Rolling Hills City Council
November 14, 2022

The City of Rolling Hills Community Wildfire Protection Plan was developed collaboratively among stakeholders including the community, the City of Rolling Hills, the Rolling Hills Community Association, the Los Angeles County Fire Department, and the Los Angeles Sheriff’s Department. The plan includes a prioritized list of hazardous fuel reduction strategies and addresses measures that the community members can take to reduce structural ignitability. The undersigned have reviewed the Rolling Hills CWPP and accept this document as the final draft representing 2020.

Leah Mirsch, Councilmember City of Rolling Hills
Patrick Wilson, Councilmember City of Rolling Hills
Tom Heinsheimer, RHCA Boardmember Rolling Hills Community Association Anne Smith, RHCA Boardmember Rolling Hills Community Association Central Regional Operations Bureau Los Angeles County Fire Department Assistant Fire Chief Scott Hale
Lomita Station Captain James Powers Los Angeles County Sheriff’s Department
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We would like to thank the following for individuals for their support:

City of Rolling Hills
Elaine Jeng, City Manager
Connie Viramontes, Administrative Assistant
Rolling Hills Community Association
Roger Hawkins, past Board member
Kristen Raig, RHCA Manager
First Responders
Assistant Chief J. Lopez, Los Angeles County Fire Department Battalion Chief Alvin Brewer, Los Angeles County Fire Department Fire Station 56, Los Angeles County Fire Department
Deputy John Despot, Los Angeles County Sheriff’s Department Deputy Reese Souza, Los Angeles County Sheriff’s Department Deputy Tina McCoy, Los Angeles County Sheriff’s Department 182

Rolling Hills Residents - Block Captain Program
Arlene and Gene Honbo, Lead Block Captains
Block Captains as of May, 2020
Abas Goodarzi
Alan Stratford
Arinze Anakwenze
Arun Bhumitra
Bill Ruth
Charlie Raine
Clint Patterson
Debra Shrader
Diane Gilman
Diane Montalto
Dorothy Vinter
Ed Swart
Eddy Delgado
Giancarlo Starinieri
Jack Smith
Jeanette Ruzic
Judith Haenel
Kathleen HughesBethencourt
Kay Lupo
Lisa Anakwenze
Lisa Koperhofer
Marion Ruth
Marlen Uhl
Michael Sherman
Michelle Mottola
Nadine Bobit
Nicole Tangen
Pam Crane
Penni Smith
Phil Norman
Pia Raine
Rae Walker
Ralph Schmoller
Ron Sommer
Ross Smith
Susan Collida
Tanvir Mian
Block Captain Support
Team as of May, 2020
Anne Smith
Arvel Witte
Bert Balch
Clarisse Shumaker
Diane Lesser
Jan Ferris
Kelly Cook
Maureen Hill
Nancy Hoffman
Sandy Sherman
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CITY OF ROLLING HILLS

COMMUNITY WILDFIRE PROTECTION PLAN (CWPP)
JULY 2020

INTRODUCTION
2018 was a year of destructive wildfires throughout California taking lives, destroying properties and prompting large-scale emergency evacuations. It was a stark reminder that all the land in Rolling Hills and the Palos Verdes Peninsula were determined as “Very High Fire Hazard Severity Zone” by the State of California Department of Forestry and Fire Protection. Recognizing its wildfire history, the City of Rolling Hills asked residents what actions should be taken to better prepare and protect lives in the event of a wildfire?
What is the greatest risk of wildfire for Rolling Hills? The residents responded fire fuel in the canyons. Is there more that the Rolling Hills Community Association and the City should be doing to protect lives and properties in the case of wildfires? The residents responded yes! Would the community be interested in receiving information on the best way to manage the vegetation in the canyons to prevent wildfires? The residents responded yes! How important is it for residents to manage fuel (e.g. trees, brush, etc.) on their property (including canyons located on private property)? The residents expressed, on a scale 1-100 with 100 being very important, 87. All of these efforts to reduce 184

vegetation are critical to our highest priority – protecting the lives of residents and their families.

Early 2019 marked the beginnings of a needed collaboration between the residents of Rolling Hills, the City of Rolling Hills, Rolling Hills Community Association (RHCA), Los Angeles County Fire Department and Los Angeles County Sheriff’s Department (collectively referred to as First Responders). The four entities worked together throughout the year to formulate a Community Wildfire Protection Plan (CWPP). The CWPP for the City of Rolling Hills is an action plan to implement wildfire mitigation measures to address the community’s greatest risks. Residents were offered opportunities to voice their opinions on ways to reduce wildfire threats to their lives and home and overall community. This was accomplished through a series of emergency preparation meetings with First Responders; residents were encouraged to participate in a Wildfire Mitigation survey and 25% of the residents of Rolling Hills submitted their comments. The on-going work and commitment of all four entities produced a prioritized plan that reflects the voices of residents and wildfire mitigation priorities for the City of Rolling Hills.

The plan is designed to be a living document, one that the community can refer to for action and as such, the conventional agency (City, RHCA, and First Responders) statistical data, environmental setting including fire history and the process to solicit the community’s feedback on issues relating to wildfire concerns are all relegated to the Appendices of this plan. This plan starts with the tool box of mitigation measures identified for Rolling Hills and the plan discusses in detail potential evacuation scenarios.

Many mitigation strategies were recommended and prioritized by Carol Rice, Fire Fuel Consultant, with the highest value being placed on 1) life safety; 2) structural protection; 3) natural resources and habitat. Finally, the plan lists the action items for the next three fiscal years and concludes with a schedule for periodic evaluation of the effectiveness of the actions performed and updates to the plan.
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Table of Contents

1.0 FIRE MITIGATION STRATEGIES FOR ROLLING HILLS................................................................................8

1.1 Infrastructure hardening.....................................................................................................................8

1.2 Vegetation Management....................................................................................................................9

1.3 Electric Power Lines..........................................................................................................................11

1.4 Inspections and Enforcement...........................................................................................................12

2.0 EVACUATION STRATEGIES ....................................................................................................................13

2.1 Community Preparedness and Education.........................................................................................13

2.1.1 Block Captain Program...............................................................................................................13

2.1.2 On-going communication and education ..................................................................................15

2.2 Evacuation during an Actual Emergency ..........................................................................................16

2.2.1 Evacuation Levels.......................................................................................................................17

2.2.2 Communication during emergency events................................................................................17

2.2.3 Potential evacuation routes.......................................................................................................19

2.2.4 Residents Who May Need Special Assistance in an Emergency................................................21

2.2.5 Large animal/horse evacuations................................................................................................21

2.2.6 Re-entry back in to the Community...........................................................................................23

3.0 ACTION PLAN ........................................................................................................................................24

4.0 MONITORING AND UPDATES................................................................................................................28

4.1 Action Plan Performance Measures .................................................................................................31

4.2 CWPP updates...................................................................................................................................31 APPENDIX A.................................................................................................................................................32

APPENDIX
Appendix A City Overview and Fire Environment
Appendix B Community Survey
Appendix C Wildland Res Mgt by Carol Rice, November 1, 2019 186

1.0 FIRE MITIGATION STRATEGIES FOR ROLLING HILLS
Wildfire threat can be defined as the result of an analysis of potential fire behavior and the likelihood of fire to occur relative to the communities at risk. The Fire Department develops maps showing areas of significant fire hazards using fuels, terrain, weather, and other relevant factors. While the maps are useful in examining fire hazard, high risk areas can be further identified using local perspectives and priorities regarding communities at risk and areas of concern. Appendix A, City Overview and Fire Environment, provides information on the City and the wildfire threats.

Critical to the development of the CWPP was to obtain the input of the City’s stakeholders, all the residents of Rolling Hills. It was decided the best vehicle to capture input of all residents was through a survey and augment seminars conducted with residents in 2018. The survey was a “grassroots” effort whereby Block Captains developed the survey, educated residents on the importance of their participation through Zone meetings and summarized the survey feedback. Block Captains provided feedback on potential solutions and mitigation strategies.

The Wildfire Mitigation survey was sent to approximately 1270 residents and the response rate was estimated at 25%. Appendix B, Community Survey, details areas of concerns and priorities as expressed by the residents.

Based on the community’s expressed concerns, fire mitigation strategies for Rolling Hills were developed from a variety of sources. The Rolling Hills Community Association (RHCA) engaged Fire Fuel Consultant, Wildland Res Management Ms. Carol Rice to assess Rolling Hills and provide recommendations to the RHCA Board of Directors. The Wildland Res Management Report dated November 1, 2019 is included as Appendix C.

The Los Angeles County Fire Department provided recommendations to the City of Rolling Hills on options to deal with vegetation management including the canyons. All recommendations provided by Wildland Res Management and LA Fire Department are prioritized with the highest value on 1) life safety; 2) structural protection; and 3) natural resources and habitat. Based on the feedback from the community survey, vegetation management was a most critical element for the residents. Feedback from all these resources was used to formulate the potential mitigation strategies detailed below.

1.1 Infrastructure hardening
• Require that all structures have a class A roof by 2030. • Consider changes to landscaping guidelines to comply with landscape recommendations to reduce structure ignitability
• Create incentive plan or identify special “preferred” contractors who will assist with approvals and installation/alterations to harden homes. 187

• Partner with manufacturers for demonstrations & to identify contractors of vents and equipment to harden homes.
• For a specific period of time (1 year) offer discounted permits or incentive for homeowners to make alterations to homes to harden (change out wood siding to hardy board, replace wood shingles, upgrade windows to dual pane, major landscape change)
• Feature homes that are compliant with standards in Rolling Hills Living magazine

1.2 Vegetation Management1
Canyons
• Fuel Management. Consultant Carol Rice provided services to the RHCA in 2009 and the products of her work can be found on the City and RHCA websites.

RHCA contracted again with Carol Rice in 2019 for a report recommending steps for the community to mitigate wildfire. Ms. Rice’s “Creating Fire Safe Canyons” guide includes 3 strategies for residents to manage fuel on their property, including area in canyons:
o Shaded fuelbreak
o Mosaic groupings
o Shortened shrubs
• Goats. Goat grazing can be a cost effective, environmentally sound way to clear combustible vegetation and promote growth of native grasses and beneficial plants, particularly for large areas (10, to 100+ acres) and in steep or difficult terrain. Grazing can efficiently treat areas that are inaccessible or difficult to manage with mowers and weed eaters, areas where prescribed burns are inadvisable, and sensitive areas where the application of herbicides is not appropriate.
• Control burns. Los Angeles County Fire Department is dedicated to fire protection and wildfire prevention. One of the Los Angeles County Fire Department’s prevention programs is Vegetation Management (Title 14, California Code of Regulations, Chapter 9.8 Chaparral management, Sections 1560 to 1569.6). The Vegetation Management Program (VMP) is a cost-share program that focuses on the use of prescribed fire, and some mechanical means, for addressing wildland fire fuel hazards and other resource management issues.

The use of prescribed fire mimics natural processes, restores fire to its historic role in wildland ecosystems and provides significant fire hazard reduction benefits that enhance public and firefight safety.
1 Recommendations by Consultant Carol Rice are included in this report to illustrate available wildfire mitigation strategies for Rolling Hills and in no way suggest that the strategies will be adopted by the Rolling Hills Community Association.
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• Invasive or noxious plants. Consider the use of herbicide or the manual removal of invasive or noxious plants in the canyons: Arundo donax, bamboolike plants and poison oak.

Fire Fuel Management Standards for individual properties Fire Fuel Consultant Carol Rice recommended the community adopt Fire Fuel Management Standards as a tool to teach homeowners about fire-wise vegetation management on their private property. The Los Angeles County Fire Department endorsed and supported this recommendation for the city. Ms. Rice also recommended individual property inspections be conducted to evaluate individual properties in comparison with the Fuel Management Standards with recommendations on how homeowners can meet vegetation management guidelines.

Roadside
Based on the Wildland Res Management report, the following measures were recommended:
• Evaluate the Fire Code requirements for 10 ‘roadside clearance for easy access and improved evacuation routes. Fire Code Section 325.10 defines clearance requirements.
• Remove all vegetation from area immediately adjacent to roadway and install surface that does not promote germination of weeds, i.e. decomposed granite or wood chips. Perform weed management in spring and summer (mowing, weed whacking). The RHCA does not use herbicides in the community except for noxious plants like poison oak.
• Eliminate fuel ladders by removing lower tree branches and limiting the height of shrubs under trees to prevent fire from moving into tree canopies 4-6’ back from edge of roadway:
• Clear all vegetation within 3’ around the base of a utility pole or fire hydrant. Nonexempt poles require 10’ clearance. SCE is responsible for such clearance. • Remove trees underneath power lines that have a mature height that could interfere with electrical wires or equipment. Always work through SCE for line clearance.
• Remove or cut back tree limbs that are within 8’ of electrical wires. Always work through SCE for line clearance.
• Within the roadway easement, remove plants and volunteer trees identified by the fire department as highly flammable (pampas grass, juniper, palm trees, pine trees, eucalyptus trees). Prohibit new planting of these highly flammable plants by changing landscape guidelines.
• Encourage or require property owners to adhere to vegetation management within the boundaries of their property to meet the fuel management standards set by the County Fire Department for Very High Fire Hazard Areas and in limited areas, the Association standards for Fuel Management and RHCA landscaping 189

guidelines for new planting. The RHCA may require higher standards than the Fire Code.
• Rice’s report also encouraged the development of a community fuel management standards to set measurable standards for vegetation management along roadsides within the RHCA road easements and other areas allowed in the CC&Rs. Recommended also is removing tree limbs hanging over roadways that are under 18’ in height or as assessed by the fire department.

Bridle trails
• Annual maintenance mowing and weed whacking along bridle trails. • Periodic vegetation management such as abatement using brush hound, hedge trimmers or heavier equipment on an as-needed basis and as the budget permits. • Manage vegetation to eliminate fuel ladders along bridle trails. • Cut back blackberries and lift and separate plants that currently make up the dense brush in canyons (lemonade berry or toyon).
• Remove palm trees and other “high hazard” plants identified by LA Co. Fire • Remove Arunda (bamboo like vegetation) from areas immediately adjacent to bridle trails
• Consider all means available for brush clearance, including but not limited to goats, or contract services
Invasive and highly flammable plants
• Create a list identifying highly flammable plants and request that the governing bodies prohibit planting of these plants and create a plan for eradication or removal of such plants within the community. Create a list of desirable plants as an alternative for planting. Create or obtain funding for an incentive program for removal of such plants

1.3 Electric Power Lines
Experts have said that despite the heavy costs, burying power lines in areas most susceptible to winds would provide a huge margin of safety in reducing fire risk for communities. Burying utility lines underground in sensitive areas is a potential mitigation strategy for Rolling Hills.

Southern California Edison (SCE) periodically has to replace its wood power poles as part of its ongoing maintenance program and installs new power poles as needed. SCE has recently started to install power poles constructed of a composite nonflammable material and will begin to wrap its wood power poles with a nonflammable material.

Replacement occurs when SCE determines the need on a case by case basis. 190

1.4 Inspections and Enforcement
The City of Rolling Hills (City) enforces its nuisance codes (City Municipal Code Chapter

8.24 Abatement of Nuisance and Chapter 8.30 Fire Fuel Abatement) by City staff and the City Attorney.

The Fire Department has jurisdiction over property with structures and the Agricultural Commissioner has jurisdiction over the rest. The Fire Code enforcement, historically, has been limited to removing dead vegetation within 200 feet of residences even though the Fire Code also requires ten feet of clearance on each side of all roads and driveways. Fire Code Section 325.10 Roadway Clearance: “The fire code official may require removal and clearance of all flammable vegetation or other combustible growth for a minimum of 10’ on each side of every roadway, whether public or private… This section shall not apply to single specimen trees, ornamental shrubbery, or cultivated ground cover such as green grass, ivy, succulents or similar plants used as ground cover, provided that they do not form a means of readily transmitting fire.”
City nuisance code enforcement of Chapter 8.24 is rarely invoked. City nuisance code enforcement of Chapter 8.30 is actively enforced by a dedicated City code enforcement official. Said Chapter 8.30, however, is limited by its terms to dead vegetation of any kind, dead or alive tumbleweeds, and dead palm fronds on living palm trees located on the portion of the property that has a slope equal to or less than 50%.

The LA County Fire Department provides fire hazard reduction and safety guidelines to all property owners in Rolling Hills. After a mailed notice, the Fire Department and Agricultural Commissioner personnel conduct an annual inspection of all of the properties commencing June 1 for non-compliance with the Fire Code. Fire Department personnel do not have the right to enter through locked gates. Property owners may deny access, at which point, an inspection warrant must be secured. The property may be inspected if it can be seen from a public viewpoint.

The City code enforcement official conducts inspections year-round but can only do so from the roads and/or bridle trails unless given permission or obtaining a warrant.

SCE is responsible for power line clearance and non-exempt poles. The property owner is responsible for all other required clearance in the easement. SCE periodically inspects and reduces the height of trees and brush so they do not encroach into the area of the power lines.
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2.0 EVACUATION STRATEGIES

2.1 Community Preparedness and Education
The Los Angeles County Fire Department, along with partnering agencies, stand ready to quickly respond to contain wildfires, utilizing firefighting resources from the air and ground to help protect people and property from wildfire.

Preparation and prevention go hand-in-hand. LA County Fire’s Ready! Set! Go! Brochure is available for residents and was designed to provide critical information on creating defensible space around a home, retrofitting a home with fire-resistant materials, and informing how and when to safely evacuate well ahead of a wildfire. The City of Rolling Hills partners with the Fire Department to prepare and educate the community on the specifics contained in the Ready! Set! Go! Brochure through the Block Captain Program.

A copy of the brochure can be obtained by calling LA County Fire Department Public Information Office at (323) 881-2411 or online at http://fire.lacounty.gov/wpcontent/uploads/2020/05/Ready-set-go_051420.pdf.

2.1.1 Block Captain Program
The City’s volunteer Block Captains are a crucial liaison between residents, first responders and the City’s Emergency Operation Center (EOC) in the event of a largescale emergency. In this role, the Block Captains are committed to serving and assisting residents of Rolling Hills before, during and after a disaster.

The Block Captain program divides the city into 24 zones. Each zone has two to three Block Captains with other residents providing Block Captain support if needed. Each zone has an average of 50 homes.

The Block Captain’s primary duties include:
• Meet the residents in their zone, greet new homeowners and explain the Rolling Hills Wildfire Community Protection Plan (CWPP) to them.
• Keep track of who is living within their zone by maintaining names, telephone, email addresses and other relevant information.
• Identify residents with special needs.
• Maintain their walkie-talkies to ensure they are charged and in good working condition.
• Attend bi-monthly Block Captain meetings.
• Attend and encourage residents to attend periodic training programs on wildfire mitigation and disaster planning.
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• Conduct one to two meetings annually with residents in their zone to distribute, update and exchange information. Convey resident’s concerns to the Lead Block Captain or City Manager.
• Participate in annual emergency response drills.

In case of a wildfire or any type of disaster, the Block Captain’s first responsibility is to his/her safety and the safety of his/her family and home. Only if there is time, it is the Block Captain’s role to initiate pre-arranged procedures within their neighborhoods, including checking on and assisting special needs neighbors and, disseminating information received from the EOC.

Block Captains should be familiar with key documents contained in the “RH Block Captain Master Information File” including: Wildfire & Earthquake Checklists; the Wildfire & Earthquake Preparation and Evacuation Recommendations, and City emergency procedures. Block Captains play an important role in providing such information to residents about what to do in an emergency, in advance of an evacuation and in preparation for a disaster.
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Each Block Captain is in charge of giving specific information summaries to emergency responders through the EOC about the state of residents in a Zone so their response to a disaster can be most effective and efficient.

Training programs will teach Block Captains about these responsibilities and teach other useful information, such as how to keep specific supplies accessible for when they are called to respond. They will be taught how to reach out to the residents in their Zone.

In short, a Block Captain is a lifesaving leader in times of citywide emergencies.

2.1.2 On-going communication and education
Effective communication and education programs are essential to implement and to maintain a successful Community Wildfire Protection Plan (CWPP) and will keep residents involved. The Rolling Hills Wildfire Mitigation Survey identified ‘on-going communications and education’ as a critical factor in dealing with wildfire preparedness and evacuation issues.

The communication and education program will be jointly sponsored by the City of RH, the RHCA and support of the first responders and the Block Captains. The program will consist of but not be limited to the following items:

1. Rolling Hills Living Magazine in-depth articles on wildfire mitigation

2. Rolling Hill Newsletter and Rolling Hills Community Association News Letter— Meeting announcements, training class schedule, annual exercise schedule, demonstrations, new Block Captain announcement

3. Bi-monthly Block Captain meeting will discuss planning updates, information transfer, first responder inputs

4. One to two annual Block Captain Zone meetings with new and current residents to transfer emergency preparedness information, especially updates from first responders

5. City of Rolling Hills Website www.rolling-hills.org has important information from items 1 thru 4

6. Workshops or seminars to include but not limited to:
a. How to create a defensible space on your property
b. How to harden your home
c. How to improve your landscape with more fire-resistant plants d. How to inspection your home for fire hazards
e. Why high hazard plants should be removed
f. How to develop an evacuation plan for your family
g. How to sign up for the City’s “Notify me”, reverse 911 and subscribe to Alert Southbay.
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7. An evaluation of equipment used by Block Captains during an emergency will facilitate communication with the City of Rolling Hills. The goal is to complete the evaluation by the end of 2020. (See section 2.2.2.2.) Equipment will be issued in advance of an emergency so Block Captains can communicate with the Emergency Operation Center (EOC) in the event of land line and cell phone failure.

The communication and education process will be continuously monitored to ensure effectiveness and efficiency by evaluating new tools and methods.

2.2 Evacuation during an Actual Emergency
The Fire Department and the Sheriff’s Department operate under the Unified Incident Command where representatives from each department and other relevant agencies will set up a command post near the incident to ensure all entities responding to the emergency are communicating. If appropriate and relevant, the City Manager of Rolling Hills will be invited to be at the command post and send information back to the City’s Emergency Operations Center (EOC).

The Incident Command System (ICS) is a standardized, on-scene, all-hazard incident management concept. It is a management protocol originally designed in the 1970s for the Fire Service agencies in California and subsequently required through state legislation in 1993 as an element of the Standardized Emergency Management System (SEMS) to cover all California State agencies and its political subdivisions. In 2004, ICS was required to be implemented nationally as an element of the National incident Management System (NIMS) through Presidential Directive (HSPD-5 & 8). ICS is based upon a flexible, scalable emergency response organization providing a common framework within which representatives may be drawn from multiple agencies that do not routinely work together, and ICS is designed to give standard response and operation procedures to reduce the problems and potential for miscommunication on such incidents.1
Responding specifically to wildfires, the Fire Department will take the lead in determining the appropriate response strategies including ordering evacuations. The Sheriff’s Department will take orders from the Fire Department and support the Fire Department in their calls. As an example, if the Fire Department calls for evacuations citywide, the Sheriff’s Department would assist in notifying residents by going to door to door, siren calls in a localized area, and or use available and operable media notifications such as the City’s “notify me,” and or Alert Southbay. The Sheriff’s Department would also deploy personnel to assist with traffic control. Under a citywide evacuation order, to ensure safety, the Sheriff’s Department would also manage the entries back into the community.
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2.2.1 Evacuation Levels
Depending on the condition of the wildfire, the Fire Department may call for the following:
• Citywide evacuation
• Partial evacuation – areas defined
• Shelter in place
In all scenarios, it is imperative that the community has a personal evacuation plan to refer to for expedient actions. It is also imperative that the community prepare for emergencies with a list of important phone numbers, critical items to take with when leaving, a location to go when forced to evacuate, several different routes to safety and flash lights, candles, canned food and water. The READY! SET! GO! brochure published by the Los Angeles County Fire Department is an essential emergency preparation booklet that includes how to prepare a personal Wildfire Action Plan including where and when to evacuate. Residents are asked to formulate a plan and rehearse that plan periodically so that it becomes second nature in the even to an emergency.

2.2.2 Communication during emergency events

2.2.2.1 Emergency Operations Center (EOC)
The City of Rolling Hills is currently drafting the Emergency Operations Plan (EOP) that will outline the operations of the Emergency Operations Center (EOC). The EOP will define when and how the EOC will be opened, the players that are a part of the EOC and the functions of each position in the EOC.

The EOC will operate using the Standardized Emergency Management System (SEMS) and National Incident Management System (NIMS). Employees of the City of Rolling Hills will be staffing the City’s EOC including a member of the Rolling Hills Community Association. Employees of the City of Rolling Hills are required to take SEMS/NIMS training from the California Governor’s Office of Emergency Services (CalOES). A division of CalOES called the California Specialized Training Institute (CSTI) provide training to local governments in California to have standardization in the way EOCs are operated in California and nationally. In the event that the employees of the City of Rolling Hills are unable to serve in the EOC during an emergency, staff members from other nearby cities can assist provided that they have received training from CSTI.

The EOC would be divided into the following sections with one or two people responsible for each of the sections:
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• Intelligence
• Planning
• Logistics
• Operations
• Finance
Briefly, the EOC is a centralized location to receive reports from the field, response efforts are planned, operations personnel are deployed and expenditures are tracked. As an example, the First Responders could report that there are three fallen trees along the major arterial of the City blocking vehicular traffic. Upon receiving this report, the EOC could contact appropriate vendors to clear the trees from the road. Expenses relating to the clearing of the tree will be tracked for potential reimbursement through federal agencies or State agencies.

Rolling Hills Community Association, having control over the easements including the trail and the roads, will play a critical part in the example outlined. The RHCA can deploy their own personnel to conduct the clearing work or engage vendors that they already have relationships with to assist the community in the time of need.

2.2.2.2 Emergency communication methods with residents and Block Captains During an emergency, information is critical to deploy the needed resources. In the time of an emergency, Block Captains are expected to take care of their families and loved ones first. Only if Block Captains are able and available will they be encouraged to report field conditions to the City’s EOC, or to the City Hall. This communication can be done via working cell phones, land-lines, emails, text messages and or walkie-talkies. The City of Rolling Hills is currently evaluating 1) what infrastructure is needed to support emergency communications and 2) which equipment is needed for use by Block Captains and the City to communicate during emergencies. The goal is to have this project completed by the end of 2020. Once equipment is purchased and installed Block Captains should communicate efficiently by answering two questions in each communique:
• What do you have?
• What do you need?

2.2.2.3 Notifying residents to prepare to evacuate
The City of Rolling Hills has multiple ways to communicate with residents during an emergency:
• RH website – www.rolling-hills.org
• Alert Southbay – emergency notifications
• local media
• email and phone communication
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2.2.3 Potential evacuation routes

2.2.3.1 Main gate, Crest Road gate at Crenshaw and Eastfield gates The number one and two priorities of first responders are life safety and property, in that order. First Responders will determine if an Evacuation Order is needed and will notify the City through the Incident Command Center.

If an Evacuation Order is issued by the Incident Command Center, residents will be alerted of an immediate threat to life and property that is within one to two hours. When the order is issued residents should evacuate through one of the main gates and the route chosen is dependent on the location of the fire activity route recommended by first responders.

LA County Sheriff and LA County Fire Department have identified potential evacuation routes, which included options for rapid egress from areas within the city threatened by a wildfire.
• Main Gate at Rolling Hills Road and Palos Verdes Drive North • Crest Gate at Crest Road near Crenshaw Blvd
• Eastfield Gate at Eastfield Drive and Palos Verdes Drive East Potential issues that may affect evacuation include:
• Residents may not have established evacuation preparedness plans. • Residents may choose not to evacuate but to stay and defend their homes or decide to shelter in place until the fire danger passes. Some might change their mind late in the evacuation process forcing them to flee when conditions are at their worst.

Without fully understanding the effects of their decisions, resident actions can jeopardize their life safety as well as that of firefighters and law enforcement personnel.
• Fallen trees or downed powers lines may block roads.
• Several streets within Rolling Hills are narrow and could quickly become congested with traffic.

First Responders do not want residents to use bridle trails as potential evacuation routes.

In an extreme situation the use of trails as potential evacuation routes may be considered by First Responders on a “case by case” basis.

IMPORTANT NOTE: Wildfires are extremely fluid and complex. An evacuation route may become compromised due to fire activity. The Potential Evacuation Routes map provides suggested evacuation routes that are dependent on the location of the wildfire.

It is recommended that residents practice preparing for and evacuating through their primary and secondary exit route.
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2.2.3.2 Crest Road East Gate
There is a fourth (4th) gate that is locked and closed located at the end of Crest Road East with no guards. There are several holders of the key to unlock the gate including:
• LA County Sheriff
• LA County Fire Department
• All RHCA Gatehouses
• RHCA Manager
• Maintenance Supervisor and Staff
• Gate Supervisor
• Architectural Supervisor
During a wildfire emergency the Crest Road East gate is considered by First Responders as an option for residents to use to exit the city. Residents should be informed in advance that Crest Road East is an option and is considered as a one-way exit from Rolling Hills into Rancho Palos Verdes towards Palos Verdes Drive East. Once the Crest Road East Gate is opened, residents will not be granted re-entry through this gate.

First Responders will determine if an Evacuation Warning and/or Evacuation Order is needed and will notify the City through the Incident Command Center.

During a wildfire emergency an Evacuation Warning may be issued by the Incident Command Center. Residents will be alerted of a potential threat to life and property that is more than two hours away. If the possibility exists that the gate will need to be opened a RHCA staff person will be stationed at the gate ready to open it.

An Evacuation Order may be issued by the Incident Command Center. Residents will be alerted of an immediate threat to life and property that is within one to two hours. RHCA staff person or another designee of the RHCA should be onsite to assist with traffic management if available.

Note: As of the publication date of this plan the RHCA Board of Directors approved the automation of the Crest Road East gate. The installation is scheduled to be completed in August 2020. It is expected that RHCA staff will be able to open the gate remotely upon receiving with an Evacuation Warning or Evacuation Order from First Responders.

2.2.3.3 Traffic Control
In the event of an evacuation, the Sheriff’s Department will maintain traffic control based on the level of closure established by the Fire Department. The five evacuation levels are as follows:
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Level 1: Open to general public
Level 2: Open to critical-incident resources and all residents.

Level 3: Closed to all traffic except fire, law and critical resources e.g. public works, power, LASD volunteers, etc. Note: escorts may be needed.

Level 4: Closed to all traffic except fire-department and law-enforcement personnel.

Level 5: Closed to all traffic.

2.2.3.4 Temporary Refuge Area(s)
Temporary Refuge Area(s) have been recommended to be identified for the community of Rolling Hills by First Responders and consultant, Ms. Carol Rice. At the time of this publication areas have not been identified.

2.2.4 Residents Who May Need Special Assistance in an Emergency Vulnerable populations have special needs that are critical to address during disasters such as wildfire. These populations may be less likely to respond to, cope with, recover from wildfire, and are less likely to get involved in wildfire mitigation activities. Age, physical, and mental limitations can restrict mobility making it more difficult to evacuate in a disaster. Language issues can result in communication barriers to evacuation or support services. 15% of survey respondents indicated that they or family members have special needs. 26% of survey respondents have neighbors with special needs or who may need assistance in an evacuation.

The RH Block Captains will identify special needs residents by canvassing their zones and working with the RH Seniors Committee on who they are, where they live and what assistance they may need. Ways to easily identify the homes of these residents is currently being evaluated. The Block Captains along with first responders can provide assistance to these residents in preparing, responding and recovering from a disaster.

Information on special needs residents will be saved on an encrypted server and only accessible by city staff and a Block Captain. A printout of special needs residents will only be distributed to the corresponding zone Block Captains.

2.2.5 Large animal/horse evacuations
Rolling Hills is considered an equestrian community. Emergency preparedness is important for all animals, but preparedness can be more difficult for large animals (e.g., horses) because of their size and special transportation needs. Evacuation of horses should occur as soon as an evacuation warning is issued. If owners are unprepared or wait until the last minute, they may have to leave their animals behind. The following provides information for pre-planning evacuation with large animals, including horses:
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• Contact Los Angeles County Department of Animal Control Equine Response Team (LACDACERT) for evacuation information for large animals. LACDACERT has trained volunteers who are trained in the evacuation and sheltering of horses in wildfire events. LACDACERT has equipment and personnel available for large animal evacuation and billeting. All requests for emergency assistance are channeled through LA County Sheriff’s Dispatch (911).
• Even though the County has assistance available, it is strongly encouraged for horse owners to make their own plan for emergency transportation and sheltering for horses. Many designated sheltering sites may become overcrowded or are far from Rolling Hills. Make plans now to house horses with friends, at a commercial stable, or other suitable location out of the danger area. Discuss plans with everyone in the family and keep the contact information and address of emergency animal shelters and driving directions in an emergency kit.
• Make a list of emergency contacts. Keep copies in vehicles or trailer as well as in the house.
• Take photographs and prepare a written description of each horse or other large animal(s). Put one set in a safe place and another set in an emergency kit. • Have a halter and rope for each horse/large animal. Make sure halters are marked with contact information or write the information on a piece of duct tape and stick it on the halter. Reflective identification collars are available for purchase from Caballeros. If a horse has medical issues or special needs, record this information on a luggage tag and attach it to the halter.
• Microchip horses/large animals. This is an easy, inexpensive way to help identify animals.
• Have a three-day supply of feed and water (per large animal). This is particularly important if plans are to shelter in place but bring feed (and buckets) if evacuated.

Make sure to include any medications the large animal(s) may need. Label all equipment.
• Teach your horses how to trailer. Spend time loading and unloading the animals so they are safe and willing to load, consider practicing loading during the day and night. Continue working with the large animals until you are confident that they will load.
• Keep trucks, trailers and vans well maintained and ready to move. Keep gas tanks full, check tire pressure, particularly during Red Flag Warning days. • Horse owners who keep their horses on their property are encouraged to have an orange reflector, available from Caballeros, on their house sign to indicate that horses are on the property. If you evacuate your animals, remove or cover the reflector. • Store non-perishable supplies in a portable container such as a clean trashcan, bucket or canvas duffle bag.

Potential issues with evacuating large animals and horses include panicked animals may behave unpredictably and may refuse to respond to normal handling approaches. 201

2.2.6 Re-entry back in to the Community
Re-entering an evacuated area requires as much forethought and planning as an evacuation order. The safety of residents and emergency responders is of the utmost concern and must drive the decision of when to repopulate. LA County Fire Department and LA County Sheriff’s Department will determine when it is safe for residents, including those with special needs and large animals to move back into the area.

