On the agenda: Malibu meeting — facial recognition (Mar 23)
Past ⚠ Agenda Watch Malibu, California · Monday, March 23, 2026 — 6 months ago
About this record
The published agenda for the March 23, 2026 meeting contains: "facial recognition". The meeting has passed. The agenda stays here as a permanent public record.
Check the agenda document for the meeting time.
The agenda, word for word
Government public record — the full text of the published document, archived October 4, 2026. Gold highlighting of key terms is ours, not the original’s. Read the original document ↗
PLEASE DOWNLOAD THE AGENDA DOCUMENT FOR
INSTRUCTIONS ON HOW TO PARTICIPATE IN THE MEETING
1. Amended Agenda
Documents:
260323_AMENDED_AGENDA.PDF
2. Item 1B2
Approve Warrants
Documents:
CC_260323_ITEM_1B2.PDF
3. Item 1B3
Approval of Minutes
Documents:
CC_260323_ITEM_1B3.PDF
4. Item 1B4
Mayors’ Monarch Pledge
Documents:
CC_260323_ITEM_1B4.PDF
5. Item 1B5
Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP
(dba LSL, LLP) for Financial Auditing Services
Documents:
CC_260323_ITEM_1B5.PDF
6. Item 1B6
Professional Services Agreement for On-Call Plan Check Services
Documents:
CC_260323_ITEM_1B6.PDF
Professional Services Agreement for On-Call Plan Check Services
Documents:
CC_260323_ITEM_1B6.PDF
7. Item 1B7
Amendment No. 1 to Professional Services Agreement with Frederick Fisher and
Partners for a Masterplan/Concept Design for Heathercliff Recreation Center and Ioki
Temporary Sports Fields
Documents:
CC_260323_ITEM_1B7.PDF
8. Item 1B8
Amendment to Professional Services Agreement for On-Call Construction Management
Services
Documents:
CC_260323_ITEM_1B8.PDF
9. Item 1B9
Malibu Coast Animal Hospital Roof Repair Project Change Order
Documents:
CC_260323_ITEM_1B9.PDF
10. Item 1B10
Professional Services Agreement with Blue Line Solutions
Documents:
CC_260323_ITEM_1B10.PDF
CC_260323_ITEM_1B10_SUPPLEMENTAL.PDF
11. Item 1B11
Letter of Support for the Langley Family
Documents:
CC_260323_ITEM_1B11.PDF
12. Item 5A
Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and
clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations
related to Accessory Dwelling Units
12. Item 5A
Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and
clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations
related to Accessory Dwelling Units
Documents:
CC_260323_ITEM_5A.PDF
13. Item 7A
After-Action Review of the City’s Response to the Franklin and Palisades Fires
Documents:
CC_260323_ITEM_7A.PDF
HOW TO VIEW THE MEETING: The meeting will be live streamed at www.malibucity.org/video
and via Zoom Webinar.
HOW TO PARTICIPATE BEFORE THE MEETING: Members of the public are encouraged to
submit email correspondence to [email protected] before the meeting begins.
HOW TO PARTICIPATE IN-PERSON DURING THE MEETING: In order to participate inperson, each speaker must complete and submit to the Recording Secretary a Request to Speak form.
In-person participants may also surrender their opportunity to speak on a particular item to defer one
minute to another in-person speaker. Meeting room doors will open 30 minutes before the meeting.
HOW TO PARTICIPATE REMOTELY DURING THE MEETING: The City has been
experiencing extreme technical issues with its broadcast and zoom capabilities. It is strongly
recommended that those who wish to participate do so in person as zoom participation is not
guaranteed. While the City intends to allow zoom participation if possible, the meeting will not be
cancelled or continued if technical difficulties impact the ability to accept public participation over
Zoom. In such case only in-person participation will be allowed. In order to participate remotely, you
must be present in the Zoom Webinar during the item that you would like to speak on and use the
Raise Hand feature to request to speak when the Mayor calls the item. When you join the Zoom
Webinar you may see a pop-up asking you to enter an email address, but a valid email address is not
required.
Amended1 Malibu City Council
Regular Meeting Agenda
Monday, March 23, 2026
4:00 P.M. - CLOSED SESSION
City Hall – Council Chambers (call to order)
Westward Room (closed session)
23825 Stuart Ranch Road
5:30 P.M. – CITY COUNCIL REGULAR MEETING
City Hall – Council Chambers
23825 Stuart Ranch Road
Zoom Webinar Link:
https://us02web.zoom.us/j/87985644870
Four p.m. Convene for Purpose of Closed Session
Call to Order – Mayor (Council Chambers)
Public Comment on Closed Session Items
1 See the addition of Closed Session and Consent Calendar Item No. 1.B.11., modified recommended action for Consent Calendar
Item No. 1.B.10, and Ordinance and Public Hearing Item No. 5.A., and removal of New Business Item No. 7.B.
AMENDED City Council Regular Meeting Agenda
Page - 2 -
March 23, 2026
Recess to Closed Session (to be held in the Westward Room)
This time has been set aside for the City Council to meet in a closed session to discuss matters pursuant to Government
Code Section 54956.9. Based on the advice of the City Attorney, discussion in open session concerning these matters would
prejudice the position of the City in this litigation. The City Attorney will give an additional oral report regarding the Closed
Session at the beginning of the next regular City Council meeting. At the conclusion of the Closed Session, the Council may
continue any item listed on the Closed Session agenda to the Open Session agenda for discussion or to take formal action
as it may deem appropriate.
Conference with Legal Counsel – Anticipated Litigation
1.
Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code section
54956.9
Number of potential cases: (2)
Conference with Legal Counsel – Existing litigation pursuant to Government Code Section 54956.9(d)(1):
1.
City of Malibu v. State of California, et al., Case No. 26STCV05031
2.
City of Malibu v. Federal Aviation Administration, et al. (9th Cir. 2024) Case No. 24-2503
Five-thirty p.m.
Regular Session
Call to Order - Mayor
Roll Call - Recording Secretary
Pledge of Allegiance
Report on Posting of Agenda – March 12, 2026; Amended Agenda posted March 20, 2026
Approval of Agenda
1.
Consent Calendar
Items in Consent Calendar Section A have already been considered by the Council at a previous meeting where the
public was invited to comment, after which a decision was made. Resolutions concerning decisions made at
previous meetings are for the purpose of memorializing the decision to assure the accuracy of the findings, the prior
vote, and any conditions imposed. Items in Consent Calendar Section B have not been discussed previously by the
Council. Members of the public may comment on the consent calendar as a whole. After public comment, the
Council may remove items from the Consent Calendar for individual consideration before adopting the Consent
Calendar.
A.
Previously Discussed Items
None.
AMENDED City Council Regular Meeting Agenda
B.
Page - 3 -
March 23, 2026
New Items
1.
Waive Further Reading
Recommended Action: After the City Attorney has read the title, waive full reading of
ordinances considered on this agenda for introduction on first reading and/or second
reading and adoption.
Staff Contact: Interim City Attorney Rusin, 456-2489, ext. 228
2.
Approve Warrants
Recommended Action: Allow and approve warrant demand numbers 78263-78398 on the
register from the General Fund and direct the City Manager to pay out the funds to each of
the claimants listed in Warrant Register No. 786 in the amount of the warrant appearing
opposite their names, for the purposes stated on the respective demands in a total amount
of $1,589,587.18. City of Malibu payroll check number 5565-5567 and ACH deposits were
issued in the amount of $927,026.02.
Staff Contact: Assistant City Manager Smith, 456-2489, ext. 239
3.
Approval of Minutes
Recommended Action: Approve the minutes for the August 7, 2025 Special Meeting.
Staff Contact: City Clerk Pettijohn, 456-2489, ext. 228
4.
Mayors’ Monarch Pledge
Recommended Action: 1) Authorize Mayor Silverstein to sign the National Wildlife
Federation Mayors’ Monarch Pledge, renewing the City’s commitment to help save the
monarch butterfly; and 2) Direct staff to implement measures to meet the commitments of
the Mayors’ Monarch Pledge in support of monarch and pollinator conservation.
Staff Contact: Community Services Director Riesgo, 456-2489, ext. 350
5.
Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP
(dba LSL, LLP) for Financial Auditing Services
Recommended Action: Authorize the Mayor to execute Amendment No. 4 to Professional
Services Agreement with Lance, Soll, & Lunghard, LLP (“LSL”) for Financial Auditing
Services.
Staff Contact: Assistant City Manager Smith, 456-2489, ext. 239
6.
Professional Services Agreement for On-Call Plan Check Services
Recommended Action: Authorize the Mayor to execute a professional services agreement
with 4Leaf, Inc. to provide on-call plan check services
Staff Contact: Community Development Director Bundy, 456-2489, ext. 229
AMENDED City Council Regular Meeting Agenda
7.
Page - 4 -
March 23, 2026
Amendment No. 1 to Professional Services Agreement with Frederick Fisher and Partners
for a Masterplan/Concept Design for Heathercliff Recreation Center and Ioki Temporary
Sports Fields
Recommended Action: Authorize the Mayor to execute Amendment No. 1 to Professional
Services Agreement with Frederick Fisher & Partners, Architects, a California stock
corporation (Frederick Fisher and Partners) to include design services for temporary sports
fields on the Ioki Property.
Staff Contact: Interim Assistant City Manager DuBoux, 456-2489, ext. 339
8.
Amendment to Professional Services Agreement for On-Call Construction Management
Services
Recommended Action: Authorize the Mayor to execute Amendment No. 3 to the
Professional Services Agreement with Filippin Engineering (Filippin) amending
compensation in the amount of $300,000 for a total not to exceed $1,366,408.60 for OnCall Construction Management Services related to the City’s Capital Improvement
Program.
Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338
9.
Malibu Coast Animal Hospital Roof Repair Project Change Order
Recommended Action: Authorize an increase of construction change order funding of
$15,000 to Felson Group, Inc., for a total aggregate amount of $27,707.40.
Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338
10.
Professional Services Agreement with Blue Line Solutions
Recommended Action: Continue this item to the April 13, 2026 Regular City Council
meeting.
Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338
11.
Letter of Support for the Langley Family
Recommended Action: Adopt Resolution No. 26-14 urging the County of Los Angeles to
conduct a comprehensive safety evaluation of Malibu Canyon Road.
Staff Contact: Assistant to the City Manager Kajszo, 456-2489, ext. 224
2.
Ceremonial/Presentations
A.
3.
Presentation of Commendation to Candace Bond in Recognition of her Service as Interim City
Manager
Commission / Committee / City Manager Updates
AMENDED City Council Regular Meeting Agenda
4.
Page - 5 -
March 23, 2026
Written and Oral Communications from the Public (Subsequent items to be heard after 6:30 p.m.)
The Oral Communication portion of the agenda is for members of the public to present items, which are not listed
on the agenda but are under the subject matter jurisdiction of the City Council. No action may be taken under,
except to direct staff, unless the Council, by a two-thirds vote, determines that there is a need to take immediate
action and that need came to the attention of the City after the posting of the agenda. Although no action may be
taken, the Council and staff will follow up, at an appropriate time, on those items needing response.
