Hermosa Beach City Council
February 25, 2025

ORDINANCE NO. 22-1446

AN ORDINANCE OF THE CITY OF HERMOSA BEACH ADOPTING A

MILITARY USE EQUIPMENT POLICY, IN ACCORDANCE WITH
ASSEMBLY BILL 481.

THE CITY COUNCIL OF THE CITY OF HERMOSA BEACH DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. Recitals.

A. On September 30, 2021, Governor Newsom signed into law Assembly Bill (“AB”) 481 to address the funding, acquisition, and use of military equipment, as that term is defined by Government Code section 7070(c).

B. AB 481 requires adoption of a military use equipment policy (“Policy”) by the City Council before the Hermosa Beach Police Department (“Department”) may take action to request military equipment; seek funds (such as grants or in-kind donations) for acquiring military equipment; actually acquire military equipment, either permanently or temporarily by owning, borrowing, or leasing; collaborate with other law enforcement agencies to deploy or use military equipment in the agency’s territorial jurisdiction; use new or existing military equipment in a manner not previously subject to AB 481’s scope; solicit or respond to a proposal for, or enter into an agreement with, any person or entity to seek funds for, apply for, acquire, use, or collaborate in using military equipment; or to acquire military equipment through any other means not specifically detailed in the statute.

C. In accordance with AB 481, the proposed Policy was made available on the website on the Department website at least thirty (30) days prior to the public hearing by the City Council to adopt the Policy.

D. In accordance with AB 481, the Policy is on the agenda as an open session item at a regular meeting of the City Council, and public comment on the item will be allowed in accordance with the Brown Act.

E. This Ordinance will be reviewed by City Council at least annually and based on an annual military equipment report that will be submitted to the City Council pursuant to AB 481.

SECTION 2. Findings. Pursuant to Government Code section 7071(d)(1), as may be amended or renumbered from time to time, the City Council hereby makes the following findings in support of its adoption of the Policy:

A. The military equipment identified in the Policy is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety.

B. The proposed Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

DocuSign Envelope ID: 9A5AC44F-1F69-41EE-8269-F8594FABDCCD

C. If the Department purchases military equipment pursuant to the Policy, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

D. Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.

SECTION 3. Adoption of the Military Equipment Policy. The City Council hereby adopts the Military Use Equipment Policy, which are all attached hereto as Exhibit “A”.

SECTION 4. Environmental Review. The City Council finds that adoption and implementation of this ordinance is not a “project” for purposes of the California Environmental Quality Act (CEQA), as that term is defined by CEQA guidelines (Guidelines) sections 15061(b)(3), and 15378(b)(5). The effect of the proposed amendment will be to maintain the status quo. No new development will result from the proposed action. No impact to the physical environment will result. The City Council also alternatively finds that the adoption and implementation of this ordinance is exempt from the provisions of CEQA as an administrative activity by the City of Hermosa Beach, that will not result in any direct or indirect physical change in the environment, per sections 15061(b)(3), and 15378(b)(5) of the CEQA Guidelines, as well as CEQA Guidelines section 15064(e) (economic regulations).

SECTION 6. Severability. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance, or any part thereof is for any reason held to be unconstitutional, such decision shall not affect the validity of the remaining portion of this ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsection, subdivision, paragraph, sentence, clause or phrase be declared unconstitutional.

SECTION 7. Pursuant to California Government Code section 36937, this ordinance shall take effect thirty (30) days after its final passage.

SECTION 8. The City Clerk is directed to certify the passage and adoption of this Ordinance; cause it to be entered into the City of Hermosa Beach’s book of original ordinances; make a note of the passage and adoption in the records of this meeting; and cause it to be published or posted in accordance with California law.

PASSED, APPROVED and ADOPTED this 10th day of May, 2022 by the following vote:

AYES: Councilmembers Campbell, Massey, Mayor Pro Tem Jackson, and Mayor Detoy.

NOES: None.

ABSTAIN: None.

ABSENT: None.

DocuSign Envelope ID: 9A5AC44F-1F69-41EE-8269-F8594FABDCCD

______________________________________________________________________________ PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, California ATTEST: APPROVED AS TO FORM:
_________________________________ ____________________________________ Myra Maravilla, Michael Jenkins,
City Clerk City Attorney
DocuSign Envelope ID: 9A5AC44F-1F69-41EE-8269-F8594FABDCCD

HERMOSA BEACH POLICE DEPARTMENT
S2.31 MILITARY EQUIPMENT USE POLICY Effective 03/28/2022

PURPOSE
The purpose of this policy (“Policy”) is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment pursuant to Assembly Billy 481 (“AB 481”). (California Government Code 7070, et seq.).

POLICY
It is the Policy of the Hermosa Beach Police Department (“HBPD” or “Department”) that members of this Department comply with the provisions of Government Code section 7071 with respect to military equipment.

DEFINITIONS
Definitions related to this Policy include those provided in Government Code section 7070, and as follows:

Governing body – City Council of the City of Hermosa Beach (“City Council”).

Military Equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this policy. • High mobility multipurpose wheeled vehicles (HMMWV), commonly referred to as Humvees, two and one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this Policy. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units.
• Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. However, items designed to remove a lock, such as bolt cutters, or a handheld ram designed to be operated by one person, are specifically excluded from this Policy. • Firearms of .50 caliber or greater. However, standard issue shotguns are specifically excluded from this Policy.
• Ammunition of .50 caliber or greater. However, standard issue shotgun ammunition is specifically excluded from this Policy.

• Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, except for standard issue service weapons and ammunition of less than .50 caliber that are issued to employees of the HBPD. • Any firearm or firearm accessory that is designed to launch explosive projectiles. • “Flashbang” grenades and explosive breaching tools, “tear gas,” and “pepper balls,” excluding standard, service-issued handheld pepper spray. • Taser Shockwave, microwave weapons, water cannons, and the Long-Range Acoustic Device (LRAD).
• The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons. • Any other equipment as determined by the City Council to require additional oversight.

ANNUAL REPORT
The HBPD shall provide the City Council with an annual military equipment report regarding our approved military equipment within one year of this Policy’s approval, and annually thereafter, for as long as military equipment is available for use by the HBPD.

The most recently completed annual military equipment report will also be made publicly available on the HBPD’s internet website at least thirty (30) days prior to the HBPD providing the annual military equipment report to the City Council. The HBPD will continue posting annual military equipment reports on the HBPD’s internet website for as long as military equipment is available for use by the HBPD.

The annual military equipment report shall, at a minimum, include the following information:

1. A summary of how the military equipment was used and the purpose of its use.

2. A summary of any complaints or concerns received concerning the military equipment.

3. The results of any internal audits, any information about violations of this Policy, and any actions taken in response.

4. The total annual cost for each type of military equipment. This will include acquisition, personnel, training, transportation, maintenance, storage, upgrades, and other ongoing costs. This will also include from what source the funds will be provided for the military equipment in the calendar year following the submission of the annual military equipment report.

5. The quantity possessed for each type of military equipment.

6. If the HBPD intends to acquire additional military equipment in the next year, the report will include the quantity sought for each type of military equipment.

COMMUNITY ENGAGEMENT
The HBPD shall make proposed changes to this Policy available on HBPD’s internet website at least thirty (30) days prior to any public hearing concerning the military equipment at issue.

Within thirty (30) days of submitting and publicly releasing an annual military equipment report pursuant to this Policy, the HBPD shall hold at least one well-publicized and conveniently located community engagement meeting, at which the public may discuss and ask questions regarding the annual military equipment report, and the HBPD’s funding, acquisition, or use of military equipment.

MILITARY EQUIPMENT INVENTORY
The HBPD’s inventory of military equipment is attached to this Policy as Exhibit “A,” and is incorporated into this Policy by this reference.

Exhibit “A” will be updated annually during preparation for the annual military equipment report, and its updated version will be replaced within this policy prior to the annual military equipment report being submitted to the City Council.

MILITARY EQUIPMENT COORDINATOR
The Chief of Police or their designee, should assign at least one HBPD employee, who should be at or above the rank of Sergeant, to be the Military Equipment Coordinator. The Military Equipment Coordinator may receive assistance from other HBPD employees or HBPD volunteers. The responsibilities of the Military Equipment Coordinator include, but are not limited to:

1. Conducting an inventory of all military equipment owned or operated by the HBPD at least annually, and prior to preparing the annual military equipment report. This inventory includes the aggregate cost and quantity for each type of ammunition controlled by this policy that was purchased since the submission of the previous year’s annual military equipment report.

2. Preparing the annual military equipment report for submission to the City Council pursuant to the section of this Policy titled, “Annual Report;” and ensuring that this report is displayed on the HBPD’s internet website at least thirty (30) days prior to any public hearing concerning military equipment and keeping it on the HBPD’s internet website for as long as military equipment is available for use by the HBPD.

3. Preparing for, scheduling, advertising, and coordinating the annual military equipment community engagement meeting within thirty (30) days of submitting and publicly releasing an annual military equipment report.

4. Answering questions, responding to concerns, and receiving complaints from the public about the HBPD’s possession or usage of military equipment. The Military Equipment Coordinator may be used as a subject matter expert if a complaint involves the possession or use of military equipment.

COORDINATION WITH OTHER JURISDICTIONS
Military equipment used by any member this Department shall be approved for use in accordance with this Policy. Military equipment used by other jurisdictions that are providing mutual aid to the City of Hermosa Beach, or otherwise engaged in law enforcement operations in the City, shall comply with their respective military equipment use policies in rendering mutual aid or carrying out a law enforcement function related to a criminal matter under their investigation.

QUESTIONS, CONCERNS, OR COMPLAINTS
Any member of the public may direct questions, concerns, or complaints related to the equipment controlled by this Policy to any member of the HBPD, in person or by any electronic means, including by calling the HBPD’s non-emergency business number (#310-318-0360). If a HBPD member’s response is deemed unsatisfactory, then the question(s), concern(s), or complaint(s) should be forwarded to the Military Equipment Coordinator who should respond in a timely manner. If the Military Equipment Coordinator’s response is deemed unsatisfactory, or if the Military Equipment Coordinator believes it would be more appropriate to do so, then the question(s), concern(s), or complaint(s) should be forwarded to an on-duty watch commander, or up their chain of command.

COMPLIANCE
Department members are bound to adhere to this Policy, in addition to state and local laws and ordinances when employing the use of military equipment at any time. Violations of the law or this Policy may result in criminal or administrative investigations and, or actions.

APPROVED.

Paul LeBaron
Chief of Police

Hermosa Beach Police Department
Annual Military Equipment Report
2024
This Annual Military Equipment Report provides available data for each type of military equipment approved for use by the Hermosa Beach Police Department (“Department”), from January 1st, 2024 to December 31st, 2024.

Effective January 1st, 2022, California State Assembly Bill (AB) 481 established requirements for the funding, acquisition, and use of items defined as “military equipment” by local and state law enforcement agencies (Gov’t Code § 7070(c)). This bill intended to install enforceable safeguards, including transparency, accountability, and oversight, to protect the public’s welfare, safety, civil rights, and civil liberties. AB 481 requires law enforcement agencies to adopt military equipment use policies, and to obtain approval from their governing bodies prior to purchasing, raising funds for, or acquiring military equipment (Gov’t Code § 7071(a)(1)).

On May 10th, 2022, the City of Hermosa Beach’s City Council adopted Hermosa Beach City Ordinance #22-0293 approving the military equipment use policy set forth in Department Policy #S2.31.

Pursuant to AB 481, the Department will publish an Annual Military Equipment Report for each type of military equipment approved by the Hermosa Beach City Council, for as long as this military equipment is available for use (Gov’t Code § 7072(a)).

The Annual Military Equipment Report must include the following information for each type of military equipment, for the immediately preceding calendar year:
(1) A summary of how the military equipment was used, and the purpose of its use:
- Remotely piloted aerial vehicles have been used throughout the year to assist patrol, traffic, and detective operations with tactical incidents and incident scene documentation. - The 2019 Chevy Tahoe, “HB01,” Watch Commanders’ vehicle is used 24/7 as the standard patrol vehicle for our on duty watch commanders. - The Lenco BearCat G2 tactical armored vehicle we share with other departments was not used by HBPD.
- Assault weapons as defined in Sections 30510 and 30515 of the Penal Code were fired during firearms training throughout the year, but were not fired during any actual tactical situations.
- Rifle ammunition was expended during training, but were not fired during any actual tactical situations.
- Projectile launch platforms and their associated munitions (12 gauge beanbag launcher & 40mm launcher) were trained with throughout the year, but were not fired during any actual tactical situations.
- See updated military equipment inventory for further information. (2) A summary of any complaints or concerns received concerning the Department’s military equipment:

- No complaints or concerns have been received concerning the Department’s military equipment.
(3) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.
- Internal audits of equipment are conducted throughout the year, and all military equipment is accounted for.
- There have been no reported violations of this military equipment policy; requiring no actions to be taken in response.
(4) The total annual cost for each item of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report:
- See updated military equipment inventory.
(5) The quantity possessed for each type of military equipment:
- See updated military equipment inventory.
(6) If the law enforcement agency intends to acquire additional military equipment in the next year, and the quantity sought for each type of military equipment:
- Other than rifle and non-deadly projectile ammunition purchased to recuperate expended ammunition, there are no foreseen pending acquisitions of military equipment at the time this document was submitted for review to the Hermosa Beach City Council.

Within 30 days of submitting and publicly releasing an Annual Military Equipment Report pursuant to this section, a law enforcement agency shall hold at least one well-publicized and conveniently located community engagement meeting, at which the general public may discuss and ask questions regarding the Annual Military Equipment Report, and the law enforcement agency’s funding, acquisition, or use of military equipment (Gov’t Code § 7072(b)).

The community engagement meeting related to this Annual Military Equipment Report will be publicized using the city’s existing internet based communication resources.

This year’s Annual Military Equipment Report is comprised of this document to serve as an overview, the Department’s Military Equipment Use Policy (Policy 706), and the Department’s Updated 2024 Military Equipment Inventory.

Paul LeBaron
Chief of Police

HERMOSA BEACH POLICE DEPARTMENT
EXHIBIT “A” - MILITARY EQUIPMENT INVENTORY
This inventory reflects the military equipment possessed or used by the Hermosa Beach Police Department as of 1-22-25.

The following equipment is necessary because there are no reasonable alternatives to these types of items that can achieve the same objective of officer and civilian safety. This equipment will help safeguard the public’s welfare, safety, civil rights, and civil liberties. This equipment is reasonably cost effective compared to available alternatives that can achieve the same or similar objectives of officer and civilian safety. The Hermosa Beach Police Department has a consistent history of complying with policies related to the below-listed types of equipment.

GC 7070(c)(1): Unmanned, remotely piloted, powered aerial or ground vehicles. 1) Item #1: Unmanned, remotely piloted, powered aerial vehicles. 2 a) Description, purposes, & capabilities: A UAS (Unmanned Aerial System) is an unmanned aircraft that is capable of sustaining directed flight, whether pre-programmed or remotely controlled, and is used for gathering information from its attached sensor(s)/camera(s). A UAS can support first responders by providing real-time information from an aerial perspective; and they can be helpful with search and rescue, high-risk tactical situations, disaster response, and video and photographic documentation of crime scenes.
2 b) HBPD operates one (1) Da-Jiang Innovations (DJI) Matrice 30 which is owned by the “Flying Lion, Inc.” drone service provider. The DJI Matrice 30’s max flight time is 41 min, its max speed is 51.45 mph, its max service ceiling above sea level without payload is 22,965 feet, and its operating temperature is -4° f to 122° f. This UAS can be “hot-swapped” landed for new batteries. 3) Quantity: One (1) Da-Jiang Innovations (DJI) Matrice 30 4) Expected lifespan: The DJI Matrice 30’s batteries can support up to 400 charge cycles. This means that the batteries can be charged and recharged up to 400 times before needing to be replaced.

The DJI Matrice 30 drone's lifespan is approximately 5 years, which varies depending on use and maintenance. Low use and proper maintenance can extend the drone's lifespan. 5) Initial costs: $0 spent by the City of Hermosa Beach. This Unmanned Aerial Systems was purchased by Flying Lion (https://flyinglioninc.com/). Flying Lion estimated they spent the following amount for the UAS: a) UAS Aircraft / Law Enforcement kit - $27,000. b) Batteries - $329.00 each x (8) included in kit.
c) Misc. Equipment - $1,000
6) HBPD has a contract with Flying Lion for $18,000 per year that allows HBPD to carry and deploy Flying Lion’s UAS. The HBPD has officers that are trained, and FAA certified, to fly UAS; and Flying Lion’s personnel are also able to remotely fly these drones while HBPD officers and/or Flying Lion’s personnel maintain line of sight. This contract also covers maintenance costs, and any other expenses that might arise.
7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policy 606 – Unmanned Aerial System.

GC 7070(c)(2): Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. However, police versions of standard consumer vehicles are specifically excluded from this subdivision.

1) Item #1: Lenco BearCat G2 tactical armored vehicle.
2) Description, purposes, & capabilities: The Lenco Bearcat tactical armored vehicle operates on a standard Ford F-550 truck chassis, which has been upgraded into a steel armored vehicle that is fourwheel drive with a V8 diesel engine and has enough space to seat 10 to 12 fully equipped officers. The BearCat can support first responders in any high-risk incident which would benefit from having a vehicle that provides a high level of ballistic protection; including active shooters, armed or barricaded suspects, hostage situations, high-risk tactical operations, and disaster response. The HBPD often utilizes the armored vehicle at highly visible locations during large events and activities in our city. It is also utilized for community engagement and relations. 3) Quantity: 1 vehicle.
4) Expected lifespan: Approximately 20 years depending on operational usage and wear. 5) Initial costs: $0 spent by the City of Hermosa Beach. On 8-7-07, the cities of El Segundo, Gardena, Hawthorne, Hermosa Beach, Inglewood, Manhattan Beach, Palos Verdes Estates, Redondo Beach, and Torrance entered into a contract whereby the City of Redondo Beach coordinated the purchase of this Lenco BearCat for no more than $245,000 using a grant from the CA Governor's Office of Homeland Security (OHS) through the FY2006 Homeland Security Grant Program (HSGP). 6) Estimated annual costs: The annual cost for routine maintenance on this vehicle is estimated at approximately $500. This amount, and any maintenance in excess of this amount, is divided equally among the participating cities; therefore, the HBPD’s annual maintenance expenditure is approximately $56, plus the cost of fuel used during the HBPD’s deployments. 7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policies 307 (Officer Response to Calls), 702 (Vehicle Maintenance), and 703 (Vehicle Use).

GC 7070(c)(5): Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. 1) Item #1: 2019 Chevy Tahoe, “HB01,” Watch Commanders’ vehicle. 2) Description, purposes, & capabilities: Black and white colored sport utility vehicle outfitted with equipment to help the Watch Commander lead a patrol shift and respond to emergencies. 3) Quantity: 1 vehicle.
4) Expected lifespan: Approximately 7 years.
5) Initial costs: a) Vehicle was purchased in December 2018 for $41,640.65 b) Vehicle was outfitted with equipment for $35,988.93. c) Total cost: $77,629.58.
6) Estimated annual costs: Approximately $5,000.
7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policies 307 (Officer Response to Calls), 703 (Vehicle Use), and 421 (Watch Commanders).

GC 7070(c)(10): Specialized firearms and ammunition of less than .50 caliber, including assault weapons as defined in Sections 30510 and 30515 of the Penal Code, except for standard issue service weapons and ammunition of less than .50 caliber that are issued to officers, agents, or employees of a law enforcement agency or a state agency. 1) Item #1: Assault weapons as defined in Sections 30510 and 30515 of the Penal Code. 2) Description, purposes, & capabilities: Shoulder fired, magazine fed, semi-automatic and/or select-fire weapons using either rifle or pistol ammunition. These weapons offer a greater magazine

capacity, and better accuracy at longer distances, than standard handguns or shotguns. Weapons using rifle ammunition (.223 & .308 caliber) are better able to penetrate body armor and strike targets at longer distances, and weapons using pistol ammunition (9mm) may be a better choice for close targets because they offer the same increased magazine capacity and accuracy, while offering less penetrative power through a target and/or a backdrop.
3) Quantity: 58 rifles.
(16) Colt AR-15 Carbine, 5.56mm / .223 caliber.
4) Expected lifespan: Barrel life rated to approximately 12,000 rounds. 5) Initial costs: Approximately $1,000 per rifle.
6) Estimated annual costs: Cleaning is approx. $50 or less per rifle. (26) US M16A1 rifle, 5.56mm / .223 caliber.
4) Expected lifespan: Unknown.
5) Initial costs: $0 / US Government Surplus.
6) Estimated annual costs: $0. These weapons were acquired free of charge from the US government, and then never fielded for use by our agency. They remain locked in a gun-safe, and the HBPD intends on returning them to the US Government. (7) US M14 rifle, 7.62mm / .308 caliber.
4) Expected lifespan: Unknown.
5) Initial costs: $0 / US Government Surplus.
6) Estimated annual costs: These weapons were acquired free of charge from the US government, and then never fielded for use by our agency. They remain locked in a gun-safe, and the HBPD intends on returning them to the US Government.
(1) HK MP5 submachine gun, 9mm.
4) Expected lifespan: Barrel life rated for approx. 50K+ rounds. 5) Initial costs: Unknown. Purchased over 20+ years ago. 6) Estimated annual costs: $0. This weapon is no longer fielded for use, but may be issued for specific situations or assignments.
7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policies 305 (Firearms) and 300 (Use of Force).
1) Item #2: Rifle ammunition of less than .50 caliber, except for standard issue service ammunition.
2) Description, purposes, & capabilities: Rifle ammunition can strike targets at longer distances, with greater penetrative power through a target, than ammunition used by standard handguns or shotguns. 3) Quantity: Approximately 9,020 rounds.
(1,960 rounds) .223 caliber, Winchester, RA556B, 64 grain Bonded Soft Point. 4) Expected lifespan: Approximate 10-year shelf life.
5) Initial costs: Approximately $1.50 per round.
6) Estimated annual costs: TBD based on ammunition expended. (4,400 rounds) .223 caliber, Winchester, Q3131, 55 grain Full Metal Jacket. 4) Expected lifespan: Approximate 10-year shelf life.
5) Initial costs: Approximately $0.35 per round.
6) Estimated annual costs: TBD based on ammunition expended. (1,940 rounds) .308 caliber, Winchester, S308J, 168 grain Nosler HPBT Match. 4) Expected lifespan: Approximate 10-year shelf life.
5) Initial costs: Approximately $2.22 per round.
6) Estimated annual costs: TBD based on ammunition expended. 7) Source of funding: HBPD Budget.

8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policies 305 (Firearms) and 300 (Use of Force).

GC 7070(c)(14): The following projectile launch platforms and their associated munitions: 40mm projectile launchers, “bean bag,” rubber bullet, and specialty impact munition (SIM) weapons. 1) Item #1: Defense Technology, single shot, 40mm projectile launchers. 2) Description, purposes, & capabilities: A single shot Extended Range Impact Weapon (ERIW) launcher capable of firing a variety of ammunition, including specialty impact munitions (SIM), chemical agents, or combined SIM and chemical agent rounds. These weapons offer a non-deadly alternative when responding to a threat at a distance beyond the reach of a baton or Taser. 3) Quantity: 2 launchers.
4) Expected lifespan: No lifespan indicated by manufacturer. 5) Initial costs: Approximately $985.00.
6) Estimated annual costs: $0.
7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policy 300 (Use of Force).
1) Item #2: “Bean bag” shotgun.
2) Description, purposes, & capabilities: This is a standard Remington Model 870, 12-gauge shotgun, which has been modified with an orange stock and orange fore-end and is designated for use with only non-deadly bean bag ammunition.
3) Quantity: 3 “Bean bag” shotguns.
4) Expected lifespan: The Remington 870 Police Magnum has a limited lifetime warranty. 5) Initial costs: Repurposed patrol shotguns. They would cost approx. $500 to $1,000 new. 6) Estimated annual costs: $0.
7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policy 300 (Use of Force).
1) Item #3: 12 gauge “bean bag” ammunition.
2) Description, purposes, & capabilities: This ammunition offers a non-deadly alternative when responding to a threat at a distance beyond the reach of a baton or Taser, and it can be used in limited instances during civil unrest when objectively reasonable to defend against a threat to life or serious bodily injury, or to bring an objectively dangerous and unlawful situation safely and effectively under control. See Penal Code 13652.
3) Quantity: Approximately 175 rounds.
(25) Defense Technology, 3027, 12-gauge beanbag, “Drag Stabilized Round.” 4) Expected lifespan: 5-year warranty. 5-year shelf life. 5) Initial costs: Approximately $5.11 per round.
6) Estimated annual costs: TBD based on ammunition expended. (150) Safariland, 12-gauge beanbag, “Drag Stabilized Round” (same as DT 3027). 4) Expected lifespan: 5-year warranty. 5-year shelf life. 5) Initial costs: Approximately $5.11 per round.
6) Estimated annual costs: TBD based on ammunition expended. 7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policy 300 (Use of Force).

1) Item #4: Rubber Bullets and Specialty Impact Munition (SIM) weapons ammunition. 2) Description, purposes, & capabilities: This ammunition offers a non-deadly alternative when responding to a threat at a distance beyond the reach of a baton or Taser, and it can be used in limited instances during civil unrest when use would be objectively reasonable to defend against a threat to life or serious bodily injury, or to bring an objectively dangerous and unlawful situation safely and effectively under control. See Penal Code 13652.
3) Quantity: Approximately 43 rounds.
(31) Defense Technology, 6325, “eXact iMpact” 40mm blue sponge SIM round. 4) Expected lifespan: 5-year warranty. 5-year shelf life. 5) Initial costs: Approximately $25.31 per round.
6) Estimated annual costs: TBD based on ammunition expended. (12) Defense Technology, 6097, “Stinger” 40mm (18x60-Cal. Rubber Balls) SIM round. 4) Expected lifespan: 5-year warranty. 5-year shelf life. 5) Initial costs: Approximately $27.12 per round.
6) Estimated annual costs: TBD based on ammunition expended. 7) Source of funding: HBPD Budget.
8) Authorized uses, legal and procedural rules governing use, and training requirements: Refer to HBPD Policy 300 (Use of Force).

End of document.

APPROVED.

Paul LeBaron
Chief of Police

Policy
706
Hermosa Beach Police Department
HBPD Policy Manual
Copyright Lexipol, LLC 2024/09/13, All Rights Reserved.

Published with permission by Hermosa Beach Police
Department
Military Equipment - 1
Military Equipment
706.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
706.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – City Council of the City of Hermosa Beach ("City Council").

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers.

However, police versions of standard consumer vehicles are specifically excluded from this policy.
• High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. However, unarmored all-terrain vehicles (ATVs) and motorized dirt bikes are specifically excluded from this Policy.
• Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. "Flashbang" grenades and explosive breaching tools, "tear gas" and pepper balls, excluding standard, service-issued handheld pepper spray.
• Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray. (see above)
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).