Residents re-entering the city will depend upon the evacuation level. Note: Levels 3, 4 and 5 are closed the city to residents.
• Level 1: Open to general public
• Level 2: Open to critical-incident resources and all residents. • Level 3: Closed to all traffic except fire, law and critical resources e.g. public works, power, LASD volunteers, etc. Note: escorts may be needed. • Level 4: Closed to all traffic except fire-department and law-enforcement personnel. • Level 5: Closed to all traffic.
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3.0 ACTION PLAN
The plan below defines the actions needed to lessen the risk of wildfires and to address the community’s greatest risks. The plan lists the action items for each of the four entities – City of Rolling Hills, RH Community Association, RH Residents, LA County Fire Department and LA County Sheriff’s Department.

Action Plan (FY2020-2021 to FY2022-2023) City RHCA Residents LACFD LASD 1 Block Captain Program - participate and support
program x x XX x x
2 Neighborhood zone meetings x XX x x
3 Emergency communication with residents x x XX x x
4 Evacuation Exercise XX x x x x
5 Workshops and seminars for residents x x XX x x
6 Special needs population x x XX
7 Define communication standards with residents
XX x x
8 Define refuge areas x x x XX x
9 City Ordinance Enforcement XX x
10 Fire Department Annual Inspection x XX
11 Evacuation routes (roadside) vegetation management
XX x x
12 Bridal trail vegetation management XX x
13 Entry/Exit gates vegetation management XX x
14 Fire Fuel Management in Preserve with Land
Conservancy XX x
15 Development of fire fuel management standards
XX x x
16 City Ordinance to restrict planting of six high hazard plants per Ready! Set! Go! brochure XX x x x
17 Motorize Crest Road East Gate XX
18 Utility undergrounding projects XX x x
19 Grants for fire fuel management in canyons XX
20 Controlled burns in canyons x x x XX x
Legend:

XX Primary Responsibility
x Secondary Responsibility
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Project Descriptions

1. Block Captain Program
This project will focus on the recruitment and the training of the Block Captain volunteers. Training programs will focus on teaching Block Captains about responsibilities and other useful information, such as how to keep specific supplies accessible for when they are called to respond.

The project will evaluate the best marketing materials to encourage recruitment, best training vehicles, including multi-media, and enhancements needed to the City’s website to support the management of resident contact information while ensuring privacy and confidentiality.

Project Leads: Block Captain Leads and City of Rolling Hills working with First Responders and RHCA
Timing: 2020/2023

2. Neighborhood Zone Meetings
The project will evaluate available educational materials and videos from the Los Angeles County Fire Department, which highlight priorities documented in the Ready! Set! Go! Brochure. The project will evaluate a cost-effective approach to video for replay on the city’s website.

Project Leads: Block Captain Leads and City of Rolling Hills with First Responders Timing: 2020/2023

3. Emergency Communication with Residents
The City’s volunteer Block Captains are a crucial liaison between residents in the 24 City zones, first responders and the City’s Emergency Operation Center (EOC) in the event of a large-scale emergency. Block Captains have responsibilities in assisting residents of Rolling Hills before, during and after a disaster including:
• What to do in an emergency, in advance of an evacuation and in preparation for a disaster.
• During an emergency specific information will provided to emergency responders through the EOC about the state of residents in a Zone.

In the event that cell phones, landlines and/or email communications are compromised evaluate other equipment options, such as digital radios, satellite phones (with Push-to204

talk capability) or other viable options. Purchase equipment and provide training to Block Captains as necessary.

Project Leads: Block Captain Leads and City of Rolling Hills with First Responders and RHCA
Timing: 2020/2023

4. Evacuation Exercise
It is important to periodically conduct a simulation exercise of an actual emergency evacuation with all entities involved during an emergency: First Responders, residents, City of Rolling Hills and the RHCA, including the gate staff. The goals of the exercise can include but are not limited to evacuation of residents and individuals with special needs, communication between the city’s Emergency Operations Center and Block Captains, and traffic control. Assessment and “lessons learned” should be captured and shared.

Project Leads: Block Captain Leads and City of Rolling Hills with First Responders and RHCA
Timing: 2020/2023

5. Workshops and Seminars for Residents
The project will evaluate available educational materials and local experts in wildfire mitigation who can conduct seminars and workshops for the 2000 residents in Rolling Hills. The project will evaluate a cost-effective approach to video seminars and workshops for replay on the city’s website.

Project Leads: Block Captain Leads and City of Rolling Hills Timing: 2020/2023

6. Residents with Special Needs
This project will focus on the coordination needed between Block Captains and the RHCA Seniors Committee to identify residents who may have special needs during an emergency. This project will focus on teaching Block Captains how best to assist this group of residents, what useful information and/or supplies should be provided to this group, and what resources are available to them in the event of an emergency.

Project Leads: Block Captain Leads, RHCA and City of Rolling Hills Timing: 2020/2023
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7. Define communication standards with residents
This project will define the protocols for communicating for the City to communicate with Block Captains and for the Block Captains to communicate with residents during emergencies and wildfire events. This project will include the purchase of communication devices for relevant parties.

Project Leads: City staff
Timing: 2020/2021

8. Define refuge areas
This project requires the Fire Department and the Sheriff’s Department to identify refuge areas within the limits of the City in the event of wildfire event.

Project Leads: Fire Department/Sheriff’s Department
Timing: 2020/2021

9. City Ordinance Enforcement
This project requires city staff to enforce ordinances relating to wildfire mitigation including Chapter 8.30 Fire Fuel Abatement.

Project Leads: City staff
Timing: currently in progress and on-going

10. Fire Department annual inspections
The project requires the Fire Department Brush Clearance Unit to conduct inspection at all parcels within the city limits for compliance with 200’ defensible space around structures.

Project Leads: Fire Department
Timing: currently in progress and on-going

11. Evacuation routes (roadside) vegetation management
This project requires fire fuel and vegetation management along three evacuation routes within the city: Portuguese Bend Road, Eastfield Drive, and Crest Road. Fire Code defines the standard for roadside clearance.

Project Leads: RHCA, residents
Timing: 2020
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12. Bridle Trail Vegetation Management
This project requires RHCA contractors to thin out, remove or otherwise manage vegetation on and adjacent to bridle trails as outlined in the Fire Fuel management Standards to include the following:
• Thinning native chapparal
• Remove hazardous brush and weeds
• Remove lower limbs of trees to create a safe vertical clearance for equestrians and emergency vehicles
• Remove non-native species such as palm trees, castor beans, Arundo donax, and other highly flammable species
• Cut back vegetation to provide adequate horizontal clearance on bridle trails as identified in the Fuel Management Stanards
Project Leads: RHCA maintenance staff
Timing: 2020/2023

13. Entry/exit gate vegetation management
RHCA Board has adopted a policy for roadsides along major roadways in the community to have vegetation cleaned up to 8’ back from the edge of pavement, where practical.

RHCA also performs periodic maintenance of roadside trees for safety purposes and to ensure there is 16’ vertical clearance along roadways for emergency vehicles and evacuation.

Project Leads: RHCA maintenance staff
Timing: currently in progress, on-going

14. Fire Fuel management in the Preserve
This project requires the Palos Verdes Peninsula Land Conservancy to remove fire fuel in the Preserve annually. The City has funded two rounds of fuel removal between 2019 and 2020.

Project Leads: City and Land Conservancy
Timing: currently in progress, on-going

15. Development of fire fuel management standards
This project requires the development of fire fuel management standards for the residents and the community as a whole.
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Project Lead: RHCA
Timing: 2020

16. City Ordinance to restrict planting of six high hazard plants per Ready! Set! Go! brochure
In April 2020, the City Council considered restricting the planting of the six high hazard plants but decided not to take action. Instead, the City Council directed staff to discourage applicants seeks permits development or landscaping projects from planting the six high hazard plants. The City Council will reconsider taking action in the near future.

Project Lead: City
Timing: 2021

17. Motorize Crest Road East Gate
See section 2.2.3.2 of this report.

Project Leads: RHCA
Timing: 2020

18. Utility undergrounding projects
This project requires the undergrounding of overhead utilities within the city. The Eastfield Undergrounding Project is underway and undergrounding is tentatively scheduled for fall 2020. The city provides incentives for residents to form assessment districts for utility undergrounding projects. The city is developing a policy to incentivize single utility pole undergrounding.

Project leads: City
Timing: currently in progress, on-going

19. Grants for fire fuel management in canyons
This project requires collaboration with property owners of the canyon areas and to find innovative ways to remove fire fuels in difficult to reach areas. Once identified, the City can pursue grant funds to implement the solution.

Project Leads: City and residents
Timing: 2021
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20. Controlled burns in canyons
This project requires collaboration with the Fire Department to determine areas within the City suitable for controlled burns.

Project Leads: Fire Department
Timing: 2023
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4.0 MONITORING AND UPDATES

4.1 Action Plan Performance Measures
Performance measures will be develop in future versions of the CWPP.

4.2 CWPP updates
The CWPP will be updated on an annual basis. Updates to document shall be noted at the beginning of the document identified by version number. 210

APPENDIX A

CITY OVERVIEW AND FIRE ENVIRONEMNT
A1. CITY OVERVIEW
A1.1 Information about the City
The City of Rolling Hills (Rolling Hills) incorporated in 1957. Rolling Hills is 3.0 square miles and a gated community with private roads and three entry gates on the Palos Verdes Peninsula in the County of Los Angeles. Rolling Hills has a citizen population of 1,860 and 685 single-family one-story homes that are nestled in a rural equestrian community with no traffic lights. There are approximately 80 horses in Rolling Hills with 19 horse trailers. 90% of the housing units (600+) are owner occupied and less than 10% of the housing units are renter occupied. Rolling Hills homes are 20th century California ranch or Spanish haciendas located on large parcels.

As a gated community, Rolling Hills land use pattern was established in 1936 with the sale of parcels around hilly terrain and deep canyons. From its inception in 1936, Rolling Hills created and continues to maintain a residential community that conforms to its unique land form constraints. The City’s minimum lot size requirements were established in recognition of some relevant physical constraints, which includes the following constraints:

1. Steeply sloping hillsides; Land movement hazards

2. Lack of urban infrastructure such as sewer

3. Danger of wildland fires

4. Sensitive animal habitats and species

5. Geological constraints

6. Fire safety constraints

7. Infrastructure constraints

8. Environmental constraints

9. Topographic constraints
In particular, unique features to mention is Rolling Hills geological and topographic constraints which are driven by expansive soil combined with ancient landslide which when it reactivates affects lands shift and landslides from time to time, which in turn imposes high repair cost for slope restoration work. A portion of the City is located on severe terrain comprised of steep hills and roads with slope elevations between 25 to 50 percent, deep canyons, and cliffs all surrounded with an abundance of native and nonnative vegetation, makes it difficult to meet the zoning requirements for the production of housing development. Furthermore, the California Geological Survey has identified numerous liquefaction zones and areas within city limits that are subject to earthquake induced landslides.
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Rolling Hills fire safety constraint is driven by the fact that in July 2008, all the land in Rolling Hills was determined “Very High Fire Hazard Severity Zone” by the State of California Department of Forestry and Fire Protection. As a result, more restrictive fire safety and landscape standards were adopted into Rolling Hills building code that resulted in higher design and building cost for all new housing development. Another constraint to note is that the Fire Department’s capability to address normal fire calls, not to mention, address wildfire crisis is limited due to its aging distribution water system that is managed by California Water Company.

On June 10, 2019, Rolling Hills City Council adopted the fiscal year 2019/20 budget. The budget serves as the City’s roadmap for allocating resources for the management of public programs and services, achieving city priorities and goals that serve residents and the public. The budget also represents the projections necessary for managing and monitoring annual revenue and expenditures in a fiscally responsible manner. For fiscal year 2019/20, Rolling Hills general fund budget projects $2,278,300 in revenue and $2,233,600 in expenditures. The overall financial position of the City’s General Fund remains strong with a projected year-end fund balance of $4, 947,213 at June 30, 2020.

A1.2 Information about the Association
The RHCA was established in 1936 by developer A.E. Hanson and the Palos Verdes Corporation to develop the community and to carry out their vision of a private, gated community made up of little ranches and family homes. The entire community is on private property and there is no public property inside the city. All roads are located on Association easements. Both the RHCA office and City Hall are located just outside the Main Gate at 1 & 2 Portuguese Bend Road, respectively.

Today, the RHCA’s primary purpose is to maintain the roads and other common areas of the community, uphold the architectural standards of the community, operate the gates and assist the members of the Board, committees and members of the community in upholding and maintaining the community's charm and appeal. RHCA’s primary functions include but are not limited to the following activities:
• Maintains files on all properties within Rolling Hills • Reviews plans related to architectural features
• Maintains roadway & bridle trails
• Gate operations
• Controls easements
• Sells residence signs
RHCA places a high value on the privacy and rural character of the community created by the open space around each residence. This is achieved through both the regulation 212

of the size and style of buildings and the preservation of open easements that surround each property.

Other RHCA that warrant mentioning is through the deed restrictions. Every homeowner has granted control of easements on their property to the RHCA. These easements are used for roadways, bridle trails, utilities and drains. When they are not used for those purposes, easements should remain free of building, planting or other obstructions unless licensed by the RHCA.

A1.3 Information about the Residents
Rolling Hills has a city population of 1,860 residents, 645 households, and 554 families that reside in 685 housing units within the City.

Rolling Hills has a sizable senior population of 513 (27.6%) residents that are 65 years or older. Since Rolling Hills is considered an equestrian community, a large percentage of landowners are also horse owners that engage in horse training, horse care, and horseback riding as part of their quality of life.

Rolling Hills landscape does have a lot of vegetation that requires residents to maintain.

Rolling Hills does have an ordinance on dead vegetation that requires every person who owns or is in possession of any property, place or area within the boundaries of the City, shall at his or her own expense, maintain the property, place or area free from any dead or alive tumbleweed or dead tree, shrub, palm frond or other plant. Any dead or alive tumbleweed or dead tree, shrub, palm frond or other plant located on any property in the City is hereby declared to be a public nuisance. In addition, RHCA by laws impose deed restrictions that require residents to trim or removal trees and shrubs to acceptable levels and that do not create a public health concern and/or become a fire safety violation.

Finally, LA County Ordinance that require vegetation removal and that places fuel mitigation plans near existing structures and natural habitats such as trees, shrubs and other vegetation that may be vulnerable to the spreading of brush fire.

A1.4 Information about the First Responders
A1.4.1 Los Angeles County Fire Department
The Los Angeles County Fire Department provides all hazard emergency response services to approximately 4.1 million residents and businesses throughout 58 cities and the incorporated areas of Los Angeles County. The agency provides service to over 2,300 square miles of diverse geography and demographics and approximately 1.23 million housing units. With a 2017/2018 budget of $1.2 billion, Los Angeles County Fire Department employs approximately 4,700 employees2.
2 After Action Review of the Woolsey Fire Incident, County of Los Angeles, October 23, 2019 presented by Citygate Associates, LLC Public Safety Services
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The Department is made of three major functional areas: Emergency Operations, Business Operations, and the Leadership and Professional Standards Bureau. Emergency Operations is the arm of the Department responsible for leading and directing emergency response personnel. Emergency Operations is further divided into three geographic Bureaus: North Operations Bureau, Central Operations Bureau, and East Bureau. The three geographically divided operations bureaus of LA County Fire serve 58 cities and unincorporated communities with 22 battalions and nine divisions. An Assistant Chief commands each division and three shift Battalion Chiefs command each battalion. A Community Services Liaison (CSL) and a Secretary support each of the nine Assistant Fire Chiefs. The CSL represents the Department at community and civic events.

Rolling Hills participates in the fire district served by the Los Angeles County Fire Department. The fire district assesses the residents of Rolling Hills community through the property tax roll annually. The City of Rolling Hills is served by Fire Station 56. Fire Station 56 is under Battalion 14 serving Lomita, Palos Verdes Peninsula, and Catalina Island. Battalion 14 is a part of Division 1.

A1.4.2 Los Angeles County Sheriff’s Department
The Los Angeles County Sheriff’s Department employs approximately 18,000 employees including 10,000 sworn and 8,000 non-sworn personnel. The Department is organized into three primary operational areas: Custody Operations, Patrol Operations and Countywide Operations. The Department has approximately $3.2 billion budget. Within Patrol Operations, the Los Angeles County Sheriff’s Department provides service from 23 patrol stations throughout the County. The Lomita Sheriff’s Station at 26123 Narbonne Avenue is located in the City of Lomita serves cities of Rancho Palos Verdes, Rolling Hills, Rolling Hills Estates, Lomita, and pockets of unincorporated areas of Los Angeles County. The Lomita Sheriff’s Station is led by a Captain of the Sheriff’s Department.

By law, the County Sheriff’s Department is the mutual aid coordinator for law enforcement in Los Angeles County. To manage operations and resources more efficiently, the 88 cities of Los Angeles County are divided into eight geographical areas:

A through H. To ensure continuity of operations, the County Sheriff’s Department and mutual aid partners update mutual aid agreements annually1. The Peninsula Cities including the City of Rolling Hills is located in Area G.

The City of Rolling Hills contracts with the Los Angeles County Sheriff’s Department for law enforcement. Rolling Hills share the contract with Rancho Palos Verdes and Rolling Hills Estates.
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A2. FIRE ENVIRONMENT
A2.1 Topography
Rolling Hills unique topography features places the City at risk from damage and wildfire. Rolling Hills is primarily made up of many steep hillsides with high elevations, landslide hazards, dense vegetation, narrow asphalted private roads, and canyons adjacent to the Palos Verdes Peninsula and the Pacific Ocean. Other features include expansive soils and geological hazard conditions that place constraints on existing housing stock and any potential for new development within the City.

Rolling Hills Terrain is comprised of several large and steep canyons that limit and challenge vegetation management and present conditions where a fire can quickly travels up and downslope to nearby homes. The alignment of the canyons makes them more at risk from winds of different directions. LA County Fire has categorized the canyons in the following way:

Canyons that would be at higher risk during northeast winds:

1. Georgeff Canyon

2. Purple Canyon

3. Willow Canyon

4. Sepulveda Canyon

5. Blackwater Canyon

6. John’s Canyon

7. Agua Magna Canyon
Canyons that would be at risk from fires driven by winds coming from the southwest are:

1. Paint Brush Canyon

2. Portuguese Canyon

3. Altamira Canyon

4. Forrestal Canyon
RH lot layout and size places the City at risk from fire. The large lot sizes provide opportunities for dense vegetation to grown between homes, in contrast to smaller lots which are largely occupied with building structures. Some lots span long slopes in steep canyons while others are smaller lots on flatter terrain. The placement of homes within the lots also contribute to their vulnerability as they are often located at the top of slopes which preheated fuels beneath them can burn intensely.

RH provides importing hiking and equestrian access, but are also areas of high fuel load with little access available for management. These lands are interspersed between 215

privately held lots which provides in many locations, places where fire can easily travel between and to structures. Furthermore, trails between lots can provide either an area of low fuel, or thus more opportunities for fire containment, or can be areas of high fuel volume as privacy hedges, and thus exacerbate fire spread.

Additionally, most of Rolling Hills population live on smaller branch roads and because this is a gated community, access is restricted which hampers egress during a time of emergency.

A2.2 Fire History
Fires on the Palos Verdes Peninsula have crossed city lines, including Rolling Hills and Rancho Palos Verdes. The Daily Breeze summarized three major fires on the Peninsula on November 7, 2014. Some excerpts are included below:
“The blaze started about 2:30 pm on Friday, June 22, 1973. Before it was tamed at 1 a.m. on Saturday, June 23, it had charred about 925 acres, burned 12 homes to the ground, damaged at least 10 others and caused an estimated $2 million in property losses. Somewhat miraculously, no one was seriously injured or killed in the conflagration.

Black smoke filled the skies, and hundreds of sightseers clogged nearby roads, including Crenshaw and Hawthorne Boulevards and Highridge, Crest and Crestridge Roads, in an attempt to view the blaze. Luckily, no one was hurt, especially in the early hours of the blaze when bystanders went right up to the edge of the fire area, before perimeters had been established.

Houses were destroyed on Cinch Ring, Wrangler, Paint Brush Canyon and Running Brand roads. Three more houses were destroyed as the fire reached the Portuguese Bend area. Three houses at 100 Vanderlip Drive were destroyed.

The most recent major brush fire in the South Bay began on Thursday night, Aug. 27, 2009, at the upper ends of Narcissa and Peppertree drives, in the gated Portuguese Bend community near the Portuguese Bend Nature Preserve (now part of the Palos Verdes Nature Preserve) just north of the Trump National Golf Club.

It burned 230 acres of brush, threatened dozens of homes and forced 1,200 area residents to evacuate.

No homes were lost and no injuries to residents or firefighters were reported. Its cause was unknown, though it was speculated that an electrical problem at a utility pole in the area may have been the source.
165 of the 230 acres charred in the blaze were part of the relatively new Nature Preserve, which was created in 2005.
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An earlier fire on July 13, 2005 burned 212 acres of land near Del Cero Park on the Palos Verdes Peninsula, but no homes were lost.”
A2.3 Ignition History
There has not been significant ignition history in the Rolling Hills Community. The threat of past fires has come from the Conservancy in Rancho Palos Verdes to the south.

The Los Angeles County Fire Department has been very efficient in keeping ignitions in the community very small, and holding property damage to a minimum. 217

APPENDIX B

COMMUNITY SURVEY
B1 Process of Conducting Survey
Critical to the development of the RH’s CWPP was to obtain the input of the City’s stakeholders, all the residents of Rolling Hills. It was decided that the best vehicle to capture input of all the residents was through a survey. Block Captains would assist in developing the survey, educating residents on the importance of their participation and summarizing the feedback. Block Captains would assist with the development of potential solutions and mitigation strategies.

A small group of residents joined representatives from the City of RH, RHCA and Block Captains - Caballeros, Women’s Club, Seniors Club, Tennis Club and developed (35) survey questions. Early notifications of the survey included Block Captains explaining to residents in their zone the purpose of the survey and how the feedback would be analyzed to specify how RH might approach reducing the risk of wildfire.

The Wildfire Mitigation Survey was emailed mid-October, 2019 to all RH residents who provided email addresses to either the RHCA or the RH City. For residents who did not have email addresses hard-copy surveys were available at both the RH City Hall and the RHCA.

The survey was emailed to 1272 RH residents, which included a small number of duplicates and non-residents (contractors and real estate agents). The survey was open for one month and multiple announcements were made at neighborhood Zone meetings throughout October and in the City and RHCA newsletters. Paper copies were made available at City Hall for those residents who did not have email addresses. 258 surveys were completed and submitted by the deadline of November 15, 2019 including all hand-written surveys. Based upon the Rolling Hills profile and elimination of duplicates and non-residents it was estimated the response rate was 25%.

B2 Survey Data
RH City Staff summarized each survey question utilizing absolute numbers, percentages, graphs and pie charts.

It should be noted that three questions, numbers 14, 29 and 32 were “open ended” questions where participants made comments. The Lead Block Captains analyzed the comments made in the open-ended questions and grouped similar comments into major categories.
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B3 Insights from Surveys
The survey provided valuable information regarding:
• the best communication vehicles currently used by residents • the best social media platforms residents currently use • the public alert systems currently used by residents
• the degree to which residents want more education and training on emergency preparedness
• the role of first responders.
• the number of residents who have special needs or have family members or neighbors with special needs
The City of RH, the RHCA, and First Responders will use the information to guide what content will be developed and how to communicate with residents.

Lead Block Captains were tasked with the preliminary analysis and reviewed the survey results both qualitatively and quantitatively. They grouped survey answers and comments into similar categories. They reviewed their analytical approach with a marketing consultant with expertise in surveys and marketing research who validated the process and provided some additional grouping suggestions.

Note: Some of the issues raised by residents occur in multiple categories. An example is the concern of the closed Crest Road East gate was raised in both traffic congestion and evacuation routes.

A summary of stakeholder input on wildfire mitigation strategies is below:
1) Residents want more communication, education and training from the City, RHCA and First Responders. The need for communication with residents during an emergency is a major concern. Residents are anxious and want information on: traffic congestion during an evacuation, limited exits routes, excessive and unmanaged growth on private properties, easements and in canyons. 2) Residents want better enforcement and compliance to existing ordinances and regulations from both the City, RHCA and Fire Department. 3) Residents are concerned that traffic congestion, bottlenecks will occur just outside of RH exits. Residents view congestion and inadequate traffic control will impede and slow evacuation from the city. Many residents want access to alternate routes and question how the Crest Road East Gate will be opened in the event of an emergency evacuation.
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4) Residents question the adequacy of three main exits of the city as the main evacuation routes. They are concerned about narrow roads, especially Eastfield Drive, the fuel along the exit routes and what happens if a tree or car impedes or prevents evacuation.

They want the City of RH and RHCA to proactively identify alternate evacuation routes (unlocking Crest Road East gate or connecting dead-end streets). Residents want help in defining individual evacuation plans and routes. 5) Residents want actions taken to reduce fuel and excessive vegetation on private properties. Residents want hazardous plants and trees removed from easements.

Residents want easements along exit routes to be cleared regularly. Dead vegetation and unkempt properties are ranked moderate to high as greatest risk of wildfire. 6) Excessive fuel located in canyons and outside of the RH City limits are perceived by residents as the greatest risk of wildfire. Residents perceive unattended fuel growth in canyons will threaten lives and their properties.
7) Residents with special needs are a small but vulnerable group and may need special support during an emergency or disaster. The elderly may need help in keeping their property safe from wildfire.
8) A small number of residents want utilities moved underground as above-the-ground power lines present a major risk to residents during a fire. 220

APPENDIX C

WILDLAND RES MGT REPORT BY CAROL RICE
NOVEMBER 1, 2019
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APPENDIX D – September 2022 Update

3.0 ACTION PLAN
The plan below defines the actions needed to lessen the risk of wildfires and to address the community’s greatest risks. The plan lists the action items for each of the five entities – City of Rolling Hills, Rolling Hills Community Association, Residents, LA County Fire Department and LA County Sheriff’s Department.

Action Plan (FY2022‐2023 to FY 2024‐2025) City RHCA Residents LACFD LASD 1 Block Captain Program ‐ participate and support
program x x XX x x
2 Neighborhood zone meetings   x      XX x x
3 Emergency communication with residents   x x XX x x
4 Evacuation Exercise XX x x x x
5 Workshops and seminars for residents   x x XX x x
6 Special needs population   x x   XX
7 Define communication standards with residents XX x x
8 Define refuge areas   x  x x XX x
9 City Ordinance Enforcement   XX     x
10   Los Angeles County Fire Department Annual
Inspection         x XX
11 Evacuation routes (roadside) vegetation management      XX x x 12 Bridal trail vegetation management      XX x
13 Entry/Exit gates vegetation management      XX     x 14 Fire Fuel Management in Preserve with Land
Conservancy XX        x
15 Development of fire fuel management standards
XX x x
16 City Ordinance to restrict planting of six high hazard plants per “Ready! Set! Go!” brochure XX x x x
17 Motorize Crest Road East Gate
18 Utility undergrounding projects XX x x
19 Grants for fire fuel management in canyons   XX
20 Controlled burns in canyons x x x XX x
21 Wildfire Camera Detection System XX x x
22 Demonstration of Vegetation Management Project
Models XX XX XX
Legend: XX Primary Responsibility
x Secondary Responsibility
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Project Descriptions

1. Block Captain Program
This project will focus on the recruitment and the training of the Block Captain volunteers. Training programs will focus on teaching Block Captains about responsibilities and other useful information, such as how to keep specific supplies accessible for when they are called to respond.

The project will evaluate the best marketing materials to encourage recruitment, best training vehicles, including multi-media, and enhancements needed to the City’s website to support the management of resident contact information while ensuring privacy and confidentiality.

Added: In 2020, there were xx Block Captains, and xx Block Captain Support. In 2021, the number of Block Captains grew to xx and the number of Block Captain Support increased to xx. In 2022, additional volunteers joined the program and there were xx Block Captains and xx Block Captain Support. Block Captains recruited new volunteers and the City utilized the Blue Newsletter to announce program goals and activities.

In 2021 and 2022, the City emphasized at Block Captain meetings that the role of the Block Captain is to educate the community on preparedness measures. Block Captains and Block Captain Support are to care for themselves and loved ones in the time of emergencies.

The City implemented the Emergency Information System (EIS) to manage the resident contact information.

Project Leads: Block Captain Leads and City of Rolling Hills working with First Responders and RHCA
Timing: 2020/2023

2. Neighborhood Zone Meetings
The project will evaluate available educational materials and videos from the Los Angeles County Fire Department, which highlight priorities documented in the Ready! Set! Go! Brochure. The project will evaluate a cost-effective approach to video for replay on the City’s website.

Added: In 2021 and 2022, the City produced two educational videos. The first educational video was on hardening the home and the second educational video was on managing fire fuel in the canyons. Both videos are made available to all residents via the city’s website.
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Project Leads: Block Captain Leads and City of Rolling Hills with First Responders Timing: 2020/2023

3. Emergency Communication with Residents
Deleted: The City’s volunteer Block Captains are a crucial liaison between residents in the 24 City zones, first responders and the City’s Emergency Operation Center (EOC) in the event of a large-scale emergency. Block Captains have responsibilities in assisting residents of Rolling Hills before, during and after a disaster including:
 What to do in an emergency, in advance of an evacuation and in preparation for a disaster.
 During an emergency specific information will provided to emergency responders through the EOC about the state of residents in a Zone.

In the event that cell phones, landlines and/or email communications are compromised evaluate other equipment options, such as digital radios, satellite phones (with Push-totalk capability) or other viable options. Purchase equipment and provide training to Block Captains as necessary.

Added: The City of Rolling Hills relies primary on communication tools that require electricity, cellular signals or access to the internet during an emergency. During inclement weather conditions, the City may be susceptible to power outages including during periods of heighted fire danger resulting in an increased risk of not receiving important communications including evacuation orders, via landlines, cellular, internet or radio. Since February 2021, the City embarked on identifying communications systems that will assist the City in the event of a complete power failure. One such system is the outdoor siren system that has intelligible voice and tone coverage for emergency alerting capabilities.

Project Leads: City of Rolling Hills with First Responders and RHCA Timing: 2022/2023

4. Deleted: Evacuation Exercise; Added: Emergency Notification Exercise Deleted: It is important to periodically conduct a simulation exercise of an actual emergency evacuation with all entities involved during an emergency: First Responders, residents, City of Rolling Hills and the RHCA, including the gate staff. The goals of the exercise can include but are not limited to evacuation of residents and individuals with special needs, communication between the city’s Emergency Operations Center and Block Captains, and traffic control. Assessment and “lessons learned” should be captured and shared.
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Added: Based on recommendations from the First Responders, the City’s initial plan to conduct an actual emergency drill where residents evacuate the City did not occur and instead in August 2022, the City conducted its first emergency notification exercise to simulate a fictional emergency incident. The goals of the exercise include but are not limited to test the City’s Alert South Bay system and encourage residents to register to the City’s Emergency Information System and/or Alert South Bay. Assessment and “lessons learned” have been captured and shared.

The City is also in collaboration with the County of Los Angeles Office of Emergency Management to develop a Peninsula-wide mass evacuation plan using the Zonehaven software. Zonehaven is a cloud-based evacuation management software that leverages critical data and assists local public safety personnel (e.g., Los Angeles County Fire and Sherriff Departments and Palos Verdes Estates Police Department) by providing actionable insight to emergency responders and the public in the event of a disaster.

Project Leads: City of Rolling Hills
Timing: On-going

7. Define communications Standards with Residents
Deleted: This project will define the protocols for communicating for the City to communicate with Block Captains and for the Block Captains to communicate with residents during emergencies and wildfire events. This project will include the purchase of communication devices for relevant parties.

Added: Residents have been informed that the City will be communicating with residents using the Alert Southbay platform for emergencies.

Project Leads: City of Rolling Hills
Timing: Completed

10. Los Angeles County Fire Department Annual Inspections The project requires the Fire Department Brush Clearance Unit to conduct inspection at all parcels within the city limits for compliance with 200’ defensible space around structures.

Added: In addition, in October 2020, the Fire Department conducted year-round roadside clearance inspections, looking at areas ten feet from the edge of pavement. Starting in July 2021, the roadside clearance would be included in the annual brush clearance inspections. Also, the City will receive complementary inspections beyond 200’ starting Fall 2022.
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Project Leads: Los Angeles County Fire Department
Timing: Currently in progress and on-going

14. Fire Fuel Management in the Preserve
This project requires the Palos Verdes Peninsula Land Conservancy to remove fire fuel in the Preserve annually. The City has funded two areas of fuel removal between 2019 and 2020.

Added: Since February 2022, the City has funded two additional areas of fuel load reduction in the areas closest to the Rolling Hills border with the Preserve.

Project Leads: City and Land Conservancy
Timing: currently in progress, on-going

15. Development of Fire Fuel Management Standards
This project requires the development of fire fuel management standards for the residents and the community as a whole.

Added: In November 2020, the Rolling Hills Community Association adopted the “Fire Fuel Management Strategies” and has disseminated the standards to all City residents.

Project Lead: RHCA
Timing: Completed

16. City Ordinance to Restrict Planting of Six High Hazard Plants per “Ready! Set! Go!” Brochure
Deleted: In April 2020, the City Council considered restricting the planting of the six high hazard plants but decided not to take action. Instead, the City Council directed staff to discourage applicants seeks permits development or landscaping projects from planting the six high hazard plants. The City Council will reconsider taking action in the near future
Added: In March 2022, the City Council adopted Ordinance No. 375 prohibiting new plantings of high hazardous plants and trees.

Project Lead: City
Timing: Completed

17. Motorized Crest Road East Gate
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There is a fourth (4th) gate that is locked and closed located at the end of Crest Road East with no guards. There are several holders of the key to unlock the gate including:
• LA County Sheriff
• LA County Fire Department
• All RHCA Gatehouses
• RHCA Manager
• Maintenance Supervisor and Staff
• Gate Supervisor
• Architectural Supervisor
During a wildfire emergency the Crest Road East gate is considered by First Responders as an option for residents to use to exit the city. Residents should be informed in advance that Crest Road East is an option and is considered as a one-way exit from Rolling Hills into Rancho Palos Verdes towards Palos Verdes Drive East. Once the Crest Road East Gate is opened, residents will not be granted re-entry through this gate.

First Responders will determine if an Evacuation Warning and/or Evacuation Order is needed and will notify the City through the Incident Command Center.

During a wildfire emergency an Evacuation Warning may be issued by the Incident Command Center. Residents will be alerted of a potential threat to life and property that is more than two hours away. If the possibility exists that the gate will need to be opened a RHCA staff person will be stationed at the gate ready to open it.

An Evacuation Order may be issued by the Incident Command Center. Residents will be alerted of an immediate threat to life and property that is within one to two hours. RHCA staff person or another designee of the RHCA should be onsite to assist with traffic management if available.

