01-11-2021_CCAgendaPacket1.CALL TO ORDER
2.ROLL CALL
3.OPEN AGENDA - PUBLIC COMMENT WELCOME
This is the appropriate time for members of the public to make comments regarding the items on
the consent calendar or items not listed on this agenda. Pursuant to the Brown Act, no action will
NO. 2 PORTUGUESE BEND ROAD
ROLLING HILLS, CA 90274
(310) 377-1521
FAX (310) 377-7288
AGENDA
Regular Council Meeting
CITY COUNCIL
Monday, January 11, 2021
CITY OF ROLLING HILLS
7:00 PM
This meeting is held pursuant to Executive Order N-29-20 issued by Governor Gavin Newsom on
March 17, 2020. All Councilmembers will participate by teleconference.
Public Participation: The meeting agenda is available on the City’s website. A live audio of the City
Council meeting will be available on the City’s website. Both the agenda and the live audio can be
found here: https://www.rolling-hills.org/government/agenda/index.php
Members of the public may observe and orally participate in the meeting via Zoom and or submit
written comments in real-time by emailing the City Clerk’s office at cityclerk@cityofrh.net. Your
comments will become part of the official meeting record. You must provide your full name, but please
do not provide any other personal information that you do not want to be published.
Zoom access: https://us02web.zoom.us/j/87227175757?
pwd=VzNES3Q2NFprRk5BRmdUSktWb0hmUT09 Or dial (669) 900-9128, meeting ID: 872 2717
5757, passcode: 780609
Audio recordings to all the City Council meetings can be found here:
https://cms5.revize.com/revize/rollinghillsca/government/agenda/index.php
While on this page, locate the meeting date of interest then click on AUDIO. Another window will
appear. In the new window, you can select the agenda item of interest and listen to the audio by hitting
the play button. Written Action Minutes to the City Council meetings can be found in the AGENDA,
typically under Item 4A Minutes. Please contact the City Clerk at 310 377-1521 or email at
cityclerk@cityofrh.net for assistance.
Next Resolution No. 1269 Next Ordinance No. 369
PLEDGE OF ALLEGIANCE
1
take place on any items not on the agenda.
4.CONSENT CALENDAR
Matters which may be acted upon by the City Council in a single motion. Any Councilmember may
request removal of any item from the Consent Calendar causing it to be considered under Council
Actions.
4.A.MINUTES: 1) REGULAR MEETING OF NOVEMBER 23, 2020; AND 2) REGULAR
MEETING OF DECEMBER 14, 2020.
RECOMMENDATION: Approve as presented.
4.B.PAYMENT OF BILLS.
RECOMMENDATION: APPROVE AS PRESENTED.
4.C.REPUBLIC SERVICES RECYCLING TONNAGE REPORT FOR NOVEMBER 2020.
RECOMMENDATION: Approve as presented.
4.D.ANNUAL VENDOR LIST FOR CALENDAR YEAR 2021
RECOMMENDATION: Staff recommends that the City Council approve the Annual
Vendor List for calendar year 2021, designating preferred vendors for certain city
purchases.
4.E.CITY COUNCIL MEETING DATES FOR CALENDAR YEAR 2021
R E C O M M E ND AT IO N : Staff recommends that the City Council approve the
proposed City Council meeting dates for calendar year 2021.
4.F.CITY COUNCIL BUDGET CALENDAR FOR FISCAL YEAR 2021-2022
R ECOMM ENDATION: Staff recommends the City Council approve the budget
calendar for Fiscal Year 2021-2022.
4.G.RESOLUTION 1268: A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ROLLING HILLS AUTHORIZING THE DESTRUCTION OF CERTAIN CITY
RECORDS AS PROVIDED BY SECTION 34090 OF THE GOVERNMENT CODE OF
THE STATE OF CALIFORNIA.
RECOMMENDATION: Staff recommends that the City Council adopted Resolution
1268 authorizing the destruction of certain city records as provided by Section 34070
of the Government Code of the State of California.
4.H.RECEIVE AND FILE ANNUAL REPORT FOR FISCAL YEAR 2019-2020 TO THE LOS
ANGELES REGIONAL WATER QUALITY CONTROL BOARD AS MANDATED BY
THE LOS ANGELES COUNTY MUNICIPAL STORM WATER PERMIT ORDER NO.
2020-11-23_CCMinutesFinal.pdf
2020-12-14_CCMinutesFinal.pdf
Payment_Nov25Dec02Dec14CheckRun.pdf
Payment_Dec16Dec28CheckRun.pdf
RH November Tonnage Report.pdf
VendorList2021.docx
2021CityCouncilMeetingDates.pdf
BudgetCalendarFY21-22_v3.pdf
CCResolutionNo1268.pdf
2
R4-2012-0175, AMENDED BY ORDER NO. WQ 2015-0075.
RECOMMENDATION: Staff recommends that the City Council receive and file the
annual report for Fiscal Year 2019-2020.
4.I.RECEIVE AND FILE COMMENT LETTERS TO THE LOS ANGELES REGIONAL
WATER QUALITY CONTROL BOARD ON THE DRAFT MS4 PERMIT AND THE
MACHADO LAKE TMDLs.
REC OMM ENDATIO N : Staff recommends that the City Council receive and file
comment letters.
4.J.CONTRACT AMENDMENT FOR CSG PLANNING CONSULTANT.
RECOMMENDATION: Approve as presented.
5.COMMISSION ITEMS
NONE.
6.PUBLIC HEARINGS
NONE.
7.OLD BUSINESS
8.NEW BUSINESS
8.A.CONSIDER AND APPROVE A PROFESSIONAL SERVICES AGREEMENT WITH
PECKHAM AND MCKENNEY INC. FOR RECRUITMENT SERVICES.
R E C O M M E N D AT I O N : Staff recommends that the City Council approve an
agreement with Peckham and McKenney Inc. to recruit a City Clerk and a Senior
Management Analyst.
8.B.CONSIDER AND APPROVE AN APPLICATION TO THE CALIFORNIA JOINT
POWERS INSURANCE AUTHORITY (CJPIA) FOR A LOAN TO FUND THE CITY
HALL AMERICANS WITH DISABILITIES ACT (ADA) IMPROVEMENTS
RECOMMENDATION: Staff recommends that the City Council consider applying
for financing for the City Hall ADA improvements through CJPIA.
RollingHills_AR_individual_2020_(2020-12-10).pdf
AnnualReportSubmittalRecordDec2020.pdf
IMCPSubmittalRecordDec2020.pdf
AFinal Draft PVP watershed MS4 comments (Signed).pdf
PVPCommentLetter_TMDLExtensions(Final).pdf
CSG 11-12-19__First Amendment to the Professional Services Agreement with CSG
Consultants Inc..pdf
Second Amendment to Agreement for Planning Services-c1.DOCX
Estimated Budget_CEQA and Planning only_AC_1117.xlsx
City of Rolling Hills City Clerk and Sr Mngt Analyst Recruitment Proposal by Peckham &
McKenney.pdf
Peckham & McKenney, Inc. Recruitment of City Clerk and Senior Management Analyst-
c1-c1.pdf
ADA-Financing-Program-Year-Three-Application_2020.01.07.pdf
3
8.C.CONSIDER AND APPROVE AN AMENDED AGREEMENT WITH PACIFIC
ARCHITECTURE AND ENGINEERING INC. TO PROVIDE DESIGN OF AN
EMERGENCY STANDBY GENERATOR FOR THE CITY HALL CAMPUS.
R E C O M M E N D AT I O N : Staff recommends that the City Council approve an
amended agreement with Pacific Architecture and Engineering Inc. to provide
assessment/schematic and final design for a standby generator for the City Hall
campus.
8.D.DISCUSS AND EVALUATE CURRENT LIST OF CITY COUNCIL AD HOC
SUBCOMMITTEES
RECOMMENDATION: Staff recommends that the City Council review the current
list of City Council Ad Hoc Subcommittees and take appropriate actions.
9.MATTERS FROM THE CITY COUNCIL AND MEETING ATTENDANCE REPORTS
NONE.
10.MATTERS FROM STAFF
NONE.
11.CLOSED SESSION
NONE.
12.ADJOURNMENT
Next regular meeting: Monday, January 25, 2021 at 7:00 p.m. via Zoom.
Zoom access: https://us02web.zoom.us/j/87227175757?
pwd=VzNES3Q2NFprRk5BRmdUSktWb0hmUT09 Or dial (669) 900-9128, meeting ID: 872
27175757, passcode: 780609
8AStaffReport_October262020.pdf
20201229_rolling hills generator_.pdf
Amendment to PSA - Architectural and Engineering Services-c1_2021-01-08.pdf
20-21 Committee Assignments_2020-05-11_final.pdf
10-11 Committee Assignments.pdf
10-11 Committee mtg schedules & objectives.pdf
Notice:
Public Comment is welcome on any item prior to City Council action on the item.
Documents pertaining to an agenda item received after the posting of the agenda are available for review in the City
Clerk's office or at the meeting at which the item will be considered.
In compliance with the Americans with Disabilities Act (ADA), if you need special assistance to participate in this meeting
due to your disability, please contact the City Clerk at (310) 377-1521 at least 48 hours prior to the meeting to enable the
City to make reasonable arrangements to ensure accessibility and accommodation for your review of this agenda and
attendance at this meeting.
4
Agenda Item No.: 4.A
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:MEREDITH ELGUIRA, PLANNING DIRECTOR
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:MINUTES: 1) REGULAR MEETING OF NOVEMBER 23, 2020; AND 2)
REGULAR MEETING OF DECEMBER 14, 2020.
DATE:January 11, 2021
BACKGROUND:
NONE.
DISCUSSION:
NONE.
FISCAL IMPACT:
NONE.
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
2020-11-23_CCMinutesFinal.pdf
2020-12-14_CCMinutesFinal.pdf
5
MINUTES OF A
REGULAR MEETING OF THE
CITY COUNCIL OF THE
CITY OF ROLLING HILLS, CALIFORNIA
MONDAY, NOVEMBER 23, 2020
1.CALL TO ORDER
The City Council of the City of Rolling Hills met in a regular meeting via Zoom
Teleconference on the above date at 7:00 p.m. via teleconference.
Mayor Pieper presiding.
2.ROLL CALL
Present: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
Absent: None
Staff Present: Elaine Jeng, City Manager
Meredith T. Elguira, Planning & Community Services Director
Jane Abzug, Assistant City Attorney
3.RECOGNITION OF LOS ANGELES COUNTY FIRE DEPARTMENT DIVISION 1,
BATTALION 14, FIRE STATION 56 CAPTAIN PHIL SCHNEIDER.
City Manager Elaine Jeng commended Captain Phil Schneider on his 37 years of services and
congratulated him on his retirement. The City Council thanked Captain Schneider for his years
of service. A certificate of recognition and Rolling Hills memorabilia will be mailed to Captain
Schneider.
Captain Schneider was grateful for the recognition by the Councilmembers, RHCA and Fire
Station 56.
4.OPEN AGENDA - PUBLIC COMMENT WELCOME
Planning & Community Services Director Meredith Elguira stated that she received a letter on
November 19, 2020 from resident Roger Hawkins regarding his concerns about the Accessory
Dwelling Unit (ADU) Survey and to the community.
5.CONSENT CALENDAR
A.MINUTES: REGULAR MEETING OF NOVEMBER 09, 2020.
ITEM 5A APPROVED BY SEPARATE CONSENT CALENDAR VOTE.
MOTION: It was moved by Councilmember Mirsch and seconded by Mayor Pro Tem
Dieringer to approve meeting minutes, with minor changes to page 3.
6
Minutes 2
City Council Regular Meeting
November 23, 2020
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, and Wilson
NOES: COUNCILMEMBERS: Black
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
B. PAYMENT OF BILLS.
ITEM 5B APPROVED BY CONSENT CALENDAR VOTE.
C. REPUBLIC SERVICES CYCLING TONNAGE REPORT FOR OCTOBER
2020.
ITEM 5C APPROVED BY CONSENT CALENDAR VOTE.
MOTION: It was moved by Council Member Mirsch and seconded by Mayor Pro Tem
Dieringer to approve Consent Calendar items 5B and 5C.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
6. COMMISSION ITEMS
NONE.
7. PUBLIC HEARINGS
A. WAIVE FULL READING AND APPROVE ADOPTION OF ORDINANCE NO.
366 OF THE CITY OF ROLLING HILLS AMENDING TITLE 17 (ZONING)
OF THE ROLLING HILLS MUNICIPAL CODE TO ADD CHAPTER 17.60
(HOUSING ACCESSIBILITY FOR THE DISABLED - REASONABLE
ACCOMMODATION PERMIT) AND DETERMINE THE ORDINANCE
EXEMPT FROM CEQA.
Planning and Community Services Director Meredith Elguira presented the proposed
Ordinance for its second reading to the City Council. Staff recommended the adoption of
Ordinance No. 366.
MOTION: It was moved by Councilmember Mirsch and seconded by Mayor Pro Tem
Dieringer to waive the full reading and adopt the Ordinance No. 366, amending Chapter 17.60
(Housing Accessibility for the Disabled Reasonable Accommodation Permit) of the Rolling
Hills Municipal Code.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
7
Minutes 3
City Council Regular Meeting
November 23, 2020
8. OLD BUSINESS
A. CONSIDER ORDINANCE 365 PROHIBITING SMOKING IN AND ON
PUBLIC PROPERTY AND IN AND ON PRIVATE EASEMENTS, ROADS,
AND TRAILS BY ADDING CHAPTER 9.40 (SMOKING PROHIBITED) TO
SUBDIVISION IV (OFFENSES AGAINST PUBLIC PEACE) IN TITLE 9
(PUBLIC PEACE, MORALS AND WELFARE) OF THE CITY OF ROLLING
HILLS MUNICIPAL CODE.
Mayor Pro Tem Dieringer clarified the definition for the use of the electronic smoking devices
vs. smoking marijuana from paper.
Mayor Pieper directed staff to bring back Ordinance No. 365 to a future City Council meeting
for first reading.
B. CONSIDER ORDINANCE NO. 367 OF THE CITY OF ROLLING HILLS,
CALIFORNIA, REPEALING SECTIONS 10.12.050 (AUTHORITY OF GATE
GUARDS) AND 10.12.060 (UNAUTHORIZED TRAFFIC DIRECTION
PROHIBITED) OF CHAPTER 10.12 (TRAFFIC ENFORCEMENT
AUTHORITY) OF TITLE 10 (VEHICLES AND TRAFFIC); AND AMENDING
CHAPTER 9.40 (TRESPASS) AND CHAPTER 9.44 (ENTERING PRIVATE
PROPERTY UNDER FALSE PRETENSES) OF TITLE 9 (PUBLIC PEACE,
MORALS AND WELFARE) OF THE ROLLING HILLS MUNICIPAL CODE.
Planning Director Elguira presented the proposed Ordinance and stated that she received a call
in the afternoon on Monday, November 23, 2020 from resident Roger Hawkins, requesting
additional time to review the proposed Ordinance.
Councilmember Mirsch motioned to bring back Ordinance No. 366 to a future City Council
meeting once the private/public verbiage is confirmed with City Attorney.
MOTION: It was moved by Councilmember Mirsch and seconded by Mayor Pro Tem
Dieringer to prepare the final Ordinance for adoption.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
C. CONSIDER AND APPROVE RESOLUTION NO. 1263 TO ACCEPT STATE
DEPARTMENT OF PARKS AND RECREATION PER CAPITA PROGRAM
GRANT ALLOCATION IN THE AMOUNT OF $177,952 FROM THE OFFICE
OF GRANTS AND LOCAL SERVICES (OGALS); AND CONSIDER
TRANSFER OF STATE DEPARTMENT OF PARKS AND RECREATION PER
CAPITA PROGRAM GRANT ALLOCATION OF $177,952 TO ROLLING
HILLS ESTATES FOR IMPROVEMENTS TO THE GEORGE F. CANYON
NATURE CENTER AND APPROVE RESOLUTION NO. 1265 TO TRANSFER
THE PER CAPITA GRANT FUND ALLOCATION.
8
Minutes 4
City Council Regular Meeting
November 23, 2020
City Manager Jeng reported on Resolution No. 1263 and 1265.
Assistant City Attorney Abzug clarified to the City Council the actions being taken by the City
Council with two proposed resolutions.
MOTION: It was moved by Councilmember Mirsch and seconded by Councilmember
Wilson to approve Resolution No. 1263 and 1265.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
9. NEW BUSINESS
A. RECEIVE AND FILE LOS ANGELES COUNTY FIRE DEPARTMENT
REPORT ON THE STATE OF THE EVACUATION ROUTES (PORTUGUESE
BEND ROAD, CREST ROAD, EASTFIELD DRIVE) WITH RESPECT TO
FIRE SAFETY; AND RECEIVE AND FILE COMMUNITY EVACUATION
ROUTE SURVEY RESULTS.
City Manager Jeng reported on the Community Evacuation Route Report and thanked the Fire
Department for their efforts in meeting with the City on numerous occasions.
Councilmember Black raised concern about the trees along the evacuation route that are a
problem.
Los Angeles Fire Department Chief Scott Hale commented on addressing the concerns and the
importance of mitigating hazard of evacuation route.
B. DISCUSS AND PROVIDE DIRECTIONS TO STAFF FOR INSTALLATION
OF NEWLY ELECTED CITY COUNCIL MEMBERS FROM THE
NOVEMBER 3RD ELECTION.
City Manager Jeng recommended that the City Council Meeting be held on December 14, 2020
to install new elected members.
MOTION: It was moved by Mayor Pieper and seconded by Councilmember Mirsch to
install the elected City Council members on December 14, 2020.
AYES: COUNCILMEMBERS: Mayor P ieper, Dieringer, Mirsch, Wilson, and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
C. DISCUSS SCHEDULING DECEMBER 28, 2020 CITY COUNCIL MEETING
FOR THE APPROVAL OF THE REVISED HOUSING ELEMENT, INITIAL
9
Minutes 5
City Council Regular Meeting
November 23, 2020
STUDY/NEGATIVE DECLARATION, GENERAL PLAN AMENDMENT AND
ZONING AMENDMENT.
City Manager Jeng recommended scheduling the City Council meeting on December 28, 2020.
MOTION: It was moved by Councilmember Mirsch and seconded by Councilmember
Wilson to schedule the City Council meeting on December 28, 2020 to discuss the revised
Housing Element, Initial Study/Negative Declaration, General Plan Amendment and Zoning
Amendment.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
10. MATTERS FROM THE CITY COUNCIL AND MEETING ATTENDANCE
REPORTS
A. RECEIVE AND FILE AN UPDATE FROM THE ROLLING HILLS
COMMUNITY ASSOCIATION (RHCA) ON MODIFICATIONS TO THE
CREST ROAD EAST GATE AS RECOMMENDED BY THE LOS ANGELES
COUNTY FIRE DEPARTMENT. (ORAL)
Rolling Hills Community Association Manager (RHCA), Kristen Raig reported that on Friday,
November 13, 2020, the automated gate located on Crest Road East is complete and operable.
Mr. Visco commented on the functionality of the gate and questioned how residents would
know if the gate is open.
Councilmember Dieringer commented on the Weekly Memorandum recommending making
the Fire Fuel Reduction Committee, not an Ad Hoc Committee but a Standing Committee.
This item will be agendized to the December 14, 2020 City Council Meeting. Councilmember
Dieringer would also like an update from Edison on the Eastfield Assessment District Project.
City Manager Jeng stated that Edison will provide an invoice. However, Edison stated that
they will not share the costs of their bids that they received.
11. MATTERS FROM STAFF
A. 5TH CYCLE HOUSING ELEMENT UPDATE. (ORAL)
Planning Director Elguira reported that the December 28th City Council meeting is needed to
meet CEQA requirements for the Housing Element and that the City received 144 ADU
surveys (mailed hardcopies) and seven electronic surveys, as of November 23, 2020.
B. TORRANCE AIRPORT REGIONAL PROJECT UPDATE. (ORAL)
10
Minutes 6
City Council Regular Meeting
November 23, 2020
Planning Director Elguira reported that the Safe Clean Water Program approved funding for
$906,000 to complete the final design for the Torrance Airport Regional Project. This funding
is coming from Measure W.
City Manager Jeng gave a brief history of the Torrance Airport project and reported that
CalOES awarded grant to the City for dead vegetation management for approximately
$300,000.
12. CLOSED SESSION: Began at 9:36PM
A. EMPLOYEE PERFORMANCE EVALUATION
GOVERNMENT CODE SECTION 54957
TITLE: CITY MANAGER
13. ADJOURNMENT
Hearing no further business before the City Council, City Attorney Jenkins adjourned the
meeting at 10:40 PM. Next regular meeting: Monday, December 14, 2020 at 7:00 p.m. via
City's website's link at: https://www.rolling-hills.org/government/agenda/index.php
Zoom access:
https://us02web.zoom.us/j/87227175757?pwd=VzNES3Q2NFprRk5BRmdUSktWb0hm
T9 or dial (669) 900-9128, meeting ID: 872 2717 5757, passcode: 780609
Respectfully submitted,
____________________________________
Elaine Jeng, P.E.
Acting City Clerk
Approved,
______________________________________
Jeff Pieper
Mayor
11
12-14-20CC MEETINGMINUTES DRAFT```
MINUTES OF A
REGULAR MEETING OF THE
CITY COUNCIL OF THE
CITY OF ROLLING HILLS, CALIFORNIA
MONDAY, DECEMBER 14, 2020
1. CALL TO ORDER
The City Council of the City of Rolling Hills met in a regular meeting via Zoom
Teleconference on the above date at 7:00 p.m. via teleconference.
Mayor Pieper presiding.
2. ROLL CALL
Present: Mayor Pieper, Dieringer, Mirsch, Wilson, and Black.
Absent: None
Staff Present: Elaine Jeng, City Manager
Meredith T. Elguira, Planning & Community Services Director
Jane Abzug, Assistant City Attorney
3. OPEN AGENDA - PUBLIC COMMENT WELCOME
Resident Joseph Black asked how the City and the Sheriff’s Department respond to large
gatherings under the LA County Health Order.
Captain Powers of the LA County Sheriff’s Department stated that when a call for service is
received, a deputy is sent to the site to inform the resident of the violation and seek his/her
cooperation to comply.
4. CONSENT CALENDAR
A. MINUTES: REGULAR MEETING OF NOVEMBER 23, 2020.
I
Mayor directed staff to revise and bring back corrected version.
B. PAYMENT OF BILLS.
C. REVIEW AND APPROVE PLANNING AND TRAFFIC COMMISSIONS
RECRUITMENT AND APPOINTMENT SCHEDULE FOR TERMS
EXPIRING IN JANUARY 2021.
D. PENINSULA CITIES JOINT LETTER TO THE LOS ANGELES COUNTY
BOARD OF SUPERVISORS REQUESTING TO USE DATA AND STATISTICS
FOR THE SOUTHBAY AREA TO MAKE DECISIONS ABOUT COVID-19.
MOTION: It was moved by Mayor Pro Tem Dieringer and seconded by Councilmember
Mirsch to receive and file items 4B, 4C and 4D.
12
Minutes Draft 2
City Council Regular Meeting
December 14, 2020
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
5. ELECTION CERTIFICATION
A. NOVEMBER 3, 2020 GENERAL MUNICIPAL ELECTION CERTIFICATION OF
ELECTION RESULTS.
City Manager Jeng presented the election results and confirmed the re-election of
Councilmembers Pieper and Dieringer.
MOTION: It was moved by Councilmember Wilson and seconded by Councilmember
Mirsch to approve Resolution 1266 with the omission of Section 4 referencing language
regarding measures.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
6. OATH OF OFFICE
OATH OF ALLEGIANCE FOR PUBLIC OFFICERS
Councilmembers Dieringer and Mayor Pieper were sworn in and accepted the oath of office
for the City of Rolling Hills
7. CITY COUNCIL REORGANIZATION
A. CITY COUNCIL REORGANIZATION
City Manager Jeng presented three reorganization scenarios to be considered and approved to
work towards realignment in the month of March.
Councilmember Black volunteered to shorten his mayoral term in order to accommodate the
realignment. He proposed no reorganization in December 2020 and reorganization in: April
2021, April 2022 and December 2022.
MOTION: Motion was moved by Councilmember Black and seconded by
Councilmember Mirsch.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
13
Minutes Draft 3
City Council Regular Meeting
December 14, 2020
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
8. COMMISSION ITEMS
NONE
9. PUBLIC HEARINGS
A. ADOPT AN ORDINANCE OF THE CITY OF ROLLING HILLS PROHIBITING
SMOKING IN AND ON PUBLIC PROPERTY AND IN AND ON PRIVATE
EASEMENTS, ROADS, AND TRAILS BY ADDING CHAPTER 8.40 (SMOKING
PROHIBITED) TO TITLE 8 (HEALTH AND SAFETY) OF THE ROLLING HILLS
MUNICIPAL CODE AND FINDING THE SAME EXEMPT FROM CEQA.
Assistant City Attorney stated that the language exempting electronic smoking devices has
been omitted.
MOTION: It was moved by Mayor Pro Tem Dieringer and seconded by Councilmember
Black to waive full reading of the ordinance and introduce it on the first reading.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
B. ADOPT ORDINANCE NO. 367 OF THE CITY OF ROLLING HILLS, CALIFORNIA,
REPEALING SECTIONS 10.12.050 (AUTHORITY OF GATE GUARDS) AND
10.12.060 (UNAUTHORIZED TRAFFIC DIRECTION PROHIBITED) OF CHAPTER
(TRAFFIC ENFORCEMENT AUTHORITY) OF TITLE 10 (VEHICLES AND
TRAFFIC); AND AMENDING CHAPTER 9.40 (TRESPASS) AND PROPERTY
CHAPTER 9.44 (ENTERING PRIVATE UNDER FALSE PRETENSES) OF TITLE 9
(PUBLIC PEACE, MORALS AND WELFARE) OF THE ROLLING HILLS
MUNICIPAL CODE; AND FINDING THE SAME EXEMPT FROM THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT.
Resident Jim Aichele asked to identify the City’s attorneys.
MOTION: It was moved by Mayor Pro Tem Dieringer and seconded by Councilmember
Black to approve as presented with the addition of “on public property” to Chapters 9.40.060
and 9.44.040. on the end of sentences B and C and to waive full reading of the ordinance and
introduce it on the first reading.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
14
Minutes Draft 4
City Council Regular Meeting
December 14, 2020
ABSTAIN: COUNCILMEMBERS: None
C. ADOPT ORDINANCE NO. 368 AMENDING TITLE 17 (ZONING) OF THE CITY OF
ROLLING HILLS MUNICIPAL CODE TO ADD CHAPTER 17.48 (TEMPORARY
USE PERMITS) ESTABLISHING REGULATIONS OF CERTAIN TEMPORARY USES
WITHIN THE CITY; AND FINDING THE SAME EXEMPT FROM THE
CALIFORNIA ENVIRONMENTAL QUALITY ACT.
MOTION: It was moved by Councilmember Mirsch and seconded by Mayor Pieper to
waive full reading of the ordinance and introduce it on the first reading as written with minor
typographical correction.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
10. OLD BUSINESS
NONE.
11. NEW BUSINESS
A. APPROVE RESOLUTION NO. 1267 ACCEPTING CALIFORNIA GOVERNOR
OFFICE OF EMERGENCY SERVICES (CAL/OES) AND FEMA GRANT AWARD OF
FROM THE HAZARD MITIGATION PROGRAM FOR VEGETATION
MANAGEMENT
City Manager Jeng provided an overview of the CalOES Vegetation Management grant scope
of work and deliverables. The City received Phase I funding worth approximately $323,500.
MOTION: It was moved by Councilmember Wilson and seconded by Mayor Pro Tem
Dieringer to approve Resolution 1267 and authorize the City Manager or designee to execute
the agreement.
AYES: COUNCILMEMBERS: Mayor Pieper, Dieringer, Mirsch, Wilson and Black.
NOES: COUNCILMEMBERS: None
ABSENT: COUNCILMEMBERS: None
ABSTAIN: COUNCILMEMBERS: None
12. MATTERS FROM THE CITY COUNCIL AND MEETING ATTENDANCE
REPORTS
NONE
13. MATTERS FROM STAFF
NONE.
15
Minutes Draft 5
City Council Regular Meeting
December 14, 2020
14. CLOSED SESSION: Began at 8:47PM
A. EMPLOYMENT PERFORMANCE EVALUATION GOVERNMENT CODE SECTION
54957 TITLE: CITY MANAGER
15. ADJOURNMENT
Meeting adjourned in recognition of the COVID-19 biomedical research team, pharmaceutical
companies, volunteers, who made it possible, federal government, CDC, FDA, and Operation
Warp Speed in accomplishing one of the greatest medical achievements in the history of the
world.
Hearing no further business before the City Council, Assistant City Attorney Abzug adjourned the
meeting at 9:45 PM. Next regular meeting: Monday, December 28, 2020 at 7:00 p.m. via City's
website's link at: https://www.rolling-hills.org/government/agenda/index.php
Zoom access:
https://us02web.zoom.us/j/87227175757?pwd=VzNES3Q2NFprRk5BRmdUSktWb0hmT9
or dial (669) 900-9128, meeting ID: 872 2717 5757, passcode: 780609
Respectfully submitted,
____________________________________
Elaine Jeng, P.E.
Acting City Clerk
Approved,
______________________________________
Jeff Pieper
Mayor
16
Agenda Item No.: 4.B
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:CONNIE VIRAMONTES , ADMINISTRATIVE ASSISTANT
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:PAYMENT OF BILLS.
DATE:January 11, 2021
BACKGROUND:
NONE.
DISCUSSION:
NONE.
FISCAL IMPACT:
NONE.
RECOMMENDATION:
APPROVE AS PRESENTED.
ATTACHMENTS:
Payment_Nov25Dec02Dec14CheckRun.pdf
Payment_Dec16Dec28CheckRun.pdf
17
18
19
20
21
Agenda Item No.: 4.C
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:
REPUBLIC SERVICES RECYCLING TONNAGE REPORT FOR
NOVEMBER 2020.
DATE:January 11, 2021
BACKGROUND:
None.
DISCUSSION:
None.
FISCAL IMPACT:
None.
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
RH November Tonnage Report.pdf
22
Franchise?Y
Mth/Yr Overall Commodity Tons Collected Tons Recovered Tons Disposed Diversion %
Jan-20 Trash 178.78 38.00 140.78 21.26%
Greenwaste 102.61 102.61 - 100.00%
Recycle 0.03 0.01 0.02 20.00%
Jan-20 Total 281.42 140.62 140.80 49.97%
Feb-20 Trash 159.76 8.21 151.55 5.14%
Greenwaste 95.32 95.32 - 100.00%
Recycle 2.18 0.44 1.74 20.00%
Feb-20 Total 257.26 103.97 153.29 40.41%
Mar-20 Trash 208.78 - 208.78 0.00%
Greenwaste 92.55 92.55 - 100.00%
Recycle 0.01 0.00 0.01 21.00%
Mar-20 Total 301.34 92.55 208.79 30.71%
Apr-20 Trash 203.94 20.06 183.88 9.84%
Greenwaste 146.90 146.90 - 100.00%
Apr-20 Total 350.84 166.96 183.88 47.59%
May-20 Trash 286.46 20.68 265.78 7.22%
Greenwaste 129.11 129.11 - 100.00%
May-20 Total 415.57 149.79 265.78 36.04%
Jun-20 Trash 279.97 61.66 218.31 22.02%
Greenwaste 95.19 95.19 - 100.00%
Jun-20 Total 375.16 156.85 218.31 41.81%
Jul-20 Trash 262.63 18.10 244.53 6.89%
Greenwaste 86.70 86.70 - 100.00%
Jul-20 Total 349.33 104.80 244.53 30.00%
Aug-20 Trash 238.25 26.63 211.62 11.18%
Greenwaste 64.07 64.07 - 100.00%
Aug-20 Total 302.32 90.70 211.62 30.00%
Sep-20 Trash 234.41 8.21 226.20 3.50%
Greenwaste 88.74 88.74 - 100.00%
Sep-20 Total 323.15 96.95 226.20 30.00%
Oct-20 Trash 269.63 28.79 240.84 10.68%
Greenwaste 74.41 74.41 - 100.00%
Oct-20 Total 344.04 103.20 240.84 30.00%
Nov-20 Trash 255.52 35.58 219.94 13.92%
Greenwaste 58.69 58.69 - 100.00%
Nov-20 Total 314.21 94.27 219.94 30.00%
Grand Total 3,614.64 1,300.65 2,313.99 35.98%
1300.65
CITY OF ROLLING HILLS RESIDENTIAL FRANCHISE
2020
Contract Requires 50% Household -
Page 1 of 2
23
Agenda Item No.: 4.D
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:ANNUAL VENDOR LIST FOR CALENDAR YEAR 2021
DATE:January 11, 2021
BACKGROUND:
Section 3.04.060 of the City's Municipal Code regarding purchasing provides that the City purchases
may be made from vendors without bidding when any of the following conditions exist:
1. The amount of the purchase has a total estimated value of less than two thousand five hundred
dollars ($2,500)
2. Sole source purchases such as legal advertising, utility, conferences, and Sheriff's Department
services.
3. An essential or critical need requires that an order be placed with the best available source of supply
due to time constrants.
4. Purchases from vendors on the City Council Approved Vendor's List.
5. If, at the discretion of the City Manager, and upon a finding supported with written documentation, it
is in the City's best interest in regard to product uniformity, total cost acquisition, and/or similar
considerations. These purchases must be approved by the City Manager or his/her designee.
6. Purchases made through a Cooperative Purchasing Program utilizing purchasing agreements
maintained by the State, County, or other public agencies.
DISCUSSION:
Annually the City Council approves a Vendor List for the calendar year to facilitate purchases of
material and services. The updated Vendor List for calendar year 2021 is comprised of vendors who
have consistently provided excellent service to the City. In a competitive setting, these vendors have
been historically the lowest bidders and they have proven to deliver goods and or services timely.
FISCAL IMPACT:
There is no fiscal impact to establish a Vendor List.
RECOMMENDATION:
24
Staff recommends that the City Council approve the Annual Vendor List for calendar year 2021,
designating preferred vendors for certain city purchases.
ATTACHMENTS:
VendorList2021.docx
25
-1 -
“2021 PROPOSED “CITY COUNCIL APPROVED VENDOR LIST”
A-1 All American Roofing Co.
22029 S. Figueroa St.
Carson, CA 90745
Craig Ekberg
(310) 320-0224 800roofusa.com
Roofing company
Affordable Generator Service, Inc.
9960 Bell Ranch Drive, Suite 105
Santa Fe Springs, CA 90670
Mr. Gilbert Garcia
(800) 394-7697
Emergency generator service and maintenance
Apple One
18538 Hawthorne Blvd.
Torrance, CA 90505
(310) 370-0708
Employment agency
Apple Store
3200 N Sepulveda Blvd.
Manhattan Beach, CA 90266
(310) 546-4309
Apple Computer store
Bennett Landscape
25889 Belle Porte Avenue
Harbor City, CA 90710
(310) 534-3543
Tree trimming services, landscaping
Cox Com, LLC
29947 Avenida De Las Banderas
Rancho Santa Margarita, CA 92688
(310) 891-1020 or 949-546-2406 cox.com
Telephone and cable internet services
DANKA
8226 Park Meadows Dr
Lone Tree, CO 80124
(800) 686-2733
Electronic equipment repair service
Dell, Inc.
One Dell Way
Round Rock, TX 78682
(800) 677-9725 Dell.com
Computer equipment
Duthie Power Services
2335 E. Cherry Industrial Circle
Long Beach, CA 90805-4416
562-790-1772
Emergency Generator Maintenance & Services
Executive-Suite Services
19025 Parthenia St. Suite 200
Northridge, CA 91324
818-993-6300
Janitorial services
Janet Faria Catering
2837 E. 220th Place
Long Beach, CA 90820
(310) 834-6836
Catering service
Finley Tree & Land Care Service
23033 Crenshaw Blvd,
Torrance, CA 90505
(310) 326-9818
Tree trimming services, landscaping
First Call Staffing
3511 Pacific Coast Hwy # E
Torrance, CA 90505
(310) 539-2884
Employment agency
Diane Gladwell
1028 Tirol Lane
Lake Arrowhead, CA 92352
(909) 337-3516
Election consultant, records management
26
-2-
Konica Minolta Business Solution, USA Inc.
Dept. LA 22988
Pasadena, CA 91185-2988
(800) 456-5664
Copier and office equipment supplier
Mahaffey Companies (Atlas Cesspool Service)
1800 S. Alameda St.
Rancho Dominguez, Ca. 90221
(310) 605-1700
Septic tank services
Major Surplus
435 W Alondra Blvd.
Gardena, CA 90248
(310) 324-8855
Emergency supplies
Martin & Chapman Company
1951 Wright Circle
Anaheim, CA 92806
(714) 939-9866
Election consultant, book paper supplier
Merrimac Energy Group
1240 E. Wardlow Road
Long Beach, CA 90807
(800) 900-4081
Emergency generator supply, maintenance services
PVPUSD Printing Services
375 Via Almar
Palos Verdes Estates CA 90274
310-896-3426
Copy & stationary printing services
Peninsula Septic
1840 S. Gaffey Street #53
San Pedro, CA 90731
Nick Dragich
(310) 832-4800
Septic tank services
S &W Communications
14714 Lull Street
Van Nuys, CA 91405
(818) 786-7050 ext 207
Telephone equipment, maintenance, repair service
Smart Source LLC.
21818 S. Wilmington Ave., Ste 406
Long Beach, CA 90810
(310) 513-2000
Stationery
Traver’s Trees
P. O. Box 7000-416
Palos Verdes Peninsula, CA 90274
(310) 545-5816 (310) 530-3920
Tree trimming services, landscaping
TR Trading Co.
15604 S. Broadway
Gardena, CA 90248
(310) 329-9242
Furniture store
Xerox
101 Continental Blvd.
El Segundo, CA 90245
Lori Murphy
(877) 395-6318 Xerox.com
Printers, copiers
Yosemite Water
226 South Avenue 54
Los Angeles, CA 90025
(323) 256-2265 yosemitewaters.com
Water delivery
27
Agenda Item No.: 4.E
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CITY COUNCIL MEETING DATES FOR CALENDAR YEAR 2021
DATE:January 11, 2021
BACKGROUND:
Annually in January, the City Council establishes the meeting dates for the calendar year.
DISCUSSION:
Unlike years past, there are no conflicts between regularly scheduled City Council meetings and
holidays for calendar year 2021.
FISCAL IMPACT:
There is no fiscal impact to establishing the City Council meeting dates for calendar year 2021.
RECOMMENDATION:
Staff recommends that the City Council approve the proposed City Council meeting dates for calendar
year 2021.
ATTACHMENTS:
2021CityCouncilMeetingDates.pdf
28
2021 City Council Meeting Dates and City Holidays
Unless otherwise noted, meetings in conflict with a holiday will be cancelled.
Unless otherwise noted, meetings in
conflict with a holiday will be cancelled.
DRAFT 1/7/21
Scheduled Date Holiday Conflict Holiday Date Re-scheduled Date/TimeJanuary 11, 2021January 25, 2021February 8, 2021February 22, 2021March 8, 2021March 22, 2021April 12, 2021April 26, 2021May 10, 2021May 24, 2021June 14, 2021June 28, 2021July 12, 2021July 26, 2021August 9, 2021August 23, 2021September 13, 2021September 27, 2021October 11, 2021October 25, 2021November 13, 2021November 27, 2021December 13, 2021 Holiday Open House N/A N/ADecember 27, 2021 CANCELLED N/A N/A
2021 Holidays Observed (City Hall Closed)January 1, 2021 New Year's Day (observed)January 18, 2021 Martin Luther King Jr. DayFebruary 15, 2021 President's DayMay 31, 2021 Memorial DayJuly 5, 2021 Independence DaySeptember 6, 2021 Labor DayNovember 11, 2021 Veterans Day November 25-26, 2021 Thanksgiving HolidayDecember 23, 2021 Christmas Eve (Observed)December 24, 2021 Christmas Day (Observed)
29
Agenda Item No.: 4.F
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:TERRY SHEA, FINANCE DIRECTOR
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CITY COUNCIL BUDGET CALENDAR FOR FISCAL YEAR 2021-2022
DATE:January 11, 2021
BACKGROUND:
Annually in January, the City Council approves a budget calendar for the fiscal year.
DISCUSSION:
None.
FISCAL IMPACT:
There is no fiscal impact to establishing a budget calendar.
RECOMMENDATION:
Staff recommends the City Council approve the budget calendar for Fiscal Year 2021-2022.
ATTACHMENTS:
BudgetCalendarFY21-22_v3.pdf
30
City of Rolling Hills INCORPORATED JANUARY 24, 1957
NO. 2 PORTUGUESE BEND ROAD
ROLLING HILLS, CA 90274
(310) 377-1521
FAX (310) 377-7288
REVISED BUDGET CALENDAR
FISCAL YEAR 2021/2022
January 11, 2021 City Council receive, review and approve FY 2021/2022 budget
calendar.