Hermosa Beach Police Department
HBPD Policy Manual
Military Equipment
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Published with permission by Hermosa Beach Police
Department
Military Equipment - 2
• The following projective launch platforms and their associated munitions: 40mm projectile launchers, "bean bag", rubber bullet, and specialty impact munition (SIM) weapons.
• Kinetic energy weapons and munitions.
• Any other equipment as determined by City Council to require additional oversight. 706.2 POLICY
It is the policy of the Hermosa Beach Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 706.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually, and or prior to preparing the annual military equipment report. This inventory includes the aggregate cost and quantity for each type of ammunition controlled by this policy that was purchased since the submission of the previous year's annual military equipment report.
(d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Hermosa Beach Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting, within thirty (30) days of submitting and publicly releasing an annual military equipment report. This will include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department's funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website within thirty (30) days of submission (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner. The Military Equipment Coordinator may be used as a subject matter expert if a complaint involves the possession or use of military equipment.

Hermosa Beach Police Department
HBPD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2024/09/13, All Rights Reserved.

Published with permission by Hermosa Beach Police
Department
Military Equipment - 3
706.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:

The Department's inventory of military equipment is attached to this policy as Exhibit "A" and is incorporated into this policy by this reference. Exhibit "A" will be updated annually during preparation for the annual equipment report, and its updated version will be replaced within this policy prior to the annual equipment report being submitted to the City Council. 706.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):
(a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 706.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment used by any member of this Department shall be approved for use in accordance with this Policy. Military equipment used by other jurisdictions that are providing mutual aid to the City of Hermosa Beach, or otherwise engaged in law enforcement operations in the City, shall comply with their respective military equipment use policies in rendering mutual aid or carrying out a law enforcement function related to a criminal matter under their investigation. 706.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment

Hermosa Beach Police Department
HBPD Policy Manual
Military Equipment
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Published with permission by Hermosa Beach Police
Department
Military Equipment - 4
approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory.

The annual military equipment report shall, at a minimum, include the following information:
(a) A summary of how the military equipment was used and the purpose of its use. (b) A summary of any complaints or concerns received concerning the military equipment. (c) The results of any internal audits, any information about violations of this policy, and any actions taken in response.
(d) The total annual cost of each type of military equipment. This will include acquisition, personnel, training, transportation, maintenance, storage, upgrades, and other ongoing costs. This will also include from what source the funds will be provided for the military equipment in the calender year following the submission of the annual military equipment report.
(e) The quantity possessed for each type of military equipment. (f) If the Department intends to acquire additional military equipment in the next year, the report will include the quantity sought for each type of military equipment. 706.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.
706.9 ISSUING AUTHORITY
Effective Date Updated Date
W. Paul LeBaron, Chief of Police March 28, 2022 September 11, 2024

City of Hermosa Beach | Page 1 of 4
Meeting Date: February 25, 2025
Staff Report No. 25-PD-003
Honorable Mayor and Members of the Hermosa Beach City Council

APPROVAL OF PROFESSIONAL SERVICES AGREEMENT WITH LOS ANGELES

SOCIETY FOR THE PREVENTION OF CRUELTY TO ANIMALS
(Police Chief Paul LeBaron)
Recommended Action:

Staff recommends City Council:

1. Approve the proposed first amendment to an agreement with Los Angeles Society for the Prevention of Cruelty to Animals (spcaLA) to provide animal care services at a not-to-exceed amount of $46,000 and a term ending April 30, 2025 (Attachment 2); and

2. Authorize the City Manager to execute and the City Clerk to attest to the proposed amendment, subject to approval by the City Attorney.

Executive Summary:

The City of Hermosa Beach contracts with spcaLA to provide animal care services, including sheltering lost/found animals and deceased animal disposal. Shortly after the City Council adopted the FY 2024–25 budget, spcaLA significantly increased its service fees. Given the unexpected increase and the City's need to ensure uninterrupted animal care services, staff recommends approval of a first amendment to the agreement with spcaLA at a not-to-exceed amount of $46,000 for incurred and remaining FY 2024-25 animal care services. The amendment would provide funding for continued services while the City finalizes a transition to a more cost-effective provider anticipated to be on boarded in April / May 2025.

Background:

The Hermosa Beach Police Department (HBPD) has contracted with a third-party, spcaLA, for over 10 years to provide animal care services in Hermosa Beach. The services include impoundment of lost/found pets, assistance during pet owner emergencies, and disposal services for domestic and wild animals. Community Service Officers (CSOs) provide the field work such as taking household pets and non-household pets to spcaLA for sheltering services. If a resident cannot care for their animal, spcaLA houses and cares for the animal while finding it a new home through adoption. As one of the few local non-profit organizations with a “no kill” policy, spcaLA has been a valuable partner in ensuring the humane treatment of animals in the City.

City of Hermosa Beach | Page 2 of 4
During the FY 2024–25 budget development, the City allocated $13,500 for animal care services based on prior expenditures. However, after the budget was adopted, spcaLA informed HBPD that its service fees would increase from $750 per month to $4,200 per month effective June 1, 2024. spcaLA developed its new fee structure by conducting an analysis on its intake activity from all partner cities and using this data to adjust its fees.

This unexpected change fees for service presented a significant budgetary challenge.

Discussion:

Faced with the immediate need to secure continued animal care services, the City Manager executed a new agreement with spcaLA in September 2024. This decision was made with the understanding that staff would identify a more cost-effective alternative before reaching the $30,000 City Manager contract authority.

HBPD researched local organizations capable of providing similar animal services while maintaining the quality of life for animals they receive. HBPD found a replacement provider and could make the transition by April 2025, pending approval of a new service agreement.

Staff acknowledges that it has taken approximately eight months to secure a new service provider. The delay resulted from the time required to identify and negotiate with an alternative provider that could meet the City's needs without compromising service quality.

In the interest of transparency, staff wants to ensure that the Council is fully informed of this timeline and the challenges faced in securing a new provider.

To maintain service continuity during this transition, staff recommends approval of a first amendment to the agreement with spcaLA. The amendment would be for an amount not to exceed $46,000 through April 30, 2025, ensuring uninterrupted animal services while the City finalizes negotiating a new agreement with an alternate provider. Staff plans to present a proposed agreement for the new provider to Council next month.

Environmental Review
This agreement has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs Section 15378.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Governance Element
Goal 3. A leader and partner in the region.

City of Hermosa Beach | Page 3 of 4
Policy:
 4.3 Collaboration with adjacent jurisdictions. Maintain strong collaborative relationships with adjacent jurisdictions and work together on projects of mutual interest and concern.

Parks + Open Spaces Element
Goal 7. The beach offers high quality recreational opportunities and amenities desired by the community.

Policy:
 7.1 Beach maintenance. Maintain the beach and ocean as natural recreational resources, not only for the city but also for the Southern California region.

Public Safety Element
Goal 5. High quality police and fire protection services provided to residents and visitors.

Policies:
 5.2 High level of response. Achieve optimal utilization of allocated public safety resources and provide desired levels of response, staffing, and protection with the community.
 5.7 Collaborate with neighboring jurisdictions. Cooperate and collaborate with neighboring jurisdictions and social services to maximize public safety and emergency services.

Fiscal Impact:

Funds for animal services are budgeted annually under the Community Services Contract Account. A total of $13,500 was budgeted for spcaLA to provide animal services in FY 2024–25, based on historical trends. Due to the increased costs, projected expenses for July 2024 through April 2025 total $46,000. The additional funding required for this contract amendment is available through savings within the Community Services Contract Services account.

Agreement Modification Request
Agreement
Current
Authorized
Amount
Modified
Request
Amount
FY 2024-25
Budget
Dept. Account #
Total Revised
Contract
Amount
Los Angeles Society for the
Prevention of Cruelty to
Animals (spcaLA)
$13,500 $32,500 001-3302-4201 $46,000
Attachments:

1. Agreement with Los Angeles Society for the Prevention of Cruelty to Animals

City of Hermosa Beach | Page 4 of 4

2. Proposed First Amendment Draft
Respectfully Submitted by: Mick Gaglia, Police Lieutenant Concur: Paul LeBaron, Police Chief
Noted for Fiscal Impact: Brandon Walker, Administrative Services Director Legal Review: Patrick Donegan, City Attorney
Reviewed by: Angela Crespi, Deputy City Manager
Approved: Suja Lowenthal, City Manager

City of Hermosa Beach
Civic Center, 1315 Valley Drive, Hermosa Beach, CA 90254-3885

FIRST AMENDMENT TO CONTRACT AGREEMENT BETWEEN THE CITY OF HERMOSA BEACH AND LOS ANGELES SOCIETY FOR THE PREVENTION OF CRUELTY TO ANIMALS (spcaLA) TO PROVIDE ANIMAL

SERVICES
This FIRST AMENDMENT TO THE AGREEMENT is entered into this 25th day of February , 2025, by and between the CITY OF HERMOSA BEACH, a California general law city and municipal corporation (“CITY”) and spcaLA, a limited liability company (“CONTRACTOR”).

R E C I T A L S
A. The City desires to provide animal services.

B. The City does not have the personnel able and/or available to perform the services required under this agreement and therefore, the City desires to contract for consulting services to accomplish this work.

C. The Contractor warrants to the City that it has the qualifications, experience and facilities to perform properly and timely the services under this Agreement.

D. The City desires to contract with the Contractor to perform the services as described in Exhibit A of this Agreement.

NOW, THEREFORE, based on the foregoing recitals, the City and the Contractor agree as follows:

CONSIDERATION AND COMPENSATION. As partial consideration, CONTRACTOR agrees to perform the work listed in the SCOPE OF SERVICES, attached as EXHIBIT A.

As additional consideration, CONTRACTOR and CITY agree to abide by the terms and conditions contained in this Agreement.

As additional consideration, CITY agrees to pay CONTRACTOR a not-to-exceed total amount of $46,000 for CONTRACTOR’s services, unless otherwise specified by written amendment to this Agreement.

No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager or his/her designee.

CONTRACTOR shall submit to CITY, by not later than the 10th day of each month, its invoice for services itemizing the fees and costs incurred during the previous month.

CITY shall pay CONTRACTOR all uncontested amounts set forth in CONTRACTOR’s invoice within 30 days after it is received.

SCOPE OF SERVICES. CONTRACTOR will perform the services and activities set forth in the SCOPE OF SERVICE attached hereto as Exhibit A and incorporated herein by this reference.

Except as herein otherwise expressly specified to be furnished by CITY, CONTRACTOR will, in a professional manner, furnish all of the labor, technical, administrative, professional and other personnel, all supplies and materials, equipment, printing, vehicles, transportation, office

City of Hermosa Beach

space, and facilities necessary or proper to perform and complete the work and provide the professional services required of CONTRACTOR by this Agreement.

PAYMENTS. For CITY to pay CONTRACTOR as specified by this Agreement, CONTRACTOR must submit an invoice to CITY which lists the reimbursable costs, the specific tasks performed, and, for work that includes deliverables, the percentage of the task completed during the billing period in accordance with the schedule of compensation incorporated in “Exhibit A.” TIME OF PERFORMANCE. The services of the CONTRACTOR are to commence upon receipt of a notice to proceed from the CITY and shall continue until all authorized work is completed to the CITY’s reasonable satisfaction, in accordance with the schedule incorporated in “Exhibit A,” unless extended in writing by the CITY.

FAMILIARITY WITH WORK. By executing this Agreement, CONTRACTOR represents that CONTRACTOR has (a) thoroughly investigated and considered the scope of services to be performed; (b) carefully considered how the services should be performed; and (c) understands the facilities, difficulties, and restrictions attending performance of the services under this Agreement.

KEY PERSONNEL. CONTRACTOR’s key person assigned to perform work under this Agreement is Brenda James. CONTRACTOR shall not assign another person to be in charge of the work contemplated by this Agreement without the prior written authorization of the City.

TERM OF AGREEMENT. The term of this Agreement shall commence upon execution by both parties and shall expire on April 30, 2025, unless earlier termination occurs under Section 11 of this Agreement, or this Agreement is extended in writing in advance by both parties.

CHANGES. CITY may order changes in the services within the general scope of this Agreement, consisting of additions, deletions, or other revisions, and the contract sum and the contract time will be adjusted accordingly. All such changes must be authorized in writing, executed by CONTRACTOR and CITY. The cost or credit to CITY resulting from changes in the services will be determined in accordance with written agreement between the parties.

TAXPAYER IDENTIFICATION NUMBER. CONTRACTOR will provide CITY with a Taxpayer Identification Number.

PERMITS AND LICENSES. CONTRACTOR will obtain and maintain during the term of this Agreement all necessary permits, licenses, and certificates that may be required in connection with the performance of services under this Agreement.

TERMINATION. Except as otherwise provided, CITY may terminate this Agreement at any time with or without cause. Notice of termination shall be in writing.

CONTRACTOR may terminate this Agreement. Notice will be in writing at least 30 days before the effective termination date.

In the event of such termination, the CONTRACTOR shall cease services as of the date of termination, and all finished or unfinished documents, data, drawings, maps, and other materials prepared by CONTRACTOR shall, at CITY’s option, become CITY’s property, and CONTRACTOR will receive just and equitable compensation for any work satisfactorily completed up to the effective date of notice of termination.

Should the Agreement be terminated pursuant to this Section, CITY may procure on its own terms services similar to those terminated.

INDEMNIFICATION. CONTRACTOR shall indemnify, defend with counsel approved by CITY, and hold harmless CITY, its officers, officials, employees and volunteers from and against all liability,

City of Hermosa Beach

loss, damage, expense, and cost (including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with CONTRACTOR's performance of work hereunder or its failure to comply with any of its obligations contained in this AGREEMENT, regardless of CITY’S passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the CITY. Should CITY in its sole discretion find CONTRACTOR’S legal counsel unacceptable, then CONTRACTOR shall reimburse the CITY its costs of defense, including without limitation reasonable attorneys’ fees, expert fees and all other costs and fees of litigation. The CONTRACTOR shall promptly pay any final judgment rendered against the CITY (and its officers, officials, employees, and volunteers) covered by this indemnity obligation. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

The requirements as to the types and limits of insurance coverage to be maintained by CONTRACTOR as required by Section 17, and any approval of said insurance by CITY, are not intended to and will not in any manner limit or qualify the liabilities and obligations otherwise assumed by CONTRACTOR pursuant to this Agreement, including, without limitation, to the provisions concerning indemnification.

ASSIGNABILITY. This Agreement is for CONTRACTOR’s professional services. CONTRACTOR’s attempts to assign the benefits or burdens of this Agreement without CITY’s written approval are prohibited and will be null and void.

INDEPENDENT CONTRACTOR. CITY and CONTRACTOR agree that CONTRACTOR will act as an independent contractor and will have control of all work and the manner in which it is performed. CONTRACTOR will be free to contract for similar service to be performed for other employers while under contract with CITY. CONTRACTOR is not an agent or employee of CITY and is not entitled to participate in any pension plan, insurance, bonus or similar benefits CITY provides for its employees. Any provision in this Agreement that may appear to give CITY the right to direct CONTRACTOR as to the details of doing the work or to exercise a measure of control over the work means that CONTRACTOR will follow the direction of the CITY as to end results of the work only.

AUDIT OF RECORDS. CONTRACTOR agrees that CITY, or designee, has the right to review, obtain, and copy all records pertaining to the performance of this Agreement. CONTRACTOR agrees to provide CITY, or designee, with any relevant information requested and will permit CITY, or designee, access to its premises, upon reasonable notice, during normal business hours for the purpose of interviewing employees and inspecting and copying such books, records, accounts, and other material that may be relevant to a matter under investigation for the purpose of determining compliance with this Agreement. CONTRACTOR further agrees to maintain such records for a period of three (3) years following final payment under this Agreement.

CONTRACTOR will keep all books, records, accounts, and documents pertaining to this Agreement separate from other activities unrelated to this Agreement.

CORRECTIVE MEASURES. CONTRACTOR will promptly implement any corrective measures required by CITY regarding the requirements and obligations of this Agreement.

CONTRACTOR will be given a reasonable amount of time as determined by the City to implement said corrective measures. Failure of CONTRACTOR to implement required corrective measures shall result in immediate termination of this Agreement.

INSURANCE REQUIREMENTS.

City of Hermosa Beach

A. The CONTRACTOR, at the CONTRACTOR’s own cost and expense, shall procure and maintain, for the duration of the contract, the following insurance policies:

1. Workers Compensation Insurance as required by law. The Contractor shall require all subcontractors similarly to provide such compensation insurance for their respective employees. Any notice of cancellation or non-renewal of all Workers’ Compensation policies must be received by the CITY at least thirty (30) days prior to such change. The insurer shall agree to waive all rights of subrogation against the CITY, its officers, agents, employees, and volunteers for losses arising from work performed by the CONTRACTOR for City.

2. General Liability Coverage. The CONTRACTOR shall maintain commercial general liability insurance in an amount of not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury, and property damage. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit.

3. Automobile Liability Coverage. The CONTRACTOR shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the CONTRACTOR arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired, and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence.

4. Professional Liability Coverage. The CONTRACTOR shall maintain professional errors and omissions liability insurance for protection against claims alleging negligent acts, errors, or omissions which may arise from the CONTRACTOR’S operations under this Agreement, whether such operations be by the CONTRACTOR or by its employees, subcontractors, or subcontractors. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single-limit-per-occurrence basis. When coverage is provided on a “claims made basis,” CONTRACTOR will continue to renew the insurance for a period of three (3) years after this Agreement expires or is terminated. Such insurance will have the same coverage and limits as the policy that was in effect during the term of this Agreement, and will cover CONTRACTOR for all claims made by CITY arising out of any errors or omissions of CONTRACTOR, or its officers, employees or agents during the time this Agreement was in effect.

B. Endorsements. Each general liability, automobile liability and professional liability insurance policy shall be issued by a financially responsible insurance company or companies admitted and authorized to do business in the State of California, or which is approved in writing by City, and shall be endorsed as follows. CONTRACTOR also agrees to require all contractors, and subcontractors to do likewise.

1. “The CITY, its elected or appointed officers, officials, employees, agents, and volunteers are to be covered as additional insureds with respect to liability arising out of work performed by or on behalf of the CONTRACTOR, including materials, parts, or equipment furnished in connection with such work or operations.”

2. This policy shall be considered primary insurance as respects the CITY, its elected or appointed officers, officials, employees, agents, and volunteers. Any insurance maintained by the CITY, including any self-insured retention the CITY may have, shall be considered excess insurance only and shall not contribute with this policy.

City of Hermosa Beach

3. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company.

4. The insurer waives all rights of subrogation against the CITY, its elected or appointed officers, officials, employees, or agents.

5. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected or appointed officers, officials, employees, agents, or volunteers.

6. The insurance provided by this policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty (30) days written notice has been received by the CITY.

C. CONTRACTOR agrees to provide immediate notice to CITY of any claim or loss against Contractor arising out of the work performed under this agreement. CITY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve CITY.

D. Any deductibles or self-insured retentions must be declared to and approved by the CITY.

At the CITY’s option, the CONTRACTOR shall demonstrate financial capability for payment of such deductibles or self-insured retentions.

E. The CONTRACTOR shall provide certificates of insurance with original endorsements to the CITY as evidence of the insurance coverage required herein. Certificates of such insurance shall be filed with the CITY on or before commencement of performance of this Agreement. Current certification of insurance shall be kept on file with the CITY at all times during the term of this Agreement.

F. Failure on the part of the CONTRACTOR to procure or maintain required insurance shall constitute a material breach of contract under which the CITY may terminate this Agreement pursuant to Section 11 above.

G. The commercial general and automobile liability policies required by this Agreement shall allow City, as additional insured, to satisfy the self-insured retention (“SIR”) and/or deductible of the policy in lieu of the Contractor (as the named insured) should Contractor fail to pay the SIR or deductible requirements. The amount of the SIR or deductible shall be subject to the approval of the City Attorney and the Finance Director. Contractor understands and agrees that satisfaction of this requirement is an express condition precedent to the effectiveness of this Agreement. Failure by Contractor as primary insured to pay its SIR or deductible constitutes a material breach of this Agreement. Should City pay the SIR or deductible on Contractor’s behalf upon the Contractor’s failure or refusal to do so in order to secure defense and indemnification as an additional insured under the policy, City may include such amounts as damages in any action against Contractor for breach of this Agreement in addition to any other damages incurred by City due to the breach.

USE OF OTHER CONTRACTORS. CONTRACTOR must obtain CITY’s prior written approval to use any sub-contractors while performing any portion of this Agreement. Such approval must include approval of the proposed contractor and the terms of compensation.

FINAL PAYMENT ACCEPTANCE CONSTITUTES RELEASE. The acceptance by the CONTRACTOR of the final payment made under this Agreement shall operate as and be a release of the CITY from all claims and liabilities for compensation to the CONTRACTOR for anything done, furnished, or relating to the CONTRACTOR’S work or services. Acceptance of payment shall be any negotiation of the CITY’S check or the failure to make a written extra compensation

City of Hermosa Beach

claim within ten (10) calendar days of the receipt of that check. However, approval or payment by the CITY shall not constitute, nor be deemed, a release of the responsibility and liability of the CONTRACTOR, its employees, sub-contractors and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an assumption of such responsibility or liability by the CITY for any defect or error in the work prepared by the Contractor, its employees, sub-contractors and agents.

CORRECTIONS. In addition to the above indemnification obligations, the CONTRACTOR shall correct, at its expense, all errors in the work which may be disclosed during the City’s review of the Contractor’s report or plans. Should the Contractor fail to make such correction in a reasonably timely manner, such correction shall be made by the CITY, and the cost thereof shall be charged to the CONTRACTOR. In addition to all other available remedies, the City may deduct the cost of such correction from any retention amount held by the City or may withhold payment otherwise owed CONTRACTOR under this Agreement up to the amount of the cost of correction.

NON-APPROPRIATION OF FUNDS. Payments to be made to CONTRACTOR by CITY for services preformed within the current fiscal year are within the current fiscal budget and within an available, unexhausted fund. In the event that CITY does not appropriate sufficient funds for payment of CONTRACTOR’S services beyond the current fiscal year, the Agreement shall cover payment for CONTRACTOR’S services only to the conclusion of the last fiscal year in which CITY appropriates sufficient funds and shall automatically terminate at the conclusion of such fiscal year.

NOTICES. All communications to either party by the other party will be deemed made when received by such party at its respective name and address as follows:

CITY CONTRACTOR
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
ATTN: Lieutenant Mick Gaglia
spcaLA
5026 W. Jefferson Blvd.

Los Angeles, CA 90016
ATTN: Madeline Bernstein
Any such written communications by mail will be conclusively deemed to have been received by the addressee upon deposit thereof in the United States Mail, postage prepaid and properly addressed as noted above. In all other instances, notices will be deemed given at the time of actual delivery. Changes may be made in the names or addresses of persons to whom notices are to be given by giving notice in the manner prescribed in this paragraph.

Courtesy copies of notices may be sent via electronic mail, provided that the original notice is deposited in the U.S. mail or personally delivered as specified in this Section.

A. SOLICITATION. CONTRACTOR maintains and warrants that it has not employed nor retained any company or person, other than CONTRACTOR’s bona fide employee, to solicit or secure this Agreement. Further, CONTRACTOR warrants that it has not paid nor has it agreed to pay any company or person, other than CONTRACTOR’s bona fide employee, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Should

City of Hermosa Beach

CONTRACTOR breach or violate this warranty, CITY may rescind this Agreement without liability.

B. THIRD PARTY BENEFICIARIES. This Agreement and every provision herein is generally for the exclusive benefit of CONTRACTOR and CITY and not for the benefit of any other party.

There will be no incidental or other beneficiaries of any of CONTRACTOR’s or CITY’s obligations under this Agreement.

C. INTERPRETATION. This Agreement was drafted in, and will be construed in accordance with the laws of the State of California, and exclusive venue for any action involving this agreement will be in Los Angeles County.

D. ENTIRE AGREEMENT. This Agreement, and its Attachments, sets forth the entire understanding of the parties. There are no other understandings, terms or other agreements expressed or implied, oral or written.

E. RULES OF CONSTRUCTION. Each Party had the opportunity to independently review this Agreement with legal counsel. Accordingly, this Agreement will be construed simply, as a whole, and in accordance with its fair meaning; it will not be interpreted strictly for or against either Party.

F. AUTHORITY/MODIFICATION. The Parties represent and warrant that all necessary action has been taken by the Parties to authorize the undersigned to execute this Agreement and to engage in the actions described herein. This Agreement may be modified by written amendment with signatures of all parties to this Agreement. CITY’s city manager, or designee, may execute any such amendment on behalf of CITY.

ACCEPTANCE OF FACSIMILE OR ELECTRONIC SIGNATURES. The Parties agree that this Contract, agreements ancillary to this Contract, and related documents to be entered into in connection with this Contract will be considered signed when the signature of a party is delivered by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

FORCE MAJEURE. Should performance of this Agreement be impossible due to fire, flood, explosion, war, embargo, government action, civil or military authority, the natural elements, or other similar causes beyond the Parties’ control, then the Agreement will immediately terminate without obligation of either party to the other.

TIME IS OF ESSENCE. Time is of the essence to comply with dates and schedules to be provided.

ATTORNEY’S FEES. The parties hereto acknowledge and agree that each will bear his or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution of the Agreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any party hereto to enforce this Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that party or those parties may be entitled.

STATEMENT OF EXPERIENCE. By executing this Agreement, CONTRACTOR represents that it has demonstrated trustworthiness and possesses the quality, fitness and capacity to perform the

City of Hermosa Beach

Agreement in a manner satisfactory to CITY. CONTRACTOR represents that its financial resources, surety and insurance experience, service experience, completion ability, personnel, current workload, experience in dealing with private contractors, and experience in dealing with public agencies all suggest that CONTRACTOR is capable of performing the proposed contract and has a demonstrated capacity to deal fairly and effectively with and to satisfy a public agency.

OWNERSHIP OF DOCUMENTS. It is understood and agreed that the City shall own all documents and other work product of the Contractor, except the Contractor’s notes and workpapers, which pertain to the work performed under this Agreement. The City shall have the sole right to use such materials in its discretion and without further compensation to the Contractor, but any re-use of such documents by the City on any other project without prior written consent of the Contractor shall be at the sole risk of the City.

DISCLOSURE REQUIRED. (City and Contractor initials required at one of the following paragraphs)
By their respective initials next to this paragraph, City and Contractor hereby acknowledge that Contractor is a “contractor” for the purposes of the California Political Reform Act because Contractor’s duties would require him or her to make one or more of the governmental decisions set forth in Fair Political Practices Commission Regulation 18700.3(a) or otherwise serves in a staff capacity for which disclosure would otherwise be required were Contractor employed by the City. Contractor hereby acknowledges his or her assumingoffice, annual, and leaving-office financial reporting obligations under the California Political Reform Act and the City’s Conflict of Interest Code and agrees to comply with those obligations at his or her expense. Prior to contractor commencing services hereunder, the City’s Manager shall prepare and deliver to contractor a memorandum detailing the extent of Contractor’s disclosure obligations in accordance with the City’s Conflict of Interest Code.