Note: As of the publication date of this plan the RHCA Board of Directors approved the automation of the Crest Road East gate. The installation is scheduled to be completed in August 2020. It is expected that RHCA staff will be able to open the gate remotely upon receiving with an Evacuation Warning or Evacuation Order from First Added: There is a fourth (4th) gate that is locked and closed located at the end of Crest Road East with no guards. During an emergency, RHCA staff will open the Crest Road East Gate remotely upon receiving an Evacuation Warning or Evacuation Order from First Responders.

Project Leads: RHCA
Timing: Completed

18. Utility Undergrounding Projects
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Revised: This project requires the undergrounding of overhead utilities within the City.

In September 2020, the City received Federal monies for the Crest Road East utility undergrounding project. Design is expected to be completed by end of 2022.

In January 2022, the City received Federal monies for the Eastfield Drive project. In addition, the County of Los Angeles is expected to approve the donation of its Rule 20A work credits to the City in the amount of $1,000,000 for the Eastfield Drive project.

The City also provides incentives for residents to form assessment districts for utility undergrounding projects. In July 2020, the City adopted Resolution No. 1259 which provides reimbursements to residents for utility pole removals of up to $3,500.

Project leads: City
Timing: Currently in progress, on-going

19. Grants for Fire Fuel Management in Canyons
This project requires collaboration with property owners of the canyon areas and to find innovative ways to remove fire fuels in difficult to reach areas.

Added: In November 2020, the City received Phase 1 approval from the Federal Emergency Management Agency’s Hazard Mitigation Grant Program through the California Office of Emergency Services (CalOES) to create defensible space/fuel breaks to protect homeowners from wildfires. The City identified areas for treatment including removing dead vegetation, reducing the volume of vegetation in trees, shrubs and grass, and reducing the height of brush and grass. Phase 1 was completed in April 2022.

The City anticipates to receive approval for Phase 2 in the coming months.

Project Leads: City and residents
Timing: On-going
Added new Sections 21 and 22:

21. Wildfire Camera Detection System
This new project, which is in the process of deployment, requires collaboration with surrounding Peninsula cities to use a Peninsula-wide fire camera detection system. The City of Rancho Palos Verdes recently received grant funding from Assembly Bill 179 to install four cameras for early detection of potential wildfires, which, upon installation, will cover the entire City. The fire detection system uses cameras and artificial intelligence software to automatically detect the first wisps of smoke and deliver real-time fire images 280
to First Responders and emergency personnel, with the goal of detecting flare-ups quickly and allowing for a quicker response before a fire spreads.

Project Lead: City
Timing: In-progress

22. Demonstration of Vegetation Management Project Models This new project involves highlighting vegetation management projects throughout the City for residents to replicate at their own property. One such example is the recent completion of the Rolling Hills Community Association’s (RHCA) fuel management demonstration project at Si’s Trail (on the northwest corner of Crest Drive West and Portuguese Bend Road) which the RHCA indicated that they utilized the practices outlined in the City's fuel management in the canyons educational videos.

Project Lead: City, RHCA, Residents
Timing: In-progress
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COMMENTS TO THE ROLLING HILLS COMMUNITY WILDFIRE PROTECTION PLAN (CWPP) UPDATE APPENDIX D – SEPTEMBER 2022

DATE FROM ADDRESS COMMENT RESPONSE
1 10/29/202 Marian Visco 15 Cinchring Fire department to enforce clearing of all flammable
vegetation minimum of tenfeet of each side of roadway
(F.C.325.10) and remove all
overhanging tree branchesclear to the sky for fire dept. vehicle access. (F.C.503.2.1)
Duly noted. The City will followup with the Los
Angeles County Fire Department.
2 10/31/2022 Marie Shipman Paragraph 18 indicates "the
project requires the
undergrounding of overhead
utilities". While I think this is
great news I note that only two
projects were mentioned, the
project on Crest Rd East
and the project on
Eastfield. Have all of the funds
been spent on these two
projects? What are the plans
for undergrounding the rest of
the city? Is this a mandate for
undergrounding?I am on Caballeros. When
would we be scheduled for
undergrounding?
Thank you for your email. Utility undergrounding
projects are costly. The California Public Utilities
Commission (CPUC), regulators of utility companies in
California, requires utility companies to assist with
funding undergrounding projects but funding is
limited to major arterials in a community. In Rolling
Hills, the major arterials are Portuguese Bend Road,
Eastfield Drive and Crest Road. The annual revenue
of the City is approximately $2.1M. In comparison to
the magnitude of utility undergrounding projects, the
City would be go bankrupt implementing utility
undergrounding projects without the assistance of
the CPUC/utility companies and supplemental
funding from Federal and State grants.

The City recognizes that power poles exist elsewhere
in the community aside from the major arterials and
to support utility undergrounding projects in these
areas, the City Council approved a policy to
reimburse residents for their projects based on the
number of poles removed.
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Agenda Item No.: 11.B
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO

CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: RECEIVE A LETTER FROM THE ROLLING HILLS COMMUNITY

ASSOCIATION REGARDING THE NATURAL GAS BACKUP

GENERATOR PROJECT AND PROVIDE DIRECTION TO STAFF
DATE: November 14, 2022
BACKGROUND:

At the July 25, 2022 City Council Meeting (Councilmember Pieper and Mayor Black absent) the Council considered the approval of the Rolling Hills Community Association's (RHCA) request to install a natural gas unit to provide stand-by power for the city hall campus. The following summarizes the Council's discussion on the item:

1. Who would be paying for this?

2. Could the RHCA vendor be available to answer technical questions?

3. Does the natural gas unit meet building code with respect to clearances in the existing shed?

4. Council expressed that the proposed natural gas unit is a viable path.

DISCUSSION:

Staff provided the RHCA staff with a summary of the Council's July 25, 2022 discussion (attached) and requested the RHCA provide additional information based on questions and comments raised. On November 8, 2022, the RHCA provided a memo in response.

In summary, the attached letter states as follows:

1. Acknowledges City request to investigate defunct generator replacement

2. Reaffirms bid from LT Generators (attached) with recommendation for natural gas solution

3. Confirms the contractor proposal and cost was complete but does not include an additional estimated $8,850 for subcontractor work.

4. Notes that any proposal of a financial agreement to participate in cost of replacement should be made to the RHCA Board.
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In a subsequent conversation with the RHCA's manager regarding the Council's inquiries, she further informed staff of the following:

1. Regarding which entity would be paying, her assumption is that the City Council would be responsible for the replacement costs as it has historically been the City's responsibility

2. Specific to the request for the vendor to be available to answer technical questions, she said that the RHCA had paid over $1000 to secure the bid and the city could contact the vendor directly to get further questions answered

3. Regarding whether the proposed natural gas unit would meet building code in the existing shed, her assumption was that it would.

Staff would respectfully recommend that the city assume control of the project and associated costs, and requests further direction from the City Council as to whether the City should move forward with either the RHCA proposed Natural Gas solution, or the previous City proposed solar and battery backup solution.

FISCAL IMPACT:
$250,000 was allocated in FY 21-22 adopted budget under 01-75-946 (City Properties / Building & Equipment.) The allocation was not characterized as a capital improvement in Fund 40 and thus did not carry over to FY 22-23. There is currently no budget for this project.

RECOMMENDATION:

Provide direction to staff.

ATTACHMENTS:

CL_AGN_221114_CC_RHCA_Memo_Generator.pdf
CL_AGN_221114_CC_LTGenerator_Proposal.pdf
CL_COR_220803_RHCA_NG-GeneratorDiscussion.pdf
CL_MIN_220725_CC_F_E.pdf
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At the July 25, 2022 City Council Meeting the Council considered the approval of the RHCA’s request to install a natural gas unit to supply stand-by power for the city hall campus.

The following were aspects brought up and discussed during the item:

1. Councilmember Dieringer inquired about:
a) whether this was an either/or proposal and whether RHCA would also be installing solar as previously discussed in concert with the back-up system; b) was a consultant hired to study battery backup;
c) were there additional costs from the contractor related to the project, upgrades and related activities including trenching;
d) who would be paying for this?
e) need for ongoing power vs. emergency power should be weighed;

2. City Manager Jeng mentioned that the council could choose, if desired to have a mix and match system (solar/natural gas). But that the tenant has landed on a natural gas only for emergency backup. This would be more of a question for the council.

3. Mayor Pro Tem Wilson commented/inquired about:
a) reliability of natural gas is true;
b) thinks it is amazingly expensive;
c) 3-phase power – would like the proposer to be able to answer technical questions d) concerned about clearance from building wall for generator or for propane tanks to avoid future issues and that it checks out with building code; e) concerned about other regulatory agency issues;

4. Councilmember Dieringer:
a) commented that she does not want to abandon solar completely; b) brought up grant money for generators;
c) mentioned that the price doesn’t justify a backup

5. Mayor Pro Tem Wilson:
a) expressed support for considering this proposal as a viable path; b) commented on battery backups had time limitations depending on size

6. Councilmember Mirsch:
a) expressed past confusion about trying to decide between diesel/solar backup; b) made motion to approve RHCA’s request to get more information from the vendor and share with the council. (Motion approved.)
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Agenda Item No.: 11.C
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: VANESSA HEVENER, SENIOR MANAGEMENT ANALYST
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: RECEIVE AND FILE FEEDBACK FROM CALWATER ON THE

OUTDOOR SIREN PROJECT
DATE: November 14, 2022
BACKGROUND:

In Fiscal Years 2019-2020 and 2020-2021, the City Council provided funding for the Block Captain Program to investigate communication platforms in the event of complete power failure in the community. The Block Captains and City staff used funds to purchase two-way radios and when the handheld radio option proved to be ineffective, a Request for Proposal (RFP) was issued in February 2021 to solicit proposals on other communication systems. The City received one proposal from HQE Systems (HQE), Inc.

On April 26, 2021, Staff recommended that City Council engage the services of HQE. The City Council directed Councilmember Pieper to work with Staff to better understand the evolution of the communication project and the scope of the feasibility study. As directed, Staff met with Councilmember Pieper on four occasions: May 20, 2021, July 15, 2021, July 23, 2021 and August 12, 2021. Some of the meetings with Councilmember Pieper included the Lead Block Captains Arlene and Gene Honbo. Staff also worked with Project Manager Alan Palermo and HQE to provide technical information requested by Councilmember Pieper. The Lead Block Captains, along with members of the Block Captains were in support of a feasibility study. The City Council approved a Professional Services Agreement (PSA) with HQE to prepare a feasibility study that would identify the hardware, location of the hardware, software, system integration, and a detailed cost estimate to install a siren system for the community.

At the January 10, 2022, City Council meeting Staff presented the final Feasibility Study and recommended to City Council to conduct a community survey to gauge interest for an outdoor siren system. In review of the Feasibility Study, the City Council requested information relating to the annual maintenance cost of the proposed outdoor siren system. The City Council also requested a street level map of Solution A and Solution B presented in the Feasibility Study.

On March 14, 2022, the City Council unanimously voted to amend the PSA with HQE allocating an additional not to exceed $3,500 to investigate potential co-location sites of the 297
poles. On June 16, 2022, HQE Staff and Block Captain Leads Arlene and Gene Honbo conducted a site visit at the Main Gate, Crest Gate, Eastfield Gate and the Radar Station. In early July, HQE submitted the revised Feasibility Study that included two additional options:

Solution C includes the three gates and the Radar Station and Solution D includes only the three gates.

At the August 8, 2022, City Council meeting, Staff presented potential site locations and to consider Solution D. HQE representatives were present to answer questions from Council and members of the public. HQE informed City Council that they had completed the remaining tasks of the Feasibility Study at no cost to the City, a savings of $22,814 and invited the Council to observe a demonstration of the proposed system, if desired. City Council directed Staff to seek approval from the Rolling Hills Community Association to place the siren poles at the three gate locations.

On September 1, 2022, Staff and Councilmember Mirsch attended a demonstration of the proposed outdoor siren system equipment at HQE headquarters. The demonstration included a tour of their facility where manufacturing of the equipment was conducted in-house and a demonstration simulated a test warning that would be sent out in case of an emergency. The equipment used consisted of a single 4' speaker mounted on a pole 25 feet above ground (for Rolling Hills, there would be 4-4' speakers mounted 50 feet above ground at each gate). The quality of the intelligible voice was clear and could be easily heard. The speakers could be adjusted to rotate a few degrees at a time through the use of a software application to ensure the best sound coverage.

In our discussion with HQE, it was conveyed that they were recently awarded a contract with the City of Paradise to install 21 poles and are in the process of installing them.

On September 1, 2022, Staff also attended the Rolling Hills Community Association (RHCA) Board meeting. Per Council direction, the City Manager asked that the RHCA Manager present to the Board of Directors the City's request to place the siren poles at the three gatehouse locations. During that meeting, the City's question was not presented as requested.

As a result, the Board of Directors began asking questions with respect to public safety, an area outside the purview of the RHCA. The Board of Directors ultimately did not discuss the City's request to place siren poles at the three gates. Instead the Board of Directors requested that the RHCA Manager meet with City Staff and that the RHCA Liaisons meet with the City Council Subcommittee to discuss why the Board of Directors were not informed of the project, if the project was warranted, and concerns relating to only having one proposer submit a proposal for the project.

In addition, per Council direction, Staff reached out to the five homes adjacent to the three gates to inform them of the project. The two residences were in support, one was opposed, and the other two did not respond.

At the September 12, 2022 City Council meeting, the City Council directed the Subcommittee members to follow up with their counterparts at RHCA. On September 15, 2022, Staff made a presentation at the Rolling Hills Community Association Board meeting requesting an approval to place the siren system at the three gates. The RHCA Board expressed concerns about the health of the guard attendants who would be exposed to high levels of sound emitting from the sirens, interference with the operations of the guardhouses, and aesthetics and noise impacts on residents. The RHCA Board ultimately voted to not support the the City's request of placing 298
the siren system at the gates.

Following the RHCA Board meeting, Staff contacted HQE to seek additional information on noise levels that could be heard at the base of the poles. Based on HQE’s response, the speakers will emit up to 124 decibels 50’ above ground; however, at the base of the pole, the decibel is 90 or equivalent to a hairdryer. Included in the packet is additional information on sound prepared by HQE.

At the September 26, 2022 City Council meeting, the City Council directed Staff to do the following:
seek input from the First Responders on usage scenarios when the siren system is deployed for evacuation and non-evacuation purposes and system with voice capability vs siren only
obtain information on easement requirements from the Rolling Hills Community Association
Staff contacted Los Angeles County Fire Department Chief Bennett and Los Angeles County Sheriff's Department Captain Powers to seek their input on the proposed usage scenarios and whether siren only system or a system with siren tone and intelligible voice would be the preferred option. Based on feedback received from the First Responders, their preferred option is the combined siren tone and intelligible voice because it could provide information to residents that are comprehensible regardless of the scenario (e.g., shelter in Place or mandatory evacuation). Staff has also created a flow chart to activate the siren.

In addition, on September 28, 2022, Staff submitted a letter to the RHCA requesting easement requirements for siting of poles at locations identified in Solution A and Solution B in easements held by RHCA with a response date of October 6, 2022. It is important to note that RHCA staff was present when pole locations were identified in Solution A and Solution B.

At the October 6, 2022 RHCA Board meeting, the Board discussed the item and requested that the City follow these procedures:

1. Obtain permission from the owner of the property where the siren will be placed,

2. Submit a written request to the Board for a license(s) to use the Association easement for Board review and approval. The request should include:

Site plan with the location of the pole and any ground mounted equipment indicated,
Specifications of the height and size of the pole and any pole mounted equipment Site plans should include property and easement lines, edge of pavement and property address. If the license is approved by the Board, the City would be responsible for legal and recording fees incurred for the license agreement(s). RHCA would waive fees for excavation permits.

Per Council direction, the pole locations are identified based on the "Outdoor Siren LocationStreet Level" prepared by HQE:

Solution A - Proposed Pole Locations
Siren A-1: On Blackwater Canyon Trail (behind 13 Portuguese Bend Rd) between Lower Blackwater Canyon Rd and Portuguese Bend Road
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Siren A-2: In front of 9 Upper Black Canyon Rd
Siren A-3: In front of 57 Saddleback Rd
Siren A-4: On Storm’s Ridge Trail/Buggy Whip Trail (near 4 Storm Hill Ln) Siren A-5: In the canyon behind 4 Possum Ridge Road
Siren A-6: Near 4 Poppy Trail
Siren A-7: In the canyon behind 1 Hackamore Rd
Siren A-8: Near 74 Portuguese Bend Rd
Siren A-9: On Crest Rd East (near 63 Crest Road East)
Solution B- Proposed Pole Locations
Siren B-1: On Pine Tree Lane (adjacent to 10 Pine Tree Ln) Siren B-2: Corner of Portuguese Bend Road and Fuld’s Furlong Trail Siren B-3: In the canyon on Crest Road East (east of 38 Crest Road East) Based on the discussion from the October 10, 2022 City Council meeting, Staff was directed to the do following:
seek permission from CalWater to place 50' poles at their water facilities identify City properties where the poles could be placed On October 19, 2022, Staff held a virtual meeting with CalWater representatives to discuss whether there is a possibility of installing poles in their three water facilities. CalWater representatives were open to the discussion and asked that the City provide additional information such as the specification of poles to be installed, length of access needed at their facilities, and any electronic equipment placed on poles. The requested information will assist CalWater to determine if the proposed poles would interfere with their current operations and/or any future planned activities at their sites. It may take up to the end of this year or early next year for CalWater to decide if their sites are viable options to install the poles.

HQE has been a generous partner with the City in providing additional information requested by Staff without receiving additional compensation. Given the new locations to investigate, it was necessary to obtain another proposal from HQE in order to conduct a site survey, perform a sound propagation analysis, provide systems option and cost to provide technical support to third-party entities. HQE submitted a proposal in the amount of $6,095 to evaluate up to four sites and correspond directly with CalWater on behalf of the City on technical matters.

At the October 24 meeting, the City Council directed staff to engage the services of HQE to provide technical support in conversations with CalWater for $1,900.

DISCUSSION:

To keep the community informed of the outdoor siren project, the City published a Special Blue Newsletter on October 27, 2022 identifying the proposed ten sites with the disclaimer that the final locations were not confirmed.

On October 28, 2022, Staff, HQE, and CalWater representatives held a follow-up meeting to discuss the proposed locations, specification of poles to be installed, length of access needed at their facilities, and any electronic equipment placed on poles. During the meeting, CalWater eliminated the following facilities for consideration due to space constraints: CalWater Reservoir #12, 23 Portuguese Bend (Water Tank Trail/Black Water Cayon/Tallyhand Rd), CalWater on Sunnyridge Rd in unincorporated LA County and tentatively allowed the 300
possibility of installations of poles at the CalWater Reservoir #22 on Spur Lane and at 3960 Crest Road upon further review by various CalWater departments. A revised map of the proposed sites is attached. On November 1, 2022, with assistance from HQE, Staff submitted the requested document to CalWater for their review. Staff anticipates to receive a response from CalWater in the next two weeks to determine if any follow-up steps are warranted.

Subsequent to that meeting, the City published another Special Blue Newsletter on November 3, 2022, updating the residents of promising news in which CalWater had tentatively allowed two facilities as possible sites for the installation of siren poles. Both publications of the Special Blue Newsletters are attached. Following that publication, Mr. Frederick Lorig submitted an email on November 7, 2022 to Staff and the City Council to express his concerns (attached).

Staff will keep the City Council abreast of any new development.

FISCAL IMPACT:

There is no fiscal impact to receive and file this report.

RECOMMENDATION:

Receive and file feedback from CalWater on the outdoor siren project ATTACHMENTS:

CL_AGN_CC_221114_Siren Locations_CalWater_rv221108.pdf
CL_AGN_CC_221114_22-10-27_SpecialNewsletter.pdf
CL_AGN_CC_221114_22-11-03_SpecialNewsletter.pdf
CL_AGN_CC_221114_Lorig_Re_ Proposed 3 Story 138dB Tower on Spur Lane.pdf 301
CalWater Reservoir 22
4 City Properties 2 CalWater Water Facilities 1 RHCA Crest Rd East Gate RHCA
CalWater –3960 Crest Rd
(Outside of City limits)
302
Published 10/27/2022
303
304
Published 11/3/2022
305
306
From: Elaine Jeng
To: frederick Lorig
Cc: Christian Horvath; Vanessa Hevener; John Signo; Kristen Raig; Jim Black; Jeff Pieper; Pat; Patrick Wilson; Leah Mirsch; Bea Dieringer; Bea ; [email protected]; Anne Occhipinti; Anne Shen Smith; David McKinnie Subject: Re: Proposed 3 Story 138dB Tower on Spur Lane
Date: Tuesday, November 8, 2022 11:42:58 AM
Attachments: image001.png
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image003.png
Mr. Lorig,
Thanks for the clarification and yes, I understand that your feedback was given as a community member. My apologies for comingling your roles; I used the opportunity to update the RHCA Board of Directors on the project. In retrospect, that was not appropriate. Again, my apologies.

Elaine Jeng, P.E.

City Manager
City of Rolling Hills
[email protected]
310 377-1521
From: frederick Lorig <[email protected]>
Sent: Tuesday, November 8, 2022 8:39 AM
To: Elaine Jeng <[email protected]>
Cc: Christian Horvath <[email protected]>; Vanessa Hevener <[email protected]>; John Signo <[email protected]>; Kristen Raig <[email protected]>; Jim Black <[email protected]>; Jeff Pieper <[email protected]>; Pat <[email protected]>; Patrick Wilson <[email protected]>; Leah Mirsch <[email protected]>; Bea Dieringer <[email protected]>; Bea <[email protected]>; [email protected] <[email protected]>; Anne Occhipinti <[email protected]>; Anne Shen Smith <[email protected]>; David McKinnie <[email protected]> Subject: Re: Proposed 3 Story 138dB Tower on Spur Lane
Thank you for your quick response. But I noticed you copied the Association Board. To be clear, I was writing in my personal capacity not as Board member which is why I did not copy the RHCA Board.

Best
Frederick Lorig
From: Elaine Jeng <[email protected]>
Date: Monday, November 7, 2022 at 2:10 PM
To: frederick Lorig <[email protected]>
Cc: Christian Horvath <[email protected]>, Vanessa Hevener <[email protected]>, John Signo <[email protected]>, Kristen Raig <[email protected]>, Jim Black <[email protected]>, Jeff Pieper <[email protected]>, Pat <[email protected]>, Patrick Wilson <[email protected]>, Leah Mirsch <[email protected]>, Bea Dieringer <[email protected]>, Bea <[email protected]>, [email protected] <[email protected]>, Anne Occhipinti <[email protected]>, Anne Shen Smith <[email protected]>, David McKinnie <[email protected]> Subject: Re: Proposed 3 Story 138dB Tower on Spur Lane
Mr. Lorig,
Thank you for your feedback on the city's outdoor siren project.

In consideration of the community, including properties surrounding potential sites for the project, the City Council emphasized with staff to share discussions and activities relating to the outdoor siren project as soon as information is available. On October 26, a few days following the October 24 City Council meeting with the direction to explore Cal Water sites within the community, a map went out to the community via the Special Blue Newsletter. A few conversations with Cal Water took place between October 24 and November 1. To keep the community apprised and to solicit community feedback, staff sent another Special Blue Newsletter on November 3.

As of today, the City Council has not approved the project to move forward with installation; the City Council is exploring possible siren pole locations in the community. Cal Water did not provide full approval but merely said they would entertain more conversations at two of their four sites in the community. The outdoor siren project is scheduled to be discussed with the City Council at the next regular meeting scheduled for November 14. Your input per the email below will be included in the agenda report.

Here is the full language on the latest Special Blue Newsletter: "Promising news! Since the last update, CalWater has tentatively allowed the two CalWater facilities as possible locations for the installation of siren poles at CalWater Reservoir on Spur Lane and 3960 Crest Road. The City has provided CalWater with the requested information and the next step is to schedule site visits at those two CalWater facilities with HQE, the City's outdoor siren consultant." To date, the exact placement of poles on potential sites were not a part of any conversations with CalWater or HQE.

Once again, on behalf of the City Council, I appreciate your feedback.

Elaine Jeng, P.E.

City Manager
City of Rolling Hills
[email protected]
310 377-1521
307
From: frederick Lorig <[email protected]>
Sent: Monday, November 7, 2022 7:00 AM
To: Elaine Jeng <[email protected]>; Christian Horvath <[email protected]>; Jim Black <[email protected]>; Jeff Pieper <[email protected]>; Patrick Wilson <[email protected]>; Leah Mirsch <[email protected]>; Bea Dieringer <[email protected]> Subject: Proposed 3 Story 138dB Tower on Spur Lane
Dear All:

Karen and I live at 1 Spur Lane. We were surprised to learn, from reading this Friday’s City newsletter, that the City had already sought and obtained permission from Cal-Water for a 50 foot (3 story!) 138 dB siren at Reservoir 22 on Spur Lane next to our bedroom windows. Although announced as ““Promising News!..

CalWater has tentatively allowed .. the installation of siren poles at CalWater Reservoir 22 on Spur Lane .. the next step is to schedule site visits on those two facilities with HQE” no one sought the input of our family nor that of our neighbors on Spur Lane. The newsletter announcement did not solicit comments from the residents near the announced Spur Lane location. Nor was either a neighborhood survey or an EIR done. As the City may or may not know, a military jet aircraft take-off from an aircraft carrier causes less noise (130 dB) than the 138dB siren the City proposes to place outside our bedroom windows. Thank you for your consideration of this request to move the proposed 3 story 138dB siren to a less controversial location not near our home or the homes of other residents
As shown by the attached CDC report quoted below, every time the City’s proposed 3 story 138dB siren is tested it can cause immediate harm to our and our neighbors’ hearing :

L
Loud noise above 120 dB can cause immediate harm to your ears. [emphasis added] The CDC cautions that “Loud noise above 120dB can cause immediate, harm to your ears” even if the exposure from testing the proposed siren is less than 1 minute. This problem is particularly acute since the proposed siren is just outside our bedroom windows, next door to the windows at 3 Spur, across a narrow 25’ street from the new home at 3 Spur, the newly planned residence at 4 Spur and just down the street from the homes at 1 Crest West and the nearby homes on the corner of Cinchring and Spur.

Although the City has not circulated an Environmental Impact Report, based on the CEQA Guidelines a project may alos be deemed to have a significant effect on the environment if it would result in:

Exposure of persons to, or generation of, noise levels in excess of standards established in the local general plan or noise ordinance, or applicable standards of other agencies; Exposure of persons to or generation of excessive groundborne vibration or groundborne noise levels; A substantial permanent increase in ambient noise levels in the project vicinity above levels existing without the project;
A substantial temporary or periodic increase in ambient noise levels in the project vicinity above levels existing without the project;
Importantly, having a view which includes a 3 story siren next door is hardly the pastoral Rolling Hills views for which we and other Rolling Hills residents pay a premium. The City may also wish to consider recent bellweather verdicts ( over the last 18 months) for tinnitus caused despite the use of government supplied combat ear plugs:
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Therefore, our family respectfully asks that the Council consider alternative less controversial locations for its 3 story 138 dB siren to reduce: the environmental impact of its project; the risk of our and our neighbors’ hearing loss; and the loss of value of our and our neighbors’ property if this 3 story project goes through.

Please also consider this note our formal objection to the City’s selection of Reservoir 22 and the proposed site visit by HQE to this previously unannounced location.

Regards,
Frederick Lorig
309
Agenda Item No.: 11.D
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO

CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: CONSIDER STAY GREEN INC. TO PROVIDE LANDSCAPING

SERVICES FOR THE CITY HALL CAMPUS AND DIRECT STAFF TO

PREPARE A PROFESSIONAL SERVICES AGREEMENT
DATE: November 14, 2022
BACKGROUND:

The City requested proposals from qualified firms to provide weekly landscaping maintenance to the City Hall campus located at 2 Portuguese Bend Road, Rolling Hills, California. The City Hall campus is widely utilized by residents and visitors for events, informal social gatherings, tai-chi class, and as park space.

Between 2017 and 2020, the City Hall campus was poorly maintained, with diseased vegetation, broken irrigation lines and sprinklers. Repairs were made and replacement irrigation parts installed; diseased vegetation removed, and isolated new vegetation planted without a holistic plan for the entire campus. An outdated landscape drawing of the City Hall campus was included with the Request for Proposal (RFP) as Attachment 1. The City is lacking as-builts for the campus, including the existing irrigation system and plant palette.

In 2022, a survey of the existing irrigation system was conducted by a licensed landscape architect that resulted in a list of recommended actions to improve the operation of the system.

The survey was included with the RFP as Attachment 2. With limited open space, the City desires to keep the City Hall campus functional at all times. The City also desires an aesthetically pleasing campus with attention to details to the plant palette. The west side of the City Hall campus is one of the three main entryways to the community. Residents have expressed to staff that the rose bushes and ground covering adjacent to Portuguese Bend Road are the first visuals upon entering the city and this area should be reflective of the care that the city has for the greater community. The City released the RFP on August 22, 2022. All proposals were due no later than 3 pm on September 20, 2022.

The City received two responses to the RFP. The first from our current provider Bennett Landscape and the second from Stay Green Inc. whose clientele includes Palos Verdes 310
Estates and Rancho Palos Verdes. The proposals received were evaluated in 4 categories:

Expertise, Experience & Training Plus Prior Contracting History; Project Approach & Availability; Cost; and Compliance with RFP.

Both firms were compliant with the RFP, responsive, and had similar approaches to the tasks as stipulated. Staff conducted interviews with both firms and after an evaluation of both proposals in combination with the interviews, staff believes that Stay Green Inc., offered a variety of proactive solutions to existing problems that will meet the community and campus needs over time. Given resident feedback on the current campus, staff recommends entering into a one-year contract with Stay Green Inc. with an option to renew for three additional years based on performance.

The following should be noted:

1. Both firms recommend replacement of the current irrigation system and refreshing the outdated plant palate. The campus irrigation system is out-of-date and in dire need of replacement. The recent Landscape Architect irrigation recommendations were one of many reasons to conduct the request for proposals. Staff would work with the vendor to establish potential project scope and estimates and return with further information to the City Council.

2. Stay Green Inc.'s monthly pricing includes a $400.00 fee for conducting monthly irrigation audits. Per the above point, the monthly audits are necessary to maintain an existing problematic system with no as-builts to help understand the underlying issues that cannot be ascertained by an above-ground evaluation. If the City Council ultimately decides to replace the campus irrigation system, the monthly audit would be unnecessary and therefore lower the monthly fee by $400.00.

DISCUSSION:

At the October 24, 2022 City Council meeting, the Council directed staff to provide them with the internal documents used to determine staff's recommendation. The council was provided with the Bennett Landscaping proposal (attached) as well as a comparison spreadsheet and evaluation scoring documentation.

As mentioned above, the proposals received were evaluated in 4 categories with weighted percentage in parenthesis: Expertise, Experience & Training Plus Prior Contracting History (30%); Project Approach & Availability (30%); Cost (20%); and Compliance with RFP (20%).

The average scoring was as follows:

Proposer Average Score
Bennett Landscaping 82.40
Stay Green Inc. 84.00
FISCAL IMPACT:

The current Area Landscaping Budget assumes $1,042.00 per month. The proposed Monthly fee will be $4,156.00 and therefore $3,114.00 per month is not budgeted in Fiscal Year 2022- 2023. This ongoing cost requires an allocation from General Fund reserves.

RECOMMENDATION:
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Approve staff recommendation to select Stay Green Inc. as the new City Hall Campus Landscape Maintenance provider and direct staff to prepare a professional services agreement.

ATTACHMENTS:

PW_LND_220920_StayGreen_Proposal.pdf
PW_LND_220920_Bennett_Proposal.pdf
PW_LND_220822_RFP_LandscapeMaintenanceServices_F_A.pdf
312
The City of Rolling Hills
City Hall Campus
Proposal For
Landscape Maintenance Services
September 20,2022
Martin McKenna
Branch Manager
[email protected]
818-967-1946
313
Credentials, Experience
Stay Green’s approach to providing quality landscaping services has been a goal that we aim to achieve year after year. The crews are organized by their manager who provides direction, communication, training, and assistance on a schedule, as well as, on as needed basis. The crew is set up to perform the work as productively and efficiently as possible. The work will be performed in a cyclical manner to allow for organized flow throughout the project. We are always training new staff as part of our bench strength program. Keeping the highest level of managers on our projects is key to our success.

Stay Green’s direct office line is available for assistance 5 days a week M-F 7:00am -5:00pm. Our afterhours emergency line is available to our customers 24 hours a day. The number for both lines is (800)858- 5508. A customer service representative will be assigned to this account to assist with work order requests. This partnership will expedite the completion of issues and follow up communication.

We use top of the line equipment that is rotated out based on manufacturers’ recommendation. The equipment assists our team in providing our client a great product. Stay Green Inc. is equipped with additional equipment not dedicated to the job but, available in a moment’s notice. Delays in accomplishing work will not be an issue. If a backup is needed, we are equipped to step in and handle the additional need for equipment, laborers, or management. Our enhancement department is equipped to handle work outside of the scope of maintenance. This helps many of our customer’s resolve issues outside of the standard scope of work.

All staff are trained to use all equipment and tools assigned to them. Stay Green Inc. lives by best practices that are performed daily. Managers are especially used to training staff members on maintenance tasks, routine and non-routine. Other examples of best practices are pruning techniques, training the staff, and safety. Managers evaluate the job sites and walk with the crew leader to make a plan daily.

Stay Green Inc. specializes in Landscape Maintenance, Plant Health Care, Design, and Tree Services thereby eliminating the need for subcontracting work. Not only does Stay Green Inc. service commercial businesses, homeowner associations, and large complexes; we also handle many city and county landscaping accounts. Since we are a full service Landscape Company we have the ability to expect and achieve our high standards out in the field.

Martin McKenna will be the Branch Manager in charge of this account if awarded to Stay Green.

Martin’s direct phone number is, 818-967-1946, and his email, [email protected]. Zach Lavenant will be the Production Manager in charge of this account, his direct number is 818-402-2239, and his email is [email protected]. If you have any questions please feel free to reach out to Martin McKenna.

Our yard is located in RPV thus minimizing commute time. We will service the property weekly with a crew that will vary in size based on seasonality.
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Firms Projects

1. City of Rancho Palos Verdes
30940 Hawthorne Blvd
Rancho Palos Verdes, CA 90275
Contact – Juan Hernandez, [email protected], 310-544-5221

2. City of Downey
12324 Bellflower Blvd
Downey, CA 90241
Contact – Gio Amador, [email protected], 562-417-6902

3. City of Palos Verdes Estates
340 Palos Verdes Drive West
Palos Verdes Estates, CA 90274
Contact – Brianna Rindge, [email protected], 310-378-0383 315
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
STAY GREEN INC (SGI) agrees to furnish labor, supervision, tools and equipment necessary to maintain all plants and turf that make up the landscaping of:

Owner/Owner’s Representative:

Company/Name:

Address:

In this Agreement, STAY GREEN INC. shall be referred to as “SGI”, and “Owner and/or Owner’s Representative” shall be referred to as “Owner”.