January 25, 2021 Finance/Budget/Audit Committee meeting with Auditor to review FY
2019/2020 Annual Financial Report.
February 8, 2021 City Council receive and review FY 2019/2020 Audited Financial
Statements.
March 08, 2021 City Council receive and review FY 2020/2021 mid-year budget report
and appropriations.
April 22, 2021 Staff review of FY 2020/2021 year-end expenditure projections with
City Manager.
April 26, 2021 Finance/Budget/Audit Committee review Financial and Investment
Policies; and review and discuss Schedule of Fees and Charges.
April 26, 2021 City Council review of FY 2020/2021 year-end revenue and
expenditure projections, and annual CPI projections.
April 29, 2021 Staff proposed FY 2021/2022 Budget Requests and discussion with City
Manager.
May 05, 2021 Final Staff proposed FY 2021/2022 Budget Requests with City
Manager.
May 13, 2021 If the solid waste collection fees are going to be increased by CPI,
public notice sent to all property owners advertising a public hearing
for an increase in the solid waste collection fee. Also, as directed,
public notice is required for updates to Schedule of Fees & Charges (by
June 14, 2021).
May 10, 2021 Finance/Budget/Audit Committee review of FY 2021/2022 staff
proposed budget.
May 24, 2021 City Council budget workshop.
31
City of Rolling Hills INCORPORATED JANUARY 24, 1957
NO. 2 PORTUGUESE BEND ROAD
ROLLING HILLS, CA 90274
(310) 377-1521
FAX (310) 377-7288
June 14, 2021 City Council budget public hearing, adoption of FY 2021/2022 budget,
and approval of Gann Limit. If necessary, City Council public hearing
on proposed update(s) to solid waste collection fee and/or Schedule of
Fees and Charges.
32
Agenda Item No.: 4.G
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:RESOLUTION 1268: A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF ROLLING HILLS AUTHORIZING THE DESTRUCTION OF
CERTAIN CITY RECORDS AS PROVIDED BY SECTION 34090 OF THE
GOVERNMENT CODE OF THE STATE OF CALIFORNIA.
DATE:January 11, 2021
BACKGROUND:
Government Code Section 34090 provides for the destruction of certain city records by resolution and
the written consent of the City Attorney. This section does not authorize the destruction of:
a. Records affecting the title to real property or liens thereon.
b. Court records
c. Records required to be kept by statue.
d. Records less than two years old.
e. Minutes, ordinances, or resolutions of the legislative body of a city board or commission.
DISCUSSION:
Staff and the City Attorney have reviewed the records listed on Exhibit A of the attached Resolution no.
1268 and have determined that they are not among the above exceptions. Further, staff has reviewed
the listed records to assure that they do not have any historical or research value to the City.
FISCAL IMPACT:
Records management is a part of the approved budget for Fiscal Year 2020-2021.
RECOMMENDATION:
Staff recommends that the City Council adopted Resolution 1268 authorizing the destruction of certain
city records as provided by Section 34070 of the Government Code of the State of California.
ATTACHMENTS:
CCResolutionNo1268.pdf
33
-1-
RESOLUTION NO. 1268
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ROLLING HILLS AUTHORIZING THE DESTRUCTION OF CERTAIN
CITY RECORDS AS PROVIDED BY SECTION 34090 OF THE
GOVERNMENT CODE OF THE STATE OF CALIFORNIA.
WHEREAS, the keeping of numerous records after a certain length of time is not necessary
for the effective and efficient operation of the government of the City of Rolling Hills; and
WHEREAS, Section 34090 of the Government Code of the State of California provides a
procedure whereby any City record which has served its purpose and is no longer required may be
destroyed.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ROLLING HILLS
DOES RESOLVE AS FOLLOWS:
Section 1. The records of the City of Rolling Hills as set forth in the attached
Destruction of Records Schedule attached hereto as Exhibit “A” are hereby authorized to be destroyed as
provided by Section 34090 of the Government Code.
Section 2. The provisions of Section 1 above do not authorize the destruction of:
a) Records affecting the title to real property or liens thereon.
b) Court records.
c)Records required to be kept by statute.
d) Records less than two years old.
e)Minutes, ordinances, or resolutions of the legislative body or a city board or
commission.
Section 3. The written consent of the City Attorney has been obtained for this
destruction.
PASSED, APPROVED AND ADOPTED this 11th day of January, 2021
____________________________________
JEFF PIEPER
MAYOR
ATTEST:
____________________________________
ELAINE JENG, P.E.
ACTING CITY CLERK
Resolution No. 1268
34
Resolution No. 1267 -2-
STATE OF CALIFORNIA ) COUNTY OF LOS ANGELES ) §§
CITY OF ROLLING HILLS )
I certify that the foregoing Resolution No. 1268 entitled:
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
ROLLING HILLS AUTHORIZING THE DESTRUCTION OF CERTAIN
CITY RECORDS AS PROVIDED BY SECTION 34090 OF THE
GOVERNMENT CODE OF THE STATE OF CALIFORNIA.
was approved and adopted at a regular meeting of the City Council on January 11, 2021 by the following
roll call vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
____________________________________
ELAINE JENG, P.E.
ACTING CITY CLERK
CONSENT TO DESTRUCTION OF RECORDS
The undersigned, City Attorney for the City of Rolling Hills hereby consents to the
destruction of the records of the City of Rolling Hills as set forth in the attached Destruction of Records
Schedule attached hereto as Exhibit “A” as provided by Section 34090 of the Government Code.
Dated ______________
__________________________________________
MICHAEL JENKINS
CITY ATTORNEY
35
EXHIBIT A
1-7-2021
36
37
Agenda Item No.: 4.H
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:RECEIVE AND FILE ANNUAL REPORT FOR FISCAL YEAR 2019-2020
TO THE LOS ANGELES REGIONAL WATER QUALITY CONTROL
BOARD AS MANDATED BY THE LOS ANGELES COUNTY MUNICIPAL
STORM WATER PERMIT ORDER NO. R4-2012-0175, AMENDED BY
ORDER NO. WQ 2015-0075.
DATE:January 11, 2021
BACKGROUND:
Majority of the 88 cities in Los Angeles County are permittees of the Los Angeles County Municipal
Storm Water Permit Order No. R4-2012-0175, amended by Order No. WQ2015-0075. Rolling Hills is
a permittee and as a permittee, the City is required to submit an annual report by December 15 for the
prior fiscal year.
McGowan Consulting assists the City in preparing the annual report. The Annual Report has three
attachments: A) Land Use Map of Rolling Hills, B) Machado Lake Trash TMDL Annual Report, and
C) Santa Monica Bay Debris TMDL Annual Report. Attachments B and C are prepared by John L.
Hunter & Associates. The City participates in the Coordinated Integrated Monitoring Program (CIMP)
with the Peninsula Watershed Group comprised of Rancho Palos Verdes, Rolling Hills Estates, Palos
Verdes Estates and Los Angeles County (for the unincorporated portions of the County land on the
Peninsula) with Rancho Palos Verdes as the lead agency. John L. Hunter & Associates Inc. is the
stormwater consultant for the Peninsula Watershed Group and as a part of John L. Hunter & Associates
Inc.'s scope of work, separate reports are prepared for the Machado Lake Trash TMDL and the Santa
Monica Bay Debris TMDL. The reports discuss the City's water quality monitoring activities as
mandated by the permit and report on the effectiveness of measures implemented by the agency to meet
pollutant thresholds. For Fiscal Year 2019-2020, based on monitoring data, the City's existing
instructional and source control measures are concluded to be effective.
DISCUSSION:
On behalf of the City, McGowan Consulting submitted the City's Annual Report for Fiscal Year 2019-
2020 on December 14, 2020
FISCAL IMPACT:
38
The cost of preparing the mandated Annual Report, and attachments (TMDL Annual Reports) are
included in the approved budget for Fiscal Year 2020-2021.
RECOMMENDATION:
Staff recommends that the City Council receive and file the Annual Report.
ATTACHMENTS:
RollingHills_AR_individual_2020_(2020-12-10).pdf
AnnualReportSubmittalRecordDec2020.pdf
IMCPSubmittalRecordDec2020.pdf
39
Los Angeles County Municipal Storm Water Permit
(Order No. R4-2012-0175 as amended by Order WQ 2015-0075)
NPDES No. CAS004001
Annual Report
Individual Form
Reporting Year 19-20
This form includes items to be reported individually by each Permittee.
Permittee Name City of Rolling Hills
Permittee Program Contact Meredith Elguiera
Title Planning Director
Address 2 Portuguese Bend Road
City Rolling Hilils
Zip Code 90274
Phone 310-377-1521
Email MElguiera@CityofRH.net
List of Attachments
ATTACHMENT A: Land Use Map of Rolling Hills
ATTACHMENT B: Machado Lake Trash TMDL Annual Report
ATTACHMENT C: Santa Monica Bay Debris TMDL Annual Report
40
41
City of Rolling Hills Individual Form (Rev: 7/10/2019)
Reporting Year 19-20
RollingHills_AR_individual_2020_(2020-12-10).docx Page 3 of 43
2. Program Expenditures
Complete the following items in this section.
1) 2.1 Source(s) of funds used in the past year, and proposed for the coming year, to meet
necessary expenditures on the Permittee’s stormwater management program [VI.A.3.b]:
The City funds the implementation of the MS4 Permit and TMDL compliance through its Gen eral
Fund. The City’s General Fund budget for all municipal operations and services, including MS4 Permit
compliance, is approximately $2 million annually, while the City’s expenditures for stormwater
programs as shown below have been increasing and are now approximately 6-9% of the City’s annual
budget. Los Angeles County Flood Control District has estimated that the City will receive
approximately $110,000 per year from the Safe Clean Water Program for its municipal stormwater
program beginning in Fiscal Year 2020-21 which will assist in addressing increasing MS4 Permit
compliance costs associated with new program requirements.
The City contracts with the Los Angeles County Building and Safety Division and a consulting
engineering firm for development plan checking, permitting, inspections, and 2012 LA MS4 Permit
implementation requirements pertaining to single family residential construction. The contract
building officials collect permit fees from developers which are used to offset the cost of sto rmwater
compliance review and inspection for development projects under the Planning and Land
Development Program and the Development Construction Program.
2) 2.2 Complete the table on program expenditures below [Attachment D – VII.A.5]:
Table 2a: Program Expenditures
Category Expenditures for
Reporting Year
Program Budget for Next
Reporting Year
(1) Program Management $31,351 $34,301
(2) Minimum
Control
Measures
(MCMs)
Public Information and
Participation Program $6,919 $13,565
Industrial / Commercial Facilities
Program Not applicable Not applicable
Planning and Land Development
Program $6,277 $13,330
Development Construction
Program - -
Public Agency Activities Program $300 $1,240
Illicit Connections and Illicit
Discharges Program $527 $1,240
Additional Institutional BMPs /
“Enhanced” MCMs Included in above items Included in above items
(3) Projects
Distributed Projects and Green
Streets - -
Regional Projects - $44,556
Restoration Projects - -
(4) Monitoring $60,680 $55,467
42
City of Rolling Hills Individual Form (Rev: 7/10/2019)
Reporting Year 19-20
RollingHills_AR_individual_2020_(2020-12-10).docx Page 4 of 43
Table 2a: Program Expenditures
Category Expenditures for
Reporting Year
Program Budget for Next
Reporting Year
(5) NPDES MS4 Permit Fees $5,692 $5,800
(6) TMDL Implmentation and Watershed Management
Group Participation $10,033 $12,400
TOTAL $121,779 $181,899
3) Please add any additional comments on stormwater expenditures below:
The City employs a very small staff, with the Planning Director assigned responsibility for the
implementation of the stormwater program. The Planning Director, with the assistance of the City’s
stormwater consultant, represents the City at the Palos Verdes Peninsula Watershed Management
Group (WMG) monthly meetings and, as necessary, in quarterly committee meetings for the Greater
LA Harbor Coordinated Compliance Monitoring Program for the Los Angeles Harbor Toxics TMDL.
43
City of Rolling Hills Individual Form (Rev: 7/10/2019)
Reporting Year 19-20
RollingHills_AR_individual_2020_(2020-12-10).docx Page 5 of 43
3. Discharge Prohibitions and Receiving Water Limitations
Complete the following items in this section.
3.1 Did you develop and implement procedures to ensure that a discharger, if not a named Permittee in
this Order, fulfilled the requirements of Part III.A.4.a.i-vi? If so, provide a link to where the
procedures may be found or attach to the Annual Report [III.A.4.a]:
The City does not own or operate an MS4 thus the provisions of Part III.A.4.a.i-vi do not specifically
apply to the City.
3.2 Did you develop and implement procedures that minimize the discharge of landscape irrigation
water into the MS4? If so, provide a link to where the procedures may be found or attach to the
Annual Report [III.A.4.b]:
Since 2010 the City has been applying water efficient landscape requirements to projects subject to
discretionary review. In 2015 the Governor of California i ssued Executive Order B29-15 instructing
the Department of Water Resources to amend the 2010 Model Water Efficient Landscape
Ordinance (MWELO) to increase water efficiency standards for new and retrofitted landscapes. On
May 13, 2019, the City adopted its own water efficient landscape ordinance consistent with the
statewide 2015 MWELO.
The City disseminates educational information on native and drought tolerant landscaping, water
conservation, and water use restrictions through the City’s website: https://www.rolling-
hills.org/government/planning_and_community_services/index.php#lanscapedesignstandards .
Additionally, California Water Service, the retail water provider to all residents in the City, has
instituted prohibitions on outdoor water use as described at:
https://www.calwater.com/conservation/drought/prohibited-uses-water/
3.3 Where Receiving Water Limitations were exceeded, describe efforts that were taken to determine
whether discharges from the MS4 caused or contributed to the exceedances and all efforts that
were taken to control the discharge of pollutants from the MS4 to those receiving waters in
response to the exceedances (e.g. BMPs that were implemented) [Attachment E – XVIII.A.5.e]:
Section 6.4.2 of the Palos Verdes Peninusula Integrated Monitoring Compliance Report (IMCR)
which is Volume II of the Palos Verdes Peninsula Watershed Annual Report, identifies exceedances
of receiving water limitations.
SANTA MONICA BAY:
Numeric target exceedances for Palos Verdes CIMP receiving water monitoring (both wet and dry
weather for the 2019-2020 reporting year) are shown in the Peninsula Watershed Report Volume II,
IMCR in Table 11 of Section 6.4.2. Only one analyte exceeded any applicable criteria during the
reporting year; this was for Total DDx in the Santa Monica Bay at Peninsula-RW1 during the June
2020 dry weather sampling event. As discussed in the IMCR, based on previous results for total DDx
during dry weather receiving water sampling events, it is unlikely that this is either caused by MS4
discharges or representative of typical receiving water conditions. Since runoff from the City is not
directly tributary to the site, and dry weather discharges to Santa Monica Bay from the City have
been effectively eliminated, dry weather discharges from the City could not have caused or
contributed to the dry weather receiving water exceedance at that location.
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There were no exceedances of wet weather receiving water limitations during the reporting year at
either Peninsula CIMP receiving water monitoring station.
MACHADO LAKE:
The Palos Verdes Peninsula Watershed Management Group outfall monitoring site which is most
indicative of runoff from the City to Machado Lake is the Lariat monitoring site. The tributary area
to the Lariat site is estimated to be comprised of 94% tributary area from the City of Rolling Hills
and 6% tributary area from the City of Rolling Hills Estates. For the past nine years, there has been
no measureable flow of non-stormwater at the Lariat monitoring site during monthly dry weather
observations, and this was also the case during the current reporting year. During the three wet
weather monitoring events conducted during the reporting year, there was sampled flow at the
Lariat monitoring site with concentrations of Total Nitrogen and Total Phosphorous contributing to
exceedances of the monthly flow-weighted averages for Total Nitrogen and Total Phosphorus
concentration-based WQBELs for the Peninsula WMG as a whole. Ongoing measures the City is
taking to control the discharge of nitrogen and phosphorus in stormwater from the City are
discussed in Section 6.5 of this report.
Concentrations of legacy pesticides and PCBs in sediment from storm drain outfalls on the Peninsula
to Machado Lake are presented in the Peninsula Watershed Annual Report, Volume II IMCR Table
10. Ongoing measures the City is taking to control the discharge of sediment and sediment-borne
pollutants in stormwater from the City are discussed in Section 6.5 of this report.
GREATER LOS ANGELES HARBOR:
The City is participating in the Greater Los Angeles and Long Beach Harbors Toxics TMDL
Coordinated Compliance Monitoring and Reporting Program conducted by the Greater Harbor
Waters Regional Monitoring Coalition. The annual monitoring report which discusses exceedances
of Harbor Toxics TMDL limits in the receiving water is being submitted by the City of Long Beach on
behalf of the Greater Harbor Waters Monitoring Coalition concurrent with this annual report. A
review of results from the two wet weather receiving water sample events conducted in the three
water bodies to which the City could be contributing stormwater discharges indicates there were no
exceedances of the CTR for metals in two of these receiving waters (Inner and Outer Los Angeles
Harbor), while Cabrillo Marina exceeded the CTR for dissolved copper in one of the two wet
weather events. The Cabrillo Marina wet weather receiving water result is confounded by copper
loading from boat paint in the marina, which is evidenced by the copper CTR exceedance that
occurred during the summer dry weather receiving water sample in Cabrillo Marina.
TARGETED POLLUTANT CONTROL EFFORTS:
The City’s Implementation Plan for Machado Lake Pesticides & PCBs, Greater Los Angeles Harbor
Waters Toxic Pollutants and Santa Monica Bay DDT & PCBs TM DLs submitted in July 2017 describes
measures the City is taking and proposes to take to address these TMDLs. The City also continues to
implement source control measures identified in the approved Machado Lake Nutrient TMDL
Implementation Plan. The BMPs described in these implementation plans and other ongoing
measures targeted at high priority pollutants that are being implemented by the City are discussed
in section 6.5 as well as throughout this report.
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4. Non-Stormwater Outfall Screening and Monitoring
Complete the following items in this section.
4.1 Complete the following tables regarding your Non-Stormwater Outfall Based Screening and
Monitoring Program [Attachment E – XVIII.A.3.a-g]. (These tables correspond to Tables 4a and 4b in
the Watershed Form.)
Table 4a: Summary of Non-Stormwater Based Screening and Monitoring
Receiving Water
and/or
WMP/EWMP
Group
No. of
Major
Canyons
Total No.
of
Canyons
Screened
Since Dec
28, 2012
No. of
Screening
Events
During
Reporting
Year
No. of
Screening
Events
Since Dec
28, 2012
Outfalls with Significant Non-Stormwater Discharges1
Total
Confirmed
Total
Abated
Total
Attributed to
Allowable
Sources2
Total No.
Being
Monitored
Machado Lake 2 2 0 4 0 NA NA 0
Santa Monica
Bay 2 2 0 4 0 NA NA 0
Greater LA
Harbor 1 1 0 4 1 NA 1 0
Total 5 5 0 12 1 NA 1 0
Table 4b: Summary of Non-Stormwater Discharges Abated During Reporting Year
Method Total No.
Low Flow Diversion 0
IC/ID Eliminated 0
Permitted 0
Retention 0
Discharge No Longer Observed 0
Other (describe in Section 4.4) 0
4.2 How many of the conditionally exempt non-stormwater discharges in Part III.A.2.b of the Permit did
you determine to be sources of pollutants that caused or contributed to an exceedance of receiving
water limitations or WQBELs? If you made that determination, which type(s) of non-stormwater
discharges in Part III.A.2.b were sources of pollutants? [III.A.4.d]
Zero (0). The City submitted a source investigation report with the reporting year 2016-17 Annual
Report which found no conditionally exempt discharges from the City to the MS4. Additionally, nine
years of monthly dry weather observations documenting no measureable flow at the Lariat site to
which the City is tributary provide further evidence that there are no conditionally exempt non-
1 “Significant Non-Storm Water Discharges” as identified by the Permittee per Part IX.C.1 of the MRP
2 “Allowable Sources” include NPDES permitted discharges, discharges subject to a Record of Decisions approved by USEPA
pursuant to section 121 of CERCLA, conditionally exempt essential non-storm water discharges, and natural flows as defined in Part
III.A.d of the permit.
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stormwater discharges from the City to the MS4. Accordingly, the City has not needed to make a
determination that any conditionally exempt non-stormwater discharges in Part III.A.2.b of the
Permit are sources of pollutants that caused or contributed to an exceedance of receiving water
limitations or WQBELs.
4.3 State when the non-stormwater outfall-based screening and monitoring program will be (or was) re-
assessed. If applicable, describe any changes to program (the program must be re-assessed once
during the permit term) [Attachment E – IX.B.2].
The City of Rolling Hills Non-Storm Water Screening and Monitoring Program (NSW Screening &
Monitoring Program) was developed in September 2014 and approved by Regional Board staff. The
program was re-assessed during reporting year 2016-17 based on the results of the completed
Source Investigation and the one modification that was recommended was to remove Purple
Canyon from the list of canyons to be screened since it is documented to have natural flows
consistent with its status as a blue-line stream tributary to George F Canyon, a known perennial
stream.
4.4 Additional Information. If desired, provide additional information regarding Non-Stormwater Outfall
Screening and Monitoring:
Not applicable.
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5. Minimum Control Measures
Complete the following items in this section.
5.1 Public Information and Participation Program [VI.D.5]
Complete the following item regarding the Public Information and Participation Program .
5.1a) Summarize stormwater pollution prevention public service announcements and advertising
campaigns. What pollutants were targeted? What audiences were targeted? Note whether
activities were performed by the jurisdiction or as part of a watershed, regional, or county-
wide group.
The City is participating in the county-wide campaign led by Los Angeles County—see LA County
Flood Control District Annual Report and/or County Unincorporated Individual Annual Report for
more information on these efforts.
The City utilizes its monthly newsletter to advise its residents of upcoming opportunities for
participation in activities related to stormwater pollution prevention such as:
• greenwaste pickup events,
• e-waste collection events,
• bulky item pickup events,
• reminders to remove debris, dirt and vegetation from private drainage control structures
prior to the rainy season to protect natural drainage courses from discharges of debris,
• advice on removal of invasive tumbleweeds from properties and roadsides,
• Christmas tree recycling program,
• AQMD financial incentive programs for replacing gasoline-powered lawn and garden
equipment with electric equipment,
• LA County Household Hazardous & E-waste Roundup events
The City is a member of the South Bay Cities Council of Governments which circulates numerous
public service announcements (PSAs) via e-mail blasts from the South Bay Environmental Services
Center (SBESC) to residents and businesses regarding opportunities to learn and become actively
involved in water conservation and stormwater pollution prevention. Examples during the
reporting year included PSAs regarding: South Bay Eco Festival Virtual Community Event, West Basin
Municipal Water District’s Rain Barrel Program with five (5) distribution events through the winter
and spring of 2020,Water Replenishment District of Southern California’s Eco Gardener Series,
Metropolitan Water District’s CA Friendly Landscaping and Turf removal series with five (5) events
in the fall and winter 2019, West Basin’s Grass Replacement classes with two (2) classes held during
Summer 2019 and early Spring 2020, West Basin’s Annual Water Harvest Festival on Ocotber 26,
2019, Los Angeles County Sanitation District’s Joint Water Pollution Control Plant tour in Carson on
August 3, 2019, and numerous Household Hazardous Waste Collection Events held throughout the
year. West Basin Municipal Water District circulates a Newsletter for Teachers and the Spring 2020
issue highlighted the winners of the “Water is Life” Student Art Contest held during the year.
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5.1b) Which of the following public education materials did you distribute? (check yes or no)
4) Yes No
Information on the proper handling (i.e., disposal, storage and/or use) of vehicle
waste fluids? ☒ ☐
Household waste materials (i.e., trash and household hazardous waste,
including personal care products and pharmaceuticals)? ☒ ☐
Construction waste materials? ☒ ☐
Pesticides and fertilizers (including integrated pest management practices [IPM]
to promote reduced use of pesticides)? ☒ ☐
Green waste (including lawn clippings and leaves)? ☒ ☐
Animal wastes? ☒ ☐
5.1c) Did you distribute activity specific stormwater pollution prevention public education
materials at the following points of purchase? If yes, provide the number of points of
purchase within each category (if available).
5) Category Yes No Number of Points of
Purchase
Automotive Part Stores ☐ ☐ Not applicable, no such
establishments in the City
Home Improvement Centers, Lumber Yards,
Hardware Stores, Paint Stores ☐ ☐ Not applicable, no such
establishments in the City
Landscaping, Gardening Centers ☐ ☐ Not applicable, no such
establishments in the City
Pet Shops, Feed Stores ☐ ☐ Not applicable, no such
establishments in the City
5.1d) Did you maintain stormwater websites or provide links to stormwater websites via your
website, which included educational material and opportunities for the public to participate
in stormwater pollution prevention and clean-up activities listed in Part VI.D.4? Provide
links to the stormwater websites that you maintained and/or the location on your website
where you provide links to stormwater websites.
Educational materials and links to related websites are available on the City’s website:
Swimming Pool and Spa Maintenance and Discharge Tips
Keep It Onsite BMPs for Small Construction Sites
Developer Technical Information for LID Requirements
Guide to Developer Technical Information for Projects In Rolling Hills
Household Hazardous Waste Disposal
Trash Collection and Recycling
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5.1e) Did you provide materials to educate school children (K-12) on stormwater pollution?
The City participates in the county-wide Environmental Defenders and Generation Earth programs.
The Environmental Defenders Rock the Planet – You Can Change the World Tour is a 30-minute,
high-energy assembly program that is offered free to all elementary schools in Los Angeles County,
including the Palos Verdes Peninsula Unified School District schools attended by children living in
Rolling Hills. Teachers or administrators can schedule the assembly online. The program includes an
interactive website where students can extend their learning experience after participating in the
assembly. Due to Covid-19, Los Angeles County suspended the assembly presentations in Spring
2020. They are currently providing free, downloadable lesson plans for educators and families to
utilize at home or through remote learning.
The Generation Earth program is an environmental education program that provides training and
support to secondary school teachers and students at public and private schools within Los Angeles
County. The program offers tools and techniques for service learning projects that meet state
curriculum standards. These activities and publications are available to download by educators for
free. The water pollution prevention toolkit explores the water pollution potential on a typical
campus and guides students in conducting a water audit of their campus and choosing from a
variety of options to reduce water waste and pollution. In Spring 2020, Generation Earth began
offering virtual high-quality, hands-on activities and projects for teachers to do with students in
their virtual classrooms and have transformed their in-person workshops to interactive virtual
workshops that address environemental topics and project ideas at school and also at home.
The Palos Verdes Peninsula Land Conservancy’s Student Naturalist Program for 3rd graders provides
thousands of children on the Palos Verdes Peninsula with environmental education each year.
During the Covid-19 crisis the program was converted to a distrance learning format with nearly
two-dozen schools using the modified Conservancy Student Naturalist Handbooks with Zoom
classroom sessions featuring education staff, docents and guest speakers. Wildlife video footage
taken on motion-activated field cameras, live sessions with animals at the nature centers and at-
home conservation projects were part of the program. Other online resources accessed by students
and teachers included the home-based wildlife survey and habitat survey to help students learn
how they can improve the habitat around their homes for wildlife.
West Basin Municipal Water District also offers a wide array of educational programs, contests and
tours to help students in grades 3 -12 find out more about water and water conservation. Educators
and school administrators are notified about the programs through a quarterly newsletter,
Waterworks. http://www.westbasin.org/community/education
5.1f) Additional Information. If desired, provide additional information regarding implementation
of the Public Information and Participation Program:
The City contributes support to the Environmentally Friendly Landscaping, Gardening, and Pest
Control webpages being hosted on the South Bay Environmental Services Center through a
collaborative outreach effort between the Peninsula WMG and the Beach Cities WMG.
http://www.southbaycities.org/programs/environmentally -friendly-landscaping-gardening-and-
pest-control.
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5.2 Industrial and Commercial Facilities Program [VI.D.6]
Complete the following items regarding the Industrial and Commercial Facilities Program .
5.2a) Watershed-Based Inventory:
Yes No
Did you maintain and update a watershed-based inventory or database containing the latitude /
longitude coordinates of all industrial and commercial facilities within your jurisdiction that are critical
sources3 of stormwater pollution?
☐ ☐
Not Applicable
5.2b) Commercial Facilities:
Question Response
Number of Critical Commercial Sources4: How many critical commercial
sources are within your jurisdiction (as of the end of the reporting year)? 0
Number of Facility Inspections Conducted during the Reporting Year:
How many inspections of commercial facilities were conducted during the
reporting year?
NA
First Round of Mandatory Compliance Inspections5: Did you complete
a first round of mandatory compliance inspections of all commercial facilities
identified in Part VI.D.6.d of the permit by 12/28/20146? (Yes/No)
NA
Second Round of Mandatory Compliance Inspections: Describe your
progress on the second round of mandatory compliance inspections of all
commercial facilities identified in Part VI.D.6.d of the permit. (To be
completed by 12/28/2018.)
NA
5.2c) Industrial Facilities:
3 Part VI.D.6.b.i of the LA County MS4 Permit summarizes “critical sources” to be tracked
4 Part VI.D.6.b.i of the LA County MS4 Permit summarizes “critical sources” to be tracked
5 Permittees are required to inspect all commercial facilities identified in Part VI.D.6.b of the permit twice during the 5-year permit
term, provided that the first mandatory compliance inspection occurs no later than 2 years after the effective date of the permit. A
minimum interval of 6 months between the first and the second mandatory compliance inspection is required.
6 Permit effective date = December 28, 2012
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Question Response
Number of Critical Industrial Sources: How many critical industrial
sources are within your jurisdiction (as of the end of the reporting year)? 0
Number of Facility Inspections Conducted during the Reporting Year :
How many inspections of industrial facilities were conducted during the
reporting year?
NA
First Round of Mandatory Compliance Inspections7: Did you complete
a first round of mandatory compliance inspections of all industrial facilities
identified in Part VI.D.6.d of the permit by 12/28/2014? (Yes/No)
NA
Second Round of Mandatory Compliance Inspections: Describe your
progress on the second round of mandatory compliance inspections of all
industrial facilities that did not file a No Exposure Certification. (To be
completed by 12/28/2017.)
NA
No Exposure Verification Inspections 8: Describe your progress on
performing a second mandatory compliance inspection at a minimum of
25% of facilities identified to have a filed a No Exposure Certification.
NA
5.2d) Enforcement Actions: Describe the number and nature of any enforcement actions taken
related to the industrial and commercial facilities program.
None, not applicable.
5.2e) Additional Information. If desired, provide additional information regarding implementation
of the Industrial and Commercial Facilities Program.
This program is not applicable because there are no industrial or commercial land uses within the
City.
7 Permittees are required to perform an initial mandatory compliance inspection at all industrial facilities identified in Part VI.D.6.b no
later than 2 years after the effective date of the permit. After the initial inspection, all facilities that have not filed a No Exposure
Certification with the State Water Board are subject to a second mandatory compliance inspection. A minimum interval of 6 mon ths
between the first and second mandatory compliance inspection is required.
8 Approximately 3 to 4 years after the effective of the permit, each Permittee shall evaluate its inventory of industrial facil ities and
perform a second mandatory compliance inspection at a minim um of 25% of the facilities identified to have filed a No Exposure
Certification. The purpose of this inspection is to verify the continuity of the non exposure status.
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5.3 Planning and Land Development Program [VI.D.7 and Attachment E-XVIII]
Complete the following items regarding the Planning and Land Development Program.
5.3a) New Development Projects: Complete the table below for projects completed during the
reporting year.
Table 5a: Summary of New Development Projects Subject to Implementation of Post-Construction Controls
Receiving Water
and/or
WMP/EWMP
Number of
Projects
Completed
Using On-Site
Retention9
Number of Projects
Completed Using
Alternative
Compliance
Measures10
Total Drainage Area of
Projects
[acres]
Total Storm Water Quality
Design Volume (SWQDv)
[acre-feet]11
NA 0 NA NA NA
5.3b) Redevelopment Projects. Complete the table below for projects completed during the
reporting year.
Table 5b: Summary of Redevelopment Projects Subject to Implementation of Post-Costruction Controls
Receiving Water
and/or
WMP/EWMP
Number of
Projects
Completed
Using On-Site
Retention
Number of Projects
Completed Using
Alternative
Compliance Measures
Total Drainage Area of
Projects
[acres]
Total Storm Water Quality
Design Volume (SWQDv)
[acre-feet]
NA 0 0 0 0
5.3c) Planning and Land Development Efforts beyond Permit Requirements. If applicable, describe
Planning and Land Development activities that went above and beyond the permit
requirements (e.g. stricter LID ordinance, small-site LID).
The City’s Zoning Ordinance contains strict standards for development ratios on each property.
Only 40% of the net area of a lot may be disturbed for construction, and the remaining area of the
lot must remain in its natural state. Only 35% of the net lot area may be developed with impervious
surfaces, including structures, patios and other paved areas. Driveways may not cover more than
20% of the area of the yard in which they are located. Uncovered motor courts/parking pads may
not cover more than 10% of the yard in which they are located. Horse stable access-ways may not
be entirely paved and use of 100% gravel or decomposed granite is encouraged. The City has
developed a guide for construction of stables on residential properties which includes consideration
of proximity to blue line streams and natural drainage courses so as not to negatively affect
stormwater quality in the siting of stables, horse wash stations, and manure storage. Tennis and
sports courts are encouraged to have pervious surfaces as well. Stormwater run-off that is not
contained on properties is conveyed through the City via natural, soft bottom drainage
courses/canyons, providing ample opportunity for runoff to infiltrate. Installation of cisterns and
biofiltration devices are encouraged on projects even when they are not required.
9 “Number of Projects Completed” should only include projects that are completed and signed off by the Permittee during the
reporting year. In progress projects that have been issued a permit, but are not completed should not be included.
10 “Alternative Compliance Measures” refer to the mitigation options listed in Part VI.D.7 of the permit. These options include: on-site
biofiltration, offsite infiltration, groundwater replenishment projects, offsite retrofits of existing developments, and area s covered by a
regional storm water mitigation program.
11 “Total Storm Water Quality Design Volume (SWQDv)” should also include the SWQDv which would have been achieved on-site
for projects completed using alternative compliance measures.
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5.3d) Summary of New and Redevelopment Projects using Alternative Compliance Measures:
Complete the table below for projects completed during the reporting year.
Table 5c: Summary of Alternative Compliance Measures for Development/Redevelopment Projects
(where onsite retention of the SWQDv is infeasible)
Category12
Number of
Projects
Completed
Utilizing
Alternative
Compliance
Method
Area Addressed
by Projects
[acres]
Total
Design
Retention
Volume of
Projects13
[acre-feet]
Total Design
Biofiltration
Volume of
Projects14
[acre-feet]
Total SWQDv
Which Would
Have Been
Achieved by
Retaining
SWQDv on-site
[acre-feet]
Onsite Biofiltration NA
Offsite Infiltration NA
Ground Water
Replenishment
Projects
NA
Offsite Project –
Retrofit Existing
Development
NA
Regional Storm Water
Mitigation Program 15 NA
TOTAL 0
5.3e) Alternative Compliance Measures – Regional Storm Water Mitigation Program [VI.D.7.c.vi]:
If applicable, complete the table below.
Table 5d: Alternative Compliance Measures – Regional Storm Water Mitigation Program
Mitigation Program
Receiving
Water and/or
WMP/EWMP
Date Program
Approved by
Regional Water
Board
Area Addressed by
Mitigation Program
[acres]
Cumulative Number of
New and
Redevelopment
Projects Addressed by
Project since Program
Approval
NONE NA NA NA NA
5.3f) Alternative Compliance Measures – Pending Offsite Projects16 [VI.D.7.c.iii.(5).(f)]: If
applicable, complete the table below.
12 Alternative Compliance Measures refer only to the alternative meaures used to comply with Planning and Land Development
Program requirements as described in Part VI.D.7.c.iii.(1)-(7)
13 Design Retention Volume should correspond to the sum of the mitigation volume (Mv) and the volume of stormwater runoff
reliably retained on-site (Rv) as noted in Equation 2 of Part VI.D.7.c.iii.(2).(c) and Part VI.D.7.c.iii.(3).(c) of the permit.
14 Design Biofiltration Volume should correspond to the biofiltration volume (Bv) noted in Equation 1 of Part VI.D.7.c.iii.(1).(a) of the
permit.
15 “Regional Storm Water Mitigation Program” is only applicable where the Permittee (or Permittee Group) has received approval of
such a program from the Regional Water Board. If a Permittee intends to use regional projects in an approved WMP or EWMP as
the basis of a Regional Storm Water Mitigation Program, the Permittee must still receive approval of the program from the Reg ional
Water Board.
16 “Offsite projects” refers only to offsite projects being used as an alternative compliance measure for development/redevelopment
project applicants that have demonstrated technical infeasibility for on -site retention of the SWQDv. This does not include on -site
biofiltration, however it does include off-site biofiltration projects.
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Table 5e: Alternative Compliance Measures – Offsite Projects
Pending Offsite
Project Location
General
Design
Concept
Volume of Water
Expected to be Retained
[acre-feet]
Total
Estimated
Budget
Total Project
Funds Raised
to Date
NONE NA NA NA NA NA
5.3g) Control Measures for Projects Greater than 50 Acres [Attachment E – XVIII.A.6.e]: If
applicable, provide a detailed description of control measures to be applied to new
development or redevelopment projects disturbing more than 50 acres.
Not Applicable
5.3h) Enforcement Actions: Describe the number and nature of any enforcement actions taken
related to the planning and land development program.
No such enforcement actions were necessary during the reporting year.
5.3i) Additional Information. If desired, provide additional information regarding implementation
of the Planning and Land Development Program.
The City is a model of low-impact development by design. There is no industrial or commercial land
use within the City. The City is developed with only single-family, single-story ranch style homes.
Minimum lot size is 1 acre; the average lot size is 2.7 acres. There is no public infrastructure and no
City-owned or maintained storm drains, roads, sewers, sidewalks or curb-and-gutter. Stormwater
run-off that is not contained on properties is conveyed through the City via natural, soft bottom
drainage courses/canyons, providing ample opportunity for runoff to infiltrate. Accordingly, few
parcels are connected directly to an improved MS4 (there are some structural improvements to
manage energy dissipation and protect slopes). Residential projects that do not trigger the numeric
retention requirements of low-impact development are required to implement measures that
pertain to single-family hillside homes consistent with the MS4 Permit including: conserving natural
areas, protecting slopes and channels, and diverting roof runoff and surface flows to vegetated
areas before discharge unless the diversion would result in slope instability.
All roads within the City are private, semi-rural in layout and are not equipped with curb-and-gutter
so are not part of the MS4. As a consequence, green street BMP projects that would retain or treat
stormwater are not feasible within the City. However, it is noteworthy that all the roads within the
City were originally designed and continue to be maintained by the community association with
features applicable to green street design such as: narrow widths and soft shoulders without paved
sidewalks which minimizes impervious surface area, no extra paved width is provided for on -street
parking, natural drainage courses and riparian areas have been preserved, and pedestrian
movement through the City is accommodated via a pervious trail network.
5.4 Development Construction Program [VI.D.8]
Complete the following items regarding the Development Construction Program.
5.4a) Answer the following questions regarding your Development Construction Program:
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Yes No
For construction sites 1 acre or greater, did you use an electronic system to inventory grading permits,
encroachment permits, demolition permits, building permits, or construction permits (and any other
municipal authorization to move soil and/ or construct o r destruct that involves land disturbance) that
you issued?
☒ ☐
For construction sites 1 acre or greater, did you use procedures to review and approve an ESCP (or a
SWPPP prepared in accordance with the requirements of the Construction General Permit) that
contains appropriate site-specific construction site BMPs that meet the minimum requirements of a
Permittee’s erosion and sediment control ordinance?
☒ ☐
For construction sites 1 acre or greater, did you track the date that you approved the Erosion and
Sediment Control Plans (ESCP) or CGP SWPPPs for new sites permitted and sites completed? ☒ ☐
For construction sites less than 1 acre, did you require the implementation of an effective combination
of erosion and sediment control BMPs from Table 12 of the LA County MS4 Permit to prevent erosion
and sediment loss, and the discharge of construction wastes through the use of the Permittee’s erosion
and sediment control ordinance or building permit?
☒ ☐
Did you ensure that all staff whose primary job duties are related to implementing the construction
stormwater program is adequately trained? [VI.D.8.I] ☒ ☐
5.4b) Permits and Inspections: Complete the table below. Only report numbers for sites 1 acre or
greater in area.
Table 5f. Construction Site Inspections for Construction Sites ≥ 1 Acre
How many building/grading permits were issued to construction sites during the reporting year? 1
How many Erosion and Sediment Control Plans (ESCPs) did you approve during the reporting year? 4
How many inspections of construction sites were conducted during the reporting year? 165
How many final landscaping/site stabilization inspections (to ensure that all graded areas have reached
final stabilization and that all trash, debris, and construction materials, and temporary erosion and
sediment BMPs are removed) were conducted during the reporting year?
1
5.4c) Enforcement Actions: Describe the number and nature of any enforcement actions taken
related to the development construction program.