City Initials ______
Contractor Initials ______
OR
By their initials next to this paragraph, City and Contractor hereby acknowledge that Contractor is not a “contractor” for the purpose of the California Political Reform Act because Contractor’s duties and responsibilities are not within the scope of the definition of contractor in Fair Political Practice Commission Regulation 18700.3(a) and is otherwise not serving in staff capacity in accordance with the City’s Conflict of Interest Code.

City Initials ______
Contractor Initials ______
COMPLIANCE WITH COVID-19 VACCINATION POLICY. All CONTRACTOR’S employees, agents, officers and subcontractors who will be physically present in the City and have contact with City officials and employees or with the public shall be fully vaccinated from COVID19. CONTRACTOR agrees to certify in writing to CITY that it complies with the foregoing.

City of Hermosa Beach

IN WITNESS WHEREOF the parties hereto have executed this contract the day and year first hereinabove written.

CITY OF HERMOSA BEACH CONTRACTOR
Suja Lowenthal, City Manager By: Madeline Berstein, President ATTEST:
95-1738153
Myra Maravilla, City Clerk Taxpayer ID No.

APPROVED AS TO FORM:

Patrick Donegan, City Attorney

City of Hermosa Beach

Exhibit A
Scope of Services
A. CONTRACTOR will serve as the Director of Animal Sheltering for CITY in accordance with holding periods required by applicable law. CONTRACTOR will accept stray animals turned in by citizens of the CITY. CONTRACTOR will also accept owned animals relinquished by citizens of the CITY [upon payment of the CONTRACTOR’S fee for such services]. To fulfill this responsibility CONTRACTOR will maintain an animal shelter located at 12910 Yukon Avenue in the City of Hawthorne during the term of this Agreement. CONTRACTOR may, in its sole discretion move animals to another suitable sheltering facility for any reason, including but not limited to: for maintenance, business necessity, a natural disaster or a pandemic.

B. CITY agrees to ensure that all ill or injured animals receive emergency medical care as required by applicable law before depositing said animal with CONTRACTOR.

C. CITY agrees to ensure all young or un-weaned wildlife i.e. ducklings, possums, racoons, etc. would be taken to a rescue that specializes in the species. No unweaned animals can be deposited after normal business hours. If the City does not fulfill this requirement City Agrees to pay cost of service, and a One-thousand Dollars ($1,000.00) Admin fee per animal to be added to the monthly invoice from CONTRACTOR.

D. CITY agrees to ensure owner relinquished animals (live and dead), collect relinquish fee and remits to CONTRACTOR upon delivery of animal with checks to be made payable to spcaLA. If the City does not fulfill this requirement. City Agrees to pay the relinquish fee to be added to the next month invoice.

E. CONTRACTOR agrees not to provide animals for scientific research.

F. CITY agrees to pay CONTRACTOR a sum equal to four-thousand-two-hundreddollars & 00/100 ($4,200.00) per month for CONTRACTOR’S services for receiving (14) fourteen animal intake per month. Animal intake more than 14 each month will be billed at a rate of Three-hundred Dollar ($300.00) per month and added to the monthly invoice. A One-hundred Dollars ($100.00) fee will be charged per day per animal held in excess of the CITY’S mandated holding period at the CITY’S request of six days (6). For a new contract, this monthly fee is based upon costs to the CONTRACTOR and upon initial estimates of animal intake activity provided by the City. For a renewal contract, the fee is based upon historical animal intake activity data and increased costs to run the Shelter. In either circumstance, the CONTRACTOR’S costs and the CITY’S animal intake activity will be reviewed periodically by the CONTRACTOR during the contract term to determine if an adjustment is needed. Should an adjustment be deemed necessary based on

City of Hermosa Beach

either costs or activity, it will take effect on the next invoice prepared.

CONTRACTOR will invoice CITY each month. CITY agrees to pay each invoice within fourteen (14) days after receipt of an invoice. If payment is not received from CITY by the 20th day of each month, a 10% late fee will be added to the following month’s invoice. The late fee will be added each month until the invoice is paid. If payment is not received, then CONTRACTOR has the right to stop services until the payment is received. CONTRACTOR reserves the right to charge additional fees for violations of SCOPE OF SERVICES up to $5,000.

City of Hermosa Beach | Page 1 of 3
Meeting Date: February 25, 2025
Staff Report No. 25-CA-001
Honorable Mayor and Members of the Hermosa Beach City Council REPEAL OF THE CITY’S COVID-19 VACCINATION POLICY
(City Attorney Patrick Donegan)
Recommended Action:

Staff recommends City Council repeal the existing COVID-19 vaccination policy for City staff members, officials, contractors and volunteers (Attachment 1).

Executive Summary:

At its August 10, 2021 City Council meeting, the City Council authorized the City Manager to draft a policy requiring City staff to be vaccinated, complete weekly testing, or other, to be compliant with the City’s vaccination policy as a condition of employment. At its September 28, 2021 City Council meeting, the City Council approved the adoption of the COVID-19 vaccination policy and explicitly extended the policy to City officials, contractors, and volunteers. Staff recommends City Council repeal the policy for all City staff, officials, contractors, and volunteers.

Background:

As part of numerous efforts, programs, and policies to address the COVID-19 pandemic and the City’s emergency response, a COVID-19 vaccination policy was carefully and deliberately developed and approved by the City Council. City labor groups were consulted during the development and implementation of this policy. This type of policy was adopted by numerous other local, county, state, and federal jurisdictions and government entities.

Past Council Actions
Meeting Date Description
August 10, 2021 The City Council authorized the City Manager to draft a policy requiring City staff to be vaccinated.

September 28, 2021 The City Council approved the adoption of the COVID-19 vaccination policy and explicitly extended said policy to City officials, contractors, and volunteers.

Discussion:

The City’s COVID-19 policy was a tool the City used to ensure a safe and healthy workplace. Further, implementation of this policy did not appear to have any adverse

City of Hermosa Beach | Page 2 of 3
impact on recruitment or City employee retention. However, the city, state, and federal COVID-19 states of emergency have all been ended. Given the existing threat of COVID19, removal of numerous other COVID-19 related protocols, and availability of medical resources, the City’s current COVID-19 policy is no longer needed.

Environmental Impact:

This activity is not a project as defined by the California Environmental Quality Act (CEQA) Section 21065 and State CEQA Guidelines Section 15378(b)(5), as it is an organizational or administrative activity of government that will not result in direct or indirect physical changes in the environment. Thus, this activity is not subject to CEQA pursuant to CEQA Guidelines Section 15060(c)(3).

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.

Policies:
 1.1 Open meetings. Maintain the community’s trust by holding meetings in which decisions are being made, that are open and available for all community members to attend, participate, or view remotely.
 1.6 Long-term considerations. Prioritize decisions that provide long-term community benefit and discourage decisions that provide short-term community benefit but reduce long-term opportunities.

Goal 7. Community sustainability and health are a priority in policy and decision making.

Policy:
 7.3 Health in all policies. Integrate health, livability, and sustainability principles when adopting new policies and periodically review and evaluate adopted policies for their impact or opportunity to improve health, livability, and sustainability.

Fiscal Impact:

There is no fiscal impact associated with the recommended action.

Attachment:

COVID-19 Policy
Respectfully Submitted by: Patrick Donegan, City Attorney

City of Hermosa Beach | Page 3 of 3
Noted for Fiscal Impact: Brandon Walker, Administrative Services Director Legal Review: Patrick Donegan, City Attorney
Reviewed by: Angela Crespi, Deputy City Manager
Approved: Suja Lowenthal, City Manager

PURPOSE STATEMENT
The City of Hermosa Beach (City) must provide a safe environment and protect the health and safety of City staff and the public we serve. According to the federal Centers for Disease Control (CDC), the California Department of Public Health (CDPH), and the Los Angeles County Health Officer, COVID-19 continues to pose a risk, especially to individuals who are not fully vaccinated. Vaccinations are an effective safety measure to decrease community transmission and COVID-19 hospitalizations and deaths.

Unvaccinated individuals are at greater risk of contracting and spreading COVID-19 within the workplace and City facilities, and to the public that depends on City services. To best protect its City officials, staff members, contractors, and volunteers and others in City facilities, and fulfill its obligations to the public, all officials, staff members, contractors, and volunteers must, as a condition of employment or service to the City:

1. Report their vaccination status to the City by completing the COVID-19 Vaccination Verification Form and follow the City’s form procedure;

2. Must undergo weekly COVID-19 testing: a) if not fully vaccinated; or b) if a staff member has not submitted a COVID-19 Vaccination Verification Form with proof of vaccination; and

3. Be fully vaccinated and submit vaccination status to the City using the COVID-19 Vaccination Verification Form no later than November 12, 2021, which is 45 days after City Council adoption of the policy. On August 23, 2021, the FDA granted full approval of the Pfizer vaccine. As a result, staff members must be fully vaccinated as a condition of employment by Friday, November 12, 2021.

LEGAL REQUIREMENTS
State and local governments may mandate vaccinations under well-settled and longstanding legal precedent. Over 100 years ago, in Jacobson v. Commonwealth of Massachusetts, (1905) 197 U.S. 11, the United States Supreme Court upheld the authority of states to enforce mandatory vaccination laws. In recognizing that individual liberty is not absolute and subject to police powers, the Court stated that “in every well-ordered society charged with the duty of conserving the safety of its members the rights of the individual in respect of his liberty may at times, under the pressure of great dangers, be subjected to such restraint, to be enforced by reasonable regulations, as the safety of the general public may demand.”

ADMINISTRATIVE MEMORANDUM
TO: All City Staff Members, City Officials, FUNCTION: Administration Contractors, and Volunteers NO.: A-20
FROM: Suja Lowenthal, City Manager
SUBJECT: COVID-19 VACCINATION POLICY

Multiple California courts have upheld the Supreme Court’s rulings upholding vaccine mandates, finding the need for public safety outweighs an individual’s rights to privacy or bodily autonomy. For example, in Brown v. Smith, (2018) 24 Cal.App.5th 1135, and Love v.

State Dept. of Education, (2018) 29 Cal.App.5th 980, the courts upheld Senate Bill No. 277, which repealed the personal belief exemption to California’s school immunization requirements. The courts limited the exemptions (upon full FDA approval) to a sincerely held religious belief or medical accommodation.

On June 17, 2021, Governor Newsom issued Executive Order No. N-09-21 which adopts the revised California Division of Occupational Safety and Health (Cal/OSHA) COVID-19 Prevention Emergency Temporary Standards. These standards require the City to establish and maintain various protocols designed to control exposure to COVID-19. Among other things, Cal/OSHA’s standards require the City to enforce masking, quarantine, and testing requirements for employees who are not fully vaccinated against COVID-19.

On July 26, 2021, in response to evidence that the majority of COVID-19 infections were among unvaccinated people and given the growing transmission of the Delta variant, the California Department of Public Health issued a State Public Health Officer Order mandating workers in health care and high-risk congregate settings (including correctional facilities and detention centers) to either show proof of full vaccination or be tested up to twice weekly.

Facilities must be in full compliance with this Order by August 23, 2021.

The City will not discriminate, harass, or retaliate against any individual based on vaccination or exemption status.

STATEMENT OF POLICY
Definitions

1. “City officials”: For purposes of this policy, the term “officials” includes all elected officials that do not fall under the categories of staff or volunteers.

2. “City staff members”: For purposes of this policy, the term “staff” or “staff members” includes all full-time, part-time, temporary staff members (including part-time and fulltime), and paid Interns, regardless of appointment type. Upon return from a leave of absence, all City staff members will be required to be in compliance with this policy.

3. “City contractors”: For purposes of this policy, the term “contractors” includes all paid contractors who regularly interact with City staff members and/or the public in person as part of performing work for the City.

4. “Volunteers”: For the purpose of this policy, the term "volunteers" includes those appointed to the City’s Boards and Commissions, and members of the Hermosa Beach Community Emergency Response Team (CERT), Volunteers in Policing (VIP), Police Officer Reserve Program, and unpaid Interns.

5. “COVID-19 Vaccine”: A COVID-19 vaccine satisfies the requirement of this policy if the U.S. Food and Drug Administration (FDA) has issued Emergency Use Authorization (EUA) or full Licensure for the vaccine. Vaccines that currently meet this

requirement include Moderna or Pfizer-BioNTech (two-dose COVID-19 vaccine series) and Johnson & Johnson/Janssen (a single-dose COVID-19 vaccine).

6. “Fully Vaccinated”: To be fully vaccinated, 14 days or more must have passed from the date the official, staff member, contractor, or volunteer received the final dose of a two-dose COVID-19 vaccine series (Moderna or Pfizer-BioNTech) or a single-dose COVID-19 vaccine (Johnson & Johnson/Janssen).

7. “Partially Vaccinated”: An official, staff member, contractor, or volunteer who has received at least one dose of a COVID-19 vaccine, but does not meet the definition of fully vaccinated.

8. “Unvaccinated”: An official, staff member, contractor, or volunteer who has not received any doses of a COVID-19 vaccine or whose vaccination status is unknown.

Vaccine Administration Timeline
➢ Pfizer-BioNTech 2 doses should be given 3 weeks (21 days) apart ➢ Moderna 2 doses should be given 4 weeks (28 days) apart ➢ The Johnson & Johnson/Janssen (J&J) vaccine only needs one dose.

Full vaccination against COVID-19 is completed 2 weeks after:
➢ The second dose of Pfizer or Moderna COVID-19 vaccine, or ➢ The single dose of Johnson & Johnson (J&J)
Note: If the Centers for Disease Control and Prevention (CDC) recommends an additional vaccine to remain fully vaccinated and the additional vaccine is fully approved by the Food and Drug Administration (FDA), then officials, staff members, contractors, and volunteers will be required to comply as a condition of employment or service to the City.

Vaccination / Exemption Verification Requirement
In order to allow the City to follow County and State health orders, and to ensure the City fulfills its primary function of protecting the health and safety of staff members and the community, all City officials, staff members, contractors, and volunteers must show proof of fully vaccinated status for COVID-19 by completing the COVID-19 Vaccination Verification Form or request an allowable exemption as a condition of employment.

To verify vaccination status, officials, staff members, contractors, and volunteers are required to provide appropriate vaccination documentation to Human Resources by 5:00 p.m. on Friday, October 1, 2021.

If an individual is requesting an exemption, he or she will be required to submit the appropriate exemption form by 5:00 p.m. on Friday, October 1, 2021.

The City will provide up to two days of paid sick leave per dose of a COVID-19 vaccine to staff members. Paid sick leave will be provided at the City’s approval upon request of an individual staff member.

Proof of Vaccination Status Documentation

City officials, staff members, contractors, and volunteers will be required to submit two (2) documents as proof of vaccination status to Human Resources. Upon receipt, Human Resources will review the information and approve the documentation.

1. Completion of the COVID-19 Vaccination Verification Form. Individuals will certify the information they provide on the form regarding vaccination status is true and accurate.

2. Provide proof of vaccination status by submitting a copy of one of the following:
➢ A copy of the CDC COVID-19 Vaccination Record Card;
➢ Documentation of vaccine from the staff member’s healthcare provider; or ➢ Documentation issued by the State of California by going to:
https://myvaccinerecord.cdph.ca.gov/
Individuals who previously reported that they are partially vaccinated or unvaccinated must update their status with Human Resources once they are fully vaccinated.

Request for Vaccination Exemptions
The City will review requests for medical/disability and religious exemptions on a case-bycase basis consistent with procedures for reasonable accommodation requests.

All requests for exemption will be submitted to the Human Resources department and each request will be considered on a case-by-case basis in consultation with the City Manager and Emergency Management Coordinator as needed. The review may involve an interactive process with the individual making the request to determine if an accommodation can be made.

A. Medical/Disability Exemption: City officials, staff members, contractors, and volunteers with a medical condition, disability, or other medical restriction that affects their eligibility for a vaccine, as verified by their medical provider, may request a reasonable accommodation through the Human Resources Department. To be exempted from this vaccination requirement, staff members must complete the COVID-19 Vaccination: Request for Medical/Disability Exemption Form.

The exemption form must be submitted to the Human Resources Department no later than October 1, 2021. Staff members must submit the completed medical certification from their health care provider no later than October 11, 2021. Medical exemption requests must be re-certified by the health care provider every sixty (60) days.

The submission of an exemption form should not be considered an automatic approved exemption. The City will review the request and engage in an interactive process with the individual to discuss the reasonable accommodation. Human Resources will notify the requesting party if a medical/disability exemption is approved. If approved, the individual will be required to undergo weekly COVID-19 testing.

B. Religious Exemptions: City officials, staff members, contractors, and volunteers with a sincerely held religious belief, practice, or observance that prohibits them from receiving a vaccine may request a reasonable accommodation to the Human

Resources Department. To be exempted from this vaccination requirement, individuals must complete the COVID-19 Vaccination: Request for Religious Exemption Form.

The exemption form must be submitted to the Human Resources Department no later than October 1, 2021. Individuals must submit the completed religious organization statement signed by their religious organization no later than October 11, 2021.

Religious exemption requests must be re-certified by the religious organization every six (6) months.

The submission of an exemption form should not be considered an automatic approved exemption. The City will review the request and engage in an interactive process with the individual to discuss the reasonable accommodation. Human Resources will notify the requesting party if a religious exemption is approved. If approved, the individual will be required to undergo weekly COVID-19 testing.

Requirement for COVID-19 Testing During Review of Requests for Exemption:

If a request for exemption is still under review by October 2, 2021 or after, the official, staff member, contractor, or volunteer who is not fully vaccinated will be required to be tested weekly for COVID-19.

If an exemption or extension thereof is not approved, Human Resources will notify the requesting party that they will have 45 days to become fully vaccinated from the date of notification.

COVID-19 Testing
The City will require staff members to undergo weekly onsite testing. Days, times, and exact locations of the testing will be communicated to staff. Onsite testing will take place during work hours and staff will be tested during their regular work schedule. Onsite testing will be provided at no cost to City staff.

Staff will be required to register with the testing company and will be required to provide all information necessary to conduct testing.

The test provided will be a Rapid Antigen test. If a staff member tests positive during the weekly testing, then the staff member will be sent home to quarantine and required to undergo further testing, for example PCR Test, to confirm their test results.

If a staff member is unable to attend the onsite testing made available by the City, Human Resources will arrange for outside testing during the staff member’s regular work schedule at no cost to the staff member. However, this arrangement will only be made for a valid exception. All staff members are expected to attend one of the weekly onsite testing options each week.

Testing options and locations are subject to change. Staff members will be informed if testing locations change. For testing purposes, a weekly test is defined as being tested once Monday thru Friday.

While required, testing for officials, contractors, and volunteers will not be provided or paid for by the City.

Non-Compliance
The vaccination and reporting requirements are conditions of City employment and a minimum qualification. Those employees who fail to meet the vaccination and reporting requirements under this policy will not meet the minimum requirements to perform their job.

Staff members in non-compliance will be subject to separation from employment with the City for failure to comply with this policy and/or reporting requirements and failure to meet the minimum qualifications of employment. Staff members will be afforded any due process rights available.

All City officials, employees, contractors, and volunteers must continue to comply with masking, daily temperature checks, daily attestations, etc. as directed by the City Manager.

Suja Lowenthal, City Manager
ISSUED: 9/29/2021
Important Dates Reporting Requirements
August 23, 2021 FDA granted full approval for the Pfizer vaccine.

October 1, 2021
Officials, staff members, contractors, and volunteers to submit COVID-19 Vaccination Verification Form with proof of vaccination OR submit request for exemption for medical/disability or religious exemption
October 4, 2021 Weekly Onsite COVID-19 Testing Commences October 11, 2021
Health Care Provider Certification for medical exemption is due to Human Resources. Religious organization statement for religious exemption is due to Human Resources.

November 12, 2021
All officials, staff members, contractors, and volunteers must be fully vaccinated. Weekly testing will only be available for those individuals with approved and active medical/disability or religious exemptions.

City of Hermosa Beach | Page 1 of 4
Meeting Date: February 25, 2025
Staff Report No. 25-CDD-019
Honorable Mayor and Members of the Hermosa Beach City Council

A RESOLUTION APPROVING PARTICIPATION IN THE LOS ANGELES URBAN

COUNTY PERMANENT LOCAL HOUSING ALLOCATION PROGRAM (PLHA)

FUNDING AND DESIGNATING PROGRAMS TO ASSIST FAMILIES AND

INDIVIDUALS EXPERIENCING OR AT RISK OF HOMELESSNESS
CEQA: Determine the project is exempt from the California Environmental Quality Act. (Planning Manager Alexis Oropeza)
Recommended Action:

Staff recommends City Council:

1. Adopt a resolution (Attachment 1) approving participation in the Permanent Local Housing Allocation (PLHA) Program and designating the programs to receive the funding;

2. Appropriate $36,253 and approve estimated revenue of $36,253 in the Grants Fund for the PLHA program; and

3. Authorize the City Manager to execute all necessary contracts and agreements for participation in the PLHA program, subject to approval by the City Attorney.

Executive Summary:

The Los Angeles County Development Authority, representing Los Angeles County and its participating cities, applied for the Permanent Local Housing Allocation (PLHA) grant from the California Department of Housing and Community Development. The funding comes from real estate recording fees in the state, and it is estimated that the City would receive $36,253. Staff recommends City Council authorize participation in the program and designate the funds to the South Bay Regional Housing Trust Fund.

Background:

The PLHA provides funding to local jurisdictions for affordable housing and is part of the Building Homes and Jobs Act approved in 2017. The PLHA instituted a $75 recording fee on real estate transactions that would be allocated to addressing the state’s housing shortage and high cost of housing.

There are six eligible PLHA activities to which the funds may be allocated including:

1. Acquisition and development costs for development of affordable, multi-family rental housing;

2. Acquisition and development costs for development of affordable rental and ownership housing, including accessory dwelling units;

City of Hermosa Beach | Page 2 of 4

3. Preservation and creation of permanent supportive housing;

4. Assisting persons experiencing or at risk of homeless, including rapid rehousing, rental assistance, operating and capital costs for emergency shelters, and creation and preservation of permanent and transitional housing;

5. Accessibility modification in lower-income, owner occupies housing; and

6. Homeownership Opportunity Assistance.

The City’s Housing Element for the 2021–2029 period identifies contributing to a Housing Trust Fund as one of the City’s programs to address the issue of affordable housing (Attachment 2). It further establishes the City’s commitment to annually pursue funding to continue participation in the South Bay Housing Trust Fund with a metric of developing five affordable housing units under this program.

Past Council Action
Meeting Date Description
December 21, 2021 City Council adopted a comprehensive amendment to the Housing Element for the 2021–2029 period
August 8, 2023
City Council adopted revisions to the Housing Element for the 2021–2029 Housing Element which includes revisions to Program 8 pertaining to the Housing Trust Fund
Discussion:

The City is eligible to receive $36,253 in PLHA funds. The criteria to qualify to receive the funds includes having a certified Housing Element and submitting its Annual Progress Report (APR) on the Housing Element to the California Department of Housing and Community Development (HCD) by April 1, 2025. The City received certification of its Housing Element on August 1, 2024. The APR will be presented to the City Council in March, and will be filed with HCD by the April 1, 2025 deadline.

South Bay Regional Housing Trust Fund
The South Bay Regional Housing Trust Fund is a joint powers authority established by the South Bay Cities Council of Governments (SBCCOG) to fund and finance the planning and construction of affordable housing. The implementation of the South Bay Regional Housing Trust Fund is progressing and notice to proceed was issued to Civic Homes who will administer the program on behalf of the SBCCOG and its member cities. Staff recommends allocating all of the anticipated $36,253 PLHA funds to this program.

Alternative Programs
Implementation of the Housing Trust Fund by SBCCOG is progressing and it is fully anticipated to be able to receive funding by the 2028 deadline for expending funds.

However, staff identified two alternative programs—rapid rehousing and case management—that could also benefit from the funds. Staff recommends authorizing the City Manager the ability to shift up to 50 percent of the funding between the two programs in order to direct the funds to the most pressing need. The alternative programs would

City of Hermosa Beach | Page 3 of 4
only receive these funds if there was some unforeseen reason that prevents allocation to the Housing Trust Fund.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Goals, Policies, and Programs are listed below:

Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.

Policies:
 1.1 Open meetings. Maintain the community’s trust by holding meetings in which decisions are made, that are open and available for all community members to attend, participate, or view remotely.

Goal 4. A leader and partner in the Region.

Policies:
 4.1 Regional governance. Play an active role in the South Bay Cities Council of Governments, the Southern California Association of Governments and other regional agencies to protect and promote the interests of the City.  4.3 Collaboration with adjacent jurisdictions. Maintain strong collaborative relationships with adjacent jurisdictions and work together on projects of mutual interest and concern.

Housing Element
 Policy 5.3 The City will continue to cooperate with other cities and agencies in the area in investigating resources available to provide housing for the area's homeless population
 Housing Program 8. Housing Trust Fund
Program Specific Commitment Timeline Geographic
Targeting
Eight Year
Metric
Program 8:

Housing
Trust
Funds
Annually pursue
funding to provide for
affordable housing and
as funding permits,
continue participation in
the South Bay Housing
Trust Fund.

Annually South Bay
Region
Contribute to
development
of 5 affordable
housing units
in the region.

A thirty-day public notice for review was posted online and at City Hall.

City of Hermosa Beach | Page 4 of 4
Pursuant to California Environmental Quality Act of 1970, and the State CEQA Guidelines, Chapter 3 of the California Code of Regulations Section 15061 (B)(3), the applying for and receiving of grant funds does not constitute a “project.” Fiscal Impact:

Staff would appropriate $36,253 and add the corresponding estimated revenue of $36,253 in the Grants Fund for the PLHA program for this Fiscal Year 2024–2025 budget.

Participation in the PLHA program would require utilization of the $36,253 grant funds by June 30, 2028.

Agreement Request
Description Request
Amount
FY 2024-25 Budget Dept.

Account #
Total Grant
Amount
PLHA Program
Allocation $36,253 150-4110-4201 $36,253
Attachments:

1. Draft Resolution

2. Housing Element, 2021–2029
Respectfully Submitted by: Alexis Oropeza, Planning Manager Noted for Fiscal Impact: Brandon Walker, Administrative Services Director Legal Review: Patrick Donegan, City Attorney
Reviewed by: Angela Crespi, Deputy City Manager
Approved: Suja Lowenthal, City Manager

CITY OF HERMOSA BEACH
RESOLUTION NO. ORD-25-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HERMOSA

BEACH, CALIFORNIA, APPROVING PARTICIPATION IN THE LOS

ANGELES URBAN COUNTY PERMANENT LOCAL HOUSING ALLOCATION

PROGRAM (PLHA) AND DESIGNATE FUNDING TO PROGRAMS

ASSISTING FAMILIES AND INDIVIDUALS EXPERIENCING OR AT RISK OF HOMELESSNESS; AND DETERMINING IT IS EXEMPT FROM THE

CALIFORNIA ENVIRONEMNTAL QUALITY ACT (CEQA) PURSUANT TO SECTION 1501(B)(3).

