Agenda Item No. 18 November 5, 2024 | 3
The Action Plan is divided into short-, mid-, long-term and ongoing objectives, identifying the program, responsible entity, necessary resources, and performance measures. While the updated plan draws largely on the framework established from the original document, its general objectives remain true, and its principles have been successful toward improving the City’s finances. New goals, policies, and programs are proposed, and completed programs have been removed. The adoption of the updated EDP 2030 will help direct City staff and resources to maximize La Palma's potential to maintain and enhance its strong business base. It is recommended that the City Council review the draft EDP 2030, solicit public input, approve the update to the City’s Economic Development Plan, and direct staff to implement its policies and programs.
Establishment of the Economic Development Oversight Task Force As recommended by the Economic Development/Land Use Ad-Hoc Committee and identified as EDP 2030 Program 1.4.c., a draft resolution (Attachment 2) is proposed to form an Economic Development Oversight Task Force to assist in oversight and implementation of the EDP 2030. Task Force members will be charged with:
• Review existing goals and policies of the City’s General Plan Community Building Element related to economic development and long-term fiscal sustainability; • Review of the City of La Palma EDP 2030 goals, policies, programs, and Action Plan; • Assist in the oversight and implementation of programs identified in the Action Plan; • Act as ambassadors to provide outreach, engagement, and education on behalf of the City of La Palma to the business community, and provide an annual progress report to the City Council for review.
Participation as a Task Force member is voluntary and ends after two years, by December 31, 2026. The Task Force will consist of a maximum of nine (9) community members who represent a diversity of interests related to economic development. The Task Force composition is recommended to include the following:
• Two (2) City Council members
• One (1) Development and Circulation Committee member
• One (1) Community Activities and Beautification Committee member • One (1) Business Owner Representative
• One (1) Commercial Property Owner Representative
• At-Large Representatives (1-3), preferably with commercial real estate, construction, and/or entrepreneurship experience
Community members interested in serving on the Task Force must submit a Statement of Interest (Attachment 2, Exhibit A). It is recommended that an Appointment Committee, consisting of the Mayor and Mayor Pro Tem, review and recommend Task Force candidates for City Council approval by February 2025. Interested persons who are not appointed are encouraged to attend the Task Force regular meetings and provide their input during the scheduled public comment period. The Task Force is expected to hold quarterly meetings from January 2025 to December 2026. Meetings will be open to the public, noticed and posted in accordance with the Brown Act.
Request for Proposals for an Economic and Market Analysis As an addendum to the EDP 2030, the Committee recommends preparation of an Economic and Market Analysis. The draft RFP (Attachment 3) seeks proposals from qualified consulting firms to
Agenda Item No. 18 November 5, 2024 | 4
prepare deliverables that contain a site inventory, economic dashboard, and peer review. The consultant will be tasked with reviewing the City’s existing policies and programs, creating a site inventory to identify and evaluate opportunity sites, existing assets, and emerging industry clusters, and development of an economic dashboard with the City’s economic conditions, relevant demographics, and statistics. The estimated cost, budget, and proposal will be presented to the City Council for review and consideration in early 2025.
FISCAL IMPACT:
The EDP 2030 identifies a variety of potential funding sources for the implementation of programs. There is no direct fiscal impact on approving the Plan and many of the programs can be implemented within existing budgetary resources. Elements for which there are no existing resources will be brought back to the City Council for authorization of funds.
ATTACHMENTS:
1. City of La Palma Economic Development Plan 2030
2. Draft Resolution for ED Task Force
3. RFP for Economic and Market Profile
2024
Economic
Development
Plan 2030
PUBLIC REVIEW DRAFT
CITY OF LA PALMA
City of La Palma Economic Development Plan 2030 1
“Sustainable development is the pathway to the future we want for all. It offers a framework to generate economic growth, achieve social justice, exercise environmental stewardship, and strengthen governance.” - Ban Ki-Moon
ACKNOWLEDGEMENTS
City Council
Marshall Goodman, Mayor
Mark Waldman, Mayor Pro Tem
Debbie S. Baker
Janet S. Keo
Nitesh P. Patel
Economic Development/Land Use Ad-Hoc Committee
Marshall Goodman
Nitesh P. Patel
Business Engagement Ad-Hoc Committee
Debbie S. Baker
Nitesh P. Patel
City Staff
Conal McNamara, City Manager
Ryan Hallett, Assistant City Manager
Joe Cisneros, Deputy City Manager
Prepared by: Belinda Deines, Community Development Manager Public Review Draft – October 2024
City of La Palma Economic Development Plan 2030 2
EXECUTIVE SUMMARY
The City of La Palma Economic Development Plan 2030 sets forth a comprehensive framework aimed at fostering sustainable economic growth and prosperity within the community. Developed through extensive research, stakeholder engagement, and strategic analysis, this five-year strategy outlines key initiatives to capitalize on La Palma's unique strengths, address challenges, and seize opportunities for economic advancement. Originally developed in 2002 and
subsequently updated in 2009 and 2013, this Plan continues to promote goals for fiscal sustainability, business attraction and retention, and development efforts. As the City of La Palma embarks on celebrating its 70th year of cityhood in 2025, it is important to evaluate the City’s current conditions and outline steps to address economic opportunities and investment.
Economic development is the creation of wealth in which community benefits are realized. It is an investment in growing the City’s economy and enhancing quality of life for all residents. Local economic development involves the allocation of limited resources – land, labor, La Palma strives toward sustainable
development, which is achieved when social,
environmental, and economic needs are met.
City of La Palma Economic Development Plan 2030 3
capital, and entrepreneurship – in a way that has a positive effect of the level of business activity, employment, income distribution patterns, and fiscal solvency. The City has the ability to influence the direction of private sector investment toward opportunities that can lead to sustained economic growth. This growth can provide sufficient incomes for the local labor force, profitable business opportunities for employers, and tax revenues for maintaining an infrastructure to support this continued growth. For La Palma, economic development requires a multifaceted approach focusing on enhancing the City’s business environment, fostering innovation and entrepreneurship, and promoting workforce development.
The quality of life enjoyed by La Palma residents depends largely on income derived from its businesses. For instance, here are just a few examples of how businesses affect the City’s future:
• While commercial/industrial land constitutes only 18% of the City’s land area, it accounts for over 65% of City property tax revenues.
• Sales tax and transaction and use tax received from businesses operating in La Palma makes up 27% of General Fund revenues. • Business license fees, hotel tax, and franchise fees paid by businesses account for over 10% of General Fund revenues. • Businesses contribute toward infrastructure improvements as a component of new development.
By implementing the strategies outlined in this plan, the City of La Palma aims to create a thriving economy that benefits all residents, businesses, and stakeholders. The Plan will continue to be updated periodically to accommodate the dynamic nature of La Palma’s economy. Through proactive leadership, strategic investments, and a commitment to innovation, La Palma is poised to continually improve the economic well-being of the City and build a sustainable future for generations to come.
Isla Cuban-Latin Kitchen and Bar is a familyowned restaurant that opened at Centerpointe La Palma in August 2019.
City of La Palma Economic Development Plan 2030 4
Introduction to
local economic
development
Business and government both have roles in economic development.
Business utilizes human, financial, and natural resources to create marketable goods and services. Government influences business investment and location decisions with taxes, revenue spending, and investment policies through regulations, incentives, services, and marketing. Business is motivated by profit. Government’s motives are jobs, revenues (increased taxes and reduced social services expenditures), and quality of life. A local government can only be as healthy as its local economy.
The objectives of Local Economic Development include:
1. Business Retention – businesses that feel appreciated will tend to stay in town.
2. Job Development – to provide better wages, benefits, and employment opportunities.
3. Increased Tax Base – additional revenue to support, maintain, and improve local services such as roads, parks, libraries, and emergency services.
4. Economic Diversification – helps expand the economy and reduces a community’s vulnerability to a single business sector.
5. Productive Use of Property – property used for its “highest and best use” maximizes the productivity of that property.
6. Quality of Life – more local tax dollars and jobs raise the overall standard of living of the residents.
7. Recognition of Local Products – often times, successful economic development will occur when locally produced goods are consumed to a greater degree in the local market.
Because economic developers are facilitators, there are several “partners” needed to aid in the process of economic development, such as:
• Business Associations
• Education and Training Institutions
• Executive Placement Groups
• Networking Groups
Located along the 91 Freeway at the La Palma
and Orange County border is ADP, the City’s
top employer with over 600 employees who
work on human capital management solutions
for businesses of all sizes.
City of La Palma Economic Development Plan 2030 5
• Private Sector
• Public Sector (Local, State, Federal)
• Regional Economic Development and Workforce Training
Organizations
• Service Sector (Banks, Utilities, Brokers, Hospitals) • Technology Providers
• Venture Capitalists and Investors
The partners identified above ensure that there is financing available for new development and expansions, a trained workforce to attract or retain business, and business organizations to nurture a prosperous business climate. Economic development uses any tool available to make sure that there is a friendly environment for business growth and prosperity.
Why is an Economic Development Plan Important?
As with any planning document, an economic development plan’s value lies in its ability to be easily understood and easily referenced while providing information applicable to the planning area. A great looking plan that says nothing stays on the shelf unused. A plan with far reaching, but unrealistic, ideals is better served as a paper weight. An effective economic development strategy:
• Provides Direction – Where are we today and where do we want to go?
• Sets a Framework – Who do we target and how will we target them?
• Links Future to Present – How will we recognize and measure success?
• Is a Foundation for Change – What is our first step?
• Shows Action vs. Reaction – We are in charge of our fate. • Helps Focus on Doing the Right Things – Spending resources wisely.
• Harnesses Creativity – How can we test new, innovative ideas? The City of La Palma Economic Development Plan is intended to follow these ideals by analyzing the current marketplace, identifying trends, and proposing programs and activities that will make La Palma an even better place to live and work.
In 2024, California Joint Powers Insurance
Authority is expanding their campus at the
corner of Moody Street and La Palma Avenue.
CJPIA provides risk management solutions to
over 100 public agencies.
City of La Palma Economic Development Plan 2030 6
What is Business Retention?
“Business Retention” is the effort to retain existing businesses, which provide significant income, employment, and/or desired amenities to the La Palma community.