No such enforcement actions were taken during the reporting year.
5.4d) Additional Information. If desired, provide additional information regarding implementation
of the Development Construction Program.
Contracted plan check staff, engineers, office managers, and inspectors are annually trained for
National Pollutant Discharge Elimination System (NPDES) compliance. During FY2018-19 the City
created a new half-time code enforcement officer position and during the reporting year (in
October 2019) it was approved by City Council to be a full-time position. A key responsibility of the
code enforcement officer is enhanced outreach and oversight of construction sites.
During the plan checking and/or permit issuance stage, plan checkers require that 2012 LA MS4
Permit and applicable Construction General Permit (CGP) requirements are met and that BMPs for
construction activities are incorporated into the development plans. The contract building officials
require that developers sign a Statement of Understanding Pertaining to BMPs and NPDES
Requirements. For any project involving a grading or excavation permit regardless of size, a pre-
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construction meeting is held between City staff, RHCA staff, the building inspector, the property
owner and the contractor and subcontractor to discuss construction BMP requirements and ensure
that responsibility for implementing the BMPs is clear. During this meeting, the Small Site
Construction brochure available in English and Spanish is given to contractors of sites under one (1)
acre to inform them of the required minimum BMPs.
Extra protection during construction is required for projects adjacent to environmentally sensitive
areas and, in some cases, a biologist monitors the project and adjacent environmentally sensitive
area during construction to ensure that proper protections are maintained.
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5.5 Public Agency Activities Program [VI.D.9]
Complete the following items regarding the Public Agency Activities Program.
5.5a) Answer the following questions regarding the Pulic Agency Activities Program:
Yes No
Did you maintain an updated inventory of all Permittee-owned or operated (i.e., public) facilities within your
jurisdiction that are potential sources of stormwater pollution? ☒ ☐
Did you develop an inventory of retrofitting opportunities that meets the requirements of Part VI.D.9.d. of
the LA MS4 Permit? ☒ ☐
Were all Permittee-owned parking lots exposed to stormwater cleaned at least once per month? ☒ ☐
Did you ensure effective source control BMPs for the activities listed in Table 18 of the Permit were
implemented at Permittee-owned or operated facilities? ☒ ☐
Did you ensure employees in targeted positions (whose interactions, jobs, and activities affect stormwater
quality) were trained on the requirements of the overall stormwater management program, and contractors
performing privatized/contracted municipal services were appropriately trained
☒ ☐
5.5b) Street Sweeping: Complete the table below.
Table 5g. Summary of Street Sweeping Activities
Total
Miles of
Street17
Total
Curb
Miles of
Street
Frequency of
Street
Sweeping
Additional Notes
Priority A
(greater than
once per month)
NA NA NA All roads within the City are private so the City
is not responsible for their maintenance.
Furthermore, private roads within the City are
not equipped with curb-and-gutter and so are
not considered part of the MS4. City Hall
Complex parking lot is swept once per week by
the City’s landscape contractor.
Priority B (once
per month) NA NA NA
Priority C (as
needed, once
per year
minimum)
NA NA NA
17 Permittee may report the length of street swept in “total miles of street” and/or “total curb miles,” depending on availability.
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5.6 Illicit Connections and Illicit Discharges Elimination Program [VI.D.10]
Complete the following items regarding the Illicit Connections and Illicit Discharges Elimination Program.
5.6a) IC/ID Investigations: Complete the following table18
Table 5h. IC/ID Investigations
Number of Reported
Illicit Discharges or
Connections
Number of
Investigations
Number
Eliminated
Number Permitted or
Documented
Illicit Discharges 2 2 2 0
Illicit Connections NA NA NA NA
5.6b) Enforcement Actions: Describe the number and nature of any enforcement actions taken
related to the illicit connections and illicit discharges elimination program.
Two notices of violation were issued to two separate property owners for unpermitted
modifications to onsite drainage systems which created flooding of neighboring property in one
instance and hillside erosion in the second instance. In both instances the property owners
submitted plans for approval by Building & Safety in order to correct the conditions, and corrections
are complete in one instance and in progress in the other.
5.6c) Answer the following questions regarding Public Hotline and Training [VI.D.10.d and
VI.D.10.f]
Yes No
Did you maintain or provide access to a hotline to enable the public to report illicit
discharges/connections? ☒ ☐
Did you continue to implement a training program regarding the identification of IC/IDs for all
municipal field staff, who, as part of their normal job responsibilities (e.g., street sweeping, storm
drain maintenance, collection system maintenance, road maintenance), may come into contact with
or otherwise observe an illicit discharge or illicit connection to the MS4?
☒ ☐
5.6d) Additional Information. If desired, provide additional information regarding implementation
of the Illicit Connections and Illicit Discharges Elimination Program.
Since the City neither owns nor operates a municipal storm sewer system, the illicit connection (IC)
provisions of the ICID permit requirements do not apply to the City. Accordingly, the City’s program
is focused on elimination of illicit discharges into the natural drainage courses and, as such, is called
the Illicit Discharge Elimination Program (IDE Program). The City’s Code Enforcement Officer is
responsible for responding to reports of illicit discharges and has received training on the
identification and elimination of illicit discharges.
18 Illicit discharges and connections detected through ot her inspection programs should be included.
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6. Stormwater Control Measures Summary
Complete the following items in this section.
If the information on stormwater control measure implementation requested in the following section will be
included in a Watershed Form submitted by the Permittee, the Permittee may reference the Watershed Form
and skip those items.
Aside from the calculation of Effective Impervious Area (Section 6.1) and the Summary of Projects that Retain
Runoff (Section 6.2), items in this section cover projects that are not part of the Planning and Land
Development Program.
The tables within this section outline minimum information for reporting. The Permittee may reformat the
sections regarding projects completed in the reporting year to include additional project descriptions and
information (e.g. pictures, maps, funding information, etc.).
If any of the requested information cannot be obtained, please note in Section 11.
6.1 Effective Impervious Area and 85th Percentile, 24-Hour Runoff Volume [Attachment E, XVIII.A.1] (if
available): Summarize the estimated cumulative change in percent EIA since the effective date of
the Permit (i.e. 12/28/2012) for the entire area covered by the WMP/EWMP and, if possible, the
estimated change in the stormwater runoff volume during the 85th percentile, 24-hour storm event
for the entire area covered by the WMP/EWMP.
As stated in the May 25, 2017 memorandum from Ivar Ridgeway to Los Angeles County MS4
Permittees regarding the E IA Annual Reporting Requirement, the City is reporting cumulative area
addressed by projects that retain runoff in lieu of percent EIA change. This information on
cumulative area addressed by projects is provided in Table 6b below based on data on projects
compiled via the WRAMPS system. The total area addressed by projects that retain runoff
completed since the Permit effective date is 2.24 acres and the total BMP retention capacity
(storage volume) of projects completed since 12/28/2012 is 0.13 acre-feet.
6.2 Summary of Projects that Retain Runoff (including New and Redevelopment Projects); Complete the
summary tables below.
Table 6a: Summary of Projects that Retain Runoff Completed in the Reporting Year
Receiving Water
and/or
WMP/EWMP
Group
Number of New
Development/Re-
development Projects
Completed in
Reporting Year
Number of Other
Projects
Designed to
Intercept Runoff
Completed in
Reporting Year
Area Addressed by
Projects
[acres]
Total BMP Retention
Capacity of Projects
[acre-feet]
Machado Lake
Santa Monica
Bay 0 0 NA NA
Greater Los
Angeles
Harbor
0 0 NA NA
TOTAL 0 0 NA NA
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Table 6b: Cumulative Summary of Projects that Retain Runoff Completed since the Permit Effective Date
Receiving Water
and/or
WMP/EWMP
Group
Number of New
Development/Re-
development
Projects
Completed Since
12/28/2012
Number of Other
Projects Designed
to Intercept Runoff
Completed Since
12/28/2012
Area Addressed by
Projects
[acres]
Total BMP
Retention
Capacity of
Projects
Completed
Since
12/28/2012
[acre-feet]
Est. Total
Runoff
Volume
Retained
Onsite for the
Reporting
Year
[acre-feet]
Machado Lake 1 - 0.63 0.0054 0.04194
Santa Monica
Bay 2 - 1.61 0.1213 0.7884
Greater Los
Angeles
Harbor
- - - - -
TOTAL 3 0 2.24 0.13 0.83
6.3 Projects Designed to Intercept Stormwater Runoff Completed during the Reporting Year (excluding
New Development and Redevelopment Projects): Complete the table below for projects designed to
intercept stormwater runoff completed in the reporting year. If needed, information unsuitable for
the table or additional information on projects may be provided in the space below table.
Table 6c: Projects Designed to Intercept Runoff Completed in the Reporting Year
Receiving Water
and/or
WMP/EWMP
Group
Name of
Project(s)
Type of
Project
Completion
Date
Length
(if Green
Street)
[miles]
Drainage
Area of
Project
[acres]
Total BMP
Retention
Capacity19
[acre-feet]
NA NA
6.4 Riparian Buffer and Wetland Restoration Projects: Complete the table below for any riparian buffer
or wetland restoration projects completed in the reporting year.
Table 6d: Riparian Buffer/Wetland Restoration Projects Completed
Receiving
Water and/or
WMP/EWMP
Group
Name of Project Completion
Date Description of Project20
NA NA NA NA
19 If project not designed to retain stormwater, mark “N/A.”
20 For riparian buffer projects include width, length and vegetation type; for wetland restoratio n projects include acres restored,
enhanced or created
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6.5 Status of Multi-Year Efforts [Attachment E, Part XVIII.A.1.i]: Provide the status of multi-year efforts,
including TMDL implementation (not including Trash TMDLs) that were not completed in the current
year and will continue into the subsequent year(s).
For multi-year efforts, report on progress towards future milestones related to multi-year projects. Include the status of the project,
which includes the status with regard to standard project implementation steps. These steps include, but are not limited to,
adopted or potential future changes to municipal ordinances to implement the project, site selection, environmental review and
permitting, project design, acquisition of grant or loan funding and/or municipal approval of project funding, contractor sel ection,
construction schedule, start-up, and effectiveness evaluation (once operational), where applicable.
If applicable, for green streets implementation, Permittees shall report on progress toward a structured approach
identifying a sufficient number of green streets projects to meet compliance milestones (e.g., a green streets master plan).
Also, include the following information:
• Name
• Receiving Water
• Project Type
• Location / Latitude and Longitude
• Permittee(s) Involved
• Status
• Expected Completion Date
COORDINATED INTEGRATED MONITORING PROGRAM IMPLEMENTATION (CIMP)
During the reporting year, the City continued to participate in the multi-year implementation of
the Peninsula CIMP, which includes participation in the multi-year Coordinated Compliance
Monitoring Program for the Greater Los Angeles and Long Beach Harbor Toxics TMDL as well as
participation in the Coordinated Shoreline Monitoring Program for the Santa Monica Bay Beach
Bacteria TMDL (SMBBB TMDL) assumed by the Peninsula WMG from the Sanitation Districts of Los
Angeles County during reporting year 2018-19 as reported in last year’s annual report. The City is
also implementing multi-year activities in support of several TMDLs.
MULTI-YEAR REGIONAL PROJECT ACTIVITIES
Torrance Airport Stormwater Regional Project
The Torrance Airport Stormwater Regional Project will support attainment of both the Machado
Lake Nutrient TMDL and the Machado Lake Pesticides and PCBs TMDL. The project will also
address water quality impairments in Wilmington Drain which is tributary to Machado Lake.
The City, along with the other Peninsula WMG agencies, contributed proportionate shares based
on tributary area to match the Prop 1 Stormwater Grant funding for preliminary design of the
Torrance Airport Storm Water Regional Project to assess its feasibility and potential for assisting in
attainment of the Machado Lake Nutrients and Pesticides & PCBs waste load allocations (WLAs).
Preliminary design work was concluded during the reporting year. This included an engineer’s cost
estimate for construction for each alternative project concept that was evaluated and assessed, an
assessment of each alternative, and a recommended alternative to proceed to final design.
The most feasible project concept was determined to be diversion by gravity flow from the storm
drain into subsurface storage galleries from which the captured stormwater would then be
pumped to the Sanitation District’s Joint Water Pollution Control Plant (JWPCP) and eventually
treated to serve as recycled water. The runoff retained in the underground storage galleries would
be pumped at controlled rates nightly into the sanitary sewer when sufficient sewer capacity is
available.
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During the reporting year, the South Santa Monica Bay WASC approved the Torrance Airport
Stormwater Regional Project for inclusion in its FY2021 Stormwater Investment Plan for final
design funding using Safe Clean Water Regional Program Infrastructure Funds. The Stormwater
Investment Plan was approved by the Safe Clean Water Regional Oversight C ommittee on June 24,
2020 and subsequently approved by the LA County Board of Supervisors. Final Design will be
initiated during reporting year 2020-21 following execution of a funds transfer agreement
between the City of Torrance and LACFCD. The City is a collaborating agency for this design
project.
Palos Verdes Multi-Benefit Flow Diversion Project
The Peninsula WMG has completed an initial investigation into the feasibility of constructing a
project at the former site of the Palos Verdes Landfill (PVLF). This proposed Palos Verdes Multi-
Benefit Flow Diversion Project would divert significant year-round baseline flow from a major
storm drain system serving a 1,513-acre area of the Palos Verdes Peninsula tributary to Machado
Lake, including a portion of the City of Rolling Hills. The predominant source of this baseline flow is
understood to be authorized natural flows from rising groundwater, i.e., springs emerging from
the Palos Verdes Hills that historically flowed along natural canyons and were routed into the
storm drain system during development of the Palos Verdes Peninsula and the Palos Verdes
Landfill. This baseline flow is currently intercepted and directed around the landfill by a system of
subsurface storm drains which flow to the northeast through the City of Torrance and ultimately
into the Wilmington Drain and Machado Lake. Diversion of the baseline flow from the major
storm drain as proposed by this project would support attainment of the Machado Lake Nutrient
TMDL WLAs on a mass basis during dry weather months. Diversion of the baseline flow would also
reduce indicator bacteria discharges to Wilmington Drain which is listed on the State’s 303(d) list
as impaired by indicator bacteria.
This project is tributary to the Torrance Airport Regional Project discussed above and the Harbor
City Park Multi-Benefit Stormwater Capture Project discussed below and could be leveraged to
serve as one component of an interconnected regional system of stormwater capture along with
these projects. The PVP Multi-Benefit Flow Diversion Project could be utilized for offline storage
for these downstream projects during the winter months when irrigation demand decreases which
would help to reduce nutrient loading to Machado Lake during wet weather.
The Peninsula WMG worked with LACSD staff to identify an area on the PVLF with geotechnically
stable land not underlain by landfill that could potentially accomodate a storage tank and
treatment system in proximity to the subject storm drains, and used this information to d evelop a
preliminary concept for the project. A potential storm drain diversion at this location could
capture estimated baseline flows of approximately 37 acre feet per year and direct this flow into a
storage tank where these flows could be pre-treated and disinfected for irrigation use. The initial
feasibility investigation identified two significant opportunities for utilizing the baseline flow for
irrigation within close proximity to the storm drain system: the 173-acre closed main site of the
PVLF, and the 35-acre Ernie Howlett Park. Additional multi-benefits of this project to be
considered during the community engagement process might include habitat restoration,
enhancement of existing multi-use trails, and creation of new recreational opportunities.
The Peninsula WMG has prepared an application for Safe Clean Water Regional Program Technical
Resources funding for consideration by the South Santa Monica Bay WASC to develop a feasibility
study for the Palos Verdes Multi-Benefit Flow Diversion Project for submittal to the FY2122 call
for projects closing in October 2020. The City is a collaborating agency for the feasibility study.
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Harbor City Park Regional Project
A stormwater capture project at Harbor City Park in the City of Los Angeles is listed in the
Dominguez Channel Watershed Management Group (DCWMG) EWMP, and the Peninsula WMG
has been investigating the possibility of partnering on a project at this location. The County of Los
Angeles, as a member of both the Peninsula WMG and DCWMG, has taken the lead on this project
and during the reporting year initiated discussions with City of Los Angeles Department of
Recreation and Parks (RAP) and Los Angeles County Sanitation Districts to explore the feasibility of
a multi-agency stormwater capture project at Harbor City Park. In December 2019, the County
submitted the Harbor City Park Regional project for Safe Clean Water Technical Resource funding
to develop a feasibility study for the project. On May 20, 2020, the South Santa Monica Bay
Watershed Area Steering Committee voted to include the project in its FY2021 Stormwater
Investment Plan for technical resources funding. The Stormwater Investment Plan was approved
by the Safe Clean Water Regional Oversight Committee on June 24, 2020 and subsequently
approved by the LA County Board of Supervisors.
This proposed regional stormwater capture project at Harbor City Park would divert dry weather
and wet weather flows from the storm drain into subsurface storage galleries under the park. The
water would then either be infiltrated (if feasible) or diverted to the nearby County Sanitation
District's Joint Water Pollution Control Plant (JWPCP) in Carson for treatment. The H arbor City
Park Regional Project could also serve as a downstream collector of stormwater from an
interconnected system of regional stormwater capture projects, including the Torrance Airport
Project and/or the Palos Verdes Mulit-Benefit Flow Diversion Project, managed through a
centralized control system. Water from these upstream regional projects could be stored and
then released back into the MS4 after a storm has passed by a smart control system and
intercepted downstream by the Harbor City Park collector where it would ultimately be routed for
either infiltration (if feasible) or to the JWPCP for treatment and use as recycled water.
A robust community engagement plan for the project will include collaboration with City of Los
Angeles Department of Recreation and Parks and the local community to facilitate meetings and
workshops to understand both the Department of Recreation and Parks and the community’s
needs and to maintain that engagement throughout the project feasibility, conceptualization,
design and construction process. The City is a collaborating agency for the feasibility study.
TMDL IMPLEMENTATION
Santa Monica Bay Beaches Bacteria TMDL
On July 15, 2005, responsible jurisdictions and agencies in Jurisdictional Group 7, including the City
of Rolling Hills, submitted a final Implementation Plan for the SMBBB TMDL. In Resolution No.
2006-008 the Regional Board acknowledged that there are no milestones in the final
Implementation Plan for Jurisdictional Group 7 because existing water quality conditions at the
beaches along the Palos Verdes Peninsula are equivalent to being in compliance with the SMBBB
Wet Weather TMDL. The Implementation Plan committed to maintain and improve water quality
and to address any unanticipated exceedances through investigations and corrective action. The
Los Angeles Regional Water Quality Control Board has removed the compliance monitoring
locations along the beaches of the Palos Verdes Peninsula (including Portuguese Bend to which
the City is tributary) from the 303(d) list because results of long-term water quality monitoring
demonstrate no impairment of recreational beneficial uses due to indicator bacteria, which is
evidence of the effectiveness of the existing storm water quality control measures, including the
low impact nature of development in the City, in maintaining the excellent water quality at these
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beaches. Many of the programmatic implementation activities discussed for other TMDLs below
also support maintenance of high quality recreational waters in Santa Monica Bay.
Machado Lake Nutrient TMDL
During the reporting year, the City continued to conduct implementation activities consistent with
the approved Palos Verdes Peninsula Subwatershed Coordinated Implementation Plan in
Compliance with the Machado Lake Eutrophic, Algae, Ammonia and Odors (Nutrient) TMDL
submitted to the Regional Board on March 11, 2011. These activities include but are not limited
to:
Phase 1 Activities
• Implementing the water efficient landscape ordinance with three (3) MWELO-compliant
landscape plans installed during the reporting year;
• Providing unlimited green waste collection to residents through the solid waste franchise
contract to encourage the prompt removal of accumulated leaves and landscape debris,
minimize the potential for leaching of phosphorus from accumulated vegetation, and to
help prevent brush fires;
• Disseminating information to residents and landscape contractors on the management of
landscapes for brush and fire control;
• Providing manure collection and hauling services through the solid waste franchise hauler
to residents who keep horses;
• Requiring residents that keep horses to remove manure from the premises at least once
per week;
• Allowing residents to compost green waste, wood ashes, vegetable kitchen scraps so long
as the compost piles or bins are not located next to a stream or drainage course and the
pile or compost container does not produce surface run-off or leachate to other property
or to drainage courses, waterways or streams;
• Requiring that horse stable access-ways have permeable surfaces and are not paved; this
promotes infiltration while controlling the discharge of sediment;
• Developing outreach strategies for reaching the equestrian community regarding BMPs for
horse keeping and manure management;
Phase 2 Activities
• Disseminating a color brochure promoting and providing references for native and
drought tolerant gardens and landscapes specific to the Palos Verdes Peninsula. The
brochure includes a self-guided tour of five native plant gardens and landscapes accessible
to the public on the Palos Verdes Peninsula to serve as a demonstration of the beauty,
utility, and economy of using native and drought-tolerant plants in gardens and
landscapes.
• Sustainable Gardening and Landscaping and Integrated Pest Management (IPM) webpages
hosted on the South Bay Environmental Services Center website
http://www.southbaycities.org/programs/environmentally-friendly-landscaping-
gardening-and-pest-control
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• Disseminating information by the South Bay Environmental Services Center about classes
available to the City’s residents on topics such as water conservation, California-friendly
gardening and landscaping, and rain barrel rebate programs.
• Disseminating stormwater pollution prevention messages and information.
Phase 3 Activities
• Development of a Climate Action Plan to reduce Greenhouse Gas emissions within the
City. The Land Use and Transportation measures in this plan contribute to reductions in
atmospheric nitrogen deposition and support Machado Lake Nutrient TMDL
implementation. Between 2005 and 2012 the estimates of on-road transportation related
emissions have been reduced by an estimated 38.1%. To continue to encourage these
reductions, the City’s website provides links to information on expedited permitting for
residential rooftop solar energy systems.
• Development of Equestrian Facility Guidelines for use in considering proposals for stable
construction on residential properties. The Guidelines were developed with the goal of
creating healthy spaces for horses and are to be utilized by the Planning Commission and
City Council when considering proposals for the construction of equestrian facilities. Of
particular note with respect to stormwater, the guidelines specify that when locating
stables, manure cleanup and proximity to blue line streams should be taken into account.
Additionally horse wash station placement should consider nearby natural drainage
courses so as not to negatively affect stormwater quality.
Machado Lake Pesticides & PCBs TMDL, Greater Los Angeles Harbor Toxics TMDL AND Santa
Monica Bay DDT & PCBS TMDL
On July 12, 2017, the City submitted an Implementation Plan for Machado Lake Pesticides & PCBs,
Greater Los Angeles Harbor Waters Toxic Pollutants, and Santa Monica Bay DDT & PCBs Total
Maximum Daily Loads (Implementation Plan), to satisfy the implementation planning
requirements for both the Machado Lake Pesticides & PCB and the Dominguez Channel and
Greater Los Angeles and Long Beach Harbor Waters Toxic Pollutants TMDLs established by the
Regional Board, and also to support attainment of water quality objectives for the Santa Monica
Bay DDT and PCBs TMDL issued by U. S. EPA.
Key strategies outlined in the Implementation Plan focus on control of erosion and sediment
transport, prevention of wildfires, integrated pest management and household hazardous waste
management in combination with ongoing implementation of low impact development and multi-
year regulatory source control programs as summarized below:
Erosion and Sediment Control:
For toxic pollutants such as organochlorine pesticides that can be present as legacy pollutants in
soils, erosion and sediment control to reduce sediment transport in stormwater during
construction is an important source control measure. Additionally, toxic pollutants present in soils
due to air deposition such as polynucleararomatic hydrocarbons (PAHs) are also amenable to
control through erosion and sediment controls. Please refer to Section 5.4d for a summary of
erosion and sediment control measures that are implemented under the Development
Construction Program.
Given that natural drainage courses are the predominant means for conveying stormwater within
the City, a process has been initiated to consider whether strengthening the hydromodification
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control provisions in the City’s municipal code could prevent future hydromodification impacts —
over time this will also reduce erosion and control sediment. During FY1920 initial work included
development and presentation to City Council of various options for increasing the stringency of
the City’s current hydromodification provisions.
Wildfire Prevention Measures:
A substantial body of research demonstrates that wildfires can be a significant source of toxic
pollutants in stormwater, thus the prevention of wildfires is an important measure for preventing
toxic pollutant releases. This is especially critical in Rolling Hills which is in a very high fire hazard
severity zone. The City has adopted the most recent fire standards in Title 32 of the Los Angeles
County Code (Fire Code).21 These include more restrictive building standards relating to fire and
public safety than those adopted by the State Fire Marshal in the California Building Code. The City
also adopted an ordinance that declares dead vegetation a public nuisance in order to provide the
City authority to abate dead vegetation within the community which constitutes fire fuel and
presents a threat to public safety. The ordinance requires that properties within the City be
maintained free of dead trees, shrubs or plants and that properties with such conditions can be
abated in accordance with the City’s public nuisance code.22 In October 2019 City Council
approved conversion of its half-time code enforcement officer to a full-time position; a key
responsibility of the code enforcement officer is to proactively identify and bring enforcement
actions against properties that fail to remove dead vegetation in a timely manner.
During the reporting year the City completed its Community Wildfire Protection Plan . Also during
the reporting year, the City expanded the scope of its contract with the Palos Verdes Peninsula
Land Conservancy to conduct brush and tree clearance along the southern boundary of the City.
The City disseminates information to residents and landscape contractors on the management of
landscapes for brush and fire control both through its newsletter and on its website pages on Fire
and Emergency Preparedness.
The City provides unlimited green waste collection to residents through its solid waste franchise
contract to encourage the prompt removal of accumulated leaves and landscape debris to help
prevent brush fires. During the reporting year green waste collection reached an all-time high
with three rounds of special brush collection.
Copper Brake Pad Replacement Program:
Copper from brake pad wear constitutes the single largest source of copper in metropolitan
environments. SB 346 passed by the California legislature in 2010 and signed by the Governor on
September 25, 2010, requires incremental reduction in the amount of copper in vehicle brake
pads by specific regulatory deadlines in 2021 and 2025.
Lead Reduction Programs:
As of January 1, 2010, California law (SB 757) prohibited the manufacture, sale or installation of
wheel weights containing more than 0.1% lead. The law took effect immediately, i.e., there was no
grace period. If lead wheel weights are removed from a tire on an existing vehicle for any reason,
the lead wheel weight may not be placed back on the tire. The language of the statute is worded
broadly and does not limit the scope of the legislation to automobile weights only. Through the
21 City of Rolling Hills Ordinance No. 351 adopted on April 10, 2017.
22 City of Rolling Hills Ordinance No. 345 adopted on November 23, 2015.
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implementation of SB 757 a reduction in lead concentrations in stormwater runoff from vehicles is
anticipated.
According to the Federal Aviation Administration (FAA), Avgas emissions have become the largest
contributor to the relatively low levels of lead emissions produced in this country.”23 Avgas is a
specialized fuel used to power piston engine aircraft and is the only remaining lead-containing
transportation fuel. The various grades of avgas are identified using the Motor Octane Number
(MON) combined with the following alpha-designations to indicate lead content: low lead (LL);
very low lead (VLL); or unleaded (UL). Almost all avgas on the U.S. market today is low lead (LL).24
The FAA is working with aircraft and engine manufacturers, fuel producers, USEPA and industry
associations to support research into alternate fuel options and to overcome the technical and
logistical challenges of developing and deploying an unleaded avgas. The Piston Aviation Fuel
Initiative (PAFI) was established to develop a path forward for the ide ntification, evaluation and
deployment of the most promising unleaded replacements. When implemented, this replacement
unleaded gasoline will reduce air deposition of lead from small general aviation airplanes
operating out of the nearby Torrance Airport onto nearby areas, including the Palos Verdes
Peninsula.
Testing was conducted during the first 6 months of 2019 on an optimized Shell fuel along with
screening testing of 3 fuels not previously part of the program. These test results have revealed
that additional refinement will be necessary to support continuation and successful completion.
Shell has indicated it is committed to additional R&D efforts to make those adjustments in order
to result in a safe and viable unleaded avgas.”25 Based on current projected activities and
timelines, the testing completion date for the PAFI program will be in 2021.
Federal regulations under the Toxic Substances Control Act (TSCA) and Residential Lead-Based
Paint Hazard Reduction Act of 1992 regulate lead-based paints and hazards and simultaneously
serve as source control measures for dispersion of lead into the environment, including
stormwater. California has enacted additional measures to further regulate sources of lead to
reduce childhood lead exposure.26 Many of these measures also control the release of lead into
the environment.
Zinc Reduction:
The California Stormwater Quality Association (CASQA) is working to utilize the Department of
Toxic Substances Control Safer Consumer Product Regulations to reduce the zinc in tires which is
one of the largest sources of zinc in urbanized areas. On May 31, 2018, a petition was submitted to
DTSC by CASQA on the basis that:
“Zinc is present in tires at a concentration of approximately 1% . The on-road abrasion of tire tread
results in both airborne and surface particulates containing zinc. Some of this zinc remains on road
surfaces and adjacent areas and may be washed off by rain and carried by stormwater into
waterways. Aerially transported zinc-containing particles from tire treads can be deposited onto
impervious surfaces such as roofs and other hardscapes and may also be carried by stormwater
and other urban runoff (e.g., overwatering) into waterways. These waterways—streams, rivers,
and lakes—contain aquatic organisms that are potentially impacted by zinc. The hazardous
23 https://www.faa.gov/about/initiatives/avgas/
24 https://www.faa.gov/news/fact_sheets/news_story.cfm?newsId=14754
25 https://www.faa.gov/about/initiatives/avgas/
27 https://calsafer.dtsc.ca.gov/workflows/productchemicalpetition/11589/
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character of zinc released by tire abrasion onto roadways appears to be demonstrated by the
frequent exceedances of water quality standards established by U.S. EPA and the State Water
Resources Control Board (State Water Board) for the protection of aquatic species. The
exceedances occur in stormwater runoff at the point of discharge into waterways and also in the
streams and rivers receiving these discharges. The State Water Board has listed waterways in
California as impaired by zinc from various sources under the provisions of section 303(d) of the
Clean Water Act (CWA).”27
On January 4, 2019, a request for supplemental information was sent to CASQA by DTSC to aid
them in making a final merits determination. Additional information was requested on the
environmental fate, transport, and transformation of zinc as it moves from these particles into the
environment and aquatic organisms as well as potential adverse impacts to aquatic organisms that
result from exceedances of current US EPA and SWRCB zinc water quality criteria. CASQA
provided the supplemental information on May 3, 2019 and is awaiting final determination by
DTSC.
6.6 Effectiveness Assessment of Stormwater Control Measures [Attachment E – XVIII.A.2]: Provide the
following:
• An assessment as to whether the quality of stormwater discharges as measured at designated
outfalls is improving, staying the same or declining;
• An assessment as to whether wet-weather receiving water quality within the jurisdiction of the
Permittee is improving, staying the same or declining, when normalized for variations in rainfall
patterns.
See Section 6.3 of the Peninsula Watershed Annual Report, Volume II IMCR for an assessment of
stormwater discharges as measured at designated outfalls and observed trends. As noted
previously, 94% of the tributary area to the Lariat monitoring site within the Machado Lake
Watershed is estimated to lie within the City of Rolling Hills and thus samples collected at this site
are the most representative of stormwater discharges from the City. Nutrient monitoring data from
this site indicates that the quality of stormwater discharges has been generally consistent, with
higher nutrient loading occurring in years when there is higher rainfall . Concentrations of total
suspended solids (TSS) observed at the Lariat site in wet weather samples have decreased
significantly since the 2016-17 and 2017-18 reporting years such that the running average TSS
concentration no longer exceeds 20% as it did in prior years.
See Section 6.3 of the Peninsula Watershed Annual Report, Volume II IMCR for an assessment of
wet weather receiving water quality and any observed trends.
6.7 Integrated Monitoring Compliance Report, Stormwater Control Measures [Attachment E –
XVIII.A.5.d]: Provide a description of efforts that were taken to address stormwater discharges that
exceeded one or more applicable water quality based effluent limitation, or caused or contributed
to aquatic toxicity:
A discussion of multi-year efforts taken to address water quality based effluent limitations
established based on adopted TMDLs for stormwater discharges is discussed in Section 6.5 above.
27 https://calsafer.dtsc.ca.gov/workflows/productchemicalpetition/11589/
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6.8 Additional Information (optional): If available, the Permittee may include / attach the following
items to their report:
• Hydrographs and Flow Data: Hydrographs or flow data of pre- and post-control activity for the
85th percentile, 24-hour rain event, if control measures were designed to reduce impervious
cover or stormwater peak flow and flow duration.
• Reference Watershed Flow Duration Curves: For natural drainage systems, develop a reference
watershed flow duration curve and compare it to a flow duration curve for the subwatershed
under current conditions.
• GIS Project Files: If available, submit a GIS project file that maps all implementation of on-the-
ground projects (e.g. riparian buffer/wetland restoration; distributed/green streets; regional
projects; new development and redevelopment on-site; and new development and
redevelopment off-site).
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7. Non-Stormwater Control Measures Summary
Complete the following items in this section.
7.1 Provide a description of efforts that were taken to mitigate and/or eliminate all non-stormwater
discharges that exceeded one or more applicable water quality based effluent limitations, non-
stormwater action levels, or caused or contributed to Aquatic Toxicity [Attachment E – XVIII.A.5.c]:
To date the City has not identified any non-stormwater discharges that exceeded one or more
WQBELs, non-stormwater action levels or caused or contributed to Aquatic Toxicity. Although the
Peninsula Watershed Annual Report, Volume II IMCR reported failures of the Test of Significant
Toxicity at receiving water monitoring station RW-1 located in Malaga Cove during the August 2019
dry weather receiving water monitoring events as well as an exceedance of the Ocean Plan
objective for Total DDx during the June 2020 monitoring event, runoff from Rolling Hills is not
tributary to this site and therefore did not cause or contribute to these receiving water limitation
exceedances.
7.2 Provide the status of multi-year efforts, including TMDL implementation, related to the
implementation or effectiveness assessment of non-stormwater control measures, that were not
completed in the current year and will continue into the subsequent year(s) [Attachment E –
XVIII.A.3.h]:
Results of the City’s Non-stormwater Screening and Monitoring Program has demonstrated the
effectiveness of non-stormwater control measures. The City continues to implement its water
efficient landscape ordinance which over time will further reduce the potential for non-stormwater
discharges associated with irrigation runoff as more properties are redeveloped and the ordinance
is implemented on more properties. Three such MWELO-compliant landscapes were installed
during the reporting year.
7.3 Provide an assessment of the effectiveness of the Permittee control measures in effectively
prohibiting non-stormwater discharges through the MS4 to the receiving water [Attachment E –
XVIII.A.4.b]:
For the past nine years, there has been no measureable flow of non-stormwater at the Lariat site
during monthly dry weather observations, and this was also the case during the current reporting
year. The tributary area to the Lariat site is estimated to be comprised of 94% tributary area from
the City of Rolling Hills and 6% tributary area from the City of Rolling Hills Estates, so this is evidence
that unauthorized non-stormwater discharges have been effectively prohibited and controlled.
7.4 Provide an assessment as to whether the quality of non-stormwater discharges as measured at
monitored outfalls is improving, staying the same or declining:
See Peninsula Watershed Annual Report, Volume II IMCR Section 6.3 for discussion of trends in
monthly outfall monitoring data which consists of both authorized non-stormwater and stormwater
discharges.
7.5 Provide an assessment as to whether receiving water quality within the jurisdiction of the Permittee
is impaired, improving, staying the same or declining during dry-weather conditions. Each Permittee
may compare water quality data from the reporting year to previous years with similar dry-weather
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flows, conduct trends analysis, draw from regional bioassessment studies, or use other means to
develop and support its conclusions [Attachment E, Part XVIII.A.4.a]:
See Peninsula Watershed Annual Report, Volume II IMCR Section 6.3 for a complete discussion.
7.6 Describe sources of significant non-stormwater discharges determined to be a NPDES permitted
discharge, a discharge subject to A Record of Decision approved by USEPA pursuant to section 121
of CERCLA, a conditional exempt essential non-stormwater discharge, or entirely comprised of
natural flows. [Attachment E – IX.F.2]
Persistent flow in one canyon within the City tributary to the Greater Los Angeles Harbor, Purple
Canyon, has been investigated and is attributed to natural flows consistent with this canyon’s status
as a tributary to George F Canyon, a known perennial stream.
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8. TMDL Reporting
Complete the following items in this section.
8.1 Trash TMDL Compliance Report [VI.E.5.c.i]
For Permittees subject to Trash TMDLs, attach a Trash TMDL compliance report for each applicable Trash TMDL detailing
compliance with applicable interim and/or final effluent limitations. Indicate if compliance is being achieved through (1) full
capture systems; (2) partial capture devices and/or institutional controls; (3) combined compliance approaches; (4) minimum
frequency of assessment and collection (MFAC); or (5) an alternative compliance option.
The City is complying with the Machado Lake Trash TMDL and the Santa Monica Bay Debris TMDL
through institutional controls and an MFAC program as described in its approved Trash Monitoring
and Reporting Plan (TMRP). Results from this tenth year of monitoring found essentially zero trash
within the canyon study areas, equating to 100% reduction of trash from its baseline WLA. See
attached Machado Lake TMDL Monitoring and Reporting Plan Annual Report and Santa Monica Bay
Nearshore and Offshore Debris TMDL Monitoring and Reporting Plan Annual Report.
Both the Santa Monica Bay Debris TMDL and the Machado Lake Trash TMDL were reconsidered by
the Regional Board on March 14, 2019. The Regional Board staff report for the reconsideration of
these TMDLs accurately stated that the City has met the 100% reduction of trash from baseline
waste load allocations. Accordingly, based on advice from the Section Chief of Regional Programs at
the time (now Assistant Executive Officer), the City submitted its Revised Trash Monitoring and
Reporting Plan (TMRP) for Machado Lake Trash and Santa Monica Bay Debris TMDL s on June 17,
2019. Along with the submittal of the revised TMRP, the City requested a reduction in monitoring
frequency from twice per year to once every five years based on data demonstrating a cumulative
annual trash discharge rate of zero over the course of nine years of monitoring, now ten including
this reporting year of data. The City is awaiting the Regional Board staff’s response to this request.
8.2 TMDL Reporting [Attachment E, XIX]
Report on progress towards achieving interim or final milestones/WQBELs/RWLs based on applicable compliance schedules
in Attachments L-R and any additional milestones and corresponding deadlines in an approved WMP/EWMP. If this
information is reported in another document (e.g. Annual Report Watershed Form) or an attachment, clearly state and provide
a reference to the pertinent document and section.
See Peninsula Watershed Annual Report, Volume II IMCR Section 6.5. for a complete discussion of
progress toward TMDL milestones/WQBELs/RWLs within the Peninsula CIMP area. Those of
particular relevance to Rolling Hills are discussed below.
SANTA MONICA BAY BEACHES BACTERIA TMDL (SMBBB TMDL)
All of the Peninsula beach receiving water shoreline monitoring sites have been delisted from the
States 303(d) list for indicator bacteria such that Peninsula beaches are no longer considered to be
impaired for human recreation. The Peninsula WMG is required to prevent any degradation of these
high quality receiving waters.
SANTA MONICA BAY DEBRIS TMDL
As discussed in Section 8.1 above, the City has attained the final WLAs for this TMDL.
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SANTA MONICA BAY DDT AND PCBS TMDL
This is a USEPA established TMDL and therefore no schedule is in effect. The Santa Monica Bay DDT
and PCB TMDL assumed that current (baseline) discharges from the MS4 would be in compliance
with the WLAs. As shown in Table 9 of the Peninsula Watershed Annual Report, Volume II IMCR
Section 6.4.1, monitoring results for the reporting year indicate that, as in the previous reporting
year, the group again met the mass-based WLAs calculated on a three-year running average as
specified in Attachment M of the Permit
MACHADO LAKE TRASH TMDL
As discussed in Section 8.1 above, the City has attained the final WLAs for this TMDL.
MACHADO LAKE NUTRIENT TMDL
Since August 2011, the Peninsula agencies have been monitoring four outfalls tributary to Machado
Lake to assess progress toward meeting WLAs for Total Nitrogen (TN) and Total Phosphorous (TP).
Attainment of the final objectives expressed as flow-weighted monthly average concentrations of
TP and TN presents significant challenges for the Peninsula agencies during wet months, and
especially for Rolling Hills which has no public rights-of-way and limited opportunities for
construction of regional projects within its jurisdiction. Documented geologic and geotechnical
constraints in many areas of the Palos Verdes Peninsula (including Rolling Hills) do not allow for
infiltration-based stormwater control measures. Additionally, biofiltration systems do not reliably
attain the 0.1 mg/L TP and 1.0 mg/L TN objectives of this TMDL. The City has participated in the
development of external regional projects such as contributing toward the preliminary design work
for the Torrance Airport Stormwater Regional Project, collaborating on the feasibility study for the
Harbor City Park Multi-Benefit Stormwater Capture Project ,and supporting the pursuit of Safe
Clean Water Regional Program technical resources funding assistance to conduct a feasibility study
of the Peninsula Multi-Benefit Flow Diversion Project.