5.
A.
Communications from the Public concerning matters which are not on the agenda but for which
the City Council has subject matter jurisdiction. City Council may not act on these matters except
to refer the matters to staff or schedule the matters for a future agenda.
B.
City Council Subcommittee reports / Mayor and Councilmember meeting attendance, reports and
inquiries
Ordinances and Public Hearings
For Public Hearings involving zoning matters the appellant and applicant will be given 15 minutes each to present
their position to the City Council, including rebuttal time.
A.
Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and
clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations related to
Accessory Dwelling Units
Recommended Action: Continue the item to a date uncertain.
Staff Contact: Community Development Director Bundy, 456-2489, ext. 229
6.
Old Business
Old Business items have appeared on previous agendas with no final action having been taken.
None.
7.
New Business
New Business items are appearing for the first time for formal action.
A.
After-Action Review of the City’s Response to the Franklin and Palisades Fires
Recommended Action: Receive and file a report on the After-Action Review of the City’s
Response to the Franklin and Palisades Fires.
Staff Contact: Public Safety Director Dueñas, 456-2489, ext. 313
8.
Council Items
City Council Items are items, which individual members of the City Council may bring up for action, to propose
future agenda items or to suggest future staff assignments.
None.
Adjournment
AMENDED City Council Regular Meeting Agenda
Page - 6 -
March 23, 2026
Future Regular Meetings
Monday, April 13, 2026
Monday, April 27, 2026
Monday, May 11, 2026
5:30 p.m.
5:30 p.m.
5:30 p.m.
Regular City Council Meeting
Regular City Council Meeting
Regular City Council Meeting
City Hall Council Chambers
City Hall Council Chambers
City Hall Council Chambers
Guide to the City Council Proceedings and Decorum
Public Communications: Each speaker is limited to three (3) minutes. Members of the public may speak during the
meeting in-person or through the Zoom application, although it is strongly recommended that those who wish to
participate do so in person. While the City intends to allow zoom participation, the meeting will not be cancelled or
continued if technical difficulties impact the ability to accept public comment over Zoom. In order to participate remotely,
you must be present in the Zoom Webinar during the item that you would like to speak on and use the Raise Hand feature
to request to speak when the Mayor calls the item. In order to participate in-person, each speaker must complete and
submit to the Recording Secretary a Request to Speak form prior to the beginning of the item being announced by the
Mayor. In-person participants may surrender their time by deferring one (1) minute to another in-person speaker, not to
exceed a total of eight (8) minutes. The speaker wishing to defer time must be present when the item is heard and their
form must be submitted with the speaker form for the individual they are deferring time to. Speakers are taken in the
order slips are submitted or hands are raised.
On specific agenda items Councilmembers may question any person addressing the City Council at the conclusion of all
public testimony on that agenda item before the Council. Councilmembers shall not engage any member of the public in
a dialogue with themselves other Councilmembers, city staff or other members of the public.
Role of the Presiding Officer: The presiding officer of the City Council, who shall be the Mayor, shall be responsible
for maintaining the order and decorum of meetings. It shall be the duty of the presiding officer to ensure that these rules
of procedure and decorum are followed at all times. The presiding officer shall maintain control of communication
between Councilmembers, between the Council and the public, and chair each meeting in a fair and impartial manner. It
shall be the duty of each Councilmember to support the presiding officer in maintaining the order and decorum of Council
meetings.
Members of the Audience: Members of the audience shall not engage in disorderly or boisterous conduct, including
clapping, whistling, stamping of feet, or other acts which disturb, disrupt, impede or otherwise disturb the orderly conduct
of the City Council meeting. Persons addressing the City Council shall not engage in disorderly conduct which disrupts,
or otherwise impedes the orderly conduct or Council meetings. Any person who so disrupts a Council meeting may, at
the discretion of the presiding officer or a majority of the City Council, be subject to ejection from that meeting.
No new items will be taken-up after 10:30 p.m. without a two-thirds vote of the City Council.
City Council meetings are aired live and replayed on City of Malibu Government Access Channel 3 and are
available on demand on the City’s website at www.malibucity.org/video. Copies of the staff reports or other written
documentation relating to each item of business described above are on file in the office of the City Clerk, Malibu City
Hall, 23825 Stuart Ranch Road, Malibu, California, and are available for public inspection during regular office hours,
which are 7:30 a.m. to 5:30 p.m. Monday through Thursday and 7:30 a.m. to 4:30 p.m. Friday. Written materials
distributed to the City Council within 72 hours of the City Council meeting are available for public inspection
immediately upon distribution in the City Clerk's office at 23825 Stuart Ranch Road, Malibu, California (Government
Code Section 54957.5.b.2). Copies of staff reports and written materials may be purchased for $0.10 per page.
The City Hall phone number is (310) 456-2489. To contact City Hall using a telecommunication device for the deaf (TDD),
please call (800) 735-2929 and a California Relay Service operator will assist you. In compliance with the Americans
with Disabilities Act, if you need special assistance to participate in this meeting, please contact Environmental
Sustainability Director Yolanda Bundy, (310) 456-2489, ext. 229. Notification 48 hours prior to the meeting will enable
the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102-35.104 ADD Title
II].
AMENDED City Council Regular Meeting Agenda
Page - 7 -
March 23, 2026
Requests to show an audio or video presentation during a Council meeting should be directed to the Media Team
at [email protected]. Material must be submitted by 12:00 p.m. on the meeting day.
I hereby certify under penalty of perjury, under the laws of the State of California that the foregoing agenda was posted
in accordance with the applicable legal requirements. Regular and Adjourned Regular meeting agendas may be amended
up to 72 hours in advance of the meeting. Dated this 20th day of March 2026 at 10:40 a.m.
Kelsey Pettijohn, City Clerk
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
WARRANT REGISTER NO. 786
On March 23, 2026, the Malibu City Council allowed and approved warrant demand numbers
78263-78398 from the General Fund. The City Manager is hereby directed to pay out the funds
named hereon to each of the claimants listed, the amount appearing opposite their name for the
purpose stated on the respective demands, making a total of $1,589,587.18. City of Malibu
payroll check numbers 5565-5567 and ACH deposits were issued in the amount of $927,026.02.
PASSED, APPROVED and ADOPTED this 23rd day of March 2026.
Bruce Silverstein
Mayor
ATTEST:
Kelsey Pettijohn
City Clerk
CERTIFICATE
In accordance with Govemment Code Sections 37202 and Malibu Municipal Code 3.08.050, I
hereby certify that: (1) the claims or demands set forth in the warrant register(s) listed below and
attached hereto and incorporated herein by this reference in the aggregate amount of
$2,516,613.20 have been audited as to their accuracy; and (2) sufficient funds have been
appropriated by the City Council and are available for the payment thereof.
EXECUTED this 12th day of March 2026, AT MALIBU, CALIFORNIA
Joseph D. Irvin
City Manager
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Accounts Payable
Checks by Date - Summary by Check Number
User:
Printed:
Check No
78263
78264
78265
78266
78267
78268
78269
78270
78271
78272
78273
78274
78275
78276
78277
78278
78279
78280
78281
78282
78283
78284
78285
78286
78287
78288
78289
78290
78291
78292
78293
78294
78295
78296
78297
78298
78299
78300