Commercial leases generally span from five to ten years; however, if a business is expanding or contracting, it will often sub-lease its space and move to a building that better meets its business needs. Because of the fluid nature of business, a long-term lease is not a guarantee of a business staying in one place.
The ability to retain a business begins with the motivation of corporate management to stay within a city by expanding, contracting, or renewing their lease. If the local city does not have the appropriate space to respond to a business’ changing needs, the business will not stay. Other factors that may affect retention include the city’s responsiveness to issues raised by the business, the extent to which relationships are established and maintained, and the ability of the city to continue to provide a safe, effective environment in which to do business.
What is Business Attraction?
“Business attraction” is the process of alluring desirable businesses into the city to lease or buy space in which to operate. A business attraction program is primarily a marketing effort to commercial brokers and potential businesses.
Most cities recognize the importance of business attraction activities to expand their financial base and effectively compete with surrounding areas for large sales tax generating businesses. Generally, business attraction efforts involve “packaging” the city’s assets, communicating those assets to its target audience, developing attractive financial assistance programs, and implementing a business friendly, relationship-driven process to get them located into the city quickly and easily.
La Palma Collection, a commercial strip center
along Valley View Street, is fully leased in 2024
after façade improvements to the existing
structure.
City of La Palma Economic Development Plan 2030 7
Guiding Principles
The guiding principles established in 2002 continue to be valid and will be used as the principles for this document and the City’s economic development activities. They are as follows:
Vision: Our economic development vision is that La Palma will continue to be the preferred business location in the West Orange County area.
Mission: Our economic development mission is to provide a safe, positive, and profitable environment for our businesses and their employees.
Economic Development Philosophy:
• Income producing businesses are vital to the quality of life of our residents.
• Efforts should focus on retaining and attracting quality, high income producing businesses and business services that will enhance La Palma’s commercial and industrial areas.
• Businesses should be treated with dignity and respect and be recognized as an important part of La Palma’s community.
Economic Development Priorities:
• Protect and expand La Palma’s General Fund revenue base. • Convert non-income producing land/business properties into income producing ones where practical.
• Attract businesses that enhance the quality of life for La Palma’s businesses and residents.
City of La Palma Economic Development Plan 2030 8
ECONOMIC TRENDS
Incorporated in 1955 as City of Dairyland, a small farming community, the City of La Palma is now a built-out suburban city with a diverse population, quiet and safe neighborhoods, strong families, and several desirable schools. As Orange County’s smallest city by land area, local businesses and merchants embrace La Palma’s small-town charm. The majority of development in La Palma occurred within a brief 20-year period between 1960 and 1980, and population grown has remained stable since then.
La Palma maintains a prominent commercial and industrial center located north of Orangethorpe Avenue with direct frontage along the State Route 91 freeway. This area includes Centerpointe La Palma, which is an office/commercial complex developed between 1985-1989.
La Palma has benefitted greatly from this concentrated area, which contains nine of the Top 10 property tax and sales tax contributors.
A variety of small neighborhood commercial centers constructed in the 1970s are located at major intersections with easy access to goods and services. While there is no traditional downtown area or main street, Civic Center, Central Park, and La Palma Intercommunity Hospital serves as a centralized hub for public facilities along Walker Avenue.
Because there is little available space for new development, the City will need to find ways to enhance the existing business base. This will need to be done by helping existing businesses grow and attracting economically viable businesses when vacancies occur. It is important to note that “economically viable businesses” are not simply sales tax generating businesses. Although sales taxes are certainly a key component, economically viable businesses also include firms that provide stable, good paying jobs. When a community has a solid employment base, not only does a single business thrive, but supporting industries can also flourish.
In 2016, Measure JJ was passed with support of over 60 percent of La Palma voters to establish a one percent sales tax toward funding City services. The local sales tax initiative provided a direct revenue source when the City was facing financial shortfalls. Measure JJ is an important revenue source that helps diversify the City’s General Fund.
La Palma Intercommunity Hospital is the
second top employer in the City, with
approximately 480 employees.
City of La Palma Economic Development Plan 2030 9
When the pandemic hit in 2020, tax revenues declined at the same time as the needs for government support rose. The City of La Palma received financial support from Federal, State, and County resources to deliver necessary local services in the recovery.
While La Palma is home to only one hotel establishment, La Quinta Inn & Suites by Wyndham, the City adopted a local ordinance in 2022 for short-term rentals, which is anticipated to contribute additional revenue in the near future toward the City’s transient occupancy tax.
Also, in 2022, Measure P was passed in support to raise the transient occupancy tax rate paid by hotel and short-term rental guests from 8% to 12%.
Today in 2024, the majority of the City’s economy has recovered after the pandemic, with the exception of some lost businesses and vacancies especially in brick-and-mortar retail and office spaces. Home-based and hybrid work has reduced the demand for office area. The City’s average and median sales prices for detached single-family residences is anticipated to exceed $1 million this year.
High inflation and the most aggressive rate-hiking cycle in 40 years are unfavorable conditions that the United States is facing at present. In California, challenges that continue to affect businesses and the workforce include minimum wage requirements, housing affordability, and homelessness. Globally, the impact of artificial intelligence on employment is also an uncertainty, as trends show that AI may reduce job opportunities for lower-income earners. It is anticipated that the economy may approach a recession in the short-term. However, it is important for the City of La Palma to adopt policies that are effective, efficient, and resilient for the City’s long-term economic outlook.
The potential for hotel development in La
Palma may be affected by recent additions to
the hotel supply in Buena Park and average
daily rates/revenue levels for North Orange
County are markedly lower than the county
average.
City of La Palma Economic Development Plan 2030 10
KEY ECONOMIC DEVELOPMENT GOALS
This EDP 2030 identifies three (3) economic development goals to be addressed over the next five years, from 2024 to 2029. The goals were developed based on a review of the City’s existing economic market, internal and external working sessions, regional economic trends, and technology advancements. 1 ENHANCE COMMUNITY DEVELOPMENT PROCESSES
2 FACILITATE BUSINESS ATTRACTION, RETENTION, AND EXPANSION 3 PROMOTE MARKETING AND COMMUNICATIONS OUTREACH
1. ENHANCE COMMUNITY
DEVELOPMENT PROCESSES
The City of La Palma Community Development Department is prioritizing customers by enhancing access and continually improving the quality of our services.
1.1 Update land use regulations and evaluate opportunity areas for new investment
a. Complete 2024 Zoning Code Update to evaluate entitlement processes and procedures, parking requirements, objective design standards, and housing code amendments. Identify common organizational “roadblocks” to expanding or
relocating a business in La Palma, such as the time needed to process a Conditional Use Permit.
b. Initiate comprehensive Zoning Code Update
c. Prepare for future General Plan updates, including the Safety Element and 2029 Housing Element
1.2 Enhance “business friendly” perceptions and customer service
a. Launch OpenGov Citizen Access Portal to provide online permitting, plan review, business licenses, and fees in a onestop centralized system b. Conduct fee schedule update
OpenGov Permitting and Licensing is set to
launch in August 2024, streamlining
Community Development processes through a
one-stop citizen access portal that is online and
accessible 24/7. Building permits, plan reviews,
business licenses, and code enforcement service
requests will be centrally digitized to improve
communication and transparency.
City of La Palma Economic Development Plan 2030 11
c. Prepare Welcome New Business Packet and “how to guides” for typical business needs such as navigating through the City’s processes
d. Conduct “Jump Start” pre-development meetings with
property owners, developers, and applicants
1.3 Create new revenue sources where possible
a. Seek direct revenue generating sources (i.e. digital display billboard, wireless facility, etc.)
b. Advance the initiative for reviewing sales tax exemptions for Utility Users Tax
c. Coordinate with property owners and brokers to target large utility uses, hotel development, and sales tax generators for recruitment
d. Leverage financial tools available through Federal, State, and County levels and explore creative incentive financing as an alternative method for project financing to attract new quality investments.
1.4 Monitor and support legislation that advance economic development
a. Participate in League of California Cities and ACCOC Legislative committees. Draft letters of support for economic development and redevelopment initiatives.
b. Conduct outreach to La Palma elected representatives at the Federal, State, and County levels to express support for economic development initiatives
c. Establish an Economic Development Task Force to assist in oversight and implementation of this Action Plan. The Task Force will meet quarterly and act as an advisory group to the City Council. Meetings will be open to the public and subject to Brown Act noticing requirements. It is recommended that the Task Force consist of the following members:
a. City Council (2)
b. Development and Circulation Committee Member (1)
c. Community Activities and Beautification Committee
Member (1)
d. At-Large Representatives (1-3), preferably with
commercial real estate, construction, and/or
entrepreneurship experience
e. Business Owner Representative (1)
TOP 25 SALES TAX
PRODUCERS IN 2023
76 7-ELEVEN (3 LOCATIONS)
ACME BAG CO
ARCO AM/PM
A ROMA RISTORANTE
BERKSHIRE ESUPPLY
CARL’S JR
CONVERGINT TECHNOLOGIES
EVOCATIVE
ISLA CUBAN-LATIN KITCHEN
LA CAPILLA
MARATHON PETROLEUM
MCDONALDS
MR LEE’S BBQ
MULTI SALES
PANDA INN
POPEYES CHICKEN
PRECISION CUTTING TOOLS
PROVEN SKINCARE
SHOW SUSHI
SMP
SUPER 1 MART
WALMART NEIGHBORHOOD
City of La Palma Economic Development Plan 2030 12
f. Commercial Property Owner Representative (1)
g. City staff liaison
2.FACILITATE BUSINESS
ATTRACTION, RETENTION,
AND EXPANSION
2.1 Continually promote the importance of businesses on La Palma’s quality of life
a. Submit Mosaic quarterly articles for Business Spotlight and Business of the Year
b. Continue public education about the City’s budget and major revenue sources
c. Conduct regular meetings with local neighborhood groups and walkabouts to survey business owners and employees
and keep a pulse on La Palma’s business environment
d. Promote continued dialogue and communication on code enforcement and property abatement
2.2 Coordinate and enhance business appreciation events a. Market the State of the City as the annual premier business networking event
b. Host informal networking mixers to demonstrate
appreciation and build relationships to facilitate retention and expansion
c. Encourage businesses to hold ribbon cuttings, open houses, business anniversary parties, and other special events.