Close Communication shall be kept with the Owner to insure their awareness of the maintenance program at all times. Upon request, SGI and Owner shall make a monthly inspection of the grounds covered by this Agreement.

SGI shall maintain the landscape areas in accordance with the following maintenance specifications.

Maintenance Specifications
Section 1: Personnel/Supervision

1.1 Supervision: All included work shall be performed by persons directly employed and supervised by SGI. SGI shall provide management and technical supervision. SGI supervisor shall make at least 12 general inspections per year.

1.2 Personnel: All employees of SGI shall be U.S. citizens or properly documented resident aliens and each is subject to professional appearance and performance. Each SGI employee shall wear an identifying uniform.

Stay Green Inc.

Landscape
Maintenance
& Agreement
City of Rolling Hills - City Hall Campus
2 Portuguese Bend Road
Rolling Hills, CA 90274
316
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
Section 2: Turf Maintenance

2.1 Mowing: Turf shall be mowed on a scheduled basis to maintain a neat appearance and to promote healthy growth. Cool season turf shall be cut to at least 2 ½ inches in height during warm seasons and reduced to 2 inches in height during cool seasons. Warm season turf shall be cut to at least 1-½ inches in height year round. Turf shall be cut at a uniform height. Turf shall be cut with sharp blades at all times. Mowing patterns shall be changed weekly to avoid rutting of turf areas. Care shall be exercised during the mowing operation to prevent damage to trees and other obstacles in the lawn areas. No mowing shall be performed in wet conditions.

2.2 Edging: All turf edges adjacent to any hardscape and shrub/groundcover areas shall be trimmed as shall be maintained around all trees in turf areas. Care shall be exercised with regard to the use of edgers and weedeaters to prevent damage to trees, building surfaces, walls, headboard, light fixtures, signage, etc.

2.3 Watering:
uniform moisture throughout the root zone. A soil probe or moisture sensor shall be used to determine moisture needs on an as needed basis while daily, onsite evapotranspiration data will be used to establish watering schedules. Repeat run and soak cycles based on the soil type and slope by zone Section 3: Groundcover Maintenance

3.1 Edging and Trimming: Groundcover adjacent to walkways, curbs, paved areas, shrubs, trees, and other miscellaneous objects in groundcover areas shall be edged as needed to maintain a neat, clean, well-defined edge. A 4-inch to 6-inch bare area shall be maintained between groundcover and adjacent buildings.

3.2 Watering: Operation of the irrigation system shall be performed to obtain uniform moisture throughout the root zone. A soil probe or moisture sensor shall be used to determine moisture needs on an as

3.3 Weed Control: Weed Control shall be maintained so that all groundcover areas are reasonably weed free and no obvious weeds are left visible. Weeds shall be controlled with suitable pre- and/or postemergent herbicides, as well as with selective and/or contact herbicides. Hand pulling and/or mechanical removal may also be necessary.

Section 4: Shrub Maintenance

4.1 Pruning:
retaining as much of the natural characteristics or branching as possible. Shrubs shall be pruned as required for safety, removal of broken or diseased branches, general containment or appearance. Pruning at the correct time of year is essential to maximize flowering potential. After flowering, remove any spent blooms or flower stalks. The landscape, building design, as well as the Owner’s preferences dictates the type of pruning to be done. SGI practices are as follow:

A. Natural Shape- The intent is to emphasize the natural form of the shrub. Initially “pinch prune” to keep compact and develop structure. Ultimately remove, as needed old stems to rejuvenate. Avoid shearing, which will eliminate flowering wood and destroy character.

B. Natural Hedge- The intent is to develop a loose, informal appearing hedge. 317
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
C. Formal Hedge- It is the intent of these shrubs to have straight, crisp edges.

4.2 Weed Control: Weed Control shall be maintained so that all shrub areas are reasonably weed free and no obvious weeds are left visible. Weeds shall be controlled with suitable pre- and/or post- emergent herbicides, as well as with selective and/or contact herbicides. Hand pulling and/or mechanical removal may also be necessary Section 5: Tree Maintenance

5.1 Included Trees: Trees shall be pruned back to clear all roads, drives, parking lots, walkways and doorways to achieve safety for all pedestrians and vehicles. Trees less than a height of twelve (12) feet shall be routinely maintained as necessary to maintain and encourage the natural form and shape. Trees over twelve feet shall be monitored by SGI for necessary pruning in order to maintain tree health, appearance, and over-all safety. SGI will notify Owner of recommended action, price, and timing of work to be done on a separate “Work Order” form.

5.2 Tree Pruning: Pruning shall be done to eliminate diseased or damaged growth; to eliminate weak branch attachment angles; to reduce wind damage by thinning-out the canopy and to encourage a natural growth pattern of each specific variety.

5.3 Staking and Guying: While in place, stakes and guys shall be inspected and adjusted, as needed, to prevent girding damage to trunk and limbs. All tree ties and guys shall be loosened to allow tree to flex, allowing for the trunk to strengthen. Staking and guying shall be eliminated as rapidly as trees become self-supporting under normal environmental conditions.

5.4 Weed Control:
located in turf areas and are to be kept weed free. Weeds shall be controlled with suitable pre- and/ or post-emergent herbicides, as well as with selective and/or contact herbicides. Hand pulling and/or mechanical removal may also be necessary.

5.5 Mulching:
water consumption, enhance soil nutrition and improve tree vigor.

Section 6: Hardscape Areas

6.1 Hardscape Cleaning: Hardscape areas shall be maintained in accordance with maintenance schedule.

Cracks in sidewalks, curbs and gutters shall be sprayed to control weeds. Sidewalls will be cleaned of gardening debris resulting from SGI’s work.

Section 7: Disposal of Garden Debris

7.1 Garden debris generated as a result of work performed by SGI shall be accomplished Section 8: Annual Color Program N/A

8.1 Color Maintenance: Watering shall be accomplished, as required, to promote optimum growth. Care shall be exercised to prevent eroding of soil and excess drainage from containers on the hardscape.

Remove dead or faded blossoms, stems, foliage, and trash to encourage blooming and maintain a neat appearance. Applications of pesticides will be made as required to control and prevent diseases and pests. Fertilize annual color plants regularly with consideration of plant and soil needs. SGI, at no additional expense to Owner, shall replace plants removed due to diseases or maintenance problems 318
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
and will be of same quality, type, and size as initial installed. Owner will absorb costs of color replacement due to vandalism, theft, Acts of God, and/or anything beyond SGI’s control.

8.2 Color Installation Procedures: The annual color program shall be designed by SGI’s color designer.

The design including plant types, species, and colors will be presented to Owner for input and review.

SGI will contract annual color growers 8 to 12 weeks ahead of scheduled planting to provide the best quality plants. Seasonal weather conditions and trends dictate optimal growth for annual color; therefore, SGI will be responsible for annual color planting schedule. SGI is responsible to notify Owner if there are any delivery problems which would delay planting.

Section 9: Irrigation Water Management

9.1 Controllers: SGI will install controllers - smart, cloud based irrigation controls by Weathermatic, at no cost to the property (typically $5,000 per controller system), to automatically adjust watering schedules equal to the needs of the landscape and percolation rate each area is capable of receiving based on topography, soil type, plant material, season, and/or climatic factors. SGI shall schedule controller operation preferable at night and/or early morning to reduce possible nuisance from sprinkler operation to pedestrians or vehicles. SGI shall perform preventative maintenance as needed using mobile, cloud based inspection software with photographic records of major repair items. If controller map is not available, Owner shall provide SGI with a site plan and SGI shall produce and provide Owner with a controller location map. Owner is responsible for providing water and continuous 110-volt power to controller. If rebates are available for controllers and obtained funds will be split 50/50 with SGI and “owner”. In our experience we have seen 20-30%+ water savings over a 12 month duration when this system is installed and allowed to be operated properly.

9.2 Operation of System: All irrigation systems shall be observed during operation cycle at least once per Sprinkler heads in turf areas shall be kept clear of overgrowth, which may obstruct maximum operation

9.3 Repairs: Accidental damage resulting from SGI’s operation shall be repaired at no charge. Needed repairs resulting from vandalism, accidents, animals, normal wear and tear, Acts of God or other cause shall be reported to Owner and shall be performed upon approval of a separate “Work Order” form.

However, SGI shall use good judgment to make such immediate repairs, at time and material basis, as may be required to prevent unnecessary expense, water-waste and/or prevent damage to the landscape. Malfunctions of any nature, which are deemed to be the fault of the materials or workmanship still covered under original installation guarantee, shall be reported immediately to Owner.

Section 10: Pesticides

10.1 Procedures for Application of Pesticides: Pest populations shall be monitored by SGI and recommendations for control shall be forwarded to Owner. SGI will perform such work upon approval, by Owner, of a separate “Work Order” form. Pesticides used shall be of the least toxic available which will be consistent with good pest management and practices and results. In the event that a pesticide application is approved, the Owner shall be notified per schedule of all chemical applications. Owner will be notified of any deviations from this schedule. Pesticides shall be applied at times, which limit the possibility of contamination from climatic and other factors. Applicator shall monitor forecasted -
-
0 319
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
inating areas outside the target area. Application methods shall be used which insure that materials are confined to their targeted area. Disposal of pesticides shall be within guidelines established in the California Food and Agriculture Code or any state or local governing agencies. Chemical application records shall be kept on file by SGI and will be made available to Owner if requested.

Section 11: Safety

11.1 Rules and Procedures:
front of and at the rear of SGI vehicles. “Front” cone shall not be necessary when parked head-in parking stall. No standing or riding in the back of trucks or trailers.

A. Proper safety protection shall be worn by workers at all times when operating power equipment:

1. Safety glasses

2. Hearing protection

3. Safety vests
B.

1. Cones set out at proper intervals

2. Flashing hazard lights on vehicle
SGI shall comply with all Safety, OSHA requirements, local and federal requirements which are not listed within these specifications.

Section 12: Holidays/ Rain, Snow, or Natural Disasters

12.1 Holidays: SGI observes New Years, Good Friday, Independence Day, Labor Day, Memorial Day, Thanksgiving and Christmas. Holidays occurring on Saturdays will be observed on the Friday prior, and the Holidays occurring on Sundays will be observed on the following Monday.

12.2 Rain, Snow, or Natural Disasters: Any of the following occurring on three (3) or more consecutive service days, SGI will work an alternate day.

Section 13: Licenses and Insurance

13.1 Licenses: Landscape Contractor, Certified Arborist, Pest Control Advisor and Pest Control Operator licenses shall be maintained by SGI’s as required by the state of California. Photocopies of licenses will be provided upon request.

13.2 Insurance:

Agreement the following insurance coverage: (i) Worker’s Compensation with statutory benefits and limits which shall fully comply with all federal, state and local laws; (ii) Employer’s Liability Insurance with limits of not less than $1,000,000 per accident and $1,000,000 per disease; (iii) General Liability Insurance with limits of not less than $1,000,000 combined single limit, with an additional $1,000,000 Umbrella of coverage; and (iv) Comprehensive Automobile Liability Insurance, including owned, nonowned, leased and hired coverage with limits not less than $1,000,000 combined single limit. Certificates of Insurance for Liability, Property damage and Workers Compensation will be provided upon request.
320
26415 Summit Circle · Santa Clarita, CA 91350
C-27, C-61 License #346620
800.858.5508 · 661.291.2800 · StayGreen.com
OFFER, TERMS AND CONDTIONS for landscape maintenance service to be provided in conformance with this Agreement for the sum of $ per month. Invoices are generated on the 1st day of each month of service and sent electronically. This Agreement is for a period of 1 year and is automatically renewed each anniversary date, subject to a cost of living increase based upon the Consumer Price Index of the U.S. Department of Labor for the Los Angeles – Riverside – Orange County, California areas. A change in the scope of this Agreement and/or specifications could be subject to a cost increase.

Invoices are due within 30 days of billing date, or are subject to a 1 1/2% per month service charge (18% annual rate). SGI shall have the right to stop work until all payments due have been received under terms of this Agreement. Such Action shall not be deemed a breech of this Agreement by SGI.

Service in accordance with this Agreement shall commence on , at the above referenced fee.

Owner/Manager:

Address:

Phone 1:

Phone 2:

Billing Contact:

Email:

Phone:

SGI:

STAY GREEN INC.
26415 Summit Circle
Santa Clarita, CA 91350
Phone Number (800) 858-5508
Fax Number (877) 317-8437
Landscape Contractors License #346620
Pest Control Operators License #32488
Pest Control Advisors License #04181
Certified Arborist License #WC-4375
SIGNATURE:

DATE:

SIGNATURE:

DATE:

Owner and SGI retain the right to terminate this Agreement upon 30 days notice by Certified Mail. Owner agrees to pay all materials, extra work, and if applicable, pro-rated service fees for the service period up to and including termination date. A termination fee of $199 per SmartLink water management control system is applied in the event of termination; this fee includes the property retaining the smart controller and weather station while the SGI Aircard for monitoring is removed. In the event that any unresolved dispute or controversy arises out of any of the terms or conditions of this agreement, or to recover damages from the other party, any party hereto agrees to submit and file same with the JAMS Resolution Center (”JAMS”) Los Angeles, California. The prevailing party of such action shall be entitled to recover the full amount of costs and expenses, including attorney fees paid or incurred in good faith. The JAMS Resolution Center (”JAMS”) shall not be bound by any fee schedule. 4,156.00
Weekly Amount $966.51
City of Rolling Hills - City Hall Campus
2 Portuguese Bend Road
Rolling Hills, CA 90274
310-377-7288
09-20-2022
321
Fees will be as follows –
$3756.00 Monthly
$ 400.00 Irrigation Audit Monthly
$4156.00 Total Monthly or $966.51 Weekly
24 Hours of weekly maintenance service
Once a month Irrigation Audit
322
Additional Fees –
Task 2)
A. Major Tree Trimming for Tree Trimming Above Twenty Feet in Height ($3,800) B. Major Irrigation Repairs (Time and Material Based off spec) C. New Plants (1g Common $10, 1g Premium $16, 5g Common $32, 5g Special $50, 5gal Premium $80, 15gal Common $70, 15g special $100)
D. Construction Specific to grading soil movement or installing new system- (Time and Material Based off spec) E.

Task 3) Emergency Services
A. Emergency Service (125hourly)
B. Irrigation System Breaks Requiring Emergency Response or shut off ($95 hourly) C. Other Emergencies relating landscape or irrigation ($95 Hourly) D.

Task 4) One Time Service Unit Price
A. Reprograming Controllers for proper duration and frequency ($75 Hourly) B. Replace Pressure Regulators as needed (Time and material based off spec) C. Check Conditions of backflow and implement measures to ensure functionality ($125) D. Change Spray Nozzles ($40)
E. Mulch and fertilize all planter beds with 2 to 3 inch and pick or rake ($65yard, $90 15,000 SQT) F. De-thach, Aerate, overseed/topdress and fertilize lawn (Time and Material Based off spec) G. New irrigation Control ($3185)
H. Replace failing pop ups ($40)
I. Replacing aging valves ($575)
J. Replace Entire Irrigation System – (Time and Material Based off spec) Task 5) Implement Landscape Architect Recommendations

Pending proposal approval
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The Stay Green Story
Operating from the garage of his home in the San Fernando Valley, Rich Angelo launched Stay Green Inc. in 1970 with one truck, a handful of residential customers, and a vision for providing his clients with the best service around.

In those early days, Rich personally serviced each account. His sense of professionalism guaranteed his customers’ satisfaction, and the business grew quickly through referrals.

Today, Stay Green Inc is owned by Rich’s son Chris Angelo and operated by a team of landscape experts who share that same passion for quality and service.

Headquartered in Santa Clarita, Stay Green Inc. now employs more than 400 employees working in three divisions – Landscape Maintenance, Plant Health Care, and Tree Care – and delivers that same excellent service to clients throughout California.

We were among the first to investigate and adopt environmentally friendly landscaping tools and practices and continue to be innovators in the field of sustainable landscape technologies.

Stay Green Inc. is recognized as a leading provider of high-quality landscape services, having achieved a 95 percent customer retention rate, along with continually receiving the industry’s most prestigious awards.

We remain committed to growth, as evident in our acquisition of landscape companies throughout the state, as well as leading the landscape industry in new and innovative practices. We are consistently implementing new technologies and techniques to improve efficiency and effectiveness and provide our clients with the best possible services.

Safe &
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Ensuring a healthy and beautiful
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Our Plant Health Care team
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•
•
• •
•
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Stay Green staff receives regular training and we stay current with all state certifications:

Pest Control Advisor #4181
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Proudly Serving Communities Throughout California
800.858.5508 · StayGreen.com
Founder, Rich Angelo
as a child
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A New Standard for
Landscape Maintenance
With a focus on client service, eyecatching quality, uncompromising professionalism and concern for
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It’s the Stay Green difference, and it shows in our
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That’s a word we live by at Stay
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We’re proud of the work we do, and it’s reflected in
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Whether we implement computerized water
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Disease and Pest Control ✔ Scheduled treatments protect trees, grasses, shrubs, flowers, and ground
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Weed Management ✔ Pre-emergent weed control stops
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Feeding and Fertilization ✔ Deep root fertilization and trunk injections boost tree health and guard
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Environmentally Friendly Materials ✔ Whenever possible, we opt for organic fertilizers and pest control solutions to
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Superior Service ✔ Our Plant Health Care team is staffed by trained horticultural professionals
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••
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INCORPORATED JANUARY 24, 1957
NO. 2 PORTUGUESE BEND

ROAD ROLLING HILLS, CA
90274
(310) 377-1521
FAX (310) 377-7288

REQUEST FOR PROPOSALS

CITY HALL CAMPUS

LANDSCAPE MAINTENANCE SERVICES
PROPOSALS DUE 3 PM, SEPTEMBER 20, 2022
SECTION 1

BACKGROUND
The City of Rolling Hills (The City) is requesting proposals from qualified firms to provide weekly landscaping maintenance to the City Hall campus located at 2 Portuguese Bend Road, Rolling Hills, California. The City owns limited properties and the City Hall campus is one of them. The City Hall campus is widely utilized by residents and visitors for events, informal social gatherings, tai-chi class, and as park space.

Between 2017 and 2020, the City Hall campus was poorly maintained, with diseased vegetation, broken irrigation lines and sprinklers. Repairs made and replacement irrigation parts installed; diseased vegetation removed, and isolated new vegetation planted without a holistic plan for the entire campus.

An outdated landscape drawing of the City Hall campus is included with this Request for Proposal as Attachment 1. The City is lacking in as-builts for the campus, including the existing irrigation system and plant palette. In 2022, a survey of the existing irrigation system was conducted by a licensed landscape architect that resulted in a list of recommended actions improve the operation of the system. The survey is included with this Request for Proposals as Attachment 2.

Purpose
With limited open space, the City desires to keep the City Hall campus functional at all times. The City also desires an aesthetically pleasing campus with attention to details to the plant palette. The west side of the City Hall campus is one of the three main entryways to the community. Residents have expressed to the city that the rose bushes and the ground covering adjacent to Portuguese Bend Road are the first visual upon entering the city and this area should be reflective of the care that the city has for the community.
341

SECTION 2

SCOPE OF SERVICES
The City is requesting proposals from qualified companies that have experience in maintaining public properties, and or public open space with expertise in landscape architecture offering advice on aesthetics, vegetation management, hardscape/landscape interface and irrigation design/maintenance.

Task 1 – Weekly Landscaping Maintenance Services
Provide the following services at 1 Portuguese Bend Road, and 2 Portuguese Bend Road, including the vegetation adjacent to Portuguese Bend Road, on both sides of the road, between Palos Verdes Drive and the Rolling Hills Community Association main gate.
a) Mowing, edging, fertilizing all turf
b) Remove all weeds from lawns, planters, and improved areas c) Pruning, edging and trimming of shrubs, ground cover, roses and all trees under twenty feet in height
d) Cultivation of soil as needed
e) Cleaning of all hardscape areas, including the removal of dead leaves, trash, and other debris f) Application of pest and disease control treatments by licensed pest spray technician, as needed g) Complete spray program to control weeds in lawns, planters, and slopes by use of herbicides and by mechanical methods
h) Tying and training roses along existing 3-rail fence (Portuguese Bend Road) i) Sweeping and removing decomposed granite at southeast corner of Portuguese Bend Road and Palos Verdes Drive North out of walkway and concrete curb j) Adjustment and maintenance of automatic sprinkler systems as needed k) Inspection and regular cleaning of drainage swales, grates and rain gutters on all structures on and from the property
The selected service provider can use blowers, power mower, or other landscaping maintenance equipment. Weekly services shall be provided on Tuesdays after 8am and before 3:30pm. Service provider has control over the frequency of fertilization necessary for the maintenance of the City Hall campus. All cuttings, prunings, and trimmings shall be disposed at the sole expense of the service provider.

Service provider shall have a Supervisor oversee the crew providing weekly services, meet with the City representatives when necessary, ensure timely completion of scopes of work and work requests, and shall serve as the point of contact for the City unless another Supervisor is agreed upon between service provider and the City.

Service provider shall provide an irrigation technician to assess irrigation system repair and maintenance needs, if needed.

Task 2 – Extra Charges Beyond the Scope of Weekly Landscaping Maintenance Services Service provider shall provide unit prices for the following are extra charge services:
a) Major tree trimming for trees above twenty feet in height 342

b) Major irrigation repairs (i.e. repairs and/or replacement of automatic irrigation clocks, major valves, and repair of major piping) exceeding $750.00 amount in cost c) New plantings
d) Construction specific to grading, soil movement, or installing new systems or other related tasks.

The City reserves the right to seek other proposals for the above listed services.

Task 3 – Emergency Services
Service provider shall provide 24 hours a day, 7 days a week for the following emergency service:
a) Move, remove, dispose topple trees
b) Irrigation system breaks requiring emergency response and /or shut-off c) Other emergencies relating to the City Hall campus landscaping and irrigation system Task 4 – One-time Services Unit Prices
Service provider shall provide unit prices for the following tasks:
a) Reprogram irrigation controllers for proper duration and frequency b) Replace pressure regulators as needed
c) Check the condition of back flow devices and implement measures to ensure functionality of back flow devices
d) Change spray nozzles
e) Mulch and fertilize all planter beds with 2 to 3 inches of dressing of composted wood chips (hand pick or use rake)
f) De-thatch, aerate, over seed/top dress and fertilize lawn g) New irrigation controllers
h) Replace failing pop-ups
i) Replace aging valves
j) Replace entire irrigation system
Task 5 – Implement Landscape Architect Recommendations (Attachment 2) Service provider shall provide total project cost to implement all recommendations in Attachment 2 within 60 days of potential contract execution.
343

SECTION 3

PROPOSAL REQUIREMENTS
Understanding of the Scope of Work: Firms shall provide a narrative to the approach to complete the Scope of Work efficiently and economically.

Organization, Credentials and Experience: Provide a summary of the Firm’s qualifications, credentials, and related past experience. Describe the firm, including the personnel who will be assigned to the contract. Provide a list of three of the firm’s projects within the last five years of similar scope and content.

Fees: Under separate cover, provide a rate proposal for the scope of work. The cost proposal shall be identified for each task. The proposed cost budget shall present the labor rates and proposed labor hours of proposed staff for each work task described in the consultant’s proposal, as well as other direct costs.

Additional Information: Firms are to review the sample Professional Services Agreement (Attachment 3) and provide comments and or questions as a part of the firm’s proposal. See Section 6 of this Request for Proposal.
344

SECTION 4

PROPOSAL PROCEDURE
All proposals are due no later than 3 pm on September 20, 2022. The City reserves the right to extend the deadline. The City will respond to request for clarification in written RFP addendum(s) as needed. All inquiries shall be directed to Project Manager Christian Horvath ([email protected]) by 5pm on September 13, 2022. Responses to all inquiries received will be posted on the City’s website under this Request for Proposal by 5pm, September 15, 2022. Please submit the proposal via email to Elaine Jeng, P.E.

City Manager
[email protected]
Christian Horvath
City Clerk/Executive Assistant to the City Manager
[email protected]
Submission of a proposal indicates acceptance by the firm of the conditions contained in this request for proposal unless clearly and specifically noted in the proposal submitted and confirmed in the agreement between the City of Rolling Hills and the firm selected. The City of Rolling Hills reserves the right without prejudice to reject any or all proposals. No reimbursement will be made by the City for costs incurred in the preparation of the response to this Request for Proposal. Submitted materials will not be returned and become the property of the City of Rolling Hills.

SECTION 5

SELECTION CRITERIA
Proposals will be selected based on sound approach to meeting the scope of work, the ability to demonstrate efficiency use of resources, reference checks, and the relevant experience of proposed personnel. Firms may be asked to participate in an interview with the City. If necessary, interviews are tentatively scheduled for the week of September 26, 2022.

SECTION 6

ATTACHMENTS
Attachment 1 – Outdated landscape drawing of the City Hall campus Attachment 2 – 2022 Irrigation Survey Recommendations
Attachment 3 – Sample Professional Services Agreement
345

Attachment 1
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348

Attachment 2
349

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Irrigation Survey & Recommendations
for City of Rolling Hills Campus
May 5th, 2022
by Evan Smith Landscape Architect #4716
Opening
The following is intended to convey the current conditions and recommendations for the irrigation system found on the Rolling Hills City Hall & Community Association campus during my survey in April 2022.

The report will index the campus using the TWO Irrigation Controllers on site and their associated Irrigation Zones for referencing the numerous areas on this campus.

I.e. 2-12 would be Controller #2 Zone 12
A Zone Map for each Controller is attached.These Zones are indicated using assorted hatching and shows the areas each Irrigation Zone covers when activated.

The Irrigation Zone Schedules shows the Time of activation, Duration Zone is watered ( minuets) & Frequency ( days activated ) each Zone is set for watering individual Zone. This schedule shows the current settings. See attached Recommendations for each Zone and overall improvements will be address in this report.

Components of the Irrigation System
- Water Main = Direct service from the municipal water source - Back Flow Device = Prevents water from reversing flow back into the municipal water supply and/or potable water supply ( i.e. into the buildings) This is a health regulation as ground water & pollutants could be pulled back into the potable water supply.
- Pressure Regulator = Municipal Water Supply can often be delivered at a very high pressure. This device lowers the water pressure to an acceptable level for both irrigation and potable uses.
- Irrigation Controllers - Two “Hunter I-Core” are found on campus. This controller is approximately 10+ years old and is good working condition. 350

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Components of the Irrigation System - continued
Controller #1 is located on the East wall of the City Hall building near the rear entrance. This Controller activates the planters surrounding the City Hall building, The planters along Portuguese Bend Road, along a portion of PV Drive North & the planter along the south side of the entry way.

Controller #2 is located on the North wall of the Community Association behind the Maintenance Garage. This Controller activates the Lawn Area & associated planters, and the planters along the North, South & East sides of the property.
- Irrigation Valves = To water a specific Zone a valve is turned on and off by the respective controller.

These valves should only be associated with one type of irrigation method. I.e. either Spray or drip.

Types of Irrigation
Three main Irrigation devices are used on the Rolling Hills Campus. 1 - Pop-Up / Spray : Using hydraulic pressure a spray nozzle is raised several inches above ground level to distribute water over a given area. When the water is shut off the spray nozzle returns to its housing and is below ground level. These have a preset height which are selected according to the situation.
2 - Fixed / Spray ( Shrub Head ): A fixed piece of irrigation pipe holds the nozzle above ground. This is a static piece and does not move. These can be easily raised or lowered as needed.
3 - Drip Line ( hose) A flexible hose is placed in the area to be irrigated. This hose has numerous small holes spaced along its length to distribute water over the soil.

Note: A “Nozzle” is a replaceable spray device used to distribute the water.

They come in a variety of sizes to spread the water over a given area so the plantings can be properly watered according to their specific needs.

This can be the distance required. I.e a 8ft nozzle will spray 8ft +- They come in a variety of arcs from a few degrees up to 360°.

They come in a variety of flow rates measured in GPM ( Gallons Per Minuet ) for a standard nozzle. These can range from 0.2 up to 3.7 GPM 351

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Other Irrigation Considerations
Soil = Rolling Hills has a very heavy clay soil. This soil is very slow in absorbing water and very slow to let water evaporate or be absorbed.

Exposure = The campus has a varied exposures ranging from the Northern edge getting several hours of direct sun light to the Southern edge having heavy shade from neighboring trees.

Plantings = Plants should be grouped together according to their sun, soil and watering needs. This allows each group the receive the same care and water allowing for optimal growth. I.e. you should not plant a cactus with a lawn.

SURVEY FINDINGS
Irrigation System
The overall appearance of the irrigation system shows that the only portions are currently working and keeping the existing plants alive.

Several areas are NOT working with some plantings surviving and other plantings which have died.

The AGE of the system is one of the main faults of the existing system. The original plans (provided for this survey) are dated 1992-3 making the system close to 30 years old.

This AGE has caused several failures during the time I spent on this survey:
- An irrigation main line ( i.e. always caring water ) broke near Controller #2 and caused the entire Controller #2 system to be shut off. Several days elapsed before repairs could be completed. ( SEE PHOTO #1 ) - I found several Pop-Up sprinklers were either stuck in the Up position or failing to properly rise to while turned on. These did not distribute water to their respective areas & only caused puddling and runoff of water. ( SEE PHOTO #2 )
- An Irrigation Valve was ( 2 - 4 ) stuck in the ON position on one occasion.

This resulted in the Irrigation Main Line being shut off agin. The entire Controller #2 area was again not watered until this was repaired. - Several above ground drip lines were chewed by animals allowing water to stream out of these lines and limiting the downline water distribution. - Several above ground irrigation lines and connections have been chewed and will pose leaking in the future. ( SEE PHOTO #3 )
352

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM

SURVEY FINDINGS
Irrigation System - continued
- In viewing the area near the generator house I noticed some old irrigation lines were exposed. These lines are Schedule 80 PVC. These are thin walled inexpensive lines and are not recommended in a future improvements nor repairs.
- The PRESSURE REGULATOR is out of date and needs to be replaced. ( recommendations see below )
- All Zones that are working are being OVERWATERED!
A combination of factors are involved:
- The timers are set for extended durations and frequency. - Inability of the soil (clay) to absorb water in the allotted time.

The Lawn Areas ( 2-14 , 2-15, 2-16, 2-19)are good example.

During my survey I turned on each Zone and reviewed their respective conditions. In these 4 zones I noticed the water would not be absorbed after 2 or 3 minuets of run time and would quickly runoff onto the pathways & paving and then go to the drainage culvert. In other zones I observed similar circumstances of overwatering with signs of puddling, mud, and runoff.

Overwatering is a major cause of premature plant disease and death. When the soil is too moist the roots can not get enough air and can become rotten and then die. ( SEE PHOTO #4 )
- All zones are being watered too late in the evening.

When plants are watered during the nighttime they hold moisture on their leaves. This extended soaking promotes fungus, mold and other plant diseases causing premature death and other problems. ( recommendations see below )
Drainage System
Several downspouts for the gutter system on the Community Association building are faulty. ( SEE PHOTO #5 )
- In location DS#1 (see plan) the elbow from the roof gutter has corroded and is leaking water directly into a planter area. Water from this area is then directed to an area drain in the lawn.
353

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Drainage System - continued
- In locations DS#2 & #3 (see plan) the downspouts are dumping water directly into zone 2 -17. This planter is being saturated with the rain water and does not have any direct outlet to drain excess water. This along, with the irrigation system overwatering , has caused the Oleander hedge to die. - In location DS#4 their is no drain line to direct roof gutter water towards the drainage culvert in the parking lot. This is causing erosion on the hillside and mud to flow into the parking lot.

RECOMMENDATIONS - ranked in order of importance
1 - The least expensive solution is to reprogram the Irrigation Controllers for proper duration and frequency. Each Controller and Zone should cut their times & and maybe their frequencies in at least half.

Have the maintenance company run each zone independently and watch until the soil is saturated. When water begins to runoff and/or puddle the timer should be reset to that duration.

The starting times should be set so the last zone in the controller turns off just before staff arrive for work.

I.e. Controller #1 has 17 zones @ 8 minuets each = 136 minuets or 2hrs 16 minuets run time ( still way too much ).

So the ideal time to start would be around 5:00am. allowing staff to arrive by 7:15am.

The campus has a mature landscape. These plantings have developed deep roots and which allows them to draw water from far below the surface. The top of the soil does not need to be moist for plants to survive.

I dug a small hole in the lawn area which on first appearances looked dry and cracked. In looking only 1 to 2 inches down I found the soil to be moist and sticky. I.e. still too wet. ( SEE PHOTO #6 )
Again the soil on the campus is clay. This type of soil is very slow to absorb water and expansive. I.e. it expands when wet and contracts as it drys out. 2a - Replace the Pressure Regulator
The Pressure regulator reduces the City Water Main pressure down to a 50 PSI ( pounds per square inch ). This is an industry standard operating pressure for irrigation and general building plumbing. ( Drip Valves are an exception and need 35psi ).
354

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
RECOMMENDATIONS - continued
I was able to measure the water pressure at two locations during this survey and both measured 140psi+. This is close to 3 x’s the standard pressure.

The initial “Surge” PSI reading hit 170psi & 200+psi. This sudden rush of water is a major cause of irrigation failure. ( SEE PHOTO #7)
This excessive resting pressure (140psi) causes undue wear and tear on the irrigation system and the plumbing in both buildings. This high pressure is a major cause of current & future failures.

A visible indication of this high pressure demonstrated when the lawn area is watered. With normal operating pressure the spray nozzles should appear uniform with heavy droplets.

With this higher pressure the water is “Misting”. This MIST is tiny droplets and look like a fog or mist. These and are easily carried / miss directed by any wind.

Sometimes a “Rainbow” can be seen during watering. ( SEE PHOTO #8 ) - I recommend changing BOTH regulators at the City Hall & Association sites. - I recommend adding pressure regulators on both side of the regulators.

One on the inlet side ( 140psi+-) and another just after the outlet side ( 50psi).This will allow accurate monitoring of the system. - I recommend checking the condition of each Back Flow device as these could be a health hazard.

NOTE : WHEN the pressure regulator is changed the new corrected pressure may not provide adequate coverage with the existing spray nozzles. Therefore in conjunction with (2a) I recommend the following as outline in (2a) below. 2b - Change all spray nozzles
The newer Stream Spray nozzles distribute water at a slower volume and allow the clay soil to absorb the water. This slower distribution also drops the water demand on the valve controlling the zone. This in turn allows more nozzles on in an existing Zone.