78301
78302
78303
78304
78305
78306
78307
78308
78309
sflores
3/11/2026 8:53 AM
Vendor No
13STARS
AAAPROP
ACCOUNTE
ANAWALT
APPLE
BATESC
CONEJOA
CWCDRY
DIAANG
DIMALJIN
ENHANCEZ
FRONTIER
GIINDUS
GULDELI
HASSNAT
HDSUPPLY
KIMKI
LACOCLE
LACOWAT
LIVESCAN
LOPJOWIL
MEANSRIC
MOSSER
NATIONA
PUNSALAN
RECONSM
REGAJ
SCEDISO
SCHREED
SOUENV
STAPLES
TRUNORTH
UNVARNIS
VALPARK
Visher
101ROOF
13STARS
BLUETRIT
BURNS
BUXANN
CHARLOTT
COLDEA
DENKERJ
ELIALE
ENTELEGE
FRONTIER
GIINDUS
Vendor Name
Check Date
13 STARS MEDIA
02/25/2026
AAA PROPANE SERVICES INC
02/25/2026
OFFICE TEAM A ROBERT HALF COMP. 02/25/2026
ANAWALT LUMBER CO INC
02/25/2026
APPLEONE
02/25/2026
CARLA BATES
02/25/2026
CONEJO AWARDS
02/25/2026
PAUL JOSEPH CROTEAU
02/25/2026
ANGEL GABRIEL DIAZ
02/25/2026
JINGO G DIMALANTA
02/25/2026
ENHANCED LANDSCAPE MANAGEMI 02/25/2026
FRONTIER CALIFORNLA INC
02/25/2026
‘
GI INDUSTRIES
02/25/2026
ELIZABETH GULDIMANN
02/25/2026
NATHAN HASSALL
02/25/2026
HD SUPPLY INC
02/25/2026
SUNSPIN ENERGY INC
02/25/2026
LA COUNTY REGISTRAR-RECORDER I 02/25/2026
LA CO MALIBU TREASURER-WATER“ 02/25/2026
PAIGE S APAR
02/25/2026
JOAN & WILLIAM LOPATIN
02/25/2026
RICARDO MEANS
02/25/2026
MOSSER PLUMBING & HEATING INC 02/25/2026
NATIONAL CONSTRUCTION RENTALS 02/25/2026
JOEL PUNSALAN
02/25/2026
RESOURCE CONSERVATION DISTRIC] 02/25/2026
JOLYNN M FREED REGAN
02/25/2026
SOUTHERN CALIFORNIA EDISON C01 02/25/2026
REED SCI-IARFF
02/25/2026
SOUTH ENVIORNMENTAL LLC
02/25/2026
STAPLES CONTRACT & COMMERCIA] 02/25/2026
TRUE NORTH COMPLIANCE SERVICE: 02/25/2026
UNVARNISHED INC
02/25/2026
VALET PARKING PROS LLC
02/25/2026
DAVID AND SANDRA VISHER THE VIE 02/25/2026
' 101 ROOFING AND CONSTRUCTION 02/27/2026
13 STARS MEDIA 1
02/27/2026
BLUETRITON BRANDS INC
02/27/2026
BURNS PACIFIC CONSTRUCTION INC 02/27/2026
ANN BUXIE
02/27/2026
CHARLOTTE ANNE WARD ‘
02/27/2026
DEAN COLAROSSI
02/27/2026
JEN DENKER
02/27/2026
ALEXANDRA ELIZONDO
02/27/2026
ENTELEGENT SOLUTIONS INC
02/27/2026
FRONTIER CALIFORNIA INC
02/27/2026
GI INDUSTRIES
02/27/2026
AP Checks by Date - Summary by Check Number (3/1 1/2026 8:53 AM)
Void Checks
Check Amount
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
1,590.16
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
z
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
760.52
1,666.14
139.20
11,975.68
150.00
80.44
3,990.00
50.00
100.00
13,400.00
229.50
I 4,556.14
14.00
150.00
562.64
460.62
25.00
1,051.04
275.00
528.00
450.00
749.01
941.10
100.00
200.00
750.00
34,905.97
50.00
1,533.00
1,132.59
69,870.80
478.00
825.00
750.00
2,439.60
1,818.00
37.96
734.04
2,250.00
2,450.00
1,375.00
200.00
82.31
36.88
531.86
3,563.24
Page 1
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Check No
78310
78311
78312
78313
78314
78315
78316
78317
78318
78319
78320
78321
78322
78323
78324
78325
78326
78327
78328
78329
78330
78331
78332
78333
78334
78335
78336
78337
78338
78339
78340
78341
78342
78343
78344
78345
78346
78347
78348
78349
78350
78351
78352
78353
78354
78355
78356
78357
78358
78359
78360
78361
78362
78363
78364
78365
78366
Vendor No
Vendor Name
Check Date
Void Checks
Check Amount
GIOIA
Grainger
HEATOW
HERLEE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOCLE
LACOWAT
MASTERCO
MCFMAR
QUIPEG
RTW
SCGas
TANNAT
TANTRUST
ULTMAINT
UNDERGR
AMTECH
ATLASPLA
BADMET
BBK
COTTON
CROSSING
CRPRINT
CRUZSTRA
CSGCON
CSLEGACY
CSTASC
DAPEERR
DEPTTRA
ERGOSOLU
ESA
FOXWEATH
FREDERIC
LACOANI
MRGLLC
NEXTIVA
PACIFICP
PEOPCON
RINCONC
RYLAND
SCAFCA
SOLIDWA
SUNSTONE
TETRATE
TRIPEPIS
MICHAEL DANA GIOIA
02/27/2026
WW GRAINGER INC
02/27/2026
HEATHER AND TOWNSEND BELL
02/27/2026
LEE HERRICK
02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA COUNTY REGISTRAR-RECORDER 02/27/2026
LA CO MALIBU TREASURER-WATER" 02/27/2026
MASTER COOLING CORPORATION
02/27/2026
MARY ANN MCFADDEN
02/27/2026
PEG QUINN
02/27/2026
RTW MANAGEMENT
02/27/2026
SOUTHERN CALIFORNIA GAS COMPA 02/27/2026
NATASHA TAN
02/27/2026
KRAWIEC TAN TRUST
02/27/2026
ULTIMATE MAINTENANCE SERVICES 02/27/2026
UNDERGROUND SERVICE ALERT OF 1 02/27/2026
PACIFIC COAST ELEVATOR CORP
02/27/2026
02/27/2026
ATLAS PLANNING SOLUTIONS
BADGER METER INC
02/27/2026
BEST BEST & KRIEGER LLP
02/27/2026
COTTON SHIRES & ASSOCIATES INC 02/27/2026
CROSSING GUARD SERVICES LLC
02/27/2026
EARTH PRINT INC
02/27/2026
CRUZ STRATEGIES LLC
02/27/2026
CSG CONSULTANTS INC
02/27/2026
02/27/2026
CS LEGACY CONSTRUCTION INC
CONSTANT AND ASSOCIATES INC
02/27/2026
DAPEER ROSENBLIT & LITVAK LLP 02/27/2026
STATE OF CA DEPT OF TRANSPORTAT 02/27/2026
ERGO SOLUTION INC
02/27/2026
ENVIRONMENTAL SCIENCE ASSOCIA'. 02/27/2026
FOX WEATHER LLC
02/27/2026
FREDERICK FISHER & PARTNERS ARC 02/27/2026
02/27/2026
LA CO ANIMAL CARE & CONTROL
MUNICIPAL RESOURCE GROUP LLC 02/27/2026
02/27/2026
NEXTIVA INC
PACIFIC PRODUCTION SERVICES INC 02/27/2026
02/27/2026
THE PEOPLE CONCERN
02/27/2026
RINCON CONSULTANTS INC
STLR CORPORATION
02/27/2026
02/27/2026
SCA OF CA LLC
SOLID WASTE SOLUTIONS INC
02/27/2026
02/27/2026
SUNSTONE CITIES LLC
02/27/2026
TETRA TECH INC
02/27/2026
TRIPEPI SMITH & ASSOCIATES
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
4,350.00
581.22
10,395.28
4,800.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
515.67
9,992.43
2,200.00
2,200.00
46,942.00
19.33
3,677.95
200.00
3,250.00
175.55
866.40
6,200.00
39.99
168,924.58
206,765.00
4,066.00
3,674.05
10,000.00
4,811.50
131,457.38
17,693.80
1,482.76
26,947.16
1,300.00
13,268.50
900.00
40,086.13
5,497.64
10,000.00
5,862.05
1,827.20
41,274.00
89,199.75
7,793.75
11,491.20
2,462.25
6,000.00
75,803.45
15,380.00
AP Checks by Date- Summary by Check Number (3/11/2026 8:53 AM)
Page2
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Check NO
78367
78368
78369
78370
78371
78372
78373
78374
78375
78376
78377
78378
78379
78380
78381
78382
78383
78384
78385
78386
78387
78388
78389
78390
78391
78392
78393
78394
78395
78396
78397
78398
Vendor NO
TRUNORTH
UNDERGR
USLABS
YEHASSOC
YUNEX
AETNA
AFLAC
BlueShie
DELTADE
STANDARD
STANDARD
USBANK2
ACCESS
ACCOUNTE
ANDYGUM]
APPLE
CHEVRON2
CONEJOA
CRPRINT
EARTHCAM
GUTSTE
INFINITY
IPC INC
IRIS
LEECH
NEERMANI‘
RIGGINS
SEKMAR
SMICHR
WAVEENTE
YEHASSOC
YUNEX
Vendor Name
Check Date
TRUE NORTH COMPLIANCE SERVICE: 02/27/2026
UNDERGROUND SERVICE ALERT OF E ‘02/27/2026
BUREAU VERITAS NORTH AMERICA I 02/27/2026
YEH AND ASSOCIATES INC
02/27/2026
SIEMENS MOBILITY INC
02/27/2026
HEALTH AND HUMAN RESOURCE CE] 03/04/2026
AFLAC-AMERICAN FAMILY LIFE ASSI 03/04/2026
BLUE SHIELD OF CALIFORNIA
03/04/2026
DELTA DENTAL OF CALIFORNIA
03/04/2026
. STANDARD INSURANCE COMPANY N 03/04/2026
STANDARD INSURANCE COMPANY N 03/04/2026
US BANK
03/04/2026
ACCESS INFORMATION INTERMEDIA’ 03/05/2026
OFFICE TEAM A ROBERT HALF COMP. 03/05/2026
ANDY GUMP INC
03/05/2026
APPLEONE
03/05/2026
WRIGHT EXPRESS FSC WEX BANK
03/05/2026
CONEJO AWARDS
03/05/2026
EARTH PRINT INC
03/05/2026
EARTHCAM INC
03/05/2026
STEVEN GUTIERREZ
03/05/2026
INFINITY TECHNOLOGIES
03/05/2026
INTEGRATED PERFORMANCE CONSU 03/05/2026
LORRIE FEINBERG
03/05/2026
LEECH TISHMAN FUSCALDO & LAMP 03/05/2026
RENEE NEERMANN
03/05/2026
MARIANNE RIGGINS
03/05/2026
MARINA SEK
03/05/2026
CHRISTOPHER SMITH
03/05/2026
WAVE ENTERPRISES INC
03/05/2026
YEH AND ASSOCIATES INC
03/05/2026
SIEMENS MOBILITY INC
03/05/2026
Report Total (136 checks):
AP Checks by Date ~ Summary by Check Number (3/1 1/2026 8:53 AM)
Void Checks
Check Amount
0.00
59,850.14
0.00
39.33
0.00
69,907.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
12,162.66
606.00
187.65
1,128.33
1,740.21
9,61 6.73
11,327.82
362.88
1,146.19
17,168.99
2,069.22
114.98
1,749.84
1,129.48
16.09
2,216.69
832.75
900.00
345.00
126,369.92
8,472.50
7,647.50
1,000.00
1,093.14
44,697.75
1,443.79
15,71 1 .98
12,595.60
5,204.61
0.00
1,589,587.18
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
Page 3
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Accounts Payable
Transactions by Account
User:
sflores
Printed:
Batch:
03/1 1/2026 - 8:55AM
00000000000
Account Number
Vendor
100-0000-202 1-00
100-0000-2021-00
BLUE SHIELD OF CALIFORNIA
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Cobra—Dut
PR 26.02.2026 Vision Care-Cobra-Mc
GL Date
Check No
Amount
03/04/2026
03/04/2026
78374
78374
9‘68
28.53
Vendor Subtotal:
100-0000-2021-00
100-0000-2021-00
100-0000-2021-00
100-0000-202 l -00
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr.
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr.
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr.
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr.