SECTION 1. In 2017 Senate Bill 2, Building Homes and Job Act, created a source of funding for cities and counties to help meet the unmet need for affordable housing and increase the supply of affordable housing;
SECTION 2. In December 2024, the City of Hermosa Beach was notified by the Los Angeles County Development Authority that the City could apply to receive $36,253 of PLHA funds.

SECTION 3. The City Council is desirous of participating in the in the Los Angeles Urban County Permanent Local Housing Allocation Program (PLHA).

SECTION 4. The City Council authorizes the City Manager or designee to execute all necessary contracts and agreements for participation in the Los Angeles Urban County PLHA program on behalf of the City of Hermosa Beach.

SECTION 5. The City Council designates the anticipated PLHA Grant Funds to the South Bay Housing Trust Fund, during implementation, should the City’s allocation be less or more than the funding amounts anticipated, the City Manager is authorized to modify each program up to 50 percent of the figure above.

SECTION 6. The City Council further authorizes the City Manager or designee to allocate the funds to the following alternative programs, if the South Bay Housing Trust Fund is unable to utilize the funds before the June 2028 deadline. Funding may

alternatively be allocated to the following programs: 1) $10,000 to Rapid Rehousing; and 2) $26,253 to Case Management Services for Unhoused. During implementation, should the City’s allocation be less or more than the funding amounts anticipated or there is a greater funding needed in one of the programs, the City Manager is authorized to modify each program up to 50 percent of the figure above.

SECTION 7. The action approved via this Resolutions is exempt from the California Environmental Quality Act (“CEQA”) pursuant to CEQA Guidelines section 15061 (b)(3) which is the general rule that exempts certain actions from CEQA review because it can be seen with certainty that there is no possibility that the activities contemplated herein will have a significant effect on the environment.

SECTION 8. The City Clerk shall certify to the adoption of this Resolution and thenceforth and thereafter the same shall be in full force and effect.

PASSED, APPROVED, and ADOPTED on this 25th day of February, 2025.

Mayor Dean Francois
PRESIDENT of the City Council and MAYOR of the City of Hermosa Beach, CA ATTEST: APPROVED AS TO FORM:
______________________________ ____________________________ Myra Maravilla Patrick Donegan
City Clerk City Attorney

CITY OF

HERMOSA BEACH

HOUSING ELEMENT

POLICY PLAN
2021-2029
Adopted December 21, 2021
Re-adopted (with revisions) August 8, 2023
Revisions (January, May, and June 2024)

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Hermosa Beach 2021-2029 Housing Element
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Contents
I. Introduction................................................................................................................................. I-1 A. Purpose of the Housing Element ......................................................................I-1 B. Scope and Content of the Housing Element..................................................I-1 C. Public Participation ...........................................................................................I-2 D. Consistency with Other Elements of the General Plan...................................I-2 II. Housing Policy Plan ................................................................................................................... II-1 A. Housing Element Issues and Policies ...............................................................II-1 B. Housing Programs.............................................................................................II-4 C. Quantified Objectives....................................................................................II-19 D. Summary of AFFH Actions.............................................................................. II-19 List of Tables
Table II-1 Quantified Objectives 2021-2029..................................................................... II-19 Table II-2 Affirmatively Furthering Fair Housing Summary Actions................................ II-199

Hermosa Beach 2021-2029 Housing Element
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Hermosa Beach 2021-2029 Housing Element I Introduction
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I. INTRODUCTION
A. Purpose of the Housing Element
The Housing Element describes the City’s needs, goals, policies, programs and objectives regarding the preservation, improvement, and development of housing in Hermosa Beach. The Element reflects community housing needs in terms of affordability, availability, adequacy, and accessibility. The Element describes the City’s strategies for addressing housing needs over the 2021-2029 period and identifies specific programs to address those needs.

The Housing Element is the City’s official municipal response to the State Legislature’s declaration that adequate housing for all economic segments of the community is a matter of statewide importance that must be addressed by all levels of government. The 2021 Housing Element update provides Hermosa Beach with the opportunity to plan for the existing and future housing needs in the community, and identifies strategies and programs to address those needs.

B. Scope and Content of the Housing Element
The California Legislature has recognized the role of local general plans and particularly the Housing Element in implementing statewide housing goals to provide decent and adequate housing for all persons. The California Department of Housing and Community Development (HCD) also has adopted detailed guidelines regarding the scope and content of housing elements, including the following major components:
• An analysis of demographic and housing characteristics and trends (Technical Report, Chapter I);
• An evaluation of resources, including land, financial, and administrative resources, available to address the City’s housing goals (Technical Report, Chapter II);
• A review of potential constraints, both governmental and non-governmental, to meeting housing needs (Technical Report, Chapter III); • The Housing Policy Plan addressing the City’s identified housing needs, including housing issues, policies, programs and quantified objectives (Chapter II of this document);
• An evaluation of the appropriateness and effectiveness of previous policies and programs in achieving the City’s objectives, and the progress in implementing Housing Element programs (Technical Report, Appendix A); • A parcel-specific inventory of vacant and underutilized suitable sites for additional housing (Technical Report, Appendix B); and
• A description of the public participation process during the preparation and adoption of the Housing Element (Technical Report, Appendix C).

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C. Public Participation
Public participation is an important component of the planning process, and this update to the Housing Element has provided residents and other interested parties numerous opportunities to be involved in the preparation of the element. Public meetings to discuss housing needs and policy options were conducted by the Planning Commission and City Council, and notices of all meetings were published in advance of each meeting. The draft Housing Element was made available for review at City Hall and posted on the City’s website and was also circulated to housing organizations representing the interests of lower-income persons and those with special housing needs. After receiving comments on the draft Housing Element from the State Housing and Community Development Department, a proposed final Housing Element was prepared and made available for public review prior to review by the Planning Commission and adoption by the City Council.

Appendix C provides additional information regarding opportunities for public involvement in the preparation of this Housing Element update, as well as a list of persons and organizations who were invited to participate.

D. Consistency with Other Elements of the General Plan
The Housing Element must be consistent with other elements of the General Plan, which was last updated in 2017. Housing Element policies and programs are closely correlated with the development policies contained in the Land Use Element, which establishes the location, type, and intensity of land uses throughout the city. The Land Use Element determines the number and type of housing units that can be constructed in the various land use districts. Areas designated for commercial and industrial uses create employment opportunities, which in turn, create demand for housing. The Circulation Element establishes the location and scale of streets, highways and other transportation routes that provide access to residential neighborhoods. Because of the requirement for consistency among the various General Plan elements, the 2021 Housing Element update included a review of other General Plan elements to ensure that consistency is maintained.

Government Code Section 65302 also specifically requires that the Safety and Conservation Elements be reviewed concurrent with each Housing Element update.

SB 1087 of 2005 requires cities to provide a copy of their Housing Elements to local water and sewer providers, and also requires that these agencies provide priority hookups for developments that include lower-income housing. These agencies have been invited to participate in the Housing Element update process and the Housing Element will be provided to these agencies immediately upon adoption.

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II. HOUSING POLICY PLAN
The purpose of this Housing Policy Plan is to identify policies and programs that will help the City in addressing its housing needs during the 2021-2029 planning period. This section includes the following components:
• Section A identifies the housing issues facing Hermosa Beach and establishes guiding policies for addressing those issues;
• Section B describe specific program actions the City will take consistent with established policies;
• Section C establishes quantified objectives for the construction of new housing, rehabilitation of existing housing in need of repair, and the conservation of existing affordable housing.

A. Housing Element Issues and Policies
This section establishes the City’s housing policy framework. Section 65583(c) of the California Government Code requires that actions and policies included in the Housing Element address five key issue areas:
• The manner in which the City will assist in the conservation of existing housing resources, particularly affordable housing;
• The City’s strategy in assisting in the development of new housing opportunities; • How the City intends to provide adequate sites to achieve a variety and diversity of housing types;
• How the City proposes to remove governmental constraints that may impact the preservation and development of housing; and,
• How the City may help to promote equal housing opportunities.

Issue Area 1 - Conservation of Existing Affordable Housing The City’s proximity to the Pacific Ocean and its desirability as a place to live and visit contributes to the high land and housing costs relative to the surrounding region. The City, nevertheless, has been successful in maintaining its more affordable housing through the adoption of ordinances and special land use regulations. The City works proactively to preserve and maintain the existing housing resources in the City, including affordable housing.

This commitment is underscored by the policies listed below.

Policy 1.1 The City will continue to encourage the maintenance and improvement of the existing housing stock within the local neighborhoods.

Policy 1.2 The City will assist in the preservation and enhancement of the housing supply available to senior citizens.

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Policy 1.3 The City will work to minimize the conversion of existing lower-cost rental housing in multiple-family developments to condominiums.

Policy 1.4 The City will investigate potential sources of funding and other incentives that will assist in the preservation and renovation of older housing units.

Policy 1.5 The City will continue to implement its current code enforcement procedures as a means to ensure the conservation and
maintenance of existing housing resources in the City.

Issue Area 2 - New Affordable Housing Development
The City’s ability to directly fund the construction of affordable housing is constrained due to budget limitations. In addition, the construction of affordable public housing within the coastal zone would not represent an efficient expenditure of public money, given the high land and development costs. As a result, the City continues to be an active participant in the development of more affordable housing through land use regulations and other incentives. The City of Hermosa Beach will continue to assist in the development of new housing for all income groups through the following policies.

Policy 2.1 The City will continue to promote the development of a variety of housing types and styles to meet the existing and projected housing needs of all segments of the community.

Policy 2.2 The City will continue to encourage the development of safe, sound, and decent housing to meet the needs of varying income groups.

Policy 2.3 The City will continue to implement the land use policy contained in the City’s General Plan, which provides for a wide range of housing types at varying development intensities.

Policy 2.4 The City will continue to support and promote home ownership in the community.

Policy 2.5 The City will continue to cooperate with other government agencies, citizen groups, and the private sector, in order to assist in meeting the existing and future demand for housing.

Policy 2.6 The City will encourage the addition of ADU and JADU units as a strategy to provide new housing units for low- and moderate-income households.

Issue Area 3 - Provision of Adequate Sites for New Housing The majority of the city was developed during the early 1900s. More intensive development has continued up to the present time. There are few vacant parcels of land remaining in the city, and the majority of the residential construction that has occurred involved the “recycling” of older structures. Nevertheless, the City of Hermosa Beach will continue to

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explore potential sites for residential development as a means to achieve a variety and diversity of housing types.

Policy 3.1 The City will evaluate new development proposals in light of the community's environmental resources, the capacity of public infrastructure to accommodate the projected demand, and the presence of environmental constraints.

Policy 3.2 The City will continue to evaluate the General Plan and zoning to ensure residential development standards are adequate to serve future development.

Policy 3.3 The City will continue to review current zoning practices for consistency with the General Plan as a way to facilitate new mixeduse development within or near the commercial districts.

Issue Area 4 - Removal of Governmental Constraints to Housing In previous years, the City has been successful in the conservation of housing, especially affordable housing, through the implementation of land use ordinances and regulations.

A key component of the City’s housing policy is to assist in the development of more affordable housing with the use of incentives and other measures. The City of Hermosa Beach will remain committed to the removal of governmental constraints through the following policies.

Policy 4.1 The City will continue to abide by the provisions of the Permit Streamlining Act as a means to facilitate the timely review of residential development proposals.

Policy 4.2 The City will work with prospective developers and property owners to assist in their understanding of the review and development requirements applicable to residential development in the city.

Policy 4.3 The City will continue its efforts to educate the community regarding the development standards contained in the City of Hermosa Beach Zoning Ordinance, including the ability to provide ADU and JADU units on residential properties.

Policy 4.4 The City will continue to evaluate its Zoning Ordinance and General Plan and remove governmental constraints related to development standards. These may include, but not be limited to, parking requirements, allowing affordable housing on commercial sites, new standards for mixed-use development, lot consolidation incentives, and senior housing requirements.

Issue Area 5 - Equal Housing Opportunity
Federal and State laws prohibit housing discrimination based on an individual’s race, ethnicity, religion or other characteristics. Enforcement of fair-housing laws generally occurs through the courts, though persons being discriminated against often lack the

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resources to obtain the necessary legal protections. As a result, alternative means to obtain assistance must be made available. Towards this end, the City will continue to cooperate with other public agencies and non-profit organizations providing assistance in ensuring equal housing opportunities for all.

Policy 5.1 The City will continue to provide information and referral services to regional agencies that counsel people on fair housing and landlordtenant issues.

Policy 5.2 The City will continue to cooperate with the County Housing Authority related to the provision of rental assistance to lowerincome households.

Policy 5.3 The City will continue to cooperate with other cities and agencies in the area in investigating resources available to provide housing for the area's homeless population.

Policy 5.4 The City will support the expansion of shelter programs with adjacent cities and local private interests for the temporary accommodation of the homeless population.

Issue Area 6 – Sustainable Housing Development
The City works to promote sustainability and energy conservation in a number of ways.

Plan Hermosa, the City’s General Plan, establishes a blueprint for sustainability and a lowcarbon future, and provides a framework within which City regulations, programs, and projects work in unison to ensure that land use, transportation, and other aspects of City operations support sustainable development and energy conservation goals. Specifically for the residential sector of the community, the issue of energy conservation can be addressed at several levels: community-wide land use and transportation planning, building technology in both new construction and rehabilitation or remodeling of existing structures, and through lifestyle options such as walking and cycling. This is further supported by water conservation and sustainable neighborhood design.

Policy 6.1 The City will support sustainable residential development through land use planning, building technology and lifestyle options.

B. Housing Programs
The programs listed below describe the actions the City intends to take to address the policy issues discussed above. The City’s main challenge in accommodating new residential development is its lack of vacant land. As a result, the vast majority of new housing development must occur through the “recycling” of older structures and redevelopment of underutilized parcels. The lack of financial resources, coupled with high land and development costs, will continue to be a constraint to the development of new affordable housing. As a result, the focus of these programs is on strategies to assist the private market in the development of affordable housing.

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Issue Area 1 - Conservation of Existing Affordable Housing

1. Code Enforcement
Program Description: Chapter 8.28 of the Municipal Code provides for the abatement of safety and nuisance conditions relating to private property. To implement this requirement, the Code Enforcement Program emphasizes the following:
• The City actively pursues Municipal Code violations on a complaint basis, with particular emphasis being placed on those areas clearly exposed to public view;
• All necessary steps are taken to ensure that violations are corrected in an expeditious and voluntary manner;
• Where appropriate, property owners are informed of available assistance programs for lower-income persons who may not be able to afford needed improvements or corrections; and
• The City utilizes misdemeanor criminal prosecution only when attempts to gain voluntary compliance have failed.

The Code Enforcement Program implements those sections of the Municipal Code related to property maintenance, including zoning, property maintenance, illegal units, trash container regulations, construction without permits, and sign regulations. The Code Enforcement Officer assists and makes recommendations to other City departments, such as conducting inspections of business licenses, home occupation offenses, and obstructions in public rights-of-way.

Timing: This program is in place and will continue through the planning period.

Funding: General Fund.

2. Conservation of Existing Affordable Housing
Program Description: This program provides for the ongoing maintenance and conservation of the Marine Land Mobile Home Park located at 531 Pier Avenue. The 60- space park provides housing for extremely-low-, very-low- and low-income households.

The Hermosa Court Recreational Vehicle Park with 19 pads at 725 10th Street also provides transitional housing space for those persons or households in transition from an RV to a more permanent home. The City's MHP Zoning District requires Planning Commission approval in order to add or delete spaces in the park, which helps to preserve affordability by discouraging conversion from single- to double-wide spaces. In 2013 the Mobile Home Park received over $111,000 of City funds and $1.2 million through the State’s Mobilehome Park Resident Owner Program (MPROP) and the Marineland Community Association, Inc., the resident association, purchased the park, ensuring the long-term security of this important affordable housing resource.

In addition to mobile homes, existing apartments provide an important source of housing at lower cost than ownership housing. To reduce the potential impact of condominium conversions on low- and moderate-income residents of converted condominiums,

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Chapter 17.22 of the Municipal Code establishes requirements including first right of refusal and relocation assistance for tenants.

Timing:
• To ensure that the amount of relocation assistance remains sufficient, review and update relocation reimbursement requirements annually should condominium conversion become a trend again in the future. (There has not been any condominium conversion in the City for more than a decade.) Funding: General Fund.

Issue Area 2 - New Affordable Housing Development

3. Density Bonus and Other Incentives
Program Description: State law requires cities to grant a density bonus and other incentives for qualifying affordable or senior housing developments. Section 17.42.100 of the Zoning Ordinance establishes standards and procedures for implementing State Density Bonus Law. In addition to State requirements, the City has adopted additional incentives that allow increased density when small parcels are combined to create a larger residential building site.

State density bonus law has been amended from time to time to encourage the development of affordable and senior housing. The City has been implementing the State density bonus law. To provide clarity and help incentivize affordable housing development, the City will revise its density bonus regulations (Municipal Code Sec.

17.42.100) to comport with current State law. In addition, the City will inform developers and contractors of this incentive program through brochures at the public counter and information posted on the City’s website.

Timing:
• As part of the comprehensive Zoning Ordinance update, revise the City’s Density Bonus regulations by the end of 2023.
• Continue to make information available on the density bonus program through brochures and the City website throughout the planning period.

Funding: City General Fund.

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4. Affordable Housing Development Outreach and Assistance Program Description: This program includes investigation of potential funding sources and administrative support to assist private and non-profit organizations in the development and/or provision of affordable housing. The City will investigate the feasibility of expanding CDBG funding and Section 8 rental vouchers to qualifying households. The Section 8 program is one of the major sources of housing assistance for very-low- and extremely-lowincome households. If the City is successful in obtaining increased CDBG funding and/or expanding Section 8 rental vouchers for residents, this information will be posted in the Community Center, on the City’s website, in handouts provided in the information kiosk in the City Hall lobby, and in the local library. Brochures will also be provided to local service clubs including the local “Meals on Wheels” program, local dial-a-ride service, the local recreation center, and emergency shelters in the area.

The City will also provide incentives such as priority processing, fee waivers and deferrals, and modified development standards to projects with low- or moderate-income units, and will assist in preparing and processing grant applications for affordable housing projects to support the development of such units. Project sponsors will be encouraged to include units for extremely-low-income households where feasible. As part of the 2021 Housing Element update the City consulted with a variety of housing organizations to identify potential actions the City could take to facilitate the development of affordable housing, including to extremely-low-, very-low- and low-income households.

Timing:
• Annually pursue funding available to expand affordable housing opportunities in the City, especially housing for special needs populations, including extremely low income households.
• Annually contact developers to explore affordable housing opportunities, especially for developers with experience in special needs housing. • As affordable units become available, conduct Affirmative Fair Marketing to agencies and organizations that serve low and moderate income households and special needs populations in the South Bay region.

Funding: This program will be financed through the City’s General Fund and grant funds.

5. Facilitate Efficient Use of Sites that Allow High-Density Residential Development
Program Description: This program will facilitate affordable housing development on sites that allow high-density residential development including reducing constraints posed by small lot sizes.
a. While the City does not rely on small sites to meet its lower income RHNA, the City will continue to facilitate lot consolidation by:
• Assisting affordable housing developers in identifying opportunities for lot consolidation using the City’s GIS system and property database;

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• Continuing to expedite processing for lot consolidations processed concurrently with planning entitlements;
• Continuing to provide a graduated density bonus for lower-income housing on small lots consolidated into a single building site according to the following formula (Zoning Ordinance Sec. 17.42.170):

Combined Parcel Size Allowable Base Density*
Less than 0.50 acre 33 units/acre

0.50 acre to 0.99 acre 34.7 units/acre (5% increase)

1.00 acre or more 36.3 units/acre (10% increase)
*Excluding density bonus
b. The City will continue to facilitate affordable housing development by:
• Facilitating pre-application meetings;
• Implementing incentives under the Density Bonus law;
• Reducing property development standards (e.g. reduced setbacks, reduced parking standards) for small developments below the threshold of Density Bonus law when affordable units targeted to the elderly or persons with disabilities are provided;
• Allowing deferral or waiver of City fees necessary to make the project costeffective; • Facilitating permit processing so that developers can take advantage of funding opportunities;
• Expediting permit processing through concurrent review through the planning and building processes;
• Promoting programs on the City’s website and at the Planning Counter and biennially notify affordable housing developers of the City’s housing incentives.

Timing:
• By the end of 2023, publicize the lot consolidation incentives on the City’s website, at the Planning counter, and by notice to affordable housing providers. • Annually contact developers to communicate the various city incentives available to facilitate affordable housing development. • By the end of 2025, conduct an assessment of the City’s progress in providing affordable housing in the community. If the City is not making meaningful progress in its affordable housing goals, the City will develop additional incentives and strategies to expand affordable housing opportunities by the end of 2026. Additional incentives may include increasing the graduated densities for lot consolidation.

Funding: General Fund. Accessory Dwelling Units

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6. Accessory Dwelling Units
Program Description: Accessory dwelling units (ADUs) provide an important source of affordable housing for seniors, young adults, care-givers and other low- and moderateincome segments of the population. In recent years, the State Legislature has adopted extensive changes to ADU law in order to encourage housing production. Among the most significant changes is the requirement for cities to allow one ADU plus one “junior ADU” on single-family residential lots by-right subject to limited development standards. The City further incentivizes ADU development by allowing a second ADU in lieu of the JADU. This flexibility facilitates the development of a range of ADU sizes to accommodate the diverse housing needs in the community. The City will review new legislation each year and update ADU regulations as necessary to ensure conformance with current State law.

Timing:
• Facilitate the development of 95 ADUs over the eight-year planning period, over the RHNA projection of 64 ADUs.
• Monitor legislation and update City ADU regulations as necessary to maintain consistency with State law by the end of 2023.
• Provide ADU standards, guidance, and resources on City website by the July 2024. For example, provide links to the California Housing Finance Agency (CalFHA) ADU grant program that provides $40,000 in pre-development funds to qualified homeowners.
• By the end of 2025, develop incentives to facilitate the construction of ADUs.

Incentives may include pre-approved plans, expedited review, assigned staff or office hours for ADU review and consultation, and/or reduced fees. • By the end of 2025, amend the Zoning Code to allow an additional JADU (beyond current allowance under State and local laws) within the existing square footage of larger homes. A survey of completed homes in the past four years revealed an average primary unit size of 3,500 square feet. The City proposes to allow an additional JADU in primary units over 3,000 square feet on single-family (R-1) lots, only when the additional JADU results in a net additional dwelling unit. The City aims to add 15 additional units using this method between 2026 and 2029.
• Monitor the trend of ADU development every other year beginning in 2025. If by 2027, the ADU activities are not trending to meet the Housing Element goal, develop additional incentives (such as pursuing State funds or partnering with nonprofits) by July 2028 to further facilitate ADU development, or to identify replacement sites or rezoning, if necessary, to address any sites capacity shortfalls.
• Promote the use of Housing Choice Vouchers for ADUs. Create a Fair Housing Factsheet on landlord responsibility as part of ADU application packet by July 2024.

Funding: General Fund and grant funds, if available.

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7. Land Value Recapture
Program Description: When land is rezoned to allow higher-intensity uses, the value of that property typically increases. Land value recapture refers to a policy requiring that a portion of the increased value be dedicated to a public benefit, such as affordable housing.

The City adopted the Housing Element on December 21, 2021, including the Land Value Recapture Program as Program 7. This Program was introduced early in the Housing Element discussions and has been a part of the Housing Element update since inception.

The Program was carried through to the revised adopted Housing Element on August 8, 2023. The Housing Element indicates that the City will perform a feasibility analysis on the Land Value Recapture Program.

The premise of the Land Value Recapture Program is that properties that benefit from zoning actions to allow for residential development increase in value. In the South Bay region where Hermosa Beach is located, there is a decreasing desire to redevelop commercial properties and instead an increased desire to redevelop properties into mixed use or all residential. This desire correlates to property values. The Program levies a fee onto any residential development on properties that benefited from a zoning action that expanded their development ability. However, the property is exempt from the fee if the proposed residential development includes 15% very-low-, 15% low-, or 25% moderateincome units.

The City worked with a real estate advisory company to evaluate the economic feasibility of Land Value Recapture. The analysis included sample business proformas indicating that the City’s proposed Land Value Recapture fee did not render development infeasible (i.e., that an acceptable return on investment would be possible), and even further that in some cases, construction affordable units and taking advantage of density bonus provisions amplified the return on investment.

Timing:
• Conducted feasibility study concurrent with rezoning in 2023 (see Program 9) and begin implementation in 2024.

Funding: General Fund and grant funds, if available.

8. Housing Trust Funds
Program Description: Housing trust funds are a dedicated source of financial assistance for affordable housing and can be funded through a variety of mechanisms, such as governmental grants, loans, charitable contributions, development fees, and land value recapture requirements (see also Program 7).

The City has joined the South Bay Housing Trust Fund managed by the South Bay Council of Governments (SBayCOG). Specifically, the City has contributed SB 2 funds toward the Trust Fund.

Timing:

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• Annually pursue funding to provide for affordable housing, especially funding for special needs populations. As funding permits, continue to participate in the South Bay Housing Trust Fund.

Funding: General Fund or grant funds, if available.

Issue Area 3 - Provision of Adequate Sites for New Housing

9. Adequate Sites to Accommodate Housing Needs
Program Description: State law requires cities to ensure that their land use plans and development regulations identify adequate sites with appropriate zoning to accommodate housing needs assigned through the Regional Housing Needs Assessment (RHNA) process.

The City’s RHNA allocation is described in Section I.H of the Housing Element Technical Report, and an analysis of the City’s potential sites for additional housing is presented in Appendix B of the Technical Report. For the 6th cycle RHNA, the City has been allocated a RHNA of 558 units (232 very low, 127 low, 106 moderate, and 93 above moderate income units). With projected ADUs of 64 units over eight years, the City has a remaining RHNA obligation of 494 units (221 very low, 99 low, 102 moderate, and 72 above moderate income units). These units are being accommodated on sites rezoned or amended to allow mixed use and residential uses. At the State default minimum density of 20 units per acre, up to 24.7 acres of rezoning would be required. However, the City proposes to rezone two one-acre city-owned properties at a minimum density of 34 units per acre, and the majority of identified parcels will be rezoned to a minimum density of 25.1 units per acre.

Overall, 23.5 acres of rezoning were identified.

The sites analysis concluded that amendments to current land use and zoning designations are necessary in order to fully accommodate the RHNA. Specifically, the City identified a number of sites with potential for redevelopment into residential or mixed use residential development. An estimated 302 units can be accommodated on parcels larger than 0.5 acre (151 very low, 76 low, 44 moderate, and 31 above moderate income units). In addition, Sites 1 and 2 (St. Cross), while comprising of multiple parcels, are under common ownership and function as an integral campus. These two sites can accommodate 33 very low and 13 low income units. These large parcels and St. Cross site can accommodate the majority of the City’s remaining lower income RHNA, with 47 units (less than 15 percent) of the remaining lower income units required to be accommodated on consolidated sites.