Stream Spray Rotary Nozzles can range from 0.17 up to 1.01 GPM which can be up to 1/2 to 1/3 that of a standard spray nozzle.
355

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
RECOMMENDATIONS - continued
3 - Mulch & Fertalize all planter beds
A 2 to 3 inch dressing of composted wood chips provides several benefits:
- Helps with soil by holding the water until it can be slowly absorbed. - Slows evaporation on hotter days
- As it decomposes it adds nutrients to the soil
- It helps prevent weeds
A good general all purpose fertilizing should be done at least 2x’s per year.

Your maintenance contractor should switch away from leaf blowers as these will remove most organic matter / mulch if improperly used. Hand picking and raking will remove some of the larger less desirable items.
4 - De-thatch, Aerate, Over-seed/Top dress and Fertilize the lawn De-thatching is a process where the top few inches of lawn are removed. As lawns grow they build up a heavy layer of roots and dead material. This impedes the water and nutrients from getting to the roots.

Aeration is a process where numerous holes or plugs are removed from the lawn.

This allows water and nutrients better access to the roots. This is especially helpful where lawns get heavy traffic or have heavy soils ( clay ). Both of these are present on site.

Over-seed / Top Dress is the next step in helping the lawn. New lawn seed is broadcasted over the existing lawn and then an application of fine composted organic mulch is used to cover these new seeds. This covering helps protect them while germinating.

Fertilizer should be used through at most two times per year. This is typical done in early Spring and again in early Fall. Lawns are heavy feeders and having two basic types of lawn ( cool growing & warm growing ) this will help both types start off strong. 5 - New Irrigation Controllers
The newer Irrigation Controllers can help eliminate the need for constant monotering.

Using satellite uplinks these new controllers can think ahead of upcoming weather patterns. If the controller “knows” is it going to rain they shut down the irrigation. Also if it going to be hot and dry it can irrigate for a longer duration. These controllers will also shut off a valve when it senses it is not closing and not interrupt the surrounding plantings. They can also be monitored remotely from either your maintenance company, your onsite staff or from anyone with access to the system and software. 356

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
RECOMMENDATIONS - continued
6 - Replace old Pop-Ups that fail
Most of the Pop-up sprinklers on site are not necessary. Pop-up sprinklers are best used when irrigating next to paths, walkways and other high traffic areas. They help reduce the chance of tripping and falling. However they are expensive and more prone to failure. When any Non-essential Pop-up sprinkler fails I recommend replacing them with the more affordable Fixed / Spray ( Shrub Head ). This simple method will save money and allow direct observation of performance. They are also easily adjusted or raised when surrounding planings grow taller.
7 - Replace Old Valves & Systems
Do not try to fix any of the old systems.

The 30+ years of use & the excessive high pressure has caused irreparable damage to the remaining irrigation system. If any future improvements are considered for any Zone then I highly recommend new Irrigation Systems be installed. 357

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM

IRRIGATION ZONE SCHEDULES
Controller #1 - Settings as of April 2022:
8 minuet cycles 3 times a week ( Monday, Wednesday, Friday ) starting at 10:00PM Zone 1 - 1 - This zone has 14 pop-up spray heads and is in heavy shade.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 2 - This zone has 15 pop-up spray heads and is in heavy shade.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 3 - This zone has 18 pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 4 - This zone has 8 pop-up spray head.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 5 - This zone has 15 pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 6 - This zone has 11 pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 7 - This zone has 10+ pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 8 - This zone is currently OFF LINE - New construction has damaged existing system
Zone 1 - 9 - This zone has 1 Fixed head and is in heavy shade.

Zone 1 - 10 - This zone has 14+ pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 11 - This zone has 12 pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 12 - This zone has 23 pop-up spray heads.

The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 13 - This zone has 12+ pop-up spray heads & Drip The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 14 - This zone has 25+ pop-up spray heads
The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 15 - This zone is currently OFF LINE - New construction has damaged existing system
Zone 1 - 16 - This zone has 9 pop-up spray heads & Drip The current 8 minuet x 3 day cycle delivers too much water for this zone.

Zone 1 - 17 - This zone has 15+ pop-up spray heads
The current 8 minuet x 3 day cycle delivers too much water for this zone. 358

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Controller #2
Settings as of April 2022:

A variety of minuet cycles
4 times a week ( Monday, Tuesday, Thursday, Friday ) starting at 2:30AM Zone 2 - 1 - This zone has 22 pop-up spray heads.

The current 8 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 2 - This zone is currently OFF LINE - exact location unknown Zone 2 - 3 - This zone is currently OFF LINE - exact location unknown Zone 2 - 4 - is zone has 10+ pop-up spray heads & Drip
The current 8 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 5 - This zone is currently OFF LINE - exact location unknown Zone 2 - 6 - This zone is currently OFF LINE - exact location unknown Zone 2 - 7 - This zone is currently OFF LINE - exact location unknown Zone 2 - 8 - This zone is currently OFF LINE - exact location unknown Zone 2 - 9 - This zone has 15 pop-up spray heads.

The current 8 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 10 - This zone is currently OFF LINE - exact location unknown Zone 2 - 11 - This zone is currently OFF LINE - exact location unknown Zone 2 - 12 - This zone is currently OFF LINE - exact location unknown Zone 2 - 13 - This zone is currently OFF LINE - exact location unknown Zone 2 - 14 - This zone has 21 pop-up spray heads.

The current 6 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 15 - This zone has 10 pop-up spray heads.

The current 12 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 16 - This zone has 5 pop-up spray heads.

The current 12 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 17 - This zone has 20+ pop-up spray heads.

The current 6 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 18 - This zone has 12+ pop-up spray heads.

The current 6 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 19 - This zone has 6 pop-up spray heads.

The current 6 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 20 - This zone has 15+ pop-up spray heads.

The current 6 minuet x 4 day cycle delivers too much water for this zone. 359

ROLLING HILLS Irrigation survey 5/5/22, 3:41 PM
Controller #2 - continued:

Zone 2 - 21 - This zone has 8 pop-up spray heads.

The current 10 minuet x 4 day cycle delivers too much water for this zone.

Zone 2 - 22 - This zone is currently OFF LINE - exact location unknown

ATTACHMENTS
Photos
#1 - Broken Mainline
#2 - Pop-Ups
#3 - Chewed Lines
#4 - Runoff
#5 - Down Spouts
#6 - Soil Test
#7 - Pressure Regulator
#8 - Misting
#9 - Zone Map for City Hall - Controller #1
#10 - Zone Map for Community Association - Controller #2 end of report
360
BROKEN WATER MAIN NEAR C#2

ALSO DOWN SPOUT INTO PLANTER W/ EROSION ONTO DRIVEWAY
361

WATERING A ROCK

EXCESSIVE RUNOFF

MISS ADJUSTED

WATERING PARKING LOT

STUCK OPEN

BRAKING HAZZARD

POP UP SPRINKLERS
362

RODENTS LOOKING FOR WATER

EFFECTS - DRIPLINE PERFORMANCE
363
RUNOFF FROM LAWN AFTER 4 MINUETS PUDDLING & RUNOFF FROM LAWN AFTER 4 MINUETS
364

CORRODED DOWNSPOUT
DOWNSPOUT #3

EMPTIES INTO

PLANTER W/ NO
OUTLET
ZONE 2-17

NO DRAINAGE

DEAD / DYING HEDGE
365

SURFACE CRACKS

IN LAWN AREA
MOIST SOIL 2" BELOW
366

PRESSURE REGULATOR
BY CONTROLLER #2
NOTE:

SET SCREW IS ADJUSTED

AT LOWEST PSI SETTING

YET PRESSURE IS STILL

TOO HIGH

INDICATES FAULTY

REGULATOR
140PSI
170 PSI & 200+ PSI

SURGE PRESSURE
367

MISTING
NOTE

RAINBOW
368
SEPTIC
LAWN
ZONE #1
ZONE #2
1-3
1-5
1-4 1-5
1-5
1-9
1-8 & 1-15

OFF LINE
1-10
1-13
1-14
1-16
1-17
CONTROLLER #1

BACKFLOW/

PRESSURE REG
1-3
1-3
1-6
1-7
?
?
1-12
1-12
1-11
1-11
CITY HALL - CONTROLLER #1
1-6
CONTROLLER #
IRRIGATION ZONE #

CITY HALL
2 -9 / 2-10 / 2-11
1" = 8’ - 0"
NOTES: - THIS IS A DIAGRAMMATIC DRAWING AND IS NOT A LEGAL SURVEY. - CONTRACTOR TO VERIFY ALL MEASUREMENTS PRIOR TO BIDDING & CONSTRUCTION. - NOTIFY LANDSCAPE ARCHITECT OF ANY DISCREPANCIES.- ALL ADJUSTMENTS WILL BE MADE IN THE FIELD BY ARCHITECT, CONTRACTOR & HOMEOWNER.

IRRIGATION SURVEY PLAN FOR

ROLLING HILLS CITY HALL & COMMUNITY ASSOCIATION CAMPUS
2 PORTUGUESE BEND ROAD - ROLLING HILLS , CA 90274
EVAN SMITH - LANDSCAPE ARCHITECT #4716 - 1301 VIA GABRIEL - P.V.E. , CA 90274 N
E
S
W
These drawings, specifications, ideas and arrangements presented thereby are and shall remain the property of Evan Smith Landscape Architect, No part thereof shall be copied, disclosed to others or used in connection with any project other than the specific project for which they have been prepared and developed without the written consent of Evan Smith. Visual contact with these drawings or specifications shall constitute conclusive evidence of acceptance of these restrictions. 60ft 30ft 10ft 0ft
40ft 20ft 5ft
369
SEPTIC
?
LAWN
?
?
?
COMMUNITY ASSOCIATION - CONTROLLER #2
1-6
CONTROLLER #
IRRIGATION ZONE #

COMMUNITY

ASSOCIATION
2 -1
ZONE 2 -4 2 -9 / 2-10 / 2-11
2 -17
2 -14
ZONE 2 -15
2 -16
2 -18
ZONE 2 -19
DIRT 2 -20
2 -21
CONTROLLER #2
2 -9
PRESSURE REGULATOR #2
HOSE BIBS @ 140psi
DS #1
DS #2 DS #3 DS #4
1" = 8’ - 0"
NOTES: - THIS IS A DIAGRAMMATIC DRAWING AND IS NOT A LEGAL SURVEY. - CONTRACTOR TO VERIFY ALL MEASUREMENTS PRIOR TO BIDDING & CONSTRUCTION. - NOTIFY LANDSCAPE ARCHITECT OF ANY DISCREPANCIES.- ALL ADJUSTMENTS WILL BE MADE IN THE FIELD BY ARCHITECT, CONTRACTOR & HOMEOWNER.

IRRIGATION SURVEY PLAN FOR

ROLLING HILLS CITY HALL & COMMUNITY ASSOCIATION CAMPUS
2 PORTUGUESE BEND ROAD - ROLLING HILLS , CA 90274
EVAN SMITH - LANDSCAPE ARCHITECT #4716 - 1301 VIA GABRIEL - P.V.E. , CA 90274 N
E
S
W
These drawings, specifications, ideas and arrangements presented thereby are and shall remain the property of Evan Smith Landscape Architect, No part thereof shall be copied, disclosed to others or used in connection with any project other than the specific project for which they have been prepared and developed without the written consent of Evan Smith. Visual contact with these drawings or specifications shall constitute conclusive evidence of acceptance of these restrictions. 60ft 30ft 10ft 0ft
40ft 20ft 5ft
370

Attachment 3
371
Landscape Maintenance
Agreement
- 1 -

CITY OF ROLLING HILLS

AGREEMENT FOR LANDSCAPE MAINTENANCE
THIS AGREEMENT is made and entered into as of _________, by and between the CITY OF ROLLING HILLS ("City") and __________________________________ ("Contractor").

R E C I T A L S
A. City desires to retain the services of Contractor to provide maintenance of landscaping services in the Civic Center Area (City Hall and Tennis Courts) in the City of Rolling Hills.

B. Contractor has represented to City that it has the expertise, experience, and qualifications to perform the services described in Paragraph A, above, and those services which are more fully described in this Agreement.

NOW, THEREFORE, in consideration of the foregoing and the covenants and agreements set forth below, City and Contractor agree as follows:

1. General Services. Contractor shall furnish all materials and perform all work required for maintenance of Civic Center Area and Tennis Court landscaping, which services are more particularly set forth in the Scope of Work attached hereto as Exhibit A and incorporated herein by reference. City expressly reserves the right to contract with other contractors for landscape services other than those described in this Agreement.

2. Payment. Contractor shall submit invoices monthly and the City will make payment for both services covered by this Agreement and any authorized extra work on a monthly basis, within 10 days of the close of the month in which work was performed.

Authorized extra work, such as tree trimming for trees over 15 feet, major irrigation repairs, tree removal, and other work not covered by this Agreement, may be performed at the written direction of the City and charges itemized separately as extra work on a monthly invoice. City reserves the right to seek other bids for these services from the successful bidder or from any other contractors.

A. Compensation. City shall pay to Contractor the sum of ___________________ per month based on weekly services rendered under this Agreement, representing total compensation for all work, labor, annual fertilizer, equipment, and expenses incurred by Contractor. Additional work and materials not provided for in this Agreement may be authorized by City in writing and compensation therefor shall be agreed upon in advance by the parties.
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B. Prevailing Wage. Contractor shall abide be the minimum prevailing rate of wages as determined by the State of California, Department of Industrial Relations for each craft, classification, or type of workman employed to carry out provisions of the Agreement. During the term of this Agreement, Contractor shall keep on file sufficient evidence of its employee compensation to enable verification of compliance of Prevailing Wages as established by State of California, Department of Industrial Relations.

3. Term and Termination. The term of this Agreement shall commence on ____________ and terminate ____________ unless extended by mutual agreement of the parties. City may terminate this Agreement at any time, with or without cause. In such event, Contractor shall be compensated for work satisfactorily accomplished up to the time of termination.

4. Insurance. Contractor shall, at his expense, obtain and keep in force during the term of this Agreement, a policy of Comprehensive General Liability Insurance, a policy of Comprehensive Automobile Liability Insurance, and a policy of Workers’ Compensation Insurance as set forth more fully below:

A. Contractor shall maintain and deliver to the City copies of their Comprehensive General Liability Insurance with a combined single limit of not less than $1,000,000 covering bodily injury and property damage; insuring Contractor and the City against any liability arising out of the maintenance on the premises and all areas appurtenant thereto. Such insurance shall (a) name City, the Rolling Hills Community Association, and the City of Rolling Hills Estates, their appointed and elected officials, officers, employees, and agents as insureds; and (b) be primary with respect to any insurance or self-insurance programs maintained by the City; and (c) contain standard cross liability provisions.

B. Contractor shall maintain and deliver to City Copies of Comprehensive Automobile Liability Insurance with a combined single limit of not less than $1,000,000 per occurrence.

Such insurance shall include coverage for owned, hired, and non-owned automobiles.

C. Contractor shall maintain Workers’ Compensation Insurance covering their employees for injuries arising out of and in the course of their employment with limits of not less than $1,000,000 per accident.

D. Contractor shall provide copies of said policies’ Certificates of Insurance. If Contractor, for any reason, fails to maintain insurance coverage, which is required pursuant to this Agreement, the same shall be deemed a material breach of this Agreement. City, at its sole option, may forthwith terminate this Agreement and obtain damages from the Contractor resulting from said breach. Alternatively, City may purchase such required insurance coverage, and without further notice to Contractor, City may deduct from sums due to Contractor any premium costs advanced by City for such insurance.

5. Indemnity. Notwithstanding the existence of insurance coverage required of Contractor pursuant to this Agreement, Contractor shall save, keep, indemnify, hold harmless, and defend City and its appointed and elected officials, officers, employees, and agents, from every claim or demand made and every liability, loss, damage, or expense of any nature whatsoever and all costs or expenses incurred in connection therewith, which arise at any 373
Landscape Maintenance
Agreement
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time, by reason of damage to the property of, or personal injury to, any person, occurring or arising out of the performance by Contractor, its officers, agents, or employees, including, but not limited to, its subcontractors (hereinafter collectively "Contractor"), of the work required pursuant to this Agreement, occasioned by any alleged or actual negligence or wrongful act or omission by the Contractor, including any such liability imposed by reason of any infringement or alleged infringement of rights of any person or persons, firm or corporation, in consequence of the use in the performance by Contractor of the work hereunder of any article or material supplied or installed pursuant to this Agreement.

A. Contractor will defend any action or actions filed in connection with any of said claims, damages, penalties, obligations, or liabilities and will pay all costs and expenses, including attorneys' fees incurred in connection herewith; B. Contractor will promptly pay any judgment rendered against City, its officers, agents, or employees for any such claims, penalties, obligations, or liabilities; and, C. In the event City, its officers, agents, or employees are made a part to any action or proceeding filed or prosecuted against Contractor for such damages or other claims arising out of or in connection with the sole negligence or wrongful acts of Contractor hereunder, Contractor agrees to pay City, its officers, agents, or employees any and all costs and expenses incurred by City, its officers, agents, or employees in such action or proceeding, including but not limited to, reasonable attorneys' fees.

6. Quality of Work Performed. All work shall be performed in accordance with accepted horticultural standards of quality and workmanship so as to maintain the landscape in the highest possible aesthetic condition.

7. Personnel. Contractor shall provide at all times sufficient landscape personnel with the skills and experience necessary to perform the various landscape activities for the full performance of this work. All personnel provided for the performance of this Agreement shall be employees of the contractor and contractor shall assume payment of all wages, taxes, and all other employee costs, unless otherwise provided.

Contractor shall hold harmless, indemnify, and defend the City against any liability or assessment connected with violations of Federal Statutes pertaining to alien/citizen status.

On-site personnel shall wear identifiable company uniforms including shirts, jackets, and caps, as necessary.

Frequent inspections of the site shall be made by an appropriate supervisor of the Contractor to assure adherence to schedules and policies by the crews performing the work. Supervisors shall be available to attend job walks with the City Manager or representative as necessary.

8. Work Schedule. Under normal conditions, the crews shall be on-site at various times to be determined by the City between the hours of 7:30 a.m. and 3:30 p.m. Monday through Friday (no Thursday mornings 7:00 a.m. to 1:00 p.m., Saturdays or Sundays permitted). Contractor shall observe the standard holidays and shall schedule work accordingly.
374
Landscape Maintenance
Agreement
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Contractor’s crews shall not work during inclement weather as damage to ground cover and turf areas may result. Contractor shall have a foreman visit the job site on Rain Days to turn off irrigation clocks and check for storm damage to the landscape. Storm damages noted shall be reported to the City.

9. Licenses and Permits. Contractor shall maintain a State Landscape Contractor’s license and shall comply with all other license and permit requirements of the City, State, and Federal governments, as well as all other requirements of the law.

10. Taxes. Contractor agrees to pay all applicable taxes, including sales tax on material supplies where applicable.

11. General Requirements. Contractor shall comply with all City, State, and Federal laws in the performance of its services.

12. Assignment. This Agreement is not assignable nor the performance of either party's duties delegable without the prior written consent of the other party. Any attempted or purported assignment or delegation of any of the rights or obligations of either party without the prior written consent of the other shall be void and of no force and effect.

13. Attorney's Fees. In any action brought to declare the rights granted herein or to enforce any of the terms of this Agreement, the prevailing party shall be entitled to an award of reasonable attorneys’ fees in an amount determined by the court.

14. Non-discrimination. Contractor shall not discriminate in the hiring of employees or in the employment of subcontractors on any basis prohibited by law.

15. Independent Contractor. Contractor is and shall at all times remain as to City, a wholly independent contractor. Neither City nor any of its agents shall have control of the conduct of Contractor or any of the Contractor's employees, except as herein set forth.

Contractor shall not at any time or in any manner represent that it or any of its agents or employees are in any manner agents or employees of the City.

16. Notices. All notices and communications shall be sent to the parties at the following addresses:

CITY: City Manager
City of Rolling Hills
2 Portuguese Bend Road
Rolling Hills, California 90274
CONTRACTOR:
375
Landscape Maintenance
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17. Authorized Signature. Contractor affirms that the signatures, titles, and seals set forth hereinafter in execution of this Agreement represent all individuals, firm members, partners, joint ventures, and corporate officers having a principal interest herein.

18. Entire Agreement; Modification. This Agreement supersedes any and all other agreements, either oral or written, between the parties and contains all of the covenants and agreements between the parties. Each party to this Agreement acknowledges that no representations, inducements, promises, or agreements, orally or otherwise, have been made by any party, or anyone acting on behalf of any party, which are not embodied herein, and that any other agreement, statements, or promise not contained in this Agreement shall not be valid or binding. Any modification of this Agreement will be effective only if signed by the party to be charged.

IN WITNESS WHEREOF the parties hereto for themselves, their heirs, executors, administrators, successors, and assigns do hereby agree to the full performance of the covenants herein contained and have caused this Agreement to be executed by setting hereunto their names, titles, hands, and seals this ____ day of ____, _____.

CONTRACTOR:
______________________________________________________
______________________________________________________
(Title)
Contractor's License No._________________
Agency Business License No._________________
Federal Tax Identification No._________________
CITY:
________________________________________________________ Elaine Jeng, City Manager of the City of Rolling Hills
Attested:
______________________________________________________
Christian Horvath, City Clerk of the City of Rolling Hills Date: _________________

EXHIBIT A
376
Landscape Maintenance
Agreement
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Scope of Work
I. Turf Management
Contractor is expected to perform the tasks listed below:

1. Mow the lawns weekly to maintain a neat and manicured appearance, weather permitting.

2. For all turf areas, inspect grounds for litter and debris prior to mowing and dispose of any litter or debris identified.

3. Mow all irrigated lawn areas to the finished cut height of no less than 1 ½” and no more than 2 ½”unless otherwise requested.

4. Cut lawn to a uniform height. Mowing equipment is to be kept sufficiently sharp and properly adjusted through daily servicing to provide a cleanly cut grass blade. Grass blade bruising, tearing, and shredding are to be prevented.

5. The lawn cutting height shall be appropriate to turf variety. The lawn edges shall be trimmed adjacent to walks, curbs, paving, headers, and shrub areas.

Immediately following each mowing, the areas shall be left in a neat and clean condition.

6. Mowing pattern will be varied where possible to reduce rutting and compaction of grade. Any excess clippings will be dispersed and/or collected to prevent damage and unsightly appearance of lawns.

7. Extra care shall be taken to prevent edging wider than necessary margins around sprinkler heads, borders, and trees. Care shall be taken to prevent trimmer damage to tree trunks and structures.

8. Fertilizers shall be applied seasonally on a set schedule to maintain lawn strength, color, and vigor.

9. Fertilizers shall be watered in after the application at the next regularly scheduled watering period.

10. Both chemical and organic fertilizer materials may be used.

11. Contractor shall maintain a log of fertilizer use and provide log to City upon City’s request.

12. Broadleaf and grassy weeds, insect pests, and plant diseases shall be treated by application of approved pesticides.

13. Damage to lawns and ground cover due to circumstances beyond the Contractor’s control shall be repaired after agreement with the City as to payment for such work.

14. Lawns are to the thatched, scalped, and over-seeded in the Fall.

II. Ground Covers and Shrubs
377
Landscape Maintenance
Agreement
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Contractor is expected to perform the tasks listed below:

1. On a monthly basis, prune and trim ground cover plants neatly away from shrubs, trees, walk-ways, walls, and headers.

2. Shrubs shall be pruned to maintain a natural shape and proper size as a continuous operation.

3. Pruning and shaping of shrubs shall be performed only as necessary to maintain the natural form of the plant, to maintain growth within space limitations, and to eliminate damaged or diseased wood.

4. Shrubs shall not be clipped into balled or boxed forms unless required by the design.

5. Ground cover and shrubs shall be kept trimmed and pruned back so as to not obstruct sprinklers, outdoor lights, fire hydrants, and electrical/telephone boxes.

6. Vines on City Hall shall be removed.

7. Damage to ground covers due to circumstances beyond the Contractor’s control shall be repaired after prior agreement with the City as to payment for such work.

8. Plants that are in a state of decline and are dead shall normally be removed if Contractor is satisfied that the property will benefit aesthetically. Contractor must notify the City first, and gain City approval, before plant are removed.

9. Shrub and ground cover areas shall be kept free of broadleaf or grassy weeds, preferably with pre-emergent and/or selective herbicides. Cultivation or hoeing weeds is not permitted.

10. Fertilizer shall be applied seasonally on a programmed and monitored basis or as required to stimulate growth.

11. Contractor shall maintain a log of fertilizer use and provide log to City upon City’s request.

III. Small Trees
Contractor is expected to perform the tasks listed below:

1. Maintain all trees and shrubbery to a measure of 15 feet in height or less.

2. Trimming of trees over 15 feet in height may be performed and invoiced as extra work following written approval by the City. City reserves the right to seek other proposals from other contractors for trimming of trees over 15 feet in height.

3. Trees shall be properly staked and tied as necessary. Tree ties shall be inspected at least three times per year to prevent damage caused by abrasion or constriction.

4. Removal of tree stakes shall be considered as soon as possible to encourage tree development.
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Landscape Maintenance
Agreement
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5. Trees and stumps requiring removal due to storm damage, proximity to buildings, walks, utilities, or other reasons shall be performed as directed and invoiced as extra work following written approval by the City.

6. Contractor shall inspect trees for insects and diseases. Approved chemical sprays shall be applied if required for common and controllable insect and disease infestations. Spraying shall be limited to one application. Additional treatments necessary due to unusual conditions may be invoiced as extra work following written approval by the City. Spraying shall be limited to trees measuring 15 feet or less in overall height.

7. The City may ask that a tree or large shrub be lowered to protect a view. If this requires a non-standard trimming practice that can result in deformity or seriously impact the health of the tree, the ultimate responsibility will be borne by the City.

8. Olive trees shall be sprayed in the spring to reduce the production of olives and shall be performed as part of the monthly service at no additional charge to the City.

9. Contractor shall not be responsible for tree damage caused by tree roots.

IV. Replacement
Contractor is expected to perform the tasks listed below:

1. Comply with the following requirement: any plant material that may expire, due to negligent maintenance procedures, shall be replaced by the Contractor, up to a maximum fifteen-gallon size plant, at no extra cost to the City.

V. Debris Control
Contractor is expected to perform the tasks listed below:

1. On a weekly basis, all lawns, planting beds, and walkways shall be cleaned of papers, bottles, excessive dust, and other types of debris.

2. On a weekly basis, rake and remove leaf debris after tree trimming.

3. As work in each area is completed, the clippings, trimmings, and debris shall be picked up and removed from the property at the end of each workday to leave a clean condition.

VI. Pest Control
Contractor is expected to perform the tasks listed below:
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Landscape Maintenance
Agreement
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1. A pervasive pest infestation that is out of the ordinary (e.g. an influx of snails, whitefly, and lerp psyllid, etc.) requiring repeated pesticide applications may be invoiced as extra work following written approval by the City. Contractor will bear the responsibility to hire a California licensed pest control and fumigation subcontractor when the application of services is deemed necessary.

2. Contractor’s employees and subcontractors shall exercise the proper use of chemical controls and spray equipment and take all established safety precautions.

3. Contractor shall assume all supervision and responsibility for the application of chemicals and insecticides that are used by Contractor’s employees and subcontractors in performing contracted work.

4. Contractor will not be held responsible for children or pets that may ingest pellets, granular products, or treated foliage, unless negligence on the part of the Contractor is the cause.

VII. Irrigation Systems
Contractor is expected to perform the tasks listed below:

1. Continually inspect the irrigation systems for broken and clogged heads, malfunctioning or leaking valves, or any other condition, which hampers the normal operation of the irrigation system.

2. The crew foreman shall manually sequence each automatic irrigation controller on a scheduled basis to ensure that the irrigation system facets are operating properly.

3. Contractor shall replace sprinkler heads damaged by normal landscape maintenance operations at no charge to the City.

4. On a monthly basis, Contractor shall inspect sprinkler heads and make adjustments, if necessary to conserve water and to provide the best possible coverage and least possible spray onto buildings, fences, and tennis courts while conserving water.

5. Contractor will not be held responsible for water damage resulting from sprinkler heads located in close proximity to structures that over-spray in an unavoidable manner.

6. Maintenance crew shall schedule watering area plant material on automatic irrigation controllers in quantities and frequencies consistent with seasonal requirements of the area plant materials.

7. Where practical, watering all vegetation shall be done at night or early morning if the system is automatic, or unless directed otherwise by the City. 380
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8. Repairs and/or replacement of automatic irrigation clocks, major valves, and major piping may be performed and invoiced as extra work following written approval by the City.

9. Minor replacement and repairs to sprinkler heads and pipes shall be performed at no additional cost to the City.

10. Maintenance crew must immediately report to the City any vandalism or accidental damage caused by others. Repairs may be made and invoiced as an extra charge following written approval by the City.

11. If the maintenance crew has determined that the automatic irrigation controller has failed or malfunctioned, the City shall be instructed as to location of clocks and backflow valves so that they may be turned off.

12. Contractor shall provide the City with a 24-hour emergency service telephone number and designate a company person to receive emergency calls.

Contractor agrees to respond to City emergency calls during normal business hours (7:30am to 5pm) and during non-business hours (5pm to 7:30am).

13. Contractor shall inspect and clean all drainage swales, grates, and rain gutters on all structures on and leading from the property.

VIII. Irrigation Systems
Contractor is expected to perform the tasks listed below:

1. Special Circumstances. Damage to landscape or irrigation systems caused by others, such as other contractors working on the property, may be repaired and invoiced as extra work following written approval by the City.

2. Stormwater Prevention. Pursuant to the National Pollutant Discharge Elimination System (NPDES) Permit, Public Agencies are required to implement programs to minimize storm water pollution impacts from public agency activities, including from landscape facilities management. Therefore, Contractor shall ensure that no application of pesticides or fertilizers occurs immediately before, during, or immediately after a rain event or when water is flowing off the area to be applied. In addition, Contractor shall not apply any banned or unregistered pesticides or fertilizers.
381
Agenda Item No.: 11.E
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: JOHN SIGNO, DIRECTOR OF PLANNING & COMMUNITY SERVICES THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: CONSIDER AND APPROVE THE TRAFFIC COMMISSION'S

RECOMMENDATION FOR TRAFFIC IMPROVEMENTS ON JOHNS

CANYON ROAD TO ADDRESS RESIDENTS' CONCERNS AND FIND

THE SAME EXEMPT FROM THE CALIFORNIA ENVIRONMENTAL

QUALITY ACT
DATE: November 14, 2022
BACKGROUND:

On October 24, 2022, the City Council received the actions by the Traffic Commission taken on September 29, 2022, and directed staff to notify residents of the Johns Canyon Road neighborhood of the street improvements for Johns Canyon Road. On October 31, 2022, staff mailed residents the memorandum prepared by the City's Traffic Engineer. The recommended improvements include:

Stripe 6" white edge line
Stripe 6" double yellow center road detail with reflective pavement parkers spaced every 8 feet
Install four curve warning signs with a recommended speed limit of 15 miles per hour Stripe 6" yellow skipped line and reflective markers to delineate center of roadway along the segment that does not have sharp curves
Resident Concerns
On June 21, 2022, staff received an email from Anne Smith regarding a traffic hazard on Johns Canyon Road (Attachment A). Mrs. Smith sent the email on behalf of other owners on Johns Canyon Road, including:

Heinsheimer (7 Johns Canyon Road)
Grzywacz (4 Storm Hill Lane)
Tangen (10 Johns Canyon Road)
Smith (12 Johns Canyon Road)
382
Mrs. Smith indicates the street is winding, narrow, steep, and has several blind curves. She claims they have witnessed and experienced (while driving, walking, and horseback riding) many near misses with vehicles that come barreling down the hill too fast, often crossing the center line. Minor collisions have occurred and her husband and his riding friend have had many close encounters with vehicles while crossing the road on horseback. The problem is worsening with increased deliveries and work vehicles in the area.

On July 28, 2022, the Traffic Commission held a meeting and received testimony from Anne Smith of 12 Johns Canyon Road. Mrs. Smith and her neighbors requested the City’s help to slow down traffic on Johns Canyon Road to prevent serious mishaps. Currently, there is one “horse crossing” sign near the top of the street, just off Crest Road East. Mrs. Smith and her neighbors request more further down the road. The City Traffic Engineer, Vanessa Munoz, provided guidance on improvements that can be considered to alleviate the concerns. Ms.

Munoz indicated she and staff could meet with the residents at the site to discuss the matter further. At the conclusion of the item, the Traffic Commission voted unanimously, 4-0 (Bobit absent), to direct the traffic engineer to prepare a study to be brought back for consideration at the next meeting.

On August 29, 2022, Director John Signo and Traffic Engineer Vanessa Munoz met with residents at the site on Johns Canyon Road to discuss concerns. Present at the meeting were Anne Smith (12 Johns Canyon Road), Darren Tangen (10 Johns Canyon Road), and Claudia Grzywacz (4 Storm Hill Lane). The residents expressed concerns about speeding, drivers crossing the lanes, blind curves, and options to mitigate the issues. Subsequently, Ms. Munoz prepared a traffic report for the Traffic Commission's consideration based on resident concerns and field visit observations. The traffic report included several recommendations to improve traffic conditions on Johns Canyon Road.

On September 29, 2022, the Traffic Commission held a meeting to discuss the recommendations in the traffic report. Mrs. Smith reminded the Commission of the concerns and Ms. Munoz provided an overview of the recommendations in the traffic report. At the conclusion, the Traffic Commission voted 4-0 (Virtue absent) to recommend that the City Council approve the improvements described in the traffic report.

DISCUSSION:

Attachment B is Ms. Munoz's traffic report for the Traffic Commission's consideration, which is based on observations from the site visit. Attachment C is the cost estimate provided by the City Traffic Engineer. Attachment D is a five-year Collision Summary Report from the Sheriff's Department beginning January 1, 2017 indicating no reported collisions on Johns Canyon Road, Storm Hill Lane, Chestnut Lane, and Morgan Lane.

Public Outreach
At the direction of the City Council at the October 24, 2022 meeting, notices were sent to residents in the affected neighborhood along with the City Traffic Engineer's report. On Monday, October 31, notices were mailed to 40 owners and occupants of the Johns Canyon Road neighborhood. On Friday, November 4, notices were emailed to 11 addresses on file.

On Monday, November 7, notices were hand-delivered to 6 addresses most affected by the improvements, including those where signs are proposed in front of their property. Hand383 delivered notices include:
2 Johns Canyon Road – attempted to call from entry gate but no answer; notice left on pillar next to gate
3 Johns Canyon Road – notice hand-delivered to house cleaner with instructions to call if there are any questions
4 Johns Canyon Road – no answer so notice was left at front door 5 Johns Canyon Road – notice was hand-delivered to owner who said he also received the notice in the mail
7 Johns Canyon Road – notice given to house cleaner; also spoke to owner in the driveway
8 Johns Canyon Road – no answer so notice was left at front door Attachment E is the notice that was sent, Attachment F is the vicinity map showing the properties that were notified, and Attachment G is the mailing list.

