Honorable Mayor and Members of the Hermosa Beach City Council
Special Meeting of February 15, 2024
Title
CIVIC FACILITIES COMMUNITY ENGAGEMENT PLAN
(Continued from January 23, 2024)
(City Manager Suja Lowenthal)
Body
Recommended Action:
Recommendation
Staff recommends City Council:
1. Receive and provide comment on a recommended community engagement plan for civic facilities (Attachment 1);
2. Approve a Professional Services Agreement with Fullerton Consulting Partners, LLC to provide technical support services for the community engagement phase and development services to the City for a term ending December 31, 2025 at a not-to-exceed amount of $43,750 (Attachment 2) and authorize the City Manager to execute and the City Clerk to attest to the proposed agreement, subject to approval by the City Attorney; and
3. If so desired, provide direction regarding the creation of an informal civic facilities community advisory group.
Body
Executive Summary:
City Council, at its November 29, 2023 facilities study session, directed staff to return with a minimum six-month civic facilities community engagement plan. Staff presents this item outlining a 12- to 18-month plan to engage the community regarding the City's aging facilities; and its current and future civic facility needs. Based on Council’s direction, staff would finalize a scope of work and proceed with the issuance of a request for proposals (RFP) to secure a firm to provide the desired community outreach services. Staff would also proceed with the formation of an informal civic facilities community advisory group to carefully review and provide feedback regarding project options.
Background:
In addition to streets, sewers, and stormwater systems, civic facilities are an important component of the City’s infrastructure. The City’s facilities were constructed over 70 years ago and are severely aged; their replacement having been deferred for many years. Current and past City Councils have demonstrated a commitment to addressing these needs by making long-term financial planning and review of City infrastructure and facilities a top priority in its Capital Improvement Program (CIP) and strategic planning efforts.
Past facility studies were commissioned to assess the structural/seismic conditions (CivilSource Study, 2015) and space/operational needs of City buildings (Mary McGrath Architects Assessment, 2016). In parallel with these studies, a facilities workgroup was established comprising of representatives from the departments of Police, Fire, Public Works, Finance, and the City Manager. The workgroup enlisted the services of Mary McGrath Architects to assist in developing a City Facilities Strategic Plan. This high-level plan looked at: 1) Space Needs; 2) Facility Improvement/Development Scenarios, and; 3) Preliminary Order of Magnitude Costs (range of costs) for the Police and Fire Stations, City Hall, and Public Works Yard facility. The draft plan and development scenarios were reviewed and discussed by City Council at its May 4, 2016 facilities study session. The goal of the strategic plan and study session was to guide the community toward a long-term vision for core facilities and help the City Council prioritize and inform capital improvement decisions and potential funding alternatives.
Following Council direction, the City issued a Request for Proposals to identify a team qualified to perform a community-wide library services needs assessment in two phases. The first phase of work included conducting a space needs assessment with supporting community outreach, and the second phase of work would include using the identified space needs to develop conceptual plans and related budgets. Griffin Structures, Inc. was selected to perform the work and began Phase 1 in the fall of 2016. The final Library Needs Assessment report was submitted to the City in July 2017. Following completion of Phase 1 in 2017, Griffin Structures, Inc. and City staff proceeded with development of conceptual site plan options and related budget estimates, which were presented to City Council at its October 4, 2017 study session. Ultimately, City Council and the City Manager’s Department opted to hold off on further investment of consultant time until funding opportunities were identified, and placed the project on hold.
Since 2017, the City Council made important decisions related to the City’s fire services, the future of the fire station, and the closure of Bard Street, as well as the prioritization of the City’s Corporate Yard Facilities renovation project (CIP 615). Each of these decisions has significant impacts on the City’s budget and strategic planning of future civic facility improvements.
On November 29, 2023, City Council held a Facilities Study Session as an introductory informational workshop to build on facilities studies and strategic plans completed from 2013 through 2017 and to help develop a financing and development plan for a potential civic center revitalization. The study session format allowed staff, and an industry professional, to cover the City’s current land inventory, identify operational and maintenance issues of the current buildings, review a possible plan of finance for a civic facilities project, outline a plan for project procurement, and provide an opportunity for Councilmembers to consider and ask questions regarding the City’s civic facilities.
At the conclusion of the special meeting, City Council directed staff to return to its January 23, 2024 meeting with a minimum six-month plan for community engagement regarding the City’s aging facilities and current and future civic facility needs. Mayor Massey recommended the creation of an alternative body to the City Council to refine the options prior to larger community feedback and a recommendation to City Council. It was further suggested that a structured calendar with regular touch points be created to move the project forward to a decision point.
Discussion:
As directed by City Council at its November 29, 2023 facilities study session, staff presents a proposed 12- to 18-month community engagement plan outlined as follows and in Attachment 1. The proposed plan is designed to both engage the community at large regarding the City’s aging facilities and civic facility needs and to work intimately with an advisory body to review refine project options, assist with a recommendation to City Council, and act as ambassadors to the community at-large.