Promote City’s ribbon cutting coordination services for stakeholders and media.
d. Recognize top 25 sales tax generators for their contributions to the City’s commerce, employment, and overall economic health on an annual basis.
2.3 Engage with various active groups who enhance and
improve La Palma’s business community
a. Create and maintain collaboration efforts with local community organizations such as the La Palma Community
Foundation, various Chambers of Commerce, Small Business The City of La Palma takes pride in celebrating
our businesses’ milestones and vibrancy.
Various programs will be enhanced to increase
the City’s support for our business community.
City of La Palma Economic Development Plan 2030 13
Diversity Network, U.S. Small Business Administration,
Orange County Small Business Development Center, Service Corps of Retired Executives (SCORE), Governor’s Office of Business and Economic Development.
b. Restart and continue Corporate Connections sponsorship program. Encourage sponsorship opportunities for events by local businesses when conducting business visits.
2.4 Reduce vacant and idle properties
a. Contact commercial property owners and encourage
reinvestment in their properties
b. Meet with property owners, managers, and brokers to
identify quality businesses for vacant properties
c. Offer incentives and economic subsidies to encourage La Palma businesses to expand, stay, and grow their business d. Prepare recruitment letters for targeted businesses that complement La Palma
e. Promote business expansion by continuing business visits and staying updated on land transactions
f. Invest in data technology to inform market intelligence on physical places in order to support actions and decisions on retail recruitment and business attraction.
2.5 Revitalize and enhance existing commercial centers
a. Prepare economic and market analysis to inform the City’s investment of time and resources. Evaluate and quantify current and projected market demand for retail, industrial, and mixed-use development. Develop strategies to capture leaked retail and attract more consumer spending from
beyond the city. Analysis of opportunity sites to determine types of development that would be financially feasible. b. Evaluate opportunities for property acquisition
2.6 Foster Workforce Development Opportunities
a. Preserve and promote affordable housing options within the City through implementation of the 2021-2029 Housing
Element
b. Foster workforce development opportunities by partnering with Kennedy High School and Cypress College
In late 2020, Precision Cutting Tools relocated
its operations to a 60,000 square-foot
manufacturing facility in La Palma.
City of La Palma Economic Development Plan 2030 14
3.PROMOTE MARKETING AND
COMMUNICATIONS
OUTREACH
3.1 Enhance the City’s ability to brand the community
a. Continue to work with the community, local stakeholders, and partners to execute the City’s marketing and outreach strategy
b. Maintain ongoing collaborative efforts in existing economic target areas and continue to promote local activities to attract new business creation.
c. Distribute digital and print marketing materials via City’s website, social media, and direct marketing in Mosaic
(quarterly) and The Visionary (monthly e-newsletter).
3.2 Increase public awareness of the City of La Palma
a. Coordinate and distribute press releases from the City and its businesses to regional and local newspapers
b. Enhance the City’s economic development brand identity and reputation as a premier business location among key industry groups.
c. Educate brokers and business leaders about key advantages to locating in La Palma.
d. Attend regional business development events and trade shows to introduce businesses to the City of La Palma.
3.3 Explore creative opportunities to enhance community culture and sense of place
a. Consider requiring public art for large-scale development projects, activate underutilized areas with temporary
installations, and potential for a utility box art program. b. Encourage placemaking and business participation through promotion of community events, supporting local artists and creative entrepreneurs. Consider establishing artist
residences, co-working spaces, and artisan markets to
showcase and sell handmade goods, generate income, and
foster entrepreneurship.
Landscape upgrades to the City’s existing street
medians are currently under construction.
Anticipated new monument signage will
enhance City brand identity.
City of La Palma Economic Development Plan 2030 15
c. Invest in infrastructure projects in public spaces and services that provide economic value to the City.
City of La Palma Economic Development Plan 2030 16
ACTION PLAN 2030
Program Responsible
Entity
Resources
Needed
Performance Measures
SHORT-TERM OBJECTIVES (12-18 MONTHS)
1.1.a 2024 Zoning Code Update CDD
ED/LU Ad-Hoc
Staff time - Adopt housing code
updates per Housing Element
- Evaluate parking minimums
- Modify procedures to
streamline processes for
starting new business
1.2.a OpenGov Citizen Access Portal CDD
BE Ad-Hoc
$60k annually - Online permitting and
digital plan reviews by August
2024
- Conduct outreach program
to citizens, businesses by
December 2024
1.2.b Fee Schedule Update Admin Svcs.
1.2.c Welcome New Business Packet CDD
BE Ad-Hoc
Staff time +
printing costs
-Publish by September 2024
and distribute to new and
prospective businesses
1.4.a Participate in Legislative Committees Management Staff time
1.4.c Economic Development Task Force City Council - Establish Task Force in December 2024, solicit
applications
- Conduct regular quarterly
meetings beginning in 2025
2.1.c Business Survey/Walkabouts CDD
BE Ad-Hoc
Staff time -Conduct annual survey
-Schedule walkabouts and
targeted outreach
2.2.a State of the City City Council
Management
-Engage business community
in attendance, sponsorships
2.2.b Networking Mixers CDD
BE Ad-Hoc
$1k -Host two events per year
(spring and fall) with local
businesses
2.2.c-d Special Events/Recognition CDD
BE Ad-Hoc
Staff time -Offer ribbon cutting services
-Celebrate milestones, top
generators, etc.
2.5.a Economic and Market Profile CDD $50-100k -Seek bids for preparation of economic and market profile
for sites analysis
3.1 Marketing and Outreach Strategy CDD -Promote local activities to attract new business creation
City of La Palma Economic Development Plan 2030 17
-Distribute digital and print
materials
MID-TERM OBJECTIVES (2-3 YEARS)
1.1.b Comprehensive Zoning Code Update CDD
ED Task Force
$100-150k -Evaluate land uses and
development standards for
infill and reuse in 2025
-Consider future changes in
parking and mobility needs
1.3.b Review Sales Tax Exemption for Utility
Users Tax
Management -Evaluate UUT in 2025
2.3.a Community Organizations CDD -Partner with local groups to host small business
workshops
2.3.b Corporate Connections Sponsorship
Program
ED Task Force -Evaluate potential for
promoting local businesses
through sponsorship pilot
program
3.2 Enhance City’s Brand Recognition ED Task Force
Management
-Formalize brand identity and
enhance reputation
-Contact brokers and
business leaders to promote
key advantages to relocating
in La Palma
3.2.d Business Development Events CDD Staff time -Attend regional business development events and
trade shows
3.3.a Arts and Culture Initiatives Management -Consider utility box program, temporary installations
-Engage business community
in cultural and city events
LONG-TERM OBJECTIVES (3-5 YEARS)
1.1.c General Plan Updates $150k - Complete Safety Element Update by June 2025
- Begin preparation for 2029
Housing Element in 2027
- Update LUE consistent with
zoning code update if needed
2.4.a Property Reinvestment Inquiries ED Task Force -Contact property owners of shopping centers
-Seek improvements at
Granada Liquor, 7-Eleven,
City of La Palma Economic Development Plan 2030 18
Hannam Center, Walmart
Center,
2.4.b Identify and Target Vacant Properties ED Task Force -Coordinate with new tenant at Burger King
-Seek retailer or commercial
tenant for Family Mart upon
initiation of parking lot
improvements
2.4.c Incentives and Economic Subsidies Management -Consider sales tax sharing agreements
2.4.d Recruitment Letters ED Task Force -Identify desirable uses and businesses based on market
data
2.6.a Affordable Housing Implementation ED Task Force
CDD
-Adopt 2024 Zoning Code
Update by December 2024
2.6.b Workforce Development ED Task Force
CDD
-Partner with existing local
organizations for employee
programs
ONGOING OBJECTIVES (5+ YEARS)
1.2.d “Jump Start” Program CDD Staff time at
applicant cost
-Encourage potential
developers to utilize program
in initial design phase
1.3.a Revenue Generating Sources CDD
Management
-Initiate development
agreements with billboard,
communications tower
-Evaluate opportunities
1.3.c Target Recruitment CDD -Potential EV dealership with point of sale
-Seek developers for mixeduse development
-Connect property owners
with CRE and retailers
1.4.a Financial Tools and Incentive Financing CDD
1.4.b Outreach to Elected Representatives Management Staff time
2.1.a Mosaic Quarterly Articles Admin Svcs.
CDD
Staff time -Business Spotlight Awards
-Business of the Year
2.1.b Public Education on Budget/Revenue Admin Svcs. Staff time -Continue Citizens’ Academy and budget workshops
2.1.d Code Enforcement CDD Staff time -Achieve voluntary compliance for commercial
property maintenance
City of La Palma Economic Development Plan 2030 19
2.4.e Monitor Land Transactions CDD Staff time -Contact new property owners and work with
potential investors
-Track properties for sale and
make contact with new
property owners
Roles and
responsibilities
The success of the La Palma Economic Development Plan is dependent upon different managers, leaders, and policy makers fulfilling some clearly defined roles and responsibilities as follows.
City Council/Successor Agency
The City Council/Successor Agency are responsible for providing overall policy direction related to business retention and attraction efforts.
Previously the Community Development Commission, the Successor Agency was formed following the dissolution of the City’s Redevelopment Agency. The City also previously had a Business Retention Committee, which was originally formed in 1992, disbanded in 2005, and reestablished as the Business Engagement Ad-Hoc Committee in 2019. Business retention and outreach efforts are being conducted through the Lunch with the Mayor Program and directly by the Community Development Director and in certain cases the City Manager. The City Council acts in the role of facilitating economic development activities through the following actions:
▪ Policy oversight of the Economic Development Plan.
▪ Allocation of City resources to support the Plan.
▪ Participation in business recognition events.
▪ Communication of a business-friendly attitude within the community.
▪ Meet with business leaders and Chambers of Commerce as appropriate.
City Manager
The City Manager oversees all City departments to encourage quality customer service and helps to establish and promote a business-friendly environment. Where appropriate, the City Manager meets with existing and potential businesses to negotiate for assistance and address concerns. ▪ Direct City departments in establishing quality customer service.