Response from the Public
In response to the notices that were sent, staff received one email from Binhong Li of 11 Johns Canyon Road requesting wide-angle traffic mirrors and speed bumps. The email is included as Attachment H.

Implementation
If the City Council approves the recommendations made by Ms. Munoz, staff would place a County Service Request (CSR) for the Los Angeles County Public Works via the General Services Agreement to implement the recommended measures. CSRs have been processed within two to three months from the date of the request. Staff anticipates that the Los Angeles County can complete the recommended measures in early January 2023.

FISCAL IMPACT:

The recommended street improvement costs are estimated to be $28,000. The improvements are not budgeted in the adopted budget for Fiscal Year 2022-2023 so a budget amendment to use General Fund Reserve would be needed to fund the improvements.

RECOMMENDATION:

Approve street improvements on Johns Canyon Road as recommended by the Traffic Commission, approve the budget amendment to fund the improvements, and find the same exempt from the California Environmental Quality Act.

ATTACHMENTS:

CO_TRC_Attachment A - Email from Smith 062122.pdf
CO_TRC_Attachment B - Memo from City Traffic Engineer 091922.pdf CO_TRC_Attachment C - Johns Canyon Rd Updated Estimate.pdf CO_TRC_Attachment D - Collission Report from Sheriffs for 5 years 083022.pdf CL_PBN_221114_Attachment E - CC_JohnsCynRd_improvements.pdf CL_PBN_Attachment F - Johns Canyon Rd Map.pdf
CL_PBN_221110_Attachment G - Johns Canyon Mailing List_2.pdf 384
CL_AGN_221114_CC_JohnsCanyonRd_PublicComment01.pdf
CL_AGN_CC_221104_Email_BinhongLi_Redacted.pdf
CL_AGN_221114_CC_JohnsCanyonRd_PublicComment02.pdf
385
1 John Signo
From: Elaine Jeng
Sent: Tuesday, June 21, 2022 12:33 PM
To: John Signo
Cc: Christian Horvath
Subject: Fwd: Slow down traffic on Johns Canyon Rd
Begin forwarded message:

From: "A.Shen.Smith" <[email protected]>
Date: June 21, 2022 at 4:12:27 AM GMT+3
To: Elaine Jeng <[email protected]>
Cc: Patrick Wilson <[email protected]>, Grzywacz Claudia <[email protected]>, Tangen Nicole <[email protected]>, Heinsheimer Tom <[email protected]> Subject: Slow down traffic on Johns Canyon Rd

Hi Elaine,
I am sending this email on behalf of these 4 property owners to request the City’s help.

Heinsheimer (7 Johns Canyon)
Grzywacz (4 Storm Hill Lane)
Tangen (10 Johns Canyon)
Smith (12 Johns Canyon)
We are requesting the Traffic Commission to address the traffic hazard on Johns Canyon Road.

As you know, the street is winding, narrow, steep, with several blind curves.

We have witnessed and experienced (while driving, walking, and horseback riding) many near misses with vehicles that come barreling down the hill too fast, often crossing the center line.

There had been minor collisions on the street; my husband and his riding friend have had many close encounters with vehicles while crossing the road on horseback.

We are asking the City’s help to slow down the traffic, to prevent serious mishaps just waiting to happen. With increased deliveries and work vehicles, things will only get worse.

Currently there is one “horse crossing” sign near the top of the street, just off Crest. However, more should be done further down the road.

We are not experts on the best solution: whether it is installing bumps on the center line or placement of appropriate traffic signs.

We would appreciate the help of the Traffic Commission on this matter.

Thank you for your consideration.
386
Memorandum
TO: Elaine Jeng, PE, City Manager
FROM: Vanessa Munoz, City Traffic Engineer
DATE: September 19, 2022
SUBJECT: Johns Canyon Road Traffic Calming Measures
This memorandum is in response to the request by City staff to review and provide input on traffic calming measures for Johns Canyon Road. The request arose when residents from Johns Canyon Road attended the traffic commission meeting on Thursday July 28,2022 and presented their concerns regarding vehicles driving on the wrong side of the road and speeding.

On Monday August 29, 2022, a field meeting was held with three residents, city staff and the city traffic engineer to discuss their concerns. The general concerns included vehicles using the center of the roadway to travel up and down Johns Canyon which lead to near missed head on collisions; general speeding; excessive speeding within the tights curves and speeding around pedestrians and equestrian traffic.

Johns Canyon Road is a residential north-south 19 to 20-foot wide roadway north of Crest Road with one lane of travel in each direction. The road is striped with edge lines to delineate the edge of pavement and a skipped yellow line to delineate the center of the road and no reflective markers. The prime facie speed limit is 25 mph.

To reduce the speeding and minimize the number of vehicles that use the entire road instead of the designated travel lanes, the following striping and signage improvements (see the enclosed exhibit) are proposed:
 Stripe 6” white edge line (detail 27)
 Stripe 6” double yellow center road detail with reflective payment markers around the curve. The pavement markers will be spaced every 8-feet to provide an enhancement to the center of the road.
 Install four (4) curve warning signs with a recommended speed limit of 15 mph for curved segment of roadway
 Stripe 6” yellow skipped line (detail 2) to delineate center of roadway along the roadway segment that does not have sharp curves. The striping detail will include reflective markers
387
15 15 N.T.S. N.T.S. N.T.S. 13191 CROSSROADS PARKWAY NORTH, SUITE 405 INDUSTRY, CA 91746-3497
(562) 908-6200 ATTACHMENT SHEET: 1 OF 1 CITY OF ROLLING HILLS 1"=150' LEGEND PROPOSED SIGN SIGNING AND STRIPING CONCEPT ON JOHNS CANYON RD FROM CREST RD TO CUL-DE-SAC 388
Item
No. Description Quantity Unit Unit Price Extended Amount

1. Install signing and striping complete
per concept plan. 1 LS $ 14,300.00 $ 14,300.00

2. Removal of old striping per concept
plan. 1 LS $ 9,400.00 $ 9,400.00
$ 23,700.00
$3,555.00
Project Total $28,000.00
15% Contingency

ENGINEER'S ESTIMATE
FOR

CITY OF ROLLING HILLS

JOHNS CANYON RD
10/10/2022
Sub total
389
390
391
392
393
City of Rolling Hills INCORPORATED JANUARY 24, 1957
2 PORTUGUESE BEND ROAD
ROLLING HILLS, CA 90274
(310) 377-1521

TRAFFIC IMPROVEMENTS FOR JOHNS CANYON ROAD
The City Council of the City of Rolling Hills will conduct a meeting to discuss recommendations to improve traffic safety on Johns Canyon Road.

Meeting Date: Monday, November 14, 2022
Time: 7 p.m.

Location: Council Chambers, Rolling Hills City Hall
2 Portuguese Bend Road, Rolling Hills, CA 90274
On September 29, 2022, the Traffic Commission reviewed safety concerns on Johns Canyon Road that were raised by residents. The City Traffic Engineer prepared recommendations (attached) to address the concerns, which were accepted by the Traffic Commission.

The Traffic Commission’s recommendations were then considered by the City Council at its meeting on October 24, 2022. Since the recommendations will affect those using Johns Canyon Road, the City Council would like to hear from residents in the area.

Residents are encouraged to review the attached memorandum and provide feedback to the City Council at the November 14, 2022 meeting.

In addition to attending the meeting, residents may also submit comments prior to the start of the meeting by emailing the City Clerk at [email protected]. Your comments will become part of the official meeting record. You may provide your full name, but please do not provide any other personal information (i.e. phone numbers, addresses, etc.) that you do not want to be published.

For additional information contact the Planning Department at 310-377-1521 or email [email protected].
394

MAP OF PROPERTIES RECEIVING NOTICE OF STREET IMPROVEMENTS TO JOHNS CANYON ROAD 395

JOHNS CANYON ROAD MAILING LIST
Owner(s) Full Name MailAddress MailCity MailZip Hand Delivered Email Sent Notes TAKAHASHI,MIKI H AND RYO TRS TAKAHASHI FAMILY TRUST 0 CHESTNUT LN ROLLING HILLS CA 90274‐5001 YES Undeliverable to: [email protected] RUSSELL,MARIA J TR MARIA J RUSSELL TRUST PO BOX 2087 PALOS VERDES PNSLA CA 90274‐8087 PERRIN,PATRICK CO TR PERRIN FAMILY TRUST PO BOX 2646 ROLLING HILLS CA 90274‐8646 PHILLIPS,GARY R TR FIVE JOHNS CANYON ROAD TRUST PO BOX 4261 ROLLING HILLS ESTATES CA 90274‐9577 IAN YUNG 1 CHESTNUT LN ROLLING HILLS CA 90274
HOFMAN,CRAIG AND MARI D TRS C AND M HOFMAN TRUST 1 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 YES Undeliverable to: [email protected];
[email protected]
HU, FENG 1 MORGAN LN ROLLING HILLS CA 90274
TANGEN,DARREN J TR DARREN AND NICOLE TANGEN TRUST 10 JOHNS CANYON RD ROLLING HILLS CA 90274‐5082 YES FANG,MANDI AND LI,BINHONG 11 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 SMITH,BERNARD J AND ANNE S TRS BERNARD AND ANNE SMITH TRUST 12 JOHNS CANYON RD ROLLING HILLS CA 90274‐5083 YES ROYAN,YVONNE TR YVONNE ROYAN TRUST AND ROYAN,JOHN TR ROYAN TRUST 13 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 SHULTZ,STEPHEN AND CATHERINE TRS S AND C SHULTZ TRUST 14 JOHNS CANYON RD ROLLING HILLS CA 90274‐5083 MEDINA,JORGE L CO TR JORGE AND CHERYL MEDINA TRUST 14167 S HAWTHORNE BLVD HAWTHORNE CA 90250 SHULTZ PROPERTIES INC 15 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 SHULTZ,STEPHEN W TR S AND C SHULTZ TRUST 17 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 JORGE MEDICA 2 CHESTNUT LN ROLLING HILLS CA 90274
COLYEAR,RICHARD C2 JOHNS CANYON RD ROLLING HILLS CA 90274‐5081 YES YES attempted to call from entry gate but no answer;
notice left on pillar next to gate
GRAY,MICHAEL AND SUSAN TRS GRAY FAMILY TRUST 2 MORGAN LN ROLLING HILLS CA 90274‐5045 ICARUS LP C/O MITTAL MANAGEMENT LLC 2030 W ROSECRANS AVE GARDENA CA 90249‐2932 STORM PROPERTIES INC 23223 NORMANDIE AVE TORRANCE CA 90501‐5050 DONNA PERRIN 29 CREST ROAD W ROLLING HILLS CA 90274
HANSEN,LISA TR LISA HANSEN TRUST 3 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 YES YES notice hand‐delivered to house cleaner with
instructions to call if there are any questions
DOUGLAS,SCOTT ANDKRISTINE TRS DOUGLAS FAMILY TRUST 3 MORGAN LN ROLLING HILLS CA 90274‐5045 SUNNY GLEN ORCHARD LLC C/O JEANNE C SAKS 33 CREST RD W ROLLING HILLS CA 90274‐5057 COLYEAR,RICHARD C 35 CREST RD W ROLLING HILLS CA 90274‐5057 LIN,CHIN YEW AND LAI,JAU CHING 4 CHESTNUT LN ROLLING HILLS CA 90274‐5001 WINGERNING,WILLIAM M CO TR WINGERNING FAMILY TRUST 4 JOHNS CANYON RD ROLLING HILLS CA 90274‐5081 YES YES no answer so notice was left at front door MARIA RUSSELL 4 MORGAN LN ROLLING HILLS CA 90274
CLAUDIA STORM‐GRZYWACZ 4 STORM HILL LN ROLLING HILLS CA 90274 YES SPELLBERG,RICHARD AND CAROLE TRS R D AND C L SPELLBERG TRUST 5 CHESTNUT LN ROLLING HILLS CA 90274‐5001 JACK MUNCHERIAN 5 JOHNS CANYON RD ROLLING HILLS CA 90274 YES YES notice was hand‐delivered to owner who said he
also received the notice in the mail
LIM,IN OK 5 MORGAN LN ROLLING HILLS CA 90274‐5045
HU,JINGJIE TR BLUE PACIFIC MTN TOP TRUST AND FENG,WHITNEY 51 VIA DEL CIELO RANCHO PALOS VERDES CA 90275‐2511 HANSEN,GARY R AND PATRICIA C6 CHESTNUT LN ROLLING HILLS CA 90274‐5001 CERAMI,JAMES J AND MAYA TRS CERAMI SODERSTROM FAMILY TRUST 6 MORGAN LN ROLLING HILLS CA 90274‐5045 HEINSHEIMER,THOMAS F CO‐TR HEINSHEIMER TRUST 7 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 YES YES notice given to house cleaner; also spoke to
owner in the driveway
REICH,GERALD AND MARGARET TRS REICH TRUST 7 MORGAN LN ROLLING HILLS CA 90274‐5045 COLE,REGENA C TR COLE FAMILY TRUST 8 JOHNS CANYON RD ROLLING HILLS CA 90274‐5081 YES no answer so notice was left at front door SCHMALZRIED,THOMAS P CO TR SCHMALZRIED FAMILY TRUST 8 MORGAN LN ROLLING HILLS CA 90274‐5045 STONE,DAVID N AND KIMBERLY G TRS STONE FAMILY TRUST 9 JOHNS CANYON RD ROLLING HILLS CA 90274‐5005 YES TOTAL 40 6 11
396
From: DAVID STONE
To: City Clerk
Subject: Traffic safety on Johns Canyon Road
Date: Thursday, November 10, 2022 9:31:31 AM
We are residents on Johns Canyon Road and we fully support the proposed recommendations from the City Traffic Engineer as detailed on the email we recevied from Mr. Signo on November 4, 2022.

David and Kimberly Stone
397
1 John Signo
From: Christian Horvath
Sent: Monday, November 7, 2022 9:05 AM
To: John Signo
Subject: FW: Traffic improvements for Johns canyon road See below….

With gratitude,
Christian Horvath
City Clerk / Executive Assistant to the City Manager
City of Rolling Hills
2 Portuguese Bend Road, Rolling Hills CA 90274
o: 310.377.1521 | c: 213.925.9490 | f: 310.377.7288
e: [email protected]
This is a transmission from the City of Rolling Hills. The information contained in this email pertains to City business and is intended solely for the use of the individual or entity to whom it is addressed. If the reader of this message is not an intended recipient, or the employee or agent responsible for delivering the message to the intended recipient and you have received this message in error, please advise the sender by reply email and delete the message.

WARNING: Computer viruses can be transmitted by e-mail. The recipient should check this e-mail and any attachments for the presence of viruses. The CITY OF ROLLING HILLS accepts no liability for any damage caused by any virus transmitted by this e-mail.

From: BINHONG LI
Sent: Friday, November 4, 2022 10:53 AM
To: City Clerk <[email protected]>
Subject: Traffic improvements for Johns canyon road
Hello,
I am Lily, the residents of Johns Canyon Road, Can we apply to build serval wide angle view and curved traffic mirrors please? Also to build some speed bumps for driving safety.

Thank you for your time!
Lily
--
Lily
398
From: Kimberly Stone
To: City Clerk
Subject: Traffic Improvements for Johns Canyon Road
Date: Saturday, November 12, 2022 10:33:57 AM
To: Rolling Hills City Council
Re: Recommendations for Traffic Improvements for Johns Canyon Road Hello,
We would like to register our unequivocal support for the traffic improvements recommended for Johns Canyon Road.

As long-time residents of this street, we've noticed an increase in driving habits that pose significant safety concerns
for drivers, pedestrians and equestrians. We very much appreciate the efforts of the Traffic Commission, the Rolling HIlls
City staff, the City traffic engineer, and involved residents of Johns Canyon Road for spearheading these efforts to
make our street and neighborhood safer.

Thank you to all concerned for your continued efforts to keep Rolling Hills the beautiful, safe and unique area it is.

Sincerely,
Kimberly and David Stone
399
Agenda Item No.: 11.F
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: ELAINE JENG, CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: CONSIDER AND APPROVE AMENDING THE SANITARY SEWER

IMPROVEMENT FEASIBILITY STUDY TO PHASE THE
CONSTRUCTION OF THE 8-INCH SEWER MAIN PROJECT
DATE: November 14, 2022
BACKGROUND:

At the May 13, 2019 meeting, the City Council approved a Professional Services Agreement with Willdan Engineering for the Phase II Sanitary Sewer Improvement Feasibility Study. The completed study was submitted to the Sanitation District of Los Angeles County for a Will Serve Letter to accept effluent discharge from Rolling Hills at the County's treatment facility.

The County provided two Will Serve Letters: the first Will Serve Letter allows effluent discharge from the City Hall campus and from the Tennis Courts. The second Will Serve Letter allows for effluent discharge from existing 235 single family homes in Rolling Hills. The cities of Rolling Hills Estates and Torrance reviewed the study and the study was approved by the Los Angeles County Department of Public Works (LACDPW) on May 6, 2020.

The City released a Request for Proposal and engaged the services of NV5 in 2020 to provide engineering design for the 8-inch sewer main along Portuguese Bend Road/Rolling Hills Road from the Rolling Hills Community Association's (RHCA) main gate to the intersection of Rolling Hills Road and Crenshaw Boulevard. Since the commencement of the design work, NV5 has met the 65% design, 90% design, and the 100% design milestones. The design documents at various milestones were reviewed by the cities of Rolling Hills Estates and Torrance.

During the review process, the City of Torrance requested additional design services to address the utility conflict from upsizing downstream main lines near the corner of Rolling Hills Road and Crenshaw Boulevard. A proposal to amend NV5's professional services agreement was presented to the City Council on April 25, 2022 at which time the City Council directed staff to look at bifurcating the project into two construction phases.

Phase 1 would include the new 8-inch sewer main along Portuguese Bend Road from the RHCA's main gate to Lariat Lane in Rolling Hills Estates. Phase 2 would involve the downstream sewer improvements in the City of Torrance (upsizing existing sewer mains) 400
along Rolling Hills Road from Lariat Lane to Crenshaw Boulevard.

DISCUSSION:

Per the City Council's direction at the April 25, 2022 meeting, staff confirmed with the cities of Rolling Hills Estates and Torrance as well as LACDPW that the proposed 8-inch sewer main along Portuguese Bend Road/Rolling Hills could be phased as previously described on the condition that the Sanitary Sewer Improvement Feasibility Study prepared by Willdan Engineering be updated. All agencies wanted to confirm that the existing sewer main lines in Rolling Hills Estates and the City of Torrance have the capacity to accept effluent from the City Hall campus and the Tennis Courts (Phase 1) without upsizing.

In June 2022, Willdan Engineering provided a proposal to amend the Sanitary Sewer Improvement Feasibility Study for $9,010. At the June 27, 2022 meeting, the City Council reviewed Willdan Engineering's proposal and directed staff to bring this item back in six months.

FISCAL IMPACT:

The adopted Fiscal Year 2022-2023 budget did not include funds to amend the Sanitary Sewer Improvement Feasibility Study. If the City Council should move forward with an amended agreement with Willdan Engineering, the General Fund Reserves would be used to pay for the expense.

RECOMMENDATION:

Approve a proposal from Willdan Engineering in the amount of $9,010 and direct staff to prepare an amended Professional Services Agreement.

ATTACHMENTS:

PW_SEW_8-inch_P22-158_23401_RH_Phase_II__Sewer_Area_Study_Supplement.pdf 401
May 5, 2022 Via e-mail: [email protected]
Ms. Elaine Jeng, PE, City Manager
City of Rolling Hills
No. 2 Portuguese Bend Road
Rolling Hills, CA 90274
Subject: Sewer Area Study Supplement
Dear Ms. Jeng:

The City of Rolling Hills selected Willdan Engineering in 2018 to prepare a “Sewer Feasibility Study Including City Hall and Tennis Court Site” (Phase 1). The study conducted concept level research and engineering feasibility evaluation regarding the potential of connecting the City Hall, POA building, and the tennis court site, and upstream properties to existing downstream sanitary sewer systems. The report was presented to the City Council on October 8, 2018. The City subsequently selected Willdan in July 2019 to further the design to the preliminary engineering level (Phase 2). The scope of work of the Phase 2 project included:

Analyzing parcels in the City upstream of the City Hall location that can feasibly drain to the proposed sanitary sewer extension;
Estimating the amount of wastewater to be generated by the project area; Analyzing the capacity of the existing downstream sewer system with the estimated wastewater from the project area;
Preparation of a Sewer Area Study that was submitted to, and received approval from, the City of Torrance, the City of Rolling Hills Estates, LACDPW and the County Sanitation District of Los Angeles County;
Preparation of preliminary engineering plans for the extension of the sanitary sewer to the City Hall, POA Building and tennis court site.

The Phase 2 project determined that pipe size upgrades in the downstream segments in the City of Torrance are required to ensure the sewer pipes do not exceed Design Capacity (pipe half full).
402
City of Rolling Hills
May 5, 2022
Attn: Elaine Jeng, PE, City Manager
The City now desires to study the impact to the downstream sewers from the sewer flows from the City Hall and the Tennis Court Site only, i.e., not including sewer flow from the upstream properties. The sewer will likely not be extended to the upstream properties for several years and the City would like to not construct the pipe size upgrades at this time if they are not needed. The City has contacted the Cities of Rolling Hills Estates and Torrance and they are acceptable to this concept if the Sewer Area Study is supplemented to verify that the downstream sewer pipes are within Design Capacity without the sewer flows from the upstream properties. This proposal presents Willdan’s scope of work, fee and schedule to prepare the Sewer Area Study Supplement.

SCOPE OF WORK

1. Project Management:

The success of any project is dependent upon communication between the client and project manager. This communication ensures that the project performs within the agreed upon scope of work, schedule, and budget. Willdan will provide the City with a bi-weekly Project Status Memorandum which will be delivered via email.

Products Developed: Bi-Weekly Project Status Memorandum Deliverable to Client: Bi-Weekly Project Status Memorandum

2. Review Approved Sewer Area Study:

Willdan will review the Sewer Area Study which was approved by all affected agencies to determine the pertinent documents, figures, and calculations which will require revision.

Products Developed: Project status documents and working notes Deliverable to Client: None

3. Revise the Sewer Model:

Willdan will update the approved sewer model Excel file to reflect the following:

Delete sewer flows from properties upstream of City Hall / Tennis Court Site; Revise pipe slopes to reflect the current design plans provided by the City; and Evaluate the results of the model
Products Developed: Updated Sewer Model
Deliverable to Client: None

4. Prepare a Sewer Area Study Supplement:
403
City of Rolling Hills
May 5, 2022
Attn: Elaine Jeng, PE, City Manager
Willdan will prepare a textual document which will document the scope and findings of the Supplement. Figures and exhibits which were included in the approved Sewer Area Study will be annotated to reflect the scope and findings of Phase 1. Willdan will prepare a Sewer Area Study Supplement, sealed and signed by a California registered Professional Engineer and submit to the City, Rolling Hills Estates, and Torrance. As Phase 1 will not have any impact on LACDPW facilities, we have emailed them to confirm that a formal submittal to them is not required. As of the writing of this proposal, we have not heard back from LACDPW, but we are including a submittal fee of $2000 in our fee to be conservative. The fee for the LACDPW review of the original Sewer Area Study was $2000 and is based on review effort. The review effort for the Supplement should be less and therefore the $2000 should be conservative. The Cities of Torrance and Rolling Hills Estates require no fee for review of the Supplement.

Products Developed: Sewer Area Study Supplement
Deliverable to Agencies: Draft Sewer Area Study Supplement (2 Hard Copies each to Rolling Hills, Torrance and Rolling Hills Estates. If LACDPW review is required, it is through its electronic permitting service)

5. Revise Sewer Area Study Supplement
Although not anticipated, it is possible that the agencies may have comments after reviewing the Sewer Area Study Supplement. If comments are received, Willdan will revise the documents as required and resubmit the Sewer Area Study, sealed and signed by a California registered Professional Engineer.

Products Developed: Revised Sewer Area Study Supplement Deliverable to Client: Revised Sewer Area Study Supplement (2 Hard Copies each to Rolling Hills, Torrance and Rolling Hills Estates. If LACDPW review is required, it is through its electronic permitting service) FEE
We propose to provide the above engineering services for a fixed fee of $9,010.

Please indicate the City’s approval and authorization to proceed by either printing out and signing two originals and returning one hard copy original to our office, or by scanning one signed original and returning it by e-mail.
404
City of Rolling Hills
May 5, 2022
Attn: Elaine Jeng, PE, City Manager

SCHEDULE
We estimate the Sewer Area Study Supplement will be completed within four weeks, which excludes agency review time, from receipt of the signed proposal and written Notice-to-Proceed. The proposed Schedule is as follows:

Task Weeks Weeks from NTP

1. Project Management Ongoing Ongoing

2. Review Approved Sewer Area Study 1 1

3. Revise Sewer Model 1 2

4. Prepare Sewer Area Study Supplement 1 3

5. Revise Sewer Area Study Supplement 1 4
Thank you for the opportunity to be of service to the City of Rolling Hills. We recognize the importance of this preliminary engineering assessment to the City and are committed to accomplishing it timely and successfully. Should you have any questions regarding this proposal, please contact Mr. Chris Stone, P.E. at (702) 289-4247 or Ms. Vanessa Muñoz PE, TE, PTOE at (562) 368-4848.

Respectfully submitted, Approval and Authorization to Proceed By:

WILLDAN ENGINEERING CITY OF ROLLING HILLS
Vanessa Muñoz, PE, TE, PTOE
President/Director of Engineering
Date:
910005/WW.00.60/P22-158_23401
405
406
Agenda Item No.: 12.A
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: VANESSA HEVENER, SENIOR MANAGEMENT ANALYST
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: ADOPT RESOLUTION NO. 1316 AND SET A PUBLIC HEARING ON JANUARY 23, 2023 TO CREATE UNDERGROUND UTILITY DISTRICT NO. 2 (UUD-02) ON EASTFIELD DRIVE
DATE: November 14, 2022
BACKGROUND:

To preserve the rural character of Rolling Hills and eliminate risks of wildfires, the City Council encourages and supports utility undergrounding throughout the community. In line with this vision, the City applied for grant funds through FEMA Hazard Mitigation Program and on January 26, 2022, the City was awarded $1,971,882 in Federal funds to underground utility infrastructure on Eastfield Drive between Outrider Road and Hackamore Road. The grant requires a Local Match of 25% or $657,294 for a total project amount of $2,629,176. The Local Match can be fulfilled using the City's Rule 20A work credits.

Through efforts and involvement from Councilmember Wilson, the City was able to secure a donation of $1,000,000 Rule 20A work credits from Supervisor Hahn's Office which will be approved by the Los Angeles County Board of Supervisor on its December 6, 2022 meeting.

DISCUSSION:

The California Public Utility Commission requires local agencies using Rule 20A work credits to adopt an ordinance creating an Underground Utility District (UUD) in the area in which both the existing and new facilities are and will be located requiring the following:

1. All existing overhead communication and electric distribution facilities in such district shall be removed,

2. Each property served from such electric overhead facilities shall have installed in accordance with SCE’s rules for underground service, all electrical facility changes on the premises necessary to receive service from the underground facilities of SCE as soon as it is available, and

3. Authorize SCE to discontinue its overhead service. This ordinance can also be in the form of a resolution.
407
The formation of the Underground Utility District provides SCE the authorization needed to initiate design of the proposed underground facilities by removing existing overhead facilities and installing the underground facilities as replacement. The formation of the Underground Utility District will not carry any financial requirements/burden to owners of the parcels within the district.

The City has been working with SCE to provide a Rough Order of Magnitude (ROM) for the segment on Eastfield Drive between Chuckwagon Road and Hackamore Road and have indicated that a ROM is not necessary in order to form an underground utility district. Given that SCE has already provided the ROM for the segment between Outrider Road and Chuckwagon Road used in the formation of the failed utility assessment district in 2021, the City is confident that the ROM for Chuckwagon and Hackamore will be generally consistent with what was previously presented.

Exhibit A identifies the parcels that be part of the Underground Utility District. The affected parcel owners will be notified via letter upon the City Council's approval of Resolution No. 1316 and the public hearing date on January 23, 2023 (attached).

FISCAL IMPACT:

The City will use grant funds of $1,971,882 to underground utility infrastructure on Eastfield Drive between Outrider Road and Hackamore Road and use the City's Rule 20A work credits in the amount of $657,294 (Local Match of 25%) for a total project amount of $2,629,176.

RECOMMENDATION:

Adopt Resolution No. 1316 and set a public hearing on January 23, 2023 to create Underground Utility District No. 2 (UUD-02) on Eastfield Drive ATTACHMENTS:

CL_AGN_CC_221114_ResolutionNo1316_IntentionToForm_UndergroundingUtilityDistrict2.pdf CL_AGN_221114_CC_EastfieldUU_District_Letter01_Template.pdf 408

Resolution No. 1316 1
RESOLUTION NO. 1316

A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ROLLING HILLS, CALIFORNIA, DECLARING ITS

INTENTION TO FORM CITY OF ROLLING HILLS
UNDERGROUND UTILITY DISTRICT NO. 2 (UUD-02)
(EASTFIELD DRIVE) AND FIXING THE TIME AND

PLACE OF A PUBLIC HEARING

THE CITY COUNCIL OF THE CITY OF ROLLING HILLS, CALIFORNIA, RESOLVES AS FOLLOWS:

SECTION 1. The City Council finds as follows:

A. The City has received a grant from the Federal Emergency Management Agency (“FEMA”) and the California Governor’s Office of Emergency Services (“CalOES”) to underground utility infrastructure along Eastfield Drive from Outrider Road to Hackamore Road;
B. Rule 20A of the California Public Utilities Commission (“Rule 20A”) allows Southern California Edison (”Edison”) to remove poles, overhead wires and associated overhead structures, and the underground installation of wire and facilities for supplying electric, communication and similar services to underground utility districts; C. Rule 20A funds are expected to be used as the local match portion for the CalOES/FEMA grant to provide for the undergrounding of such utility infrastructure; D. Chapter 15.32 of the Municipal Code of the City of Rolling Hills permits the City to form underground utility districts if the City Council finds, after holding a public hearing, that the public necessity, health, safety or welfare requires the removal of poles, overhead wires and associated overhead structures within designated areas of the City and the underground installation of wires and facilities for supplying electric, communication or similar associated service;
E. The City Council desires to set a public hearing for January 23, 2023 at 7:00 p.m. at the regular meeting place of the City Council at City Hall Council Chambers, 2 Portuguese Bend Road, Rolling Hills, California 90274 to consider the formation of City of Rolling Hills Underground Utility District No. 2 (UUD-02) (Eastfield Drive) (the “District”);
F. The proposed boundaries of the District are shown on a map included as Exhibit A to this Resolution;
SECTION 2. The above recitals, and each of them, are true and correct. 409

Resolution No. 1316 2
SECTION 3. A public hearing shall be held on January 23, 2023 at 7:00 p.m. at the regular meeting place of the City Council at City Hall Council Chambers, 2 Portuguese Bend Road, Rolling Hills, California 90274 to consider the formation of the District.

SECTION 4. The City Clerk is hereby directed to give notice of the public hearing to all affected property owners within the proposed District in the form and manner required by Chapter 15.32 of the City’s Municipal Code.

SECTION 5. The City Engineer is hereby directed to consult with the affected utilities and to prepare a report for submission at the public hearing in form described in, and containing the information requiring by, Chapter 15.32 of the City’s Municipal Code.

SECTION 6. All inquiries for any and all information relating to these proceedings and the proposed District should be directed to:

Elaine Jeng, City Manager City of Rolling Hills
2 Portuguese Bend Road
Rolling Hills, CA 90274 (310) 377-1521
SECTION 20. This Resolution shall take effect immediately upon its passage.

SECTION 21. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 14th day of November, 2022. ___________________________________
JAMES BLACK, M.D.

MAYOR
ATTEST:
___________________________________

CHRISTIAN HORVATH

CITY CLERK
410

Resolution No. 1316 3

STATE OF CALIFORNIA )
COUNTY OF LOS ANGELES ) §§

CITY OF ROLLING HILLS )
The foregoing Resolution No. 1316 entitled:

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

ROLLING HILLS, CALIFORNIA, DECLARING ITS INTENTION

TO FORM CITY OF ROLLING HILLS UNDERGROUND UTILITY
DISTRICT NO. 2 (UUD-02) (EASTFIELD DRIVE) AND FIXING

THE TIME AND PLACE OF A PUBLIC HEARING
was approved and adopted at a regular meeting of the City Council on the 14th day of November, 2022, by the following roll call vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________

CHRISTIAN HORVATH

CITY CLERK
411

Resolution No. 1316 4

EXHIBIT A

BOUNDARY MAP OF PROPOSED
CITY OF ROLLING HILLS UNDERGROUND UTILITY DISTRICT NO. 2 (UUD-02) (EASTFIELD DRIVE)
412
[PLEASE PLACE LETTER ON CITY LETTERHEAD]
Date
Resident
«Address_Line_1»
Rolling Hills, CA 90274
Subject: Rolling Hills Eastfield Drive Utility Undergrounding District FEMA Hazard Mitigation Grant Program
Dear Rolling Hills Resident:

In 2019, the City of Rolling Hills (City) submitted an application to the Hazard Mitigation Grant Program to underground existing power lines for fire prevention mitigation. In January 2022, the City was awarded grant funds to underground existing power lines along Eastfield Drive, from Outrider Road to just North of Hackamore Road covering approximately 4,735 linear feet. The existing overhead lines will be relocated/removed from their current location adjacent to Eastfield Drive and placed underground. Southern California Edison (SCE) will be the lead agency for the design and construction (removal of existing overhead power lines and other utilities using the existing overhead infrastructure and undergrounding all these utilities.) The California Public Utility Commission requires the creation of a Utility Undergrounding District by City Resolution for the area in which both the existing (overhead) and new (underground) facilities will be located.

This letter serves as a notice that a portion of your property lies within the proposed Underground Utility District.

The limits of the proposed Utility Undergrounding are approximately 100 feet in all directions beyond the location of the existing overhead facilities. Easements for new underground facilities that may be located on privately owned property will be required. Upon SCE’s design completion, the City will have more clarity on where easements may be required. The attached Exhibit A is a map showing the approximate limits of the project.

The City Council will consider formation of the Utility Undergrounding District at a Public Hearing on Monday, January 23, 2023 at 7:00pm. Upon approval of the Resolution, SCE will commence with design of the underground facilities. Your feedback is important and you are invited to participate in January 23, 2023 City Council meeting
Please contact Vanessa Hevener, Senior Management Analyst, if you should have questions at 310-377-1521 or by email at [email protected].