MACHADO LAKE PESTICIDES AND PCBS TMDL
Peninsula Watershed Annual Report, Volume II IMCR Section 6.5 and Table 10 presents Pesticides
and PCBs results for the Lariat site. Sediment concentrations for DDT and PCBs are below the final
WLAs based on a three-year average, while DDE and therefore also Total DDx currently exceed the
final WLA. This suggests a phasing out of Total DDx from the environment, though additional
monitoring is needed to confirm this. Additionally, concentrations of total suspended solids (TSS)
observed at the Lariat site in wet weather samples have decreased significantly since the 2016-17
and 2017-18 reporting years such that the running average TSS concentration no longer exceeds
20% as it did in prior years. Since Pesticides and PCBs are sediment-borne pollutants and the TMDL
WLAs are expressed as such, the efforts on the City’s part to limit sediment discharges from
construction sites as described in the MAL Action Plan submitted with its 2016-17 Individual Annual
Report and summarized in this annual report appear to be yielding positive results, suggesting a
decrease in the loading of sediment-borne pollutants to Machado Lake.
The Machado Lake Pesticide and PCBs TMDLs do not provide for a mass-based compliance
approach for these legacy organochlorine pesticides and PCBs, rather WLAs are assigned based on a
three-year average concentration in the sediment fraction of the MS4 discharge to Machado Lake.
Data collected by the Peninsula WMG analyzing the sediment fraction of MS4 discharges seems to
support the underlying assumption in the TMDL that the three-year averaging period provides a
means to comply with sediment concentration-based WLAs for Dieldrin and PCBs, but the same
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assumption has not been borne out by the data for DDX and Chlordane. A reconsideration of the
TMDL is needed in order to provide a means of compliance with the WLAs.
GREATER LOS ANGELES HARBOR WATERS TOXIC POLLUTANTS TMDL
The Dominguez Channel and Greater Los Angeles and Long Beach Harbor Waters Toxic Pollutants
TMDL (Harbor Toxics TMDL) contains interim and final WQBELs, with a final deadline of March 23,
2032. As part of the Coordinated Compliance Monitoring and Reporting Program, sampling for both
water quality and sediment quality within 12 discrete monitoring areas as well as fish tissue
sampling at four discrete sampling areas within the LA and Long Beach Harbor waters is taking
place. The City is participating in and contributing financially to this multi-year monitoring program.
The members of the Greater Harbor Waters Regional Monitoring Coalition continue to comply with
the Harbor Toxics TMDL by conducting all required TMDL monitoring and reporting as stated in the
Basin Plan Amendment. Attainment of interim sediment allocations for the Dominguez Channel
Estuary and Greater Los Angeles and Long Beach Harbor Waters is being evaluated in accordance
with the State of California’s Sediment Quality Objective, Part 1 and is being reported as required in
the annual monitoring reports submitted by the City of Long Beach on behalf of all the participants.
As depicted in the Peninsula Watershed Annual Report, Volume II IMCR Figures 13g through 13j
showing water quality trends in discharge data collected over the past four reporting years at the
RHECH outfall monitoring site, which is currently being used as the outfall sampling point for the
Harbor Toxics TMDL, results indicate that dissolved metal concentrations were below freshwater
CTR limits with the exception of dissolved copper which exceeded the CTR in 4 out of 13 wet
weather outfall samples collected over the past four reporting years.
As discussed in section 6.5 above, the City has submitted an Implementation Plan for Machado Lake
Pesticides & PCBs, Greater Los Angeles Harbor Waters Toxic Pollutants, and Santa Monica Bay DDT
& PCBs Total Maximum Daily Loads, to satisfy the implementation planning requirements for both
the Machado Lake Pesticides & PCB and the Dominguez Channel and Greater Los Angeles and Long
Beach Harbor Waters Toxic Pollutants TMDLs established by the Regional Board, and also to support
attainment of water quality objectives for the Santa Monica Bay DDT and PCBs TMDL issued by U. S.
EPA. The City is implementing the strategies for erosion and sediment control, wildfire prevention,
and metal source control as described in Section 6.5.
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9. WMP/EWMP Schedules and Implementation (If Applicable)
If you are participating in a WMP or EWMP and are reporting on your Adaptive Management Process for this
reporting year, complete the following items in this section.
If the requested information will be included in a Watershed Form to be submitted, you may reference the
Watershed Form and skip the corresponding item.
9.1 (If applicable) Provide comparison of control measures completed to date with control measures
projected to be completed to date in the Permittee’s jurisdictional area. List control measures
projected to be completed within the next two years and the projected completion dates, as well as
the status of implementation and funding. This also includes additional “enhanced” MCMs,
institutional controls, and nonstructural BMPs that are not part of the permit’s minimum control
measures. [Watershed Management Program Adaptive Management Process (VI.C.8.a)]:
Table 9a: WMP/EWMP Schedules
Control Measure Projected
Completion Date
Actual Completion
Date
Status of
Implementation Status of Funding
NA NA NA NA NA
9.2 (If applicable) Describe any modifications, including where appropriate new compliance deadlines
and interim milestones, with the exception of those compliance deadlines established in a TMDL,
necessary to improve the effectiveness of the WMP/EWMP:
Not Applicable. City is not participating in a WMP or EWMP.
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10. Watershed Hydrology
Complete the following items in this section.
If the information on watershed hydrology requested in the following section is included in a Watershed Form
or was previously included in a WMP or EWMP, you may simply reference those documents.
10.1 (If Applicable) Watershed Summary Information, Organization, and Content: Provide the information below in the odd
year Annual Report (e.g., Year 1, 3, 5)28, or any updates to the information below if previously provided. The requested
information shall be provided for each watershed within the Permittee’s jurisdiction [Attachment E – XVII]:
Provide the following information related to the Watershed Management Area:
1) Description of effective TMDLs, applicable WQBELs, receiving water limitations,
implementation and reporting requirements, and compliance dates;
2) List of CWA Section 303(d) listings not addressed by TMDLs.
3) Results of regional bioassessment monitoring. (If applicable, a reference to the SMC will
suffice here.)
4) Description of known hydromodification effects to receiving waters.
5) Description and location of natural drainage systems.
6) Description of groundwater recharge areas, including number and acres.
7) Maps and/or aerial photographs identifying ESAs, ASBS, natural drainage systems, and
groundwater recharge areas.
1) TMDLs that have been developed and for which the City is identified as a responsible agency are
listed in Table 10a below.
2) 303(d) listings not addressed by TMDLs are coliform bacteria in the Wilmington Drain which is a
tributary of Machado Lake, and new listings for arsenic and mercury in Santa Monica Bay.
3) The City is not aware of any bioassessment monitoring that has been conducted within the City.
Please see results of Regional Watershed Monitoring Program (Bioassessment Program) being
managed by the Southern California Stormwater Monitoring Coalition (SMC).
4) The City is not aware of known hydromodification effects to receiving waters within its
jurisdiction.
5) Natural drainage systems within the City as identified in the NSW Screening & Monitoring
Program include: Agua Magna Canyon, Johns Canyon, Sepulveda Canyon, Blackwater Canyon,
Upper Bent Spring Canyon in the Machado Lake Watershed; Swaffield Canyon, Purple Canyon and
George F Canyon in the Greater LA Harbor Watershed; Paintbrush Canyon, Klondike Canyon, and
one unnamed canyon in the Santa Monica Bay Watershed.
6) The City is not aware of any mapped areas of groundwater recharge within its boundaries. There
is one groundwater recharge area that is outside the City but to which a portion of the Machado
Lake Watershed area of the City is tributary, it is located on the site of the former Chandler Quarry,
a Regional EWMP BMP that is within the neighboring City of Rolling Hills Estates.
7) A map of the City showing Significant Ecological Areas and natural drainage systems was
previously provided and has not changed.
28 Year 1 = 2012-13 Annual Report; Year 2 = 13-14; Year 3 = 14-15; Year 4 = 15-16; Year 5 = 16-17;…
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Table 10a: Effective TMDLs Applicable to the City of Rolling Hills
TMDL
Regional Board
Resolution Number
Effective Date and/or
Environmental Protection
Agency (EPA) Approval
Date
Final
Compliance
Date
Santa Monica Bay Beaches
Wet Weather
Bacteria TMDL –
Jurisdictional Group 7
2002-022
Amended by R12-007
July15, 2003
R12-007 effective
July 2, 2014
July15, 2021
Santa Monica Bay Beaches
Dry Weather
Bacteria TMDL –
Jurisdictional Group 7
2002-004
Amended by R12-007
July15, 2003
R12-007 effective
July 2, 2014
Summer Dry: July
15, 2006
Winter Dry:
Nov 1, 2009
Santa Monica Bay Nearshore
and Offshore
Debris TMDL
R10-010
March 20, 2012
March 20, 2020
Machado Lake Trash TMDL 2007-006 March 6, 2008 March 6, 2016
Machado Lake Nutrient
TMDL 2008-006 March 11, 2009 September 11,
2018
Machado Lake Pesticides
and PCBs (Toxics) TMDL
R10-008
March 20, 2012
September 30,
2019
Dominguez Channel and
Greater Los Angeles and
Long Beach Harbor Waters
Toxic Pollutants TMDL
R11-008 March 23, 2012 March 23, 2032
Santa Monica Bay TMDL for
DDTs and PCBs EPA Established March 26, 2012
No
Implementation
Schedule1
1 This TMDL was established by the USEPA and therefore has no associated implementation schedule.
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Provide the following information related to the Subwatershed (HUC-12):
1) Description including HUC-12 number, name and a list of all tributaries named in
the Basin Plan.
2) Land Use map of the HUC-12 subwatershed.
3) 85th percentile, 24-hour rainfall isohyetal map for the subwatershed.
4) One-year, one-hour storm intensity isohyetal map for the subwatershed.
5) MS4 map for the subwatershed, including major MS4 outfalls and all low flow
diversions.
6) The City is located on the drainage divide between two HUC 12 watershed boundaries on
the Palos Verdes Peninsula: the Santa Monica Bay and Dominguez Channel (which includes
the Machado Lake and Greater Los Angeles Harbor subwatersheds) such that portions of
the City drain to each watershed as shown in Figure 1 in the Peninsula Watershed Annual
Report, Volume II IMCR. Table 10b below provides the list of tributaries named in the Basin
Plan to which portions of the City are tributary along with the Hydrologic Unit Code (HUC
12) number and name for those tributaries.
7) The City is a small (3 square miles), private, entirely single family residential community
with fewer than 2,000 residents. A map of the Peninsula showing land use and the
watershed divide is included in Figure 1 in the Peninsula Watershed Annual Report, Volume
II IMCR — the City of Rolling Hills’ boundary is included on that map. A more detailed land
use map of the City of Rolling Hills is provided as Attachment A.
8) The City relies on the County of Los Angeles Hydrology Map, which contains the 24-hour
85th percentile isohyetal map throughout the County and can be found at:
http://www.ladpw.org/wrd/hydrologygis/
9) The City relies on the NOAA Atlas 14 Point Precipitation Frequency Estimates for California
map and can be found at:
https://hdsc.nws.noaa.gov/hdsc/pfds/pfds_map_cont.html?bkmrk=ca
10) The City does not own or operate any portion of the MS4. A map of the major MS4 outfalls
in the Peninsula CIMP WMG was included as Figure 2 of the Peninsula CIMP—none of the
major MS4 outfalls are located in the City of Rolling Hills.
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Table 10b: HUC 12 Tributaries29 for Rolling Hills
Waterbody Hydrologic Unit Code Tributary of
Los Angeles County Coastal Streams
Altamira Canyon 180701040500 Santa Monica Bay
Klondike Canyon 180701040500 Santa Monica Bay
Portuguese Canyon 180701040500 Santa Monica Bay
Dominguez Channel Watershed
Agua Magna Canyon 180701060701 Wilmington Drain
Bent Spring Canyon 180701060701 Machado Lake
George F Canyon 180701060701 Los Angeles Harbor
Sepulveda Canyon 180701060701 Agua Magna Canyon
Provide the following information related to the Permittee(s) Drainage Area(s) within the Subwatershed:
1) A subwatershed map depicting the Permittee(s) jurisdictional area and the MS4,
including major outfalls (with identification numbers), and low flow diversions (with
identifying names or numbers) located, within the Permittee’s jurisdiction.
2) Provide the estimated baseline percent of effective impervious area (EIA) within the
Permittee(s) jurisdictional area as existed at the time that this Order became
effective and, if possible, the estimated change in the stormwater runoff volume
during the 85th percentile, 24-hour storm event.
1) The City does not own or operate any portion of the MS4. A map of the major MS4 outfalls
in the Peninsula CIMP WMG was included as Figure 2 of the Peninsula CIMP—none of the
major MS4 outfalls are located in the City of Rolling Hills.
2) The City is an entirely residential semi-rural community of single-family, one-story homes
located within three square miles. Minimum lot size is 1 acre; the average lot size is 2.7
acres. There is no public infrastructure and no City-owned or maintained storm drains,
roads, sewers, sidewalks or curb-and-gutter, though there are some limited and
discontinuous MS4 structural improvements owned/operated by the Los Angeles County
Flood Control District (LACFCD). Accordingly, few parcels are connected directly to an
improved MS4 and most drainage is conveyed via primarily natural drainage courses (with
some structural improvements to manage energy dissipation and protect slopes). There are
no readily available historical records from which to estimate baseline effective impervious
29 Waterbodies and Hydrologic Unit Codes as identified in the Water Quality Control Plan - Los Angeles Region
(Basin Plan), Appendix 1, Table 1: Inventory of Major Surface Waters and Waters to which they are Tributary. Note
that HUC 12 numbers in Basin Plan appear to be different than those shown on the 2012 LA MS4 Permit
Attachment B Watershed Area Maps.
80
City of Rolling Hills Individual Form (Rev: 7/10/2019)
Reporting Year 19-20
RollingHills_AR_individual_2020_(2020-12-10).docx Page 42 of 43
area. The estimation of stormwater runoff volume during the 85th percentile/24-hour storm
for the City as a whole by watershed is even more challenging, especially since the depth of
the 85th percentile/24-hour storm varies significantly from one part of the City to another.
10.2 Rainfall Summary: Provide a rainfall summary for the reporting year including: (1) A summary of
the number of storm events; (2) The highest volume event (inches/24 hours); (3) The highest
number of consecutive days with measureable rainfall; and (4) The total rainfall during the reporting
year compared to average annual rainfall for the subwatershed [Attachment E – XVIII.A.2]:
11)
See Peninsula Watershed Annual Report, Volume II IMCR Section 6.1.
10.3 SW Monitoring Event Summary: Provide a summary table describing rainfall during stormwater
outfall and wet-weather receiving water monitoring events. The summary description shall include
the date, time that the storm commenced and the storm duration in hours, the highest 15-minute
recorded storm intensity (converted to inches/hour), the total storm volume (inches), and the time
between the storm event sampled and the end of the previous storm event.
Table 10a: Summary of Stormwater Outfall and Wet Weather Receiving Water Monitoring Events
Event Date Storm Start
Time
Storm
Duration
[hours]
Highest
Storm
Intensity -
15min
[in/hr]
Total
Storm
Volume
[inches]
Span
Between
Sample
Event and
Previous
Storm Event
[hours]
See Peninsula Watershed Annual Report, Volume II IMCR Section 6.1.
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City of Rolling Hills Individual Form (Rev: 7/10/2019)
Reporting Year 19-20
RollingHills_AR_individual_2020_(2020-12-10).docx Page 43 of 43
11. Additional Information (Optional)
Provide any additional information in this section.
You may use this section to report any additional information not specified in the Individual Permittee Report
Form; information in the Individual Form that is better presented outside of the report form structure ; and/or
data limitations that prevented requested information from being obtained.
You may also provide an additional detailed summary table describing control measures that are not otherwise
described in the reporting requirements.
The Peninsula CIMP group has added arsenic and mercury to the Peninsula CIMP
monitoring at receiving water stations (RW-1 and RW-2) and stormwater outfalls (SD-1 and
SD-2) in the Santa Monica Bay Watershed consistent with the new 303(d) listings for Santa
Monica Bay for these constituents .
82
ATTACHMENT A
LAND USE MAP OF ROLLING HILLS
83
84
ATTACHMENT B
MACHADO LAKE TRASH TMDL ANNUAL REPORT
85
Prepared By:
Rolling Hills
Machado Lake Trash Total Maximum Daily Load
Monitoring and Reporting Plan Annual Report
December 15, 2020
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Rolling Hills
Machado Lake Trash Total Maximum Daily Load (TMDL)
Monitoring and Reporting Plan Annual Report
Table of Contents
Executive Summary ......................................................................................................................... 2
Background ..................................................................................................................................... 2
Baseline Waste Load Allocation ...................................................................................................... 3
Characterization ....................................................................................................................... 5
Results ...................................................................................................................................... 6
Conclusion ....................................................................................................................................... 6
Appendix A: Drainage Map of City of Rolling Hills ........................................................................... 8
Appendix B: Calculation of Trash Generation Rate ....................................................................... 10
Appendix C: Calculation of Trash Discharge Rate .......................................................................... 12
Figures
Figure 1. Implementation Schedule for Revised Baseline Wasteload Allocation ............................ 4
Figure 2. Black Water Canyon on December 10, 2019 .................................................................... 4
Tables
Table 1. Calculations of Annual Trash Generation Rate ................................................................ 11
Table 2. Calculations of Annual Trash Discharge Rate ................................................................... 13
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Rolling Hills
Machado Lake Trash Total Maximum Daily Load (TMDL)
Monitoring and Reporting Plan Annual Report
Executive Summary
This report summarizes results from the Trash Discharge Rate studies of the Trash Monitoring and
Reporting Plan (TMRP) conducted in the City of Rolling Hills (City) in accordance with the Machado Lake
Trash Total Maximum Daily Load (TMDL). The results of this report represent data collected during three
monitoring events conducted throughout the year as approved by the Regional Water Quality Control
Board (Regional Board) Executive Officer 1. Results from this tenth year of monitoring found essentially zero
trash within the canyon study areas, equating to an undetectable discharge rate.
The TMDL requires an annual 20% reduction of trash discharge from prescribed baseline waste load
allocations (WLAs) beginning four years from the effective date of the TMDL. The final waste load allocation
of zero trash discharge from the City shall be met eight years after the effective date. This TMDL became
effective March 6, 2008. The objective of the TMRP is to determine the annual trash generation and
discharge rates for the City of Rolling Hills and to quantify the effectiveness of its current Best Management
Practices (BMP) program. This report demonstrates that the City’s current BMPs effectively achieve the
functional equivalent of zero trash discharge. After calculating the trash generation and discharge rates
from the data collected over the course of this study and past studies, it was concluded that the City’s BMP
program effectively achieves a 100% reduction of trash from its baseline WLA. Compliance is achieved
through institutional and source controls based on the City’s strict enforcement of litter laws and the City's
ability to encourage the Rolling Hills Community Association (RHCA) to maintain its trails and roads since
the City does not have any public rights-of-way or control of the roads and trails 2.
Based on the outcome of past studies and this additional year of study, the City has been able to
demonstrate that it has achieved the final WLA required by the TMDL. Based on its demonstration of
compliance with the final WLA, the City requested relief from the trash TMDL monitoring requirements in
its 2011 Annual Report to the Regional Board. The Regional Board responded, requiring additional
monitoring on a reduced schedule of “twice per year and immediately following the first major storm event
of the year” to demonstrate continued compliance with the TMDL1. The monitoring data presented in this
tenth annual monitoring report represent calendar year 2019, and demonstrate continued compliance with
the final WLA of zero trash discharge from the City based on data collected from the seven drainage
canyons following the reduced schedule approved by the Regional Board.
Background
The TMDL identifies point and non-point sources of trash in the Machado Lake subwatershed, which is
located in the Dominguez Channel and LA Harbor Watersheds and establishes a schedule for compliance
with assigned load and waste load allocations respectively. The City of Rolling Hills is a community with no
public infrastructure or rights-of-way. The City is an entirely low-density single-family residential
1 Letter dated March 5, 2012 from Samuel Unger, Executive Officer, Los Angeles Regional Water Quality Control Board to Anton
Dahlerbruch, City Manager of Rolling Hills.
2 Roads in the City are roadway easements deeded by property owners to the RHCA for resident and visitor access. The trails are
similarly deeded to the RHCA. Both are maintained by the Association. The City maintains a contract with the RHCA whereby the
City can request crew to conduct a survey and trash collection event after a major storm or wind event.
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3 | Page
community consisting of large parcels with estate-size one-story ranch style homes (minimum one-acre
lots). There are 685 single family residences in the City, with a total population of 1,906. There are no City-
owned or maintained storm drains, roads, sewers, or sidewalks. The roadways are private, deeded to the
Rolling Hills Community Association (RHCA), which maintains the roadways and approximately 30 miles of
dedicated trails. Entry and exit to the City is gated and restricted to residents and guests only. The City of
Rolling Hills prohibits littering through its nuisance ordinance. The RHCA building regulations also require
trash enclosures at each residence. There are no industrial or commercial land uses within the City.
Approximately 43% of the City lies within the Machado Lake watershed with the remaining portion
distributed between the Santa Monica Bay and Greater Los Angeles Harbor watersheds. There are short
sections of storm drains in the City which are owned by the Los Angeles County Flood Control District. These
storm drains primarily consist of culverts crossing under private roads that convey stormwater into densely
vegetated natural canyons which are located on private property and essentially act as natural filters for
stormwater runoff. The City is a gated community so there are no public access points to creeks, channels,
or other water bodies within the City. There are no City-owned drainage outlets. Stormwater carried
through the natural drainage system typically exits the City and then enters culverts that are owned by
other municipalities, such as the County of Los Angeles. A drainage map of the City is included in Appendix
A.
Because the City of Rolling Hills does not have a storm drain system that is amenable to the installation of
full capture devices, it has implemented a Trash Monitoring and Reporting Plan (TMRP) which includes a
Minimum Frequency of Assessment and Collection Program (MFAC) in conjunction with Best Management
Practices (BMPs) in order to achieve compliance with the Machado Lake Trash TMDL.
Rolling Hills initiated the trash monitoring in July 2009 by conducting semi-annual trash collections on
residential road/equestrian trails (during the rainy season and dry season) in order to calculate the Annual
Trash Generation Rate as specified in the approved TMRP. The Annual Trash Generation Rate used in this
report is the average of two previous years’ monitoring data (July 2009-July 2011). This data along with
the calculation of the trash generation rate is included in Appendix B. In addition to the streets and trails
monitoring, seven sub-drainage canyons tributary to Machado Lake were monitored on a quarterly basis
and after an inclement weather event using an MFAC program to determine the Annual Trash Discharge
Rate. Monitoring at canyon locations was implemented on a quarterly basis for two and a half years. The
frequency was then reduced to twice a year and immediately following the first major storm event of the
year, as approved by the Regional Board.
Baseline Waste Load Allocation
The Machado Lake Trash TMDL requires all responsible parties to reduce their Baseline WLAs by 20% per
year beginning four years from the effective date of the TMDL until zero trash discharge is achieved. The
TMDL establishes an eight-year schedule for the complete elimination of trash discharges from point
sources in the Machado Lake watershed. The Regional Board staff report for the TMDL proposed a Baseline
WLA of 5,334 gallons of uncompressed trash per square mile per year based on data collected by the
County of Los Angeles during the 2002-03 and 2003-04 storm years for the Los Angeles River and Ballona
Creek watersheds. The Regional Board staff report assigned the City a baseline WLA of 3,001.9 gallons of
dry uncompressed trash based on a drainage area of 0.56 square miles; however, additional GIS work
performed by City and County of Los Angeles staffs during the development of the joint TMRP resulted in
increasing the City of Rolling Hills’ drainage area within the watershed. The correct area was confirmed by
Geosyntec Consultants based on a contour map delineation of a 1.3 square mile drainage area within the
Machado Lake subwatershed. This area consists solely of low-density residential land uses, therefore a
more accurate revised baseline WLA will be the product of the trash generation rate of 5,334 gallons per
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4 | Page
square mile per year described in the TMDL and the 1.3 square mile area draining to Machado Lake. This
product equates to 6,934.2 gallons of dry uncompressed trash. A summary of the TMDL schedule,
compliance dates, required reductions and current levels based on this revised baseline WLA are presented
in Figure 1.
Trash Discharge Rates
Since July 2009 the City of Rolling Hills has implemented a
TMRP including an MFAC program and calculated a modified
Daily Generation Rate (DGR) to determine its annual trash
discharge and generation rates respectively. These rates
were then used to determine the effectiveness of the City’s
current BMP program and to demonstrate compliance with
the TMDL WLAs.
Generation Rate Methodology
The previous monitoring reports explain the details of the
Generation Rate Methodology. Trash generation rate data
from previous annual reports was averaged, and this average
was used to determine the City-specific “Annual Trash
Generation Rate” used in this report (see data in appendix
B).
0 2000 4000 6000 8000
Final WLA March 6, 2016
80% Reduction from Baseline WLA March 6, 2015
60% Reduction from Baseline WLA March 6, 2014
40% Reduction from Baseline WLA March 6, 2013
20% Reduction from Baseline WLA March 6, 2012
2019 Trash Discharge Rate
Baseline Waste Load Allocation (WLA)
0
1,386.84
2,773.68
4,160.52
5,547.36
6,934.20
<1.00
Current Discharge Rate
Trash Discharge Waste
Load Allocations
Dry Uncompressed Gallons
F IGURE 2 . BLACK W ATER CANYON ON
D ECEMBER 10, 2019
FIGURE 1 . I MPLEMENTATION SCHEDULE FOR R EVISED B ASELINE W ASTELOAD ALLOCATION
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5 | Page
Discharge Rate Methodology
The annual trash discharge rate from the City of Rolling Hills was determined through an MFAC program
conducted at the mouth of all seven sub-drainage canyons tributary to Machado Lake. At each of these
canyons, a 6-foot section was measured and recorded using GPS and trail marking tape beginning at the
furthest downstream section of each canyon. These same sections of canyons were monitored during each
subsequent collection event for consistency 3. Since these natural, soft bottom canyons receive 100% of the
runoff from the portion of the city draining to Machado Lake, they fully characterize the discharge from the
City. Due to steep terrain and the presence of dense vegetation, RHCA staff does not conduct trash pickups
in these canyons. Therefore, the trash collected under this TMRP during each collection event was assumed
to accurately characterize all the accumulation since the last collection event. Canyon collection events
were conducted biannually and following the first major storm event of the year as directed by the Regional
Board. The annual trash discharge rate was calculated as the sum of the trash collected during these events
scaled to obtain an annual discharge rate. All collected data including the calculation of the trash discharge
rate is included in Appendix C.
Field Collection and Quantification:
During this year’s monitoring events, a plastic bottle was observed during the September 24, 2019 Dry
Season event at Unnamed Canyon #2 and a plastic cup was observed during the December 10, 2019 After
Rain event at Unnamed Canyon #3. No trash was observed at other canyons within the study areas or
during the December 20, 2019 Wet Season event. The methodology outlined below was followed for trash
collection and quantification during monitoring events.
Trash was collected manually based on the Surface Water Ambient Monitoring Program (SWAMP) Rapid
Trash Assessment Method (RTAM)4 protocol. The collected trash was then taken back to the RHCA
maintenance area where it was sorted and measured using the following procedures:
1. Standard safety precautions outlined in the Health and Safety Plan included as an amendment to
the TMRP were always followed during the trash monitoring and collection operations.
2. All collected trash and debris were disposed of properly in accordance with all applicable laws and
regulations.
3. Non-anthropogenic debris and vegetative matter was separated from the trash and disposed of
appropriately.
4. The collected trash was sorted manually, only pieces larger than ¼ inch were counted.
5. A digital scale was used to weigh the trash and a 5-gallon bucket was used to estimate its volume
in dry uncompressed gallons. All figures were rounded to the nearest half gallon.
6. Each full bucket of anthropogenic trash was weighed and sorted in order to characterize the
contents by type of constituent (plastic, paper, glass, metal, and other).
Characterization
For the purposes of the Machado Lake Trash TMDL, trash was defined as man-made litter and was tallied
using the following criteria:
• Litter consisted of all improperly discarded waste material as defined in the TMDLs
• Any piece of trash equal to or greater than ¼ inch was collected and tallied
3 Details on monitoring locations can be found in the approved City of Rolling Hills Trash Monitoring and Reporting Plan which is
included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake Trash TMDL Jurisdictional
Group and received by the Regional Board on September 5, 2008
4 The modified SWAMP RTAM protocol is outlined in the approved City of Rolling Hills Trash Monitoring and Reporting Plan which
is included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake Trash TMDL Jurisdictional
Group and received by the Regional Board on September 5, 2008.
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6 | Page
• Vegetative debris was not considered trash
The characterization of trash was done by separating it according to constituent. Examples of the different
types of constituents collected throughout the past years are described below.
• Plastic: bags, bottles, jugs, Styrofoam, straws, food wrappers
• Paper: bags, newspaper, scraps, wrappers
• Glass: bottles, scraps, broken windows
• Metal: aluminum foil, aluminum and steel cans, bottle caps, auto parts, wires
• Other: Baseballs, tennis balls, golf balls, fabric clothing items
Results
Discharge Rate
The cumulative volume of trash collected from the outlet of the drainage canyons was <1 gallon of dry
uncompressed anthropogenic trash during the three collection events. It should be noted that these
monitoring locations are situated at the bottom of natural drainage canyons which are intersected by a
major roadway just outside the City boundary. As previously noted in past reports, there was a minimal
amount of trash accumulation observed along the road just outside the study area and City boundaries.
Therefore, it is important to point out that this year and the past years’ very low discharge rates are most
likely an overestimate due to the likelihood of trash from the road outside the City boundary entering the
study area via wind transport. Appendix C displays the collection data along with the calculation
methodology for the trash discharge rate.
The effectiveness of the current BMP program in place in the City is demonstrated through the following
equation proposed in the approved City of Rolling Hills Trash Monitoring and Reporting Plan, which is
included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake
Trash TMDL Jurisdictional Group received by the Regional Board on September 5, 2008:
Ga= 2,860 gal/year Annual Trash Generation Rate
Da= <1.0 gal/year Annual Trash Discharge Rate
Percent Reduction of Trash in City [[ Ga – Da ]/Ga]*100
[[2,860 – 1.0]/2,860]*100
Final Percent Reduction of Trash in City= 99.97% ≈ 100%*
Conclusion
The results obtained during this study indicate an effective implementation of existing institutional and
source controls such as weekly collection of trash (with additional pickup as needed) along roads and
equestrian trails by the RHCA maintenance crew, strict enforcement of litter laws, enforcement of
ordinances requiring solid waste enclosures, and close oversight of the solid waste hauler.
*Figure rounded to the nearest hundredth of a percent
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Discharge rates at the canyon outlets were essentially undetectable, which is consistent with previous
years’ data. The densely vegetated natural canyons effectively function as full capture filters for trash
generated within the City. The collected data demonstrates that the City is effectively reducing its
generated trash by 100% through its current BMP program. In addition, when compared to the baseline
WLA of 6,934.2 gallons per year, the City is meeting the waste load allocation of zero trash discharge to
Machado Lake. Based on the outcome of this additional year of study, the City is able to demonstrate
achievement of the final waste load allocation, and continued compliance with the Machado Lake Trash
TMDL.
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Appendix A
Drainage Map of City of Rolling Hills
94
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95
10 | Page
Appendix B
Calculation of Trash Generation Rate
96
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T ABLE 1 . CALCULATIONS OF A NNUAL TRASH G ENERATION R ATE 5
* All Figures have been rounded to the nearest half gallon of dry uncompressed trash.
5 2010 and 2011 figures included for reference.
Date of
WGR
Sampling
Land Use
Sampled
Trash Collected
from
Representative
Area in Gallons
(𝑇𝑇𝑐𝑐)*
Miles
Surveyed
(M)
Total
Miles
Draining
to
Machado
Lake
(𝑀𝑀𝑡𝑡)
Total Trash
Generated Weekly
within
Representative Area
in gallons (𝑇𝑇𝑔𝑔 )
Weekly Trash
Generation Rates
per Collection
Event
(𝑇𝑇𝑤𝑤)
7/15/2009 Street 1.5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=16.5 21.5
7/15/2009 Equestrian
Trail 0.5 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=5
1/13/2010 Street 5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=55
65 1/13/2010 Equestrian
Trail 1 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=10
7/15/2010 Street 7.5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=82.5 82.5
7/15/2010 Equestrian
Trail 0 1 10 𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡∗𝐷𝐷=0
1/20/2011 Street 5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=55 65
1/20/2011 Equestrian
Trail 1 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=10
7/20/2011 Street 3 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=36
41 7/20/2011 Equestrian
Trail 0.5 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=5
Average
Weekly
Trash
Generation
Rate
(𝐺𝐺𝑤𝑤)
[𝑇𝑇1𝑤𝑤+𝑇𝑇2𝑤𝑤+𝑇𝑇3𝑤𝑤+𝑇𝑇4𝑤𝑤+𝑇𝑇5𝑤𝑤]/5 = 55
Annual
Trash
Generation
Rate (𝐺𝐺𝑎𝑎)
[𝐺𝐺𝑤𝑤∗52]=2,860 Gal/year
dry uncompressed trash
97
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Appendix C
Calculation of Trash Discharge Rate
98
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TABLE 2 . C ALCULATIONS OF A NNUAL T RASH D ISCHARGE R ATE
Area
Draining to
this location
9/24/19
(Dry
Season)
12/10/19
(After Rain
Event)
12/20/19
(Wet
Season) Total Discharge Collected
#1 Sepulveda
Canyon
0.4 sq miles 0 0 0 0
#2 Black Water
Canyon
0.2 sq miles 0 0 0 0
#3 Upper Bent
Spring Canyon
0.2 sq miles 0 0 0 0
#4 Unnamed
Canyon 1
0.06 sq
miles
0 0 0 0
#5 Unnamed
Canyon 2
0.04 sq
miles
<0.5 gal 0 0 <0.5 gal
#6 Unnamed
Canyon 3
0.04 sq
miles
0
<0.5 gal 0 <0.5 gal
#7 Aqua
Magnon
Canyon
0.4 sq miles 0 0 0 0
TOTALS 1.3 sq miles <0.5 gal <0.5 gal 0 <1 gal
Annual Trash Discharge
Rate (𝐷𝐷𝑎𝑎)
<1 gal/year
*All Figures were rounded to the nearest quarter gallon of dry uncompressed trash.
99
ATTACHMENT C
SANTA MONICA BAY DEBRIS TMDL ANNUAL REPORT
100
Prepared By:
Rolling Hills
Santa Monica Bay Nearshore and Offshore Debris Total
Maximum Daily Load Monitoring and Reporting Plan
Annual Report
December 15, 2020
101
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Rolling Hills
Santa Monica Bay Nearshore and Offshore Debris Total Maximum Daily Load
Monitoring and Reporting Plan Annual Report
Table of Contents
Executive Summary ......................................................................................................................... 2
Background ..................................................................................................................................... 3
Baseline Waste Load Allocation ...................................................................................................... 4
Characterization ....................................................................................................................... 6
Results ...................................................................................................................................... 6
Conclusion ....................................................................................................................................... 7
Appendix A: Drainage Map of City of Rolling Hills ........................................................................... 8
Appendix B: Pictures of Rolling Hills Drainage Toward Santa Monica Bay .................................... 10
Appendix C: Calculation of Trash Discharge Rate .......................................................................... 12
Appendix D: Calculation of Trash Discharge Rate.......................................................................... 14
Figures
Figure 1. Implementation Schedule for Baseline Wasteload Allocation ......................................... 4
Figure 2. Black Water Canyon on December 10, 2019 .................................................................... 5
Tables
Table 1. Calculations of Annual Trash Generation Rate ................................................................ 11
Table 2. Calculations of Annual Trash Discharge Rate ................................................................... 15
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Rolling Hills
Santa Monica Bay Nearshore and Offshore Debris Total Maximum Daily Load
Monitoring and Reporting Plan Annual Report
Executive Summary
This report summarizes results from the Trash Discharge Rate studies of the Trash Monitoring and
Reporting Plan (TMRP) conducted in the City of Rolling Hills (City) in accordance with the Santa Monica Bay
Nearshore and Offshore Debris (SMB TMDL). The results of this report represent data collected during three
monitoring events conducted throughout the year as approved by the Regional Water Quality Control
Board (Regional Board) Executive Officer 1. Results from this tenth year of monitoring found essentially zero
trash within the canyon study areas, equating to an undetectable discharge rate.
Similar to the Machado Lake Trash TMDL (ML TMDL), the SMB TMDL requires an annual 20% reduction of
trash discharge form prescribed baseline waste load allocations beginning four years from the effective
date of the TMDL. The final waste load allocation of zero trash discharge from the City should be met eight
years after the effective date, or by March 20, 2020. The objective of the TMRP is to determine the annual
trash generation and discharge rates for the City of Rolling Hills and to quantify the effectiveness of its
current Best Management Practices (BMP) program. This report demonstrates that the City’s current BMPs
effectively achieve the functional equivalent of zero trash discharge. After calculating the trash generation
and discharge rates from the data collected over the course of this study and past studies, it was concluded
that the City’s BMP program effectively achieves a 100% reduction of trash from its baseline WLA.
Compliance is achieved through institutional and source controls based on the City’s strict enforcement of
litter laws and the City's ability to encourage the Rolling Hills Community Association (RHCA) to maintain
its trails and roads since the City does not have any public rights-of-way or control of the roads and trails 2.
The City is under two trash TMDLs, the SMBTMDL which became effective March 20, 2012, and the
Machado Lake TMDL (MLTMDL) which became effective March 6, 2008. The City has been conducting
monitoring consistent with its approved TMRP for the MLTMDL since July 2009. In its letter dated
September 3, 2013, the Regional Board approved the City’s TMRP for SMBTMDL finding that the City may
utilize the Machado Lake TMRP previously approved by the Regional Board and the resulting monitoring
data to establish compliance with the SMBTMDL. The City was directed to submit separate annual
monitoring reports for the SMBTMDL using the data obtained from the Machado Lake TMRP. Based on the
outcome of past studies and this additional year of study, the City has been able to demonstrate that it has
achieved the final WLA required by the SMBTMDL and MLTMDL. Based on its demonstration of compliance
with the final WLA, the City requested relief from the trash MLTMDL monitoring requirements in its 2011
Annual Report to the Regional Board. The Regional Board responded requiring additional monitoring on a
reduced schedule of “twice per year and immediately following the first major storm event of the year” to
demonstrate continued compliance with the ML TMDL. The monitoring data presented in this tenth annual
monitoring report represent calendar year 2019 and demonstrate continued compliance with the final WLA
of zero trash discharge from the City based on data collected from the seven drainage canyons following
the reduced schedule approved by the Regional Board.
1 Letter dated March 5, 2013 from Samuel Unger, Executive Officer, Los Angeles Regional Water Quality Control Board to Steve
Burrell, Interim City Manager of Rolling Hills.
2 Roads in the City are roadway easements deeded by property owners to the RHCA for resident and visitor access. The trails are
similarly deeded to the RHCA. Both are maintained by the Association. The City maintains a contract with the RHCA whereby the
City can request crew to conduct a survey and trash collection event after a major storm or wind event.
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Background
The City of Rolling Hills is a community without public infrastructure or rights-of way. The City is an entirely
low-density, single-family residential community consisting of large parcels with estate-size one-story ranch
style homes (minimum one-acre lots). There are 685 single family residences in the City, with a total
population of 1,906. There are no City-owned or maintained storm drains, roads, sewers, or sidewalks. The
roadways are private, deeded to the Rolling Hills Community Association (RHCA), which maintains the
roadways and approximately 30 miles of dedicated trails. Entry and exit to the City is gated and restricted
to residents and guests only. The City of Rolling Hills prohibits littering through its nuisance ordinance. The
RHCA building regulations also require trash enclosures at each residence. There are no industrial or
commercial land uses within the City.
Approximately 22% of the City lies within the Santa Monica Bay watershed with the remaining portion
distributed between the Machado Lake (~43%) and Greater Los Angeles Harbor watersheds (~35%). There
are short sections of storm drains in the City which are owned by the Los Angeles County Flood Control
District. These storm drains primarily consist of culverts crossing under private roads that convey storm
water into densely vegetated natural canyons which are located on private property and essentially act as
natural filters for stormwater runoff. The City is a gated community so there are no public access points to
creeks, channels, or other water bodies within the City. There are no City-owned drainage outlets.
Stormwater carried through the natural drainage system typically exits the City and then enters culverts
that are owned by other permittees, such as County of Los Angeles and other municipalities. A drainage
map of the City is included in Appendix A.
Because the City of Rolling Hills does not have a storm drain system that is amenable to the installation of
full capture devices, it has implemented a Trash Monitoring and Reporting Plan (TMRP) which includes a
Minimum Frequency of Assessment and Collection Program (MFAC) in conjunction with Best Management
Practices (BMPs) in order to achieve compliance with the SMB TMDL.