03/04/2026’
03/04/2026
03/04/2026
03/04/2026
38.21
78375
78375
78375
78375
Vendor Subtotal:
100-0000-3202-00
PACIFIC PRODUCTION SERVICE Ref - Film Pennit No. 25-257 Biscuitl
02/27/2026
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
78358
JEN DENKER
Ref - Dog Obedience 1/26 - 3/9/26
02/27/2026
783 12
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78305
AP-Transactions by Account (03/11/2026 — 8:55 AM)
FOX WEATHER LLC
Weather Forecasting - Feb '26
02/27/2026
200.00
200.00
78376 '
Vendor Subtotal:
100—3001-5100-00
254.00
254.00
Vendor Subtotal:
100-3001-4209-00
1,827.20
1,827.20
Vendor Subtotal:
100-0000-3470-00
157.75
50.06
50.06
—50.06
207.81
Vendor Subtotal:
100—0000-343 1-00
PO No
3 1 .68
3 1 .68
78353
900.00 000004668
Page 1
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GI. Date
Check No
Vendor Subtotal:
100-3001-5121-01
SCA OF CA LLC
Street Sweeping Svcs — Jan '26
02/27/2026
STATE OF CA DEPT OF TRANSPO PCH Signals & Lighting - Oct to Dec '
02/27/2026
78362
SIEMENS MOBILITY INC
Traffic Signal Maint - Jan '26
02/27/2026
78350
SOUTHERN CALIFORNIA EDISO Webb Way Signal - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO Cross Creek Rd Ped - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO Traffic Control - 1/2/25 - Ill/26
SOUTHERN CALIFORNIA EDISO Broad Beach - 1/2/254 1/1/26
SOUTHERN CALIFORNIA EDISO Street Lamps - Jan '26
SOUTHERN CALIFORNIA EDISO St Lighting - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO Winter Cyn - 1/2/25 - 1/1/26
02/25/2026
02/25/2026
02/25/2026
02/25/2026
02/25/2026
02/25/2026
02/25/2026
78371
GI INDUSTRIES
GI INDUSTRIES
Garbage - Bus Stop/Cross Creek - Feb
Garbage - City Yard - Feb '26
02/25/2026
02/27/2026
78290
78290
78290
78290
78290 /
78290
78290
UNDERGROUND SERVICE ALER Monthly Fee - Jan '26
UNDERGROUND SERVICE ALER Dig Alerts - Jan '26
02/27/2026
02/27/2026
78275
78309
SIEMENS MOBILITY INC
Traffic Signal Call Outs - Jan '26
03/05/2026
Vendor Subtotal:
AP-Transactions by Account (03/11/2026 - 8:55 AM)
2,648.25
3,320.01
5,968.26
78368
78337
Vendor Subtotal:
100-3001-7800-00
255.88
14.51
137.03
14.04
16.45
3,275.56
10 I .64
3,815.11
Vendor Subtotal:
100-3001-6160-00
100-3001—6160—00
606.00 000004120
606.00
Vendor Subtotal:
100-3001-5725-00
100-3001-5725-00
26,947. 16 000004680
26,947. 16
Vendor Subtotal:
100-3001-5722—00
100-3001-5722-00
100-3001—5722-00 100-3001-5722-00
100-3001-5722-00
100-3001-5722-00
100-3001-5722-00
11,491.20 000004404
11,49 1 .20
Vendor Subtotal:
100-3001-5124-00
PO No
900.00
Vendor Subtotal:
100-3001-5 1 24-00
Amount
39.33
175.55
214.88
78398
5,204.61
5,204.61
Page 2
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
‘y
Account Number
Vendor
100-3007-5610-00
INTEGRATED PERFORMANCE C CCSTF Operation/Maint - Jan '26
Destription
GL Date
Check No
03/05/2026
78389
Vendor Subtotal:
100-3007—5610-01
INTEGRATED PERFORMANCE C PCSTF Operation/Maint - Jan '26
03/05/2026
INTEGRATED PERFORMANCE C Remote Access Fee - Jan '26
03/05/2026
78389
SOUTHERN CALIFORNIA EDISO CCSTF - 1/2/25 - 1/1/26
02/25/2026
78389
INTEGRATED PERFORMANCE C Equipment CCSTF - Jan '26
03/05/2026
78290
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Carter-Fek
03/04/2026
78389
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cane
03/04/2026
78374
CalPERS Health
PR 26.02.2026 Health Insurance-Cane
03/04/2026
78375
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
0
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
CROSSING GUARD SERVICES L1 Crossing Guard Svcs - Jan '26
02/27/2026
50.06
987.69
987.69
78376
Vendor Subtotal:
100-3008-5 1 00-00
9.68
50.06
Vendor Subtotal:
100-3008-4209-00
37.44 000003241
9.68
Vendor Subtotal:
100-3008-4202-00
590.61
37.44
Vendor Subtotal:
100-3008-4101-00
300.00 000003241
590.61
Vendor Subtotal:
100—3008-4101-00
3,913.00 000003241
300.00
Vendor Subtotal:
100-3007—7800-00
3,913.00 000003241
3,913.00
Vendor Subtotal:
100-3007—5722-00
PO NO
3,913.00
Vendor Subtotal:
100-3007-5655-00
Amount
80.20
80.20
78343
4,066.00 000004595
Page 3
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GL Date
Description
Check No
INFINITY TECHNOLOGIES
GIS Svcs - Jan '26
03/05/2026
783 88
Vendor Subtotal:
100-3008-5107-00
100-3008-5107-00
100-3008-5 107-00
APPLEONE
APPLEONE
APPLEONE
Temp Staff - D. Carter 12/27/25
Temp Staff - D. Carter 1/24/26
Temp Staff- D. Caner 11/29/25
02/25/2026
02/25/2026
02/25/2026
STAPLES CONTRACT & COMME Omce Supplies - Public Works
02/25/2026
78267
78267
78267
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Winkler-IV
03/04/2026
78293
STANDARD INSURANCE COMPA PR 26.022026 STD/LTD
03/04/2026
78374
HEALTH AND HUMAN RESOUR( PR 26.02.2026 Employee Assistance-(
03/04/2026
78376
13 STARS MEDIA
Legal Notice - Youth Commission Rec
02/25/2026
78372
ANAWALT LUMBER CO INC
CS - Supplies
02/25/2026
78263
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
BLUETRITON BRANDS INC
Water Delivery for MHS Pool/Blun‘s E
02/27/2026
58. 14
58. 14
78266
Vendor Subtotal:
100-4001-6160-00
1.39
1.39
Vendor Subtotal:
100-4001-6160-00
59.28
59.28
Vendor Subtotal:
100-4001-5401-00
-17.30
-17.30
Vendor Subtotal:
100-4001-4213-00
84.61
84.61
Vendor Subtotal:
100-400 1 -4209-00
848.64
2,438.40
1,272.96
4,560.00
Vendor Subtotal:
100-4001-4203—00
345.00 000004377
345.00
Vendor Subtotal:
100-3008-6160—00
PO NO
4,066.00
Vendor Subtotal:
100-3008-5 1 00—00
Amount
8.81
8.81
78300
37.96
Page 4
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Vendor Subtotal:
100-4002-4209-00
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
RESOURCE CONSERVATION DIS Malibu Monarch Project Lecture ll/2(
02/25/2026
78376
/
03/04/2026
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
78288
JINGO G DIMALANTA
Winter Basketball League 2/7/26
02/25/2026
78376
JOEL PUNSALAN
Referee - Winter Basketball League 2/
02/25/2026
78272
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Woodbury
03/04/2026
78287
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78374
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78376
ELIZABETH GULDIMANN
Reissue CK 73399 - Reimb - Sr. Excul
v 02/25/2026
Vendor Subtotal:
AP-Transactions by Account (03/11/2026 - 8:55 AM)
19.01
19.01
78376
Vendor Subtotal:
100-4008-6160-00
29.04
29.04
Vendor Subtotal:
100-4008-4209-00
100.00
100.00
Vendor Subtotal:
100-4007-4209-00
100.00
100.00
Vendor Subtotal:
100-4007-4203-00 '
34.30
34.30
Vendor Subtotal:
100-4006-5 107-00
200.00
200.00
Vendor Subtotal:
100-4006-5 107-00
11.57
11.57
Vendor Subtotal:
100-4006-4209-00
PO No
37.96
Vendor Subtotal:
100-4003-5 107-00
Amount
5. 12
5. 12
78276
14.00
14.00
Page 5
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
100~4008-6175-00
VALET PARKING PROS LLC
Sr Excursion - Getty Center 2/24/26
GL Date
Check No
Amount
02/25/2026
78296
825.00
Vendor Subtotal:
100-4010—4101-00
100-4010-4101-00
BLUE SHIELD OF CALIFORNIA
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Pacheco—F
PR 26.02.2026 Vision Care-Pacheco-h
03/04/2026
03/04/2026
825.00
78374
78374
Vendor Subtotal:
100-4010-4101-00
100-4010-4101-00
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance—Pacht
DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Pacht
03/04/2026
03/04/2026
CalPERS Health
CalPERS Health
PR 26.02.2026 Health Insurance-Pachr
PR 26.02.2026 Health Insurance-Pach:
78375
78375
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care—Belter—Ma
2,642.43
2,642.43
03/04/2026
03/04/2026
03/04/2026
5,284.86
78374
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78376
HEALTH AND HUMAN RESOUR( PR 26.02.2026 Employee Assistance-I
03/04/2026
78372
Vendor Subtotal:
100-4010-5100-00
SOUTH ENVIORNMENTAL LLC
Biology Consultant - Cross Creek Tree
02/25/2026
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
ULTIMATE MAINTENANCE SER‘ City Parks Janitorial Svcs - Jan '26
02/27/2026
1.39
1.39
78292
1,533.00
1,533.00
Vendor Subtotal:
100-40 1 0-5 100-00
-10.9l
-10.91
Vendor Subtotal:
100-4010—4213—00
-1 1 .23
-l 1 .23
Vendor Subtotal:
100-4010-4209-00
15775
157.75
315.50
Vendor Subtotal:
100-40 l 0—4203-00
28.53
28‘53
57.06
Vendor Subtotal:
100-4010-4202—00
100-40 1 0-4202-00
PO No
78336
3,250.00 000004018
Page 6
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
\
Account Number
Vendor
GL Date
Check NO
Vendor Subtotal:
100-4010-5130-00
100-4010-5 1 30-00
J
’ ENHANCED LANDSCAPE MANA Cross Creek - Tree Removal
ENHANCED LANDSCAPE MANA Equestrian - Arena Grading
ANAWALT LUMBER CO INC
ANAWALT LUMBER CO INC
02/25/2026
02/25/2026
78273
78273
Bluffs - Supplies
Bluffs - Supplies
02/25/2026
02/25/2026
MOSSER PLUMBING & HEATINC Bluffs - Toilet Repairs 1/16/26
02/25/2026
78266
78266
NATIONAL CONSTRUCTION REI Bluffs Portable Toilets 1/8 - 2/4/26
02/25/2026
78285
SOUTHERN CALIFORNIA EDISO Blutfs Park LIB Station - 1/2/25 - 1/1/2
SOUTHERN CALIFORNIA EDISO Community Services - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO Charmlee Park - Jan '26
SOUTHERN CALIFORNIA EDISO Rambla Pacifico - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO PCH Median - 1/2/25 - 1/1/26
02/25/2026
02/25/2026
02/25/2026
02/25/2026
02/25/2026
78286
LA CO MALIBU TREASURER-WA Water - Irrigation Cross Creek 11/4/25
LA CO MALIBU TREASURER-WA Water - PCH Median 11/4/25-1/6/26 A
02/25/2026
02/25/2026
78290
78290
78290
78290
78290
GI INDUSTRIES
GI INDUSTRIES
Garbage - Charmlee Park - Feb ‘26
Garbage - BluEs/Equestrian - Feb ‘26
02/25/2026
02/25/2026
Vendor Subtotal:
AP—Transactions by Account (03/ 1 1/2026 - 8:55 AM)
110.85
992.26
261.30
17.61
16. 17
1,398.19
78281
78281
Vendor Subtotal:
100-4010-5725-00
100-4010-5725-00
941.10
941.10
Vendor Subtotal:
100-4010-5723-00
100-4010-5723-00
749.01
749.01
Vendor Subtotal:
100-40 10-5722-00
100-40 1 0-5722-00
100-4010-5722-00
100-4010-5722-00 100-4010-5722-00
96.80
4.95
101.75
Vendor Subtotal:
100-4010-5710-00
11,400.00 000004678
2,000.00
13,400.00
Vendor Subtotal:
100-4010-5610-00
PO No
3,250.00
Vendor Subtotal:
100-4010-5610-00
100-4010-5610-00
Amount
528.33
315.31
843.64
78275
78275
273.09
1,239.63
1,5 12.72
Page 7
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Amount
100-4010-6300-00
ANAWALT LUMBER CO INC
Parks Maint - Supplies
02/25/2026
78266
28.64
Vendor Subtotal:
100-4012-5107-00
BURNS PACIFIC CONSTRUCTIOI Legacy Park - Poetry Pavers Installatic
02/27/2026
28.64
78301
Vendor Subtotal:
100-4012-5401-00
13 STARS MEDIA
Ad - Art Conservation Clinic 2/5/26
02/25/2026
13 STARS MEDIA
Ad - School Separation 10/23/25
02/27/2026
78263
STLR CORPORATION
School District Separation — Jan '26
02/27/2026
78299
MARIANNE RIGGINS
Reimb - Mayors/Council Members Ac
03/05/2026
78361
CONEJO AWARDS
City Council Name Badges
03/05/2026
78393
STAPLES CONTRACT & COMME Office Supplies - City Council
02/25/2026
78384
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD .
03/04/2026
78293
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
OFFICE TEAM A ROBERT HALF C Temp Staff - K. Franklin 1/23/26
OFFICE TEAM A ROBERT HALF C Temp Staff - K. Franklin 2/13/26
02/25/2026
03/05/2026
59.58
59.58
78376
Vendor Subtotal:
100-7002-5 1 07-00
100-7002-5 1 07—00
16.09
16.09
Vendor Subtotal:
100-7002-4209-00
1,093. 14
1,093. 14
Vendor Subtotal:
100-7001-6160-00
7,793.75 000003541
7,793.75
Vendor Subtotal:
100-700 1 -6160-00
268.00
268.00
Vendor Subtotal:
100-7001-5300-00
268.00
268.00
Vendor Subtotal:
100-7001-5 100-00
734.04
734.04
Vendor Subtotal:
100-7001-5100-00
PO NO
14.21
14.21
78265
78380
1,666. 14
2,069.22
Page 8
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Am ount
Vendor Subtotal:
100-7003-4204-00
DELTA DENTAL OF CALIFORNIA PR 26.022026 Dental Insurance-Bond
3,735.36
03/04/2026
-157.75
78375
-157l75
Vendor Subtotal:
100-7003-4209-00
e
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78376
76.03
Vendor Subtotal:
100-7003-5 100-00
‘ CRUZ STRATEGIES LLC
SMMUSD Separation Lobbying — Feb
76.03
02/27/2026
78345
10,00000 000004647
Vendor Subtotal:
100-7003-5 1 00-00
SUNSTONE CITIES LLC
Economic Recovery Strategy - Jan ‘26
10,000.00
02/27/2026
78364
6,000.00 000004642
Vendor Subtotal:
100-7003 -5 1 07-00
APPLEONE
Temp Staff- A. Cosentino 11/29/25
6,000.00
02/25/2026
78267
1,196.91
Vendor Subtotal:
100-7003-6 1 60~00
STAPLES CONTRACT & COMME omce Supplies - City Manager
1,196.91
02/25/2026
78293
50.41
Vendor Subtotal:
100-7005-510 1-00
BEST BEST & KRIEGER LLP
General Legal Counsel - Dec '25
50‘41
02/27/2026
-
78341
30,537.00 000004588
Vendor Subtotal:
100—7005-5 1 01-01
BEST BEST & KRIEGER LLP
School District Separation - Dec '25
30,537.00
02/27/2026
78341
27,384.10 000004588
Vendor Subtotal:
100-7005~5 102-00
BEST BEST & KRIEGER LLP
Litigation - Dec '25
AP-Transactions by Account (03/1 1/2026 — 8:55 AM)
27,384. 10
02/27/2026
Vendor Subtotal:
PO No
-
78341
'
109,100.28 000004588
109,100.28
Page 9
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
100-7005-5102-00
LEECH TISHMAN FUSCALDO & Legal Svcs — FAA Decision - Dec ‘25
Description
GI. Date
Check No
03/05/2026
78391
Vendor Subtotal:
100-7005-5103-00
DAPEER ROSENBLIT & LITVAK City Prosecutor Svc - Jan '26
02/27/2026
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78349
13 STARS MEDIA
13 STARS MEDIA
Legal Notice - Ordinance No. 528 10/2
Legal Notice - Ordinance No. 527 10/2
02/25/2026
02/25/2026
78376
STAPLES CONTRACT & COMME Office Supplies - City Clerk
02/25/2026
78263
78263
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78293
ATLAS PLANNING SOLUTIONS
Sattey Element Update - Jan ‘26
02/27/2026
78376
CONSTANT AND ASSOCIATES II\ City Evacuation Plan Update - Jan '26
02/27/2026
78339
STEVEN GUTIERREZ
Parking Enforcement Hearings - Feb '2
03/05/2026
Vendor Subtotal:
AP-Transactions by Account (03/11/2026 - 8:55 AM)
32.72
6,200.00 000004545
6,200.00
78348
Vendor Subtotal:
100-702 1 -5 1 00-00
24.21
32.72
Vendor Subtotal:
100-7021-5 1 00-00
52.02
52.02
24.21
Vendor Subtotal:
100-702 1 -5 100-00
29. 11
104.04
Vendor Subtotal:
100-7021-4209-00
1,482.76 000002553
29. 11
Vendor Subtotal:
100—7007-6160-00
7,647.50 000003358
1,482.76
Vendor Subtotal:
100—7007-5401—00
100-7007-5401-00
PO No
7,647.50
Vendor Subtotal:
100-7007-4209-00
Amount
17,693.80 0000046 IO
17,693.80
78387
900100 000004374
900.00
Page 10
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
100-7021-5106-00
LA CO ANIMAL CARE & CONTR‘ Animal Control - Jan '26
Description
GL Date
Check No
02/27/2026
78355
Vendor Subtotal:
100-702 l -51 19-00
THE PEOPLE CONCERN
Homeless Outreach - Jan ‘26
13 STARS MEDIA
02/27/2026
Ad - Wildfire Preparedness 10/23/25
78359
EARTH PRINT INC
Public Safety - EOC Dry Erase Bookle
02/27/2026
78299
SOUTHERN CALIFORNIA EDISO Tier - 1/2/25 - 1/1/26
03/05/2026
78385
ENTELEGENT SOLUTIONS INC
02/25/2026
Emergency Phone Boxes for Parks - F:
78290
BLUE SHIELD OF CALIFORNIA
BLUE SHIELD OF CALIFORNIA
PR 26.022026 Vision Care—Sakina—Fe‘
PR 26.02.2026 Vision Care-Sakina—Mz
02/27/2026
78307
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
03/04/2026
100-7054-5 1 07-00
APPLEONE
Temp Statf- N. Vijayakumar 11/29/25
78374
78374
78376
’
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
CHRISTOPHER SMTTH
Reimb — Cal Cities City Mgrs Conf2/1
9.68
-18.85
02/25/2026
03/05/2026
59.67
59.67
78267
Vendor Subtotal:
100-7054-5300-00
36.88
-9. 17
03/04/2026
Vendor Subtotal:
140.50
36.88
Vendor Subtotal:
100-7054-4209-00
654. 11 000004679
140150
Vendor Subtotal:
100-7054-4203-00
100-7054-4203-00
450.00
654.11
Vendor Subtotal:
100—7021-5721-00
41,274.00 000003783
450.00
Vendor Subtotal:
100-7021-5640—00
5,497.64 000004307
41,274.00
Vendor Subtotal:
100-7021-5405-00
PO No
5,497‘64
Vendor Subtotal:
100-7021-5401-00
Amount
912.96
912.96
78395
1,443.79
Page 11
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Vendor Subtotal:
100-7054-5401-00
Legal Notice — FY24/25 Financial Surr
13 STARS MEDIA
02/2572026
RENEE NEERMANN \
Reimb - Municipal Revenue Handboo]
03/05/2026
78263
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78392
ERGO SOLUTION INC
Ergonomic Evaluations 1/29/26
02/27/2026
78376
PAIGE S APAR
‘
Fingerprinting - New Employees (5)
02/25/2026
78351
MUNICIPAL RESOURCE GROUP HR Support Svcs - Jan '26
02/27/2026
78282
STAPLES CONTRACT & COMME Otfice Supplies - HR Ergonomics
02/25/2026
78356
ALEXANDRA ELIZONDO
Reimb - Employee Luncheon Prizes 2/
02/27/2026
78293
CalPERS Retirement
PR 26.02.2026 PEPRA ER Contributit
03/04/2026
Vendor Subtotal:
AP-Transactions by Account (03/ 11/2026 - 8:55 AM)
135.60
135.60
78306
Vendor Subtotal:
100-7059—4201-00
10,000.00 000004158
10,000.00
Vendor Subtotal:
100-7058-6170-00
275.00
275.00
Vendor Subtotal:
100-7058-6160-00
1,300.00
1,300.00
Vendor Subtotal:
100-7058-5320-00
16161
16.61
Vendor Subtotal:
100-7058-5320-00
1,000‘00
1,000.00
Vendor Subtotal:
100-7058-5100-00
141 .52
14 1 .52
Vendor Subtotal:
100-7058-4209—00
PO No
1,443.79
Vendor Subtotal:
100«7054-6160-00
Amount
82.31
82.31
0
0.01
0.01
Page 12
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GI. Date
Check No
Amount
100—7059-4205-00
STANDARD INSURANCE COMPA PR 26.02.2026 Life Insurance-Roundi1
03/04/2026
78376
-0.08
-0.08
Vendor Subtotal:
100-7059-4209—00
100—7059-4209-00
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD - Rounding
STANDARD INSURANCE COMPA PR 2600202026 STD/LTD
03/04/2026
03/04/2026
78376
78376
Vendor Subtotal:
100-7059-4212-00
CalPERS Health
PR 26.02.2026 Health Insur-ER Share
APPLEONE
APPLEONE
Temp Stalf— S. Parsa 11/29/25
Temp Staff— S. Parsa 2/14/26
03/04/2026
02/25/2026
03/05/2026
37,532.39
37,532.39
78267
78382
Vendor Subtotal:
100-7059-5210-00
SOUTHERN CALIFORNIA EDISO Service Fee - 1/2/25 - 1/1/26
02/25/2026
CalPERS Health
CalPERS Health
PR 26.02.2026 Health Insur-Admln Fe
PR 26.02.2026 Health Insur-Admin Fe
78290
ACCESS INFORMATION INTERM OEsite Records Svcs - Nov '25
ACCESS INFORMATION INTERM Offsite Records Svcs - Dec ‘25
ACCESS INFORMATION INTERM OITsite Records Svcs — Jan '26
03/04/2026
03/04/2026
03/05/2026
03/05/2026
03/05/2026
164.54
34.13
198.67
78379
78379
78379
Vendor Subtotal:
100—7059-572 1 -00
NEXTIVA TNC
City Hall Phone Svcs 2/18 - 3/17/26
02/27/2026
AP-Transactions by Account (03/1 1/2026 — 8:55 AM)
CONEJO AWARDS
Employee Name Badges (4)
02/25/2026
7,104.77 000003532
5,911.51 000003532
4,152.71 000003532
17,168.99
78357
Vendor Subtotal:
100-7059-6160-00
1.24
1.24
Vendor Subtotal:
100-7059-5720-00
100-7059-5720-00
100-7059-5720-00
912.96
532.56
1,445.52
Vendor Subtotal:
100-7059-5210-00
100-7059-5210-00
0‘02
3.75
3.77
Vendor Subtotal:
100-7059-5 107-00
100-7059-5 1 07-00
PO No
5,862.05 000003853
5,862.05
78269
80.44
Page 13
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
/
Account Number
Vendor
Description
GL Date
Check No
Vendor Subtotal:
100-7059-6 1 60-00
100-7059-6160-00
100-7059-6160-00
EARTH PRINT INC’
EARTH PRINT INC
EARTH PRINT INC
, Business Cards
Business Cards
HR - Business Cards
02/27/2026
02/27/2026
03/05/2026
STAPLES CONTRACT & COMME Offlce Supplies — Non Departmental
STAPLES CONTRACT & COMME Office Supplies - Non Departmental
02/25/2026
02/25/2026
78344
78344
78385
78293
78293
Palisades Fee Waiver 25-21 1 8
02/25/2026
466,573‘65
78279
Vendor Subtotal:
101-0000-3208-00
SUNSPIN ENERGY INC
Palisades Fee Waiver 25-21 l 9
02/25/2026
DEAN COLAROSSI
Ref - Incorrect Pay Method OC 26-01
02/27/2026
78279
SUNSPIN ENERGY INC
Palisades Fee Waiver 25-21 19
02/25/2026
78304
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
78279
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