As discussed before, all small sites used for lower income RHNA are contiguous, under common ownership and with no more than two owners. Moderate and above moderate income housing can be developed on small parcels without consolidation.

This program describes the actions the City will take to ensure that adequate sites are designated consistent with Government Code Sec. 65583(c)(1)(A) and 65583.2. • The City will process General Plan and zoning amendments, including the required CEQA analysis, for the selected sites. The rezoned sites shall include the following components pursuant to Government Code Sec. 65583.2(i):

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o Permit owner-occupied and rental multi-family uses by-right for developments in which 20 percent or more of the units are affordable to lower-income households.
o Permit the development of at least 16 units per site. o Permit a minimum of 20 dwelling units per acre.
o Ensure that either: a) at least 50 percent of the shortfall of low- and very-lowincome regional housing need can be accommodated on sites designated for exclusively residential uses; or b) if accommodating more than 50 percent of the low- and very-low-income regional housing need on sites designated for mixed uses, all sites designated for mixed uses must allow 100 percent residential use and require that residential uses occupy at least 50 percent of the floor area in a mixed-use project.
• The City will report on the status of this program each year as part of the Annual Progress Report.

Timing:
• In November 2023, the City completed Zoning map and text amendments to provide adequate sites:
o Rezone City-owned properties (Sites 10 and 11) from M-1 and O-S to Public Facilities with an allowable residential density of 34-50 units per acre. o Rezone Sites 1 and 2 (St. Cross Church properties) from R-1/R-2 to R-2A with an allowable residential density of 22-25 units per acre. o Amend Zoning Ordinance to add residential and mixed use development as permitted uses to C-2, C-3, SPA-7, SPA-8, and SPA-11 RHNA sites with an allowable residential density of 25.1-33 units per acre. o Amend Zoning Ordinance to establish a formal procedure to monitor for the No Net Loss of capacity for accommodating the RHNA, pursuant to SB 166. o Amend Zoning Ordinance to establish the replacement housing requirements when redevelopment occurs on RHNA sites where existing units occupied by or deed-restricted for lower income households are demolished.
• In November 2023, the City amended the General Plan land use designation for Sites 1 and 2 in the inventory from Low Density to Medium Density Residential. • By the end of July 2024, complete text corrections regarding the rezoning above to ensure compliance with the minimum density of 20 du/ac. • Facilitate affordable housing development on City-owned sites:
o Develop and release a Request for Proposal by the end of 2024 to solicit a public/private partnership for affordable housing (including housing for special needs populations). If disposition of site(s) is considered, the City will ensure compliance with the Surplus Land Act.

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o Complete design work, environmental review and associated approvals by the end of 2025.
o Identify affordable housing developer(s) to partner with on affordable housing projects meeting the RHNA allocation of 100 affordable units on the City sites (30 very low, 45 low, and 25 moderate income units) on City-owned sites.
o If the City is not successful in pursuing affordable housing on these sites and construction has not started by 2027, the City will pursue alternative actions (such as identifying alternative sites) by the end of 2028. • Beyond the sites required to accommodate the City’s RHNA, the City also embarked on an effort starting in 2022 to introduce residential development along all major commercial corridors. As of November 2023, the City completed the zoning text changes creating mixed use (residential/ commercial) development standards in C-2 and C-3 zones, and allows mixed use/residential only in the newly created the Housing Element Sites Overlay (Sites Inventory sites) with a density range of 25.1 to 33 du/ac. By the end of 2026, the City will create additional mixed use overlays to include other areas in the major commercial corridors, with a minimum density of at least 20 du/ac.

The City anticipates this will result in 100 units above the Housing Element Sites Overlay capacity.

Funding: General Fund; grant funds.

Issue Area 4 - Removal of Governmental Constraints to Housing

10. Housing for Persons with Special Needs
Program Description: The Zoning Ordinance encourages the provision of housing for persons with special needs, including regulations and procedures related to group homes, emergency shelters, transitional/supportive housing and persons with disabilities. The City is in the process of updating the Zoning Ordinance. Specific changes to address special needs housing include:
• Emergency Shelters: Revise parking standard based on staffing level only.

Designate R-3 (Multi-Family Residential) as zone for emergency shelters by right without discretionary review. Expand the definition of emergency shelters to include interim housing options pursuant to State law (AB 2339), including bridge housing, navigation centers, and respite and recuperative care. Review and revise or remove the bed limit based on consultation with service providers. • Transitional and Supportive Housing: These uses are currently permitted in all residential zones as similar uses in the same zones. Revise the Zoning Ordinance to similarly permit transitional and supportive housing in all zones that permit residential uses.

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• Supportive Housing: Recent changes to State law (AB 2162 of 2018) require that supportive housing (up to 50 units) meeting specific requirements be a use by-right in zones where multi-family and mixed uses are permitted, including non-residential zones permitting multi-family uses. Furthermore, if the development is located within half-mile from transit, no minimum parking can be required. • Residential Care Facilities (for seven or more persons): Revise the CUP review process for large care facilities to an Administrative Permit in all residential zones, with a lower fee, and establish findings for approval that are objective and provide certainty in outcomes similar to other residential uses of the same type in the same zone.
• Low Barrier Navigation Center: In 2019 the State Legislature adopted AB 101 establishing requirements related to local regulation of low barrier navigation centers, which are defined as “Housing first, low-barrier, service-enriched shelters focused on moving people into permanent housing that provides temporary living facilities while case managers connect individuals experiencing homelessness to income, public benefits, health services, shelter, and housing.” Revise the Zoning Ordinance to permit low barrier navigation centers meeting specified standards byright in areas zoned for mixed use and in nonresidential zones permitting multi-family uses.
• Reasonable Accommodation: In the October 2023 Zoning Ordinance amendment, the City removed the public hearing requirement for reasonable accommodation requests and required finding relating to traffic and parking impacts. However, the finding relating to neighborhood character remained. In November 2023, the City adopted the Housing Element Zoning Text Amendment and removed the finding regarding neighborhood character to ensure objectivity. (This action is completed.) • Live/Work Housing: The City’s Economic Subcommittee studied the increased need for live/work housing. Develop strategies for providing live/work housing and 15- minute neighborhoods.

Timing:
• Zoning Code amendments by the end of 2024.
• Develop strategies for live/work housing by 2025.

Funding: General Fund and grants

11. Streamline Housing Permit Processing
Program Description: As part of the comprehensive Zoning Ordinance update the City will evaluate methods to simplify the housing development review process such as eliminating the conditional use permit requirement for multi-family, condominium and mixed-use developments and reviewing the Precise Development Plan (PDP) process including what is reviewed, typical findings and approval procedures by zone and housing type, and impacts as potential constraints on housing supply and affordability. Consistent with new transparency laws, zoning, development standards and fees are posted on the City website. The Zoning Ordinance update will also include revisions to streamline PDP process

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and develop objective standards to minimize constraints on housing supply and affordability. In addition, the City will establish procedures to process SB 35 projects.

Timing:
• Zoning Ordinance update by the end of 2023 to:
o Streamline the Precise Development Plan review process as discussed in the Housing Element Technical Report.
o Develop object standards for project review.
• By the end of 2023, establish SB 35 procedures.
• Annually update City website to provide current information on zoning, development standards and fees.
• By the end of 2024, update Subdivision Ordinance to address CUP requirement for condominium projects.

Funding: General Fund and grants.

12. Remove Governmental Constraints
Program Description: As part of this Housing Element update, the City has evaluated the effectiveness of its development standards and procedures in facilitating residential and mixed use developments. Specifically, the City’s parking standards for multi-family housing does not support a variety of unit types and sizes.

Subsequent to the adoption of the Housing Element, the City will review any Coastal Land Use Plan policies that must be updated and submit to the California Coastal Commission for certification. The timeline will be more apparent once the amendments have been submitted.

Timing:
• As part of comprehensive Zoning Ordinance update by the end of 2023, revise parking standards to facilitate a variety of unit sizes and types, such as smaller units, senior units, and mixed use developments, and offer alternative options such as shared parking arrangements for mixed use development. (This task has already been completed as part of the October 2023 Zoning Ordinance update. Parking for small units (zero to one-bedroom) has been reduced from two spaces per unit to 1.5 spaces per unit. Transitional and supportive housing, which is usually smaller in size, the parking requirements mirror that of regular residential uses, except when such housing is located within one-half mile of transit. In that case, no parking is required.) By the end of 2024, the City will revise the parking standards to remove the guest parking requirements. The currently adopted parking standards will remain but will be indicated as inclusive of guest parking.
• By 2024, submit updated Coastal Land Use Policies to the CCC for certification.

Funding: General Fund and grants.

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Issue Area 5 - Equal Housing Opportunity

13. Affirmatively Furthering Fair Housing
Program Description: As a participating city in the Los Angeles County CDBG program, Hermosa Beach has access to services for fair housing outreach, education, and counseling on housing discrimination complaints. The City will continue to advertise the fair housing program through placement of fair housing service brochures at the public counter, at the Senior Center, through the City's newsletter, and on the City website.

Apartment owners and managers are provided with current information about fair housing issues, rights and responsibilities. The Apartment Association of Greater Los Angeles conducts seminars on State, Federal and local Fair Housing laws and compliance issues.

In addition, the City will:
• Ensure that all development applications are considered, reviewed, and approved without prejudice to the proposed residents, contingent on the development application’s compliance with all entitlement requirements. • Accommodate persons with disabilities who seek reasonable waiver or modification of land use controls and/or development standards pursuant to procedures and criteria set forth in the applicable development regulations. • Work with the County to implement the regional Analysis of Impediments to Fair Housing Choice and HUD Consolidated Plan.
• Facilitate public education and outreach by posting informational flyers on fair housing and housing resources at public counters, libraries, and on the City’s website and at Senior Center. Expand the City’s outreach efforts to reach a broader audience by:
o Advertising housing-related initiatives and programs in newspapers that have broader circulation beyond city limits (such as the Daily Breeze. o Making hard copies of documents to assist the technology challenged. o Expanding notifications to agencies and organizations that serve residents in the South Bay region.
• Conduct at least one public meeting annually to discuss housing-related issues.

Conduct public meetings at suitable times, accessible to persons with disabilities, and near public transit. The utilizes multi-media platforms to outreach to lower and moderate income populations and persons with special needs. The City partners with community agencies for outreach at community events on weekends and at public locations. For community workshops and meetings, the City offers to the degree possible hybrid attendance depending on the setting.

Usually, this includes a minimum of two (2) methods of attendance consisting of in-person and one other method. Resources will be invested to provide interpretation and translation services when requested at public meetings when feasible.
• Encourage community and stakeholder engagement during development decisions.

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• Collaborate with home share programs and promote programs to residents.

Home share programs available to South Bay residents include:
o Home Share South Bay, a program offered by the South Bay Cities Council of Governments (SBCCOG), is a community solution that matches homeowners with renters seeking affordable housing in the South Bay. o Affordable Living for the Aging (ALA) offers a home share program. ALA screens, matches, and monitors two people to share a home based on living preferences and compatibility. Arrangements may be rent or a combination of rent and daily living support such as cleaning, cooking, or transportation.

Timing: This program is ongoing and will continue through the planning period.

Funding: General Fund.

14. Neighborhood Improvement
Given the City’s compact size, the City’s strategies for AFFH Placed-Based Strategies for neighborhood improvements are focused on ensuring that every area in the City receives systematic investment while also ensuring that every area in the City is connected to amenities, such as services, businesses, and recreation across the City as well as regionally.

Certain programs are available for senior and disabled residents as well.

Community Development Block Grant (CDBG)
The City uses CDBG funds to further mobility across all areas of the City by retrofitting existing intersections for disabled-accessible crosswalks and ramps.

Safe Routes to School
The City, in concert with the Hermosa Beach City School District, has a Safe Routes to School program. The Program includes educational materials, outreach, and a reporting system to ensure that routes to school are safe.
https://www.hermosabeach.gov/our-government/city-departments/police/programstips/safe-routes-to-school Aging in Place
The City of Hermosa Beach offers a tax rebate and certain exemptions (sewer, lighting assessment, utility user tax) for income-qualified elderly or disabled residents. https://www.hermosabeach.gov/our-government/finance-department/financeadministration/rebates The City offers a House Check program for senior citizens, including those with Alzheimer’s to ensure that these residents are safe. https://www.hermosabeach.gov/ourgovernment/police-department/not-alone-program-alzheimer-checklist-vacation-housechecks Beach Cities Health District (BCHD) has a Care Management Program to ensure senior receive services they need to continue living in their home.

BCHD also pairs volunteers up with senior to assist them on errands so they can continue to live in their homes.

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Maintenance of Property
Senior Grant Program – Los Angeles County Development Authority – senior homeowners for $15,000. Examples are livability and age in place, including deferred maintenance repairs.

BCHD’s Senior Resources includes assisting seniors with mental health issues that may affect an individual’s ability to maintain and upkeep their home.

Capital Improvement Program (CIP)
The City’s CIP projects which are under currently construction are focused on public amenities that are used by all residents, including repair of the Municipal Pier, accessible beach routes, sidewalk and accessible curb ramps, and repair of City park restrooms. https://hermosabeach.maps.arcgis.com/apps/Shortlist/index.html?appid=d4 f16ff6c37544a0b8bd0dc0a725452f
The City’s 5-year CIP includes repair of a wide variety of public amenities. https://hermosabeach.maps.arcgis.com/apps/Shortlist/index.html?appid=d4f16ff6c3754 4a0b8bd0dc0a725452f
Clean-up Events
The City benefits from clean-up events through sponsoring and also in partnership with many organizations. The City of Hermosa Beach, Friends of the Parks-Hermosa Beach, the Surfrider Foundation, are some examples. These clean-up events restore public amenities for residents. Recent events headed by the Mayor of Hermosa Beach included a painting of classrooms in a park facility, new landscaping at park facilities, and beach clean-ups.

Timing:
• Annually during budgeting process, prioritize improvements and services that have the most urgent need.

Funding: General Fund and grant funds.

Issue Area 6 – Sustainable Housing Development

15. Sustainable Housing Development
Program Description: In 2017 the City adopted a comprehensive update to the General Plan (PLAN Hermosa). One of the primary themes of the new General Plan is community sustainability. Chapter 4: Sustainability + Conservation establishes state-of-the-art policies to improve sustainability and energy conservation in residential development. Those policies will continue to guide City decision-making in land use decisions and the development review process.

Funding: General Fund.

Timing: Throughout the planning period.

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C. Quantified Objectives
Table II-1 describes the City’s quantified objectives for new construction, rehabilitation and conservation during the planning period.

Table II-1
Quantified Objectives 2021-2029

Income Category

Totals
Extremely
Low Very Low Low Moderate
Above
Moderate
New construction 116 116 127 106 93 558
Rehabilitation 10 10
Conservation (1) 60 60

1. Mobile homes
D. Summary of AFFH Actions
The table below summarizes the City’s actions to affirmatively further fair housing. This table supplements the descriptions, actions, and timing for citywide programs with targeted actions for AFFH. Implementation of the housing programs and detailed shown in the table below are both considered commitments of the City of Hermosa Beach.

Table II-2
Affirmatively Furthering Fair Housing Summary Actions
Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Fair Housing Enforcement and Outreach – High Priority
Contributing Factors:

Lack of fair housing service records
Lack of fair housing testing
Lack of monitoring
Lack of targeted outreach
Program 4:

Affordable
Housing
Development
and Outreach
Make information available to
affordable housing organizations
regarding residential
development opportunities.

Annually Agencies and
organizations
serving low
and moderate
income and
special needs
households in
the South Bay
region
Facilitate the
development
of 359 lower
income units
Pursue funding available for
affordable housing development.

Annually
Conduct Affirmative Fair
Marketing as affordable housing
units become available.

As units
become
available

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Program 13:

AFFH
Facilitate public education and
outreach by posting informational
flyers on fair housing and housing
resources at public counters,
libraries, on the City’s website,
and social media (FB, Twitter,
Instagram, Next Door, and Tik
Tok), and paid advertising such as
Daily Breeze – engage a more
diverse population, especially
relying on social media platforms
that have a younger audience.

Annually Citywide (all
highest
resource
areas)
Facilitate the
development
of 558 units,
including 359
lower income
units
City newsletter (about 8,000
subscribers)
Bi-weekly
Conduct public meetings to
discuss housing-related issues.

Conduct meetings at suitable
times, accessible to persons with
disabilities, and near public
transit. Resources will be invested
to provide interpretation and
translation services when
requested at public meetings
when feasible.

At least once a
year
Encourage community and
stakeholder engagement during
development decisions.

At least once
during
development
review process
Conduct Affirmative Fair
Marketing as affordable housing
units become available.

As units
become
available
Agencies and
organizations
serving low
and moderate
income and
special needs
households in
the South Bay
region
New Opportunities in High Resource Areas – High Priority Contributing Factors:

High land, rental, and ownership housing costs
Availability of affordable housing
Program 3:

Density Bonus
and Other
Incentives
Revise Density Bonus provisions
and make information available
on the density bonus program
through brochures and the City
website.

By the end of
2023
Citywide (all
highest
resource
areas)
Facilitate
construction of
359 lower
income units
Program 5:

Facilitate
Efficient Use of
Sites that Allow
High-Density
Residential
Development
Facilitate lot consolidation and
affordable housing development
through implementation of
strategies outlined in Program 5.
2021-2029 Multi-family
and mixed use
zones
Promote lot
consolidation
to facilitate
development
of 100 multifamily units

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Program 6:

ADUs
Monitor legislation and update
City ADU regulations as necessary
to maintain consistency with State
law.

By the end of
2023
Single-family
neighborhoods
Facilitate
construction of
95 ADUs,
including 15
additional
JADUs
Promote the use of Housing
Choice Vouchers for AUDs.

Create a fair housing factsheet to
be included in ADU application.

Amend Zoning Code to allow one
additional JADU on R-1 lots if the
primary unit is at least 3,000
square feet and the additional
JADU will result in a net increase in
units.

By the end of
2025
Program 9:

Adequate Sites
to
Accommodate
Housing Needs
Complete Zoning map and text
amendments to provide
adequate sites for RHNA.

By the end of
2023
Along
commercial
corridors
Accommodat
e 100% of the
shortfall of sites
to
accommodate
the city’s
remaining
housing need
of 359 units for
very low and
low income
households.

Housing Mobility– High Priority
Contributing Factors:

High land, rental, and ownership housing costs
Availability of affordable housing
Program 6:

ADUs
Promote the use of Housing
Choice Vouchers for AUDs.

Create a fair housing factsheet to
be included in ADU application.

By the end of
2023
Single-family
neighborhoods
Facilitate
construction of
95 ADUs
Amend Zoning Code to allow one
additional JADU on R-1 lots if the
primary unit is at least 3,000
square feet and the additional
JADU will result in a net increase in
units.

By the end of
2025
Program 9:

Adequate Sites
to
Accommodate
Housing Needs
By the end of 2026, the City will
broaden the overlay to include
the remaining sites in the major
commercial corridors. The City
anticipates this will result in 100
units above the Housing Element
Sites Overlay capacity.

By the end of
2026
Commercial
corridors
Facilitate
development
of 100 units
along
commercial
corridors

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Program 10:

Housing for
Persons with
Special Needs
Complete zoning code
amendments outlined in Program
10 to promote housing for special
needs groups.

By the end of
2023
City-owned
property and
along
commercial
corridors
Assist with the
construction of
100 units for
special needs
populations,
including 50
units of senior
housing on
City-owned
property
Economic Subcommittee studied
increased need for live/work –
develop strategies for live/work
housing, co-working space, and
15-minute neighborhood, etc.

By 2025 Along
commercial
corridors and in
light
manufacturing
areas
Facilitate the
development
of 50 live/work
units
Program 13:

Affirmatively
Furthering Fair
Housing
Facilitate public education and
outreach by posting informational
flyers on fair housing and housing
resources at public counters,
libraries, and on the City’s website
and at Senior Center. Expand the
City’s outreach efforts to reach a
broader audience by:
o Advertising housing-related
initiatives and programs in
newspapers that have broader
circulation beyond city limits
(such as the Daily Breeze.
o Making hard copies of
documents to assist the
technology challenged.
o Expanding notifications to
agencies and organizations that
serve residents in the South Bay
region.

By the end of
2024
Single-family
neighborhoods
Provide
referrals to
services to 20
households,
with the goal
of reaching a
broader
population via
other media
platforms.

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Collaborate with home share
programs and promote programs
to residents. Home share
programs available to South Bay
residents include:
o Home Share South Bay, a
program offered by the South Bay
Cities Council of Governments
(SBCCOG), is a community
solution that matches
homeowners with renters seeking
affordable housing in the South
Bay.
o Affordable Living for the Aging
(ALA) offers a home share
program. ALA screens, matches,
and monitors two people to share
a home based on living
preferences and compatibility.

Arrangements may be rent or a
combination of rent and daily
living support such as cleaning,
cooking, or transportation.

Program 14:

Neighborhood
Improvements
Pursue community development
activities and neighborhood
improvements:
• CDBG mobility access
improvements at
crosswalks and ramps
• Safe routes to school
Annually during
budgeting
process
Area with lower
median
household
income and
along
commercial
corridors and
manufacturing
areas where
future housing
is expected
Pursue 16
improvement
projects
AFFH:

Affirmative
Marketing
Require the project develops of
affordable housing projects or
projects with affordable units to
implement an Affirmative Fair
Marketing Plan to outreach to a
diverse population, extending
outreach to nearby communities
in the South Bay, especially to
workers in the City who do not live
in the City. These affirmative
marketing materials will include
contact information for housing
service providers (such as the
home share programs) and nonprofit housing organizations that serve lower income tenants in the
surrounding region.

As affordable
units are
developed
South Bay Achieve 30% of
future
occupants of
affordable
units from
outside
Hermosa
Beach,
including those
who work but
do not live in
the City

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Develop materials for Hermosa
Beach residents who may be
seeking tenants for their ADUs,
which will be provided to ADU
applicants at the time they apply
for a building permit or ADU
permit. These affirmative
marketing materials will include
contact information for housing
service providers (such as the
home share programs) and nonprofit housing organizations that serve lower-income tenants in the
surrounding region. Interested
residents can use these materials
to find prospective tenants in a
larger market area beyond city
limits, including residents of all
races, ethnicities, ages, and
abilities
By December
2025
Single-family
neighborhoods
and high
resource areas
(citywide)
Achieve 30% of
future ADU
occupants
from outside
Hermosa
Beach,
including those
who work but
do not live in
the City
Housing Mobility
Monitoring
Annually review overall progress
and effectiveness in April and
include information in annual
report to HCD. If the City is not on
track to meet its housing mobility
goals by 2027, the City will
consider alternative land use
strategies and make necessary
amendments to zoning or other
land use documents to facilitate
a variety of housing choices,
including but not limited to,
strategies that encourage missing
middle zoning (small-scale multiunit projects up to four-plexes), adaptive reuse, within six months,
if sufficient progress toward this
quantified objective is not being
met.

Annually in
April
Citywide 95 ADUs/JADUs
(including 15
additional
JADUs)
Home match
for 20
households

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
Place-Based Strategies for Neighborhood Improvement – Medium Priority Contributing Factors:

Unaffordable rental prices
Availability of affordable housing
Private discrimination
Program 14:

Neighborhood
Improvements
Pursue community development
activities and neighborhood
improvements:
• Aging in place services,
including tax rebates and
exemptions for
assessments
• Promote property
maintenance assistance,
such as LACDA senior
repair grants
• Capital improvements for
neighborhood amenities
Annually during
budgeting
process
Area with lower
median
household
income and
along
commercial
corridors and
manufacturing
areas where
future housing
is expected
Provide 20 tax
exemptions for
seniors and
disabled
households
Conduct 8
neighborhood
cleanup
events
Tenant Protection and Anti-Displacement– High Priority
Contributing Factors:

Lack of fair housing service records
Lack of fair housing testing
Lack of monitoring
Lack of targeted outreach
Program 2:

Conservation of
Existing
Affordable
Housing
Review and update relocation
reimbursement requirements for
relocation assistance.

Annually Citywide 100% of
displaced
households
compensated.

Program 8:

Housing Trust
Funds
Annually pursue funding to
provide for affordable housing
and as funding permits, continue
participation in the South Bay
Housing Trust Fund
Annually South Bay
Region
Contribute to
the
development
of 5 affordable
housing units in
the region.

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Program Specific Commitment Timeline Geographic
Targeting
Eight-Year
Metric
AFFH:

Homelessness
Plan
Continue to implement the City’s
Homelessness Plan, including
outreach for persons
experiencing homelessness:
• PATH provides dedicated
outreach teams for
homeless assistance, and
also connects individuals
with medical and mental
healthcare, interim
housing, veteran services,
employment services and
providing benefits
enrollment and
advocacy.
• Through PATH, the City
has an Outreach Hotline.
• The LA County MET
performs outreach and
assessments on
individuals with mental
health needs, and
provides linkages to
services.
• City staff meets quarterly
with regional outreach
representatives from
PATH and Harbor
Interfaith Services to
share relevant
information, assess
service connections
made, and identify
community “hot spots”
where additional
attention is needed.
• In partnership with
SBCCOG, facilitate
landlord
outreach/education
regarding opportunities
for housing individuals atrisk of homelessness
Ongoing Citywide with
emphasis on
southwest
section of the
City
Assist 10
persons
experiencing
homelessness
through
outreach
efforts
annually.

Utilize local funds outlined in the
Homelessness Plan to support
response efforts and special
circumstances. This fund can
cover items such as miscellaneous
services and materials, motel
vouchers, transit vouchers,
laundry services, hygiene
products, etc.

Ongoing Citywide with
emphasis on
southwest
section of the
City
Assist five
persons
experiencing
homelessness
annually.

City of Hermosa Beach | Page 1 of 3
Meeting Date: February 25, 2025
Staff Report No. 25-CCO-013
Honorable Mayor and Members of the Hermosa Beach City Council

ONE APPOINTMENT TO THE PLANNING COMMISSION
(City Clerk Myra Maravilla)
Recommended Action:

Staff recommends City Council appoint one member to the Planning Commission to fill the remainder of a term ending June 30, 2028.

Executive Summary:

At its special meeting on February 25, 2025, City Council conducted interviews for one vacancy on the Planning Commission. Council interviewed seven applicants:

1. Andrea N. Giancoli (Attachment 1)

2. Eric Horne (Attachment 2)

3. Josh Krasnegor (Attachment 3)

4. Adrienne Lindgren (Attachment 4)

5. Greg McNally (Attachment 5)

6. Nathaniel Tribble (Attachment 6)

7. Matthew Walden (Attachment 7).

Staff recommends City Council appoint one member to serve the remainder of the term ending June 30, 2028.