The natural canyons conveying drainage from the City in the Santa Monica Bay tributary area are very steep
and treacherous, making entry for the purpose of discharge monitoring unsafe and more dangerous to
enter than the seven canyons monitored in the Machado Lake watershed. Pictures illustrating the Rolling
Hills drainage toward Santa Monica Bay are included in Appendix B. To utilize the compliance methodology
of the Machado Lake tributary area within the City of Rolling Hills as representative of the compliance status
of the tributary area to the Santa Monica Bay is a conservative assumption which underestimates
compliance and thus is protective of Santa Monica Bay. The reasons this is a conservative assumption
include:
• The area of the city tributary to Santa Monica Bay has an even lower density of development than
the area tributary to Machado Lake. This is because land movement results in a greater number of
vacant unbuildable lots, and the lots themselves are larger.
• There are no public roadways along the City’s southern boundary in the Santa Monica Bay
watershed like there are in the Machado Lake drainage area, thus there is less opportunity for
generating nonpoint source trash which could be carried into the canyons tributary to Santa
Monica Bay.
• The drainage area of the City which is tributary to the Santa Monica Bay is small. According to the
Regional Board staff report for the SMBTMDL, there is only 0.64 square miles of the City of Rolling
Hills within the Santa Monica Bay watershed. By comparison the area of the City tributary to
Machado Lake is 1.3 square miles and all seven canyons in this watershed are being monitored
under the TMRP (100% coverage). Thus, the monitoring sites for Machado Lake will be sufficiently
representative of the area in Santa Monica Bay, albeit conservatively so.
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• The area is an active landslide that inhibits access and activity, and it impedes confines and limits
construction.
To comply with the ML TMDL requirements, Rolling Hills initiated the trash monitoring in July 2009 by
conducting semi-annual trash collections on residential road/ equestrian trails (during the rainy season and
dry season) in order to calculate the Annual Trash Generation Rate as specified in the approved TMRP. The
Annual Trash Generation Rate used in this report is the average of two previous years’ monitoring data
(July 2009-July 2011). This data along with the calculation of the trash generation rate is included in
Appendix C. In addition to the streets and trails monitoring, seven sub-drainage canyons tributary to
Machado Lake were monitored on a quarterly basis and after an inclement weather event using an MFAC
program to determine the Annual Trash Discharge Rate. Monitoring at canyon locations was implemented
on a quarterly basis for two and a half years, then reduced to semi-annually and immediately following the
first major storm event of the year, as approved by the Regional Board.
Baseline Waste Load Allocation
The SMB TMDL requires all responsible parties to reduce their Baseline WLAs by 20% per year beginning
four years from the effective date of the TMDL until zero trash discharge is achieved. The TMDL establishes
an eight-year schedule for the complete elimination of trash discharges from point sources in the Santa
Monica Bay watershed. The City has a baseline WLA of 515 gallons of dry uncompressed trash. A summary
of the TMDL schedule, compliance dates, required reductions and current levels based on this baseline
WLA are presented in Figure 1.
0
2000
Final WLA March 20, 2020
80% Reduction from Baseline WLA March 20, 2019
60% Reduction from Baseline WLA March 20, 2018
40% Reduction from Baseline WLA March 20, 2017
20% Reduction from Baseline WLA March 20, 2016
2019 Trash Discharge Rate
Baseline Waste Load Allocation (WLA)
0
103.00
206.00
309.00
412.00
515.00
<1.00 Current Discharge
Rate
Trash Discharge
Waste Load
Allocations
Dry Uncompressed Gallons
FIGURE 1 . I MPLEMENTATION S CHEDULE FOR BASELINE W ASTELOAD ALLOCATION
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Trash Discharge Rates
The City of Rolling Hills has implemented a TMRP including an
MFAC program and calculated a modified Daily Generation
Rate (DGR) to determine its annual trash discharge and
generation rates respectively. These rates were then used to
determine the effectiveness of the City’s current BMP program
and to demonstrate compliance with the TMDL WLAs.
Generation Rate Methodology
The previous monitoring ML TMDL reports explain the details
of the Generation Rate Methodology. Trash generation rate
data from previous annual reports was averaged, and this
average was used to determine the City-specific “Annual Trash
Generation Rate” used in this report (see data in Appendix C).
Discharge Rate Methodology
The annual trash discharge rate from the City of Rolling Hills was determined through an MFAC program
conducted at the mouth of all seven sub-drainage canyons tributary to Machado Lake. At each of these
canyons, a 6-foot section was measured and recorded using GPS and trail marking tape beginning at the
furthest downstream section of each canyon. These same sections of canyons were monitored during each
subsequent collection event for consistency 3. Since these natural, soft bottom canyons receive 100% of the
runoff from the portion of the city draining to Machado Lake, they fully characterize the discharge from the
City. Due to steep terrain and the presence of dense vegetation, RHCA staff does not conduct trash pickups
in these canyons. Therefore, the trash collected under this TMRP during each collection event was assumed
to accurately characterize all the accumulation since the last collection event. Canyon collection events
were conducted biannually and following the first major storm event of the year as directed by the Regional
Board. The annual trash discharge rate was calculated as the sum of the trash collected during these events
scaled to obtain an annual discharge rate. All collected data including the calculation of the trash discharge
rate is included in Appendix D.
Field Collection and Quantification:
During this year’s monitoring events, a plastic bottle was observed during the September 24, 2019 Dry
Season event at Unnamed Canyon #2 and a plastic cup was observed during the December 10, 2019 After
Rain event at Unnamed Canyon #3. No trash was observed at other canyons within the study areas or
during the December 20, 2019 Wet Season event. The methodology outlined below was followed for trash
collection and quantification during monitoring events.
Trash was collected manually based on the Surface Water Ambient Monitoring Program (SWAMP) Rapid
Trash Assessment Method (RTAM)4 protocol. The collected trash was then taken back to the RHCA
maintenance area where it was sorted and measured using the following procedures:
1. Standard safety precautions outlined in the Health and Safety Plan included as an amendment to
the TMRP were always followed during the trash monitoring and collection operations.
3 Details on monitoring locations can be found in the approved City of Rolling Hills Trash Monitoring and Reporting Plan which is
included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake Trash TMDL Jurisdictional
Group and received by the Regional Board on September 5, 2008
4 The modified SWAMP RTAM protocol is outlined in the approved City of Rolling Hills Trash Monitoring and Reporting Plan which
is included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake Trash TMDL Jurisdictional
Group and received by the Regional Board on September 5, 2008.
FIGURE 2 . B LACK W ATER CANYON
ON D ECEMBER 1 0 , 2019
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2. All collected trash and debris were disposed of properly in accordance with all applicable laws and
regulations.
3. Non-anthropogenic debris and vegetative matter was separated from the trash and disposed of
appropriately.
4. The collected trash was sorted manually, only pieces larger than ¼ inch were counted.
5. A digital scale was used to weigh the trash and a 5-gallon bucket was used to estimate its volume
in dry uncompressed gallons. All figures were rounded to the nearest half gallon.
6. Each full bucket of anthropogenic trash was weighed and sorted in order to characterize the
contents by type of constituent (plastic, paper, glass, metal, and other).
Characterization
For the purposes of the SMB and ML TMDL, trash was defined as man-made litter and was tallied using the
following criteria:
• Litter consisted of all improperly discarded waste material as defined in the TMDL
• Any piece of trash equal to or greater than ¼ inch was collected and tallied
• Vegetative debris was not considered trash
The characterization of trash was done by separating it according to constituent. Examples of the different
types of constituents collected throughout the past years are described below.
• Plastic: bags, bottles, jugs, Styrofoam, straws, food wrappers
• Paper: bags, newspaper, scraps, wrappers
• Glass: bottles, scraps, broken windows
• Metal: aluminum foil, aluminum and steel cans, bottle caps, auto parts, wires
• Other: Baseballs, tennis balls, golf balls, fabric clothing items
Results
Discharge Rate
The cumulative volume of trash collected from the outlet of the drainage canyons was <1 gallon of dry
uncompressed anthropogenic trash during the three collection events. It should be noted that these
monitoring locations are situated at the bottom of natural drainage canyons which are intersected by a
major roadway just outside the City boundary. As previously noted in past reports, there was a minimal
amount of trash accumulation observed along the road just outside the study area and City boundaries.
Therefore, it is important to point out that this year and the past years’ very low discharge rates are most
likely an overestimate due to the likelihood of trash from the road outside the City boundary entering the
study area via wind transport. Appendix D displays the collection data along with the calculation
methodology for the trash discharge rate.
The effectiveness of the current BMP program in place in the City is demonstrated through the following
equation proposed in the approved City of Rolling Hills Trash Monitoring and Reporting Plan, which is
included as an addendum in the Trash Monitoring and Reporting Plan prepared by the Machado Lake
Trash TMDL Jurisdictional Group received by the Regional Board on September 5, 2008:
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7 | Page
Ga= 2,860 gal/year Annual Trash Generation Rate
Da= <1.0 gal/year Annual Trash Discharge Rate
Percent Reduction of Trash in City [[ Ga – Da ]/Ga]*100
[]2,860 – 1.0]/2,860]*100
Final Percent Reduction of Trash in City= 99.97% ≈ 100%*
Conclusion
The results obtained during this study indicate an effective implementation of existing institutional and
source controls such as weekly collection of trash (with additional pickup as needed) along roads and
equestrian trails by the RHCA maintenance crew, strict enforcement of litter laws, enforcement of
ordinances requiring solid waste enclosures, and close oversight of the solid waste hauler.
Discharge rates at the canyon outlets were essentially undetectable, which is consistent with previous
years’ data. The densely vegetated natural canyons effectively function as full capture filters for trash
generated within the City. The collected data demonstrates that the City is effectively reducing its
generated trash by 100% through its current BMP program. In addition, when compared to the baseline
WLA of 515 gallons per year, the City is meeting the waste load allocation of zero trash discharge to
Machado Lake and Santa Monica Bay. Based on the outcome of this additional year of study, the City is able
to demonstrate achievement of the final waste load allocation, and continued compliance with the Santa
Monica Bay Nearshore and Offshore Debris TMDL.
*Figure rounded to the nearest hundredth of a percent
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Appendix A
Drainage Map of City of Rolling Hills
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110
10 | Page
Appendix B
Pictures of Rolling Hills Drainage Toward Santa Monica Bay
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112
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Appendix C
Calculation of Trash Discharge Rate
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T ABLE 1 . CALCULATIONS OF A NNUAL TRASH G ENERATION R ATE 5
* All Figures have been rounded to the nearest half gallon of dry uncompressed trash.
5 2010 and 2011 figures included for reference.
Date of
WGR
Sampling
Land Use
Sampled
Trash Collected
from
Representative
Area in Gallons
(𝑇𝑇𝑐𝑐)*
Miles
Surveyed
(M)
Total
Miles
Draining
to
Machado
Lake
(𝑀𝑀𝑡𝑡)
Total Trash
Generated Weekly
within
Representative Area
in gallons (𝑇𝑇𝑔𝑔 )
Weekly Trash
Generation Rates
per Collection
Event
(𝑇𝑇𝑤𝑤)
7/15/2009 Street 1.5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=16.5 21.5
7/15/2009 Equestrian
Trail 0.5 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=5
1/13/2010 Street 5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=55
65 1/13/2010 Equestrian
Trail 1 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=10
7/15/2010 Street 7.5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=82.5 82.5
7/15/2010 Equestrian
Trail 0 1 10 𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡∗𝐷𝐷=0
1/20/2011 Street 5 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=55 65
1/20/2011 Equestrian
Trail 1 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=10
7/20/2011 Street 3 1 11 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=36
41 7/20/2011 Equestrian
Trail 0.5 1 10 [𝑇𝑇𝑐𝑐∗𝑀𝑀∗𝑀𝑀𝑡𝑡]=5
Average
Weekly
Trash
Generation
Rate
(𝐺𝐺𝑤𝑤)
[𝑇𝑇1𝑤𝑤+𝑇𝑇2𝑤𝑤+𝑇𝑇3𝑤𝑤+𝑇𝑇4𝑤𝑤+𝑇𝑇5𝑤𝑤]/5 = 55
Annual
Trash
Generation
Rate (𝐺𝐺𝑎𝑎)
[𝐺𝐺𝑤𝑤∗52]=2,860 Gal/year
dry uncompressed trash
114
14 | Page
Appendix D
Calculation of Trash Discharge Rate
115
15 | Page
TABLE 2 . C ALCULATIONS OF A NNUAL T RASH D ISCHARGE R ATE
Area
Draining to
this location
9/24/19
(Dry
Season)
12/10/19
(After Rain
Event)
2/20/19
(Wet
Season) Total Discharge Collected
#1 Sepulveda
Canyon
0.4 sq miles 0 0 0 0
#2 Black Water
Canyon
0.2 sq miles 0 0 0 0
#3 Upper Bent
Spring Canyon
0.2 sq miles 0 0 0 0
#4 Unnamed
Canyon 1
0.06 sq
miles
0 0 0 0
#5 Unnamed
Canyon 2
0.04 sq
miles
<0.5gal 0 0 <0.5gal
#6 Unnamed
Canyon 3
0.04 sq
miles
0
<0.5gal 0 <0.5gal
#7 Aqua
Magnon
Canyon
0.4 sq miles 0 0 0 0
TOTALS 1.3 sq miles <0.5gal <0.5gal 0 <1 gal
Annual Trash Discharge
Rate (𝐷𝐷𝑎𝑎)
<1 gal/year
*All Figures were rounded to the nearest quarter gallon of dry uncompressed trash.
116
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Re: Submittal confirmation: City of Rolling Hills Individual Annual Report
Kathleen McGowan <Kathleen@mcgowan.consulting>
Tue 12/15/2020 12:18 PM
To: Meredith Elguira <melguira@cityofrh.net>
Cc: Elaine Jeng <ejeng@cityofrh.net>; Susan Robinson <Susan@mcgowan.consulting>
1 attachments (5 MB)
RollingHills_AR_individual_2020_(2020-12-10).pdf;
Meredith,
A ached for the City ’s records is a copy of the uploaded Individual Annual Report.
The final IMCR should be available a li le later today—we received the final dra revisions from JLHA late last
night and sent back a few recommended clarifica ons this morning—Jacqueline is working on finalizing.
Kathleen McGowan
From: Meredith Elguira <melguira@cityofrh.net>
Date: Tuesday, December 15, 2020 at 11:43 AM
To: Kathleen McGowan <Kathleen@mcgowan.consul ng>
Subject: RE: Submi al confirma on: City of Rolling Hills Individual Annual Report
Thank you!
Meredith T. Elguira
From: Kathleen McGowan <Kathleen@mcgowan.consul ng>
Sent: Tuesday, December 15, 2020 11:35 AM
To: WB-RB4-MS4StormwaterRB4 <MS4StormwaterRB4@waterboards.ca.gov>
Cc: Ivar Ridgeway <ivar.ridgeway@waterboards.ca.gov>; Meredith Elguira <melguira@cityofrh.net>; Susan
Robinson <Susan@mcgowan.consul ng>
Subject: Submi al confirma on: City of Rolling Hills Individual Annual Report
Good morning Los Angeles Regional Water Quality Control Board Staff:
This email is to inform you that the Rolling Hills 2019-2020 Individual Annual Report has been submi ed via the
Regional Board’s FTP site as instructed in the “Submi al of Annual Reports and Semi-Annual Monitoring Results
Pursuant to the Los Angeles County Municipal Separate Storm Sewer System (MS4) Permit (NPDES Permit No.
CAS004001; Order No. R4-2012-0175)” memo from Ivar Ridgeway distributed to Permi ees on November 19,
2020.
The City of Rolling Hills is par cipa ng in the Palos Verdes Peninsula CIMP and as such, the Integrated Compliance
Monitoring Report referenced in the City’s Individual Annual Report will be uploaded separately along with the
Peninsula Watershed Annual Report.
Thank you and best wishes for a safe and happy holiday season.
Kathleen McGowan, P.E., ENV SP
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Kathleen@McGowan.Consul ng
310-213-4979
This communica on may contain confiden al informa on that may not be released or disclosed to en es other
than the intended recipient without prior authoriza on by the sender or sender ’s client.
118
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RE: submittal confirmation: Palos Verdes Peninsula Watershed Annual Repor t and
Individual Annual Repor ts
Shahnazarian, Angineh@Waterboards <Angineh.Shahnazarian@Waterboards.ca.gov>
on behalf of
WB-RB4-MS4StormwaterRB4 <MS4StormwaterRB4@waterboards.ca.gov>
Tue 12/15/2020 2:42 PM
To: Kathleen McGowan <Kathleen@mcgowan.consulting>; Ridgeway, Ivar@Waterboards
<Ivar.Ridgeway@waterboards.ca.gov>
Cc: Charles Eder <CharlesE@rpvca.gov>; David Wahba <davidw@ci.rolling-hills-estates.ca.us>; Elaine Jeng
<ejeng@cityofrh.net>; Greg Grammer <gregg@ci.rolling-hills-estates.ca.us>; Mercedes Passanisi
<mpassanisi@dpw.lacounty.gov>; Ron Dragoo <RonD@rpv.com>; Thuan Nguyen <thunguyen@dpw.lacounty.gov>; John
Hunter <jhunter@jlha.net>; Jacqueline Mak <jmak@jlha.net>; Susan Robinson <Susan@mcgowan.consulting>; Meredith
Elguira <melguira@cityofrh.net>; Aaron Chiang <achiang@dpw.lacounty.gov>; Michelle Staffield <mstaffield@jlha.net>; Ken
Rukavina <krukavina@rpvca.gov>; Tim Jonasson <tjonasson.hrgreen@pvestates.org>; Brianna Rindge
<brindge@pvestates.org>; Elizabeth Becerra <ebecerra.hrgreen@pvestates.org>
Thank you. We are in receipt of your submi al.
Best,
Angineh Shahnazarian
Environmental Scientist
Los Angeles Regional Water Quality Control Board
320 West 4th Street, Suite 200, Los Angeles, CA 90013
Tel: (213) 576-6635
Angineh.Shahnazarian@waterboards.ca.gov
Due to COVID-19, I am teleworking on a full- me basis. E-mail is the best way to reach me for immediate
assistance.
From: Kathleen McGowan <Kathleen@mcgowan.consul ng>
Sent: Tuesday, December 15, 2020 2:37 PM
To: WB-RB4-MS4StormwaterRB4 <MS4StormwaterRB4@waterboards.ca.gov>; Ridgeway, Ivar@Waterboards
<Ivar.Ridgeway@waterboards.ca.gov>
Cc: Charles Eder <CharlesE@rpvca.gov>; David Wahba <davidw@ci.rolling-hills-estates.ca.us>; Elaine Jeng
<ejeng@cityofrh.net>; Greg Grammer <gregg@ci.rolling-hills-estates.ca.us>; Mercedes Passanisi
<mpassanisi@dpw.lacounty.gov>; Ron Dragoo <RonD@rpv.com>; Thuan Nguyen
<thunguyen@dpw.lacounty.gov>; John Hunter <jhunter@jlha.net>; Jacqueline Mak <jmak@jlha.net>; Susan
Robinson <Susan@mcgowan.consul ng>; Meredith Elguira <melguira@cityofrh.net>; Aaron Chiang
<achiang@dpw.lacounty.gov>; Michelle Staffield <mstaffield@jlha.net>; Ken Rukavina <krukavina@rpvca.gov>;
Tim Jonasson <tjonasson.hrgreen@pvestates.org>; Brianna Rindge <brindge@pvestates.org>; Elizabeth Becerra
<ebecerra.hrgreen@pvestates.org>
Subject: submi al confirma on: Palos Verdes Peninsula Watershed Annual Report and Individual Annual Reports
EXTERNAL:
Good a ernoon Los Angeles Regional Water Quality Control Board Staff:
This email is to inform you that the Palos Verdes Peninsula WMG 2019-2020 Watershed Annual Report has been
submi ed via the Regional Board’s FTP site, as instructed in the “Submi al of Annual Reports and Semi-Annual
Monitoring Results Pursuant to the Los Angeles County Municipal Separate Storm Sewer System (MS4) Permit
119
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(NPDES Permit No. CAS004001; Order No. R4-2012-0175)” memo from Ivar Ridgeway distributed to Permi ees on
November 19, 2020.
The Palos Verdes Peninsula 2019-2020 Watershed Annual Report submi al includes the following files:
Volume I Palos Verdes Peninsula Annual Watershed Report: Sec ons 1-5 and 7
Volume II Palos Verdes Peninsula Annual Watershed Report: Sec on 6 Integrated Monitoring Compliance
Report and Excel data tables
Volume III Rancho Palos Verdes Individual Annual Report 2019-2020
Volume IV Palos Verdes Estates Individual Annual Report 2019-2020
Volume V Rolling Hills Estates Individual Annual Report 2019-2020
Volume VI County of Los Angeles Individual Annual Report 2019-2020
Thank you and Happy Holidays!
Kathleen McGowan, P.E., ENV SP
Kathleen@McGowan.Consul ng
310-213-4979
This communica on may contain confiden al informa on that may not be released or disclosed to en es other
than the intended recipient without prior authoriza on by the sender or sender ’s client.
120
Agenda Item No.: 4.I
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:RECEIVE AND FILE COMMENT LETTERS TO THE LOS ANGELES
REGIONAL WATER QUALITY CONTROL BOARD ON THE DRAFT
MS4 PERMIT AND THE MACHADO LAKE TMDLs.
DATE:January 11, 2021
BACKGROUND:
The Los Angeles Regional Water Quality Control Board (Regional Board) will be reviewing the
Tentative Resolution No. R21-001 along with a Basin Plan Amendment for consideration on February
11, 2021 or soon after. The consideration includes extensions of certain TMDL deadlines. Like many
cities in the Southbay, the City of Rolling Hills discharges stormwater runoff to the Machado Lake and
as such is required to meet water quality objectives in the Machado Lake for Nutrient and Pest & PCB
TMDLs. The Regional Board provides time periods for municipalities to meet the water quality
objectives. The deadline to meet the Nutrient and Pest & PCB TMDLs for Machado Lake was in 2019.
The implementation of the Torrance Airport Infiltration Project was aimed to meet that water quality
objective for Nutrient and Pest & PCB TMDLs for Machado Lake.
Separately, on August 24, 2020, the Regional Board released a Tentative Regional Municipal Separate
Storm Sewer System (MS4) Permit for public comments. The Regional Board in response to verbal
and written requests, extended the comment period deadline to December 7, 2020.
DISCUSSION:
The Palos Verdes Peninsula Watershed Management Group (Peninsula WMG), comprised of the Cities
of Rancho Palos Verdes, Rolling Hills Estates, Rolling Hills and Palos Verdes Estates and the County
of Los Angeles submitted a joint letter requesting that the final deadlines for the Nutrient and Pest &
PCB TMDLs extended to July 15, 2026. This will provide the group ample time to develop, design and
complete approved projects. The Peninsula WMG asserts that granting extension of the final deadlines
for these Machado Lake TMDLs is consistent with the regulator's rationale for extending the final
deadlines of other TMDLs as provided for in the Tentative Resolution No. R21-001.
Similar to the TMDL deadline extension request, the Peninsula WMG collectively drafted a comment
letter providing input to the Tentative MS4 Permit addressing proposed changes in Annual Reports,
permit compliance metrics and methods, increases in frequency of certain tests, and increases in
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tracking and reporting activities.
FISCAL IMPACT:
McGowan Consulting and John L Hunter & Associates assisted the City with the drafting of the
comment letters. Fees for their annual services are included in the adopted budget for Fiscal Year 2020-
2021. Additionally, the fee to prepare the comment letters are split among the members of the Peninsula
Watershed Management Group.
RECOMMENDATION:
Receive and file comment letter.
ATTACHMENTS:
AFinal Draft PVP watershed MS4 comments (Signed).pdf
PVPCommentLetter_TMDLExtensions(Final).pdf
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Palos Verdes Peninsula
Watershed Management Group
January 11, 2021
Los Angeles Regional Water Quality Control Board
320 West 4th Street, Suite 200
Los Angeles, CA 90013
Via email: losangeles@waterboards.ca.gov
Attn: Jessica Pearson (Jessica.Pearson @waterboards.ca.gov)
RE: Comments on Basin Plan Amendment on Final TMDL Implementation Deadline Extensions
Dear Chair Muñoz and Members of the Los Angeles Regional Water Quality Control Board:
The Palos Verdes Peninsula Watershed Management Group (Peninsula WMG), comprised of the
Cities of Rancho Palos Verdes, Rolling Hills Estates, Rolling Hills and Palos Verdes Estates and the
County of Los Angeles, have demonstrated a good faith effort in the implementation
of programs and projects to address the Machado Lake Nutrient TMDL and the Machado Lake
Pesticides and PCBs TMDL. Two additional regional projects are planned and have received
funding from the Safe Clean Water Program, but will require additional time to develop, design
and complete. The Peninsula WMG respectfully requests that the final deadlines for the
Machado Lake Nutrient TMDL (ML Nutrient TMDL) and the Machado Lake Pesticides and PCBs
TMDL (ML Pest&PCB TMDL) be extended until July 15, 2026, and that these extensions be
included in Tentative Resolution No. R21-001 along with a Basin Plan Amendment for
consideration by the Los Angeles Regional Water Quality Control Board (Regional Board) on
February 11, 2021 or very soon thereafter. Extension of the final deadlines for these Machado
Lake TMDLs is consistent with Regional Board staff’s rationale for extending the final deadlines
of other TMDLs as discussed in the staff report accompanying Tentative Resolution No. R21-001.
The ML Nutrient and Pest&PCB TMDLs are both wet weather TMDLs. The ML Nutrient TMDL
waste load allocations (WLAs) are based on the average annual stormwater runoff to the lake,
while the ML Pest&PCB TMDL WLAs are based on meeting storm borne sediment pollutant
concentrations in the discharge. Neither of the Machado Lake TMDLs is solely a dry weather
TMDL and therefore neither should be precluded from consideration for schedule extensions
according to the criteria for such consideration detailed in the Regional Board staff report.
Furthermore, as discussed below and depicted in the subsequent chart, the original
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implementation schedules for these Machado Lake TMDLs were much shorter than comparable
TMDLs in other watersheds and they have not previously been considered for schedule
extensions:
• The original ML Pest&PCB TMDL implementation schedule was only 7.5 years in contrast
to the LA Harbor Toxics TMDL schedule of 20 years and the Ballona Creek Estuary Toxics
TMDL schedule of 15 years for the same legacy pesticides. The Ballona Creek Estuary
Toxics TMDL is now being recommended for an extension of 5 additional years 1. The
Marina del Rey Harbor Toxics TMDL was initially given a short implementation schedule
and is also being proposed for additional time in the Tentative Resolution No. R21-001
and Basin Plan Amendment.
• The original ML Nutrient TMDL implementation schedule was 9.5 years in contrast to the
Santa Clara Lakes Nutrient TMDL schedule of 15 years and the Malibu Creek Nutrients
TMDL schedule of 14 years above and 18 years below Malibou Lake 2.
As depicted above, the responsible agencies for the Machado Lake TMDLs were afforded much
shorter implementation schedules than responsible agencies for comparable TMDLs. The
Peninsula WMG has demonstrated good faith in adhering to the implementation schedules for
the Machado Lake TMDLs by the timely submittal of monitoring and implementation plans and
initiating monitoring and implementation activities well before the TMDLs were enforceable
through the 2012 LA MS4 Permit. While significant implementation progress has been made to-
date, more time is needed to complete additional projects to address these challenging TMDLs.
By January 2018 prior to the final compliance deadline for either of the Machado Lake TMDLs,
the Peninsula WMG completed two regional projects, Chandler Ranch/RHCC and Casaba Estates,
which capture more than the 85th%, 24-hour storm runoff volume from a combined 736 acres of
tributary area to Machado Lake. The two other regional projects identified in the Palos Verdes
1 Los Angeles Regional Water Quality Control Board, November 2020. Consideration of Extension of Final TMDL
Implementation Deadlines for Certain TMDLs in the Los Angeles Region. Page 68, Table 38
2 Los Angeles Regional Water Quality Control Board, November 2020. Consideration of Extension of Final TMDL
Implementation Deadlines for Certain TMDLs in the Los Angeles Region. Page 68, Table 38
2003 2007 2011 2015 2019 2023 2027 2031
Machado Lake Pesticides and PCBs TMDL
LA and LB Harbor Toxics TMDL
Ballona Creek Estuary Toxics TMDL (Metals, Chlordane, DDTs)
Ballona Creek Estuary Toxics TMDL (PCBs)
Marina del Rey Front Basins Toxics TMDL
Marina del Rey Back Basins Toxics TMDL
Machado Lake Nutrients TMDL
Santa Clara River Lakes Nutrients TMDL
Above Malibou Lake Nutrients TMDL
Below Malibou Lake Nutrients TMDL
TMDL Implementation Schedules
Original Implementation Schedule (Days)Proposed Implementation Schedule Extension (Days)
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Peninsula Enhanced Watershed Management Program (EWMP) for addressing Machado Lake
TMDLs were investigated and determined to be technically infeasible due to geotechnical
hazards. In response to this finding of infeasibility, the Peninsula WMG investigated alternative
project concepts within its jurisdiction, including evaluation of opportunities to divert
stormwater to the sanitary sewer, but due to geotechnical difficulties and insufficient capacity in
sanitary sewer lines on the Palos Verdes Peninsula, feasible alternative opportunities for
significant regional projects could not be identified. Likewise, opportunities for infiltration BMPs
via green street projects are also limited due to unfavorable soils and steep slopes on the Palos
Verdes Peninsula and current biofiltration technology with underdrains does not feasibly attain
the numeric concentration-based targets for nitrogen and phosphorous required by the ML
Nutrient TMDL.
The Peninsula WMG has also found based on four years of sediment-borne sampling3 that use of
the legacy pesticides Chlordane and DDT was ubiquitous on the Palos Verdes Peninsula, and
residuals of these constituents are present in sediments throughout the watershed at
concentrations above the TMDL targets. This outfall monitoring data from the Palos Verdes
Peninsula generally supports the underlying assumption in the ML Pest&PCB TMDL that a three-
year averaging period would provide a means to meet concentration-based sediment targets for
Dieldrin and PCBs, but the same assumption has not been borne out by the data for DDT and its
breakdown products (DDX) and Chlordane. As a result, the only feasible means to comply with
ML Pest&PCB TMDLs for DDX and Chlordane based on the current concentration-based WLAs is
via 85%, 24-hr runoff capture, per the deemed compliance provision in the MS4 Permit.
As a result of these obstacles and technical challenges and to attempt to address runoff from the
remaining tributary areas to Machado Lake, the Peninsula WMG has pursued two additional
collaborative regional projects in downstream jurisdictions outside the Palos Verdes Peninsula:
Torrance Airport Regional Project - All members of the Peninsula WMG contributed
matching costs for the preliminary engineering, geotechnical investigation and
preliminary design of the Torrance Airport Regional Project; the balance of design costs
are being funded by a combination of Safe Clean Water Regional Infrastructure funds and
a Prop 1 Stormwater Planning Grant. The Torrance Airport Regional Project design
concept is to provide an estimated 120 acre-feet per year of stormwater capture that
would be diverted to the sanitary sewer for treatment at the Los Angeles County
Sanitation District's (LACSD) Joint Water Pollution Control Plant (JWPCP) in Carson. This
capacity would also address 100% of the baseline flows from the Palos Verdes Peninsula
due to natural rising groundwater entering the MS4.
Harbor City Park Multi-Benefit Stormwater Capture Project - A second potential
downstream project being pursued by the Peninsula WMG, the Harbor City Park Multi-
Benefit Stormwater Capture Project, is being led by the County of Los Angeles. This
3 After the intital two years of ML Pest&PCBs TMDL monitoring, it became clear that a storm-by-storm sediment
sampling methodology could not provide sufficient sample for accurate analysis, the Peninsula WMG requested to
modify its sampling methodology to enable more effective sediment-borne sample collection, compositing and
analysis across the entire storm year which was approved with the Peninsula CIMP approval in 2016 and has been
utilized since reporting year 2016-2017.
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project recently received Safe Clean Water Technical Resources funding to complete a
feasibility study. The concept for this potential regional stormwater capture project is to
divert dry and wet weather flows from the storm drain into subsurface storage galleries
under a park located within an underserved community. The water would then either be
infiltrated (if feasible) or diverted to the nearby JWPCP in Carson for treatment. A robust
community engagement plan for the project will necessarily take time, including
collaboration with the local community and park management to facilitate meetings and
workshops to understand the community’s needs and to maintain that engagement
throughout the project feasibility, conceptualization, design and construction process.
This regional project has the potential to serve as a downstream collector of stormwater
from an interconnected system of upstream regional stormwater capture/detention
projects, including the Torrance Airport Regional Project and the existing Walteria
Detention Basin managed through a centralized control system. Water from these
upstream regional projects could be stored and then released back into the storm drain
system after a storm has passed by a smart control system and intercepted downstream
where it would ultimately be routed for either infiltration (if feasible) or to the JWPCP in
Carson for treatment and use as recycled water.
When the Peninsula EWMP was developed, SB 485, which authorizes LACSD to manage and treat
captured stormwater, had not yet been enacted. Now with the authority of SB 485, LACSD is
allowed to use their facilities and expertise to help member agencies meet MS4 Permit
requirements, and given the proximity and key location of the the Carson JWPCP downstream
within the Machado Lake watershed, the door for diversion and treatment via the sanitary sewer
system has been opened and can be pursued via solutions such as the potential regional projects
described above, but additional time is needed to develop and implement such projects. The
Peninsula WMG is committeed to supporting and facilitating the development of these
alternative projects but does not have jurisdiction over them.
In conclusion, the Peninsula WMG has demonstrated a good faith effort to implement the ML
Nutrient and ML Pest&PCBs TMDLs and, like the other TMDLs proposed for extension by
Tentative Resolution No. R21-001, should also be eligible for implementation schedule
extensions based on the justifying factors in Section B of the Regional Board staff report:
a. Water Quality Status – significant water quality improvement is still needed to meet the
ML Nutrient and Pest & PCBs TMDL WLAs.
b. Meaningful Progress - the Peninsula WMG agencies have: i) completed two feasible
regional stormwater capture projects identified in the EWMP, ii) have identified and
assisted in securing Safe Clean Water funding for the planning and design of two
alternative downstream regional projects.
c. Signficant Additional Time Needed - given the need for collaboration on downstream
projects, the challenges of the Covid-19 pandemic, and competing demands for Safe
Clean Water funding.
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Accordingly, the Peninsula WMG requests an extension of the final implementation deadlines of
the ML Nutrient and ML Pest&PCBs TMDLs, until at least July 15, 2026, consistent with the
schedule extensions afforded to other similar TMDLs. As has been acknowledged both in the staff
report for the proposed Basin Plan Amendment as well as in verbal statements made by Regional
Board staff at the recent TMDL Extension workshop 4, even five years will not be sufficient time
to complete all of the capital projects necessary to meet final TMDL WLAs, but it will provide time
to complete planning, community engagement and design of the projects to enable the
establishment of a more certain schedule for attainment of the TMDL WLAs.
The Peninsula WMG appreciates the opportunity to provide comments and your consideration
of our request. We are prepared to provide additional information to support this request if
needed.
Sincerely,
Charles Eder, P.E.
Senior Engineer, City of Rancho Palos Verdes
Copies:
Jenny Newman, Assistant Executive Officer (Jenny.Newman@waterboards.ca.gov)
LB Nye, PhD, Chief of Regional Programs (LB.Nye@waterboards.ca.gov)
Jun Zhu, Senior Environmental Scientist (Jun.Zhu@waterboards.ca.gov)
Ken Rukavina, Director of Community Development, City of Rancho Palos Verdes
(KRukavina@RPVCA.gov)
Greg Grammer, City Manager, City of Rolling Hills Estates (GregG@RollingHillsEstatesCA.gov)
David Wahba, Director of Community Development and Public Works, City of Rolling Hills
Estates (DavidW@RollingHillsEstatesCA.gov)
Laura Guglielmo, City Manager, City of Palos Verdes Estates (LGuglielmo@PVEstates.org)
Tim Jonasson, Interim City Engineer, City of Palos Verdes Estates
(TJonasson.hrgreen@pvestates.org)
Elaine Jeng, City Manager, City of Rolling Hills (EJeng@CityofRH.net)
Meredith Elguira, Planning Director, City of Palos Verdes Estates (MElguira@CityofRH.net)
Mercedes Passanisi, Los Angeles County Public Works (MPassanisi@dpw.lacounty.gov)
4Public Workshop on the Extension of Final TMDL Implementation Deadlines for Certain TMDLs in the Los Angeles
Region, held December 16, 2020.
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Agenda Item No.: 4.J
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:MEREDITH ELGUIRA, PLANNING DIRECTOR
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CONTRACT AMENDMENT FOR CSG PLANNING CONSULTANT.
DATE:January 11, 2021
BACKGROUND:
CSG Consulting's initial contract agreement was approved on July 29, 2019 for $30,000. It was
subsequently amended on November 12, 2019 to increase the contract amount by $5,800 to cover the
preparation of the SB2 Housing Grant application, see attachment. The proposed second amendment
will extend the current term to July 29, 2021 and further increase the contract amount by $35,000 to
cover the environmental assessment needed for the revision of the 5th Cycle Housing Element and for
any additional as needed services. The scope of service will not change. Preparation of environmental
documents is currently part of the consultant's scope of work.
DISCUSSION:
CSG Consulting was hired in 2019 to help augment staffing in the Planning Department. The
Department is now down to one personnel from 2 to 2.5 employees from previous years. In the
meantime, the Department's workload has continuously increased with updating three General Plan
elements simultaneously, facilitating the Eastfield utility undergrounding project, processing zoning
cases, updating Zoning codes, improving records retention, writing grants, providing daily counter and
over the phone services and inspecting projects. Amending the contract will provide the necessary help
to complete some of the projects mentioned above while maintaining good customer service.
FISCAL IMPACT:
The $35,000 will be covered by the savings incurred from the two vacant positions funded in Fiscal
Year 2020-2021.
RECOMMENDATION:
Approve as presented.
ATTACHMENTS:
CSG 11-12-19__First Amendment to the Professional Services Agreement with CSG Consultants
Inc..pdf
Second Amendment to Agreement for Planning Services-c1.DOCX
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Estimated Budget_CEQA and Planning only_AC_1117.xlsx
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1
SECOND AMENDMENT TO AGREEMENT FOR PROFESSIONAL SERVICES
PLANNING SERVICES
This Second Amendment to Agreement for Professional Services (“Second
Amendment”) is made and entered into by and between the City of Rolling Hills
(hereinafter referred to as the "City"), and CSG Consultants, Inc. (hereinafter referred to
as "Consultant").
R E C I T A L S
A. On July 29, 2019, the City and Consultant entered into an agreement for
consulting services for certain projects relating to planning (“Agreement”).
B.On November 12, 2019, City and Consultant entered into the First
Amendment to the Agreement for consulting services for certain projects relating to grant
writing assistance with SB2 grants (“First Amendment”).
C.City and Consultant now desire to amend the Agreement for a second time
to expand the scope of work, clarify the term, and increase the cost so that Consultant
may provide additional consulting services for certain projects relating to planning
(“Second Amendment”); and
D.The City does not have the personnel able and available to perform the
services required.
E. The Consultant warrants to the City that it has the qualifications,
experience, and facilities to perform properly and timely the services.
F. Consultant is willing to render such professional services as hereinafter
defined.
Now, therefore, for and in consideration of the mutual covenants and conditions
herein contained, City hereby engages CONSULTANT and CONSULTANT agrees to
perform the services set forth in this Agreement.
1.City and CONSULTANT agree to replace Exhibit A that was attached to the
Agreement with Exhibit A that is attached to this Second Amendment and incorporated
herein by reference.
2.City and CONSULTANT agree to replace Exhibit B that was attached to the
Agreement with Exhibit B that is attached to this Second Amendment and incorporated
herein by reference.
3.Paragraph 2 (TERM OF AGREEMENT) is amended to read as follows:
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2.0 TERM OF AGREEMENT. This Agreement will become effective upon
execution by both parties and will remain in effect until July 31, 2021
unless otherwise expressly extended and agreed to by both parties or
terminated by either party as provided herein.
4.Paragraph 4 (COMPENSATION FOR SERVICES) is amended to read as
follows:
4.0 COMPENSATION FOR SERVICES.
4.1 The City shall pay the Consultant for its professional services
rendered and costs incurred pursuant to this Agreement in accordance with
Exhibit B, the Scope of Work’s fee and cost schedule for the services
attached to and made part of this Agreement subject to a do not exceed
amount in the amount of $70,700. No additional compensation shall be
paid for any other expenses incurred, unless first approved by the City
Manager, or her designee.
4.2 The Consultant shall submit to the City, by no later than the 10th
day of each month, its bill for services itemizing the fees and costs
incurred during the previous month. The City shall pay the Consultant all
uncontested amounts set forth in the Consultant's bill within 30 days after
it is received.
5.All terms and conditions of the Agreement not amended by this Second
Amendment remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have executed this Second
Amendment on the date and year written below, and this Second Amendment is effective
as of July 28, 2020.