8.00
8.00
783 12
Vendor Subtotal:
10 1 -0000-34 1 0-01
29.00
29.00
Vendor Subtotal:
101-0000-3410-00
290.00
290.00
Vendor Subtotal:
101-0000-3409-00
75.00
75.00
Vendor Subtotal:
101-0000-3409-00
453.03
71 .88
524.91
Subtotal for Section 1: 100
SUNSPIN ENERGY INC
178o03 000004679
205.99
152.56 000004679
536.58
Vendor Subtotal:
101-0000-3203-00
PO No
80.44
Vendor Subtotal:
100-7059-6160-00
100-7059-6160-00
Amount
7,638.44
7,638.44
783 12
16 1 .25
Page 14
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check NO
Vendor Subtotal:
101-0000-3412-00
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
JOAN & WILLIAM LOPATIN
Ref - Geology Fee Overcharge
02/25/2026
783 12
DEAN COLAROSSI
Ref - Incorrect Pay Method OC 26-01
02/27/2026
78283
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
78304
UNVARNISHED INC
Ref - Fee Overcharged CDPA lS-Oll
02/25/2026
78312
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
78295
HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021
02/27/2026
783 12
SUNSPIN ENERGY INC
Palisades Fee Waiver 25-2119/25-21 18
02/25/2026
783 12
NATASHA TAN
Palisades Fee Waiver APRPF 25-011
02/27/2026
Vendor Subtotal:
AP-Transactions by Account (03/11/2026 - 8:55 AM)
14.59
14.59
78279
Vendor Subtotal:
101-0000-3419-00
215.00
215.00
Vendor Subtotal:
101-0000-34 1 9-00
478.00
478.00
Vendor Subtotal:
101-0000-3419-00
669.00
669.00
Vendor Subtotal:
101-0000—3415-00
949.00
949.00
Vendor Subtotal:
101-0000-3414-00
528400
528.00
Vendor Subtotal:
101-0000-3414-00
1,443.00
1,443.00
Vendor Subtotal: ’
101—0000-3414-00
PO No
161.25
Venaor Subtotal:
101—0000-3412-00
Amount
13.57
13.57
78334
103.95
103.95
Page 15
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Amount
101-0000-3421-00
DEAN COLAROSSI
Ref - Incorrect Pay Method OC 26-01
02/27/2026
78304
397.00
Vendor Subtotal:
NATASHA TAN
101-0000-3421-00
Palisades Fee Waiver APRPF 25-011
02/27/2026
397.00
78334
Vendor Subtotal:
KRAWIEC TAN TRUST
101—0000-3421-00
Palisades Fee Waiver PVPF 25-099
02/27/2026
DAVID AND SANDRA VISHER TH Reissue CK 74150 - Ref - Appeal Fee
02/25/2026
78335
SUNSPIN ENERGY INC
Palisades Fee Waiver 25—2119
02/25/2026
78297
SUNSPIN ENERGY INC
Palisades Fee Waiver 25-21 19
02/25/2026
78279
'
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78279
COTTON SHIRES & ASSOCIATES Flaming Svcs - Jan '26
02/27/2026
78376
CSG CONSULTANTS INC
Contract Planning Svc 12/27/25 — 1/30
02/27/2026
78342
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
MARINA SEK
Contract Flaming - Nov '25
03/05/2026
2,721.75 000004314
2,72 1 .75
78346
Vendor Subtotal:
101-2001-5 100-00
157‘52
157.52
Vendor Subtotal:
101-2001-5 100-00
53,75
53.75
Vendor Subtotal:
101—200 1 -5100-00
20.30
20.30
Vendor Subtotal:
101—2001-4209-00
750.00
750.00
Vendor Subtotal:
101-0000-3435-00
200.00
200.00
Vendor Subtotal:
101-0000-3427-00.
3,574.00
3,574‘00
Vendor Subtotal:
101-0000-3421-00
PO NO
3,349.50 000004418
3,349.50
78394
6,919.00 000004360
Page 16
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Vendor Subtotal:
101-2001-5210-00
101-2001-5210-00
101-2001-5210-00
10 1-2001—5210-00
101-2001-5210-00
101-2001-5210-00
101-2001-52 10-00
101-200 1 -5210-00
101-2001-5210-00
101-2001-5210-00
101-2001-52 10-00
101—200 1 -52lO-00
101-2001-5210-00
101-2001-5210-00
101-2001-5210-00
LA COUNTY REGISTRAR-RECOR CEQA Filing - City Wide Project - AP
LA COUNTY REGISTRAR-RECOR CEQA Filing - 30050 Pacific Coast H\
LA COUNTY REGISTRAR-RECOR CEQA Filing - 29029.5 Cliffside Dr - ‘
LA COUNTY REGISTRAR-RECOR CEQA Filing - 301 1.5 Corral Canyon]
LA COUNTY REGISTRAR-RECOR CEQA Filing - 3930 Ridgemont Dr - £4
LA COUNTY REGISTRAR-RECOR CEQA Filing - 24034.5 Malibu Rd - Vl
LA COUNTY REGISTRAR-RECOR CEQA Filing - 3575.5 Malibu Canyon
LA COUNTY REGISTRAR-RECOR CEQA Filing - 275 1315 Pacific Coast]
LA COUNTY REGISTRAR-RECOR CEQA Filing - 19900.5 Big Rock Dr LA COUNTY REGISTRAR-RECOR CEQA Filing - 24467.5 Malibu Rd - “
LA COUNTY REGISTRAR-RECOR CEQA Filing - 28395.5 Pacific Coast]
LA COUNTY REGISTRAR-RECOR CEQA Filing - 7311.5 Birdview Ave LA COUNTY REGISTRAR-RECOR CEQA Filing - 5900.5 Trancas Canyor
LA COUNTY REGISTRAR-RECOR CEQA Filing - 6909.5 Whitesands Pl LA COUNTY REGISTRAR-RECOR CEQA Filing - 25153.5 Pacific Coast l
02/25/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
13 STARS MEDIA
13 STARS MEDIA
13 STARS MEDIA
13 STARS MEDIA
13 STARS MEDIA
Legal Notice - Public Hearing 1/15/26
Legal Notice - Public Hearing 10-Day
Legal Notice - Public Hearing 21-Day
Legal Notice - Public Hearing 10-Day
Legal Notice - Public Hearing 2/5/26
02/25/2026
02/25/2026
02/25/2026
02/25/2026
02/25/2026
78280
78320
78326
78314
78319
78321
78322
78327
783 1 7
783 1 5
783 16
78323
78324
'
78325
783 1 8
EARTH PRINT INC
EARTH PRINT INC
EARTH PRINT INC
EARTH PRINT INC
EARTH PRINT INC
EARTH PRINT INC
Public Notice Postcard Mailing
Public Notice Postcard Mailings
Citywide Mailing
Planning - Public Notice Postcard Mai
Planning - Public Notice Postcard Mai
Planning - Public Notice Postcard Mai
02/27/2026
02/27/2026
02/27/2026
03/05/2026
03/05/2026
03/05/2026
78263
78263
78263
78263
78263
BLUE SHIELD OF CALIFORNIA
PR 26.02.2026 Vision Care-Burnshyar
03/04/2026
Vendor Subtotal:
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
156.06
134.64
162. 1 8
156.06
14 1 .52
750.46
78344
78344
78385
78385
78385
Vendor Subtotal:
101-2004-4203-00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
25.00
375.00
Vendor Subtotal:
101-2001-5401-00
101-2001-540 1-00
101-2001-5401-00
101-2001-540 1 -00
101-2001-5401-00
101-2001-5401-00
PO No
6,919.00
Vendor Subtotal:
101-2001-5401-00
101-2001-5401-00
101-2001-5401-00
101-2001-5401-00
101-2001-5401-00
Amount
2,588.75 000004679
260.71 000004679
440.57 000004679
570.69 000004679
492.85 000004679
346.48 000004679
4,700.05
78374
-9.68
-9.68
Page 17
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GI. Date
Check No
Amount
10 1-2004-4209-00
STANDARD INSURANCE COMPA PR 260022026 STD/LTD
03/04/2026
78376
104.26
Vendor Subtotal:
101-2004-5100—00
10 1-2004-5 100-00
10 1 -2004-5 100-00
101-2004-5100-00
10 1 —2004—5 1 00—00
COTTON SHIRES & ASSOCIATES Geotech Reviews - Jan '26
COTTON SHIRES & ASSOCIATES Geo/Coastal Engr Counter Hours - Jan
COTTON SHIRES & ASSOCIATES Coastal Engr Reviews - Jan '26
COTTON SHIRES & ASSOCIATES EH Counter Hours - Jan '26
COTTON SHIRES & ASSOCIATES Geo/Coastal Engr Guidelines - Jan '26
02/27/2026
02/27/2026
02/27/2026
02/27/2026
02/27/2026
104.26
78342
78342
78342
78342
78342
Vendor Subtotal:
101-2004-5100-00
ENVIRONMENTAL SCIENCE ASS Coastal Vulnerability Assessment Thrc
02/27/2026
TRUE NORTH COMPLIANCE SEF Reissue CK 76805 - Plan Check - Jul ':
TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - In—House Plan Ch
TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - In—House Inspect(
TRUE NORTH COMPLIANCE SET Plan Check - Jan' 26
TRUE NORTH COMPLIANCE SEF In House Plan Check Engr - Jan '26
02/25/2026
02/25/2026
02/25/2026
02/27/2026
02/27/2026
78352
BUREAU VERITAS NORTH AMEI Onsite Plans Examiner - Jan '26
BUREAU VERITAS NORTH AMEI Onsite Permit Tech - Jan '26
BUREAU VERITAS NORTH AMEI Plan Check - Jan '26
BUREAU VERITAS NORTH AMEI Onsite Inspections - Jan '26
02/27/2026
02/27/2026
02/27/2026
02/27/2026
78294
78294
78294
78367
78367
APPLEONE
APPLEONE
APPLEONE
APPLEONE
Temp StatT- L. Bradford 11/29/25
Temp StaE- G. Medrano 12/27/25
Temp Staff- G. Medrano 1/24/26
Temp Staff— G. Medrano 2/14/26
02/25/2026
02/25/2026
02/25/2026
03/05/2026
78369
78369
78369
78369
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
STAPLES CONTRACT & COMME Office Supplies - Bldg Safety
02/25/2026
18,297.50
26,797.50
469.50
24,342.50
000004398
000004398
000004398
000004398
69,907.00
78267
78267
78267
78382
Vendor Subtotal:
101—2004—6160-00
25,411.22 000004319
9,100.00 000004319
7,200.00 000004319
42,819.61 000004319
7,280.00 0000043 I 9
91,810.83
Vendor Subtotal:
101-2004-5107-00
101—2004-5107-00
IO 1-2004-5107-00
10 1 -2004-5 107-00
13,268.50 000003504
13,268.50
Vendor Subtotal:
10 1-2004-5 100-00
10 1-2004-5 1 00-00
101-2004-5100-00
101-2004-5 100-00
40,440.00 0000043 14
50,519.50 000004314
5,814.00 000004314
48,007.50 0000043 14
429.75 0000043 14
145,210.75
Vendor Subtotal:
10 1 -2004-5 1 00-00
10 1 -2004-5 100-00
101-2004-5 100-00
101-2004-5 100-00
101-2004-5 100-00
PO No
893.94
608.55
9 12.96
1,217.28
3,632.73
78293
60.62
Page 18
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check No
Vendor Subtotal:
101-2010-4209-00
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
COTTON SHIRES & ASSOCIATES EH Reviews - Jan '26.