Background:

At the December 16, 2024 Planning Commission meeting, Commissioner David Pedersen announced his resignation effective February 19, 2025. In accordance with Hermosa Beach Municipal Code Chapter 2.32, the Planning Commission comprises five members appointed by the City Council. All members must be qualified electors of the City.

Key responsibilities of the Planning Commission include:
 Maintaining and enhancing the environment of the community, which entails advanced or long-range planning such as updates to the General Plan and specific elements;
 Reviewing and making recommendations on Current planning (short-range projects);
 Administering land use controls, including zoning and subdivisions reviews;

City of Hermosa Beach | Page 2 of 3
 Conducting public hearings to gather community input on proposed development projects and planning initiatives; and
 Serving as an advisory body to the City Council on zoning, conditional use permits, and related matters.

The Commission meets on the third Tuesday of each month 7:00 p.m. in the Council Chambers.

Past Commission Actions
Meeting Date Description
December 16, 2024 Planning Commissioner David Pedersen announced his last meeting would be in February 2025.

Discussion:

The application period for the Planning Commission vacancy closed on February 12, 2025. Staff received applications from seven members of the community, all of whom were interviewed at the special meeting on February 25, 2025. The applicants are Andrea N. Giancoli, Eric Horne, Josh Krasnegor, Adrienne Lindgren, Greg McNally, Nathaniel Tribble, and Matthew Walden.

To ensure continuity and effectiveness of the Planning Commission, staff recommends City Council appoint one candidate to fill the remainder of the vacant term ending June 30, 2028.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.

Policies:
 1.1 Open meetings. Maintain the community’s trust by holding meetings in which decisions are being made, that are open and available for all community members to attend, participate, or view remotely.
 1.4 Consensus oriented. Strive to utilize a consensus-oriented decisionmaking process.  1.7 Diversity of representation. Strive to reflect a comprehensive crosssection of the community in appointments to Commission and Advisory Committees.

Goal 2. The community is active and engaged in the decision-making process.

Policies:

City of Hermosa Beach | Page 3 of 3
 2.3 Public participation guidelines. Establish parameters and guidelines to ensure public participation is promoted through diverse methods.  2.6 Responsive to community needs. Continue to be responsive to community inquiries, providing public information, and recording feedback from community interactions.

Fiscal Impact:

There is no fiscal impact associated with the recommended action.

Attachments:

1. Andrea N. Giancoli—Application

2. Eric Horne—Application

3. Josh Krasnegor—Application

4. Andrienne Lindgren—Application

5. Greg McNally—Application

6. Nathaniel Tribble—Application

7. Matthew Walden—Application
Respectfully Submitted by: Myra Maravilla, City Clerk
Reviewed By: Angela Crespi, Deputy City Manager
Approved: Suja Lowenthal, City Manager

Do you have any current or past obligations or responsibilities, which could be construed as a conflict of interest with the position you are applying for? NO If yes, please explain below:

Please add your education, employment, memberships, past activities, or other experience you feel qualifies you to serve on the Board/Commission.

Please see attached

Andrea N. Giancoli, MPH, RD
1 Registered Dietitian

EDUCATION
University of California Los Angeles
• Master of Public Health - Community Nutrition
• Bachelor of Arts - Psychology
Veterans’ Affairs Greater Los Angeles Healthcare System • Dietetic Internship completion
California State University Northridge
• Post Baccalaureate - Didactic Program in Dietetics

EXPERIENCE
Nutrition Advisor, Research & Communications
Current client: California Prune Board
Past clients include Golin, California Avocado Commission, Think! November 2014 - Present
• Strategically develop, plan and execute nutrition marketing programming highlighting nutrition and health attributes of client products and brand. Provided expertise includes:
o craft original nutrition and health content, messaging, and communications e.g., articles, blogs, social media messaging, press materials for media outlets, consumers, industry, health professionals.
o oversee development of and copyedit all internal and third-party nutrition content to ensure scientific accuracy and brand conformity.
o serve as nutrition advocate and spokesperson for various nutrition communications activities. o advise, implement and oversee consumer and professional campaigns, and on-the-ground promotional-educational events.
o provide nutrition and health expert thought leadership and point-of-views on topics and opportunities relevant to client as needed.
o manage health professional ambassador-influencer outreach program (research and recruit prospective ambassadors, negotiate contracts, train new ambassadors, oversee collateral development, etc.).
o continually identify and assess ROI of opportunistic nutrition communications and potential partnerships with third party organizations.
o proactively respond to real-time nutrition trends, news and opportunities, and advise on potential actions to execute.
o interpret and apply relevant federal regulatory nutrition guidelines to ensure compliance of consumer-facing materials and content.
• Coordinate nutrition research program and manage relationships with scientific investigators. • Manage nutrition research and grant program budgets.
• Lead strategic planning process for the development of a 10-year nutrition research roadmap designed to investigate health attributes of client product.
• Identify opportunities for future research to strategically navigate successful implementation of client’s nutrition research roadmap and programs.
• Prepare calls for Letters of Interest and Requests for Proposals detailing client’s nutrition research project needs; subsequently critically evaluate submissions for sound science and whether worthy of pursuit. • Critically evaluate, interpret and translate scientific research as related to products’ nutrition and health benefits and subsequently provide communications and messaging recommendations. • Conduct scientific literature searches and evaluate the evidence in order to substantiate product and program claims, and to inform external communications.

Andrea N. Giancoli, MPH, RD
2 EXPERIENCE cont…
"Best Diets Rankings" Nutrition & Diet Expert Panelist
US News & World Report
October 2011 - Present
• Serve as a panelist along with nationally recognized experts in diet, nutrition, obesity, food psychology, diabetes and heart disease to thoroughly review, evaluate and rank popular diets in seven categories:
o 1) how easy it is to follow, 2) its ability to produce short-term and 3) long-term weight loss, 4) its nutritional completeness, 5) its safety, 6) its potential for preventing and managing diabetes and 7) heart disease.
• Serve as media nutrition expert each year when US News & World Report releases the "Best Diet Rankings".

Nutrition Consultant
Clients included: Kaloric, Pearson Education, NEW Health, Fit4School, Kaiser Permanente
August 2004 – April 2021
• Developed nutrition, diet and fitness tracking mobile-based apps in collaboration with design team. • Provided expert editorial analysis of nutrition content and organization for chapters in university level nutrition texts.
• Created new and updated evidence-based content, and copyedited materials for university level nutrition texts.
• Created health and nutrition education evidence-based materials employing a variety of methods including web-based content.
• Developed and tested recipes along with targeted meal plans conforming to various therapeutic diets e.g., • vegetarian, reduced sodium, diabetic, gluten-free.
• Determined nutrient content of recipes and meal plans utilizing nutrient analysis software, and subsequently modifying ingredients as needed to conform to nutrients standards and taste acceptance. • Conducted behavioral change studies designed to prevent or improve management of type 2 diabetes via lifestyle changes.
• Conduct nutrition counseling, consultations and seminars addressing weight management, sports nutrition, diabetes management, high blood pressure, high cholesterol etc. and provided evidence-based recommendations.
• Managed and implemented LA County Nutrition Education Program “Ask-the-Dietitian at Farmers’ Market” promoting consumption of locally grown fruits and vegetables. • Facilitated school district wide wellness environment assessments with pertinent district and community stakeholders in order to create Federal School Wellness policies.

Freelance Health and Nutrition Writer
September 2005 – January 2021
• Wrote and developed nutrition content (e.g., articles, blogs, etc.) for various print and web-based publications including: Food & Nutrition, Environmental Nutrition, Chicago Tribune, Today's Dietitian, Quick & Simple, RDsWeighIn.com, Healthline.com, My Nutrition Insight, Kids Eat Right, Eatright.org, RD Boot Camp.
• Authored policy and research briefs including "Taking the First Step with a Healthy Breakfast" for the Los Angeles Collaborative for Healthy Active Children.
• Authored "The Media, The Message & You" media how-to manual for Health Professionals. • Conceived, wrote and produced broadcast news stories as a Segment Producer.

Andrea N. Giancoli, MPH, RD
3 EXPERIENCE cont…
Nutrition Manager
Beachbody
June 2018 - December 2019
• Ensured brand and regulatory guidelines met for all consumer facing nutrition content e.g., social media posts, blogs, videos, nutrition guides.
• Created online nutrition and diet programs paired with branded sports/fitness programs designed for large client base.
• Developed nutrition and physical activity tracking apps integrating relevant external software. • Provided in person and online nutrition education and counseling to product test group participants of various fitness nutrition programs.
• Developed meal plans conforming to various branded nutrition programs. • Utilized nutrition software to analyze nutrient content of recipes and meal plans; adjusted ingredients as needed for desired nutrient and taste profiles.
• Managed and monitored social media forums for ongoing test groups ensuring engagement and provided additional nutrition communications.
• Monitored social media live events featuring super trainers for nutrition content accuracy and subsequently provided recommendations.
• Copyedited third party content contributions ensuring brand and nutrition science accuracy and provided scientific substantiation.
• Analyzed recipes for nutrient content breakdown utilizing nutrient analysis software. • Served as the nutrition expert media source for blog articles. • Managed tasks and workload of culinary specialist and recipe specialist. • Ensured accuracy of and proofread nutrition program guides utilizing ProofHQ software.

Health Policy Analyst
Blue Zones Project - Beach Cities Health District
November 2013 - February 2015
• Analyzed and facilitated implementation of evidenced based nutrition, active living and health policies and plans in the South Bay Beach Cities in collaboration with elected officials and community stakeholders.

Policies included:
o Living-Complete Streets policies
o Beach Cities Livability Plan designed to foster active transportation (i.e., walking, biking). o South Bay Master Bicycle Plan interconnecting bicycle infrastructure in South Bay cities. • Monitored local, state and federal nutrition/health/active living policies, regulations and legislative updates applying guidelines as appropriate.

National Media Spokesperson
Academy of Nutrition and Dietetics
June 2005 - May 2014
• TV and Radio – Featured as on air talent and co-producer in national and local stories e.g., NBC The Today Show; Access Hollywood Live!, The Doctors, E! Entertainment, Top Chef, Extra!, Discovery Health, “Soaptalk”-Soapnet, Speaking of Women’s Health-Lifetime, KNBC, KABC, KTLA, KTTV, KCET, Adelphia, Comcast, Money 101, ABC radio, CBS radio, NPR. • Developed nutritious recipes and conducted on-camera food demonstrations and presentations for various media outlets.
• Principal talent and/or producer in nutrition and food demo videos e.g., Enjoy Your Food with Less, Get Your Plate in Shape, The Healthy Pantry.
• Print and Internet – featured expert in national and local publications e.g., Self, Shape, Fitness, Health, Newsweek, Washington Post, US News and World Report, ADA Times, Wall Street Journal, Los Angeles Times, Chicago Tribune, Quick & Simple, Oxygen, Healthline.com, AOLHealth, WebMD, EatRight.org.

Andrea N. Giancoli, MPH, RD
4 EXPERIENCE cont…
Nutrition and Active Living Policy Consultant
Public Health Advocates
March 2011 - August 2013
• Wrote, analyzed and facilitated implementation of evidenced based nutrition, food, active living and health policies in cities in collaboration with elected officials and community stakeholders • Monitored local, state and federal nutrition/health/active living policies, regulations and legislative updates applying guidelines as appropriate.
• Authored policy fact sheets and briefs e.g., "Sugary Drinks: A Big Problem for Little Kids" for First5LA. • Analyzed strengths and weaknesses of nutrition-health policies and programs; subsequently provided best practices recommendations.
• Developed and presented policy and advocacy webinars.

Nutrition and Health Policy Specialist
Los Angeles Unified School District (LAUSD) – Board of Education April 2007 - June 2010
• Facilitated implementation of nutrition and wellness policies and standards designed to improve school food environments in collaboration with elected officials, school district staff, and community stakeholders. • Developed large scale recipes and meal plans (serving 600K+ meals a day) conforming to nutrition and nutrient standards and guidelines in conjunction with School Food Services chef and staff. • Conducted taste panels to assess student acceptance of new menu items. • Developed grant program Scopes of Work with metrics and subsequently implemented. • Developed and managed program budgets from three unique grantors. • Fostered relationships with elected officials, district staff and community stakeholders to gain support for policy implementation.
• Wrote and submitted quarterly progress reports to grantors detailing program progress and metrics achieved.

Instructor - Human Nutrition
University of California Los Angeles Extension
September 2001 - December 2008
• Served as instructor of human nutrition courses for university level students. • Developed nutrition curriculum and lesson plans covering the basics of nutrition emphasizing links between eating behaviors with health and disease. Topics included: macro and micro nutrients, eating disorders, weight management, food labeling, exercise/sports nutrition, diabetes, heart disease, fad diets, nutrition quackery, etc.

Nutrition Education Consultant
Bellflower Unified School District (BUSD)
July 2004 - July 2005
• Developed and implemented nutrition and physical activity education campaigns and curricula for Network for a Healthy California in the BUSD.
• Created health and nutrition education evidence-based materials and collateral for students, parents and teachers.
• Developed Scope of Work with achievable metrics for annual nutrition education programming. • Managed and stayed within program budgets.
• Prepared progress reports on grant scope of work with metrics for funders.

Andrea N. Giancoli, MPH, RD
5 EXPERIENCE cont…
Public Health Nutritionist
Los Angeles County Department of Public Health
July 2001 - July 2004
• Wrote, analyzed and advocated for passage of evidenced-based nutrition and physical activity policies for school districts in collaboration with elected officials and community stakeholders. Policies passed included:
o Federal school wellness policies for Santa Monica Malibu Unified School District, Las Virgenes Unified School District, Wiseburn School District and LAUSD o Healthy Beverage Resolution (LAUSD)
o Obesity Prevention Motion (LAUSD),
o Federal School Meal Plan Nutrition Standards (LAUSD)
• Monitored local, state and federal nutrition/health/active living policies, regulations and legislative updates applying guidelines as appropriate.
• Authored policy fact sheets and briefs e.g., "Taking the First Step with a Healthy Breakfast" for Los Angeles Collaborative for Healthy Active Children.
• Coordinated, planned and implemented community outreach nutrition programs and events, including social marketing campaigns and wellness fairs.
• Implemented Los Angeles County Nutrition Education Program "Ask-the-Dietitian" at Farmers' Markets designed to increase consumption of fruits and vegetables amongst Angelenos. • Created seasonal recipes featuring the vegetable or fruit of month • Created health and nutrition education materials for public outreach. • Managed and stayed within program budgets.
• Prepared progress reports on grant scope of work with metrics for funders.

LEADERSHIP & PUBLIC SERVICE
Leadership Hermosa Beach
• Board of Directors
• Curricula Developer and Class Instructor
• Class Mentor
• Event Planning and Fundraising
City of Hermosa Beach
• Commissioner, Public Works
• General Plan Advisory Committee
• Access Hermosa Working Group
Beach Cities Health District
• Blue Zones Project
Academy of Nutrition and Dietetics
• Emerging Dietetic Leader Award
• State Media Representative
• Public Policy Chair, Los Angeles District
• District Representative, Los Angeles District
Network for a Healthy California
• Champion for Change

Do you have any current or past obligations or responsibilities, which could be construed as a conflict of interest with the position you are applying for? NO If yes, please explain below:

Please add your education, employment, memberships, past activities, or other experience you feel qualifies you to serve on the Board/Commission.

Hermosa Beach Civic Facilities Community Advisory Group — Member (current) —As a member of the Civic Facilities Advisory Group, I am immersed in the zoning code, economic development plans, and facilities condition assessments as I work with my colleagues to advise the City Manager on options to address our decaying facilities. —Relevance to the Planning Commission: I evaluated redevelopment options for downtown Hermosa while balancing zoning restrictions, financing, and community needs. Engaging with city staff, consultants, and residents on the trade-offs of potential decisions has been excellent preparation for the Planning Commission.

Megafire Action — National Policy Director (current)
— I lead policy strategy for a non-profit dedicated to ending the wildfire crisis. — Relevance to the Planning Commission: Many of the policy topics I work on, such as CEQA, public land use, and zoning standards for high fire risk areas are relevant to the Planning Commission’s land use and zoning responsibilities. My work on building/zoning policies that balance growth with wildfire protection has deepened since the Palisades/Eaton Fires and given me familiarity with topics facing the Commission.

United States Food and Drug Administration — Congressional Affairs Specialist (2020-2022) — In this role, I led FDA’s engagement with Congress on COVID-19 vaccine development and regulation, emergency appropriations needs for COVID-19, drug manufacturing inspections, and other high-profile public health issues.
— Relevance to the Planning Commission: I balanced competing priorities from the House, Senate, and Trump/Biden Administrations on serious public policy decisions. These skills in intergovernmental relations will be useful in balancing the interests of residents, business owners, state housing authorities, and the City Council and staff.

Harvard Business School — Masters in Business Administration (2024) — In my MBA I received training in financial analysis, budgeting, and data-driven decision-making. — Relevance to the Planning Commission: Zoning, development, and permitting decisions require a clear understanding of economic feasibility, resource allocation, and long-term investment impacts. My education has prepared me to understand the needs of businesses and make informed, balanced decisions for Hermosa.

Education

ERIC HORNE
2022 - 2024 HARVARD BUSINESS SCHOOL BOSTON, MA
Master’sin Business Administration, graduating May 2024. • Energy Policy researcher at Defense Innovation Unit's Cambridge Project: paper published at MIT. 2017 - 2019 UNIVERSITY OF CALIFORNIA, LOS ANGELES LOS ANGELES, CA Bachelor of Arts degree, summa cum laude, in Political Science with a concentration in International Relations. • Awarded highest departmental honorsfor thesis on US–China strategic competition and the Pivot to Asia. 2014 - 2017 EL CAMINO COLLEGE TORRANCE, CA
Associate of Arts degree, summa cum laude, in Arts and Humanities. • Supplemental Instruction Coach for accounting and statistics courses.

Experience
2024 - Present MEGAFIRE ACTION CALABASAS, CA
National Policy Director
Executive policy strategist for non-profit dedicated to ending the megafire crisis • Led legislative strategy for the bipartisan Fix Our Forests Act, which passed in the House on 9/24/24. • Developing and executing a comprehensive advocacy strategy to create more wildfire resilient communities and wildlands across the United States through science-informed policy. • Leading policy research and development, legislative drafting, advocacy, media and strategic communications, stakeholder engagement, and coalition building in support of prioritized policy actions. 2023 - 2024 VIBRANT PLANET LOS ALTOS, CA
Policy and Partnerships Associate
Led growth strategy and policy outreach promoting forest/wildfire resilience across CA and western US. • Built CA and national legislative outreach programs from scratch to pursue change toward data-informed, collaborative, accountable restorative forest treatments to enhance wildfire resiliency. • Developed expansion strategiesfor wildfire insurance, utilities, and Community Wildfire Protection Plans.

Summer 2022 ANDURIL INDUSTRIES WASHINGTON, DC
Pre-MBA Government RelationsIntern
Supported strategic engagement with Congress and DoD promoting smarter defense capabilities. • Produced a comprehensive appropriations/budget map for growth and government relationsteams. • Developed white papersfor DoD and Congress on counter-intrusion and counter-UAS. • Tracked appropriationsfrom hearingsto floor action, highlighting new opportunitiesfor the growth team. 2020 - 2022 FOOD AND DRUG ADMINISTRATION (FDA) SILVER SPRING, MD Congressional Affairs Specialist, Office of Congressional Appropriations Politicalstrategy lead for engaging Congress on COVID-19 appropriations and high-profile public health issues. • Led strategy meetings to prepare senior FDA leadership for 15+ appearances before Congress, anticipating areas of confrontation and identifying opportunities to collaborate on the COVID–19 response. • Managed direct relationships with 14 congressional offices; led high-profile COVID-19 briefings and managed the FDA’s response to 30+ congressional inquiries involving contentious policy issues. • Project–managed cross–functional teams of 10+ to prepare 40+ congressionally mandated reports and briefings, including the COVID–19 After Action Review evaluating pandemic response improvements, changes to FDA’s physical laboratory facilities footprint, and inspections program. 2019 - 2020 UNITED STATES PEACE CORPS CHENGDU, CHINA
Peace Corps Volunteer, University English Instructor
Represented the US as a cultural ambassador during a period of heightening US-China tensions. • Designed experiential curriculum to build the public speaking and teaching skills of 250+ students.

Do you have any current or past obligations or responsibilities, which could be construed as a conflict of interest with the position you are applying for? NO If yes, please explain below:

Please add your education, employment, memberships, past activities, or other experience you feel qualifies you to serve on the Board/Commission.

I hold a Bachelor of Arts & Science, with a major in Politics and a minor in Philosophy, providing me with a strong foundation in governance, policy analysis, and ethical decision-making. Over the course of my career, I have risen to executive leadership positions in companies that have successfully navigated acquisitions by larger organizations. This experience has given me a deep understanding of organizational strategy, operations, and stakeholder management, allowing me to work effectively with diverse teams and decision-makers across various industries and businesses.

Beyond my professional background, I have been actively engaged in civic affairs, particularly in Hermosa Beach. I have successfully led and volunteered for grassroots campaigns that have enhanced public safety, increased government transparency, and championed causes that benefit residents, businesses, and the city as a whole. My ability to organize, mobilize, and advocate for meaningful change demonstrates a commitment to community service and effective policy implementation.

Additionally, I have substantial experience interacting with both the Planning Commission and the City Council, where I have been involved in deliberations that contributed to well-informed and responsible decision-making. My engagement in these processes has reinforced my understanding of zoning laws, land use policies, and municipal planning principles. Through these experiences, I have developed the ability to analyze complex proposals, balance competing interests, and ensure that development aligns with Plan Hermosa and the broader vision for the city's future. My blend of professional expertise, civic engagement, and firsthand experience with municipal governance uniquely qualifies me to serve on the Hermosa Beach Planning Commission with dedication and insight.

JOS H KRASN EGO R

CHIE F MA RKE T ING OFFICE R

BRAND I LEADERSHIP I GROWTH

EDUCATION & TRAIN ING

THE UNIVERSITY OF MIAMI, BACHELOR OF ARTS, POLITICAL SCIENCE

FRANK LEE ASSOCIATES, LEADERSHIP STYLE & MANAGEMENT DEVELOPMENT (LSMD) TRA NING I

PUB L ICATIONS

CURRENT MARKETING PUBLICATIONS FEATURED ON LINKEDIN

RE SEARCH PUBLICAT IONS WITH THE UNIVE RSITY OF MIAMI SCHOOL OF MEDIC INE

acquisitions systems, garnering up to 65% increase operational efficiency for capital projects. o Program Manager, FHWA - Every Day Counts Initiative (EDC). Managed 18 technical staff on the $4M+ multi-year EDC program that identifies and rapidly deploys proven yet underutilized innovations to enhance operational and asset management efficiency for state, local, and tribal entities, and designed to provide cost savings and ensure infrastructure is built better and faster.

Managed program design, development, tracking, and administration to facilitate best practices exchange and integration of unmanned aircraft systems and automated data acquisition systems into government work processes.
o Program Manager, DFW International Airport- Digital Twin for Asset and Infrastructure Management. Led an eight-member team as a report to DFW’s Executive Infrastructure Director for the airport’s efforts to centralize 13 asset management systems to a single platform, produce proactive infrastructure management and maintenance, and inform dynamic traffic operations.

Developed scope and schedule, milestones, and led development.

Manager, Economic & Business Policy, Office of LA Mayor Eric Garcetti - Los Angeles, CA Feb 2016 - June 2018
· Served as core Project Manager for implementation of >$1B in program investment provided through federal grants and private institutions, with responsibility for advising on economic policy, industry attraction strategy, business development, and development services for the City's aerospace, manufacturing, logistics, and transportation technology sectors. · Spearheaded development as lead project manager for multiple unique public private partnerships funded by competitive federal grants and private entities, with the City serving as the local execution arm. Partners included USDOT/FAA UAS Integration Pilot Program, the Advanced Manufacturing Partnership for Southern California (US Dept of Commerce, US Dept of Defense), the Clean Energy Smart Manufacturing Innovation Institute (US Dept of Energy). · Manage business assistance/attraction/retention efforts (facilitated >$72M in investment via concierge business assistance services to companies) through the execution of cross-departmental and interagency case management, including the coordination of incentive programs at a state/local level and streamlining of development services.

Regional Program Implementation Manager, Goldman Sachs - LA/Long Beach, CA Aug 2014 - Feb 2016 · Hired to manage the Southern California region for Goldman’s Economic Development Program, a $500M public-private national initiative that provided formal business education and financing to SMBs as part of the 2008 bailout stipulations.
· Managed development and implementation of regional outreach and recruitment strategies for local and national stakeholders. Generated client leads, served as primary point of contact, and managed a team of eight full-time staff and 20+ contractors in executing program. · Led turnaround of an underperforming program and drove 40% growth in KPIs through efforts that included revamping the client identification system, CRM implementation, increased staffing levels, and a new relationship management system that boosted conversion rate. · Collaborated with national partners at the Initiative for a Competitive Inner City and over 1,000 business clients annually with a combined $700M in revenues, as well as over 250 external community, institutional, governmental and financial partners.
· Developed and oversaw tracking and reporting for lead generation and client management success systems, and introduced robust print and digital marketing platforms.

Project Manager & Executive Assistant, Allan D. Kotin & Associates - Los Angeles, CA Dec 2012 - May 2014
· Kotin & Associates is a real estate economics consulting firm specializing in B2G and B2B consulting services. Monitored progress of over 60 public-private real estate projects, provided analytics support for projects, and managed administration to include accounting, payables, and receivables. Developed and managed master schedules for projects and developed pro formas and operating models.

Other professional experience includes research roles with startups, universities.

PROFESSIONAL AFFILIATIONS
· Civic Facilities Advisory Group, City of Hermosa Beach · Past Member, Federal Aviation Administration, Drone Advisory Committee, State and Local Subcommittee (2015 - 2018)
· Member, International Economic Development Council (2014 - present) · Member, Urban Land Institute (2014 – present)

EDUCATION
· Executive Programme, Project & Infrastructure Finance, London Business School · MA Urban Planning and Development (Concentrations: Economic Development, Industrial Dev.

Planning). University of Southern California
· BA Politics & International Relations, Scripps College - Claremont, CA

CITY OF HERMOSA BEACH

BOARD/COMMISSION APPLICATION
Name of Board/Commission PLANNING COMMISSION
Name IRoy Gregory McNally, Jr. Phone Number _________ ___, Address ------· H_e_rm__o_sa__
Bea_c_h__,_ca_9__0_2_5_4 ______________ _
Email iiiiiiiii
Occupation/Profession !consultant / Small Business Owner Employer Name & Address !Proudly Serving
REFERENCES (Please List Three References)
Personal:

Professional:

Other:
ney - Civic Leader I Past School Board / i
ylvia Gluck - Hermosa School Principal -
Chris Dey - Senior Director Brookfield Development -
Pat Escalante - Past He o I Superintendent -
Julie Oaks - Neighbor -
COMMUNITY PARTICIPATION AND SERVICE (Past and Present)
Why do you wish to serve on the Board/Commission?
I moved here with my family in 1979 and knew early on that I wanted to spend my whole life here.