CITY OF ROLLING HILLS:CONSULTANT:
_________________________________________________________________
Elaine Jeng, P.E., City Manager By: Ethan Edwards, AICP
DATE: ______________________DATE: ______________________
ATTEST:
___________________________
Elaine Jeng, P.E., Acting City Clerk
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APPROVED AS TO FORM:
___________________________________
Michael Jenkins, City Attorney
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4
EXHIBIT A
SCOPE OF SERVICES
PART 1:
Task 1: Current and advance planning projects such as entitlements processing
(site plan review, conditional use permits, lot line adjustments,
subdivisions, creation of new/updating existing APRs, peer review of
CEQA docs, etc.) and activities related to General Plan and other long
range planning documents.
Task 2: Plan preparation (such as the General Plan, Housing Element,
Transportation/Circulation Plan, Local Hazard Mitigation Plan).
Task 3: Preparation of CEQA documents (IS/MND or IS/ND) to analyze changes
to the City’s General Plan Elements in order to comply with the City’s
Housing Element (4th, 5th, and 6th Cycle, as needed.)
Task 4: Grant writing/grant research including coordination with outside
agencies and data collection.
Task 5: Special studies and research relating to Planning Department activities.
Task 6: Records management and project documentation.
Task 7: Status meetings/conference calls with City staff.
Task 8:Attendance at one (1) Planning Commission and one (1) City Council
meeting, for any planning and environmental tasks.
PART 2:
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EXHIBIT B
FEE AND COST SCHEDULE
PART 1:
REVIEW TYPE / ROLE ALL INCLUSIVE FEE / HOURLY RATE
Planning Technician $65
Assistant Planner $80
Associate Planner $100
Senior Planner $120
Principal Planner $140
Planning Manager $150
Planning Director $165
The partner planner approach will not incur additional billing. These hourly fees include all
expenses, consisting of all incidental travel and parking, attendance at meetings, and miscellaneous
costs,including but not limited to office costs, such as copying, printing, etc.Consultant may bill 1.5x
the hourly rate indicated in the table above for any Consultant employee that works more than eight
(8) hours per day on City projects.
PART 2:
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CSG Team Total
Staff Director Principal
Planner Senior Planner Assoc
Planner Asst Planner Admin Total Hours Labor Total
Hourly Rate $165 $140 $120 $100 $80 $65 Subtotals
Project Management 0 2 2 16 0 0 20 $2,120
Total Fees $0 $280 $240 $1,600 $0 $0 $0 $2,120
IS/MND November 2020
CSG
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CSG Team Total
Staff Director Principal
Planner Senior Planner Assoc
Planner Asst Planner Admin Total Hours Labor Total
Hourly Rate $165 $140 $120 $100 $80 $65 Subtotals
Project Management 0 4 120 140 0 0 264 $28,960
Total Fees $0 $560 $14,400 $14,000 $0 $0 $0 $28,960
IS/MND November 2020
CSG
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Agenda Item No.: 8.A
Mtg. Date: 01/11/2021
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 A PROFESSIONAL SERVICES
AGREEMENT WITH PECKHAM AND MCKENNEY INC. FOR
RECRUITMENT SERVICES.
DATE:January 11, 2021
BACKGROUND:
In recent years, many staffing changes occurred at City Hall. In late 2017, the City Clerk serving the
City for close to ten years left to work for another city. In late 2018, long time Administrative Assistant
serving the City for over fifteen years retired. Long time Planning Director serving the City for twenty-
years retired in late 2019. In 2019, the succeeding City Clerk resigned, and the Senior Planner
resigned. The Senior Planner position was reallocated to a new position titled Senior Management
Analyst.
In 2019 and 2020, there were numerous recruitments for the Planning Director, the City Clerk, the
Senior Management Analyst, the Code Enforcement Officer, and part-time Administrative Clerk.
In mid-2019, a new City Clerk was hired but subsequently separated from the City in mid-2020. A
Senior Management Analyst was hired in January 2020 but resigned in February 2020. Another Senior
Management Analyst was hired in November 2020 but resigned after two weeks of employment. A
verbal offer was made to a new City Clerk but that recruitment fell through. However, there were
successful recruitments for the Planning and Community Services Director, the Code Enforcement
Officer and the part-time Administrative Clerk.
Recruitments were continuous in 2019 and 2020. All recruitments were conducted internally by staff.
Recruitments include preparing the job announcement, coordinating with publications to advertise the
position, accepting applications, reviewing applications, screening applications, conducting interviews,
corresponding with candidates, calling references, and drafting employment offer letters. Absent of a
Human Resources Department and the expertise of human resources, recruitment activities were shared
among available staff with reduced workforce at City Hall.
DISCUSSION:
The reduction in workforce (33%) is requiring all staff to take on additional duties. Coupled with the
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added load, more activities are taking place at City Hall from years past. Notably, the reinstatement of
the Block Captain Program, increased wildfire mitigation work, successful grant pursuits resulting in
numerous projects, city initiated capital improvement projects (sewer main, ADA improvements),
infrastructure work such as records management, technology deployment and compliance activities
relating to the 5th cycle Housing Element mandate. The COVID pandemic also added layers of
obstacles, including staff being infected with the virus.
To meet business needs, the critical path is to fill the current vacancies. In response to the unsuccessful
rounds of recruitments for the City Clerk and the Senior Management Analyst positions, staff researched
the option to use a professional recruiter. A professional recruiter will provide the much needed human
resources expertise and at the same time alleviate the workload of overextended staff, providing more
availability of internal staff to serve the community.
Recruitment for an organization requires knowledge of the organization and the culture to be able to
match up with the appropriate candidate. After his career in local government, former Rolling Hills
City Manager Tony Dahlerbruch transitioned into the private sector and is currently employed by
Peckham & McKenney Inc. (PMI), a firm providing local municipalities with executive recruitments.
Most recently, through PMI, Mr. Daherbruch conducted recruitments for the cities of Mountain View,
Moorepark, Westlake Village, Indo, San Dimas, and Camarillo. As a former City Manager, Mr.
Dahlerbruch has inside knowledge of the challenges of a municipality and intimate workings of a small
organization, making PMI an ideal recruiter for the City of Rolling Hills.
After an initial consultation with PMI, Mr. Dahlerbruch was asked to provide a proposal for recruitment
services for the City Clerk and the Senior Management Analyst positions. PMI's proposal includes Mr.
Dahlerbruch as the lead in this effort, with a backing of a recruitment team. PMI's approach includes
initial understanding of the City's needs, and timetable, followed by the development of candidate
profile, deployment of an outreach campaign, preliminary interviews with candidates, recommendations
of candidates/selection of finalists, facilitate final interviews and most importantly conduct a thorough
background check of the selected candidates. Mr. Dahlerbruch will personally contact professional
references and generate a full report to the City. The cost of PMI's services is $26,000 per recruitment.
Because of Mr. Dahlerbruch's familiarity of the City, the fee was reduced to $22,500 per recruitment.
Recruitment service is a significant expense but staffing and finding the right personnel is such an
indispensable part to providing excellent services to the community that the expense may a worthwhile
investment for the City.
FISCAL IMPACT:
The adopted budget for Fiscal Year 2020-2021 did include budget for recruitment services. Vacancies
in Fiscal Year 2019-2020 resulted a salary savings of $103,000. Vacancies in Fiscal Year 2020-2021 to
November 2020 resulted in salary savings of $58,000. Additional anticipated salary savings from
December 2020 to March 2021 is projected to be $66,805. PMI's fees of $45,000 for the recruitment of
a City Clerk, and a Senior Management Analyst can be sufficiently funded using the salary savings for
Fiscal Year 2020-2021.
RECOMMENDATION:
Staff recommends that the City Council approve an agreement with Peckham and McKenney Inc. to
recruit a City Clerk and a Senior Management Analyst.
ATTACHMENTS:
City of Rolling Hills City Clerk and Sr Mngt Analyst Recruitment Proposal by Peckham &
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McKenney.pdf
Peckham & McKenney, Inc. Recruitment of City Clerk and Senior Management Analyst-c1-c1.pdf
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Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678
December 24, 2020
Ms. Elaine Jeng
City Manager
City of Rolling Hills
2 Portuguese Bend Road
Rolling Hills, CA 90274
Via email/PDF to: EJeng@CityofRH.net
RE: Recruitment Services –City Clerk and Senior Management Analyst
Dear Ms. Jeng,
Thank you for the opportunity to submit a proposal for conducting the City of Rolling Hills
search for City Clerk and Senior Management Analyst. Peckham & McKenney is
exceptionally prepared and well-positioned to conduct these recruitments and implement the
process leading to the successful placement of candidates that “fit” the organization.
Knowing the uniqueness of Rolling Hills, the City’s challenges finding successful candidates,
the competitiveness among cities for qualified professionals, and what is involved in
conducting an effective search for professional positions, it appears that Rolling Hills would
benefit from engaging a professional recruiting firm. In turn, our recruitment team provides a
very unique combination of expertise and knowledge for these recruitments. As your recruiter,
and as you know, I have over 30 years of experience working in city government, maintain a
vast network of connections with local government professionals, searched and hired these
positions, understand the qualities of the successful candidates, and am directly knowledgeable
about the City of Rolling Hills. Moreover, with the firm of Peckham & McKenney, I am with a
successful team that is recognized as having the experience, resources, network, and knowledge
for finding candidates as well as dedicating the time to conduct a thorough outreach and
recruitment for finding the right “fit” for our clients.
Attached is our proposal for the City Clerk and Senior Management Analyst recruitments. To
conduct these recruitments, we believe the recruitment process as represented in the proposal is
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Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678
necessary. However, to accommodate the City, we have reduced our regular fee. If/when you
engage us, we would be able to begin the project immediately upon executing an agreement.
I/we would be honored to have the opportunity to work with you and represent the City of
Rolling Hills in the search for City Clerk and Senior Management Analyst. Please feel free to
call or email me at if you have any questions. We look forward to hearing back from you.
Sincerely,
Anton “Tony” Dahlerbruch
Executive Recruiter
Peckham & McKenney, Inc.
www.peckhamandmckenney.com
Tony@PeckhamandMckenney.com
310.567.1554 (direct)
866.912.1919 (toll-free)
Enclosure:
City of Rolling Hills City Clerk and Senior Management Analyst Recruitment Proposal
Attachment:
1. Example Candidate Profiles for Mountain View City Clerk and Moorpark Assistant City
Manager
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Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678
Proposal
Recruitment for
City of Rolling Hills
City Clerk and Senior Management Analyst
December 24, 2020
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Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678
TABLE OF CONTENTS
THE FIRM 1
Peckham & McKenney, Inc.
“All about fit”
Our Approach
YOUR RECRUITMENT TEAM 2
Your Recruiter
Your Team
THE SEARCH PROCESS 4
SEARCH SCHEDULE 8
COST OF SERVICES 9
Cost of Services
Additional Service Costs
Process of Payment
Insurance
GUARANTEE AND ETHICS 11
Placement Guarantee
Reopening the Recruitment
Ethics
CLIENT REFERENCES 13
DIVERSITY STATEMENT 16
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THE FIRM
Peckham & McKenney, Inc.
Peckham & McKenney provides executive search services to local government agencies
throughout the western United States and is headquartered in Roseville, California with offices in
Los Angeles and Colorado Springs, CO. The firm was established as a partnership in June 2004
and incorporated in 2014 by Bobbi Peckham and Phil McKenney, who serve as the firm’s
President and Chief Operating Officer, respectively. Our team of Executive Recruiters brings
over 100 years of experience in local government and executive search. We are supported by
administrative and research specialists, marketing and design professionals, a web technician, and
distribution staff.
Since 2004, we have conducted nearly 600 executive level recruitments in the states of Arizona,
California, Colorado, Idaho, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming.
On behalf of elected Councils, Boards, and Commissions throughout the West, we have
successfully placed hundreds of City and County Managers, Chief Administrative Officers,
Executive Directors, General Managers, Administrators, and Legal Counsel, as well as their
Assistants and Deputies. In addition, we have placed hundreds of executives and organizational
leaders in the areas of public safety (police and fire), community development and planning,
economic development, public works and engineering, finance, human resources, city clerk,
information technology, library services, parks and recreation, and community services. The
complete list of completed recruitments is available on request, and our current recruitments can
be viewed at www.PeckhamandMcKenney.com.
“All about fit”
We recognize that every agency and community we serve is unique, and the candidate you
ultimately select must “fit.” We take the time to become familiar with your community,
organizational culture, and issues and challenges in order to identify and recruit the best
candidates for your consideration. Nearly 89% of our placements stay in those positions for over
five years, which is a testament to their “fit.”
Our Approach
When you retain Peckham & McKenney, you are guaranteed a Recruiter that is fully responsible
for the success of the recruitment process and a support team of experienced administrative,
research, and marketing specialists to achieve a positive outcome. We apply ourselves and our
resources to provide a thorough recruitment process, honorably and accurately represent the
community and position, maintain regular communications with our client and applicants, and
give the attention necessary to achieve a successful “fit” for the organization. In support of this,
by the way, we self-impose a limit on the number of our active searches to maintained focused
on our client.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 1 of 13 165
YOUR RECRUITMENT TEAM
Every Peckham & McKenney search has the full-backing, support, and resources of the entire
team of Peckham & McKenney recruiters.
Your Recruiter
Anton (Tony) Dahlerbruch, Executive Recruiter
Prior to joining Peckham & McKenney in 2019, Tony Dahlerbruch worked in local
government for over 30 years. As a problem solver, Mr. Dahlerbruch worked in most every
city department in Beverly Hills, California (ultimately as Deputy City Manager); Scottsdale
and Phoenix, Arizona; and Rockville, Maryland, before subsequently serving a combined 12
years as City Manager in Rolling Hills and Palos Verdes Estates, California. With direct and
personal experience in the diverse aspects of city services, Tony has knowledge in the many
disciplines of city management including finance/budget, human resources, planning, public
works, and public safety. During his city management career, he was recognized for his
integrity, hard work, responsiveness, focus on service, and ethics.
Mr. Dahlerbruch has additionally served in numerous leadership positions in state and
national/international professional organizations. Noting his commitment to professional local
government management, Tony has represented the City Managers Department of the League
of California Cities as a two-term Director on the League’s Executive Board, President of City
Managers Department of the League of California Cities, numerous League Policy
Committees, and a variety of other positions over the years. He has also served as a Regional
Vice President on the Executive Board of the International City/County Management
Association (ICMA) and other various ICMA committees. Other professional activities have
included leadership positions in the Municipal Management Assistants Association of
Southern California (MMASC) and the Arizona Municipal Management Association
(AMMA).
Mr. Dahlerbruch holds a Bachelor of Arts in Political Science from the University of California
at Santa Barbara and a Master of Public Administration from The American University in
Washington, D.C.
Your Team
Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm's Operations
Manager. She has over 30 years' experience in the field of administrative and executive
support for all aspects of the executive recruitment process. She oversees internal
administration of the firm as well as directing contract administrative support in the areas of
advertising and design, web posting, and duplication and mailing services. Prior to joining
Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 2 of 13 166
headquarters of 2 national management consulting and executive recruitment firms. Ms.
Johnson is complimented regularly on her strong customer orientation working with both
clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American
River College.
Joyce Masterson, Research Assistant
Joyce Masterson brings nearly 30 years’ experience working in the City Manager’s office and
as Director of Economic Development & Community Relations with the City of Escondido.
She brings Peckham & McKenney extensive experience in general government administration,
media relations, public information, and customer service. She has been active in various
organizations over the years including the Municipal Management Assistants of Southern
California and California Association of Public Information Officials. Ms. Masterson holds a
Bachelor of Arts degree in Telecommunications from Brooklyn College, NY.
Kevin Johnson, Research Assistant
Kevin Johnson has been a member of the Peckham & McKenney team since 2009 and currently
serves as a Research Assistant. He supports the firm's Recruiters through his research of local
government agencies and networks, potential candidates, and current candidates prior to
recommendation to our clients. Mr. Johnson mastered his researching abilities while obtaining
a Bachelor of Arts in Economics from Willamette University.
Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and
marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all
advertising and brochure design and creation. Ms. Pucilowski holds a Bachelor’s degree from
California State University, Sacramento.
Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating
eye-catching visual art. She supports the Peckham & McKenney team by handling all website
visual and technical design as well as social media. Ms. Moran graduated from the Art Institute
of Houston obtaining her Bachelor’s Degree in Fine Arts with a concentration in Graphic
Design.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 3 of 13 167
THE SEARCH PROCESS
A standard search process takes 12 to 14 weeks, and the candidates would most likely begin
employment with the City of Rolling Hills approximately 4 weeks later (16 to 18 weeks in total,
or approximately 4 to 5 months). We will customize the search and project schedule to fit the
specific interests and needs of the City of Rolling Hills. The search process typically includes the
following steps:
Project Organization – Prior to beginning the recruitment, necessary documentation (contract,
insurance, business license, retainer invoice, etc.) will be processed. We will work with the City
Manager as the single point of contact throughout the recruitment for providing necessary
information to us, responding to our questions, and receiving and distributing all correspondence.
Although we are familiar with the City of Rolling Hills, we will begin with a conference call with
Ms. Jeng to discuss the process, listen to specific desires and expectations, and respond to any
questions or concerns. Specifically, we will also:
P Discuss the expected parameters of each search, the search timeline, and schedule future
meeting dates,
P Discuss and determine the extent of involvement of other individuals in the search process,
P Discuss the finalist interview process and the various components to be considered,
P Confirm the job description and compensation (as described in the prior recruitment ads) and
request information pertaining to the budget and city projects, and
P Request high-resolution photos to be used in an attractive brochure to market the two
positions.
Please note that decisions on the extent of involvement of others as well as additional components
to the finalist interview process will impact the search, search timeline, and ultimately the cost of
the recruitment process.
Development of Candidate Profile (virtual meeting #1) – This step provides for the
development of both Candidate Profiles. Each Candidate Profile serves as a guide in the
identification of potential candidates, outreach and recruitment efforts, screening and selection of
your next City Clerk and Senior Management Analyst. The Candidate Profile includes
information relating to the City of Rolling Hills; current and future issues and opportunities;
expectations, goals, and objectives leading to the success of the new City Clerk and Senior
Management Analyst; and the background and experience, leadership style, skills and abilities,
and personality traits of the ideal candidates.
The Candidate Profiles will be prepared following a conversation with Ms. Jeng and other
individuals identified in the initial conference call (see Project Organization above). This proposal
includes up to 2 days of telephonic or Zoom meetings to develop the Candidate Profiles.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 4 of 13 168
The draft Candidate Profiles will be provided to Ms. Jeng for review. We ask that all revisions
and corrections be returned to us in a timely manner in order to maintain the agreed-upon search
timeline. Our marketing and design professional will then prepare an attractive marketing
brochure incorporating each Candidate Profile. Upon completing the Candidate Profiles, the
brochure will be electronically distributed to up to 500 identified industry professionals, posted
on the Peckham & McKenney website, and provided to the City for posting on the City website.
Advertisements will be placed in the appropriate industry publications and websites, and our firm
will assume responsibility for presenting your opportunity in an accurate and professional manner.
Social media, including LinkedIn and other platforms, will be used as appropriate.
Recruitment – A focus of our outreach will be direct phone contact with quality potential
candidates. We will connect with local and regional applicants as part of our comprehensive
search. With decades of executive search experience, we have developed an extensive candidate
database and resources that are continuously updated, and we are well connected to seasoned
professionals for finding well-qualified referrals. We take pride in the placement of women and
applicants of diversity, and are known for long, successful tenures of candidates selected by
the agency. Our recruiting efforts will be consistent with the conversations and plans / goals for
finding the ideal candidate and focused on individuals aligned with the experience, background
and knowledge as determined during the Candidate Profile Development.
Throughout this active search process, we will regularly update Ms. Jeng about the recruitment
status and share questions, concerns, and comments received from potential candidates as they
consider the opportunity. By doing so, we “team” with the City to ensure that all issues and
concerns of candidates are discussed and understood thereby eliminating “surprises” once the
resume filing deadline has occurred.
As resumes are received, they will be promptly acknowledged within 48 hours, and we will
personally respond to all inquiries. Once the resume filing deadline has passed, we will update
the City on the status of the recruitment, the number of resumes received, and our intent for
preliminary interviews.
Preliminary Interviews – Upon our review of the resumes received, supplemental questionnaires
will be sent to candidates who appear to meet their respective Candidate Profile. The
supplemental questionnaire is intended to learn more about the applicant’s ability to perform the
respective job, ascertain the applicant’s familiarity with the City of Rolling Hills, and observe
their writing ability; applicants will be asked to address a few questions pertaining to the position
that are based on information learned during Candidate Profile Development.
Following a thorough review of the supplemental questionnaires, we will conduct preliminary
interviews with the individuals that most closely align with the Candidate Profile. Internet
research will also be conducted so that we may probe the candidate regarding any areas of
concern.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 5 of 13 169
Candidates will be advised of the search schedule and updated regularly as to their status.
Recommendation of Candidates/Selection of Finalists (virtual meeting #2) – A report will be
transmitted electronically (PDF) to Ms. Jeng prior to our meeting to discuss our recommendation
of leading candidates. This report will include a full listing of all candidates who applied for each
position, as well as the cover letters, resumes, and supplemental questionnaires of the
recommended group of candidates for further consideration. We may include a first and second
tier of candidates within our recommendation.
Mr. Dahlerbruch will meet telephonically or by Zoom with Ms. Jeng to provide an overview of
the recommended candidates for each position, as well as share any concerns or negative
information. Once a group of finalists has been selected by the City, we will revisit early decisions
relating to the finalist interview process. For each position, a 1 day finalist interview process is
standard for initial finalist interviews (with the leading 4 to 8 candidates). The City may want to
include a City tour as part of this process. Mr. Dahlerbruch will again provide recommendations
on the finalist interview process.
Peckham & McKenney will notify all candidates of their status. Those candidates selected as
finalists will be notified and provided with all necessary information to attend finalist interviews
with the City. We will prepare an interview schedule and confirm with Ms. Jeng all necessary
details.
If necessary, finalists will make their own travel plans and reservations. As such, if there are
candidates from outside the region that the City selects for an interview, it is customary that the
City reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the
interviews with the City. We will confirm this with Ms. Jeng at our meeting to recommend
candidates.
Finalist Interview Process (on-site or virtual meeting #3) – Whether in-person or virtual (over
Zoom), Mr. Dahlerbruch will provide facilitation during the finalist interview process If the
interviews are held in-person, we will discuss the appropriate physical distancing and cleaning
necessary for the interviews.
An orientation session will be held at the beginning of the process, and we will facilitate a review
and discussion of the finalists at the end of the day. Interview materials, including suggested
interview questions, evaluation and ranking sheets will be provided. Again, a standard finalist
interview process of the leading 4 to 8 candidates for each position is typically conducted within
1 day. Should the process desired by the City require more than 1 day with Mr. Dahlerbruch, an
additional fee will be charged.
If a second interview with a subset of finalists from the prior interviews is conducted by the City,
it is typically coordinated and conducted directly by the City. If Mr. Dahlerbruch facilitates and
is involved in a second-day interview process is desired, an additional fee will be charged.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 6 of 13 170
Qualification – Once the finalist candidate for each position has been selected and a
conditional offer has been made by the City of Rolling Hills, a thorough background check
will be conducted that is compliant with the Fair Credit Reporting Act and Investigative
Consumer Reporting Agencies Act. Peckham & McKenney utilizes the services of Sterling
Talent Solutions (www.sterlingtalentsolutions.ca), the world’s largest company focused
entirely on conducting background checks. This investigation will verify professional work
experience; degree verification; certifications; and criminal, civil, credit, and motor vehicle
records. We encourage our clients to consider further vetting the candidate through a
Department of Justice LiveScan (California clients) in order to ensure that all known criminal
history records (beyond seven years) are investigated.
Mr. Dahlerbruch will also personally contact professional references, and a full report will be
provided. This comprehensive process ensures that only the most thoroughly screened
candidate is hired. In addition, negotiation assistance will be provided as requested by the City
of Rolling Hills.
Peckham & McKenney’s qualification process of internet-based research, background
checking through Sterling Talent Solutions, and reference checking has proven successful for
our clients through the years. In addition to relying on our services, clients are encouraged to
utilize the background checking protocols they normally would use in hiring a position of this
type. Enhanced reference checking and background investigation, if any, beyond the scope of
this proposal is the client’s responsibility.
Our ultimate goal is to exceed your expectations and successfully place a candidate who “fits”
your organization and community’s needs now and into the future.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 7 of 13 171
SEARCH SCHEDULE
This sample schedule anticipates a 12 week process for each recruitment. It can/will be tailored
to achieve the interests of the City of Rolling Hills relative to receiving input in preparation of the
Candidate Profile, a longer recruitment timeframe, and the interview process.
We ask that the City work with us to identify the meeting dates that will be published in the
Candidate Profiles. This will ensure that the momentum of each search process is consistent and
that all parties are available thereby leading to a successful and timely outcome.
ACTIVITY TIME FRAME
I. Project Organization Pre-Recruitment
• Conference call discussion of recruitment process
• Formalize project schedule
II. Development of Candidate Profile Two Weeks
• Virtual meeting #1 with the City to discuss Candidate Profiles
• Develop Candidate Profiles/Marketing Brochures and obtain approval
• Develop advertising and recruiting plan
III. Recruitment Four Weeks
• Advertise, network, and electronically post in appropriate platforms
• Distribute candidate profile to up to 500 identified industry professionals
• Post opportunities on Peckham & McKenney on City websites
• Focused outreach to individuals within the parameters of the Candidate Profile
• Respond to all inquiries and acknowledge all resumes received within 48 hours
IV. Preliminary Interviews Two Weeks
• Screen resumes and conduct Internet research
• Identify leading candidates and request supplemental questionnaires
• Review supplemental questionnaires
• Conduct preliminary interviews with leading candidates
V. Recommendation of Candidates/Selection of Finalists One Week
• Provide PDF document of recommendations of candidates
• Virtual meeting #2 to provide overview of recommended candidates
• City selects finalist candidates for finalist interview process
• Peckham & McKenney notifies all candidates of status in recruitment process
VI. Finalist Interview Process Two Weeks
• On-site or virtual meeting #3 to facilitate finalist interviews
• Assist City throughout process and provide recommendations
• City conducts second interview process if desired
VII. Qualification One Week
• Conduct thorough background and reference checks on leading candidate
• Provide negotiation assistance
• Exceed expectations and successfully place candidate who “fits.”
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 8 of 13 172
COST OF SERVICES
Peckham & McKenney is unique among recruiting firms for several reasons including having a
fixed all-inclusive fee. Over years of experience, we have found that an all-inclusive fee is
simpler, cost-effective, and efficient. Our all-inclusive fee includes professional fees and
expenses (out-of-pocket costs associated with advertising, consultant travel, administrative
support / printing / copying / postage / materials, telephone / technology, partial background
checks on recommended candidates, and full background check on selected finalist only).
Knowing the uniqueness of Rolling Hills, City’s past challenges finding successful candidates,
the competitiveness among cities for qualified professionals, and what is involved in
conducting an effective search for a City Clerk and other professional positions, we believe
that the complete recruitment process represented herein is necessary. However, knowing the
City, we are reducing our customary rate for conducting an individual recruitment from $26,000
to $22,500 per recruitment ($45,000 in total for 2 recruitments).
Additional Service Costs
The following “menu” details fees for additional requested services. Some fees may be
negotiated.
Facilitation of Community Forum $1,500
Community Survey & Analysis of Results $1,500
Additional meeting day (up to four days as detailed herein are included) $500 - $1,000/mtg
Each additional full background check after the first per recruitment $300/each
Additional placement within organization* $5,000 (if selected within 1 year)
*If the City of Rolling Hills hires additional candidates from among those recommended for
another position within 1 year of the close of the recruitment(s), a fee of $5,000 will be charged
to the City.
Process of Payment
One-third of the all-inclusive fee is due as a retainer upon execution of the agreement. This
retainer covers upfront and necessary expenses incurred by Peckham & McKenney on the City’s
behalf for consultant travel and advertising. If the retainer is not received by Peckham &
McKenney within 30 days of execution of the agreement, we will suspend the recruitment process
until payment is received. The second one-third of the full payment will be invoiced 1 month from
contract execution, and it is due within 30 days following the invoice date. The final one-third
of the full payment will be invoiced 2 months from contract execution, and it is due within 30
days following the invoice date.
If the City of Rolling Hills requires a different payment schedule, this must be agreed upon within
the contract. Peckham & McKenney expects payment of all invoices in a timely manner.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 9 of 13 173
Insurance
Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit),
Commercial General Liability Insurance ($2,000,000 General Liability, and $4,000,000
Products) and Automobile Liability Insurance ($1,000,000). Our Insurance Broker is Wells
Fargo Insurance, Inc., Charlotte, NC, and coverage is provided by Sentinel Insurance Company
and Hiscox Insurance Co. Limited.
Necessary insurance documentation will be provided to the City of Rolling Hills in a timely
manner.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 10 of 13 174
GUARANTEE AND ETHICS
Placement Guarantee
Our placement record is particularly strong in that 89% of the candidates we have placed remain in
those positions for over 5 years. In the unlikely event, however, that a candidate recommended by
our firm (external candidates only) leaves your employment for any reason within the first year
(except in the event of budgetary cutbacks, promotion, position elimination, or illness/death), we
agree to provide a one-time replacement at no additional charge, except expenses.
Reopening the Recruitment
Throughout the recruitment process, all of our efforts are made to ensure a successful placement
of a candidate who fits the Candidate Profile. It is extremely rare that our recruitment process fails
to produce a preferred candidate in the first instance. If the search process, however, does not
produce a successful placement, and there is an understanding that the City of Rolling Hills and
Peckham & McKenney each take responsibility for whatever errors may have been made, we will
conduct a second recruitment process for the cost of expenses only (approximately $7,500).
As Albert Einstein said, the definition of insanity is “doing the same thing over and over again and
expecting different results.” Prior to reopening the recruitment again, we will thoroughly review
with the City what adjustments in approach, compensation, or other variables may be necessary to
ensure a successful outcome.
Ethics
Time and again, we receive unsolicited comments from clients and candidates relating to our
integrity and high ethics.
§ First, we believe in honesty. No client should ever appoint an individual without being fully
knowledgeable of the candidate’s complete background and history. Conversely, no candidate
should ever enter into a new career opportunity without full disclosure of any organizational
“issues.”
§ We strive to keep everyone involved in a recruitment process informed of the status. Not only
do we provide regular updates to our clients, but we also have a reputation for keeping our
candidates posted.
§ As recruitment professionals, we do not recruit our placements -- ever. Should a placement of
ours have an interest in a position for which we are recruiting, they may choose to apply.
However, if they become a finalist, we ask that they speak to their supervisor to alert them of
their intent.
§ During an active engagement, we do not recruit staff from our client agencies for another
recruitment. Nor do we “parallel process” a candidate, thereby pitting 1 client against another
for the same candidate.
§ We are retained only by client agencies and not by our candidates. While we have a reputation
for being actively involved in the profession and providing training, workshops, and general
advice to candidates, we represent only our clients. In addition, we always represent and speak
of our clients in a positive manner; during the recruitment engagement as well as years after.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 11 of 13 175
CLIENT REFERENCES
Please feel free to contact any of the following current and recent clients to inquire about their
experience with Anton “Tony” Dahlerbruch. In addition, we would be pleased to furnish the
client contact and phone numbers for any past clients listed in this proposal.
City of Agoura Hills, CA – Community Development Director
Nathan Hamburger, City Manager, or Celeste Bird, Personnel/Risk Administrative Analyst
818.597.7308; nhamburger@agourahillscity.org or 818.597.7306; cbird@agourahillscity.org
City of Camarillo, CA – City Manager
Mayor Tony Trembley and/or Members of the City Council, or Carmen Nichols, Asst City Mgr
805.701.9768; atrembley1956@gmail.com or 805.388.5307; cvnichols@cityofcamarillo.org
City of Jurupa Valley, CA – Community Development Director
Rod Butler, City Manager
951.934.8441; rbutler@jurupavalley.org
City of Manhattan Beach, CA - Community Development Director
Bruce Moe, City Manager, or Lisa Jenkins, Human Resources Director
424.237.4268; bmoe@citymb.info or 310.802.5252; ljenkins@citymb.info
City of Moorpark, CA – Assistant City Manager
Troy Brown, City Manager
805.517.6212; tbrown@moorparkca.gov
City of San Dimas, CA – City Manager
Mayor Emmett Badar, Members of the City Council and / or City Attorney Jeffrey Malawy
909.394.6200; ebadar@sandimasca.gov or 310.801.9529; jmalawy@awattorneys.com
City of San Marino, CA - Finance Director and Community Services Director
Dr. Marcella Marlowe, City Manager
626.300.0700; mmarlowe@cityofsanmarino.org
City of Santa Barbara, CA – Economic Development Manager and Finance Director
Paul Casey, City Administrator, or Wendy Levy, Human Resources Manager
805.564.5301; pcasey@santabarbaraca.gov or 805.564.5313; wlevy@santabarbara.gov
City of West Hollywood, CA – Property Development Manager
Clarice Kokubun, Human Resources Analyst, or Susan Schumacher, Human Resources Mgr.
323.848.6418; ckokubun@weho.org or 323.848.6325, sschumacher@weho.org
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 12 of 13 176
DIVERSITY STATEMENT
Peckham & McKenney, Inc., is committed to diversity in its broadest possible definition in
every aspect of each executive recruitment our firm provides.
Peckham & McKenney does not discriminate on the basis of race, color, religion, creed,
sex/gender, national origin/ancestry, disability, pregnancy, sexual orientation (including
transgender status), marriage or family status, military status, or age. We are fully compliant
with all applicable federal and state employment laws and regulations in all of our recruitments.
Since forming Peckham & McKenney in 2004, we have placed nearly 650 executives with
local government agencies throughout the 10 western states. In our 17th year as Peckham &
McKenney, we are proud to say that since 2015, 53% are women and/or people of color.
Also, for over 30 years, firm principal and founder Bobbi Peckham has been a champion of
women seeking executive leadership positions within local government, succeeding in the field
as few other women have. As a “minority” owner of her own firm, Ms. Peckham and her
partner and co-founder, Phil McKenney, have gone to great lengths to support the management
profession, women, minorities, and all involved in the recruitment and hiring processes.
In addition to all other outreach methods, our firm utilizes the National Diversity Network,
which ensures placement of your opportunity with the following online platforms.
• African American Job Network
• Asian Job Network
• Disability Job Network
• Latino Job Network
• LGBT Job Network
• Retirement Job Network
• Veteran Job Network
• Women’s Job Network
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 13 of 13 177
www.peckhamandmckenney.comThis position requires knowledge of the procedures of a City Clerk’s office, principles and practices of municipal government administration, Brown Act, legal and administrative procedures relating to municipal record keeping and records management, regulatory issues, and campaign disclosure requirements. Desirable experience will include the equivalent of two years of college as well as a minimum of two years’ experience as a City Clerk, Deputy City Clerk, or similar. Certification as a Municipal Clerk (CMC) is desirable, however it is not required at time of appointment. The ability to obtain a Municipal Clerk Certification is expected. The CompensationThe annual salary range is $145,000 to $180,000, and appointment will be made depending upon qualifications. Benefits include: CalPERS Retirement – 2.7% at 55 for classic members; 2.0% at 62 for new members; employee contribution to CalPERS is 11.5% for classic members; 10.5% for new members; with no Social Security deduction. Vacation Leave – 12 days per year increasing up to 24 days depending on years of service. Annual vacation cash-out program available. Sick Leave – Accrues at 12 days per year. Additional 4 hours of vacation leave is granted for each quarter when sick leave is not used. Management Leave – 15 days per fiscal year; paid out at end of fiscal year if unused. Medical – Up to 4 health plans available: 2 HMOs, one PPO and a High Deductible Health Plan. The City’s medical plans include vision care. The City pays the full premium of vision coverage and full dental premiums for the employee as well as a significant portion of the dependent coverage. Short and long-term disability, life, and accidental death and dismemberment insurances are provided and paid for by the City.Wellness – Wellness minded culture, including access to an onsite employee gym and incentive pay for participating in the City’s wellness program.Retiree Health Program – Employees have the option to choose between a City-funded defined benefit plan or a defined contribution retiree health plan. Deferred Comp –Deferred compensation plans are available for voluntary employee contributions. Tuition Reimbursement – Tuition funds up to $2,000 annually, plus up to $10,000 annually with a $20,000 lifetime maximum toward completion of a job-related bachelor’s or master’s degree or approved leadership program. Management Development – $1,000 per year in addition to regularly budgeted travel and training. Housing Assistance Programs – Low interest loan is available for purchase of a primary residence in Mountain View or within a 10-mile radius of Mountain View. Relocation – Relocation assistance may be provided.Other Benefits – City offers an Employee Assistance Program (EAP), IRS Section 125 flexible benefits or pretax childcare.Search ScheduleThe Recruitment ProcessPlease submit your cover letter and resume (including month/year of employment) via our website:Peckham & McKenneywww.peckhamandmckenney.comPlease do not hesitate to contact Bobbi Peckham toll-free at (866) 912-1919 if you have any questions regarding this position or recruitment process.Filing Deadline .......................December 21, 2020Preliminary Interviews ...............January 4-8, 2021Recommendation of Candidates ...January 19, 2021Interview Process .............January 28 and 29, 2021 These dates have been confirmed, and it is recommended that you plan your calendar accordingly.www.peckhamandmckenney.comCity Clerk
City of Mountain View, California
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• Improve the quantity, diversity,
and affordability of housing
by providing opportunities for
subsidized, middle-income, and
ownership housing;
• Develop and implement
comprehensive and innovative transportation
strategies to achieve mobility, connectivity, and safety
for people of all ages; and
• Promote environmental sustainability and quality
of life for the enjoyment of current and future
generations with a focus on measurable outcomes.
The City Council appoints the City Clerk, City
Attorney and City Manager, who oversees the
departments of Community Development, Community
Services, Finance and Administrative Services, Fire,
Information Technology, Library, Police and Public
Works. The three Council appointees enjoy a close
working relationship as part of a highly collaborative,
goal-oriented department head team. Mountain View’s
sound fiscal practices, strong budget discipline, and
diversified revenue base, have allowed the City to
maintain its AAA credit rating. In fiscal year 2020-21,
the City’s work in the community is supported by a
total expenditure budget of $346.2 million and 661.25
employees. The City is very intentional regarding
maintaining a robust and vibrant organizational culture.
This demanding yet rewarding environment is suitable
for professionals who are at, or striving to be, at the top
of their game.
The Community
Located between the Santa Cruz Mountains and San
Francisco Bay, Mountain View spans just over 12
square miles in the center of the Silicon Valley (10
miles north of San Jose and 35 miles south of San
Francisco). The City is home to over 82,000 residents
and many internationally known corporations, such as
Google, Microsoft, Intuit, and LinkedIn, as well as
the NASA Ames Research Park and a thriving small
business base. While leading the region in innovation
and ideas, Mountain View remains committed to
the traditional values of strong neighborhoods and
resident involvement.
Mountain View prides itself on providing excellent
public services and facilities that meet the needs
of a caring and diverse community in a financially
responsible manner. In the heart of the City, Mountain
View’s historic and active downtown offers a wide
range of attractions including a vibrant restaurant and
shopping scene, cultural events, concerts and a weekly
farmers’ market. The Civic Center, built around Pioneer
Park, has one of the finest performing arts facilities in
Northern California, as well as a 60,000 square foot,
newly renovated library.
Mountain View’s 41 City parks and extensive trail
system provide an array of opportunities for recreation
and active living. Shoreline at Mountain View is a
regional park with stunning views along San Francisco
Bay, featuring an 18-hole golf course, sailing lake, and
9.7 miles of trails. Shoreline Amphitheater boasts an
exciting concert season bringing top-name performing
artists to Mountain View.
Mountain View is served by excellent public and
private schools. Our proximity to some of the best
universities in the nation, including Stanford, Santa
Clara University, UC Berkeley, UC Santa Cruz, and
Carnegie Mellon–West, provides top-notch advanced
education and opportunities for lifelong learning.
To learn more about the City of Mountain View, please
visit www.mountainview.gov.
The Organization
The City of Mountain View is a progressive, full-service
city, operating under the Council- Manager form of
government. The seven Councilmembers are elected
at-large for four-year terms that are staggered, with
elections held in even-numbered years. Service on the
Council is limited to two consecutive full terms, with
the ability to run again after a two-year hiatus. Each
January, the Council elects one of its members as
Mayor and another as Vice Mayor. Assisting the City
Council in an advisory capacity is a variety of boards,
commissions, and committees.
The Mountain View City Council has a well-earned
reputation for taking the lead on challenging regional
issues, working together with civility and treating
members of the community and City staff with respect.
Every two years, the Council adopts priority goals that
provide a focus for the organization’s workplan and
drive progress on important community issues. Council
goals for 2020/21 are:
• Promote a Community for All with a focus on
strategies to protect vulnerable populations and
preserve Mountain View’s socioeconomic and
cultural diversity;
The Position
The new City Clerk will lead the Office by example,
fostering a strong customer service culture in
serving the City Council, City organization, and the
community. Modeling a positive, can-do approach, the
City Clerk will encourage collegiality, collaboration,
and professionalism within the Office.