Sincerely,
Elaine Jeng, P.E.

City Manager
enc: Exhibit A
cc: Vanessa Hevener
Robert Ciccarelli, SCE
413

Resolution No. 1316 4

EXHIBIT A

BOUNDARY MAP OF PROPOSED
CITY OF ROLLING HILLS UNDERGROUND UTILITY DISTRICT NO. 2 (UUD-02) (EASTFIELD DRIVE)
414
Agenda Item No.: 12.B
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: ELAINE JENG, CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: CONSIDER ONWARD ENGINEERING TO PROVIDE CONSTRUCTION

AND GENERAL INSPECTION SERVICES FOR A NOT-TO-EXCEED
AMOUNT OF $24,470 FOR FISCAL YEAR 2022-2023; AND DIRECT

STAFF TO PREPARE A PROFESSIONAL SERVICES AGREEMENT
DATE: November 14, 2022
BACKGROUND:

Councilmember Bea Dieringer noted that the City should conduct construction inspections in conjunction with the recently completed emergency drainpipe repairs at 1 Middleridge Lane North. In response, staff released a Request for Proposals (RFP) soliciting Construction and General Inspection Services to assist with the following projects:

Emergency storm drainpipe repair at 3 Middleridge Lane North, anticipated to commence on November 14
Anticipated traffic improvements on Johns Canyon Road pending City Council's approval
General inspections on an as-needed basis
The RFP for Construction and General Inspection was published on the city’s website on Monday, October 31 and is attached. To meet the needs of the emergency repair at 3 Middleridge Lane North, the RFP closed on Wednesday, November 9, 2022 at 3pm. The results of the solicitation are presented in this report for the City Council's consideration.

DISCUSSION:

There were five proposals received as a part of the solicitation. Staff evaluated all responses and selected Onward Engineering based on four categories:

1. Expertise, Experience & Training Plus Prior Contracting History

2. Project Approach

3. Cost

4. Compliance with RFP
415
All the proposals complied with the requirements of the RFP and all proposals were received timely. All the proposals demonstrated expertise to serve in the specified capacity and demonstrated relevant experience through their list of recent projects. Below is a summary of the construction inspection hourly rates provided by each proposer and staff's scoring of the proposals.

Proposer Hourly rate Score
GK & Associates $175 85.20
Ladayu Consulting Group $120 86.35
Onward Engineering $135 89.25
Transtech Engineers, Inc. $150 85.90
Southstar Engineering &
Consulting, Inc.
$109-$196 84.80
The element that set Onward Engineering apart from the other proposals was that outreach to the community was an important part of their service. This emphasis is aligned with the staff's approach to serving the community. Onward Engineering included dedicated personnel to disseminate information during all phases of construction. Additionally, the proposer recognized the rural character of the City requiring less expertise at the engineering level but more emphasis at the inspector level. A robust list of construction inspectors that can serve Rolling Hills was included. In comparison, Onward Engineering offered a competitive rate of $135 hours per hour for construction inspection.

The proposals are available at the City Clerk's office.

FISCAL IMPACT:

The emergency drainage repair and the pending traffic improvements were not anticipated at the time the Fiscal Year 2022-2023 budget adoption. As such, the construction inspections associated with these projects were not included in the current budget. If the City Council decides to engage Onward Engineering for services, General Funds Reserves would be used to fund the contract.

Each proposer provided an hourly rate for construction inspection and general inspection. For the emergency repair at 3 Middleridge Lane Onward Engineering, estimated a cost of $15,770 assuming the work would commence on November 14 and end on November 30. Onward Engineering also estimated $2,700 for conducting 10 meetings, if needed throughout Fiscal Year 2022-2023. Since the work duration for the anticipated traffic improvements on Johns Canyon Road and the as-needed inspections in the easement are unknown at this time, staff is using an estimate of $6,000 for a total contract amount of $24,470.

RECOMMENDATION:

Approve as presented.

ATTACHMENTS:

PW_PJI_221031_RFP_InspectionServices_FY22-23.pdf
416

INCORPORATED JANUARY 24, 1957
NO. 2 PORTUGUESE BEND

ROAD ROLLING HILLS, CA
90274
(310) 377-1521
FAX (310) 377-7288

REQUEST FOR PROPOSALS

CAPITAL IMPROVEMENTS CONSTRUCTION AND GENERAL INSPECTION SERVICES PROPOSALS DUE 3PM, NOVEMBER 9, 2022
SECTION 1 BACKGROUND
The City of Rolling Hills is seeking Construction and General Inspection Services to assist with the following projects:
• Emergency storm drainpipe repair at 3 Middleridge Lane North • Traffic improvements approved by the City Council
• General inspections on an as-needed basis
Rolling Hills is a private gated community. All the roadways within the City boundaries are private streets managed by the Rolling Hills Community Association (RHCA). The City owns the City Hall property, the Tennis Courts, and three riding rings. RHCA is a tenant of the City, renting the RHCA’s building on City Hall property, the Tennis Courts and the three riding rings. The RHCA is the operator of leased properties. The projects listed above require close coordination with the City RHCA.

SECTION 2 SCOPE OF SERVICES
Task 1: Serves as the City’s construction inspector for the emergency repair at 3 Middleridge Lane North, slated to start on November 14, 2022 and anticipated to complete by November 30, 2022. Provide site inspections to ensure contractor meets construction documents, industry standards and practices, safety measures per CalOSHA, NPDES (stormwater) requirements for a construction site, applicable city codes, and provide inspection reports to the City on a weekly basis.

Task 2: Serves as the City’s construction inspector for traffic improvements approved by the City Council.

The Los Angeles County Public Works via the City’s General Services Contract will implement majority of traffic improvements in Rolling Hills. Provide inspections to ensure contractor meets construction documents, industry standards and practices, safety measures per CalOSHA, NPDES (stormwater) requirements for a construction site, applicable city codes, and provide inspection reports to the City on a weekly basis.

Task 3: Serves as the City’s inspector for the construction activities in the easement (term equivalent to public right of way in a non-private community), on an as-needed basis. Provide inspection reports to the City as appropriate. This task would include responding to residents’ inquiries, conducting site visits to private properties in connection with activities in the easement.

Task 4: Meeting with City staff as needed, maximum ten meetings over a twelve-month period. 417

SECTION 3 PROPOSAL REQUIREMENTS
Understanding of the Scope of Work: Consultant shall provide a narrative to the approach to complete the Scope of Work efficiently and economically.

Organization, Credentials and Experience: Provide a summary of the Consultant’s qualifications, credentials, and related past experience. Describe the consulting firm, including the personnel who will be assigned to the contract.

Provide a list of three of the Consultant’s projects within the last five years of similar scope and content.

Fees: Provide a rate proposal for the scope of work. The cost proposal shall be identified for each task. The proposed cost budget shall present the labor rates and proposed labor hours of proposed staff for each work task described in the consultant’s proposal, as well as other direct costs.

Additional Information: Consultants are to review the sample Professional Services Agreement and provide comments and or questions as a part of the Consultant’s proposal. See Section 6 of this RFP.

SECTION 4 PROPOSAL PROCEDURE
All proposals are due no later than 3pm on November 9, 2022. The City reserves the right to extend the deadline.

The City will respond to request for clarification in written RFP addendum(s) as needed. All inquiries shall be directed to the City Clerk/Executive Assistant to the City Manager, Christian Horvath via email:
[email protected]. Please submit the proposal via email to Elaine Jeng, P.E.

City Manager
[email protected]
Submission of a proposal indicates acceptance by the firm of the conditions contained in this request for proposal unless clearly and specifically noted in the proposal submitted and confirmed in the agreement between the City of Rolling Hills and the firm selected. The City of Rolling Hills reserves the right without prejudice to reject any or all proposals. No reimbursement will be made by the City for costs incurred in the preparation of the response to this Request for Proposal. Submitted materials will not be returned and become the property of the City of Rolling Hills.

SECTION 5 SELECTION CRITERIA
Proposals will be selected based on sound approach to meeting the scope of work, the ability to demonstrate efficiency use of resources, the relevant experience of proposed personnel, and dedication of personnel to complete the listed projects within Fiscal Year 2022-2023.

SECTION 6 SAMPLE CONSULTANT AGREEMENT
A sample City Professional Services Agreement is included with this Request for Proposal as Attachment 1.

Consultants are to review the sample agreement and provide comments and questions as a part of the proposal. 418
419
420
421
422
423
424
Agenda Item No.: 13.A
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: ELAINE JENG, CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: LOS ANGELES COUNTY LAND BANK PROGRAM (DIERINGER) DATE: November 14, 2022
BACKGROUND:

At the October 10, 2022 City Council meeting, Councilmember Bea Dieringer requested to have a discussion on the Los Angeles County Land Bank Program.

DISCUSSION:

League of California Cities Los Angeles County Division (Cal Cities LA) was consulted, and the Regional Public Affairs Manager Jeff Kiernan provided the attached reference material relating to the Los Angeles County Land Bank Program. These are highlights from the reference material:

Los Angeles County is interested in a viable land banking model that would operate at a regional scale to support affordable housing preservation and production without a dedicated and ongoing source of funding.

Los Angeles County is concerned about severely cost burdened households vulnerable to displacement and an increased risk of homelessness.

The reference study that Los Angeles County used to initiate the land bank program states, "The land bank should have the capacity to proactively search for underutilized sites in targeted neighborhoods facing displacement pressure which would meet the criteria established by affordable housing funding programs for future development of multi-family subsided rental housing."
Los Angeles County's pilot land bank program will focus and target land within a radius of up to approximately two miles on either side of the LA River in communities at highest risk of displacement.

The reference study recommends "After successful implementation and creation of the land bank pilot and reviewing lessons learned the land bank may be expanded to the full County as a strategy for anti-displacement and the creation of affordable housing." The Los Angeles County Chief Executive Officer allocated $40 million in American Rescue Plan funds for the land bank program.

In September 2022, Supervisor Janice Hahn motioned to have County staff provide a 425
report on the feasibility of an opt-in mechanism to ensure that cities have a choice of whether or not to participate in the County's pilot program while also maintaining the County's existing authority to acquire and entitle property.

In October 2022, Cal Cities LA sent a letter to Los Angeles County Metropolitan Transportation Authority (Metro) expressing concerns with Metro's partnership in the Los Angeles County's proposal to establish a land bank program. Cal Cities LA noted that Metro's partnership is most suitable for the unincorporated areas in each Supervisors' jurisdiction or in cities that chose to participate.

The SBCCOG Board voted 10/1/1 at their October 27, 2022 meeting to approve sending a modified letter akin to one drafted by CalCities and the California Contract Cities Association with the following additional points: - the land bank would deprive cities of property tax income as it indefinitely holds property for future development - that it competes with and duplicates the LA County Affordable Housing Solutions Agency established by SB679
- and that it undermines state certified housing elements FISCAL IMPACT:

There is no fiscal impact to providing a report on the Los Angeles County Land Bank Program.

RECOMMENDATION:

Receive a presentation from Councilmember Dieringer and provide direction to staff.

ATTACHMENTS:

CL_AGN_221114_CC_LACo_LandBank_CEO-Report.pdf
CL_AGN_221114_CC_LACo_LandBank_HahnLandBanking.pdf
CL_AGN_221114_CC_LACD_CCCA_CommentLetterToMetro.pdf
CL_AGN_221114_CC_LACo_LandBank_Pres.pdf
CL_AGN_221114_CC_LACo_LandBank_MetroBoardItem.pdf
CL_AGN_221114_CC_SBCCOG_LetterToBOS.pdf
CL_AGN_221114_CC_PVE_Letter.pdf
426
County of Los Angeles

CHIEF EXECUTIVE OFFICE
IJ Kenneth Hahn Hall of Administration
500 West Temple Street, Room 71 3, Los Angeles, California 90012 4LIFOR’ http I/ceo lacounty gov
FESIA A. DAVENPORT Board of Supervisors
Chief Executive Officer HILDA L. SOLIS
First DistrictHOLLY J. MITCHELL
Second District
June 3 2022 SHEILA KUEHL
Third DistrictJANICE HAHN
Fourth DistrictKATHRYN BARGER
To: Supervisor Holly J. Mitchell, Chair Fifth District
Supervisor Hilda L. SolisSupervisor Sheila KuehlSupervisor Janice Hahn Supervisor K B ger
From: Fesia A. Davenpo
Chief Executive Office
ESTABLISHING A LAND BANK FOR LOS ANGELES COUNTY (ITEM NO. 4, AGENDA OF MARCH 1, 2022)
On March 1, 2022, the Board of Supervisors (Board) adopted a motion directing theChief Executive Officer, in collaboration with the Department of Public Works (DPW), the Anti-Racism Diversity and Inclusion Initiative (ARDI), Metro, and outside partners, to research a viable land banking model that would operate at a regional scale to support affordable housing preservation and production with a dedicated and ongoing source of funding. Themotion adds that research should build on existing affordable housing programs andpartnerships and examine the beneficial relationship between Community Land Trusts (CLT5) and affordable housing land banks and its potential to address displacement andgentrification near the Los Angeles River (LA River). Further, the motion encourages local non-profit organizations to apply for grants to assist the County of Los Angeles (County) inresearching CLTs and affordable housing land banks.

The attached report responds to this motion. The report was prepared by Southeast Asian Communities Alliance (SEACA), Street Level Advisors, OLIN, and Gehry partners (research entities) with the assistance of many County Departments and affiliated agencies, as well as CLTs, local non-profit developers, and corn rn unity-based organizations. S EACA secured funding for the research through the Strong, Prosperous, and Resilient Communities Challenge. During March and April 2022, the research entities met with various stakeholders to develop the report, including seven County departments/entities, the five Board Offices, four other government entities, and 17 community-based organizations. “To Enrich Lives Through Effective And Caring Service”
427
Each Supervisor
June 3, 2022

BACKGROUND
The County needs to add nearly 500,000 affordable homes to meet the affordable housing demand for households at or below 50 percent Area Median Income. Even prior to the novelcoronavirus (COVID-1 9) pandemic, 64 percent of renter households at this income level wereseverely cost-burdened, paying more than 50 percent of their household income on rent.1 As a result, severely cost burdened households are vulnerable to displacement and at increased risk of homelessness. The economic impact of the pandemic on employment and the lifting of tenant protections could further affect communities at risk, displacing long-time residents and families from their neighborhoods.One anti-displacement strategy is land banking. Land banks are public organizations that acquire, hold, and manage land in order to remove land from the speculative market and reserve for future uses such as affordable housing. As recommended in a recentChief Executive Office (CEO) report,2 the County may consider land banking as a long-term strategy where large infrastructure projects are planned in communities at risk for displacement. As identified in the report, the County and other countywide agencies are preparing for large infrastructure investments, notably LA River Redevelopment, the Restorative Justice Village Master Plan, and Metro projects. On October 18, 2016, the Board instructed DPW to update the 1996 Los Angeles River Master Plan (LARMP), and the finalLARMP is to be presented to the Board on June 14, 2022. Goal 6 of the draft LARMP directs the County to identify funding necessary to create an affordable housing land bank, landacquisition loan fund, or similar strategy to purchase land in proximity to the LA River and hold it for future development as affordable housing or permanent supportive housing.Complementary to land banking is the CLT model. In September and November 2020, the Board directed the CEO and Los Angeles County Development Authority to develop a Pilot CLT Partnership Program, which was launched in April 2021. CLTs are nonprofit, comm unitybased organizations that provide affordable housing through various strategies, including opportunities for residents to manage and/or own their homes. The CLT model is an important strategy to prevent housing displacement in communities by providing opportunities for community stewardship.

RESEARCH AND RECOMMENDATIONS TO PILOT A LAND BANK MODEL The attached report by the research entities includes research and recommendations to pilot a land bank model. The research describes the goals and benefits of a land bank, comparesexamples of land banks across the United States, the importance of community partnerships,and specific roles of a land bank, beginning with the identification of land and ultimately1 California Housing Partnership. 2021 County of Los Angeles Affordable Housing Outcomes Report. Prepared for the County of Los Angeles Chief Executive Office. June 2021. 2 County of Los Angeles Chief Executive Office. Prioritizing Affordable Housing in Areas with Displacement Risk August 17, 2020.

County of Los Angeles Department of Public Works. Los Angeles River Master Plan Update — Quarterly Update Report April 18, 2022. www.larivermasterplan.org
428
Each Supervisor
June 3, 2022

development of housing. The report also provides recommendations for the County to pilota land bank model. Recommendations for the pilot involve geographic scope, land acquisitionstrategy, organizational structure, community partnerships, and funding sources. Below areconsiderations for a County land bank pilot, based upon the report’s research.• Geographic Scope: To begin the process toward a countywide land bank, a pilot area is recommended to set up the land bank to focus initial funding targeting land within a radius of up to approximately two miles on either side of the LA River in communities at highest risk displacement which aligns with Goal 6 of the LARMP. • Land Acquisition Strategy: The land bank should develop a data-driven strategy for acquiring properties in highly targeted locations where the known risks of gentrificationand displacement are highest. • Organizational Structure: The land bank should be managed by a County department or an alternative model such as a Joint Powers Authority (JPA) that would be set up by the County with other partners or a non-profit public benefit corporation. In the initial stages, an interim management structure could be considered until appropriate long-term management options are fully analyzed and vetted.
• Community Partnerships: Review potential partnerships with other jurisdictions, public agencies, and community-based organizations (including Metro CLTs) to strengthencapacity, as well as success of the land bank. • Possible Funding Sources: Consider availability of federal, State, and local funding sources to establish a land bank pilot for acquisition of land, as well as capital andoperating expenditures.

Should you have any questions concerning this matter, please contact me or Cheri Todoroff, Executive Director of the Homeless Initiative and Affordable Housing, at (213) 974-1752 or CTodoroff(äceo. lacounty.qov.

FAD:JMN:CT
VD:yy
Attachment
c: Executive Office, Board of Supervisors
County CounselLos Angeles County Development Authority
Regional PlanningPublic WorksMetropolitan Transportation Authority 429

ATTACHMENT
LA County Affordable Housing Land Bank Models | May 2022 | Affordable Housing Land Bank Models
Authored By Research Team:

Southeast Asian Community Alliance (SEACA)
Street Level Advisors
OLIN
Gehry Partners
Participating County Entities:

Chief Executive Office
Los Angeles County Development Authority
Department of Regional Planning
Department of Public Works
Metropolitan Transportation Authority
May 23, 2022
430

TABLE OF CONTENTS
BACKGROUND…………………………………………………………………………………........……1
REPORT PREPARATION PROCESS….……………………………………………………..….......…..2

RESEARCH
What is a Land Bank?....................................................................................................................2 Why does Los Angeles County Need an Affordable Housing Land Bank?...........................2 Comparable Precedents Around the United States………………………………….…....….4 Roles of the Land Bank………………………………………………………………………….6

RECOMMENDATIONS
Recommendations for an Affordable Housing Land Bank Pilot for Los Angeles County...9 431
LA County Affordable Housing Land Bank Models | May 2022 | 1 Attachment

BACKGROUND
The COVID-19 pandemic has exacerbated the ongoing housing crisis faced by many residents of Los Angeles County (County). On March 1, 2022, the County Board of Supervisors (Board) instructed the Chief Executive Office (CEO) in collaboration with Public Works, the Anti-Racism Diversity and Inclusion Initiative, Metro, and outside partners, to research a viable land banking model that would operate at a regional scale to support affordable housing preservation and production with a dedicated and ongoing source of funding. The County has passed previous motions to facilitate and support the development of Community Land Trusts (CLTs) to create, establish, and preserve long-term opportunities for affordable housing, as well as initiatives to combat homelessness. Formation of a regional land bank aligns with the County’s efforts to support CLTs and other forms of affordable housing development and preservation and address the County’s affordable housing and homelessness crisis.

The COVID-19 pandemic has been devastating to essential workers, immigrant and low-income households who were already struggling to find a healthy, safe and affordable place to live in the County. Prior to the pandemic, 56 percent of County renters were rent-burdened (paying over 30 percent of household income in rent). The loss of employment, economic slowdown and lack of equitable access to healthcare has resulted in many more families living on the economic edge. This burden is not equality distributed, with many more families of color and marginalized communities bearing the brunt of the crisis. Post pandemic, almost half of all renters in the County are behind on rent, owing a median of $2,800. These residents are often forced to make impossible sacrifices to stay housed, in addition to accruing more debt, more than 60 percent of rent-burdened renters cut back on food, 45 percent on clothing, and 33 percent on transportation.

When compared to higher income renters, roughly 10 times as many low-income renters are behind on rent. Similarly, compared with white counterparts, more than twice as many Asian American, Black, and Latino/a renters had trouble paying their rent.1In addition, early analysis of the rent relief data shows that communities of color, particularly Latino/a and Asian American renters, were not able to access rent relief programs at the same rates as their white counterparts.2 According to a report from the Economic Roundtable, the economic impacts of the pandemic are projected to increase chronic homelessness by 68 percent in California and 86 percent in the County.3
1 Ong, Paul M, Silvia R. Gonzalez, and Paula Nazario, “Housing Insecurity Persists for Renters of Color Amid the COVID-19 Pandemic,” April 2022, Regents of the University of California, Los Angeles, https://knowledge.luskin.ucla.edu/wpcontent/uploads/2022/04/Housing_Insecurity_COVID_Report.pdf (accessed 26 April 2022). 2 Ibid.
3 Flaming, Daniel, Anthony W. Orlando, Patrick Burns, and Seth Pickens, “Locked Out: Employment and Homelessness in the COVID Economy,” 11 January 2021, Economic Roundtable, https://economicrt.org/publication/locked-out/ (accessed 26 April 2022). 432
LA County Affordable Housing Land Bank Models | May 2022 | 2 Attachment
According to a report by the US Department of Health and Human Services,4 poverty increased during the pandemic, with communities of color continuing to experience higher rates of poverty than white communities. The report estimated that 13.6 percent of Americans were in poverty at the end of 2020, compared to 10.5 percent in 2019. Rates were estimated to be over twice as high for Black and Hispanic Americans as for Whites. Additionally, already-severe housing burdens for U.S. families were particularly difficult during the pandemic for households of color.

As recently as March 2021, 22 percent of Black and 20 percent of Hispanic renters could not pay the prior month’s rent on time, compared with 9 percent of White renters.

REPORT PREPARATION PROCESS
This report was prepared with the assistance of many County departments and affiliated agencies, as well as CLTs, local non-profit developers, and community-based organizations.

A research team consisting of Southeast Asian Community Alliance (SEACA), Street Level Advisors, OLIN, and Gehry Partners prepared the report. As instructed by the March 1, 2022, Board motion, the research team met with seven County departments, four other government entities, seventeen community organizations, two national experts on housing and land banks, and two academic leaders.

The development of this report was supported by research through funding secured by the Southeast Asian Communities Alliance (SEACA) through the Strong, Prosperous, And Resilient Communities Challenge, an initiative of Enterprise Community Partners, the Low-Income Investment Fund, and the Natural Resources Defense Council, with funding support from the Ford Foundation, The JPB Foundation, The Kresge Foundation, the Robert Wood Johnson Foundation, and The California Endowment.

RESEARCH
What is a Land Bank?
Land banks are public organizations that acquire, hold, and manage land in order to remove it from the speculative market and reserve it for future uses such as affordable housing. Some are non-profits while others are government-based. As local institutions, land banks operate within a defined geographical area. Land banks and community land trusts are often conflated but actually play distinct and complementary roles. Whereas land banks are temporary agents that carry out the steps needed to return vacant, abandoned, or delinquent properties back into productive use, land trusts operate on a longer time horizon, holding land in perpetuity as a community asset even as its use changes.
4 Winston, Pamela. “COVID-19 and Economic Opportunity: Unequal Effects on Economic Need and Program Response,” April 2021, U.S. Department of Health & Human Services Office of the Assistant Secretary for Planning & Evaluation, https://aspe.hhs.gov/sites/default/files/migrated_legacy_files//199921/covid-19-human-service-response-brief.pdf (accessed 26 April 2022).
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Why does the County need an Affordable Housing Land Bank? The County and other countywide agencies are gearing up for large infrastructure investments, notably Los Angeles river redevelopment, the Restorative Justice Village Master Plan, and Metro projects. Research shows that investments in greening and public infrastructure improvements can cause property values and rent costs to increase to a point where community residents can no longer afford to live in their neighborhood. The displacement of low-income residents due to rising rents and gentrification also has a direct correlation to LA’s homelessness crisis, as the 2020 Homeless Count revealed that two-thirds of the unsheltered adults experiencing homelessness were homeless for the first time that year, with 59 percent of them citing economic hardship as the cause.5 The displacement pressure is even greater post COVID-19, now that so many more vulnerable families are living on the edge of homelessness.

A key strategy to mitigate risk of displacement and homelessness in areas experiencing large-scale new investment in parks and infrastructure is to increase the supply of affordable housing, both through preservation of existing multi-unit housing and by building new affordable housing. A strategy to quickly acquire and hold properties for affordable housing development reduces speculation and protects low-income communities. However, affordable housing acquisition and development can be a complex and long-term process that necessitates access to resources and financing that low-income communities lack. A County’s affordable housing land bank could serve to proactively ensure on-going affordability for communities in the County and to save money over time by purchasing properties at today’s real estate prices prior to further escalation. As an example, had the County been land banking for affordable housing along the Los Angeles River five years ago, it would have been significantly less expensive than buying land today. Additionally, given the number of communities at high risk for displacement and homelessness along the river, an investment in land banking today could save millions of dollars in future housing costs.

An investment today in land banking could reduce the risk of displacement and homelessness by implementing proactive strategies to stabilize communities and creating a pipeline of sites ready for future affordable housing.

Affordable Housing Land Bank Goals

1. Reduce displacement and homelessness in communities at risk of displacement, low-income communities, and communities of color.

2. Ensure a just recovery post COVID-19 that uplifts most marginalized communities affected by the pandemic.

3. Reduce speculation and stabilize production and preservation of affordable units in ‘hot’ markets around proposed greening and infrastructure projects. 5 Los Angeles Homeless Services Authority, “2020 Great Los Angeles Homeless Count Results,” 3 September 2020, https://www.lahsa.org/news?article=726-2020-greater-los-angeles-homeless-count-results (accessed online 26 April 2022). 434
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4. Ensure that low-income communities and communities of color have a pathway to preserve affordability, build CLT capacity, and thrive in the post-COVID recovery.

Comparable Precedents Across the United States
There are hundreds of land banks across the United States, and many were created in response to the excess of vacant, blighted, tax-delinquent, and/or surplus properties after the 2008-2009 financial crisis. Land banks worked with land trusts to keep properties within local communities and away from speculators. In Los Angeles County however, an affordable housing land bank can be implemented to help address our affordability and homelessness crisis, curb speculation in ‘hot’ markets, and bring stability and predictability to the development process.

Land banks across the country can be categorized into ones that are administered by public authorities, or ones run by non-profit entities. In the case of non-profit land banks, representatives from various municipal agencies sit on the board of directors. Seven different case studies were examined as part of this report.

Public Authority Land Banks

1. Detroit Land Bank Authority | Detroit, MI6
Initiated in 2013 and managed by the City of Detroit, the Detroit Land Bank Authority completes sales of vacant land and structures to increase homeownership and make purchase of land more accessible. Additionally, the Detroit Land Bank Authority has a compliance program to oversee the goals of the Land Bank. The Compliance Team works with property owners to renovate distressed properties in order to meet the Land Bank’s compliance requirements.

Philadelphia Land Bank | Philadelphia, PA7
In addition to acquiring tax-delinquent vacant properties, the Philadelphia Land Bank was created to consolidate the City’s surplus land under one agency. The City can then dispose of surplus property to developers who plan to support affordable or market-rate housing developments, businesses, community facilities, or community green spaces.

2. Land Bank Program | Eugene, OR8
Established in 1968, Land Acquisition program is managed by the City of Eugene with a mission to acquire properties for affordable housing development. Further, the City of Eugene has a set of criteria that a property must meet in order to qualify for acquisition. These include affordability, proper zoning, size minimums, 6 Detroit Land Bank Authority, https://buildingdetroit.org/overview (accessed 26 April 2022). 7 PHDC, https://phdcphila.org/ (accessed 26 April 2022). 8 City of Eugene, “Housing Development Incentives,” https://www.eugene-or.gov/1042/Affordable-Housing-Development-Incentive (accessed 26 April 2022).
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proximity to jobs, schools and transit, environmental benchmarks, and utility access.

Nonprofits Acting as Municipal Land Banks

1. Metro Atlanta Land Bank | Atlanta GA9
The Metro Atlanta Land Bank (MALB) has set up a Land Banking Depository Program that allows nonprofits to transfer land titles to the MALB for up to 5 years, tax exempt. Maintenance and insurance are provided by MALB as a pass-through cost to the non-profit. The MALB provides clear guidelines for the sale and pricing of housing, as well as residentially-zoned vacant lots.

2. Urban Land Conservancy | Denver, CO10
The Urban Land Conservancy (ULC) has its own community land trust that holds land under a 99-year ground lease to ensure that the space is used for the community regardless of circumstances.

In partnership with the City and County of Denver, the ULC created a Transit Oriented Development (TOD) Fund to preserve affordable homes along transit corridors. The revolving loan makes capital available for acquiring and holding land that can be used for affordable housing. This hold lasts for up to 5 years.

3. Land Bank Twin Cities | Twin Cities, MN11
In addition to land banking, Land Bank Twin Cities offers brokerage services, financing, and property loans to potential buyers or developers.

4. Richmond Land Bank | Richmond, VA12
Instead of creating their own agency or a new nonprofit, the City of Richmond designated the Maggie Walker Community Land Trust (MWCLT) to run the Land Bank.

A Citizen’s Advisory Panel (CAP) was created to provide transparency and accountability to the public. The CAP reviews recommendations by the Land Bank, evaluates qualifications for organizations or individuals who may receive properties, and recommends properties that will be designated as permanent affordable housing.
9 Metro Atlanta Land Bank, https://www.metroatlantalandbank.org/ (accessed 26 April 2022). 10 Urban Land Conservancy, https://www.urbanlandc.org/ (accessed 26 April 2022). 11 Land Bank Twin Cities, https://landbanktwincities.org/ (accessed 26 April 2022). 12 Richmond Land Bank, https://www.richmondlandbank.com/ (accessed 26 April 2022). 436
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Roles of the Land Bank
To be effective, the land bank will need to have the capacity to perform a number of functions.

1. Identify and/or Evaluate Land
A. Direct Acquisition
The land bank should have the capacity to proactively search for underutilized sites in targeted neighborhoods facing displacement pressure which would meet the criteria established by affordable housing funding programs for future development of multi-family subsidized rental housing.

B. Community Acquisition Partnerships
One way for a land bank to acquire land more quickly is to engage the capacity of existing community serving organizations to identify appropriate sites. The Metro Atlanta Land Bank has a Depository Program which allows participating affordable housing developers to identify parcels which the Land Bank then purchases. The ‘depositing’ developers retain a right to purchase the parcels that they identify when they are ready to develop them as affordable housing.

An option agreement gives the partner nonprofit the exclusive opportunity to purchase a given site within a set period of time. After that period, the Land Bank can sell to another affordable housing developer or dispose of the property on the market. A County land bank could engage established and emerging Community Land Trusts, community based nonprofit housing developers, and other community organizations to evaluate land purchase opportunities in their own communities with the land bank coming in at the end 437
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to buy properties that meet the land bank’s criteria. The partnering local agency could retain a degree of community control over the long-term use of the property, undertake longer term community planning and assemble financing and other resources necessary to develop the site while benefiting from the land bank’s property tax exemption and short-term management of properties.

C. Public Agency Acquisition Partnerships
In addition, the land bank can be structured to enable local cities, special districts or transit agencies within the County to ‘deposit’ land in the land bank for future development as affordable housing, while maintaining ownership.

The land bank could centralize and streamline the somewhat burdensome tasks related to compliance with the state Surplus Lands Act for agencies that are seeking to make public land available for affordable housing. As with the community acquisition partnerships above, the land bank could offer partnering public agencies a first opportunity to purchase certain properties which would enable them to maintain local control over property that had been placed in the land bank.

2. Acquire Land
The land bank will need both the financial and organizational capacity and legal authority to negotiate and quickly purchase land. For each property purchased, the land bank will need to perform significant due diligence to: 1) ensure that the property meets the land bank’s acquisition criteria, and 2) evaluate the environmental and other risks associated with the site (including commissioning environmental reports, title reports, and in some cases physical inspections).

3. Hold Land and Facilitate Interim Uses
A. Interim Use
While long-term plans for affordable housing are being developed, acquired land can be used creatively to provide continuous community assets.

Opportunities for interim use are vast, ranging from pocket parks to urban agriculture to energy farms. Their selection should be based on specific community needs, as well as the availability of resources. Uses with minimal start-up and ongoing maintenance costs include meadows, dog parks, and food truck hubs. Recycling centers, energy farms, and temporary housing are interim uses that require more substantial resources at the outset. 438
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B. Interim Asset Management
The land bank will need to proactively manage each site. This includes asset management, security, clean up, and insurance and related holding costs.

Communication about the temporary nature of interim assets is also a key part of this management, as communities can develop attachment; phased approaches to change and, where possible, the integration of interim use into long-term plans are two strategies for addressing this risk.

C. Interim Use Partnerships
The ability to partner with existing neighborhood or community organizations and other partners to plan for and manage interim uses will be a critical capacity of the land bank. Whenever possible, the land bank should seek to partner with public or nonprofit agencies that are in a position to manage interim uses on the land held in the land bank. In some cases, this may involve leasing land to operators of interim uses (at low or no cost). In others it may involve the land bank retaining management responsibility but entering into agreements with others to allow certain community uses during the interim holding period.

4. Entitlements/Planning
Initially, the affordable housing land bank should not be expected to pursue entitlements or undertake complex land development activities such as subdivision or land assembly. As the organization develops, it may make sense to grow capacity to play this role. Initially, the land bank can and should rely on existing affordable housing development organizations to manage entitlements. In some cases, this will require that the land bank enter into binding purchase agreements with developers which allow them to undertake costly pre-development and planning activities with certainty that they have control over the site before they actually purchase the land from the land bank. Community based affordable housing developers may need the right to assign their purchase rights in order to access critical pre-development financing.