02/27/2026
78376
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78342
STANDARD TNSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78376
RINCON CONSULTANTS INC
RINCON CONSULTANTS INC
On-Call Environmental Svcs - Jan '26
On-Call Environmental Svcs T5 - Jan'
02/27/2026
02/27/2026
78376
TETRA TECH INC
Malibu Creek Trash TMRP 12/29/25 -
02/27/2026
78360
78360
TETRA TECH INC
CIMP Monitoring 12/29/25 - 1/25/26
02/27/2026
78365
78365
AP-Transactions by Account (03/11/2026 ~ 8:55 AM)
02/27/2026
02/27/2026
02/27/2026
69,664.36 000003028
69,664.36
Subtotal for Section 1: 101
COTTON SHIRES & ASSOCIATES WF Counter Hours — Jan '26
COTTON SHIRES & ASSOCIATES WF Geotech Review - Jan '26
COTTON SHIRES & ASSOCIATES WF EH Reviews - Jan '26
6,139.09 000003028
6,139.09
Vendor Subtotal:
102-3002—5100-03
102-3002—5100-03
102-3002-5 l 00-03
31,612.50 000004337
51,840.25 000004337
83,452.75
Vendor Subtotal:
101-3003-5100-02
23.32
23.32
Vendor Subtotal:
10 1-3003-5 100-00
39. 15
39. 15
Vendor Subtotal:
101-3003—5100-00
10 1 -3003—5 100—00
25,367.00 0000043 14
25,367.00
Vendor Subtotal:
101-3003-4209-00
5.75
5.75
Vendor Subtotal:
101-2012-4209-00
PO No
60.62
Vendor Subtotal:
101-2010-5100-00
Amount
545,260.56
78342
783421
78342
10,546.50 000003347
2,176.50 000003347
3,892.50 000003347
Page 19
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GL Date
Description
Check NO
TRUE NORTH COMPLIANCE SEF Reissue CK 76805 - WF Plan Check TRUE NORTH COMPLIANCE SEE WF Plan Check - Jan '26
02/25/2026
02/27/2026
78294
78367
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
78376
BEST BEST &-KRIEGER LLP
Fire Disaster Response - Dec '25
02/27/2026
78341
Vendor Subtotal:
102-3 102-5 100—00
102-3 1 02-5 100-00
TRIPEPI SMITH & ASSOCIATES
TRIPEPI SMITH & ASSOCIATES
Palisades Fire Communication Svcs 1/
Palisades Fire Communications Retain
02/27/2026
02/27/2026
LORRIE FEINBERG
LORRIE FEINBERG
Palisades Fire Data Mgmt - Dec '25
Palisades Fire Data Mgmt - Jan '26
03/05/2026
03/05/2026
78366
78366
MARINA SEK
MARINA SEK
MARINA SEK
MARINA SEK
Palisades Fire Contract Planning 11/1 Palisades Fire Contract Flaming - Dec
Palisades Fire Contract Planning 11/24
Palisades Fire Contract Planning - Jan
03/05/2026
03/05/2026
03/05/2026
03/05/2026
78390
78390
COTTON SHIRES & ASSOCIATES Palisades Fire Counter Hours - Jan '26
COTTON SHIRES & ASSOCIATES Palisades Fire Misc - Jan '26
02/27/2026
02/27/2026
78394
78394
78394
78394
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - Palisades Fire - Pl
02/25/2026
7,030.00
14,987.50
2,236.25
13,525.00
000004360
000004682
000004682
000004682
37,778.75
78342
78342
13,690.00 000004460
3,160.00 000004460
16,850.00
Vendor Subtotal:
102-3102-5 100-03
2,056.25 000004681
6,416.25 000004681
8,472.50
Vendor Subtotal:
102-3102-5100-03
102-3 102-5 l 00-03
640.00 000004457
14, 100.00 000004457
14,740.00
Vendor Subtotal:
102-3 1 02-5 I 00-02
102-3 1 02—5 100—02
102-3 l 02-5 100-02
102-3 l 02-5 1 00-02
1,903.20 000004588
1,903.20
Vendor Subtotal:
102—3102-5 100-02
102-3102-5100-02
5.49
5.49
Vendor Subtotal:
102-3 102-5 1 00-00
24,130.08 000004319
9,750153 000004319
33,880.61
Vendor Subtotal:
102-3102-4209-00
PO No
16,6 I 5.50
Vendor Subtotal:
102-3002-5 1 00-03
102-3002-5100-03
Amount
78294
4,029.50 000004458
Page 20
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GL Date
Description
Check NO
YEH AND ASSOCIATES INC
YEH AND ASSOCIATES INC
Palisades Fire Calle del Barco AD 98-Z
Palisades Fire Big Rock Mesa AD 98-
03/05/2026
03/05/2026
78397
78397
Vendor Subtotal:
102-3102-5 107-00
APPLEONE
Temp Staff - K. Leonard 11/29/25
02/25/2026
13 STARS MEDIA
Ad - Malibu Rebuild Center 4/2/25
02/27/2026
78267
WAVE ENTERPRISES INC
Rebuild Ctr Rent - Apr '26
03/05/2026
78299
FRONTIER CALIFORNIA INC
Phone - Rebuild Ctr 1/26 - 2/25/26
02/25/2026
78396
STAPLES CONTRACT & COMME Otfice Supplies - Recovery Center
02/25/2026
78274
YEH AND ASSOCIATES INC
Palisades Fire Big Rock AD Storm Dn
03/05/2026
78293
78397
03/04/2026
Vendor Subtotal:
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
230.00 000003612
230.00
Subtotal for Section 1: 102
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
192.65
192.65
Vendor Subtotal:
103-9050—4209-00
229.50
229.50
Vendor Subtotal:
102-9223-5 l 00-00
15,711.98 000004447
15,71 1 .98
Vendor Subtotal:
102-3 102-6 1 60-00
1,100.00
1,100.00
Vendor Subtotal:
102-3102-5721—00
884.44
884.44
Vendor Subtotal:
102-3102-5710-00
230.00 000003612
12,135.60 000003612
12,365.60
Vendor Subtotal:
102-3 102-5401-00
PO No
4,029.50
Vendor Subtotal:
102-3 102-5 1 00—04
102—3 102—5 1 00-04
Amount
164,989.72
78376
6.62
6.62
Page 21
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
103—9050—5100-00
PACIFIC COAST ELEVATOR COR City Hall Elevator/Lift Maint 1/1 - 3/3
GI. Date
Check No
02/27/2026
78338
Description
Vendor Subtotal:
103-9050-5610-00
103-9050-5610-00
WW GRAINGER INC
WW GRAINGER INC
City Hall - Maintenance Supplies
City Hall - Maintenance Supplies
02/27/2026
02/27/2026
MASTER COOLING CORPORATR City Hall HVAC Repairs
MASTER COOLING CORPORATI( City Hall HVAC Repairs
02/27/2026
02/27/2026
78311
783 11
FRONTIER CALIFORNIA INC
City Hall Elevator - Feb '26
02/27/2026
78329
78329
SOUTHERN CALIFORNIA EDISO City Hall - 1/2/25 -,l/1/26
02/25/2026
78308
AAA PROPANE SERVICES INC
AAA PROPANE SERVICES INC
AAA PROPANE SERVICES INC
Credit - CK 76865 Finance Charge
City Hall Propane
City Hall Propane
02/25/2026
02/25/2026
02/25/2026
78290
HD SUPPLY INC
City Hall - Janitorial Supplies
02/25/2026
78264
78264
78264
PAUL JOSEPH CROTEAU
File Room Renovation - First 50% Ins
02/25/2026
Vendor Subtotal:
Subtotal for Section 1: 103
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
8,711.28 '
-3.68
107.25
656.95
760.52
78278
Vendor Subtotal:
103-9050-7300-00
99.30
8,71 l .28
Vendor Subtotal:
103-9050-6160-00
671.25
9,321.18
99.30
Vendor Subtotal:
103-9050-6160-00
103-9050-6160-00
103-9050-6160-00
535.04
46.18
9,992.43
Vendor Subtotal:
103-9050-5722-00
866.40 000003836
581.22
Vendor Subtotal:
103-9050-5721-00
PO No
866.40
Vendor Subtotal:
103-9050-5610-00
103-9050-5610-00
Amount
562.64
562.64
78270
3,990.00
3,990.00
25,570.41
Page 22
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
105~9088-5100-00
FREDERICK FISHER & PARTNER Community Lands Concept Design - J
GL Date
Check No
02/27/2026
78354
Vendor Subtotal:
105-9088-5100-00
TRIPEPI SMITH & ASSOCIATES
Community Lands Outreach 2/15/26
02/27/2026
78366
Dial-A-Ridc - Jan ‘26
02/27/2026
78332
SB 1383 Grant Cal Recycle - Jan '26
AB 939/ Cal Recycle - Jan '26
02/27/2026
02/27/2026
46,942.00
78363
78363
Vendor Subtotal:
207-3004-5100-01
SOLID WASTE SOLUTIONS INC
Dumpster Lid Enforcement - Jan '26
02/27/2026
13 STARS MEDIA
Ad - Holiday Tree Recycle 12/8/25
02/25/2026
78363
ANDY GUMP INC
Enviro Event Toilet 2/20 - 2/23/26
03/05/2026
78263
78381