The City Clerk will have a propensity for accuracy,
attention to detail, and timely communication and
responsiveness, thereby ensuring a high-quality work
product. Ensuring accountability within the Office,
the City Clerk will set and clearly communicate
expectations, provide timely feedback to staff, and
support staff development and engagement.
As one of three City Council appointees, the City
Clerk will work collaboratively with the City Manager
and City Attorney. In addition, it is expected that
the City Clerk will support other City departments,
provide necessary training and information, and serve
as an integral member of the City’s Executive Team.
The individual selected by the City Council will possess
excellent interpersonal skills, will be open to new ideas,
and will be approachable and helpful in their interface
with residents and others.
The new City Clerk will bring proven experience in
running a smooth election process as well as providing
competent, neutral service to candidates and proponents/
opponents of ballot measures. The City Clerk’s Office
also serves as central staff support to all departments in
their work with boards and commissions and provides
orientation and training for new members as well as
assists advisory body liaisons with the automated agenda
system and records retention.
The City Council is seeking an individual who has
exceptional knowledge and experience in state-of-
the-art technology and automation in relation to the
duties of the City Clerk’s Office. In light of current
challenges from COVID-19, the ideal candidate will
identify systems and technology that will provide the
organization and the public with timely and accurate
electronic access to information. While the current
City Clerk’s Office has made significant technological
strides, the new City Clerk will continue to assess
operations and identify innovative improvements to
create future efficiencies and enhancements to public
records access.
The new City Clerk will continue to administer
the City-wide records retention program, work to
streamline the Public Records Request process and
enhance the automated agenda procedures, meeting
organization, and related activities. In addition, he/
she will continue to educate Council candidates and
election committees in the use of the campaign finance
electronic filing system. The City Clerk will also
consider opportunities for closed caption information
for the community’s Spanish-speaking residents.
The City Council looks forward to a supportive
relationship with the City Clerk and will thereby
empower the new City Clerk to assess the resources of
the current office and directly communicate with the
Council any future needs that will enhance efficiencies.
The Mountain View team has established the following
organizational values that guide their work:
• Provide exceptional service.
• Act with integrity.
• Treat others with respect.
Office of the City Clerk
The City Clerk’s Office receives strong support from
the City Council with an atmosphere of teamwork. The
Clerk’s Office provides administrative support to the
Council, is the election official for the City, maintains
the City Code, is custodian of the City Seal and
legislative history, administers oaths or affirmations,
and executes City contracts and agreements. The
Office also maintains official City records; administers
the recruitment process for positions on boards,
commissions and committees; and assists and provides
information to the public regarding the legislative
operations of government. In addition, the Office
maintains records of all Council proceedings, meets
all requirements regarding public postings, legal
advertising, recordations, and mailing of public hearing
notices, and processes Assessment Districts, annexations,
deeds, tax cancellations, appeals, and election petitions.
The Mountain View Clerk’s Office consolidates elections
with the County Clerk, and the City Clerk’s Office
conducts all City elections and administers campaign
and financial disclosure laws. In addition, the City Clerk
is responsible for facilitating the conduct of business by
the Council and fulfilling legal requirements as set forth
in the Charter, City Code, and State Law. The Office
also provides reception services to the offices of the City
Manager, City Attorney, and City Clerk.
In addition to the City Clerk, the Office has a Deputy
City Clerk, one Secretary, and one Office Assistant III.
The fiscal year 2020-21 budget is $1,113,458.
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www.peckhamandmckenney.com
This position requires knowledge of the procedures of a
City Clerk’s office, principles and practices of municipal
government administration, Brown Act, legal and
administrative procedures relating to municipal record
keeping and records management, regulatory issues, and
campaign disclosure requirements. Desirable experience
will include the equivalent of two years of college as
well as a minimum of two years’ experience as a City
Clerk, Deputy City Clerk, or similar. Certification as a
Municipal Clerk (CMC) is desirable, however it is not
required at time of appointment. The ability to obtain a
Municipal Clerk Certification is expected.
The Compensation
The annual salary range is $145,000 to $180,000, and
appointment will be made depending
upon qualifications. Benefits include:
CalPERS Retirement – 2.7% at 55 for classic
members; 2.0% at 62 for new members; employee
contribution to CalPERS is 11.5% for classic members;
10.5% for new members; with no Social Security deduction.
Vacation Leave – 12 days per year increasing up to
24 days depending on years of service. Annual vacation
cash-out program available.
Sick Leave – Accrues at 12 days per year. Additional
4 hours of vacation leave is granted for each quarter
when sick leave is not used.
Management Leave – 15 days per fiscal year;
paid out at end of fiscal year if unused.
Medical – Up to 4 health plans available: 2
HMOs, one PPO and a High Deductible Health
Plan. The City’s medical plans include vision care.
The City pays the full premium of vision coverage
and full dental premiums for the employee as well
as a significant portion of the dependent coverage.
Short and long-term disability, life, and accidental
death and dismemberment insurances are provided
and paid for by the City.
Wellness – Wellness minded culture, including
access to an onsite employee gym and incentive pay
for participating in the City’s wellness program.
Retiree Health Program – Employees have
the option to choose between a City-funded defined
benefit plan or a defined contribution retiree health
plan.
Deferred Comp –Deferred compensation plans
are available for voluntary employee contributions.
Tuition Reimbursement – Tuition funds up to
$2,000 annually, plus up to $10,000 annually with a
$20,000 lifetime maximum toward completion of a
job-related bachelor’s or master’s degree or approved
leadership program.
Management Development – $1,000 per year
in addition to regularly budgeted travel and training.
Housing Assistance Programs – Low interest
loan is available for purchase of a primary residence
in Mountain View or within a 10-mile radius of
Mountain View.
Relocation – Relocation assistance may be
provided.
Other Benefits – City offers an Employee
Assistance Program (EAP), IRS Section 125 flexible
benefits or pretax childcare.
Search Schedule
The Recruitment Process
Please submit your cover letter and resume
(including month/year of employment) via
our website:
Peckham & McKenney
www.peckhamandmckenney.com
Please do not hesitate to contact Bobbi Peckham
toll-free at (866) 912-1919 if you have any
questions regarding this position or recruitment
process.
Filing Deadline .......................December 21, 2020
Preliminary Interviews ...............January 4-8, 2021
Recommendation of Candidates ...January 19, 2021
Interview Process .............January 28 and 29, 2021
These dates have been confirmed, and it is recommended
that you plan your calendar accordingly.
www.peckhamandmckenney.comCity ClerkCity of Mountain View, California180
www.peckhamandmckenney.comThe CompensationThe annual salary range of the position is $146,764 to $197,412. An appointment will be made depending upon the qualifications of the selected candidate. The Assistant City Manager is an exempt position. The City provides an excellent benefit package that includes:Retirement: PERS Miscellaneous formula: “Classic” members: 2% @ 55 with no required employee contribution; the City pays 7% for classic members of base salary on employees CalPERS contribution. “New” members: 2% @ 62; employee contributes 6.75% of salary. The City does not participate in Social Security.Medicare: Employee pays 1.45% of salary towards future Medicare benefits.Administrative Leave: 3.70 hours are accrued per pay period up to 96 hours in a calendar year.Annual Leave: 25 to 32 eight (8) hour days per calendar year. Catastrophic Leave: Up to 30 days with the first 36 months.Holidays: 11.5 holidays (92 hours) are observed per calendar year.Health Insurance (medical, dental and vision benefits): 100% dental and vision for employee and dependents are paid by City for employees and dependents. The majority of medical insurance through CalPERS is paid by the City at the family rate. The City also provides compensation for comprehensive physical after one-year of service.Long-Term Disability: City-paid coverage.Short-Term Disability: City-paid coverage.Tuition Reimbursement: Provided for courses pre-approved by the City Manager.Life Insurance: City-paid $150,000 term life insurance.Deferred Compensation Savings Plan: 2.5% of base salary paid by City.Vehicle Allowance: $310 per month.Cell Phone Allowance: $70 per month.Relocation: The City will provide an allowance toward relocation.Search ScheduleThe Recruitment ProcessTo apply for this exciting career opportunity, please visit our website:Peckham & McKenneywww@peckhamandmckenney.comResumes are acknowledged within two business days. Contact Anton “Tony” Dahlerbruch at 310.567.1554 or toll-free at (866) 912-1919, if you have any questions regarding this position or the recruitment process.Filing Deadline: ..........................January 10, 2020Preliminary Interviews: .......January 15 – 24, 2020Recommendation of Candidates: ..January 28, 2020Finalist Interview Process: .......February 10, 2020These dates have been confirmed, and it is recommended that you plan your calendar accordingly.www.peckhamandmckenney.comAssistant City Manager
City of Moorpark, California
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The Organization
Moorpark is managed by the
Council/City Manager form
of government. Under the
leadership of City Manager
Troy Brown as set forth in the organization’s
goals and strategic plan, and with the
enthusiastic support of the Mayor and City
Council, the City is building a strong, dedicated
team of local government professionals to lead
the City and organization into the future.
The five-member City Council will be elected
by district with the 2020 election and serve
staggered four-year terms. The Mayor, who is
elected at-large, serves a two-year term. The
Executive Team consists of the Assistant City
Manager and four Department Heads who
oversee a total of 54 full-time staff and 12.5 part-
time staff among the departments of the City
Manager’s Office; Community Development;
Finance; City Engineer/Public Works; and Parks,
Recreation & Community Services. Public safety
is provided by the Ventura County Sheriff’s
Office through a contract with the City, and by
The Community
Nestled in a bucolic valley and conveniently
located in the southeastern part of Ventura
County, the Moorpark community enjoys a
perpetual vacation climate that provides an
outstanding environment for raising a family,
conducting business, and recreational and
cultural activities. The City of Moorpark is home
to a historic downtown, a vibrant local economy
consisting of small business and corporate
headquarters, outstanding schools including
an exceptional community college, and readily
accessible transportation amenities. With its
direct connections to transportation corridors for
access to neighboring major urban centers and
recreational amenities, lower than the California
average housing costs, and long history of being
the safest City in Ventura County and among the
safest in the United States, the City of Moorpark
is recognized as one of “America’s Top Rated
Smaller Cities” and enjoys a livability rating of
75/100 (www.areavibes.com).
The City comprises a total of 13 square
miles with a culturally diverse population
of approximately 37,000. Residents have a
variety of neighborhoods, shopping, dining,
and entertainment venues to choose among.
In addition, within 30- to 50-minutes from
Moorpark, the region offers a variety of amenities
ranging from the deep-water port at the Port of
Hueneme to venues in Santa Barbara and Los
Angeles. Residents enjoy the local community
classes, youth leagues, celebrations, and cultural
events.
The City of Moorpark is known for its annual
“Moorpark Country Days” enjoyed by families
and friends. The celebration encompasses a
parade and street fair along the City’s Historic
High Street featuring entertainment, a children’s
village and “overall just plain fun.” The City
of Moorpark is also home to the Moorpark
Community College. The accredited college
which consistently ranks among the Best
Community Colleges in the America not only
attracts students to its beautiful 150-acre campus
because of its academic excellence, but to its
Exotic Animal Training and Management
Curriculum which is dubbed as America’s
Teaching Zoo. Moorpark College is attended by
15,000 students ranging in age from about 11 to
over 70. Approximately 150 foreign students from
52 different countries are enrolled in Moorpark
College. Recognizing the high quality of life
for employees, several companies have located
headquarters or offices in Moorpark; they include
PennyMac, Test Equity, Laritech, Pentair, and
Warehouse Discount Center.
For more information about the City of Moorpark,
please visit https://www.moorparkca.gov.
collaborative working relationship among
personnel, aligning the organization to achieve
goals with outcomes, and leading improvements
in organization processes. The Executive Team
embraces the goal oriented, collaborative, team
approach established by the City Manager that
will be facilitated by the Assistant City Manager.
The Position
Appointed by and reporting to the City
Manager who is seeking an individual to serve
as his abled partner and Chief Operating
Officer of the organization, the Assistant
City Manager will have broad responsibility
of providing leadership and working with the
City Manager in a variety of areas pertaining
to the administration of City services, human
resources, economic development, community
engagement and organizational development.
The position specifically has direct oversight of
the City Clerk’s office, Human Resources and
Risk Management. Other functional areas of
responsibility may additionally be assigned.
The successful candidate will have a generalist
background in local government with a customer
service orientation, excellent judgement,
attention to detail with a macro-perspective,
superb communication skills, and a hands-on
approach to producing work products. The
position serves as a resource to others, and
provides leadership within and outside the
organization. The Assistant City Manager should
be a self-starter, problem solver, and team player
to address organizational improvements and have
the professional aspiration of serving as a City
Manager. As such, the Assistant City Manager
will be routinely partnered with the City
Manager for a variety of internal and external
projects and activities, strategic planning, and
community engagement. The position is for an
approachable individual who recognizes the value
of being visible and providing organizational
leadership in support of the City Manager.
Requirements include ten years of increasingly
responsible experience in municipal government
including a minimum of four years of
administrative and supervisory responsibility, and
a Bachelor’s Degree from an accredited four-year
college. The ideal candidate will have specific
knowledge and experience in Human Resources
and Risk Management practices, specifically
the hiring, discipline, class and compensation
and best practices in staff development, and
is seasoned in the overall management and
operations of local government for improving a
variety of organizational processes. Knowledge
and background in Information Technology,
Finance and Administration is a plus.
the Ventura County Fire Department through
services of a special district formed in 1928. For
fiscal year 2019/2020, the City has operating
revenues of $19.6 million and expenditures of
$19.5 million. The Capital Improvement Program
includes $19.3 million for 12 street/road and
building/facility projects.
The City is a “high touch” organization that
provides an extraordinary level of customer service
to, and engagement with, residents on all matters.
City personnel interact and engage directly with
residents, community organizations, and local
businesses on a regular basis for providing public
service. For enhancing and maintaining the City’s
high performing team, and for bringing forward
“best practices” for service delivery, the Assistant
City Manager is responsible for organizational
development, building and sustaining a
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The Compensation
The annual salary range of the position is
$146,764 to $197,412. An appointment will be
made depending upon the qualifications of the
selected candidate. The Assistant City Manager
is an exempt position. The City provides an
excellent benefit package that includes:
Retirement: PERS Miscellaneous formula:
“Classic” members: 2% @ 55 with no required
employee contribution; the City pays 7% for
classic members of base salary on employees
CalPERS contribution. “New” members: 2% @
62; employee contributes 6.75% of salary. The
City does not participate in Social Security.
Medicare: Employee pays 1.45% of salary
towards future Medicare benefits.
Administrative Leave: 3.70 hours are
accrued per pay period up to 96 hours in a
calendar year.
Annual Leave: 25 to 32 eight (8) hour days
per calendar year.
Catastrophic Leave: Up to 30 days with
the first 36 months.
Holidays: 11.5 holidays (92 hours) are
observed per calendar year.
Health Insurance (medical, dental and
vision benefits): 100% dental and vision
for employee and dependents are paid by City
for employees and dependents. The majority of
medical insurance through CalPERS is paid by
the City at the family rate. The City also provides
compensation for comprehensive physical after
one-year of service.
Long-Term Disability: City-paid coverage.
Short-Term Disability: City-paid coverage.
Tuition Reimbursement: Provided for courses
pre-approved by the City Manager.
Life Insurance: City-paid $150,000 term life
insurance.
Deferred Compensation Savings Plan: 2.5%
of base salary paid by City.
Vehicle Allowance: $310 per month.
Cell Phone Allowance: $70 per month.
Relocation: The City will provide an allowance
toward relocation.
Search Schedule
The Recruitment Process
To apply for this exciting career opportunity,
please visit our website:
Peckham & McKenney
www@peckhamandmckenney.com
Resumes are acknowledged within two
business days. Contact Anton “Tony”
Dahlerbruch at 310.567.1554 or toll-free at
(866) 912-1919, if you have any questions
regarding this position or the recruitment
process.
Filing Deadline: ..........................January 10, 2020
Preliminary Interviews: .......January 15 – 24, 2020
Recommendation of Candidates: ..January 28, 2020
Finalist Interview Process: .......February 10, 2020
These dates have been confirmed, and it is recommended
that you plan your calendar accordingly.
www.peckhamandmckenney.comAssistant City ManagerCity of Moorpark, California183
AGREEMENT FOR RECRUITMENT SERVICES BETWEEN
CITY OF ROLLING HILLS
AND
PECKHAM & MCKENNEY, INC.
This Agreement for Recruitment Services (“Agreement”), effective immediately, is entered into
by and between PECKHAM & MCKENNEY, INC. (hereinafter referred to as
“CONSULTANT”) at 300 Harding Boulevard, Suite 203D, Roseville, CA 95678 and the CITY
OF ROLLING HILLS, a California municipal corporation (hereinafter referred to as “CITY”).
R E C I T A L S
A. CITY has a need for the assistance of an recruitment specialist to assist it in filling the
vacancy in the Clerk Clerk and Senior Management Analyst position.
B. CONSULTANT has the training, experience and competence to perform the specialized
services required by the CITY.
C. CITY has the authority under state law to engage CONSULTANT’s services for that
purpose.
NOW THEREFORE, in consideration of the foregoing and the promises herein contained, the
parties to this Agreement do hereby mutually agree as follows:
I.
DUTIES OF CONSULTANT
1.1 CONSULTANT will perform any and all necessary work in order to assist the CITY in
recruiting and hiring a qualified CITY CLERK AND SENIOR MANAGEMENT
ANALYST in accordance with the Scope of Services attached hereto as Exhibit A and
incorporated herein by reference, except that, to the extent that any provision in Exhibit A
conflicts with this Agreement, the provisions of this Agreement shall govern. Work to be
performed includes:
a) CONSULTANT to perform project organization and consult with City Manager
and others as directed by the City Manager to assess the CITY’S needs and
formalize the project schedule.
Time Frame: one week.
b) CONSULTANT will develop a candidate profile for the City Clerk and Senior
Management Analyst positions (including attend virtual meeting #1 with CITY to
184
discuss candidate profiles, develop candidate profiles/marketing brochures
acceptable to CITY, and develop advertising and recruiting plans) for the CITY.
Time Frame: two weeks.
c) CONSULTANT will recruit candidates for the City Clerk and Senior
Management Analyst positions (including advertise, network, and electronically
post regarding positions in appropriate platforms, distribute candidate profiles to
up to 500 identified industry professionals for each position, post opportunities on
Peckham & McKenney and CITY websites, perform focused outreach to
individuals within parameters of candidate profiles, and respond to all inquiries
and acknowledge all resumes received within 48 hours of receipt).
Time Frame: four weeks.
d) CONSULTANT will conduct preliminary screening of applicants and preliminary
interviews with leading candidates (including screen resumes and conduct
internet research to eliminate candidates who do not possess minimum required
qualifications, identify leading candidates and request supplemental
questionnaires from such candidates, review supplemental questionnaires, and
conduct preliminary interviews with leading candidates) for CITY.
CONSULTANT will make application materials of all candidates available to
CITY upon request.
Time Frame: two weeks.
e) CONSULTANT will recommend candidates to CITY for the selection of finalists
(including provide PDF document of candidates recommendations accompanied
by detailed written report, attend virtual meeting #2 to provide overview of
recommended candidates, and notify all candidates of status in recruitment
process after CITY selects candidates for finalist interview process).
Time Frame: one week.
f) CONSULTANT will assist CITY in finalist interview process (including attend
on-site or virtual meeting #3 to facilitate finalist interviews, assist CITY
throughout process and provide recommendations, and assist CITY in second
finalist interview process, if requested by City Manager).
Time Frame: two weeks.
g) CONSULTANT will work with the CITY to ensure qualification of finalists
(including conduct thorough background and reference checks on leading
candidate, provide negotiation assistance, and successfully place candidate.
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h) CONSULTANT will notify all unsuccessful candidates.
Time Frame: one week.
i) All work on this assignment will be performed by Anton (Tony) Dahlerbruch and
staff of Peckham & McKenney.
1.2 Status as Independent Contractor
A. CONSULTANT is, and shall at all times remain as to CITY, a wholly
independent contractor. CONSULTANT shall have no power to incur any debt, obligation, or
liability on behalf of City or otherwise act on behalf of City as an agent. Neither City nor any of
its agents shall have control over the conduct of CONSULTANT or any of CONSULTANT's
employees, except as set forth in this Agreement. CONSULTANT 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 City.
B. CONSULTANT agrees to pay all required taxes on amounts paid to
CONSULTANT under this Agreement, and to indemnify and hold City harmless from any and
all taxes, assessments, penalties, and interest asserted against City by reason of the independent
contractor relationship created by this Agreement. In the event that City is audited by any
Federal or State agency regarding the independent contractor status of CONSULTANT and the
audit in any way fails to sustain the validity of a wholly independent contractor relationship
between City and CONSULTANT, then CONSULTANT agrees to reimburse City for all costs,
including accounting and attorney's fees, arising out of such audit and any appeals relating
thereto.
C. CONSULTANT shall fully comply with the workers' compensation law regarding
CONSULTANT and CONSULTANT's employees. CONSULTANT further agrees to indemnify
and hold City harmless from any failure of CONSULTANT to comply with applicable worker's
compensation laws. City shall have the right to offset against the amount of any fees due to
CONSULTANT under this Agreement any amount due to City from CONSULTANT as a result
of CONSULTANT's failure to promptly pay to City any reimbursement or indemnification
arising under this Section.
D. CONSULTANT shall, at CONSULTANT’s sole cost and expense fully secure
and comply with all federal, state and local governmental permit or licensing requirements,
including but not limited to the City of Rolling Hills, South Coast Air Quality Management
District, and California Air Resources Board. CONSULTANT further agrees to indemnify and
hold City harmless from any failure of CONSULTANT to comply with the requirements in this
Section. Additionally, the City shall have the right to offset against the amount of any fees due to
CONSULTANT under this Agreement for any amount or penalty levied against the City for
CONSULTANT’s failure to comply with this Section.
1.3 Standard of Performance. CONSULTANT shall perform all work at the standard of
care and skill ordinarily exercised by members of the profession under similar conditions.
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1.4 Insurance. CONSULTANT shall at all times during the term of this Agreement carry,
maintain, and keep in full force and effect, with an insurance company authorized to do business
in the State of California and approved by the City (1) a policy or policies of broad-form
comprehensive general liability insurance with minimum limits of $2,000,000.00 combined
single limit coverage against any injury, death, loss or damage as a result of wrongful or
negligent acts by CONSULTANT, its officers, employees, agents, and independent contractors
in performance of services under this Agreement; (2) property damage insurance with a
minimum limit of $500,000.00; (3) automotive liability insurance, with minimum combined
single limits coverage of $1,000,000.00; (4) professional liability insurance (errors and
omissions) to cover or partially cover damages that may be the result of errors, omissions, or
negligent acts of CONSULTANT, in an amount of not less than $1,000,000 per occurrence and
at least $1,000,000 aggregate; and (5) worker's compensation insurance with a minimum limit of
$500,000.00 or the amount required by law, whichever is greater. City, its officers, employees,
attorneys, and volunteers shall be named as additional insureds on the policy(ies) as to
comprehensive general liability, property damage, and automotive liability. The policy (ies) as to
comprehensive general liability, property damage, and automobile liability shall provide that
they are primary, and that any insurance maintained by the City shall be excess insurance only.
A. All insurance policies shall provide that the insurance coverage shall not be non-
renewed, canceled, reduced, or otherwise modified (except through the addition of additional
insureds to the policy) by the insurance carrier without the insurance carrier giving City thirty
(30) day's prior written notice thereof. CONSULTANT agrees that it will not cancel, reduce or
otherwise modify the insurance coverage.
B. All policies of insurance shall cover the obligations of CONSULTANT pursuant
to the terms of this Agreement; shall be issued by an insurance company which is authorized to
do business in the State of California or which is approved in writing by the City; and shall be
placed with a current A.M. Best's rating of no less that A VII.
C. CONSULTANT shall submit to City (1) insurance certificates indicating
compliance with the minimum worker's compensation insurance requirements above, and (2)
insurance policy endorsements indicating compliance with all other minimum insurance
requirements above, not less that one (1) day prior to beginning of performance under this
Agreement. Endorsements shall be executed on City's appropriate standard forms entitled
"Additional Insured Endorsement," or a substantially similar form which the City has agreed in
writing to accept.
D. Self Insured Retention/Deductibles. All policies required by this Agreement shall
allow City, as additional insured, to satisfy the self-insured retention (“SIR”) and/or deductible
of the policy in lieu of the Owner (as the named insured) should Owner fail to pay the SIR or
deductible requirements. The amount of the SIR or deductible shall be subject to the approval of
the City Attorney and the Finance Director. Owner understands and agrees that satisfaction of
this requirement is an express condition precedent to the effectiveness of this Agreement. Failure
by Owner as primary insured to pay its SIR or deductible constitutes a material breach of this
Agreement. Should City pay the SIR or deductible on Owner’s behalf upon the Owner’s failure
or refusal to do so in order to secure defense and indemnification as an additional insured under
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the policy, City may include such amounts as damages in any action against Owner for breach of
this Agreement in addition to any other damages incurred by City due to the breach.
1.5 Ownership of Materials. All materials provided by CONSULTANT in the performance
of this Agreement shall be and remain the property of City without restriction or limitation upon
its use or dissemination by City. CONSULTANT may, however, make and retain such copies of
said documents and materials as CONSULTANT may desire.
1.6 Termination. City may terminate this Agreement with or without cause upon fifteen (15)
days' written notice to the other party. The effective date of termination shall be upon the date
specified in the notice of termination, or, in the event no date is specified, upon the fifteenth
(15th) day following delivery of the notice. In the event of such termination, City agrees to pay
CONSULTANT for reimbursable expenses incurred prior to the effective date of termination.
Immediately upon receiving written notice of termination, CONSULTANT shall discontinue
performing services. This Agreement is not terminable by CONSULTANT.
1.7 Personnel. CONSULTANT represents that it has, or will secure at its own expense, all
personnel required to perform the services under this Agreement. All of the services required
under this Agreement will be performed by CONSULTANT or under it supervision, and all
personnel engaged in the work shall be qualified to perform such services. CONSULTANT
reserves the right to determine the assignment of its own employees to the performance of
CONSULTANT's services under this Agreement, but City reserves the right, for good cause, to
require CONSULTANT to exclude any employee from performing services on City's premises.
1.8 Non-Discrimination and Equal Employment Opportunity.
A. CONSULTANT shall not discriminate as to race, color, creed, religion, sex,
marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or
sexual orientation, in the performance of its services and duties pursuant to this Agreement, and
will comply with all rules and regulations of City relating thereto. Such nondiscrimination shall
include but not be limited to the following: employment, upgrading, demotion, transfers,
recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of
compensation; and selection for training, including apprenticeship.
B. CONSULTANT will, in all solicitations or advertisements for employees placed
by or on behalf of CONSULTANT, state either that it is an equal opportunity employer or that
all qualified applicants will receive consideration for employment without regard to race, color,
creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap,
medical condition, or sexual orientation.
C. CONSULTANT will cause the foregoing provisions to be inserted in all
subcontracts approved under this Agreement for any work covered by this Agreement except
contracts or subcontracts for standard commercial supplies or raw materials.
1.9 Assignment and Subcontracting. CONSULTANT shall not assign or transfer any
interest in this Agreement nor the performance of any of CONSULTANT's obligations
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hereunder or subcontract any portion of this Agreement, without the prior written consent of
City, and any attempt by CONSULTANT to so assign or subcontract this Agreement or any
rights, duties, or obligations arising hereunder shall be void and of no effect.
1.10 Compliance with Laws. CONSULTANT shall comply with all applicable laws,
ordinances, codes and regulations of the federal, state, and local governments.
1.11 Mediation. Any dispute or controversy arising under this Agreement, or in connection
with any of the terms and conditions hereof, shall be referred by the parties hereto for mediation.
A third party, neutral mediation service shall be selected, as agreed upon by the parties and the
costs and expenses thereof shall be borne equally by the parties hereto. In the event the parties
are unable to mutually agree upon the mediator to be selected hereunder, the City Council shall
select such a neutral, third party mediation service and the City Council's decision shall be final.
The parties agree to utilize their good faith efforts to resolve any such dispute or controversy so
submitted to mediation. It is specifically understood and agreed by the parties hereto that referral
of any such dispute or controversy, and mutual good faith efforts to resolve the same thereby,
shall be conditions precedent to the institution of any action or proceeding, whether at law or in
equity with respect to any such dispute or controversy.
1.12 Notices. Any notices, bills, invoices, or reports required by this Agreement shall be
deemed received on (a) the day of delivery if delivered by hand during regular business hours or
by facsimile before or during regular business hours; or (b) on the third business day following
deposit in the United States mail, postage prepaid, to the addresses heretofore set forth in the
Agreement, or to such other addresses as the parties may, from time to time, designate in writing
pursuant to the provisions of this section.
CITY: CONSULTANT:
Elaine Jeng, P.E., Anton (Tony) Dahlerbruch
City Manager Executive Recruiter
2 Portuguese Bend Road 300 Harding Boulevard, Suite 203D
Rolling Hills, CA 90274 Roseville, CA 95678
TEL (310) 377-1521 TEL (310) 567-1554
FAX (310) 377-2866 FAX ________
II.
DUTIES OF CITY
2.1 CITY shall cooperate with CONSULTANT in the performance of this Agreement as
follows:
a) Providing all information reasonably accessible to CITY which may be helpful to
CONSULTANT in the performance of services, and
b) Make staff available for interviews/consultation, etc.
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c) Providing clerical and stenographic assistance as CONSULTANT may reasonably
require on-site, and
d) Providing a suitable location where interview sessions may be conducted.
III.
CONSIDERATION
3.1 The CITY shall pay the CONSULTANT for its professional services rendered and costs
incurred pursuant to this Agreement in accordance with Exhibit B, the Scope of Work’s fee and
cost schedule, for the services attached to and made part of this Agreement. The professional
services rendered and costs incurred for the recruitment of the City Clerk and Senior
Management Analyst are subject to a do not exceed amount of $45,000. Permitted additional
service costs are subject to a do not exceed amount of $9,900. The City Manager, or her
designee, must authorize the additional service costs in writing. The total do not exceed amount
for this Agreement is $54,000. No additional compensation shall be paid for any other expenses
incurred, unless agreed to in writing and signed by both parties by way of written amendment to
this Agreement.
3.2 For the professional services rendered and costs incurred for the recruitment of the City
Clerk and Senior Management Analyst, one-third (1/3) of the all-inclusive fee ($15,000) is due
as retainer upon execution of this Agreement; the second one-third (1/3) of the all-inclusive fee
($15,000) will be invoiced one month after execution of this Agreement and CITY shall pay
CONSULTANT all uncontested amounts set forth in the CONSULTANT's invoice within 30
days of receipt of the invoice; and the third one-third (1/3) of the all-inclusive fee ($15,000) will
be invoiced two months after execution of this Agreement and CITY shall pay CONSULTANT
all uncontested amounts set forth in the CONSULTANT's invoice within 30 days following
receipt of the invoice. For permitted additional service costs, as identified in Exhibit B,
CONSULTANT shall submit to CITY, by no later than the 10th day of a month, its bill for
services itemizing the fees and costs incurred during the previous month. CITY shall pay the
CONSULTANT all uncontested amounts set forth in the CONSULTANT's invoice within 30
days following receipt of the invoice.
IV.
INDEMNITY
CONSULTANT shall indemnify, defend, and hold harmless the CITY, its officers, agents and
employees against any and all liability, claims, actions, causes of actions or demands whatsoever
against them, or any of them, for injury to or death of persons or damage to property arising out
of, connected with, or caused by CONSULTANT, CONSULTANT’S employees, agents or
independent contractors or companies in the performance of (or in any way arising from) the
terms and provisions of this Agreement.
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V.
ENTIRE AGREEMENT
This Agreement, and its Attachments, sets forth the entire understanding of the parties. There are
no other understandings, terms or other agreements expressed or implied, oral or written.
PECKHAM & MCKENNEY, INC. CITY OF ROLLING HILLS
__________________________________ ___________________________________
Bobbi Peckham Jeff Pieper, Mayor
Dated: Dated:
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EXHIBIT A
SCOPE OF SERVICES
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THE SEARCH PROCESS
A standard search process takes 12 to 14 weeks, and the candidates would most likely begin
employment with the City of Rolling Hills approximately 4 weeks later (16 to 18 weeks in total,
or approximately 4 to 5 months). We will customize the search and project schedule to fit the
specific interests and needs of the City of Rolling Hills. The search process typically includes the
following steps:
Project Organization – Prior to beginning the recruitment, necessary documentation (contract,
insurance, business license, retainer invoice, etc.) will be processed. We will work with the City
Manager as the single point of contact throughout the recruitment for providing necessary
information to us, responding to our questions, and receiving and distributing all correspondence.
Although we are familiar with the City of Rolling Hills, we will begin with a conference call with
Ms. Jeng to discuss the process, listen to specific desires and expectations, and respond to any
questions or concerns. Specifically, we will also:
P Discuss the expected parameters of each search, the search timeline, and schedule future
meeting dates,
P Discuss and determine the extent of involvement of other individuals in the search process,
P Discuss the finalist interview process and the various components to be considered,
P Confirm the job description and compensation (as described in the prior recruitment ads) and
request information pertaining to the budget and city projects, and
P Request high-resolution photos to be used in an attractive brochure to market the two
positions.
Please note that decisions on the extent of involvement of others as well as additional components
to the finalist interview process will impact the search, search timeline, and ultimately the cost of
the recruitment process.
Development of Candidate Profile (virtual meeting #1) – This step provides for the
development of both Candidate Profiles. Each Candidate Profile serves as a guide in the
identification of potential candidates, outreach and recruitment efforts, screening and selection of
your next City Clerk and Senior Management Analyst. The Candidate Profile includes
information relating to the City of Rolling Hills; current and future issues and opportunities;
expectations, goals, and objectives leading to the success of the new City Clerk and Senior
Management Analyst; and the background and experience, leadership style, skills and abilities,
and personality traits of the ideal candidates.
The Candidate Profiles will be prepared following a conversation with Ms. Jeng and other
individuals identified in the initial conference call (see Project Organization above). This proposal
includes up to 2 days of telephonic or Zoom meetings to develop the Candidate Profiles.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 4 of 13 193
The draft Candidate Profiles will be provided to Ms. Jeng for review. We ask that all revisions
and corrections be returned to us in a timely manner in order to maintain the agreed-upon search
timeline. Our marketing and design professional will then prepare an attractive marketing
brochure incorporating each Candidate Profile. Upon completing the Candidate Profiles, the
brochure will be electronically distributed to up to 500 identified industry professionals, posted
on the Peckham & McKenney website, and provided to the City for posting on the City website.
Advertisements will be placed in the appropriate industry publications and websites, and our firm
will assume responsibility for presenting your opportunity in an accurate and professional manner.
Social media, including LinkedIn and other platforms, will be used as appropriate.
Recruitment – A focus of our outreach will be direct phone contact with quality potential
candidates. We will connect with local and regional applicants as part of our comprehensive
search. With decades of executive search experience, we have developed an extensive candidate
database and resources that are continuously updated, and we are well connected to seasoned
professionals for finding well-qualified referrals. We take pride in the placement of women and
applicants of diversity, and are known for long, successful tenures of candidates selected by
the agency. Our recruiting efforts will be consistent with the conversations and plans / goals for
finding the ideal candidate and focused on individuals aligned with the experience, background
and knowledge as determined during the Candidate Profile Development.
Throughout this active search process, we will regularly update Ms. Jeng about the recruitment
status and share questions, concerns, and comments received from potential candidates as they
consider the opportunity. By doing so, we “team” with the City to ensure that all issues and
concerns of candidates are discussed and understood thereby eliminating “surprises” once the
resume filing deadline has occurred.
As resumes are received, they will be promptly acknowledged within 48 hours, and we will
personally respond to all inquiries. Once the resume filing deadline has passed, we will update
the City on the status of the recruitment, the number of resumes received, and our intent for
preliminary interviews.
Preliminary Interviews – Upon our review of the resumes received, supplemental questionnaires
will be sent to candidates who appear to meet their respective Candidate Profile. The
supplemental questionnaire is intended to learn more about the applicant’s ability to perform the
respective job, ascertain the applicant’s familiarity with the City of Rolling Hills, and observe
their writing ability; applicants will be asked to address a few questions pertaining to the position
that are based on information learned during Candidate Profile Development.
Following a thorough review of the supplemental questionnaires, we will conduct preliminary
interviews with the individuals that most closely align with the Candidate Profile. Internet
research will also be conducted so that we may probe the candidate regarding any areas of
concern.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 5 of 13 194
Candidates will be advised of the search schedule and updated regularly as to their status.
Recommendation of Candidates/Selection of Finalists (virtual meeting #2) – A report will be
transmitted electronically (PDF) to Ms. Jeng prior to our meeting to discuss our recommendation
of leading candidates. This report will include a full listing of all candidates who applied for each
position, as well as the cover letters, resumes, and supplemental questionnaires of the
recommended group of candidates for further consideration. We may include a first and second
tier of candidates within our recommendation.
Mr. Dahlerbruch will meet telephonically or by Zoom with Ms. Jeng to provide an overview of
the recommended candidates for each position, as well as share any concerns or negative
information. Once a group of finalists has been selected by the City, we will revisit early decisions
relating to the finalist interview process. For each position, a 1 day finalist interview process is
standard for initial finalist interviews (with the leading 4 to 8 candidates). The City may want to
include a City tour as part of this process. Mr. Dahlerbruch will again provide recommendations
on the finalist interview process.
Peckham & McKenney will notify all candidates of their status. Those candidates selected as
finalists will be notified and provided with all necessary information to attend finalist interviews
with the City. We will prepare an interview schedule and confirm with Ms. Jeng all necessary
details.
If necessary, finalists will make their own travel plans and reservations. As such, if there are
candidates from outside the region that the City selects for an interview, it is customary that the
City reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the
interviews with the City. We will confirm this with Ms. Jeng at our meeting to recommend
candidates.
Finalist Interview Process (on-site or virtual meeting #3) – Whether in-person or virtual (over
Zoom), Mr. Dahlerbruch will provide facilitation during the finalist interview process If the
interviews are held in-person, we will discuss the appropriate physical distancing and cleaning
necessary for the interviews.
An orientation session will be held at the beginning of the process, and we will facilitate a review
and discussion of the finalists at the end of the day. Interview materials, including suggested
interview questions, evaluation and ranking sheets will be provided. Again, a standard finalist
interview process of the leading 4 to 8 candidates for each position is typically conducted within
1 day. Should the process desired by the City require more than 1 day with Mr. Dahlerbruch, an
additional fee will be charged.
If a second interview with a subset of finalists from the prior interviews is conducted by the City,
it is typically coordinated and conducted directly by the City. If Mr. Dahlerbruch facilitates and
is involved in a second-day interview process is desired, an additional fee will be charged.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 6 of 13 195
Qualification – Once the finalist candidate for each position has been selected and a
conditional offer has been made by the City of Rolling Hills, a thorough background check
will be conducted that is compliant with the Fair Credit Reporting Act and Investigative
Consumer Reporting Agencies Act. Peckham & McKenney utilizes the services of Sterling
Talent Solutions (www.sterlingtalentsolutions.ca), the world’s largest company focused
entirely on conducting background checks. This investigation will verify professional work
experience; degree verification; certifications; and criminal, civil, credit, and motor vehicle
records. We encourage our clients to consider further vetting the candidate through a
Department of Justice LiveScan (California clients) in order to ensure that all known criminal
history records (beyond seven years) are investigated.
Mr. Dahlerbruch will also personally contact professional references, and a full report will be
provided. This comprehensive process ensures that only the most thoroughly screened
candidate is hired. In addition, negotiation assistance will be provided as requested by the City
of Rolling Hills.
Peckham & McKenney’s qualification process of internet-based research, background
checking through Sterling Talent Solutions, and reference checking has proven successful for
our clients through the years. In addition to relying on our services, clients are encouraged to
utilize the background checking protocols they normally would use in hiring a position of this
type. Enhanced reference checking and background investigation, if any, beyond the scope of
this proposal is the client’s responsibility.
Our ultimate goal is to exceed your expectations and successfully place a candidate who “fits”
your organization and community’s needs now and into the future.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 7 of 13 196
GUARANTEE AND ETHICS
Placement Guarantee
Our placement record is particularly strong in that 89% of the candidates we have placed remain in
those positions for over 5 years. In the unlikely event, however, that a candidate recommended by
our firm (external candidates only) leaves your employment for any reason within the first year
(except in the event of budgetary cutbacks, promotion, position elimination, or illness/death), we
agree to provide a one-time replacement at no additional charge, except expenses.
Reopening the Recruitment
Throughout the recruitment process, all of our efforts are made to ensure a successful placement
of a candidate who fits the Candidate Profile. It is extremely rare that our recruitment process fails
to produce a preferred candidate in the first instance. If the search process, however, does not
produce a successful placement, and there is an understanding that the City of Rolling Hills and
Peckham & McKenney each take responsibility for whatever errors may have been made, we will
conduct a second recruitment process for the cost of expenses only (approximately $7,500).