City of La Palma Economic Development Plan 2030 20
▪ Promote business friendly environment within City Hall and the community.
▪ Participate in and/or lead Red Teams as appropriate.
▪ Meet with potential businesses to negotiate assistance and/or promote the City has a place to be.
▪ Meet with existing businesses to address concerns.
▪ Implement training programs, either in-house or through use of training consultants, to improve business sensitivity and customer service skills of City staff.
Community Development Director
The Community Development Director is responsible for the day-to-day implementation of the Economic Development Plan and for making recommendations to the City Council on specific programs and funding mechanisms for economic development opportunities. In addition, the Community Development Director manages economic development resources and the Community Development Department, which has the most regular contact with local businesses and commercial development.
It is important to note that the City has not had a full-time Community Development Director since 2017 due to budgetary constraints. ▪ Implement the Economic Development Plan.
▪ Manage the daily implementation of the Economic Development Plan.
▪ Modifying policies or procedures which inhibit implementation of the Economic Development Plan.
▪ Implement new programs or services that would meet the needs of La Palma’s businesses.
▪ Lead and manage Community Development Department staff in cultivating a positive, business friendly environment.
▪ Implement training programs, either in-house or through use of training consultants, to improve business sensitivity and customer service skills of City staff.
▪ Call for Red Team, as needed, to respond to specific needs of high priority businesses.
▪ Be accessible to business owners, property owners, and commercial brokers to resolve problems.
▪ Recommend the hiring of consultants, as necessary, to implement Plan components and identify funding mechanisms to pay for them.
Department Directors
City Department Directors are responsible for overseeing the day-to-day operations of their respective departments. All Departments should have
City of La Palma Economic Development Plan 2030 21
policies and procedures which recognize the importance of businesses to the La Palma community.
▪ Create a positive, “business friendly” environment within each department.
▪ Work with the City Manager and Community Development Director to implement the Economic Development Plan.
▪ Serve on a Red Team when requested.
▪ Facilitate staff training to improve business sensitivity and customer service skills.
▪ Make recommendations for modifying policies or procedures which inhibit implementation of the Economic Development Plan. ▪ Make recommendations for new programs or services which would meet the needs of La Palma’s businesses.
City Staff
No matter what their position, every City of La Palma employee has an opportunity to make a positive impression on the community. The responsibility of City staff is to participate in evaluating and identifying procedures and processes that inhibit economic development and to provide the best possible service to both residential and business customers.
▪ Participate in customer service and other training opportunities. ▪ Serve on a “Red Team” when requested.
▪ Focus daily activities on providing quality customer service.
Consultants
Consultants can provide expertise not present in existing City staff. They also can provide temporary assistance to complete specific projects, when the work load of in-house staff cannot accommodate them. ▪ As needed, assist City Staff with processing and permitting expertise in the areas of Fats, Oils, and Grease Permits for businesses, expediting reviews,
▪ As needed, assist City staff in the processing of land use entitlements, special planning studies, and/or environmental documentation to minimize turnaround time for individual projects during times of high volume of planning requests.
▪ As needed, assist City staff with the development of business promotion/business attraction materials to promote La Palma as a great place to do business.
▪ As needed, assist staff with business-related improvements to the City’s website.
City of La Palma Economic Development Plan 2030 22
▪ As needed, provide business sensitivity and/or customer service training to City staff.
▪ As needed, participate in Red Teams to resolve concerns of high priority businesses.
City of La Palma Economic Development Plan 2030 23
Funding sources
Currently, the City of La Palma has various sources of funds for implementing elements of the Economic Development Plan. While the majority of funding available is local, there are state and federal funds available to assist economic development efforts. Opportunities and limitations for each of these funds are described below.
City General Fund
The City’s General Fund is the largest source of funding for basic City services and programs, such as police protection, park and recreation programming, planning, building and safety services, and administrative support for City operations. Because of its discretionary nature, the General Fund could be used for all elements of the Economic Development Plan, if resources were unlimited. Because they are limited, however, General Funds could be used most appropriately for the following elements of the Economic Development Plan. ▪ Public education and outreach through the City’s various newsletters and the City Website;
▪ In service training related to customer service to the business community;
▪ Staff costs associated with normal City operations, such as review of planning and permitting processes, troubleshooting and problem solving, etc.;
▪ Retention of special consultants to augment the expertise of City staff in such areas as seismic retrofitting, high rack storage, etc.;
▪ Retention of additional consultants to assist with high volume workloads as necessary;
▪ Loans to the Community Development Commission for
business attraction/retention of high priority businesses.
Capital Outlay Reserve
The Capital Outlay Reserve (COR) fund is a special set-aside of General Fund dollars that is specifically reserved for capital projects. These funds could be used in the same way as General Fund dollars; however, the City Council has established a policy expenditures from this fund should be allocated to “one time” capital projects (infrastructure improvements, new facilities, etc.).
Assuming this policy direction continues, eligible uses of the COR fund to fund elements of the Economic Development Plan include the following:
City of La Palma Economic Development Plan 2030 24
▪ Improvements to the public infrastructure that benefit the business community;
▪ Improvements to the public infrastructure as part of a financial assistance program for a high priority business;
▪ Other one-time capital expenses that are directly related to business retention or attraction goals and objectives.
Community Development Commission Funds
With the dissolution of the City’s Community Development Commission, La Palma no longer receives redevelopment tax increment funds. Previously, these funds were used to benefit redevelopment project areas within the City. Of which, twenty percent of those funds were to be used to increase and improve the supply of affordable housing in the community. A significant portion of the remaining tax increment is pledged towards bonded indebtedness, pass-through agreements with other taxing agencies, and existing owner participation or rehabilitation loan agreements with sales tax generating businesses.
The remaining funds were used on a variety of activities, including land assembly, site preparation, planning studies, land write downs, loans and grants, and various capital improvements. In recent years, priority has been placed on using CDC funds to construct eligible capital projects that benefit the entire community.
Other Governmental Funds
Federal, State, Regional, County, and other governmental agencies have funds available for various economic development programs, projects, and activities. Each funding source has its advantages and its drawbacks, but common factors amongst most of these sources are that they tend to be competitive in nature and restricted to specific uses.
The most common funding source would be the U.S. Department of Housing and Urban Development though the Community
Development Block Grant (CDBG) program. Due to the size of the City of La Palma, CDBG funds are administered through the County of Orange via a competitive grant application process and HUD generally puts priority on programs focused on low income households. Also available from HUD are Economic Development Initiative grants.
Additional sources would include Environmental Protection Agency Brownfields Cleanup Initiative Grants, U.S. Economic Development
City of La Palma Economic Development Plan 2030 25
Administration grants and loans, South Coast Air Quality Management District programs, U.S. Small Business Administration Loan Guarantees, Southern California Edison and Southern California Gas Company economic development activities, Verizon/SBC/other local phone company programs, and California Economic Development
Department business development programs.
The Community Development Department maintains a list of public funding sources that can be utilized for matching needs with available resources. This listing also includes non-financial assistance such as business training and education programs. In 2024, the City began utilizing a third-party consultant for grant writing services.
Because of the variety of available funds, public funding could be used to further virtually all of the programs and activities in the Economic Development Plan.
Private Financing
The variety of private funding available is nearly limitless. Between local, regional, and national banks, real estate investment firms, private foundations, land developers, and venture capitalists, public-private partnerships could be the single largest resource for economic development funding in La Palma. However, it is important to remember that private corporations exist solely to make profits and use of these funding avenues must be made with the realization that the partnership will cease to exist when the risk becomes too great.
The Community Development Department also maintains a limited list of private funding sources for projects. Private funding could be used for all of the programs and projects identified in the Economic Development Plan; however, the most realistic activities are those that would result in a profit for the private firm. These would include:
▪ Rehabilitation and redevelopment of multi-tenant centers; ▪ Development of vacant properties;
▪ Small business growth through leveraged partnerships; ▪ Additions to existing structures to add leasable/usable areas.
City of La Palma Economic Development Plan 2030 26
Economic climate
Analysis of La Palma’s Economic Climate
Strengths
The City’s business leaders cite several key benefits of locating a business in La Palma:
• Location. The City’s most important benefit is the location. La Palma is located in the “golden triangle” of the 91, 5, and 605 freeways, and thereby offers easy access to the Los Angeles/Orange County/Inland Empire regions, regional airports, and shipping ports.
• Variety of Spaces. La Palma is somewhat unique in offering industrial, Class A office, and business services within immediate proximity of one another. This is very attractive to businesses desiring to locate their executive offices close to their manufacturing or distribution facilities.
• Safety and Service. There is a perception of safety in the community thanks to a low overall crime rate and a very low property crime rate for businesses. Companies regularly comment on the high service levels provided by the La Palma Police Department and also mention that the maintenance of the City’s infrastructure is of the highest quality.
• Small Town Feel. Businesses appreciate the personal scale of the community, which is a stark contrast to the larger communities in the region. They comment on feeling an attachment to the sense of place created by the residents, the ability to meet with the Mayor, Councilmembers, City Manager, and Community Development Director and the ability to participate in – and often financially support – community events.
• Patterns of Clustering. “Clustering” is an economic development theory which suggests that individual businesses can better compete when they exist in an area of similar and complementary companies. It creates healthy competition and allows for a coordination of resources and ideas, which can help attract the best employees. In other words, the whole is greater than the sum of its parts. The best example of this would be the healthcare cluster along Walker Avenue and La Palma Avenue. La Palma
Intercommunity Hospital, Joshua Medical Center, Peppertree Plaza
City of La Palma Economic Development Plan 2030 27
medical offices, La Palma Medical Center, and Ivy Park Assisted Living Facility, have potential to work together to create a greater regional draw for healthcare. Another example would be a cluster linked by cultural interests, such as Asian-based businesses locating in the Hannam Center and Centerpointe.
