Occupancy 330 0 0 0 64 330 0.0%0.0%0.0%
51
5
Revenue Accounts with COVID-19 Impacts
19-20 YTD
to Budget
18-19 YTD
to Budget
COVID-19 Current This Month Current Prior Year Balance % Received % Received % Received
2020-21 Month Prior Year YTD YTD
Adopted Budget
2020-21 Current YTD to
Current Budget
COVID-19 Revenue Tracking Report- August 2020
2020-21 Revenue
001 General Fund (continued)
6825 Clean Bay Restaurant - NPDES Inspection 20,600 0 0 0 0 20,600 0.0%0.0%0.0%
6826 Light Industry - NPDES Inspection 0 0 0 0 0 0 N/A 0.0%0.0%
6828 Public Improvement Plan Check 37,913 2,396 1,163 10,851 1,163 27,062 28.6%2.0%21.6%
6832 DUI Collision Response 1,039 0 0 0 773 1,039 0.0%133.0%0.0%
6834 Citation Sign-off 735 0 48 0 192 735 0.0%20.0%40.0%
6836 Police Business Background Check 281 0 0 0 0 281 0.0%0.0%0.0%
6837 Deceased Animal Pickup 122 0 0 0 0 122 0.0%0.0%0.0%
6839 Pet Home Quarantine Review 61 0 0 0 0 61 0.0%0.0%0.0%
6840 Multiple Dog Review 460 0 0 0 224 460 0.0%200.0%0.0%
6841 Fire Sprinkler System Insp - New Install 0 0 0 0 0 0 N/A 0.0%0.0%
6842 Miscellaneous Fire Code Permit 0 0 0 0 0 0 N/A 0.0%0.0%
6850 Annual Business Fire Inspection 0 0 0 0 0 0 N/A 0.0%0.0%
6851 Business Licenses State Mandated Fee (CASP 4,095 968 1,245 2,032 2,029 2,063 49.6%20.3%0.0%
6852 Tobacco Retailer License 0 2,068 2,068 N/A 0.0%0.0%
6860 Refuse Lien Fees/Athens 336 0 0 0 0 336 0.0%0.0%0.0%
6861 Oversized Vehicle Permit 660 132 129 308 172 352 46.7%25.0%27.8%
6866 Records Technology Fee 0 0 0 0 0 0 N/A 0.0%0.0%
6867 Credit Card Processing Fee 31,111 7,583 7,564 15,910 14,359 15,201 51.1%23.9%35.1%
6871 Sewer Service Charge Rebate (14,743)(571)(973)(1,638)(2,142)(13,105)11.1%19.5%14.9%
6872 PY Sewer Service Charge Rebate 0 0 0 0 0 0 N/A 0.0%0.0%
6873 Impound Fee- Bicycle, Scooters & Wheeled 139 0 0 0 0 139 0.0%0.0%0.0%
6874 Limited Live Entertainment Permit Fee 514 0 0 0 0 514 0.0%0.0%0.0%
6875 Solid Waste Contract Reimbursement 0 0 0 0 0 0 N/A 0.0%29.4%
6883 Short-term Vacation Rental Permit 17,350 0 0 0 0 17,350 0.0%0.0%0.0%
6884 M-1 Permit 771 0 0 0 0 771 0.0%0.0%0.0%
6885 Temporary Outdoor Dining/Retail Permit 0 466 0 12,480 0 (12,480)N/A 0.0%0.0%
Total Current Service Charges (Continued)146,523 15,503 12,260 49,266 24,835 99,325 33.6%7.9%9.2%
Total General Fund 35,870,352 1,801,095 2,305,260 2,832,435 3,471,852 33,039,985 7.9%8.3%9.2%
52
City of Hermosa Beach
Staff Report
City Hall
1315 Valley Drive
Hermosa Beach, CA 90254
Staff Report
20-0667
City of Hermosa Beach Printed on 11/30/2023Page 1 of 1
powered by Legistar™53
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CITY OF HERMOSA BEACH
DIGITAL TRANSFORMATIONS AND BETTER LINES OF COMMUNICATION
City Council Retreat—Staff Input
October 10, 2020
COVID-19 has accelerated the need for digital transformation and better lines of
communication. What successes and transformations within the City of Hermosa
have you noticed? What successes and transformations within your department
have you implemented or took part in implementing? Please share with us.
City Manager’s Office
• Public Communications: We are particularly grateful that we have a new
website and that our team continues to update/add information that is
helpful to the community and expand our tools like GO Hermosa and online
crime report tools. The updated website not only makes it easier for th e
community to find information, but is much easier functionally for our staff
to manage, update, and keep current. We would like to see us continue to
expand the capacities of our website/online tools to allow for more
transactions to be able to take place online like permit/processing and
online payments to better serve our community at times and in ways that
are more convenient for them while also reducing the staff burden for
routine tasks.