As Albert Einstein said, the definition of insanity is “doing the same thing over and over again and
expecting different results.” Prior to reopening the recruitment again, we will thoroughly review
with the City what adjustments in approach, compensation, or other variables may be necessary to
ensure a successful outcome.
Ethics
Time and again, we receive unsolicited comments from clients and candidates relating to our
integrity and high ethics.
§ First, we believe in honesty. No client should ever appoint an individual without being fully
knowledgeable of the candidate’s complete background and history. Conversely, no candidate
should ever enter into a new career opportunity without full disclosure of any organizational
“issues.”
§ We strive to keep everyone involved in a recruitment process informed of the status. Not only
do we provide regular updates to our clients, but we also have a reputation for keeping our
candidates posted.
§ As recruitment professionals, we do not recruit our placements -- ever. Should a placement of
ours have an interest in a position for which we are recruiting, they may choose to apply.
However, if they become a finalist, we ask that they speak to their supervisor to alert them of
their intent.
§ During an active engagement, we do not recruit staff from our client agencies for another
recruitment. Nor do we “parallel process” a candidate, thereby pitting 1 client against another
for the same candidate.
§ We are retained only by client agencies and not by our candidates. While we have a reputation
for being actively involved in the profession and providing training, workshops, and general
advice to candidates, we represent only our clients. In addition, we always represent and speak
of our clients in a positive manner; during the recruitment engagement as well as years after.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 11 of 13 197
EXHIBIT B
FEE AND COST SCHEDULE
198
COST OF SERVICES
Peckham & McKenney is unique among recruiting firms for several reasons including having a
fixed all-inclusive fee. Over years of experience, we have found that an all-inclusive fee is
simpler, cost-effective, and efficient. Our all-inclusive fee includes professional fees and
expenses (out-of-pocket costs associated with advertising, consultant travel, administrative
support / printing / copying / postage / materials, telephone / technology, partial background
checks on recommended candidates, and full background check on selected finalist only).
Knowing the uniqueness of Rolling Hills, City’s past challenges finding successful candidates,
the competitiveness among cities for qualified professionals, and what is involved in
conducting an effective search for a City Clerk and other professional positions, we believe
that the complete recruitment process represented herein is necessary. However, knowing the
City, we are reducing our customary rate for conducting an individual recruitment from $26,000
to $22,500 per recruitment ($45,000 in total for 2 recruitments).
Additional Service Costs
The following “menu” details fees for additional requested services. Some fees may be
negotiated.
Facilitation of Community Forum $1,500
Community Survey & Analysis of Results $1,500
Additional meeting day (up to four days as detailed herein are included) $500 - $1,000/mtg
Each additional full background check after the first per recruitment $300/each
Additional placement within organization* $5,000 (if selected within 1 year)
*If the City of Rolling Hills hires additional candidates from among those recommended for
another position within 1 year of the close of the recruitment(s), a fee of $5,000 will be charged
to the City.
City of Rolling Hills Proposal
Recruitment for City Clerk and Senior Management Analyst
Peckham & McKenney
Page 9 of 13 199
Agenda Item No.: 8.B
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ALAN PALERMO, PROJECT MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CONSIDER AND APPROVE AN APPLICATION TO THE CALIFORNIA
JOINT POWERS INSURANCE AUTHORITY (CJPIA) FOR A LOAN TO
FUND THE CITY HALL AMERICANS WITH DISABILITIES ACT (ADA)
IMPROVEMENTS
DATE:January 11, 2021
BACKGROUND:
Preparation of the ADA Transition Plan began in 2017 when the California Joint Powers Insurance
Authority (CPJIA) supported the effort in hiring a consultant to draft an ADA Transition Plan for the
City. Disability Access Consultants Corp (DAC) was engaged and performed inspections of the City
Hall campus and access to the location. Based on inspections, DAC prepared the Accessibility Survey
Transition Plan.
On January 14, 2019 staff provided an update to City Council on the status of the Accessibility Survey
Transition Plan, the database compiled by DAC of identified ADA barriers, and the next steps in
addressing identified ADA barriers. In December 2019, based on the Accessibility Survey Transition
Plan, the City released a Request for Proposal for architectural and engineering design services to
prepare ADA improvement plans for City Hall, excluding building exterior path of travel. On January
13, 2020, four proposals were received. Based on the RFP evaluation criteria, Pacific Architecture and
Engineering, Inc. (PAE) was identified as being the most qualified firm based on their overall
experience with municipalities and previous ADA compliance work. At the January 27, 2020 City
Council Meeting, City Council engaged the services of PAE to prepare ADA improvement plans. PAE
has commenced design and is proceeding with preparation of construction documents.
The California Joint Powers Insurance Authority (JPIA) is committed to helping members reduce risk
by providing a variety of resources. Through the Executive Committee’s authorization, the Authority’s
ADA Financing Program will make financing available to members on an as-needed basis each year for
the development of a current ADA barrier removal projects. The financing provided through this
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program is intended to encourage members to complete ADA barrier removal projects for the purposes
of reducing risk exposure. All financing requests will go through an approval process by the Executive
Committee.
Members selected to receive funds must repay the amount, plus interest, with level annual payments of
principal and interest over a five-year term. The preliminary estimate of the interest rate of the
financing is 1.91%, based on the Authority’s portfolio return rate (1.41%; as of September 30, 2020),
plus 50 basis points (0.50%). The Authority reserves the right to review and adjust the rate at the
beginning of the year for each year in which financing is issued. While the interest rate may change in
subsequent program years, all financing disbursed in a particular year will maintain that fixed rate
throughout the repayment period. Members who receive funding through this program are welcome to
apply in following years, but funding priority will generally be given to members that have not received
previous funding from the Authority for this program.
The application deadline for the current financing program is January 13, 2021.
DISCUSSION:
Prior to March 2020, the interest rates that the Finance Department reported from banking institutions
for Certificate of Deposits (CD)s hovered above 2 to 2.5%. CDs make a big percentage of the City's
investment portfolio. When the City Council decided to move forward with the engineering design of
the ADA improvements for City Hall, staff started to review financing options because it was
anticipated that the City would also be implementing other capital improvements such as the tennis
court improvements, the 8" sewer main along Portuguese Bend Road/Rolling Hills Road, and City Hall
campus site improvements, around the same time. The financing option, prior to March 2020,
presented a low interest rate loan (versus the interest rate if the funds were invested) and would alleviate
the cash flow by spreading the expenditure over a period of five years, allowing other capital
improvements to be implemented simultaneously. The lender is also a reliable source that has the
utmost interest to eliminate liability risks to the city. In all, the financing option provided by the CJPIA
was good option.
Since March 2020, the Finance Department has reported that the interest rates on CDs have dropped to
below 1%. CJPIA specified that the current rate of the loan is 1.91%. While the difference in interest
rates alone does not present a financial advantage for the City, the loan will allow the City to spread the
expenditure over a five year period. In the five year period the interest rates may change again but the
interest rate would be locked in per the rate of the fund disbursement year allowing the City to plan for
future year expenses with certainty.
FISCAL IMPACT:
The construction of the ADA improvements for City Hall is anticipated to be funded using General
Fund. Obtaining a loan to fund this project will spread the impact to the General Fund over several
years at locked-in interest rate.
RECOMMENDATION:
Staff recommends that the City Council move to approve submitting an application to the California
Joint Powers Insurance Authority for a loan to fund the City Hall ADA Improvements.
ATTACHMENTS:
ADA-Financing-Program-Year-Three-Application_2020.01.07.pdf
201
202
Rev. 10/ Page 1 of 9 ADA Barrier Removal Financing Program
ADA Financing Program
OVERVIEW
The Authority is committed to helping members reduce risk by providing a variety of
resources. Through the Executive Committee’s authorization, the Authority’s ADA
Financing Program will make financing available to members on an as-needed basis each
year for the development of a current and complete ADA Transition Plan and ADA barrier
removal projects.
The financing provided through this program is intended to encourage members to
complete ADA Transition Plan development or ADA barrier removal projects for the
purposes of reducing risk exposure. All financing requests will go through an approval
process by the Executive Committee.
Members selected to receive funds must repay the amount, plus interest, with level
annual payments of principal and interest over a five-year term.
Members who receive funding through this program are welcome to apply in following
years, but funding priority will generally be given to members that have not received
previous funding from the Authority for this program.
REQUIREMENTS
In order to be eligible for the ADA Financing Program, members must meet the following
requirements at the time of application:
x The agency must be current on any other payment plans with the Authority.
x If applying for a barrier removal project, the proposed work must be identified
in the agency’s current and complete ADA transition plan. [Note: This
requirement does not apply if your agency is applying for ADA Transition Plan
financing.]
203
California JPIA
ADA Financing Program Application
Rev. 10/ Page 2 of 9 ADA Financing Program
INSTRUCTIONS
The deadline for submitting a complete application for consideration during this cycle
of funding is January 1, 202.
Please submit a completed application and any supporting documentation via e-mail (with
the e-mail subject title of “ADA Financing Program Application”) to Abraham Han,
Administrative Analyst: ahan@cjpia.org
APPLICATION REVIEW
The allocation of financing will be determined based on set application review criteria.
Authority staff and the Executive Committee will review and evaluate applications based
on the following significant considerations:
x Total funding amount requested by the member
x Total amount of funding requested from all applicants during each funding cycle
x Readiness to begin work
x Information of member’s past ADA claim(s) and its relevance to the proposed
project
x Financial need
x Member has attempted to access and leverage other funding sources for the
proposed project
x Risk associated with not doing the project
The application review period is expected to be completed within 60 days of the
application deadline.
NOTIFICATION AND AWARD OF FUNDS
Generally, the funding threshold for each eligible project is expected to be approved in
the range of $100,000 to $300,000. However, approved financing by the Executive
Committee may exceed that amount.
Before the financing is disbursed, the member must adopt a resolution (a resolution
template is available upon request) approving participation in the program, and review
and execute either (i) a promissory note for the financing if the member’s source of
repayment is not subject to the debt limit clause of the California Constitution; or (ii) lease
and lease-back documentation if the source of repayment is subject to the constitutional
debt limit clause. The documentation will be prepared by special counsel to the Authority
and will include the parties involved, the principal amount borrowed, the interest rate for
the financing, repayment terms, etc.
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 3 of 9 ADA Financing Program
QUESTIONS
Questions about the ADA Financing Program and the application process may be
directed to Abraham Han, Administrative Analyst at ahan@cjpia.org or (562) 467-8778.
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 4 of 9 ADA Financing Program
MEMBER INFORMATION
Agency Name ___________________________________________
Primary Contact
Name: ___________________________________________
Title: ___________________________________________
Phone: ___________________________________________
E-mail:___________________________________________
Alternate Contact
Name: ___________________________________________
Title: ___________________________________________
Phone: ___________________________________________
E-mail:___________________________________________
City of Rolling Hills
Elaine Jeng
City Manager
(310) 377-1521
ejeng@cityofrh.net
Meredith Elguira
Planning and Community Services Director
(310) 377-1521
melguira@cityofrh.net
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 5 of 9 ADA Financing Program
FUNDING REQUEST
Is your agency’s funding request for: 1) the development of a complete and current ADA
Transition Plan (a prerequisite in applying for funding for barrier removal projects), or 2)
a barrier removal project (check one)?
___ ADA Transition Plan Development ___ Barrier Removal Project
Total Requested Funding from California JPIA: $ ________________
Estimated Total Cost of Project (include funding from all sources): $ ________________
PROPOSED ADA TRANSITION PLAN DEVELOPMENT INFORMATION
Note: If your agency already has a current and complete ADA Transition Plan, please skip this section
and proceed to the next section (“Proposed Barrier Removal Project Information”).
The development of an ADA Transition Plan will involve an ADA consultant conducting an
overall diagnostic of the agency, performing inspections (e.g., buildings, facilities, public rights of
way, etc.), and assisting in the development of a complete ADA Transition Plan.
Project Description/Justification (maximum 500 words) – Please include: 1) general
description of project or work, 2) statement of readiness, and 3) whether there are alternate
sources of funding for this work if funds are not granted by the Authority.
300,000
350,000
✔
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 6 of 9 ADA Financing Program
PROPOSED BARRIER REMOVAL PROJECT INFORMATION
Note: If your funding request is for ADA Transition Plan development, please skip this section
and complete the previous section (“Proposed ADA Transition Plan Development Information”).
Project Title: ________________________________________
Is this a new ADA project or a continuation of an existing ADA project (check one)?
___ New Project ___ Continuation of Existing Project
Has the proposed project or work been approved by your governing body, if applicable,
pending financing approval from the California JPIA (check one)?
___ Yes ___ No
What financing amount has your agency approved and authorized from the
California JPIA for this project or work?
$ _____________________________
Estimated Project Start Date: ____________________________
Estimated Project Completion Date: ____________________________
Project Description/Justification (maximum 500 words) – Please include: 1) general
description of project or work, 2) statement of readiness, and 3) whether there are alternate
sources of funding for this work if funds are not granted by the Authority.
300,000
July 2021
December 2021
Preparation of construction documents and specifications for improvements to public
facilities for ADA compliance including, but not limited to, entryways to facilities,
restrooms, public areas, and signage. Specifically, The City if Rolling Hills is looking to
make improvements to comply with ADA requirements for the City Hall building as
surveyed and identified in the draft ADA Accessibility Survey/Transition Plan with the
goal of implementing these improvements beginning in FY2020.
Upon completion and approval of the construction documents, the City will solicit bids
from contractors and engage the winning bidder to construct the improvements for
City Hall to bring the building in compliance with ADA requirements.
The City has retained a Professional Services firm to prepare the construction
documents, this work is currently under way and teh City expects the documents to be
approved for bidding in early second quarter 2021.
The City will use General Fund monies to fund the construction work if it’s ADA
✔
✔
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 7 of 9 ADA Financing Program
REPAYMENT AND RELATED MATTERS
Please describe the source of funds to be used to repay the borrowing (e.g., general fund
of the member, enterprise revenues, etc.):
If the source of repayment is subject to the debt limit clause of the California Constitution,
please identify a facility, or a site improved with a facility, that the member owns that has
an insured or replacement value at least equal to the amount of requested funding, which
facility, or site and facility, can be the subject of a lease-leaseback financing structure:
Note that the facility, or the site and facility, must not be encumbered, for any real property
to be leased.
The City will use General Fund of the Member to repay the money borrowed for this
project.
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 8 of 9 ADA Financing Program
GENERAL TERMS AND CONDITIONS
Below are the general financing terms and conditions for the ADA Financing Program.
More detailed financing terms and conditions will be provided to members with Authority
funding-approved projects through the execution and delivery of appropriate
documentation, and adoption by the member’s governing board of authorizing legislation
in a form provided by the Authority, before financing disbursement.
Interest Rate: The preliminary estimate of the interest rate of the financing is
. %, based on the Authority’s portfolio return rate (.%; as of September 30,
20), plus 50 basis points (0.50%). The Authority reserves the right to review and
adjust the rate at the beginning of the year for each year in which financing is issued.
While the interest rate may change in subsequent program years, all financing
disbursed in a particular year will maintain that fixed rate throughout the repayment
period.
Administration Fee: Members will be responsible for fees related to administering
the ADA Financing Program. Fees are one-time per financing, and they are
determined based on the agency’s financing category.
Repayment: Members will repay the financing to the Authority within five years of the
date of financing disbursement. Therefore, five years is the maximum repayment term for
the financing. Members will receive an annual invoice from the Authority for one-fifth of
the total financing amount every year for five years. The Authority will periodically
evaluate the appropriateness of annual invoicing and make adjustments, if needed.
Proof of Completed Work: Members will need to provide proof that the project or work
outlined for the financing has been completed. Members may provide either copies of
invoices or a written statement of completed work. If the member opts to submit a written
statement, it should be on official agency letterhead and signed by the chief executive.
Late or Delinquent Payments: Fees and penalties will be assessed on late payments.
Financing Category Fee Amount Note(s)
Promissory Note $2,500 Non-debt limit entity or special revenue repayment source
Lease Agreement &
Property Lease $4,000 Debt limit entity leasing facilities only
Lease Agreement & Site
and Facilities Lease $5,000 Debt limit entity leasing real property and facilities
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California JPIA
ADA Financing Program Application
Rev. 10/ Page 9 of 9 ADA Financing Program
ACKNOWLEDGMENT
I acknowledge that I understand the general requirements and guidelines of the ADA
Financing Program. I am authorized to sign and submit this application on behalf of my
agency. If I am the authorized officer of the agency executing this application, but have
not directly completed the application, then I acknowledge that I have reviewed all
information in the application for accuracy and applicability.
I also acknowledge that the submittal of an application does not guarantee ADA financing,
and I further acknowledge that the Authority will conduct an application review to
determine which proposed work will be selected for funding. I agree to provide any
additional documentation requested by the Authority for the purposes of application
review.
Furthermore, I understand that an incomplete application may result in a delay in
processing the application.
Chief Executive
Signature: _____________________________________
Printed Name: _____________________________________
Title: _____________________________________
Agency Name: _____________________________________
Date: _____________________________________
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Agenda Item No.: 8.C
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ALAN PALERMO, PROJECT MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CONSIDER AND APPROVE AN AMENDED AGREEMENT WITH
PACIFIC ARCHITECTURE AND ENGINEERING INC. TO PROVIDE
DESIGN OF AN EMERGENCY STANDBY GENERATOR FOR THE CITY
HALL CAMPUS.
DATE:January 11, 2021
BACKGROUND:
The current emergency standby generator is outdated and no longer functioning properly. Over the past
few years City staff has enlisted several maintenance firms to service the existing generator. The
existing emergency standby generator is at the end of its life cycle and the City is looking to replace the
existing equipment with a new emergency standby generator.
Repair activities for the current generator was presented to the City Council on October 26, 2020.
Based on the information provided, the City Council directed staff to seek professional expertise to
assist staff with unit replacement.
DISCUSSION:
Pacific Architecture and Engineering Inc. (PAE) is currently working on the design of Americans with
Disabilities Act (ADA) improvements at City Hall. As a part of the scope, PAE already has a
Mechanical, Electrical and Plumbing (ME) team supporting the effort. The ADA improvements include
the relocation of the electrical panel and the relocation of the transfer switch for the standby generator.
Since this component would need to be coordinated with the standby generator, economically it would
be advantageous for the City to amend PAE's scope of work to include the design of a new standby
generator for City Hall campus.
In discussions with PAE to assist with the City's current needs, PAE recommended to initiate the work
on the standby generator by conducting an assessment/schematic design to include the following tasks:
Review the load required of the generator (all uses that need to be powered by the generator);
Evaluate the health and condition of all connections from the generator to all uses serviced by the
generator;
Identify the appropriate AQMD permits (by tier);
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Survey the nearby uses (such as schools) for notification as required by AQMD;
Size the generator until based on constraints and requirements including selecting from a list of
units pre-approved by AQMD; and
Survey mechanical needs and evaluate the existing health and condition of the existing housing
for necessary plumbing piping needs
PAE estimates the assessment will require 8 weeks to complete. Design of the system will require
another 12 weeks of development. Given this timeframe, staff has secured pricing for mobile generator
a backup until a new unit is implemented.
FISCAL IMPACT:
The adopted budget for FY2020-2021 had $20,000 for repairs and maintenance for the City Hall
campus. This budget can be used partially to fund the assessment/schematic and final design. The
shortfall can funded within the adopted budget from salary savings
RECOMMENDATION:
Staff recommends that the City Council approve an amended agreement with Pacific Architecture and
Engineering Inc. to provide assessment/schematic and final design for a standby generator for the City
Hall campus.
ATTACHMENTS:
8AStaffReport_October262020.pdf
20201229_rolling hills generator_.pdf
Amendment to PSA - Architectural and Engineering Services-c1_2021-01-08.pdf
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Agenda Item No.: 8.A
Mtg. Date: 10/26/2020
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:CONSIDER THE PROPOSALS FOR A NEW STANDBY GENERATOR TO
REPLACE A NON-WORKING STANDBY GENERATOR FOR CITY
HALL, CONSIDER OPTIONS FOR EQUIPMENT REPLACEMENT AND
PERMITTING, AND PROVIDE DIRECTION TO STAFF.
DATE:October 26, 2020
BACKGROUND:
The standby generator serving City Hall is not operable. Below is a list of repair activities since
February 2019.
February through April, 2019. Affordable Generator Services (AGS) performed an annual
maintenance on the standby generator. AGS replaced fuel line, primed fuel circuit, started engine
to find the area that was welded as a temporarily repair, still leaks when unit is running. AGS
removed the fuel line to attempt a different welding process to try and repair the obsolete fuel
line. Councilmember Pat Wilson provided pro bono mechanic services to repair the broken fuel
line by fabricating a new line, welding the line to the unit and cleaned up coolant and liquid under
generator.
April 2019. AGS continued maintenance activities after the repair of the fuel line and conducted a
load bank test. AGS found large amounts of coolant under engine, unplugged block heater and
provided spare parts for the enclosure.
June 2019. City staff does not have the expertise to validate the remarks and recommendations
by AGS so staff requested another service provider Duthie Power to perform an assessment of the
unit. Duthie Power recommended that the unit should not be repaired because with age, the unit
will need more repairs and more replacement parts to marginally prolong the useful life of the
unit. Duthie Power provided a quote for a new generator.
September 2019 To understand the operability of the components relating to unit, Duthie Power
was asked to conducted a test on the automatic transfer switch (ATS). After the test, Duthie
Power reported that the injection pump is failing and needs to be pulled out to be rebuilt/repaired.
Duthie Power forwarded an estimate with the recommended repair.
November 2019 Duthie Power added 15 gallons of AQMD approved low sulfur red dyed diesel
fuel to generator belly tank , bringing level to 95% full. Duthie Power also disabled battery
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charger, removed & dispose of hazmat material associated with the batteries. Duthie Power
installed two GRP8D starting batteries and applied terminal protective coating, enable battery
charger, adjust as needed.
June 2020: AGS was requested to validate the repairs performed by Duthie Power but AGS
declined to provide service. Epic Power was requested to inspect the unit to validate Duthie
Power's work. Epic Power reported one gauge is broken, noted that there was oil in radiator,
reported that the switch is good but board and relay need to be replaced. Epic Power reported
several unsuccessful attempts to locate replacement parts.
DISCUSSION:
Observations and recommendations from several generator service companies, the standby generator
continues to deteriorate. Each maintenance call results in another inoperable part and or non-working
status. The staff does not have the expertise to validate the observations and recommendations of
vendors and as such have used a two vendor system to validate the work performed on the unit. With
multiple vendors noting that the existing unit has reached its useful life and recommended replacement,
staff requested estimates from vendors to replace the unit but the unit would require a permit from Air
Quality Management District (AQMD).
Only two vendors submitted proposals: Duthie Power and Sun Electric. Both vendors recommended a
80KW diesel generator. Sun Electric proposed to also remove the existing automatic transfer switch
(ATS) and install one 400 amp ATS while Duthie Power noted that ATS replacement and breaker
replacement are excluded from the proposal. In review the proposals, and lacking expertise in this area,
staff questions the following:
Does the ATS need replacement?
Does a structural engineer need to review the anchor to the new unit?
Is 80KW appropriate for City Hall given that over the years, the facility added multiple devices
needing power?
Does the electrical panel need to be upgraded?
Which brand of generator is best for a facility like City Hall?
In lieu of moving forward with replacing the unit with the most economical proposal, staff is
recommending that the City Council solicit the services of a Mechanical, Electrical and Plumbing
(MEP)consultant to assist staff with development of unit specifications most appropriate for the City
Hall campus and identify other ancillary work for a complete repair of the system.
FISCAL IMPACT:
The adopted budget for FY20-21 includes $20,000 for contractual services for repairs and maintenance
to City Hall. This budget can be used for the services of a MEP professional to assist City staff with the
scope to repair the standby generator system.
RECOMMENDATION:
Staff recommends that the City Council review the proposals to replace the existing standby generator,
consider the options for replacement and permitting and provide instructions to staff.
ATTACHMENTS:
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Duthie_City of Rolling Hills quote for 80KW.pdf
Sun Electric_Generator Quote 75KW.pdf
216
217
218
219
FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT
THIS FIRST AMENDMENT TO PROFESSIONAL SERVICES
AGREEMENT (“First Amendment”) is made and entered into this ___ day of
January 2021 in the City of Rolling Hills, County of Los Angeles, State of
California, by and between the CITY OF ROLLING HILLS, a California municipal
corporation (hereinafter the “CITY”), and Pacific Architecture and Engineering,
Inc., a corporation (hereinafter the “CONSULTANT”).
1. RECITALS:
A. On February 24, 2020, the City entered into a Professional
Services Agreement with Consultant (“Agreement”) for architectural and
engineering design services to prepare ADA improvement plans for the City; and
B. City and Consultant now desire to amend the Agreement to expand
the scope of work, clarify the term, and increase the cost so that Consultant may
provide engineering services for the replacement of the generator at City Hall;
and
C. CONSULTANT is well qualified by reason of education, training,
and experience to perform such services; and
D. CONSULTANT is willing to render such professional services as
hereinafter defined.
Now, therefore, for and in consideration of the mutual covenants and
conditions herein contained, CITY hereby engages CONSULTANT and
CONSULTANT agrees to perform the services set forth in this Agreement.
1. CITY and CONSULTANT agree to replace Exhibit A that was attached to
the Agreement with Exhibit A that is attached to this First Amendment and
incorporated herein by reference.
2. Paragraph 3 (COST) of the Agreement is amended to read as follows:
3. COST
The CITY agrees to pay CONSULTANT for the services required by this
Agreement on a Time and Materials basis as set forth in Exhibit A subject
to an amount not to exceed $76,473.49. This fee includes all expenses,
consisting of all incidental blueprinting, photography, travel, attendance at
meetings, and miscellaneous costs, estimated to be accrued during that
period. It also includes any escalation or inflation factors anticipated. Any
increase in Agreement cost or scope of work shall be by express written
amendment approved by the CITY and CONSULTANT.
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3. Paragraph 9 (TERM OF CONTRACT) of the Agreement is amended to
read as follows:
9. TERM OF CONTRACT
This Agreement shall be valid until the completion of the construction
based on the plans prepared pursuant to Project 1 (Architectural and
Engineering Design Services to Prepare ADA Improvements for City)
identified in Exhibit A.
4. All terms and conditions of the Agreement not amended by this First
Amendment remain in full force and effect.
IN WITNESS WHEREOF, the parties hereto have executed this First
Amendment on the date and year first above written.
CITY OF ROLLING HILLS PACIFIC ARCHITECTURE AND
ENGINEERING, INC.
CITY MANAGER: PRINCIPAL PROJECT MANAGER
__________________________ __________________________
ELAINE JENG JUN FUJITA HALL
ATTEST:
__________________________
CITY CLERK
APPROVED AS TO FORM:
__________________________
MICHAEL JENKINS
CITY ATTORNEY
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225
226
227
228
229
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231
Agenda Item No.: 8.D
Mtg. Date: 01/11/2021
TO:HONORABLE MAYOR AND MEMBERS OF THE CITY COUNCIL
FROM:ELAINE JENG, CITY MANAGER
THRU:ELAINE JENG P.E., CITY MANAGER
SUBJECT:DISCUSS AND EVALUATE CURRENT LIST OF CITY COUNCIL AD
HOC SUBCOMMITTEES
DATE:January 11, 2021
BACKGROUND:
Annually, when the City Council re-organizes and selects a new Mayor and Mayor Pro Tem, the City
Council also re-organizes the committee assignments. The last re-organization of the committee
assignments was approved by the City Council on May 11, 2020. The current committee assignments
include three Ad Hoc Subcommittees as follows:
1. Housing Ad Hoc Subcommittee
2. Fire Fuel Reduction Ad Hoc Subcommittee
3. Single Utility Pole Underground Ad Hoc Subcommittee
DISCUSSION:
The Single Utility Pole Underground Ad Hoc Subcommittee was created to draft a policy establishing
criteria for monetary contributions to undergrounding utility poles that are not a part of assessment
districts. The contribution is purposed to incentivize property owners to take on utility undergrounding
projects. The subcommittee presented a policy and the policy was adopted by the City Council on July
27, 2020. Having met the goal of the subcommittee, the City Council dissolved the subcommittee on
July 27, 2020.
The Housing Ad Hoc Subcommittee was created to determine the location most appropriate for multi-
family zoning as required by the State. The Housing Ad Hoc Subcommittee was engaged as recently as
mid-December 2020 evaluating the State's feedback on the proposed site for an overlay zone for multi-
family. The Housing Ad Hoc Subcommittee would reach its goal once the revised 5th Cycle Housing
Element is submitted to the State for review and certification. The submittal and certification is
anticipated in February/March 2021.
According to City records, the Fire Fuel Reduction Ad Hoc Subcommittee has been in existence since
232
2010. Records in 2010 also showed that the goal of the Fire Fuel Reduction Subcommittee is to
determine the measures the City should take with regard to fire prevention strategies and consider and
recommend programs to the CIty Council.
As a matter of best practices, an ad hoc subcommittee should be dissolved once its specific task has
been completed. Fire fuel management and abatement appears to be an on-going concern for the
community as fire fuel present risks of wildfires. It may be most appropriate to create a standing
committee to address the issue in lieu of an ad hoc subcommittee. Staff recommends that the City
Council dissolve the Fire Fuel Reduction Ad Hoc Subcommittee and create a standing committee to
address wildfire prevention strategies and to recommend programs to the City Council.
FISCAL IMPACT:
This is no fiscal impact to evaluate the City Council committee assignments and implement best
practices.
RECOMMENDATION:
Staff recommends that the City Council dissolve the Fire Fuel Reduction Ad Hoc Subcommittee and
create a standing committee to address wildfire prevention strategies and to recommend programs to the
City Council.
ATTACHMENTS:
20-21 Committee Assignments_2020-05-11_final.pdf
10-11 Committee Assignments.pdf
10-11 Committee mtg schedules & objectives.pdf
233
CITY OF ROLLING HILLS CITY COUNCIL
COMMITTEE ASSIGNMENTS
2020/2021
D = Delegate A = Alternate X = Representative
P:\CITY COUNCIL MEETINGS\2021 CITY COUNCIL AGENDAS\01-11-2021\20-21 Committee Assignments_2020-05-11_final
Draft: Apr, 17, 2020
1.OFFICIAL COMMITTEES/BOARDS
COMMITTEE LIAISON BLACK DIERINGER MIRSCH PIEPER WI LSON
a.CALIFORNIA CONTRACT CITIES ASSOCIATION D A
b.LEAGUE OF CA CITIES D A
c.SOUTH BAY CITIES COUNCIL OF GOVERNMENTS D
d.LA SANITATION DISTRICT NO. 5 A D
e.VECTOR CONTROL DISTRICT
f.SMBRC - WATERSHED ADVISORY COUNCIL (RALPH SCHMOLLER-D)
g.PEN. REG. LAW ENFORCEMENT COM./PUBLIC SAFETY D D
h.PENINSULA CITIES MAYORS' COMMITTEE A D
i.LOS ANGELES COUNTY CITY SELECTION COMMITTEE A D
j.SOUTHERN CALIFORNIA ASSOC. OF GOVERNMENTS (SCAG)A D
2.CITY COUNCIL COMMITTEES (STANDING)
COMMITTEE BLACK DIERINGER MIRSCH PIEPER WI LSON
a.PERSONNEL X X
b.FINANCE/BUDGET/AUDIT X X
c.PLANNING COMMISSION LIAISON X
d.EMERGENCY SERVICES/DISASTER PREPAREDNESS X X
e.TENNIS CLUB LIAISON X
f.CABALLEROS LIAISON X
g.INSURANCE COMMITTEE (CJPIA)D A
h.WOMEN'S COMMUNITY CLUB LIAISON X
i.TRAFFIC COMMISSION REPRESENTATIVE X
j.SOLID WASTE/RECYCLING X X
k.CITY/ASSOCIATION LIAISON X
l.UNDERGROUND UTILITY X X
3.AD HOC SUBCOMMITTEES (FYI ONLY)
COMMITTEE BLACK DIERINGER MIRSCH PIEPER WI LSON
a.HOUSING AD HOC SUBCOMMITTEE X X
b.FIRE FUEL REDUCTION AD HOC SUBCOMMITTEE X X
c.SINGLE UTILITY POLE UNDERGROUND AD HOC SUBCOM X X
234
CITY OF ROLLING HILLS CITY COUNCIL
COMMITTEE ASSIGNMENTS
2010/2011
D = Delegate A = Alternate X = Representative I = I ncumbent
REV. APPROVED 03-08-10
1 OFFICIAL COMMITTEES/BOARDS REQUIRING DELEGATE AND ALTERNATE
COMMITTEE LIAISON BLACK HEINSHEIMER HILL LAY PERNELL
a.CALIFORNIA CONTRACT CITIES ASSOCIATION A(I)D(I)
b.LA SANITATION DISTRICT NO. 5 A D
c.SOUTH BAY CITIES COUNCIL OF GOVERNMENTS D(A)
d.VECTOR CONTROL DISTRICT (Loren DeRoy)
e.PEN. REG. LAW ENFORCEMENT COM./PUBLIC SAFETY D(I)D(I)
f.PENINSULA CITIES MAYORS' COMMITTEE A D
2 CITY COUNCIL COMMITTEES (STANDING)
COMMITTEE BLACK HEINSHEIMER HILL LAY PERNELL
a.PERSONNEL X(I)X(I)
b.FINANCE/BUDGET X X
d.PLANNING COMMISSION LIAISON X(I)
e.EMERGENCY SERVICES/DISASTER PREPAREDNESS X(I)X
f.TENNIS CLUB LIAISON X(I)
g.CABALLEROS LIAISON X(I)
h.INSURANCE COMMITTEE (CJPIA)A(I)D(I)
i.WOMEN'S COMMUNITY CLUB LIAISON D(I)
j.TRAFFIC COMMISSION REPRESENTATIVE X(I)
k.SOLID WASTE/RECYCLING X X(I)
l.CITY/ASSOCIATION LIAISON X(I)
m.UNDERGROUND UTIILTY X(I)X
3 AD HOC SUBCOMMITTEES (FYI ONLY)
COMMITTEE BLACK HEINSHEIMER HILL LAY PERNELL
a.FIRE CODE AD HOC SUBCOMMITTEE X X
b.FIRE FUEL REDUCTION AD HOC SUBCOMMITTEE X X
235
Approved March 8, 2010 Page 1 of 5
CITY OF ROLLING HILLS
COMMITTEE MEETING SCHEDULES and OBJECTIVES
1. OFFICIAL COMMITTEES/BOARDS REQUIRING DELEGATE AND ALTERNATE
COMMITTEE MEETING TIME MEETING
LOCATION
MISSION OF ORGANIZATION
CALIFORNIA CONTRACT
CITIES ASSOCIATION
(310) 861-3908
3rd Wednesday of each month
6:30 p.m. Social;
7:00 p.m. Dinner/Meeting
Rotates, as different
cities host the meeting
Focus on issues specific to contracting for
municipal services and broader issues affecting all
contract cities.
L.A. COUNTY SANITATION
DISTRICT NO. 5
(213) 685-5217
3rd Wednesday of each month
1:30 p.m.
Torrance City Hall-3rd
Floor
Assembly Room
3031 Torrance Blvd.
Torrance
Serves to collect, treat and dispose of wastewater
and provide for the disposal and management of
solid wastes in a cost effective and
environmentally sound manner.
SOUTH BAY CITIES COUNCIL
OF GOVERNMENTS
(310) 374-1819
4th Thursday of each month
7:00 p.m.
Various Locations Serves to provide a forum to ensure that cities
retain local control, and obtain desired outcomes
from federal, state, and regional agencies.
VECTOR CONTROL DISTRICT
(310) 915-7370
2nd Thursday of each month
7:00 p.m.
District Office
6750 Centinela Ave.
Culver City
Serves to control insect vectors and surveillance of
vector-borne diseases.
PENINSULA REGIONAL LAW
ENFORCEMENT COMMITTEE
Quarterly – 2nd Thursday in
February, April, October &
November
8:00 a.m.
City of Rolling Hills
City Council Chambers
2 Portuguese Bend Road
Rolling Hills
Make important decisions related to deployment of
law enforcement in Peninsula region.
PENINSULA CITIES MAYORS
COMMITTEE
3rd Wednesday of each month
before the Sanitation District
Meeting; 12:00 noon Luncheon
The Depot
1250 Cabrillo Avenue
Torrance
Discuss matters of concern to Peninsula Cities.
236
Approved March 8, 2010 Page 2 of 5
2. CITY COUNCIL COMMITTEES
COMMITTEE MEETING FREQUENCY ROLE PURPOSE/GOALS/OBJECTIVES
Personnel 1. As needed for consideration of the appointment of
Commissioners and Committee members.
2. A minimum of 1x/yr for review of the City
Manager’s contract.
3. Generally called at request of City Manager.
Recommend a course of action to
the City Council.
• Consider candidates for Commissions
and Committees.
• Respond to compensation matters
recommended by the City Manager.
Finance/Budget 1. A minimum of 1x/yr for review of the annual
audit findings, review of the City’s investment and
financial policies and review of the proposed fiscal
year budget.
2. Generally called at request of City Manager.
3. As needed to respond to financial concerns or
fiscal irregularities.
Recommend a course of action to
the City Council.
• Evaluate and consider budget and
financial matters to maintain the City
in a positive and safe fiscal position.
Planning
Commission
Liaison
As needed to address items of mutual interest
between the City Council and Planning Commission.
Serve as a conduit on matters
between the City Council and
Planning Commission.
• Provide the Commission with a
perspective of the City Council.
Emergency
Services /
Disaster
Preparedness
Representative
As needed, meets the 4th Wednesday of every month. Serves as Co-Chair of the
Disaster Preparedness Committee
• Provide staff with information and
guidance for the direction of the
Committee.
• Chair meetings.
Tennis Club
Liaison
As needed to address items of mutual interest
between the City Council and Tennis Club.
Serve as a conduit on matters
between the City Council and
Tennis Club.
• Represent the City at social events of
the Club.
• Provide event-related information
from the Club to the City Council.
• Represent the City before the Club on
specific topics as directed by the City
Council.
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Approved March 8, 2010 Page 3 of 5
CITY COUNCIL COMMITTEES (continued)
COMMITTEE MEETING FREQUENCY ROLE PURPOSE/GOALS/OBJECTIVES
Caballeros
Liaison
As needed to address items of mutual interest
between the City Council and Caballeros.
Serve as a conduit on matters
between the City Council and
Caballeros.
• Represent the City at social events of
the organization.
• Provide event-related information
from the organization to the City
Council.
• Represent the City before the
organization on specific topics as
directed by the City Council.
Insurance
Committee
(CJPIA)
One meeting per year. Represent Rolling Hills at the
annual Board meeting.
• Represent the City before the
organization.
• Provide information from the
organization to the City Council.
Women’s
Community Club
Liaison
As needed to address items of mutual interest
between the City Council and Women’s Club.
Serve as a conduit on matters
between the City Council and
Women’s Club.
• Represent the City at social events of
the organization.
• Provide event-related information
from the organization to the City
Council.
• Represent the City before the
organization on specific topics as
directed by the City Council.
Traffic
Commission
Representative
4th Thursday of odd months. Serves as Chair of the Traffic
Commission
• Chair meetings.
Solid
Waste/Recycling
As needed. Serve as a conduit between the
solid waste hauler(s) and the City
Council.
• Evaluate and consider financial
matters, service levels and regulation
related to the collection and disposal
of solid waste.
City/Association
Liaison
As needed to address items between the City Council
and the Rolling Hills Community Association
(RHCA).
Serve as a conduit for the
dissemination of information
between the City Council and
RHCA.
• Represent the City at social events of
the organization.
• Provide event-related information
from the organization to the City
Council.
• Represent the City before the
organization on specific topics as
238
Approved March 8, 2010 Page 4 of 5
directed by the City Council.
239
Approved March 8, 2010 Page 5 of 5
CITY COUNCIL COMMITTEES (continued)
COMMITTEE MEETING FREQUENCY ROLE PURPOSE/GOALS/OBJECTIVES
Underground
Utility
As needed. Address topics related to the
undergrounding of utilities and
present recommendations to the
City Council.
• Evaluate opportunities and programs
for undergrounding utilities.
• Consider and recommend programs
to the City Council.
3. CITY COUNCIL AD HOC SUBCOMMITTEES
COMMITTEE MEETING FREQUENCY ROLE PURPOSE/GOALS/OBJECTIVES
Fire Code As needed. Address topics related to the
application of the Fire Code and
present recommendations to the
City Council.
• Evaluate and decide if the City should
follow the State or County Fire Code
• Make a recommendation to the City
Council
Fire Fuel
Reduction
As needed. Address topics related to the
reduction of the fire fuel load in
the City and present
recommendations to the City
Council.
• Determine what measures the City
should take with regard to fire
prevention strategies
• Consider and recommend programs
to the City Council
240