Weaknesses
As with any organization, there are areas for improvement, which include:
• Business Friendly Climate. It appears that the City has experienced a decline in its “business friendly” atmosphere from the last update of this Plan. Permits are processed slower than in the past, and many customers have conveyed their
frustrations with approvals taking several months and years to complete. Delays and excessive requirements in the approval process have become the public’s perception of the City’s services. Furthermore, applicants are continually asking for alternatives to paper submittals for applications and plan reviews. Due to budgetary constraints, the City has not maintained a Community Development Director on staff since 2017, and the Community Development Department has been limited to two full-time staff members. La Palma has more stringent entitlement requirements, development standards, and processing procedures than other cities in the region. The City’s enforcement of nonconforming conditions, such as the need for additional parking and grease interceptors, has limited and deterred new small businesses.
• Increased vacancies. Despite that the City is nearly built out, the COVID pandemic resulted in business closures and
vacancies especially in retail and office spaces. There are few opportunities for parcel assemblage for large projects and most buildings are being utilized at or near their highest and best use.
The opportunities that do exist are located in two of the City’s largest neighborhood commercial centers, which are owned by several different property owners with varying levels of interest in improving and/or selling their properties. Stringent development standards leave little opportunity to add new businesses or to make sizeable impacts to an area.
• Lack of Undeveloped Land. At present, there are no vacant parcels available for commercial development. The only vacant parcel at the southeast corner of Crescent Avenue and Moody
City of La Palma Economic Development Plan 2030 28
Street that was previously a gas station was rezoned to residential in 2015. Though there is interest in commercial development at that site, State law now prohibits downzoning of residential land. All other new development must involve infill development of underutilized parcels, either through demolition of existing structures or adaptive reuse.
• Aging Commercial Areas. Most of La Palma’s commercial centers were built in the 1960’s and 1970’s. Since their inception, they have been very active retail facilities that provide many of the neighborhood services La Palma residents demand.
Unfortunately, these centers have shown their age. Designs are becoming outdated and maintenance is being deferred,
requiring code enforcement for safety conditions. As a result, tenants are somewhat marginal, rents lag behind area rates, and vacancies remain open longer than in the past. The larger commercial centers are characterized by multiple parcels and multiple owners, making the redevelopment of these centers more difficult. With the dissolution of the City’s Redevelopment Agency in 2012, various tools and funding sources are no longer available.
• Onerous Entitlement Requirements. The City requires a Precise Plan for any new construction or improvements, which requires two hearings for Development and Circulation
Committee and City Council. New or larger signage requires Development and Circulation Committee approval. Conditional Use Permits require City Council approval. Often, these lengthy processes, sense of uncertainty, and significant costs deter potential business starts and tenant improvements. The City of La Palma has had a long-standing requirement that all pre-1978 industrial buildings be seismically retrofitted upon a change of use or ownership. While the majority of the City’s industrial buildings have now been upgraded, there remain a few which have not. This requirement adds to the expense of occupying the building and can delay occupancy while the improvements are being made.
• Sign Requirements. Businesses often comment that they would like to have enhanced signage to announce their
presence. Individual businesses generally desire larger permanent and temporary signs both on the building and at the street. However, the City’s approval process for larger and more signage requires either a Master Sign Program or variance,
City of La Palma Economic Development Plan 2030 29
which adds to time and costs associated with opening new businesses.
• Where is La Palma? While we were recognized nationally by Money Magazine in 2007 as one of the Best Small Cities in the U.S., and by Parenting Magazine in 2008 as the Best Small City in Orange County, La Palma is still sometimes referred to as “Orange County’s Best Kept Secret.” While residents can rightfully take pride in this fact, businesses suffer from the lack of identity. Businesses comment that their customers
appreciate La Palma once they find it, but that the City has no established identity that businesses can draw upon.
• Good Distribution is Not the Same as Sales. The industrial area of the City located along wide, straight streets with good freeway access. Many of the industrial sites were built with large buildings with limited parking areas. All of these factors are very enticing to warehousing and distribution uses. Unfortunately, modern warehousing does not generate many jobs and sales are usually recorded outside of the community. Unless
industrial buildings are razed or retooled, the City will continue to be naturally attractive to warehousers that create very little economic impact for the community.
• Regional Shopping Centers Nearby. The neighboring cities of Buena Park, Cerritos, and Cypress have regional shopping centers and/or big box stores that draw retail dollars away from La Palma’s businesses. La Palma does not have the land
available to create centers to compete with these outlets; therefore, it will be necessary to La Palma’s businesses to compete in other ways, such as by providing individualized services or goods that are not available through the national chain stores.
While there are weaknesses that either cannot be overcome or would not be in the best interests of the general public to modify, the City should look for means of changing these situations wherever possible in order to make La Palma even more attractive to the business sector.
Opportunities
There are several underutilized attributes that would make the City more economically competitive, which include:
City of La Palma Economic Development Plan 2030 30
• Reputation. The City of La Palma envisions being seen as a premier city to do business with. Many of the road blocks to entitlements and processing procedures are proposed to be removed upon implementation of this revised Economic
Development Plan. Transitioning to a one-stop, fully digital and online portal for permitting and licenses that will be accessible 24/7 will be a changemaker in the Community Development Department’s procedures overall. This tool will improve communication among departments and with customers with semi-automated services, allowing City staff to maximize efficiency and focus on proactive customer service. In addition, because La Palma’s organizational structure is small, it is possible to quickly meet with key decision makers and to receive personalized services. Unfortunately, we have yet to really capitalize on this reputation. The City could market these facts to local brokers and potential businesses.
• Growing Asian Population. Over the past decade, La Palma has seen a dramatic demographic shift toward an Asian
majority. The 2023 American Community Survey shows that the Asian population in the City has grown to 50.6% of the total population. Of that, 13.9% Korean, 7.8% Filipino, and 7% Indian.
One shopping center at the northwest corner of La Palma Avenue and Moody Street, officially known as the Hannam Center, has been transfigured into a shopping area with restaurants, a grocery store, retail stores, and a bank geared toward Asian (mostly Korean) customers. The City could benefit by enhancing services for Korean businesses and by marketing the shopping center as a Korean/Asian marketplace.
Threats
It has been said that the only constant in life is change. While the City enjoys many benefits, potential changes could dramatically affect the future of the economic climate in La Palma. Some of these include:
• Major Tenant Leaves. Six companies make up over 70% of the City’s sales tax base. Several of these businesses are on shortterm leases. If any one of these businesses left La Palma, it would result in a significant loss of revenue for the City. The City will need to coordinate efforts to maintain these tenants; failing that, the City will need to quickly identify a replacement tenant to cover the potential loss of revenues. Furthermore, fuel and service stations make up over 45% of the sales tax revenue as
City of La Palma Economic Development Plan 2030 31
the City’s major industry. In California, regulatory mandates toward zero-emissions and electric vehicles will be resourceintensive and challenge the state’s energy future. • Lack of Patience. Real estate professionals understand the City’s goals of economic development; however, their personal motivations are sometimes at odds with the City’s goals.
Ultimately, brokers and landlords are interested in getting a building occupied. A rent check is the goal. While tax
generating businesses typically also pay more rent, brokers and property owners often will accept tenants who can pay lower rent rather than taking the time to find the “right” tenant.
Because land is limited in La Palma, it is even more important for the City to impress upon real estate professionals the importance of maximizing the use of a property.
• Fluctuating Unemployment Rates. Prior to COVID, Orange County was experiencing unemployment record lows of 2.6%.
The pandemic caused peak unemployment high of 15.5% and has slowly recovered since then. At present in July 2024, the unemployment rate is 3.2% in Orange County, which is lower than the 4.1% national average.
Because La Palma is constrained in many ways physically, the importance of providing intangible benefits to businesses is critical to competing with surrounding communities. Such intangible benefits include:
• The ability to establish relationships and friendships with businesses
• Speed of processes, direct line accessibility to City leadership • Understanding the needs of a business and providing a caring, creative attitude
• Honesty, integrity, respect of City officials and staff Since the adoption of the original Economic Development Plan in 2002, the City has reorganized to create a Community Development Department and has focused on providing quality customer service in all parts of the organization, which has helped to make significant progress in providing the levels of service necessary to provide these intangibles.
This plan is intended to protect and expand the revenue stream from La Palma businesses by retaining current income-producing businesses and by proactively attracting new ones when an existing business is closing. By maximizing La Palma’s strengths and opportunities, as well as addressing
City of La Palma Economic Development Plan 2030 32
weaknesses and potential threats, by redefining staff roles and responsibilities, and by establishing a clear vision for economic development, the City of La Palma will be well positioned to respond to the changing needs of business well into the future.
Opportunity Areas
Appendix A: Economic and Market Profile
Economic Development Task Force Resolution No. 2024-_
RESOLUTION NO. 2024-_
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF LA
PALMA, CALIFORNIA, ESTABLISHING THE LA PALMA
ECONOMIC DEVELOPMENT OVERSIGHT TASK FORCE
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF LA PALMA, CALIFORNIA DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. Establishment of Economic Development Oversight Task Force There is hereby created an Economic Development Oversight Task Force which shall be a volunteer advisory group that informs the City Council and assists in implementation of various programs identified the City of La Palma Economic Development Plan 2030.
SECTION 2. Duties of the Economic Development Oversight Task Force The Economic Development Oversight Task Force shall be responsible for and limited to the following duties:
• Review existing goals and policies of the City’s General Plan Community Building Element related to economic development and long-term fiscal sustainability; • Review the City of La Palma Economic Development Plan 2030 goals, policies, programs, and Action Plan;
• Assist in the oversight and implementation of programs identified in the Action Plan; • Act as ambassadors to provide outreach, engagement, and education on behalf of the City of La Palma to the business community; and
• Provide an annual progress report to the City Council for review.
SECTION 3. Task Force Membership
A. The Task Force shall consist of a maximum of nine (9) volunteer members representing a wide variety of backgrounds, perspectives, and interests. Community members interested in participating on the Task Force shall submit a Statement of Interest (Exhibit A) to City staff. The Appointment Committee, consisting of the Mayor and Mayor Pro Tem, shall review and recommend Task Force candidates for City Council consideration by February 2025. At minimum, Task Force membership shall include:
• Two (2) City Council members
• One (1) Development and Circulation Committee member
• One (1) Community Activities and Beautification Committee member • One (1) Business Owner Representative
• One (1) Commercial Property Owner Representative
• At-Large Representatives (1-3), preferably with commercial real estate, construction, and/or entrepreneurship experience
B. The Task Force shall elect a Chair and Vice-Chair.
Economic Development Task Force Resolution No. 2024-_
C. RESIGNATION. Any member of the Task Force may resign at any time by delivering written notice to the Chair and Staff Liaison. A resignation shall be effective when the notice is delivered to the Chair unless notice specifies a later date.