• Emergency Management Communications: The communications between
the leadership team during the disaster council meetings, the daily calls
with the Area G emergency managers and the joint information calls have
increased the City’s situational awareness related to the pandemic. In
addition, these communication channels have increased the flow of
critical information to ensure the City’s response is aligned with Los Angeles
County Public Health and State directives.
The disaster council meetings have been an opportunity for the leadership
team to discuss matters related not only to the pandemic response but also
regarding other matters which is assisting with streamlining the planning
and execution of various projects.
• Information Technology (IT): Remote access—IT was able to provide a
solution for staff to have remote access to their workstations to enhance
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the telecommuting capabilities of the City. This system has allowed the
workflow to continue and has provided staff access to their workstations to
continue to assist the community.
Webcams—IT has tested and ordered webcams with microphones for
installation at all office workstations and conference rooms.
Office Phones—IT was able to reroute office phone calls to staff mobile
numbers and/or send voicemails to email as audio files allowing staff to
continue responding to the public in a timely manner.
Virtual Meetings—Zoom meetings have allowed the City to hold Virtual City
Council, Commission and Board meetings while maintaining transparency
and allowing the public to participate. Microsoft Teams and Zoom
meetings have also allowed all departments to continue to plan and assist
with projects within their own disciplines but also within cross junctional
teams. Hosting virtual meetings has allowed those involved to provide
requested documentation during the meetings instead of delays which
arised when staff had back to back in person meetings.
• City Clerk: NextRequest—digitized public records requests; DocuSign—
electronic signatures; Laserfiche—scanning and digitizing documents.
• Adaptability: Staff were extremely reliant on email communications prior to
COVID and used email more often than phone communications. Due to
the changing nature of the pandemic, there has been a shift from using
email as the primary form of communication to telephone and zoom
communications. Staff’s ability to adapt to the changing nature of
communication styles has increased the team’s ability to get a large
number of tasks completed in a short amount of time. Staff has been able
to quickly identify the tasks that can be completed with a short phone
conversation versus delayed waiting for an email response.
Police Department
Our daily and then twice a week Disaster Council using Zoom technology as a
way to stay in constant contact with each other on relevant occurrences in the
city. This was helpful to PD because we were able to utilize resources from other
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city departments to better address the challenges we experienced. Examples of
citywide successes that came from our Disaster Council coordination are:
• Public Works helping with traffic and Strand traffic during the shutdowns;
• Code Enforcement being a part of our July 4th Business Compliance Task
Force
Community Resources Manager Orta and Chief LeBaron hosting a virtual
meeting with the leaders of the volleyball community that resulted in a
workable solution to the volleyball complaints that were overwhelming city
services.
• Community Resources being a part of the criminal investigation into the
vandalism suspect by keeping detailed notes on their interactions with him
to assist in seeking maximum charges in court. None of those examples
would have happened as successfully as they did without the
communication through technology we were implementing at that time.
What successes and transformations within your department have you
implemented or took part in implementing?
• PD has begun using drone technology to provide better patrols services
and maintain an awareness of significant events in the city. We deployed
a drone on July 4th that allowed the command post to monitor the entire
beach at once, and ensuring that the closures and large groups were
addressed quickly. Drones were also used during vigils and protests in Pier
Plaza to give the incident commander a bird’s eye view of what was
happening when protestors stormed the beach, or when they gathered
and spilled over into adjoining areas. Resources were deployed
accordingly to ensure the safety of businesses and residents.
• Parking Enforcement has installed credit card enabled devices to allow for
touchless fee collection by city staff, eliminating the need to touch the
meters and additional coins during COVID.
• Detective Bureau has implemented an online crime report system that
allows members of the public to file a crime report at home without face to
face contact with our employees.
• Detectives Bureau implemented a virtual case filing system that allows
detectives to file cases virtually, avoiding the requirement of going to the
courthouse and risking contamination.
• The Police Department has attended virtual conferences in lieu of travelling
to locations where in person conferences were scheduled.
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• The CALEA audit was conducted virtually by using various forms of digital
transformations in technology, eliminating the need for auditors to come to
the police station and spend a week conducting their audit in person.