I've built my life to be able to do that by buying property here, building my family here, opening businesses in Hermosa and giving back via my work at the Hermosa Beach Museum.

I want to support the city by helping it plan for future civic success.

Which duties and responsibilities of the Board/Commission are important to you and why? Here are the three most important areas of work I'd like to support:

1. Land Use Controls: our small city has precious, yet few resources. These resources are what make our city beautiful, appealing to residents and visitors, and leave our city at risk if we don't manage them carefully. At the same time, our land and resources need to be used to support city revenue growth (civic, commercial, residential infrastructure maintenance, and overall safety. I believe this is area of work in the important.

2. Near Term Planning: this is where so much discord can arise between residents, businesses, and other interested parties. I've learned over the years how to weigh and prioritize conflicting needs as well as liaise between disputing parties to successful outcomes. I'd like to bring this skill set to some of our city's daily/weekly/monthly pressing concerns.

3. Long Range Planning: I've worked on long range growth strategies for many businesses. I'd like to participate in this for our city to help us align the long term vision for Hermosa, with broadly appealing programs and opportunities that will become platforms for sustained civic health.

Last Updated 03/22/2023 Page 500 of 1852 Page 1 of3
Do you have any current or past obligations or responsibilities, which could be construed as a conflict of interest with the position you are applying for? NO If yes, please explain below:

Please add your education, employment, memberships, past activities, or other experience you feel qualifies you to serve on the Board/Commission.

Greg McNally is a Hermosa Beach homeowner, small business owner, and retail consultant. Greg works with business owners, operators and investors to solve complex challenges in a variety of settings. His experience spans from retail and hospitality operations to contract amenities services for large property owners, to public policy and licensing and certification processes - all experiences that support understanding long-term planning, zoning, permitting and compliance for a city.

For the past 7 years Greg acted as the owner’s representative of one of the United States' largest land companies with office, retail, resort and residential assets. Work included leading in-depth audits of operations and guest experience, as well as financial performance. Additional work included program development, staffing strategies, and concept “fit assessments" for new businesses. Greg has utilized these experiences and expertise to open a successful small business in Hermosa Beach.

After moving to Hermosa Beach in 1979 Greg knew it was his home. He was a member of the 2nd Leadership Hermosa Class of 2006 and has closely followed Hermosa Beach's growth and success ever since. Greg gives back to the community today as Board Member and President of the Hermosa Beach Museum, and by supporting the Hermosa Beach Sister City Association, the Chamber of Commerce and supporting many other organizations.

Associations:

California Restaurant Association, Member, Board of Directors Los Angeles Chapter Leadership Hermosa, The Community Leadership Council
Hermosa Beach Museum, President
Industry Speaker and Educator:

SCORE – Restaurant Workshop Instructor, Long Beach, South Bay, Los Angeles, Orange County Culinary Management Instructor – Art Institute of California at Los Angeles (former) Professional Certifications:

Foodservice Management Professional (FMP) – National Restaurant Association ServSafe, Certified Instructor and Exam Proctor and Food Handler California Culinary Academy, Professional Cooking Certification Court of Master Sommeliers, Lv 1 Certification

NA

> Greg McNally, FMP
Based in Los Angeles
Summary: Restaurant and Food Service Strategist and Operations Expert 20+ years of successful experience working with owners, operators, and investors to develop, operate, and grow profitable food-service businesses.

Skills: Business Development - developing a strong client roster through networking and referrals with many multi-year contract engagements in the southern California.

Performance Optimization - advise clients on how to manage operators to maximize financial and service performance.

Operations SME - optimizing operations to support profitability, regulatory controls, sales goals, and subsidy costs. Especially skilled at food service financials: analysis, forecasting, and proformas, and permitting and licensing.

Competitive Intelligence - well connected and networked in the industry to provide competitive insights and intelligence into client programs.

Interpersonal Relationships/Communications- reporting, presenting, and negotiating at the executive level.

Experience: Food Service Consultant Jan 2006 to present FoodPower and The McNally Group
Restaurant business advisor providing concept development, growth and profitability strategies and programming, and a Center-of-Excellence approach to food service operations. 100% referral business. Client/Project examples include:

Irvine Company Office Properties (7+ years): client liaison for managed amenity properties reporting to VP of Operations & Portfolio Initiatives, to provide strategic recommendations on subsidy management, partner selection and replacement, and operational review including quality assurance and performance enhancement.

Regional multi-unit operator: growth strategy and implementation to expand into higher-education contract dining.

Boutique Hotel: negotiated city zoning change and coastal commission approvals for new food service operation.

Winery Restaurant: strategy, concept development, and business plan guidance for ground-up development of a mixed-use property.

Consultant
COO I Partner
Proudly Serving Regional Smash Burger Chain
Mar 2022 to Mar 2023
May 2023 to Present
Responsible for all operational infrastructure including organizational structure, licenses, permits, systems, and financials (accounting, investment, P&L). Negotiated two partnership agreements with existing business to operate kitchens in craft breweries (embedded).

Structured and negotiated deal on first stand-alone location. Responsible for all day-to-day business functions.

General Manager Apr 2002 to Dec 2005
Grill Concepts, Inc.

Operations and Leadership in a publicly traded restaurant group. Achieved guest satisfaction rates exceeding 90%. Created company leadership development program and learning seminar for regional managers nationwide.

Founder & Operating Partner Jul 1998 to Mar 2002
Anacapa Restaurant
Developed concept, business plan, and partnership agreement, and raised capital to fund launch of operation, then ran the business for 5 years. Found buyer and negotiated sale in early 2002.

Founder, Co-President & COO Jun 1989 to Aug2000
General Partner WA-HA-KA and Baton Rouge Restaurants,
Developed concept, business plan, and partnership agreement, and raised capital to fund launch of first location. Over 11 years expanded to 4 locations. Concept was featured on CNN News as one of the first of its kind and is now a visible restaurant concept in every major U.S. market. Negotiated sale to a competing restaurant group.

Associations:

Industry Speaker:

Certifications:

California Restaurant Association, Board Member, Los Angeles Chapter Hermosa Beach Museum, President, Board of Directors
Trustee, Neighborhood Church of Palos Verdes
SCORE Mentor and Featured Speaker, Restaurant Expert
Pro-Start Mentor - California Restaurant Association
Food Service Management Professional, (FMP), National Restaurant Association Court of Master Sommeliers, Level 1
ServSafe, Certified Instructor
Culinary Management Instructor {2007 to 2016) International Culinary School, The Art Institute of California-Los Angeles
Education: Attended: University of Arizona, studied Public Administration

Do you have any current or past obligations or responsibilities, which could be construed as a conflict of interest with the position you are applying for? NO If yes, please explain below:

Please add your education, employment, memberships, past activities, or other experience you feel qualifies you to serve on the Board/Commission.

EDUCATION
Brigham Young University, Provo UT — International Relations (Major)/Business Strategy (Minor) AUGUST 2011 - DECEMBER 2017
Vice President of the Political Affairs Society. Full-tuition scholarship. Pi Sigma Alpha Honor Society. One of 50 students admitted, out of 500+ applicants, to the 2017 Business Strategy Class. Student employment as Italian teacher and Model UN teaching assistant

WORK EXPERIENCE
The Walt Disney Company (formerly Hulu), Santa Monica CA — Group Product Manager AUGUST 2021 - PRESENT
Group Product Manager and GM for the companys self-service advertising platform, Disney Campaign Manager (formerly known as Hulu Ad Manager). Direct manager for 5 technical PM's with subdomain expertise (reporting, billing, account management, forecasting, and campaign management). Promoted twice within three years of joining. Responsible for building the team and expanding platform usage beyond forecasted growth, contributing to the companys achievement of 75% advertising automation.

Google, Mountain View CA — Global Product Lead, Mobile App Monetization Partnerships JANUARY 2018 -AUGUST 2021
New product incubation, evaluation, prioritization and growth of mobile gaming monetization platforms (Google Play and Google AdMob), managing all feature releases and prioritization between cross-functional teams. Operated as a key decision-maker and “voice of the customer” in discussions between other Product Managers, Engineering, Legal, Sales, Services, and Finance.

Welcome Mat/Talk Tolerance, Washington DC — Co-Founder
OCTOBER 2016 - JUNE 2017
Social mentorship app for new immigrants and refugee populations. Recognized as one of the top 3 global student initiatives against violent extremism. Product was featured to a bipartisan cohort of Senators on Capitol Hill.

Matthew Walden

WORK EXPERIENCE
The Walt Disney Company (formerly Hulu), Santa Monica CA — Manager, Product Management AUGUST 2021 - PRESENT
Group Product Manager and GM for the company’s self-service advertising platform, Disney Campaign Manager (formerly known as Hulu Ad Manager). Direct manager for 5 technical PM’s with subdomain expertise (reporting, billing, account management, forecasting, and campaign management). Promoted twice within three years of joining. Responsible for building the team and expanding platform usage beyond forecasted growth, contributing to the company’s achievement of 75% advertising automation. Notable Achievements Include:
● Full end-to-end requirements gathering, scope management, and technical delivery of user, campaign, and brand management services. Increased the number of CTV-purchasing brands by 20,000+ by providing essential features for direct booking of in-stream premium video campaigns.
● Complete launch (from inception to results) of the Performance Marketing Suite, an end-to-end full-funnel campaign management and measurement module for mid-market agencies. This feature set enabled nearly $1B of new business to Disney Advertising (inclusive of Disney+, Hulu, and ESPN). ● Led expansion of Disney Streaming’s ad product offering into the political category, building a new suite of features for political campaign booking, creative evaluation, and special restricted targeting. Launched campaign management and regulatory features to drive $200M in new business during the 2022 and 2024 election cycles.

Google, Mountain View CA — Global Product Lead, Mobile App Monetization JANUARY 2018 -AUGUST 2021
New product incubation, evaluation, prioritization and growth of mobile gaming monetization platforms (Google Play and Google AdMob), managing all feature releases and prioritization between cross-functional teams. Operated as a key decision-maker and “voice of the customer” in discussions between other Product Managers, Engineering, Legal, Sales, Services, and Finance. Notable achievements include:
● 2 promotions on accelerated timelines due to consistent “Superb” and “Strongly Exceeds Expectations” ratings. 25 Google Peer Bonuses- awarded for excellence in cross-functional collaboration; 10 Google Spot Bonuses - recognizing global achievement as the top contributor to product objectives. ● Co-Authored 2020 Rewarded Video and Native Advertising strategy for AdMob. Incorporated 27 proposed feature launches (from 5 PMs) into a broader go-to-market narrative that included analysis of current performance, thematic product strategies, and a detailing of Google's competitive advantages in the space. Implemented solutions from this strategy accounted for over $450M in product-driven annual incremental revenue ● Led the creation of a COVID-19 response plan for the Ad Manager and AdMob platforms, leading to a 10% year-over-year revenue growth in 2020 on an $8B business (despite significant macroeconomic headwinds).

Welcome Mat/Talk Tolerance, Washington DC — Co-Founder
OCTOBER 2016 - JUNE 2017
Social mentorship app for new immigrants and refugee populations. Recognized as one of the top 3 global student initiatives against violent extremism. Product was featured to a bipartisan cohort of Senators on Capitol Hill.

VOLUNTEER EXPERIENCE
Columbia Business School, New York City — Course Advisor: Product Management Lab JUNE 2022 - PRESENT
Sponsor and Mentor for a nascent MBA course where over 300 students work with real companies on a “Problem to be Solved”, culminating in a formal product recommendation complete with a prototype and commercialization thesis.

EDUCATION
Brigham Young University, Provo UT — International Relations (Major)/Business Strategy (Minor) AUGUST 2011 - DECEMBER 2017
Vice President of the Political Affairs Society. Full-tuition scholarship. Pi Sigma Alpha Honor Society. One of 50 students admitted, out of 500+ applicants, to the 2017 Business Strategy Class. Student employment as Italian teacher and Model UN teaching assistant

City of Hermosa Beach | Page 1 of 7
Meeting Date: February 25, 2025
Staff Report No. 25-CR-018
Honorable Mayor and Members of the Hermosa Beach City Council

APPROVAL OF THE CLARK BUILDING USE POLICY AND RESERVATION RATES CEQA: Approval of the proposed agreement would be exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines section 15304. The proposed Clark Building use policies and reservation rates will have negligible or no permanent effect on the environment.
(Community Resources Director Lisa Nichols)
Recommended Action:

Staff recommends City Council approve the Parks, Recreation, and Community Resources Advisory Commission’s recommendation to approve the new Clark Building use policies (Attachment 4) and reservation rates (Attachment 5).

Executive Summary:

The Clark Building was constructed in 1936, adjoining the Lawn Bowling Club, Clark Field, and the Kelly Tennis and Pickleball Courts, collectively known as the Clark Complex. The building served as a location for various gatherings including meetings, private parties, recreation classes, and community events over the past several decades and has undergone various refurbishments.

The City’s Capital Improvement Program (CIP) includes CIP 689 Clark Building Renovations, a project with an anticipated completion date in April 2025. At its February 5, 2025 meeting, the Parks, Recreation, and Community Resources Advisory Commission (Commission) recommended Council approval of the new Clark Building use policies and reservation rates to accompany the renovated facility.

Background:

At its June 6, 2019 meeting, the Commission selected Commissioner Ellman and Vice Chair Pizer Mains to serve on the Clark Building Renovations Subcommittee (Subcommittee). In addition to providing input throughout the project, the subcommittee was tasked with working with staff to form a new use policy and reservation rates to accompany the newly renovated facility.

At its February 5, 2025 meeting, staff and the subcommittee presented the new Clark Building use policies and reservation rates to the Commission. The Commission recommended approval of the proposed Clark Building Use Policy and reservation rates

City of Hermosa Beach | Page 2 of 7
with consideration of its formatting and language recommendations to provide clarity to specific policies and reservation rates.

To form a new use policy and reservation fees to suit the newly renovated Clark Building, staff and the subcommittee considered past uses of the facility, potential future uses of the facility, and conducted best practice research to evaluate use policies and reservation rates of comparable facilities owned and fully operated by its respective City (Attachment 2). Included in Attachment 3 is an overview of the Hermosa Beach Kiwanis and Rotary Clubs' use policies and reservation rates for informational purposes. While these are Cityowned facilities, the Kiwanis Club and Rotary Club’s current lease agreements allow each organization to manage the reservations for each facility provided that all rental revenue is used for building needs.

Following the completion of the renovation, the Clark Building will include the following new amenities and improvements:
 Commercial kitchen per current Los Angeles County Department of Public Health requirements;
 Electric-powered heating, ventilation, and air conditioning (HVAC) system;  Audiovisual system including built-in speakers, overhead projector, roll-down projection screen;
 Portable stage;
 Architectural features including:
o furred out walls to conceal system components such as electrical conduit and provide a smooth wall surface;
o decorative accents on the ceiling;
o acoustic ceiling panels for sound absorption; and
o commercial grade vinyl flooring.
 Plumbing system to accommodate the updated restrooms and commercial kitchen, including floor drains for ease in maintenance;  Exterior site improvements including:
o concrete walkways and ramps to current accessibility standards; o decorative enclosures around the refuse storage area and HVAC units; o entrance to the Lawn Bowling Club to current accessibility standards; o restored original signage; and
o refreshed landscaping and irrigation.
 Restrooms to current accessibility standards; and
 Banquet furniture, consisting of rectangular or round tables, and two styles of chairs.

Attachment 1 includes a diagram of the renovated Clark Building.

Past Commission Actions

City of Hermosa Beach | Page 3 of 7
Meeting Date Description
June 10, 2019 The Commission selected Commissioners Ellman and Vice Chair Pizer Mains to serve on the Clark Building
Renovations Subcommittee.

February 4, 2025 The Commission recommended Council approval of the new Clark Building use policies and reservation rates.

Discussion:

Attachment 4 is the recommended new Clark Building Use Policy, including the Commission’s language recommendations to provide additional clarity to specific policies.

The policy contains general rules and regulations for the use of the building including staffing and potential security requirements, amplified sound, food and beverage services, use of amenities, schedule changes, cancellations, payment procedures, and insurance requirements. Additionally, the policy provides an exhibit of amenities and its details such as the dimensions, quantity available, or model type.

The recommended new policy would allow reservation holders to request the following, which are not currently an option in the current use policy:
 Four parking spaces at an additional cost to the reservation holder due to the limited parking within the adjacent parking lots.
 The use of sound-amplifying equipment to give instructions, directions, lectures, and transmitting music, or for a disc jockey between the hours of 9:00 a.m. to 9:00 p.m. If approval is obtained, the Hermosa Beach Police Department would issue an Amplified Sound Permit.
 The ability to serve alcoholic beverages in the form of beer, wine, and champagne, and if approval is obtained, the reservation holder must:
o Hire an Alcoholic Beverage Control (ABC) licensed caterer with a Type 58 caterer’s permit or Type 91 beer manufacturer’s caterer permit; or o Be an existing nonprofit organization with a valid tax I.D. number and approved for a Daily License Authorization through the filing of Form ABC221.

Attachment 5 is the recommended new reservation rates for the Clark Building, which includes the Commission’s formatting recommendations to provide clarity to the different rates for nonprofit organizations, residents, and nonresident/commercial organizations.

Table 1 outlines the current reservation rates and the proposed new reservation rates.

For at least the past fifteen years, increases in the current reservation rates have only been made due to Consumer Price Index (CPI) rate increases calculated by the United States Bureau of Labor Statistics annually and staff has not recommended any additional increases to bring the reservation rates to current market rates until the time of this report.

Table 1: Current and Recommended New Clark Building Reservation Rates

City of Hermosa Beach | Page 4 of 7
Fee Type Current Rate Proposed Rate
Reservation
(includes the Banquet Hall)
Nonprofit:
$33 per hour
Nonprofit:
$100 per hour
Resident:
$40 per hour
Resident:
$150 per hour
Nonresident/Commercial:
$86 per hour
Nonresident/Commercial:
$300 per hour
Kitchen Reservation
-
Nonprofit:
$75 per hour
Resident:
$115 per hour
Nonresident/Commercial:
$230 per hour
Meeting Room Reservation -
Nonprofit:
$25 per hour
Resident:
$40 per hour
Nonresident/Commercial:
$80 per hour
Projector and Screen - $121
Nonrefundable Application Fee $28 $100
Refundable Security Deposit
Nonprofit:
$140 $500 Resident/Nonresident/Commercial:
$350
Setup/Teardown
Required if tables, chairs,
podium, and/ or stage are
requested
- $40
Clark Building Monitor $21 per hour $21 per hour
Audiovisual (AV) Technician
Required if audiovisual
equipment is requested
- $33 per hour
Amplified Sound Permit - $207
Of the new reservation rates recommended, the following fees are not part of the current fee schedule for the Clark Building:
 Hourly kitchen and meeting room reservation rate
o The standard reservation rate would only include access to the banquet hall.

Access to the kitchen and/or meeting room would be available by request and for an additional hourly reservation rate for each space. Following the evaluation of reservation rates for comparable facilities in surrounding cities, staff and the subcommittee found it common that additional amenities, such as a kitchen, or meeting room would each be available at an additional hourly reservation rate.
 Projector and Screen reservation rate

City of Hermosa Beach | Page 5 of 7
o The newly renovated Clark Building would have a projector and screen, an amenity not available to reservation holders before the renovation.  Setup/Teardown rate
o In the current fee schedule for the Clark Building, the time staff prepares the facility for a reservation and the time spent restoring it is not accounted for.

This would include the time spent setting up tables, chairs, the podium, and/or the portable stage if requested. Therefore, if these amenities are requested, to ensure the recovery of direct costs associated with each reservation, staff and the subcommittee recommended this fee be added to the new fee schedule. The fee would account for approximately two hours of staff time preparing the facility and returning the facility to its original state following a reservation.
 Audiovisual (AV) Technician rate
o In addition to a projector and screen, the newly renovated Clark Building would have an audio system and projector and screen, amenities also not available to reservation holders before the renovation. Staff would be the only ones permitted to operate all audiovisual equipment and required to be on-site when in use.

To provide a snapshot of how the recommended new reservation rates for the Clark Building would align with three of the most comparable facilities included in the best practice research (Attachment 1), Table 2 provides a comparison of the total cost for a four-hour reservation at each facility with the use of each facility’s kitchen. The fees accounted for in the totals provided are application fees, hourly reservation rates for the facility and the kitchen, hourly rates for staff to monitor the reservations, and setup/teardown fees. The facilities included in this table provide similar amenities, are comparable in square footage, and use a fee structure common to what the City uses for our indoor facilities, which is specific rates per type of applicant; nonprofit organization, resident, and nonresident or commercial organization. Table 2 also includes information on when each facility was built, recently upgraded, or renovated, and when each facility’s reservation rates were most recently reviewed or updated with consideration of current market rates.

Table 2: Most Comparable Facilities’ Costs for a Four Hour Reservation with Use of the Kitchen
Facility Nonprofit
Reservation
Total
Resident
Reservation
Total
Nonresident/Commercial
Reservation
Total
City of Manhattan Beach
Joslyn Center
4,140 ft²
Built: 1964
$532 $872 $1,052

City of Hermosa Beach | Page 6 of 7
Renovated: 2010
Reservation rates
reviewed in 2024
City of Torrance
Meeting Hall
4,275 ft²
Built: 1991
Minor upgrades
(lighting/carpet):

Approximately 2022
Reservation rates
reviewed in 2024
$1,068 –
$1,136
$1,136 $1,616
City of Newport Beach
Community Room
7,700 ft²
Built: 2014
Reservation rates
updated in 2024
$739 –
$1,136
$1,019 –
$1,691
$1,539 –
$2,939
City of Hermosa Beach
Clark Building
5,119 ft²
Built: 1936
Renovated: 2025
$924 $1,284 $2,344
Hermosa Beach Garden Club and Woman’s Club
The Hermosa Beach Garden Club and Woman’s Club have historically been amongst the top users of the Clark Building for their monthly club meetings, board meetings, and community events. Both nonprofit organizations were historically provided storage space in the Clark Building for club-related materials. Both the use of the facility and the storage space have not been of cost to either organization in previous years. To permit each organization’s ongoing use of the facility, and allow for a discussion on applicable fees to be charged to each organization for its use of the facility and annual storage, staff would negotiate an agreement with each organization.

General Plan Consistency:

This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:

Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.

Policy:

City of Hermosa Beach | Page 7 of 7
 1.1 Open meetings. Maintain the community’s trust by holding meetings in which decisions are being made, that are open and available for all community members to attend, participate, or view remotely.

Goal 3. Community parks and facilities encourage social activity and interaction.

Policies:
 3.1 Community-friendly events. Encourage, permit, and support community group, nonprofit, or business organized events on City property that support physical activity, beach culture, and family-friendly social interactions.  3.6 Availability of City facilities. Consider the demand and availability of City facilities for general community use in the long-term lease and/or rental of City facilities.

Goal 4. Direct and accessible routes and connections to parks, recreational facilities, and open space are provided.

Policies:
 4.1 Close proximity to parks. Provide a variety and distribution of parks, open space, and recreational facilities to enhance proximity and easy access to all residents.
 4.4 ADA accessible park access. Install ADA and universally accessible amenities and equipment so that all parks, beach, and trail networks are accessible to all persons.

Fiscal Impact:

If the proposed reservation rates are approved, staff projects approximately $160,000 to $190,000 of General Fund (Acct# 001-3405) Community Center Rental Revenue annually. This estimate is based on past and anticipated future usage of the Clark Building.

Attachments:

1. Clark Building Diagram

2. Best Practice of Surrounding Cities’ Facilities Comparable to the Clark Building

3. Overview of Kiwanis and Rotary Clubs Use Policies and Reservation Rates

4. New Clark Building Use Policy

5. New Clark Building Reservation Rates
Respectfully Submitted by: Lisa Nichols, Community Resources Director Noted for Fiscal Impact: Brandon Walker, Administrative Services Director Legal Review: Patrick Donegan, City Attorney
Reviewed by: Angela Crespi, Deputy City Manager
Approved: Suja Lowenthal, City Manager

Banquet Hall
(3,366 sq ft)
Lawn Bowling Green
Valley Drive
City
Use Only
(196 sq ft)
Meeting
Room
(199 sq ft)
Women’s
Restroom
Men’s
Restroom
Kitchen
(467 sq ft)
Public Parking ↓
Public Parking ↓

CLARK BUILDING DIAGRAM
City of Hermosa Beach • Community Resources Department
710 Pier Avenue, Hermosa Beach, CA 90254
(310) 318-0280 [email protected]

Attachment 4: Best Practice of Surrounding Cities’ Facilities Comparable to the Clark Building

City Facility Size & Capacity Hours Staffing
Required?
Amplified
Sound?
Alcohol? Fees Notes
Torrance The Attic 1,970 ft² multipurpose room &
1,200 ft² patio
Audience style
setting provides a
maximum occupancy
of 99 (99 chairs and
2 rectangle tables)
Classroom style
setting provides a
maximum occupancy
of 99 (80 chairs and
14 rectangle tables)
Dining style setting
provides a maximum
occupancy of 54 (80
chairs, 2 rectangle
tables, and 10 round
tables)
Dining and dancing
style setting provides
a maximum
occupancy of 54 (54
chairs, 2 rectangle
tables, and 6 round
tables)
9:00am-9:00pm
on Saturdays and
Sundays
Yes, for all
groups
Yes No Fee Type Resident
Nonprofit
Nonresident
Nonprofit
Nonresident
Commercial
No
kitchen
Multi-purpose Room $60/hour $80/hour $100/hour
Patio $10/hour
Deposit $500
Setup/Teardown $30
Staff $36/hour
Torrance Toyota
Meeting Hall
4,275 ft² hall
Theatre style
provides a maximum
occupancy of 300
Dining/dancing style
provides a maximum
occupancy of 250
Dining style only
provides a maximum
of 270
6:00am –
12:00am
Minimum of 8
hours for
party/social
function
Yes, for all
groups
Yes, a permit
required if
outdoors
Yes Fee Type Resident
Private
Resident
Nonprofit
Nonresident
Non-profit
Nonresident
Private
Portable
stages,
PA
system,
and a
projection
screen
included
with
rental.