D. DISMISSAL. Any member of the Task Force may be removed for three (3) unexcused absences.
E. APPOINTMENT OF REPLACEMENT MEMBER. Upon the dismissal, resignation or incapacity of a Task Force member, the Mayor and Mayor Pro Tem shall appoint a replacement.
SECTION 4. Staff Assistance
The City Manager will allocate necessary technical and clerical assistance, including a Staff Liaison, to the Task Force subject to the City’s priorities and workload.
SECTION 5. Compensation
Task Force members shall serve without compensation.
SECTION 6. Term of Task Force
The Task Force shall be established upon the adoption of this resolution and shall continue in effect until December 31, 2026. The Task Force shall provide an annual update to the City Council on the implementation of the Action Plan.
SECTION 7. Meetings of the Task Force
A. REGULAR AND SPECIAL MEETINGS. The Task Force is expected to meet on a quarterly basis at a date, time, and location based on a survey of the availability of the Task Force Members.
B. IN-PERSON PARTICIPATION. Members must attend in person to participate in a meeting.
C. NOTICE OF MEETINGS. Notice of all scheduled Task Force meetings will be noticed and posted in accordance with the Brown Act.
D. QUORUM. A quorum at any meeting shall consist of Task Force members who represent a simple majority of all members.
E. VOTING. The Task Force shall attempt to make recommendations by consensus.
Upon request of any member, a vote will be taken, in which case each member in attendance at the meeting shall be entitled to cast one vote. Votes may not be made by proxy. A routine matter will be approved by a simple majority of all votes cast.
F. MINUTES. Action minutes shall be kept of Task Force meetings. Minutes shall be approved by the Task Force, and as approved shall be available to the public.
Economic Development Task Force Resolution No. 2024-_
G. The staff liaison designated to provide support to the Task Force shall be responsible for the maintenance and circulation of the minutes and agendas of the meetings, and preparation and mailing or delivery of all meeting notices, agendas, and materials to Task Force members.
SECTION 8. Certification
That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.
APPROVED AND ADOPTED by the City Council of La Palma at a regular meeting on the 5 th day of November, 2025.
_______________________________
Marshall Goodman
Mayor
ATTEST:
_______________________________
Kimberly Kenney, CMC
City Clerk
Economic Development Task Force Resolution No. 2024-_
STATE OF CALIFORNIA )
COUNTY OF ORANGE ) SS
CITY OF LA PALMA )
I, KIMBERLY KENNEY, City Clerk of the City of La Palma, California, DO HEREBY CERTIFY that the foregoing Resolution was adopted by the City Council of said City at a regular meeting of said City Council held on the 5
th day of November, 2024, and that it was so adopted by called vote as follows:
AYES:
NOES:
_______________________________
Kimberly Kenney, CMC
City Clerk
Exhibit A Resolution No. 2024-_
EXHIBIT A
Exhibit
A Resolution No. 2024-_
1 CITY OF LA PALMA
REQUEST FOR PROPOSALS
PROFESSIONAL CONSULTING SERVICES TO CONDUCT AN ECONOMIC AND MARKET ANALYSIS NOVEMBER 2024
Notice is hereby given that the City of La Palma is requesting proposals from qualified firms or a consultant to prepare an Economic and Market Analysis to inform the City’s Economic Development Plan 2030.
Anticipated Schedule
The anticipated timeline for evaluating and selecting proposals is identified below. The City reserves the right to alter the schedule as needed.
ACTIVITY DATES
RFP Release Date November 11, 2024
Proposal Submittal Deadline Thursday, December 12, 2024 Consultant Interviews Week of December 16, 2024
Consultant Selection TBD
City Council Approval of Contract TBD
Proposals shall be submitted electronically via email no later than Thursday, December 12, 2024 at 5:00 p.m. labeled as “RFP – Economic and Market Analysis” and addressed to:
Belinda Deines
Community Development Manager
City of La Palma
7822 Walker Street
La Palma, CA 90623
(714) 690-3336
[email protected]
The City of La Palma reserves the right to reject any and all proposals or portions thereof, to accept a proposal or portion thereof, and to waive minor technicalities.
Project Overview
The City of La Palma is issuing a Request for Proposal (RFP) to solicit and select a qualified firm or Consultant to conduct an economic and market analysis of La Palma and the Orange County region. Under the direction of the Community Development Manager, the consultant will provide economic and market
2 analysis needed to support the City’s Economic Development Plan 2030 (draft available). This five-year plan will create a comprehensive and integrated approach to economic development that strengthens the City’s economic base. The recommendations intend to support the City of La Palma’s goals to: (1) enhance community development processes; (2) facilitate business attraction, retention, and expansion; and (3) promote marketing and communications outreach. Through the provision of services, the Consultant shall contribute toward the following deliverables:
• Create a site inventory to identify and evaluate opportunity sites, existing assets, and emerging industry clusters unique to La Palma to retain and evaluate potential business growth and expansion.
• Develop an economic dashboard of relevant demographics and statistics on La Palma. Key components will be updated on an annual basis by City staff. • Support City staff in peer review and finalizing the development of the Plan. City staff will be the primary lead to develop and finalize the draft plan based on the economic analysis and community outreach.
Project Scope
The Consultant will prepare an economic and market analysis to support Community Development staff and the Economic Development/Land Use Ad-Hoc Subcommittee in updating its Economic Development Plan. The Consultant is expected to fulfill the following tasks, roles, and responsibilities:
A. Review of existing City policies and programs, city departmental plans, general and specific plans, regional economic development plans, and other relevant documents.
B. Create a site inventory to identify and evaluate opportunity sites, existing assets, and emerging industry clusters. Inventory to provide a common factual foundation for discussing trade-offs between various types of development in a limited number of opportunity areas.
1. Quantify current and projected market demand for commercial, office, and industrial development for 5-, 10- and 20-year horizons.
2. Provide retail market demand analysis with projected demand for retail stores, personal services, dining, lodging, entertainment, and commercial recreation.
3. Identify strategies to capture leaked retail spending and attract more consumer spending from beyond the City.
4. Include residential market demand analysis describing current residential market and the City’s participation in the regional market.
5. Analyze specific opportunity sites, including shopping centers, office buildings, and underutilized uses, as identified by City staff to determine future types of development that would be financially feasible.
C. Develop an economic dashboard of existing economic conditions, relevant demographics, and statistics on La Palma including the following:
1. Local demographics in neighborhoods within La Palma, City boundaries, Orange County, and regional levels including household income, education levels, unemployment patterns, commuting patterns, languages, etc.
2. Market position analysis of City’s strengths and competitiveness within the region.
3 3. Cluster examination and analysis of regional growth industries including the following: retail, manufacturing, and small businesses.
4. Land use data and inventory to determine appropriate locations for both retaining and accommodating businesses.
5. Business data including density, retail mix, ownership patterns, small business and industry cluster composition.
6. Workforce characteristics including top 20 major employers, job classifications, employment clusters, wage rates and patterns.
7. Gap analysis of existing retail and commercial businesses.
8. Analysis of commercial and retail conditions including property inventory, vacancies, lease rates, industry leakage, and surplus.
9. Additional local and/or regional data e.g. planning/zoning, land use, parcel data, transportation networks, etc. that may support economic growth within the City.
D. Examination of community assets that data may not capture, e.g., community coalitions, networks, and other civic structures; arts and culture, community history, and entrepreneurial sources.
Submittal Requirements
Proposal Format
The Proposer shall submit via email an electronic PDF version of the proposal containing the following information in the format indicated below. Incomplete proposals and those not organized according to this format may be rejected. Faxed proposals will be rejected.
Response to this RFP must be in the form of a proposal package, which must be submitted in the following format:
1. Cover Letter/Executive Summary: Provide an overview of the proposal, its highlights, your firm’s interest in the project, the proposed approach to successfully complete this project, and estimated time frame (limited to two (2) pages in length).
2. Table of Contents: All pages of the proposal, including the enclosures, must be clearly and consecutively numbered and correspond to the Table of Contents.
3. List of Deliverables: Provide a detailed list of project deliverables, specifying number of documents (draft and final) and meetings.
4. Schedule: The tentative project schedule (shown in weeks and months) shall identify specific tasks, milestones, and critical dates.
5. Qualifications: An outline of your firm’s background, qualifications, and ability to perform the services required. Provide relevant information about the firm’s capabilities, size, and range of services and length of time in existence.
4 6. Key Personnel: Include a list of all key personnel and anticipated supporting personnel, who will be assigned to perform services or be employed on the project. Brief resumes of the project manager, key personnel, and sub-consultants (if any) should be included as related to this project, their roles in the project, and a synopsis of their experience relevant to these roles. List firm experience separate from individual experience.
7. Cost Proposal and Budget: Please submit a budget showing costs for each deliverable and task of the project, and hourly billing rates for all the members of the team. Prices shall represent the cost of finished products and cost estimates shall identify expenditures for other incidental and administrative costs.
8. References: List five public sector clients including three of the most recent and relevant, with whom similar, comparable services have been performed. Provide a brief description of the service provided and the dates of the work provided.
Additional Information
Right to Reject Proposals
The City of La Palma reserves the right to reject any or all proposals, or any part of any proposal, to waive minor technicalities, or to solicit new proposals on the same project. Proposals may be rejected for any alterations of form, additions, or alternatives not requested, incomplete information, or irregularities of any kind.
Notification of Withdrawal of Proposals
Proposals may be modified or withdrawn prior to the time and date specified for proposal submission by formal written notice from an authorized representative of the Consultant. Proposals submitted will become property of the City of La Palma after the proposal submission deadline and may be released as a public document after that time.
Cost of Preparation of Proposal
The City of La Palma will not pay any costs incurred in the preparation, printing, interview, or negotiation process. All costs associated with preparing and presenting proposals shall be borne by the proposing Consultant.