Community Development
Thoughts on what has been successful in the transformation of how we get work
done:
• Setting up remote access to all software applications, allowing working
from home as if at the office for a significant portion of our services. We’ve
truly learned what we can accomplish with remote work, vs. what essential
operations can only be provided at City Hall or with City field
officers/inspectors
• Successfully coordinating and conducting virtual meetings in-lieu of in-
person meetings
• Using technology applications for visual contact and screen sharing, has
been successful, and actually can improve dialogue on a topic/technical
issue with multiple parties
• Training all staff to use with customers (both external and internal)
• By necessity, virtual meetings are appointment based, increasing
efficiencies, programming/planning work days—customers have learned
to make appointments
• Has reduced the time committed for commuting
• Accelerated our transition into digital information management and
customer’s use of digital formats for plans and applications
• Refreshing and examining web site and web access capabilities to get
questions answered, find contacts, submit initial applications
• Deploying staff in different roles to allow balancing working from home and
working at City Hall – related to answering phone and other inquiries and
directing customer to right person, and using field officers to reach out and
problem solve for businesses implementing outdoor dining/retail. Has
resulted in more cross-training and building new relationships with our
business community —again by necessity.
Community Resources
• The implementation of the tennis court membership program has allowed
users to request and process their own court reservations, alleviating staff
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resources and adding convenience to the community. This has also been
applied most recently at the pickleball courts.
• Additionally, we are currently working on digitizing our special event
application, which will be a big step to further enhance that process for
both the event producer and staff.
• Looking ahead, our goal is to digitize facility reservation applications; the
film permit process; park reservations; and Community Theatre
applications.
• Internally, we have worked to organize our digital folders contained on our
shared drive to make it more user friendly and easier to access for the team.
This has helped make the sharing of documents and information more
efficient, especially during this time of telecommuting.
Human Resources Department:
• Online fillable applications and an HR email address so applicants have the
option to submit their employment applications via email instead of regular
mail.
• Since COVID-19, HR has worked together with department supervisors to
schedule all interviews via Zoom and schedule any necessary in-person
testing so that all candidates and City staff follow COVID-19 safety
regulations, which includes medical surveys, face coverings, and social
distancing.
• The Human Resources department has contracted with NEOGOV to
develop an online application tracking system so the entire recruitment
and application process will be digital and online. We are starting with the
Police department recruitments. The process has been developed for the
department and we are currently in the testing phase. We hope to have
the system go live within the next month or so.
Finance
• Citywide, employees are striving to provide the same level of service to
residents, in spite of COVID-19. Finance is providing all services that are not
online either by email or by arranging a pickup outside when a permit or
taxi voucher, for example, are needed immediately. Employees work
staggered shifts which has necessitated more cross training and flexibility to
accomplish the work.
• Internally, most departments are approving and signing documents
electronically.
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• Vendors are being signed up for payment by electronic fund transfer rather
than by check when possible.
• Finance purchased new online budgeting software that will enable
departments to submit budgets online, enable more flexible reporting and
consolidate the process of creating the budget document.
• New taxi voucher software is being implemented that will enable seniors
and disabled persons to purchase the vouchers directly at the taxi rather
than from the City.
Public Works
• Front counter functions (visits, requests, permit processing and issuance)
have moved online. All information is readily available on the city website,
including the updated Right-of-Way permit application packet, which can
be filled out electronically and submitted to front counter staff through
email. The packet contains relevant contact information, samples of
required documents, as well as a focused fee schedule that shows the
prices for all Right-of-Way permits, including any additional fees, such as
the technology fee.
• The City’s Civil sheet plan check process has been retooled and revamped
to allow the process to be almost entirely digital. Initial submittals, and
resubmittals are done electronically. Previously in-person communication
has been moved to Zoom, phone-calls, or email.
o Upon Approved C-Sheets, applicant will need to submit (4) hard
copies wet signed and stamped (2) copies of LID wet signed and
stamped, plus any other documents that require City signatures. All
other plan check reviews can be submitted digitally.
o Also all C-Sheet submittals must go through Planning Department first
to insure the entire package is complete for Planning, Building, and
PW and that plan check fees have been paid.
• Collaborative work is done with colleagues remotely through online
platforms such as Microsoft OneDrive, Microsoft Teams and Zoom
• Project meetings are being conducting remotely through Zoom. This has
allowed for the process of reviewing and discussing plans, such as C-sheets,
traffic control, city projects, etc., through screen sharing between staff,
consultants, developers, and others, creating a more efficient process, and
greater clarity for all parties involved.
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• The outdoor dining/retail permits and dining deck approval process has
been expeditiously implemented with the effort of Public Works to allow
businesses to continue their operations in the city.
• Publicly available forms and information packets are updated quickly, on
an as-needed basis, to better communicate to applicants and residents
what is needed to complete a particular process.
• Externally available GIS application with commonly used layers was
created for staff to use when working remote, as well as public inquiries.
• Staff has taken advantage of free and readily available products, such as
Google Maps and Google StreetView, to incorporate into research efforts,
making it easier to work remotely.
• Staff is improving organization of documents in the Public Works Drive to
ensure items are easily located and to promote consistency.
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