Room Rate $136/hour $119/hour $136/hour $256/hour
Event Manager $42/hour
Set Up/Tear Down $340
Kitchen $84
Deposit $500 no alcohol /$1,000 with alcohol

Attachment 4: Best Practice of Surrounding Cities’ Facilities Comparable to the Clark Building

City Facility Size & Capacity Hours Staffing
Required?
Amplified
Sound?
Alcohol? Fees Notes
Manhattan
Beach
Joslyn
Center
4,140 ft²
Dining: 170 maximum
occupancy
Assembly with chairs:
250 maximum
occupancy
Monday through
Friday
8:00am-10:00pm,
Saturday and
Sunday
8:00am-8:00pm
Yes,
one staff per
75 guests
Yes No Fee Nonprofit Resident Nonresident
Ocean Banquet Hall $95/hour $165/hour $200/hour
Kitchen $20/hour $35/hour $45/hour
Sunrise Room $20/hour $40/hour $50/hour
Sunset Room $20/hour $40/hour $50/hour
Surf Dance Studio $50/hour $70/hour $90/hour
Application Fee $25
Portable Movie Screen $10
Podium $10
Overhead Projector and Cart $15
Easel $5
Deposit $300
Staff $24.21/hour
El Segundo Joslyn
Center
Social Hall
1,750 ft²
133 maximum
occupancy
MondayThursday
9:00am-8:00pm
Friday
9:00am-5:00pm
Saturday
9:00am-2:00pm
Sunday
10:00am-3:00pm
Yes Yes
Amplified
Sound Permit
may be
required
depending on
noise level
No Fee Resident Nonresident
Hall $50/hour $150/hour
Kitchen $10.50/hour $30.50/hour
Deposit $203
Staff $25/hour
Redondo
Beach
Alta Vista
Community
Center
2,000 ft²
multi-purpose room.

Meeting style setting
is 125 maximum
occupancy
Dining style setting is
100 maximum
occupancy
8:00am-9:00pm Yes, for
reservations
outside of
normal
operation
hours
Yes Yes Fee Private/Commercial Nonprofit
Multi-purpose
Room and Kitchen
$200/hour No Fee
Multi-purpose Room and
Kitchen Afterhours
$245/hour No Fee
Setup/Teardown $140
Deposit $400
Newport
Beach
Civic Center
Community
Room
7,700 ft²
Meeting/banquet style
setting is 150
maximum occupancy.

Dining style setting is
180 maximum
occupancy
Standing style setting
is 200 maximum
occupancy
MondayThursday
7:30am-10:00pm
Friday
7:30m-11:00pm
Saturday
8:00am-11:00pm
Sunday
8:00am-8:00pm
2 security
guards are
required for
events with
alcohol at
$65 per hour
Yes Yes Fee Commercial/Private Nonprofit Cost
includes
Warming
Kitchen,
and
AudioVisual
Equipment
Community Room Commercial
Resident: $384/hour
Nonresident:$696/hour
Private
Resident: $216/hour
Nonresident:$346/hour
Resident:
$146/hour
Nonresident:
$221/hour
Admin Fee $5
Cleaning Fee $150
Deposit Event without alcohol: $200
Events with alcohol: $400

Attachment 4: Best Practice of Surrounding Cities’ Facilities Comparable to the Clark Building

City Facility Size & Capacity Hours Staffing
Required?
Amplified
Sound?
Alcohol? Fees
Rancho
Palos
Verdes
Point Vicente
– Sunset
Room with
kitchen,
adjoining
patio and
amphitheater
1,500 ft²
150 maximum
occupancy between
the Sunset Room
and adjoining patio
Friday, Saturday or
Sunday
5:00pm-10:00pm
with hours outside of
that timeframe only
available for setup
and cleanup.

Minimum of 10 hours
total rental time
required for Friday or
Saturday
Minimum of 8 hours
rental time required
for Sunday
Yes, two per
event
Yes Yes Prior to 5:00pm $422/hour
After 5:00pm $458/hour
Deposit $500
Staff $18/hour
Reservation
Deposit
$250
Security Guard
(Required if live
music or DJ is
present)
Fee varies

City Facility Size & Capacity Hours Staffing
Required?
Amplified
Sound?
Alcohol? Fees
Hermosa
Beach
Kiwanis
Club
Kiwanis Club 2,000 ft²
multipurpose room
with kitchen
150 maximum
occupancy
Weekday hours are
open for classes and
meetings. Parties
are allowed if they
can fit around
weekday reoccurring
groups.

Private party and
social gathering
rentals permitted
Fridays
10:00am-11:00pm
Saturdays
9:00am-11:00pm;
Sundays
9:00am-9:30pm
No Yes Yes Fee Type Nonprofit Private Kitchen is
included
in the cost
of the
rental
All-Day Party $250-$500
(The actual cost within this
range is based on the day
of the week, length of the
reservation, if alcohol
would be served, and
purpose of the reservation)
Friday: $1,400
Saturday/Sunday: $1,800
Hourly $25/hour n/a
Application Fee $200
Security Deposit $500
Security Guard
(Required if alcohol
is served)
$125
Hermosa
Beach
Rotary Club
Rotary Club 1,000 ft²
multipurpose room
with kitchen
80 maximum
occupancy
Daily
8:00am-10:30pm
Weekdays hours
open for classes,
meetings and scout
groups.

Party and social
gathering rentals on
weekends.

No Yes Yes Weekend Rental $900/day Kitchen is
included
in the cost
of the
rental
Weekday Rental $28/hour non-profit
$33/hour commercial
Reservation
Deposit
$250
Security Guard
(Required if live
music or DJ is
present)
Fee varies
(The Rotary Club hires the security guard through Active Security and charge the renter the cost)

1 CLARK BUILDING USE POLICY
City of Hermosa Beach • Community Resources Department
710 Pier Avenue, Hermosa Beach, CA 90254
(310) 318-0280 [email protected]
The Clark Building was renovated in 2025 and is located at 861 Valley Drive. The 5,119 sq. ft. art deco facility provides a banquet hall and a variety of spaces and amenities, which users may select a la carte, such as a kitchen, meeting room, stage, podium, audio system, and projector and screen. Tables and chairs are included with all reservations. This historic building can accommodate social and business events, celebrations, or gatherings of various sizes.

RULES AND REGULATIONS

1. Hours of operation: 8:00am-10:00pm daily.

2. The Clark Building's reservation rate includes the banquet hall, restrooms, and tables and chairs. The podium is available by request at no additional cost to the reservation holder.

The kitchen, meeting room, stage, audio system, and projector and screen are available by request at a cost to the reservation holder.

3. All activities related to the reservation must remain within City approved reserved spaces within the Clark Building. The reservation does not include the use of the adjacent outdoor spaces or lawns unless approved by the City.

4. The maximum assembly occupancy of the banquet hall is 200 persons. The maximum occupancy may vary depending on the event layout.

5. The maximum assembly occupancy of the meeting room is 12 persons. The maximum occupancy total may vary depending on the event layout.

6. No smoking is permitted at any public location within the City of Hermosa Beach.

7. Open flame, propane cooktops, and pyrotechnics, of any kind, are strictly prohibited.

8. Decorative materials of an explosive or highly flammable character shall not be used.

9. Painter tape may be used to secure decorative items to the facility. Other tape or other adhesive, nails, screws, tacks, or pins to secure materials or objects to the facility’s fixtures may not be used.

10.Glitter, confetti, rice, or birdseed may not be used. Flower petals are permissible.

11. Foil, “metalized,” or Mylar balloons may not be used.

12. The release of any balloons is prohibited.

13.No storage is provided. All items associated with the reservation must arrive during the approved reservation time and must leave the building at the conclusion of the reservation.

14.A reservation with groups composed of minors must be supervised by an adult over the age of 21 for each 10 minors.

15.Parking is extremely limited within the City of Hermosa Beach. Adjacent public parking lots are available. The City shall consider requests for reserved parking for reservations should the request not exceed more than four parking spaces at an additional cost to the reservation holder.

16. The reservation holder is responsible for the conduct of all persons associated with the reservation and must be in attendance for the duration of the party or designate an alternate to represent the reservation.

2 17. The reservation holder is responsible for conducting an orderly event and at the conclusion of the reservation must leave the facility in its original state. The reservation holder’s clean-up responsibilities include but are not limited to, clearing tables, chairs, surfaces, and floors of all products, equipment, or trash associated with the reservation, and the placement of any trash into designated containers. This must be completed promptly within the approved reservation time.

STAFFING AND SECURITY

1. The City’s Monitor is assigned to oversee the facility during all reservation times unless otherwise approved by the City.

2. The City’s Monitor is assigned to specific duties and is not responsible for any tasks associated with reservation, other than the set-up and teardown of tables, chairs, and the podium or stage if requested.

3. The City’s Audiovisual (AV) Technician is assigned to specific duties related to the setup and operation of the projector and screen, and audio system only. The AV Technician is the only one permitted to operate such equipment.

4. At the beginning of each reservation, the reservation holder or a designated representative is required to check in and check out with the Monitor by signature.

5. Reservation holders are required to schedule break times with City staff if the reservation exceeds five hours. Both parties will agree on this scheduled time to provide the least impact on the reservation.

6. City staff is not authorized to sign or accept any deliveries pertaining to the reservation. Any deliveries must be handled by the reservation holder within the reservation time.

7. The City reserves the right to assign additional City staff, Police, or Fire Personnel, or require the reservation holder to provide Security Guards to ensure a smooth and safe event. Additional costs will be the responsibility of the reservation holder.

AMPLIFIED SOUND

1. Reservation holders may request the use of the City’s audio system or the approval to bring in its own audio system or disc jockey for the purpose of giving instructions, directions, lectures, or transmitting music.

2. Amplified sound shall only be permitted between the hours of 9:00am to 9:00pm.

3. If approved, reservation holders are required to obtain an Amplified Sound Permit at an additional cost to the reservation holder.

FOOD AND BEVERAGES

1. The reservation holder is responsible for and required to provide all equipment necessary for food and beverages associated with the reservation.

2. Alcoholic beverage service in the form of beer, wine, and champagne may only be considered for approval with the reservation in the case that the reservation holder:
a. Hires an Alcoholic Beverage Control (ABC) licensed caterer. i. The City must be provided with a copy of the Type 58 caterer’s permit or the Type 91 beer manufacturer’s caterer permit.
b. The reservation holder is an existing nonprofit organization with a valid tax I.D. number and is approved for a Daily License Authorization through the filing of Form ABC-221 through the Department of Alcoholic Beverage Control.

3 i. The City must be provided with a copy of the Daily License.

3. Liquor or beer kegs are not permitted.

4. Alcohol service would only be permitted through 9:00pm.

5. Reservation holders approved to use the kitchen will be provided with a ‘Clark Building Kitchen Use Manual’ to outline specific rules and regulations pertaining to its use.

6. All businesses providing catering must obtain a business license or have one on file with the City of Hermosa Beach.

7. Reservation holders planning to cater are encouraged to choose a Hermosa Beachbased business.

8. Reservation holders are prohibited from utilizing single-use plastics (including but not limited to plastic cups, straws, utensils, bags) and polystyrene products. Alternatives include compostable, glass, porcelain, stainless steel, wood, or other eco-friendly materials.

AMENITIES

1. The use of tables and chairs is included in the reservation rate. Table and chair options are provided in Exhibit A. Linens are not included.

2. An event layout must be selected at least one week prior to the reservation with the specific table and chair placement, as well as the podium and stage if requested. City staff will set up the facility according to the layout in advance of the reservation start time.

3. If upon arrival, the setup needs to be modified, the reservation holder shall not move any equipment. The Monitor will modify the setup as needed to a reasonable extent.

4. Reservation Holders must select their tables and chairs through the options available in Exhibit A and are not permitted to provide their own tables or chairs.

5. Internet access will be made available to the reservation holder.

6. If the reservation holder is requesting the use of the audio system, podium, and/or projector and screen, City staff will reach out at least one week prior to the reservation to discuss the reservation holder’s audiovisual needs.

7. Amenities shall not be removed from the facility.

8. The reservation holder will be responsible for any missing, damaged, or vandalized equipment.

SCHEDULE CHANGES, CANCELLATIONS, AND PAYMENT PROCEDURES

1. Reservations may be made up to one year in advance.

2. The application fee and security deposit must be received with the application.

3. All remaining fees are due two weeks prior to the reservation date. If the reservation includes several reservation dates on an ongoing month to month basis, the reservation holder will be invoiced on the last Monday of each month for the entirety of the upcoming month’s reservation fees. Invoices must be paid within 72 hours from the time the invoice was sent. Failure to pay may result in the cancellation of the reservation(s).

4. Any schedule changes or cancellations must be made in writing by the 15th of the month prior to the month in which the reservation date the reservation holder is requesting a change or cancellation for is scheduled to take place. Schedule changes received after the 15th of the month prior are not guaranteed. Cancellations received after the 15th of the month prior will forfeit the security deposit.

5. Any damage, loss of City equipment, or excess time spent by the reservation holder or by City staff to ensure adequate clean-up is completed will be retained from the security

4 deposit. If the total exceeds the amount of the security deposit, the reservation holder will be billed.

6. Any fees incurred by the City in connection with clean-up activities and associated repairs as a result of the reservation will be retained from the security deposit. If the total exceeds the amount of the security deposit, the reservation holder will be billed.

7. Any policy violations may result in a loss of the security deposit.

8. Under any circumstance, the City has the right to cancel any reservation. Although very rare, unforeseen circumstances may arise, preventing the City from fulfilling the obligations of the reservation.

INSURANCE
Applicant agrees to furnish the City of Hermosa Beach with evidence of comprehensive general liability insurance in the form of a certificate naming "the City of Hermosa Beach, its officers, agents, volunteers, and employees as additional insureds." This exact verbiage is required. Applicant shall notify the City at least thirty (30) days prior to the termination, reduction, cancellation, suspension, modification, or expiration of the policy. Notwithstanding the foregoing, Applicant shall maintain insurance coverage meeting the standards outlined in this Section at all times during the term of the activity or activities for which Applicant submitted its application, as reflected in and permitted by this Agreement. All certificates are subject to the approval of the City’s Risk Manager.

Coverage shall be at least as broad as Insurance Services Form CG 00 01 covering commercial general liability on an "occurrence" basis, including property damage, bodily injury, death, and personal and advertising injury with limits no less than two million dollars ($2,000,000) per occurrence. If a general aggregate limit applies, either the general aggregate limit shall apply separately to this Agreement, or the general aggregate limit shall be twice the required occurrence limit. The City reserves the right to request greater or lesser amounts of insurance coverage.

If the use includes athletic activities, Applicant shall provide evidence that the commercial general liability insurance includes coverage for injuries to athletic participants and participant accident insurance.

If the Applicant maintains broader coverage and/or higher limits than the minimums shown above, the City requires and shall be entitled to the broader coverage and/or the higher limits maintained. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

ADDITIONAL INSURANCE REQUIREMENTS FOR EVENTS WITH CATERING AND ALCOHOL If the use includes the sale of alcohol, Applicant shall maintain full liquor liability insurance coverage in an amount not less than $1,000,000 per occurrence, $1,000,000 general aggregate for events where alcohol is sold.

For events where alcohol is served but not sold to event attendees, Applicant shall submit liquor host liability coverage.

5 If Applicant contracts with a third-party service provider for catering and/or alcohol services, Applicant will require the service provider to procure and maintain, at its sole cost and expense, comprehensive general liability insurance in an amount not less than $1,000,000 per occurrence, $1,000,000 general aggregate, and if applicable, liquor liability coverage in an amount not less than $1,000,000 per occurrence, $1,000,000 general aggregate, or other lines of coverage the City requires. Both City and Applicant shall be endorsed as additional insureds under the service provider’s liquor liability coverage.

Proof of all coverage shall be submitted to the City for review at least 30 days prior to the event date.

6 CLARK BUILDING AMENITIES – EXHIBIT A

AMENITY SPECIFICATIONS
TABLES
Round tables
• Seats 6-8
• Textured black
top, black legs
• 30 Available
• 60”(D) x 29”(H)
Rectangular tables
• Seats 4-6
• Textured black
top, black legs
• 30 Available
• 72”(L) x 30”(W) x
29”(H)
CHAIRS
Chivari Chairs
• White
• Seat Cushions
Optional
• 200 Available
Grand Chairs
• Champagne
• 200 Available
STAGE
• Americans with
Disabilities Act
(ADA) Ramp
• 16’ (L) X 12’ (W)
X 12” (H)

7 CLARK BUILDING AMENITIES – EXHIBIT A CONTINUED…

AMENITY SPECIFICATIONS
PODIUM
• Lectern
• Standing or
Seated Position
• ADA
compatible
AUDIO
SYSTEM
• Built-in System
• Bluetooth and
RCA 3.5mm
Inputs
• Wireless
Microphone

PROJECTOR
• Panasonic PTREZ80
ET0C1U100
• Ceiling
Mounted
• Remote
Control
Operated
SCREEN
• Wall Mounted
• 116” (L) x 65”
(W)

CLARK BUILDING RESERVATION RATES
City of Hermosa Beach • Community Resources Department
710 Pier Avenue, Hermosa Beach, CA 90254
(310) 318-0280 [email protected]

RATES NON-PROFIT RESIDENT NON-RESIDENT/COMMERCIAL
NON-REFUNDABLE Application Fee
Must be received with application
$100 $100 $100
REFUNDABLE Security Deposit*
Must be received with application
$500 $500 $500
Reservation Rate (includes the Banquet Hall) $100 per hour $150 per hour $300 per hour Kitchen Reservation Rate (Optional) $75 per hour $115 per hour $230 per hour Meeting Room Reservation Rate (Optional) $25 hour $40 per hour $80 per hour Projector and Screen (Optional) $121 $121 $121
Setup/Teardown
Required if tables, chairs, podium,
and/ or stage are requested
$40 $40 $40
Clark Building Monitor $21 per hour $21 per hour $21 per hour Audiovisual Technician
Required if use of audiovisual
equipment is requested
$33 per hour $33 per hour $33 per hour
Amplified Sound Permit (Optional) $207 $207 $207
*Any damage, loss of equipment, or excess time spent by the reservation holder or by City staff to ensure adequate clean-up is completed will be retained from the Security Deposit. If the total exceeds the amount of the Security Deposit, the reservation holder will be billed. Any policy violations may result in a loss of the Security Deposit.

Additionally, any fees incurred by the City in connection with clean-up activities and associated repairs as a result of the reservation will be retained from the security deposit. If the total exceeds the amount of the security deposit, the reservation holder will be billed. Policy violations may result in a loss of the security deposit.

APPROVAL OF THE CLARK

BUILDING USE POLICY &

RESERVATION RATES

BACKGROUND
CIP 689 Clark Building Renovations is underway with an
anticipated completion date in April 2025

BACKGROUND
Clark Building Diagram

BACKGROUND
• At its June 6, 2019 meeting, the Parks, Recreation and Community Resources Advisory Commission (Commission) selected Commissioner Ellman & Vice Chair Pizer Mains to serve on the Clark Building Renovations Subcommittee
• The subcommittee was tasked with working with staff to form a new use policy and reservation fees for the newly renovated facility • The proposed use policy & reservation fees were formed with consideration of past & future uses of the Clark Building, & an evaluation of comparable City facilities’ use policies & fees

Discussion
• The proposed new Clark Building Use Policy includes general rules & regulations for the use of the building including:
• staffing and potential security requirements
• amplified sound
• food and beverage services
• use of amenities
• schedule changes, cancellations & payment procedures
• insurance requirements
• New policy additions would allow reservation holders to request:
• Reserved parking (up to 4 spaces)
• Amplified Sound (between the hours of 9:00am-9:00pm)
• Approval to serve alcoholic beverages (with an ABC license)

Discussion
Fee Type Current Rate Proposed Rate
Banquet Hall Reservation
Nonprofit: $33 per hour Nonprofit: $100 per hour
Resident: $40 per hour Resident: $150 per hour
Nonresident/Commercial: $86 per hour Nonresident/Commercial: $300 per hour Kitchen Reservation
-
Nonprofit: $75 per hour
Resident: $115 per hour
Nonresident/Commercial: $230 per hour
Meeting Room Reservation -
Nonprofit: $25 per hour
Resident: $40 per hour
Nonresident/Commercial: $80 per hour
Projector and Screen - $121
Application Fee $28 $100
Security Deposit
Nonprofit: $140
$500 Resident/Nonresident/Commercial: $350
Setup/Teardown - $40
Clark Building Monitor $21 per hour $21 per hour
Audiovisual (AV) Technician - $33 per hour
Amplified Sound Permit - $207
Proposed new Clark Building reservation rates

DISCUSSION

MOST COMPARABLE FACILITIES

APPROXIMATE FOUR-HOUR RENTAL COST WITH USE OF KITCHEN
Manhattan Beach
Joslyn Center
4,140 ft²
Resident:
$872
Nonprofit:
$532
Nonresident/
Commercial:
$1,052
City of Torrance
Toyota Meeting Hall
4,275 ft²
Resident:
$1,136
Nonprofit:
$1,068 - $1,136
Nonresident/
Commercial:
$1,616
Newport Beach
Community Room
7,700 ft²
Resident:
$1,019 - $1,691
Nonprofit:
$739 - $1,039
Nonresident/
Commercial:
$1,539 - $2,939
City of Hermosa Beach
Clark Building
5,119 ft²
Resident:
$1,284
Nonprofit:
$924
Nonresident/
Commercial:
$2,344

DISCUSSION
• Amongst the facility’s top users in the past are the Hermosa Beach Garden and Woman’s Clubs for their monthly club meetings, board meetings, and community events (Plant Sale and Pancake Breakfast)
• Both the use of the facility and provided storage space have not been of cost to either organization in previous years
• To permit each organization’s ongoing use of the facility, staff plans to negotiate an agreement with each organization. Staff would also provide each organization a lockable storage cart.

Questions?

City of Hermosa Beach | Page 1 of 6
Meeting Date: February 25, 2025
Staff Report No. 25-AS-017
Honorable Mayor and Members of the Hermosa Beach City Council

DISCUSSION ON DOWNTOWN PARKING LOT REGULATIONS INCLUDING THE

EMPLOYEE PARKING PERMIT PROGRAM
CEQA: Determine that any modifications to the Employee Parking Permit Program and Downtown Parking Lot regulations is exempt from the California Environmental Quality Act.
(Administrative Services Director Brandon Walker)
Recommended Action:

Staff recommends City Council:

1. Receive an update regarding the City’s Employee Parking Permit Program;

2. Receive an update on Downtown Parking Lot regulations; and

3. Provide direction regarding modifications to the programs, if so desired.

Executive Summary:

At its January 28, 2025 meeting, City Council received an update on the City’s Residential Parking Permit Program. The report reflected on City Council’s active steps over the past two years to update and improve the City’s parking management program and their impact on the efficient management of the City’s finite parking resources. At the meeting, Councilmember Jackson motioned, and a majority of Council supported, directing staff to return with an item to discuss the Employee Parking Permit Program and Downtown Parking Lot regulations.

Background:

Employee Parking Permit Program
In 1984, the City of Hermosa Beach applied for, and was granted, permission by the California Coastal Commission to establish a preferential parking permit program in conjunction with remote beach parking locations and a park and ride shuttle system. The permit was most recently amended in 2004.

The preferential parking permit program was developed to discourage oversaturation of the City’s downtown and coastal parking, to provide free long-term parking at remote locations, and to allow residents within the impacted area to park beyond the one-hour time restrictions or without having to pay the meter at yellow pole/cap meters. The impacted area is bound by the north and south City boundaries; by the Strand on the west; and by Loma Drive, Park Avenue, or Morningside Drive on the east. Parking spaces

City of Hermosa Beach | Page 2 of 6
on the west side of Cypress Avenue between 11th Street and Pier Avenue are also included.

In 2019, City Council adopted a Parking Management Study that included recommendations to adjust the parking permits and pricing. The Study recommended the existing Employee Parking Permit Program remain but suggested the City update locations and pricing to encourage off-street parking availability for employees and that on-street parking be reserved for short-term users to promote turnover.

Historically, employee permits have been available for purchase, allowing employees to park at on-street spaces with yellow pole/cap meters and in the unmetered one-hour time restricted areas for an annual fee when employers are within the impact zone. The rate was raised from $66 to $143 in 2006. At its meeting on February 28, 2023, City Council revisited the Employee Parking Permit Program and established the current rates:
 Yellow post $175 per year;
 All 3 levels of Lot C - 24 hours a day for $75 per month; and  All 3 levels of Lot C - Daytime -12 hours for $38 per month.

Downtown Parking Lot
Prior to COVID-19, Parking Lot C was a 24-hour lot (restricted to maximum use of 72 hours). As part of a local COVID-19 emergency order in 2020, Parking Lots A, B, C, and D were closed. The temporary orders restricted parking in Lots A, B, and C to a 3-hour maximum.

Past Board, Commission, and Council Actions
Meeting Date Description
2006 (meeting date
unknown)
Employee Parking Permit fee increased from $66 to $143
December 17, 2019 The City Council accepted the Coastal Zone Parking Assessment Study recommendations and directed staff to; 1) return to Council and the applicable City Commissions with the related implementation actions for each of the nearterm recommendations; 2) incorporate the policy recommendations into the Draft Local Coastal Program;
and 3) if appropriate, draft an amendment to the City’s Coastal Development Permit for the Preferential Parking Program and Remote Beach Park and Ride System.

March 16, 2020 The City Council adopted Resolution No. 20-7230, approving and ratifying a declaration of emergency due to COVID-19.

May 17, 2020 The City Manager issued Executive Order No. 2020-03, which included closure of Parking Lots A, B, C, and D.

City of Hermosa Beach | Page 3 of 6
Meeting Date Description
July 14, 2020 The City Council approved opening Lot C for employee parking only and discontinued employee parking in both
Parking Lots A and D.

September 28, 2021 The City Council requested that City Parking Programs and Parking Management be discussed at a future meeting.

January 31, 2022 The City Council reviewed and discussed the status and priorities of the 12 recommendations in the Parking
Management Study and challenges of coordinating these
efforts with goal of Plan Hermosa and the City’s efforts to certify a Local Coastal Program with the Coastal
Commission. Council directed staff to move forward with the sale of the 2022–2023 residential and employee parking
permits; place an item on a future agenda to enable Council to consider a fee increase; and restrict the sale of permits to out-of-state vehicles except for active military.

February 28, 2023 The City Council approved changes to the City’s residential parking permit program, employee permit program, and
hourly parking meter and parking lot rates. Employee
Parking Permit rates set as follows: Yellow post $175.00 per year; and all 3 levels of Lot C - 24 hours a day for $75 per month; and all 3 levels of Lot C - Daytime -12 hours for $38 per month.

December 12, 2023 Staff presented a list of issues identified during the 2023– 24 residential parking permit season and possible solutions for City Council review. Council directed staff to explore possible refinements to the program and a resolution that would encompass all areas of the program and supersede
all previous resolutions. Council requested both items for 2024–25 implementation and those for a longer-term
implementation timeframe.

January 23, 2024 City Council received a staff presentation on issues identified during the 2023–24 parking permit season and approved staff’s recommendation to only accept one
address per resident, eliminate the replacement of lost or stolen guest permits, limit Annual Employee Permits to one per person, and institute a 2-year loss of parking permit privileges for misrepresentation/fraud in applying for a permit or the misuse of parking permits. Additionally, City Council raised the parking permit price to $60 per year, the daily lot pass price to $150 for (12-hour parking) and the 24- hour lot pass to $250, and the daily metered lot pass to $12.

January 28, 2025 City Council received an update on the Citywide Parking Program. Councilmember Jackson requested, and a
majority of City Council supported, directing staff to return with an item reviewing the Employee Parking Permit
Program and the Downtown Parking Lot regulations