5. Create RFPs for Disposition
Another key capacity for an affordable housing land bank will be the ability to manage community responsive and transparent processes for selection of experienced affordable housing developers to build housing on land bank land. In most cases, the land bank will need to develop Request for Proposals (RFP) documents that solicit applications from multiple potential developers. 439
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Community Partnerships for Selection
While community engagement and input should be an element of every RFP, the land bank can meet a critical community need in neighborhoods facing displacement by creating more intentional partnerships with a selected set of trusted organizations with close ties to impacted communities. Among other things these partner organizations would undertake community engagement and community planning processes in order to identify community goals/needs for the selected sites. These partnerships should involve a formal agreement with shared decision-making authority which allows the community partner to exercise meaningful control over the disposition of a specific property or set of properties in a targeted neighborhood. In some cases, these may be properties that the land bank purchased on behalf of the partner organization. In others, the land bank may proactively acquire property and then seek out partners for the disposition. In order to make this approach effective, the land bank could build a fee into the sale of properties to compensate community partners for their work.

6. Develop Housing
The County has a variety of experienced affordable housing and supportive housing developers, and it is not anticipated that the proposed land bank will need to directly participate in development of housing.

RECOMMENDATIONS
Recommendations for an Affordable Housing Land Bank Pilot for the County Extensive stakeholder engagement and analysis of land banking models across the country point to the need, desire, and potential for significant benefits from the creation of an affordable housing land bank in the County. Additionally, the land bank is a good example of one of the many alternative models for land acquisition. For example, the County’s Chief Sustainability Office’s, OurCounty, a regional sustainability plan, seeks to promote as a tool for the provision of permanently affordable housing, specifically in Action #65.

Geographic Scope
The Land Bank should be developed with a service area encompassing the entire county.

To begin the process toward a countywide land bank, a pilot area is recommended to set up the land bank to focus initial funding targeting land within a radius of up to approximately 2 miles on either side of the Los Angeles River in communities at highest risk displacement which aligns with Goal 6 of the LA River Master Plan. In this way, the County can respond to the immediate need for an anti-displacement strategy related to river improvements while laying the groundwork for broader impact by building a tool which the County and local cities can use countywide. After successful implementation and creation of the land bank pilot and reviewing lessons learned the land bank may be 440
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expanded to the full County as a strategy for anti-displacement and the creation of affordable housing.

Land Acquisition Strategy
The land bank should develop a data-driven strategy for acquiring properties in highly targeted locations where the known risks of gentrification and displacement are highest.

Several relevant mapping efforts have already been undertaken to date with within and beyond County departments. Examples within the County include the Green Zones Program (Department of Regional Planning(DRP))
13 , Equity Indicator Tool (DRP)14, Climate
Vulnerability Assessment (CEO)15, and the COVID-19 Vulnerability and Recovery Index Dashboard (CEO)16. Each identifies communities’ risk level or vulnerability relative to isolated or combined environmental, social, or economic factors. The forthcoming LA River Master Plan specifically includes maps and datasets reflecting housing affordability need and displacement risk.17 Additional mapping tools have been created by SAJE18, the Trust for Public Land19, and the State of California20.

The focus of the land bank, initially, should be vacant and underutilized properties in neighborhoods facing significant displacement risk. The properties should be selected based on their potential to eventually be redeveloped as affordable housing. The organization should not be prohibited from acquiring and preserving occupied multi-family residential properties, but this should not be its initial focus.

The land bank should be structured in a way that anticipates that environmental remediation will represent a key risk on many projects. The land bank should anticipate investing resources in studying the environmental conditions on potential sites or sites that have been acquired and developing cost estimates for remediation. However, the land bank should not, initially, be expected to actually undertake complex remediation projects.

Instead, the land bank should hold land and document any clean up needs prior to selling 13 LA County Department of Regional Planning, Green Zones Program (Environmental Justice Screening Method), https://lacounty.maps.arcgis.com/apps/webappviewer/index.html?id=32517816f1bb4e869448db52c683d23a (accessed 2 May 2022).
14 LA County Department of Regional Planning, Equity Indicators Tool, https://apps.gis.lacounty.gov/drp/m/?viewer=Equity (accessed 2 May 2022).
15 LA County Chief Executive Office, Climate Vulnerability Assessment, https://lacounty.maps.arcgis.com/apps/webappviewer/index.html?id=c78e929d004846bb993958b49c8e8e65 (accessed 2 May 2022).
16 LA County Chief Executive Office, COVID-19 Vulnerability and Recovery Index Dashboard, https://lacounty.maps.arcgis.com/apps/dashboards/264f62ccedcb48c9a1f358eeb643ea14 (accessed 2 May 2022). 17 LA County Public Works, LA River Master Plan, forthcoming 2021. 18 Strategic Actions for a Just Economy (SAJE), Organizers Warning Notification and Information for Tenants, https://www.ownit.la/ (accessed 2 May 2022).
19 Trust for Public Land, Climate-Smart Los Angeles, https://web.tplgis.org/csc_losangeles/ (accessed 2 May 2022). 20 California Office of Environmental Health Hazard Assessment, CalEnviroScreen4.0, October 2021, https://experience.arcgis.com/experience/11d2f52282a54ceebcac7428e6184203/page/Draft-CalEnviroScreen-4.0/ (accessed 2 May 2022).
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to a developer who would then undertake necessary remediation as part of developing the site.

An initial activity of the land bank should be to provide the Board of Supervisors with a land acquisition strategy which: 1) inventories existing County owned land adjacent to the river which might be suitable for development as affordable housing; 2) outlines criteria for prioritizing parcels for purchase; and 3) provides a refined land acquisition budget reflecting the likely costs associated with the proposed strategy.

Organizational Structure
Land banks in other communities are sometimes organized within local government agencies, as partnerships with local non-profits, or as fully independent non-profit entities.

In recommending the structure for the County’s affordable housing land bank, it is important to consider how to best preserve primary functions and powers of the entity.

Interviews and research have indicated that these are the most important functions of the County’s affordable housing land bank:
- Ability to buy and hold land
- Exemption from property taxes while holding properties - Ability to form community partnerships
- Coordinating interim use activities
- Connected to the authority and staffing resources of Los Angeles County In order to achieve these core functions, the County may consider options for placement of the land bank. First, the County’s affordable housing land bank could reside within the County in a department as a Special Purpose Entity (SPE). For expediency, the program could initially be organized as a program within a department that is then moved to another department or a SPE within a defined period of time.

The CEO’s office could assess capacity in existing departments and consider alternative models including a Joint Powers Authority (JPA) set up by the County with other partners or a non-profit public benefit corporation.

While there are compelling benefits to structuring the land bank as a part of County, success of the land bank will depend on forming strong partnerships with other jurisdictions and public agencies and community-based organizations. In the future, other public agencies should be able to provide funding to the land bank to manage acquisitions related to their projects. A land bank, in particular, might benefit Metro’s work by enabling acquisition of land adjacent to future transit stations at an earlier stage in the development process than is currently possible. In addition, the land bank should be structured in a way that allows nonprofit affordable housing developers or Community Land Trusts to ‘deposit’ land into the land bank to hold properties (tax free) for future development (by the donating organization) as affordable housing. Over time, it may make sense to 442
LA County Affordable Housing Land Bank Models | May 2022 | 12 Attachment
consider formation of a JPA to enable other agencies to participate more fully in governance of the land bank. In any scenario it is important for the affordable housing land bank to be able to operate nimbly to achieve the goals of the land bank and proactive purchase of lands.

Community Partnerships
Community partnerships are essential to achieving the goals of preserving and empowering low-income communities and communities of color. Through clear and developed partnerships, local communities can inform a number of key functions of the land bank, and work hand in hand to achieve primary goals. For example, community groups or CLTs can participate early in the process to ground truth potential properties for acquisition and engage in community acquisition partnerships (see above) with the land bank. They can also be engaged in identifying appropriate interim uses and help manage community short- and long-term expectations. Most importantly, continued meaningful community engagement will result in a well calibrated and informed site planning and disposition process that best suits the community, and adds value to the process.

Community partners can be a variety of organizations ranging from community associations, to non-profit community serving organizations, to community land trusts, or other mission-aligned entities. Partnerships should be clearly defined, and the partnering organizations should be aligned with the goals of the land bank to prevent displacement and increase availability of affordable housing in the community.

Possible Funding Sources
As described earlier in this report, the COVID-19 pandemic has strained the physical, economic, and community health of the County’s residents, and the effects have been particularly dire for low-income communities and communities of color. Countywide, increases in rent burden and homelessness are two palpable manifestations of these strains. Further exploration of Federal, State, and local funding sources to establish a land bank pilot for acquisition of land as well as capital and operating expenditures should be undertaken. For instance, American Rescue Plan Act (ARPA) funds have already been used in other jurisdictions for the establishment of new or support of existing land banks across the United States. 21 This funding has been used for vacant land disposition; maintenance and remediation of vacant land; rehabilitation of existing vacant homes; development and pre-development of new affordable housing; and operating costs for staffing, program management, and analysis.22 Whether a land bank is eligible for funding under the ARPA will depend on the specifics how the land bank is formed; how it identifies and purchases property; and the timing to acquire and use the property, among other factors.
21 See the Niagara-Orleans Land Bank (Buffalo, NY), Greater Syracuse Land Bank (Syracuse, NY), Broome County Land Bank (Binghamton, NY), Rochester Land Bank (Rochester, NY), and Pittsburgh Land Bank (Pittsburgh, PA). Center for Community Progress, “American Rescue Plan Act SLFRF: An Opportunity to Fund Land Banks,” 25 October 2021. 22 Ibid.
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MOTION
SOLIS ___________________________
KUEHL ___________________________
HAHN ___________________________
BARGER ___________________________
MITCHELL ___________________________
AGN. NO.

MOTION BY SUPERVISOR JANICE HAHN September 27, 2022
Developing an Opt-In Model for the County’s Land Bank Pilot Program On March 1, 2022, the Board of Supervisors (Board) approved a motion directing the Chief Executive Officer (CEO) to research and explore the possibility of establishing a Land Bank Pilot Program (pilot program) in LA County. The purpose of this pilot program is to create opportunities for affordable housing preservation and production in areas along the Los Angeles River (LA River). On June 15, 2022, the Board directed the CEO in consultation with the Los Angeles County Development Authority, Department of Public Works, the Anti-Racism Diversity and Inclusion Initiative (ARDI), Department of Regional Planning, Treasurer and Tax Collector, the Los Angeles County Metropolitan Transportation Authority (Metro), and other key County departments to report back with the necessary steps to create the pilot program. The CEO has identified a Roadmap for Implementing the Land Bank Pilot and allocated $40 million in American Rescue Plan funds for this program.

Cities in the Fourth Supervisorial District that neighbor the LA River and the proposed West Santa Ana Branch (WSAB) and Gold Line Eastside Phase 2 Extension 444
projects have raised concerns about this pilot program and the impacts it may have on their ability to make decisions about land uses adjacent to these transit projects, in accordance with city needs and priorities. As stated in the CEO’s August 30, 2022 report, the working group will collaborate with local cities and engage communities during the launch and ongoing implementation of the land bank pilot. However, cities should have the opportunity to decide to participate in this program rather than have that decision made for them by the County.

I, THEREFORE MOVE that, as part of the Chief Executive Officer’s ongoing development of a Land Banking Pilot Program, the Board of Supervisors request a report back in writing in 30 days on the feasibility of an opt-in mechanism to ensure that cities have a choice of whether or not to participate in the County’s pilot program while also maintaining the County’s existing authority to acquire and entitle property. Cities that do not opt-in to the program would not be able to participate in the development and implementation of the pilot program, and their jurisdictions would be excluded from consideration for locations for property acquisition in the pilot program. # # #
JH:dg/lk
445
October 11, 2022
The Honorable Ara J. Najarian
Chair, Metro
1 Gateway Plaza, Mail Stop 99-3-1
Los Angeles, CA 90012
RE: Concerns Regarding Metro’s Potential Partnership in Los Angeles County Land Bank Program Dear Chair Najarian:

On behalf of the Los Angeles County Division of the League of California Cities (Division), and the California Contract Cities Association (CCCA), collectively representing every city in Los Angeles County, we write to express strong concerns regarding Meto’s partnership in Los Angeles County’s proposal to establish a land bank pilot program that would undermine local land use and zoning regulations and exempt property taxes while the county or Metro “holds” land for future use. We are disappointed that neither Metro Board nor the Board of Supervisors have engaged with the county’s 88 incorporated cities in the development of this potentially expansive program.

As described in the June 23, 2022 Metro Board Agenda report, the proposed county land bank program would allow for the acquisition and retention of property to potentially build affordable housing and serve as an anti-displacement mechanism in areas where large infrastructure projects are planned.

While discussions currently center around a pilot program, the Los Angeles County Chief Executive Office’s June 3, 2022 report to the Board of Supervisors cites an interest to expand the program countywide, without designation of unincorporated or incorporated areas. Addressing our local housing crisis is a priority for cities throughout the county. However, we do not think that a land bank program, developed by the county in partnership with Metro, without city input, is appropriate for the following reasons:

The land bank program undermines state-certified housing elements. Cities under the Southern California Association of Governments have certified or are in the process of certifying their statemandated Housing Elements to meet all income levels under the Regional Housing Needs Assessment (RHNA). The state-mandated process entails years of planning, community outreach and financial resources to identify sites suitable for housing units. In that process, cities may identify sites for mixed use development with retail-commercial, office, and residential uses to help generate the long-term revenue required to offset the cost of infrastructure improvements. Without dialogue from cities, the county’s land bank program would undermine this state/city planning process designed to zone and plan for all housing needs, including affordable developments.

Implementing the land bank program in incorporated cities is an encroachment of local land use authority and zoning adopted by local elected officials. Our organizations are concerned that, under a countywide land bank program, the county and/or Metro will hold and develop land without regard to a city’s local zoning ordinances and regulations. It is paramount to city residents that their city leaders make land use decisions based on their input and on the unique needs of their community. Mayors and 446 2 council members are elected to listen, respond, and work with their community members in developing land-use and other community priorities. Many of the areas that the county and Metro have identified sensitive to gentrification because of large incoming infrastructure projects already have specific plans adopted by the locally elected city council. These local plans provide much-needed housing for both current residents and new residents through mixed-use developments that can generate tax revenues to sustain open space, parks, public works, and other essential community infrastructure and services.

The county and Metro’s plan to hold land for an indeterminate time and develop it, without regard for existing city land use laws and planning, is a severe overreach. It overrules local land-use decision making, cripples cities’ ability to implement their prepared plans and threatens future funding for local services.

The land bank program would compete with and unnecessarily duplicate the work of the Los Angeles County Affordable Housing Solutions Agency (LACAHSA) recently created under SB 679. Governor Newsom just signed SB 679 (Kamlager, 2022) to create LACAHSA, a new countywide affordable housing agency to preserve, protect, and build affordable housing. LACAHSA will have the authority to fund housing and preservation through bonds and other long-term revenue sources. The legislation to create the agency was developed and supported by months of stakeholder dialogue, including cities. The new agency’s governance structure and regional funding allocation formulas can achieve the same goals as the proposed land bank program but with the structure and capacity to both purchase land and develop it. It is foreseeable that the county’s land bank program could compete for the same funding and land as LACAHSA. This proposed program is an unnecessary duplication of resources and adds another layer of regulation in the land use area that is already heavily regulated by the state and now by LACAHSA.

The land bank program would deprive cities of essential property tax income that financially support community services. As described in the June 23, 2022 CEO’s report, the proposed county land bank program would allow for the acquisition and retention of property tax free by the county. The report further recommended that the county’s tax free status should be extended to private parties: “the land bank should be structured in a way that allows nonprofit affordable housing developers or Community Land Trusts to ‘deposit’ land into the land bank to hold properties (tax free) for future development (by the donating organization) as affordable housing.” However, the report fails to address how cities are to recoup this proposed loss of property tax-based city income needed for community services.

We understand the dire need for affordable housing in Los Angeles County. Cities are responding and continue to plan, zone, and promote opportunities for the construction of housing projects to meet that need. Additionally, state legislation continuously propels cities and the county to reexamine current land-use functions. The implementation of major housing bills, like SB 9 (Atkins, 2021) and most recently AB 2011 (Wicks, 2022) and SB 6 (Caballero, 2022), will drastically transform the supply, affordability, and landscape of housing throughout the county. These statewide laws, along with the reasons stated above, make the creation of a countywide land program unnecessary. Nevertheless, we understand that the county, like cities, also has its own land use authority and must find opportunities to create and fund affordable housing in its unincorporated areas. We believe the land bank program, working with partners like Metro, may be most suitable for the unincorporated areas in each Supervisor’s jurisdiction, or in cities that chose to participate.

While we have concerns with the program as currently presented, we certainly recognize the need for cities, the county, and Metro to work together to address housing production and affordability in the region. We would look forward to working collaboratively with both entities in that effort. If you have 447
3 questions or feedback, please contact Kristine Guerrero with the Division at [email protected], or Jorge Morales with CCCA at [email protected].

Sincerely,
Andrew Chou
Mayor Pro Tem, Diamond Bar
President
Los Angeles County Division, League of
California Cities
Jeff Wood
Council Member, Lakewood
President
California Contract Cities Association
CC: Jacquelyn Dupont-Walker, Metro 1st Vice Chair
Mike Bonin, Metro Board Member
Fernando Dutra, Metro Board Member
James Butts, Metro Board Member
Eric Garcetti, Metro Board Member
Paul Krekorian, Metro Board Member
Tim Sandoval, Metro Board Member
Hilda L. Solis, Metro Board Member
Sheila Kuehl, Metro Board Member
Janice Hahn, Metro Board Member
Kathryn Barger, Metro Board Member
Los Angeles County Cities

448
Gateway Cities COG City Manager Breakfast

LOS ANGELES COUNTY LAND BANK PILOT LOS ANGELES COUNTY LAND BANK PILOT Gateway Cities COG City Manager Breakfast
August 11, 2022 August 11, 2022
Martin Reyes, PE, AICP
Transportation Deputy for Supervisor Hilda L. Solis
449
Source: 2021 Los Angeles County Annual Affordable Housing Outcomes Report Los Angeles County needs
499,430 homes affordable to
meet the demand of renters
with incomes at or below 50%
of the area median income.

HOUSING NEEDS IN LA COUNTY HOUSING NEEDS IN LA COUNTY 450 Los Angeles County needs
499,430 homes affordable to
meet the demand of renters
with incomes at or below 50%
of the area median income.

Fifty-seven percent of these
homes are located in areas at
high risk of displacement. Source: 2021 Los Angeles County Annual Affordable Housing Outcomes Report HOUSING NEEDS IN LA COUNTY HOUSING NEEDS IN LA COUNTY 451 THE PROPOSAL:

The LA County Land Bank Pilot is a proposal to form
an entity tasked with identifying and acquiring land,
holding it, and eventually developing it primarily for
affordable housing. The Land Bank would target
areas experiencing major infrastructure investments
to mitigate displacement that may occur as a result
of those investments.

LAND BANK BACKGROUND LAND BANK BACKGROUND 452
STATUS:

The Pilot is still in planning phase.

Two Motions have been introduced at BoS and Metro.

Environmental clearance will be undertaken after
governance structure, funding plan, etc. is developed.

LAND BANK BACKGROUND LAND BANK BACKGROUND 453
MOTIONS:
• BoS 6/14 - Reports due in Aug and Sept 2022
• Metro 6/23 - Report due in Oct 2022
LAND BANK BACKGROUND LAND BANK BACKGROUND 454
MOTIONS:
• BOS 6/14 - Reports due in Aug and Sept 2022
• Metro 6/23 - Report due in Oct 2022

LAND BANK BACKGROUND LAND BANK BACKGROUND
Metro Motion Directives
•Collaborate with LA County to explore opportunities for partnership with a focus on LA River and projects that connect to the River; •Identify roles that Metro can take on within the pilot; and •Explore additional ways to partner with Metro on housing BoS Motion Directives
•Develop next steps to create the land bank with a focus on the LA River and projects that connect to the River;
•Develop a plan to secure $50 million in seed funding; and •Direct staff to provide annual reports on outcomes
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WHY PARTNER WITH METRO?

OPERATING FRAMEWORK OPERATING FRAMEWORK
Taylor Yard (Cypress Park)
•18 acres
•Affordable apartments,
market-rate condos, retail
Westlake Station (Westlake)
•2 acres
•Affordable and market-rate
apartments, hotel, commercial
1st/Soto (Boyle Heights)
•0.3 - 0.5 acres
•Affordable apartments and
retail
1st/Lorena (Boyle Heights)
•0.75 acres
•Affordable apartments and
retail
456
HOW WOULD THE LAND BANK WORK?

OPERATING FRAMEWORK OPERATING FRAMEWORK
> > >

IDENTIFY ACQUIRE HOLD DEVELOP
457

OPERATING FRAMEWORK OPERATING FRAMEWORK
> > > IDENTIFY ACQUIRE HOLD DEVELOP
HOW WOULD THE LAND BANK WORK?

IDENTIFY ACQUIRE HOLD DEVELOP

COUNTY COUNTY
COUNTY
OR
METRO
COUNTY
OR
METRO
458

NEXT STEPS NEXT STEPS

NEXT STEPS
•Reports later this month, September and October
•Finalize framework and secure funding
•CEQA compliance undertaken at Land Bank launch
•Launch date TBD
459

CONTACT INFORMATION
Martin Reyes
Transportation Deputy for Supervisor Hilda L. Solis
[email protected]
213 - 974 - 4111
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Metro
Board Report
Los Angeles County
Metropolitan Transportation
Authority
One Gateway Plaza
3rd Floor Board Room
Los Angeles, CA
File #: 2022-0422, File Type: Motion / Motion Response Agenda Number: 49.

REGULAR BOARD MEETING
JUNE 23, 2022
Motion by:

DIRECTORS SOLIS, NAJARIAN, KUEHL, AND MITCHELL
Land Bank Pilot Partnership with Los Angeles County Motion On Tuesday, June 14, 2022, the Los Angeles County Board of Supervisors approved a motion directing County Departments to collaborate with Metro and other local agencies to draft a report detailing the steps necessary to create a Land Bank Pilot. The purpose of the Pilot is to support existing affordable housing infrastructure and increase the stock of affordable housing within the County with a particular focus on areas along the Los Angeles River and greening and infrastructure initiatives connected to the river. The motion also directed staff to develop a plan to secure at least $50 million in seed funding for the Land Bank Pilot.

Land banks are public organizations that acquire, hold, and manage land in order to remove land from the speculative market and reserve them for future uses. The County’s Land Bank Pilot stems from the County’s recently updated Los Angeles River Master Plan (Master Plan) which builds upon the County’s 1996 plan to address critical issues including equity, workforce development, safety, environmental justice, and affordable housing. The Master Plan utilized existing plans such as the Lower Los Angeles River Revitalization Plan and the City of Los Angeles Los Angeles River Revitalization Plan combined with robust community outreach and data research to identify areas for investment and potential projects along the 51 miles of river. Goal 6 of the Master Plan directs the County to identify funding necessary to create an affordable housing land bank or other mechanisms to purchase land in proximity to the Los Angeles River and to hold it for future development of affordable housing, or permanent supportive housing. The Land Bank Pilot is intended to mitigate speculation along the Los Angeles River that may occur when large infrastructure investments are made, especially in low-income communities of color.

The County’s recent adoption of the Master Plan and action to establish a Land Bank Pilot offers an opportunity for Metro to build on the 2021 Joint Development Policy Update, which included recommendations for a Housing Lab that could explore land banking opportunities. Metro has major capital projects in the pipeline located on or adjacent to the Los Angeles River that may increase property values and real estate speculation in low-income communities along the corridor. These projects include the LA River Path, the West Santa Ana Branch Transit Corridor, the Arts District Station, Rail to River, and others. Metro also offers unique expertise in acquiring, holding, and redeveloping land across the region. Joint development projects like Lorena Plaza and Los Lirios in Metro Page 1 of 2 Printed on 6/28/2022
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File #: 2022-0422, File Type: Motion / Motion Response Agenda Number: 49.

Boyle Heights are shining examples of what the power and significance of land banks. A partnership with the County through the Land Bank Pilot would create opportunities to target specific areas where both Metro and County are making significant investments and would make the best use of Metro’s experience in acquiring, holding and developing land.

SUBJECT: LAND BANK PILOT PARTNERSHIP WITH LOS ANGELES COUNTY MOTION

RECOMMENDATION
APPROVE Motion by Directors Solis, Najarian, Kuehl, and Mitchell directing the Chief Executive Officer to:

A. Collaborate with the Los Angeles County Chief Executive Office, other County Departments and outside community partners to explore opportunities to partner on the Land Bank Pilot; B. Identify specific roles that Metro can take on as part of the Land Bank Pilot and associated duties that align with Metro’s role as a transit operator and transportation planner for the region.

Metro should consider a scenario in which the County leads property acquisitions where a nexus to Metro exists and Metro takes on holding and developing the properties; C. Explore additional ways to partner with the County leveraging the work of Metro’s Housing Lab, including participating in the County’s Community Land Trust Partnership Pilot Program; and D. Report back on all directives above in October 2022.

Metro Page 2 of 2 Printed on 6/28/2022
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L O C A L G O V E R N M E N T S I N A C T I O N
Carson El Segundo Gardena Hawthorne Hermosa Beach Inglewood Lawndale Lomita Manhattan Beach Palos Verdes Estates Rancho Palos Verdes Redondo Beach Rolling Hills Rolling Hills Estates Torrance Los Angeles District #15 Los Angeles County 2355 Crenshaw Blvd., #125
Torrance, CA 90501
(310) 371-7222
[email protected]
www.southbaycities.org
November 6, 2022
The Honorable Holly J. Mitchell, Chair
Los Angeles County Board of Supervisors
Kenneth Hahn Hall of Administration
500 West Temple Street
Los Angeles, CA 90012
RE: Concerns Regarding Los Angeles County Land Bank Program Dear Supervisor Mitchell,
The South Bay Cities Council of Governments (SBCCOG) has concerns regarding the county’s proposal to establish a land bank pilot program. We believe that it could undermine local land use and zoning regulations and exempt property taxes while the county “holds” land for future use.

Local jurisdictions are required by law to carefully study and develop sound General Plan Land Use and Housing Elements. The county should not implement the Land Bank Pilot without input from incorporated cities, particularly if it does not conform with local development standards and is not restricted to unincorporated areas.

As proposed, the Land Bank Pilot would not only negate the extensive community and stakeholder input received and analyzed as part of the development of General Plans, but also would explicitly usurp local authority over land use decisions. City Councils are elected by voters to listen, respond, and work with the community to adopt these local priorities. The Land Bank Pilot would undermine state certified housing elements by allowing the county to indefinitely hold land for potential future uses negating local land-use decision making, crippling cities’ ability to implement their prepared plans and threatening future funding for local services.

The Land Bank Pilot would also deprive cities of essential property tax income that is used to fund important community services. Tax-free acquisition and retention of property by the county, and the recommendation that the tax-free status should also be extended to private parties, would negatively impact cities’ ability to provide basic services. The proposal does not address how cities are to recoup this loss of property-tax income either.

Another significant concern involves the Land Bank Pilot’s competition with and duplication of the work by the LA County Affordable Housing Solutions Agency recently created by SB679.

The new agency will have the authority to preserve, protect, and build affordable housing through bonds and other long-term revenue sources. It could achieve the same goals as the Land Bank Pilot and would conceivably compete for the same funding and land resources.

If the county moves forward with implementation of the Land Bank Pilot, it should only apply to unincorporated areas and should be voluntary for incorporated cities. The county should also 463
2 ensure that the pilot program adheres to all local land use and zoning requirements for cities that do participate.

The fact that the county has developed the program without stakeholder input further erodes trust between the county and the 88 cities in it. The Blue Ribbon Commission on Homelessness (BRCH) report released earlier this year highlighted the severe challenges the county faces in its attempts to solve homelessness through LAHSA and Measure H. The BRCH report clearly identified the need for the county to partner with cities to address the complex issue of homelessness. Housing affordability is as complex an issue and there is no reason the same philosophy shouldn’t apply to the Land Bank Pilot.

We understand the dire need for affordable housing in Los Angeles County. Like the county, cities are responding and continuing to plan, zone, and promote opportunities for the construction of housing projects to meet that need. Additionally, state legislation continuously propels cities and the county to reexamine current land-use functions. The implementation of major housing bills, like SB 9 and most recently AB 2011 and SB 6, should drastically transform the supply, affordability, and landscape of housing throughout the region. These statewide laws, along with the reasons stated above, make the creation of a countywide land bank program unnecessary.

We understand that the county, like SBCCOG member cities, has its own land use authority and must find opportunities to create and fund affordable housing in its unincorporated areas. We believe the land bank program may be most suitable for the unincorporated areas in each Supervisor’s jurisdiction, or in cities that chose to participate.

Again, the SBCCOG urges you to reconsider the land bank proposal and to work collaboratively with cities throughout the county to address the urgent affordable housing needs our region faces.

Sincerely,
John Cruikshank, Chair
South Bay Cities Council of Governments
Councilmember, City of Rancho Palos Verdes
CC: Los Angeles County Supervisors Hahn, Kuehl, Solis, Barger Los Angeles County CEO
Los Angeles County Metropolitan Transportation Authority Board of Directors Los Angeles County Division, League of California Cities California Contract Cities Association

464
INCORPORATED 1939
October 31, 2022
The Honorable Janice Hahn
Los Angeles County Board of Supervisors
Kenneth Hahn Hall of Administration
500 West Temple Street
Los Angeles, CA 90012
RE: Concerns Regarding Los Angeles County Land Bank Program Dear Supervisor Hahn,

OFFICE OF

THE MAYOR
The City of Palos Verdes Estates has concerns regarding the county's proposal to establish a land bank pilot program that would undermine local land use and zoning regulations and exempt property taxes while the county "holds" land for future use. We supported Supervisor Hahn's motion at the September 27 Board of Supervisors (BOS) meeting to include cities in a working group and to study an opt-in approach for cities that want to participate in the land bank pilot program. We were disappointed that the Board rejected this opportunity to prioritize partnerships with cities in the development of this potentially expansive program, by a 3-2 vote.

As described in the June 23, 2022 CEO' s report, the proposed county land bank program would allow for the acquisition and retention of property to potentially build affordable housing and serve as an anti-displacement mechanism in areas where large infrastructure projects are planned. While discussions currently center around a pilot program, the CEO's report cites an interest to expand the program countywide, without designation of unincorporated or incorporated areas.

Addressing our local housing crisis is a priority for City of Palos Verdes Estates. However, we do not think that a land bank program, developed by the county in a vacuum, without city input, is appropriate for the following reasons:

The land bank program undermines state-certified housing elements. Our city is in the process of certifying 199 units to meet the state-mandated Housing Element, which entails years of planning, community outreach, and financial resources to identify sites suitable for housing units at all income levels. Without dialogue from cities, the county's land bank program would undermine this state/city planning process designed to zone and plan for all housing needs, including affordable developments.

Implementing the land bank program in incorporated cities is an encroachment of local land use authority and zoning adopted by local elected officials. Voters make conscious decisions to elect leaders at every level of government to administer functions specific to that jurisdiction. As such, our city council was elected to listen, respond, and work with our community members in developing land-use and other community priorities. The county's plan to hold land for an indeterminate time and develop it, without regard for existing city land use laws and planning, is a severe overreach. It overrules local land-use decision making, cripples cities' ability to implement their prepared plans and threatens future funding for local services. 340 Palos Verde,; Drive We,;t. Palos Verde,; Estates. California 902 4 J 1 0-3 R-0383 465
The land bank program would compete with and unnecessarily duplicate the work of the Los Angeles County Affordable Housing Solutions Agency (LACAHSA) recently created under SB 679. Governor Newsom just signed SB 679 (Kamlager, 2022) to create LACAHSA, a new countywide affordable housing agency to preserve, protect, and build affordable housing. LACAHSA will have the authority to fund housing and preservation through bonds and other long-term revenue sources. The new agency's governance structure and regional funding allocation formulas can achieve the same goals as the proposed land bank program but with the structure and capacity to both purchase land and develop it. It is foreseeable that the county's land bank program could compete for the same funding and land as LACAHSA.

The land bank program would deprive cities of essential property tax income that financially support community services. As described in the June 23, 2022 CEO's report, the proposed county land bank program would allow for the acquisition and retention of property tax free by the county. The report further recommended that the county's tax free status should be extended to private parties. Yet, this report fails to acknowledge the effects on cities' ability to provide basic services to their residents, especially in low-income communities and communities of color. Nor does the report address how cities are to recoup this proposed loss of property taxbased city income needed for community services.

Developing the land bank program in a vacuum further erodes trust and cooperation between the County and the 88 cities in it. We learned from this year's Blue Ribbon Commission on Homelessness (BRCH) report and recommendations that the county faces severe challenges in its efforts to address homelessness through LAHSA and Measure H. The BRCH report's message was clear: the county cannot solve regional homeless issues on its own. The report recommended local solutions and partnerships with cities. There is no reason that the same philosophy shouldn't be used under the land bank program. As such the county should be partnering with cities to create affordable housing.

We understand the dire need for affordable housing in Los Angeles County. Like the county, cities are responding and continuing to plan, zone, and promote opportunities for the construction of housing projects to meet that need. Additionally, state legislation continuously propels cities and the county to reexamine current land-use functions. The implementation of major housing bills, like SB 9 (Atkins, 2021) and most recently AB 2011 (Wicks, 2022) and SB 6 (Caballero, 2022), will drastically transform the supply, affordability, and landscape of housing throughout the county. These statewide laws, along with the reasons stated above, make the creation of a countywide land program unnecessary. Nevertheless, we understand that the county, like our city, also has its own land use authority and must find opportunities to create and fund affordable housing in its unincorporated areas. We believe the land bank program may be most suitable for the unincorporated areas in each Supervisor's jurisdiction, or in cities that chose to participate.

Again, the City of Palos Verdes Estates urges you to reconsider the land bank proposal and work collaboratively with your district cities to address the urgent affordable housing needs in the county. ~i~~::~1~flX3~. Mayor
Palos Verdes Estates
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Agenda Item No.: 15.A
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO

CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: EMPLOYEE PERFORMANCE EVALUATION
GOVERNMENT CODE SECTION 54957, TITLE CITY MANAGER
DATE: November 14, 2022
BACKGROUND:

None.

DISCUSSION:

None.

FISCAL IMPACT:

None.

RECOMMENDATION:

None.

ATTACHMENTS:
467
Agenda Item No.: 15.B
Mtg. Date: 11/14/2022
TO: HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM: CHRISTIAN HORVATH, CITY CLERK / EXECUTIVE ASSISTANT TO

CITY MANAGER
THRU: ELAINE JENG P.E., CITY MANAGER
SUBJECT: PUBLIC EMPLOYEE APPOINTMENT
CALIFORNIA GOVERNMENT CODE SECTION 54957
TITLE: CITY ATTORNEY
DATE: November 14, 2022
BACKGROUND:

None.

DISCUSSION:

None.

FISCAL IMPACT:

None.

RECOMMENDATION:

None
ATTACHMENTS:
468