Request for Proposals is Not a Commitment
This Request for proposals is not a contract or commitment of any kind by the City of La Palma and does not commit the City to award a contract or to pay any costs incurred in the submission of a proposal. All proposals will become the property of the City of La Palma.
Agenda Item No. 19 November 5, 2024 | 1
City of La Palma
Agenda Item No. 19
MEETING DATE: November 5, 2024
TO: City Council
FROM: City Manager
SUBMITTED BY: Conal McNamara, City Manager
AGENDA TITLE: Good Governance Policy Discussion
RECOMMENDED ACTION:
Staff recommends that the City Council receive the report and provide direction to staff.
BACKGROUND:
At the February 12, 2024, goal setting meeting, the City Council directed staff to do the following under Goal 1: “Review and update the City Council Code of Conduct to reflect best practices, promote accountability, and support effective governance, particularly in anticipation of transitioning to districtbased representation.” Staff has prepared this report to initiate discussion so that the Council can make any desire changes or additions to our current policy.
DISCUSSION:
The City currently has two documents (see attachments) that address conduct:
Council Norms (under Council Policy #1):
City Council Norms are intended to guide City Council, City Manager and staff behavior in order to promote positive, productive, and effective public meetings, public business and organization. The Norms are also intended to inspire public trust in the City of La Palma and the services it provides. The Norms are part of a policy document that includes various topics such as: Public Meetings and Meeting Agendas, Speaker Cards and Public Testimony, Council Discussions Prior to Voting, City Council Comments and Reports, Reorganization, Interaction and Communication, Committees, Selection of the Mayor and the Mayor Pro Tem, Role of the Mayor, Travel and Meetings, Use of Stationery, and Accountability,
This policy consolidates and amends several prior policies relating to the conduct of City Council business including Travel and Meetings, Seating Arrangement of Council Members After Reorganization, Use of City Stationery by Council Members, Public Meetings and Meeting Agendas, Selection of Mayor and Mayor Pro Tem; Role of the Mayor, Council Norms, Speaker Cards, and Meals. This policy guides the smooth operations of the City Council and City organization and promotes a positive, productive, effective organization which inspires public trust in the City and in its services and activities. It represents a shared set of expectations on a variety of logistical issues. The
Agenda Item No. 19 November 5, 2024 | 2
prior policies were originally adopted on December 15, 1987, January 17, 1989, August 7, 1990, August 16, 2005, August 16, 2005, August 16, 2005, December 19, 1995, May 3, 2005, respectively.
This policy was amended on March 20, 2018.
In adopting these topics, the Council clearly wanted to promote efficient meetings but also ensure that proper decorum is followed when addressing day to day interactions with staff. City Council Norms address the roles and responsibilities of both Councilmembers and the City Manager with an emphasis on promoting efficiency and ensuring that both City Councilmembers and staff are proper stewards of the public's trust.
Code of Fair Campaign Practices:
The Code of Fair Campaign Practices is taken from the State election code as a recommendation from the Secretary of State for each candidate to follow. The Code is presented to each candidate to read and sign; however, adherence is strictly voluntary and does not apply after a candidate wins or loses office.
City of La Palma
The City of La Palma has a Council-Manager form of government where the City Council sets policy which the City Manager is responsible for implementing. The City Council hires the City Manager and City Attorney, while the City Manager is responsible for hiring all other staff. Because of the small staff size, maintaining a positive relationship between the City Council and staff is especially vital. Organizations to which the City belongs (through Councilmembers or staff) that lend support to good governance include the League of California Cities (CalCities) and the International City/County Management Association (ICMA), while there are other organizations to which the City does not currently belong, such as the Association of California Cities--Orange County (ACCOC), the California Contract Cities Association, and the Independent Cities Association (ICA) that offer similar support to Councilmembers and staff.
Both CalCities and ICMA discuss extensively the need for both good governance and positive working relationships between city councils and staff. At the most recent CalCities conference, a session with both City Counicilmembers and City Managers focused specifically on this and discussed:
Attributes of High Performing Councils:
• True partnership among Councilmembers, City Manager, and staff • Clarity and respect for roles and responsibilities
• Civility and respect for all
• Conduct effective meetings
• Hold each other and City Manager accountable
• Practice continual learning
Elements of Successful Council/Manager Relationships:
• Mayor, Councilmembers and City Manager develop a sense of team, working together in furtherance of common purpose
• The team values diversity of leadership style and perspective • Clear and mutual understanding of respective roles, responsibilities and stated expectations
Agenda Item No. 19 November 5, 2024 | 3
• Develop and sustain effective communication between the chief executive and governing board
• Trust is a crucial characteristic in any successful relationship and communication is essential for fostering trust
Revisiting good governance periodically is a worthwhile exercise to ensure that the Council and staff are clear about expectations and that the public understands the importance. Should the Council wish to modify the current Council Norms, staff would recommend that the dialogue begin with the above mentioned points. Staff also recommends that the Council continue with the following practices currently in place:
Governance:
• Make decisions that are in the strategic interest of the City • Govern as a body and not as individuals
• Be consistent and transparent with policy and decision making • When Councilmembers disagree, keep it professional and never personal • Trust staff to do their jobs
• Ensure that the public addresses the Council collectively • Meet with the City Manager as Councilmembers believe necessary to ensure you are receiving all the information you need
Financial Matters:
• Utilize outside funding sources whenever possible before using the City's General Fund • Be conservative when estimating revenues and expenditures in preparation of the City's budget
• Ensure that the City maintains sufficient reserves in the event that a downturn occurs and funds are needed
Successful Council/Manager relations and good governance deliver positive results in a number of areas including organizational effectiveness, mutual success and fulfillment, positive staff morale, heightened accountability, enhanced community confidence, and successful community outcomes.
FISCAL IMPACT:
There is no fiscal impact associated with this discussion.
ATTACHMENTS:
1. Council Goals and Objectives 2024
2. City Council Policy 1 - Norms
3. Code of Conduct
CITY OF LA PALMA
COUNCIL POLICY
NUMBER: 1
DATE (Adopted/Amended): March 20, 2018
SUBJECT: City Council Norms
POLICY:
General
City Council Norms are intended to guide City Council, City Manager and staff behavior in order to promote positive, productive, and effective public meetings, public business and organization. The Norms are also intended to inspire public trust in the City of La Palma and the services it provides.
Public Meetings and Meeting Agendas
Public meetings shall be for the purpose of conducting City business and/or educating the citizens. They are not “show time” for individual Council Members. Council Members are expected to focus on the business at hand and on giving their full attention to the public.
The City Manager and staff are responsible for formulating agendas for public meetings. The Consent Calendar shall be used for routine City business items and items already approved in the City Budget. The City Manager shall exercise judgment in determining whether an item is appropriate for the Consent Calendar. Council Members may request items be placed on a meeting agenda at any time and should indicate whether or not they wish a written staff report prepared. Such requests are encouraged to be announced under “Council Reports and Comments” in order to alert the full City Council to the request and to determine the estimated staff time required to research the item.
Items may also be “pulled” from an agenda for a public meeting. Any Council Member may pull any agenda item at any time during a public meeting, particularly when something new comes up or more information is needed. Council Members are encouraged to contact the City Manager in advance to ask questions, get clarification, or discuss any agenda item. Council Members planning to pull or ask questions publicly about an agenda item should notify the City Managerin advance to inform her/him of their intent and the reasons for it. To the extent possible, Council Members should indicate the questionsthey plan to ask to allow staff to prepare, including doing any additional research. Staff recognizes that sometimes questions arise in the course of discussion where such notice is not practical. Corrections to minutes should be shared with the City Manager or City Clerk before the meeting so that they can be corrected before the City Council approves them.
Council Policy No. 1
City Council Norms
Speaker Cards and Public Testimony
For clarity and transparency in the official record, and to facilitate follow up with the speaker if needed, members of the public wishing to address the City Council, Planning Commission or Successor Agency, shall be requested to complete a speaker card. Completion of the card is voluntary. The speaker will be encouraged by the Mayor/Chair to complete the card in advance of the item the speaker wishesto discuss before the elected body.
Speaker cards shall be available in the lobby prior to every City Council meeting. Cards shall be delivered by the City Clerk to the Mayor/Chair in chronological order based on when they were received and based upon which item on the agenda the individual wishes to address. The Mayor/Chair will invite speakers to announce their name and city of residence for the record, if they so choose, when they come to the microphone. The Mayor/Chair shall return all cards to the City Clerk at the conclusion of the meeting for the official record.
Speakers will be asked to adhere to a five-minute time limit and may not transfer unused portions of that time to another speaker. The Mayor/Chair has discretion to permit additional time to individuals in order to rebut testimony. Large groups are encouraged to designate a spokesperson to speak on their behalf and the Mayor/Chair has discretion in such situations to grant the spokesperson additional time in lieu of multiple speakers. The Mayor/Chair also has the discretion to reduce the time limit if there are a large number of speakers anticipated
Council Discussions Prior to Voting
Council discussions are designed to allow Council Members to express their views and opinions prior to taking a vote. Council Members should state their reasons for their positions. As a general rule, the Mayor should allow other Council Members to speak before giving his or her opinion. When it appears that the City Council lacks consensus or is “stuck” in determining a course of action, the City Manager may offer assistance upon the request of the City Council.
City Council Comments and Reports
Time is provided on each agenda for individual Council Members to report on activities relevant to the business of the City, including their service on regional boards and committees.
Council Policy No. 1
City Council Norms
Reorganization – Seating, Selection of Mayor and Mayor Pro Tem After reorganization of the City Council, the Mayor shall be seated in the center and other City Council Members shall be seated in alphabetical order (left to right when viewing the public). Council Members other than the Mayor may trade seats if mutually agreed. Council Members wishing to trade seats should make such arrangements in advance of the meeting in order to facilitate the efficiency of the reorganization process.
Interaction and Communication
Public confidence in the City of La Palma depends upon the behaviors and interactions of its elected leaders. City Council Members shall strive to show courtesy and respect for one another in all public settings. One way to demonstrate this is through flexibility in covering for each other and explaining each other’s absences to the public when appropriate.