The proposed community engagement plan includes:
1. Formation of an informal civic facilities community advisory group with balanced representation to review and discuss project options, financing, and community feedback (up to four meetings).
2. Creation of a project website and social media materials.
3. Development of project messaging, a fact sheet, an online survey, and public comment cards.
4. Facilitate up to six meetings with community members (three in-person meetings, one virtual meeting, and two open house style gatherings).
5. Presentations to City’s Boards and Commissions, as directed.
6. Attendance at up to 14 City or community events such as the Farmer’s Market and Surfers Walk of Fame over the 12-to 18-month period.
7. Facilitate discussions with non-profit organizations and local businesses.
To implement the proposed 12- to 18-month community engagement plan, staff would require the assistance of a professional community engagement firm with relevant public project experience. As outlined in the following table, a review of similar recent projects indicates that the requested services may range from $50,000 to $150,000 depending on the final requested scope of work.
Upon City Council’s approval of the proposed community engagement plan, staff would finalize a scope of work and proceed with the issuance of a request for proposals (RFP) for community outreach services, return to City Council at a future meeting for contract award, and proceed with the formation of an informal civic facilities community advisory group.
Staff also requests approval to execute a Professional Services Agreement with Fullerton Consulting Partners, LLC to at a not-to-exceed amount of $43,750 and term ending December 31, 2025 to proceed with the next phase of the civic facilities project (Attachment 2). The prior agreement to prepare the initial feasibility study, which is now complete, carried a total not-to-exceed amount of $29,925.
Mr. Fullerton’s knowledge and expertise would not only ensure that the community engagement phase builds upon the work already undertaken but would also provide the ability to test project scope alternatives against financial models and retain connection to market trends. Mr. Fullerton would participate in every meeting with members of the community serving as the technical support to the community engagement process, presenting the project and answering questions. Based on community input, Mr. Fullerton would assist with the development of a plan of finance and California Environmental Quality Act (CEQA) approval strategy.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:
Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.
Policies:
• 1.2 Strategic planning. Regularly discuss and set priorities at the City Council and management level to prioritize work programs and staffing needs.
• 1.6 Long-term considerations. Prioritize decisions that provide long-term community benefit and discourage decisions that provide short-term community benefit but reduce long-term opportunities.
Goal 2. The community is active and engaged in decision-making processes.
Policy:
• 2.4 Public forums. Host periodic public forums on issues important to the community, facilitating these forums with the purpose of guiding City policy.
Goal 5. Small beach town character is reflected throughout Hermosa Beach.
Policies:
• 5.5 Community benefits. Consider incentives for new development that provide a substantial economic benefit to the community such as retail sales taxes, transient occupancy taxes or higher-paying jobs. Prohibit the provision of incentives that outweigh the direct benefits from the use.
• 5.8 Public private partnerships. Pursue the use of public-private partnerships to implement projects and efforts that maintain character and benefit the community.
Goal 6. A broad-based and long-term economic development strategy for Hermosa Beach that supports existing businesses while attracting new business and tourism.
Policy:
• 6.2 Regional presence. Encourage economic development strategies that will make Hermosa Beach a driving force and jobs center behind the regional economy of the South Bay region.
Infrastructure Element
Goal 1. Infrastructure systems are functional, safe, and well maintained.
Policy:
• 1.2 Priority investments. Use City Council established priorities and the Capital Improvement Program (CIP) to identify and allocate funding for projects identified in the infrastructure plan.
Fiscal Impact:
If approved, the proposed contract with Fullerton Consulting Partners, LLC in the amount of $43,750 would be funded through available CIP 605 City Facilities Condition and Needs Assessment budget in the Capital Improvement Fund. The current Fiscal Year 2023-24 budget for CIP 605 is $474,012.
Based on review of similar efforts in other jurisdictions, a 12- to 18-month community outreach agreement engagement plan may cost between $50,000 and $150,000 depending on the final scope of work. After completion of the competitive selection process, staff would return to City Council at a future meeting with the recommended firm for contract award.
Attachments:
1. Proposed Community Engagement Plan
2. Daft Professional Services Agreement with Fullerton Consulting Partners, LLC
3. Link to May 4, 2016 City Council Staff Report
4. Link to October 4, 2017 City Council Staff Report
5. Link to October 2, 2019 City Council Staff Report
6. Link to November 29, 2023 City Council Staff Report
Respectfully Submitted by: Leo Zalyan, Management Analyst
Concur: Angela Crespi, Deputy City Manager
Concur: Joe SanClemente, Public Works Director
Concur: Carrie Tai, Community Development Director
Noted for Fiscal Impact: Viki Copeland, Finance Director
Legal Review: Patrick Donegan, City Attorney
Approved: Suja Lowenthal, City Manager