Public confidence also depends on the interactions of its elected leaders with the City Manager and staff and effective communications are essential to staff effectiveness. In general, Council Members should call the City Manager before going to the Department Director. Council Members should always go through the City Manager to direct staff to do research on items. Council Members can go directly to department directors for answers to simple questions. Answers to individual Council Member inquiries of common interest will be shared with the City Council through the City Manager’s weekly report.
When Council Members email Directors or staff for information, they should copy the City Manager as a courtesy. Directors are also responsible for keeping the City Manager informed of any communication with City Council Members. If a Council Member has a concern about, or is unhappy with, a City employee, he or she shall discuss it directly with the City Manager and Council Members shall not criticize staff in public. The City Manager is responsible for informing the City Council whenever an unusual event occurs that the public would be concerned about (ex. significant safety event). The City Council, City Manager and staff shall not blindside each other in public.
Citizen complaintsshould be referred to staff with adequate time for response. Staff will report back to the City Council through the City Manager on the resolution of citizen complaints and when a written response has been requested or as appropriate, staff will assist the Mayor or Council Member in drafting an appropriate response.
Council Policy No. 1
City Council Norms
Committees
The City Council may create external committees, internal standing committees, or ad hoc subcommittees.
1. Internal Standing Committees – The Mayor has authority to create or suspend internal standing committees when it is determined that a standing committee is required or no longer required.
2. For external committees and internal standing committees, the appointment process will be placed on the agenda, usually at the first meeting following a reorganization of the City Council, and the City Council will confer about each of the committee positions. Council Members are encouraged to openly discuss their desires and availability for each position.
Appointments are made by mutual consent of all Council Members. In the event of multiple nominees for a specific position, a roll call vote will be taken using the following process:
a. Mayor will entertain nominations for the contested position. No second is required and Council Members may nominate themselves.
b. A motion is made to close the nominations and nominees will then be voted on in the order received by the Mayor until someone is selected. Once a nominee receives a majority vote, the election stops.
3. Ad Hoc Committees – The Mayor has authority to create, suspend, and appoint members to ad hoc subcommittees after determining individual Council Member interest.
4. Committee and subcommittee members are responsible for keeping the rest of the Council informed; other Council Members are responsible for letting subcommittee members know if they want more information.
5. Committee and subcommittee members will refrain from giving mixed direction to staff.
When there is a disagreement between committee or subcommittee members, staff will be excused from the discussion or from implementing direction until such time as the disagreement has been resolved.
Selection of the Mayor and Mayor Pro Tem
Council Members wishing to be considered for Mayor or Mayor Pro Tem should express their interest to the other members. Procedures for selection of the Mayor and Mayor Pro Tem shall be per Rosenberg’s Rules of Order. Mayor Pro Tem is not a natural ascendancy to Mayor. The Mayor and Mayor Pro Tem are peers of, and serve at the pleasure of, the other Council Members.
Role of the Mayor
The Mayor serves as the primary elected spokesperson for the City of La Palma. As such, the Mayor presides at public meetings, represents the City Council at events and activities in the community and is available to respond to requests for appearances from community organizations. The Mayor has no more or less official authority than any other Council Member.
At public meetings, the Mayor:
1. Will do his or her best to keep things moving;
Council Policy No. 1
City Council Norms
2. Will pay attention to the consensus of the entire Council and will assist in building consensus among Council Members when necessary;
3. May use discretion to allow citizens to speak longer than the allotted five minutes and shall ensure that fairness prevails and speaking time is balanced for all speakers;
4. Shall encourage large groups coming to a public meeting to designate one spokesperson and has discretion to allow that spokesperson more than five minutes to speak in lieu of multiple speakers; and,
5. Shall remind citizens to show respect for the City Council and staff, when necessary.
Travel and Meetings
Attendance at conferences, seminars, or meetings of benefit to the City is encouraged within the limitations of budgeted appropriations. Monies shall be budgeted each fiscal year for City Council Members to attend conferences, monthly meetings, meetings required due to internal or external committee appointments, and for miscellaneous meetings and trainings including such events as attendance at the Americana Awards and City Council goal setting. Miscellaneous meetings and training monies are intended to be allocated somewhat equally to each City Council Member as they see fit, within the limitations of the total travel fund allocation. Council Members can also make requests to the full City Council for additional funds. Travel and registration arrangements are made through the City Manager’s Executive Assistant.
Only expenses that have been incurred from authorized travel and meetings will be considered for reimbursement. Expenses incurred include items for the individual City Council Member only such as registration fees, hotel charges, mileage, airfare, car rental, meals and similar expenses. Any charges for a second person, such as an added charge on a hotel room, are the responsibility of the Council Member and are not reimbursable. Rates for reimbursement shall be as established in administrative policy and require completion of the administrative reimbursement form.
For extensive travel expenses, an advance may be authorized with the filing of an estimate of expenses with supporting documentation. Meals reimbursement may be for actual cost (receipts required) or via a per diem rate (no receipts required) and any meals covered in conference registration shall be deducted.
Use of Stationary
Use of City stationary by the City Council shall be limited to the following:
1. Used by the Mayor at the direction of the full City Council, such as for communicating legislative positions taken by the Council.
2. Used by the Mayor or any Council Member for the purpose of thanking citizens or groups, extending invitations to City-sponsored events, extending congratulations to persons or groups to note achievements, or to answer correspondence sent by constituents.
Council Policy No. 1
City Council Norms
Accountability
The City Manager is responsible for holding staff accountable for adherence to the City Council norms.
The City Council members are responsible for holding each other accountable for adherence to the City Council norms.
BACKGROUND:
This policy consolidates and amends several prior policies relating to the conduct of City Council business including Travel and Meetings, Seating Arrangement of Council Members After Reorganization, Use of City Stationary by Council Members, Public Meetings and Meeting Agendas, Selection of Mayor and Mayor Pro Tem; Role of the Mayor, Council Norms, Speaker Cards, and Meals.
This policy guides the smooth operations of the City Council and City organization and promotes a positive, productive, effective organization which inspires public trust in the City and in its services and activities. It represents a shared set of expectations on a variety of logistical issues. The prior policies were originally adopted on December 15, 1987, January 17, 1989, August 7, 1990, August 16, 2005, August 16, 2005, August 16, 2005, December 19, 1995, May 3, 2005, respectively. This policy was amended on March 20, 2018.
REVIEW:
This policy is to be reviewed as needed.
There are basic principles of decency, honesty, and fair play which every candidate for public office in the State of California has a moral obligation to observe and uphold in order that, after vigorously contested but fairly conducted campaigns, our citizens may exercise their constitutional right to a free and untrammeled choice and the will of the people may be fully and clearly expressed on the issues.
THEREFORE:
(1) I SHALL CONDUCT my campaign openly and publicly, discussing the issues as I see them, presenting my record and policies with sincerity and frankness, and criticizing without fear or favor the record and policies of my opponents or political parties that merit this criticism.
(2) I SHALL NOT USE OR PERMIT the use of character defamation, whispering campaigns, libel, slander, or scurrilous attacks on any candidate or his or her personal or family life.
(3) I SHALL NOT USE OR PERMIT any appeal to negative prejudice based on a candidate’s actual or perceived race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, marital status, age, sexual orientation, sex, including gender identity, or any other characteristic set forth in Section 12940 of the Government Code, or association with another person who has any of the actual or perceived characteristics set forth in Section 12940 of the Government Code. (4) I SHALL NOT USE OR PERMIT any dishonest or unethical practice that tends to corrupt or undermine our American system of free elections, or that hampers or prevents the full and free expression of the will of the voters including acts intended to hinder or prevent any eligible person from registering to vote, enrolling to vote, or voting. (5) I SHALL NOT coerce election help or campaign contributions for myself or for any other candidate from my employees.
(6) I SHALL IMMEDIATELY AND PUBLICLY REPUDIATE support deriving from any individual or group that resorts, on behalf of my candidacy or in opposition to that of my opponent, to the methods and tactics that I condemn. I shall accept responsibility to take firm action against any subordinate who violates any provision of this code or the laws governing elections.
(7) I SHALL DEFEND AND UPHOLD the right of every qualified American voter to full and equal participation in the electoral process.
California Secretary of State
CODE OF FAIR CAMPAIGN PRACTICES
(ELECTIONS CODE § 20440)
I, the undersigned, candidate for election to public office in the State of California or treasurer or chairperson of a committee making any independent expenditures, hereby voluntarily endorse, subscribe to, and solemnly pledge myself to conduct my campaign in accordance with the above principles and practices.” Date Signature
(Amended by Stats. 2006, Ch. 551, Sec. 2. Effective January 1, 2007.)
Agenda Item No. 20 November 5, 2024 | 1
City of La Palma
Agenda Item No. 20
MEETING DATE: November 5, 2024
TO: City Council
FROM: City Manager
SUBMITTED BY: Council Member Janet Keo Conklin
AGENDA TITLE: Council Member Request: La Palma Chamber of Commerce Presentation
RECOMMENDED ACTION:
It is recommended that the City Council consider Council Member Keo Conklin's request to receive the presentation and discuss the La Palma Chamber of Commerce.
BACKGROUND:
During Council Member Keo Conklin's AB 1234 report on October 1, 2024, she asked staff to place an item on the next City Council Meeting Agenda to discuss the La Palma Chamber of Commerce.
FISCAL IMPACT:
There is no fiscal impact at this time. Based on the discussion and direction to staff, there may be future budgetary impacts.
ATTACHMENTS:
1. Council Member Request
City Council Member Request
From:__________________________________________ Date: __________________ Agenda Item Requested? Yes No
Staff Research Requested? Yes No
Request
(Please describe the request and its purpose, context, or other information that may be helpful.):
________________________________________________________________________________ ________________________________________________________________________________ _________________________________________________
Desired Timeline for Completion:
Within one week Within two weeks Within one month Within two months Within three months Within six months Other/Specific date ___________________________________ Level of Priority (in relationship to established goals and priorities):
Request is related to or expands upon existing goals
Which one? _________________________________________
Request is new, not related to existing goals
Janet Keo Conklin
For November 5th, 2024 council meeting
To present the La Palma Chamber of Commerce. The importance of working collabartively with the city & gaining the support.. This is an open discussion and dialogue to the Mayor and Councilmembers so we can take action to support or not to support the newly formed La Palma Chamber. x
Economic development & Business promotion
10/3/24