AP-Transactions by Account (03/11/2026 - 8:55 AM)
Big Rock Mesa AD 98-1 Monitor/Mai
02/27/2026
114.98
114.98
Subtotal for Section 1: 207
YEH AND ASSOCIATES INC
268.00
268.00
Vendor Subtotal:
290-6002-5 100-00
522.00 000004074
522.00
Vendor Subtotal:
207-3004-6160-00
597.00 000004074
1,343.25 000004074
1,940.25
Vendor Subtotal:
207-3004-540 1-00
46,942.00 000004433
46,942.00
Subtotal for Section 1: 203
SOLID WASTE SOLUTIONS INC
SOLID WASTE SOLUTIONS TNC
640.00 000004209
40,726. 13
Vendor Subtotal:
207-3004-5 1 00-00
207-3004-5 1 00-00
40,086. 1'3 000004656
640.00
Subtotal for Section 1: 105
RTW MANAGEMENT
PO No
40,086‘ l 3
Vendor Subtotal:
203-3009-5 145-00
Amount
2,845.23
78370
7,989.66 000003612
Page 23
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
\%ndor
Description
G1. Date
Check NO
Vendor Subtotal:
290-6002-5722—00
290-6002-5722—00
SOUTHERN CALIFORNIA EDISO Asmt Dist Big Rock - 1/2/25 - 1/1/26
SOUTHERN CALIFORNIA EDISO Big Rock Inland Pump - 1/2/25 - 1/1/2
02/25/2026
02/25/2026
78290
78290
Malibu Rd AD 98-3 Monitor/Maint - J
02/27/2026
12,031.75
78370
Vendor Subtotal:
291-6003-5722-00
SOUTHERN CALIFORNIA EDISO Asmt dst Malibu Rd - 1/2/25 - 1/1/26
02/25/2026
YEH AND ASSOCIATES INC
Malibu Rd AD 98-3 Cap Improvement
02/27/2026
78290
78370
Calle del Barco AD 98-2 Monitor/Mai
02/27/2026
2,043.64
78370
Vendor Subtotal:
292-6004-5722-00
292-6004-5722-00
SOUTHERN CALIFORNIA EDISO Asmt Dist Rambla—Calle - 1/2/25 - 1/1
SOUTHERN CALIFORNIA EDISO Calle Del Barco - 1/2/25 - 1/1/26
02/25/2026
02/25/2026
78290
78290
AP—Transactions by Account (03/ l 1/2026 - 8:55 AM)
02/25/2026
02/25/2026
19.26
14.51
33.77
Subtotal for Section 1: 292
SOUTHERN CALIFORNIA EDISO 23707 1/4 PCH 9/17 - 10/15/25
SOUTHERN CALIFORNIA EDISO 19901 1/4 PCH 9/12 - 10/12/25
2,201.75 000003612
2,201.75
Vendor Subtotal:
3 10-9066-5 1 00-00
310-9066-5100-00
321.00 000003612
321.00
Subtotal for Section 1: 291
YEH AND ASSOCIATES INC
72.39
72.39
Vendor Subtotal:
292-6004-5 1 00-00
1,650.25 000003612
1,650.25
Vendor Subtotal:
291-6003-7903-00
3,996.46
45.63
4,042.09
Subtotal for Section 1: 290
YEH AND ASSOCIATES INC
PO No
7,989.66
Vendor Subtotal:
29 l —6003-5 1 00-00
Amount
2,235.52
78290
78290
-24.37
-40.76
Page 24
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GL Date
Check No
CS LEGACY CONSTRUCTION IN Permanent Skate Park - Jan ‘26
02/27/2026
78347
Vendor Subtotal:
310-9090-5100-00
3 l 0-9090-5 100-00
EARTHCAM INC
EARTHCAM INC
89290 - Skate Park Camera Rental 3/1
89290 ~ Skate Park Camera SoMare E
03/05/2026
03/05/2026
78386
78386
02/27/2026
132,225‘00
78298
Vendor Subtotal:
500-7008-5722-00
500-7008-5722-00
SOUTHERN CALIFORNIA EDISO Legacy Park Lin Station - 1/2/25 — 1/1.
SOUTHERN CALIFORNIA EDISO 23661 PCH - 1/2/25 - 1/1/26
02/25/2026
02/25/2026
LA CO MALIBU TREASURER-W14 Water - Supercare Pharmacy 11/4/25-1
02/25/2026
78290
78290
GI INDUSTRIES
GI INDUSTRIES
Garbage - Supercare Pharmacy - Feb 'i
Garbage - Ioki Lot - Feb '26
02/25/2026
02/25/2026
78281
78275
78275
03/05/2026
Vendor Subtotal:
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
207.40
215.54
179.63
395.17
Subtotal for Section l: 500
INTEGRATED PERFORMANCE C Operation, Maint, and Mgmt - CCWW
\
207.40
Vendor Subtotal:
515-3010-561 1-00
1,073.07
734.42
1,807.49
Vendor Subtotal:
500-7008-5725-00
500-7008-5725-00
2,439.60
2,439.60
Vendor Subtotal:
500-7008-5723-00
282.75
550.00
832.75
Subtotal for Section l: 3 10
101 ROOFING AND CONSTRUCT Animal Coast Hospital - Emergency R
131,457.38 000004530
131,457.38
Vendor Subtotal:
500-7008-5610-00
PO No
-65.13
Vendor Subtotat
310-9090-5100-00
Amount
4,849.66
78389
96,338.25 000003456
96,338.25
Page 25
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
5 1 5-30 l 0—5640-00
515-3010—5640-00
INTEGRATED PERFORMANCE C Equipment Maint - CCWWTF - Jul '2:
INTEGRATED PERFORMANCE C. Equipment Maint — CCWWTF - Jan '21
Description
GI. Date
Check No
03/05/2026
03/05/2026
78389
78389
Vendor Subtotal:
5 l 5-3010-5656-00
RINCON CONSULTANTS INC
CCWTF Water Quality Monitoring - J:
02/27/2026
BADGER METER INC
Meter Monitoring - Jan '26
02/27/2026
78360
FRONTIER CALIFORNIA INC
Phone - CCWTF 2/8 - 3/7/26
02/27/2026
78340
SOUTHERN CALIFORNIA EDISO CCWWTF - 1/2/25 - Ill/26
SOUTHERN CALIFORNIA EDISO Injection Wells/CCWWTF - 1/2/25 - 1
02/25/2026
02/25/2026
78308
LA CO MALIBU TREASURER-WA Water - CCWTF 11/4/25-1/6/26 Acct#
02/27/2026
’ 78290
78290
SOUTHERN CALIFORNIA GAS C CCWTF Gas 1/6 - 2/3/26
02/27/2026
78328
GI INDUSTRIES
Garbage - CCWTF - Feb '26
02/27/2026
78333
INTEGRATED PERFORMANCE C Biosolids Disposal - CCWWTF - Jan 'i
03/05/2026
Vendor Subtotal:
AP—Transactions by Account (03/11/2026 - 8:55 AM)
515.67
19.33
19.33
78309
Vendor Subtotal:
5 15-30 1 0-5725-01
13,548.41
349.40
515.67
Vendor Subtotal:
515-3010-5725-00
432.56
13,897.81
Vendor Subtotal:
515—3010-5724-00
39.99
432.56
Vendor Subtotal:
515-3010-5723-00
5,747100 000004135
39.99
Vendor Subtotal:
515-3010-5722-00
5 15-30 1 0-5722-00
18,1 81. 10 000003456
906.25 000003456
5,747,00
Vendor Subtotal:
515-3010-5721-00
PO No
19,087.35
Vendor Subtotal:
515-3010-5721-00
Amount
243.23
243.23
78389
685.00 000003456
685.00
Page 26
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
‘
Account Number
Vendor
515-3010-6160-00
INTEGRATED PERFORMANCE C Operating Supplies ~ CCWWTF - Jan'
Description
GL Date
Check NO
03/05/2026
78389
Amount
342.90 000003456
Vendor Subtotal:
INTEGRATED PERFORMANCE C Chemical Supplies - CCWWTF ~ Jan 'i
515-3010-6161-00
342.90
03/05/2026
78389
1,752.98 000003456
Vendor Subtotal:
1,75298
Subtotal for Section 1: 515
SOUTHERN CALIFORNIA EDISO Electric Car Charger - 1/2/25 - 1/1/26
601-3005-5722-00
02/25/2026
139,102.07
78290
460.62
Vendor Subtotal:
601-3005-6500-00
WRIGHT EXPRESS FSC WEX BAT Gas Receipts 1/24» 2/23/26
460.62
03/05/2026
78383
1,129.48
Vendor Subtotal:
1,129.48
Subtotal for Section 1: 601
602-7060-4209-00
>
STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD
03/04/2026
Vendor Subtotal:
602-7060—5 1 07-00
APPLEONE
Temp Staff - C. Gintz 11/29/25
1,590.10
78376
36,82
.
36.82
02/25/2026
78267
1,092.96
Vendor Subtotal:
1,092.96
Subtotal for Section 1: 602
710—0000-2270-12
REED SCHARFF
Ref - R. SCHARFF Security Deposit 1
02/25/2026
1,129.78
78291
50.00
Vendor Subtotal:
710-0000-2270-44
CARLA BATES
MLSS - BATES, CARLA - Poetry WO
AP—Transactions by Account (03/1 1/2026 - 8:55 AM)
'
50.00
02/25/2026
Vendor Subtotal:
PO No
'V
78268
~
150.00
150.00
Page 27
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GL Date
Check NO
Amount
710—0000-2270-44
ANN BUXIE
MLSS - A. BUXIE - Poetry Workshop
02/27/2026
78302
2,250.00
Vendor Subtotal:
CHARLOTTE ANNE WARD
710-0000-2270-44
MLSS - C.A. WARD - Poetry Worksh‘
02/27/2026
2,250.00
78303
Vendor Subtotal:
ANGEL GABRIEL DIAZ
710-0000-2270-44
MLSS - DIAZ, ANGEL GABRIEL - F
02/25/2026
MICHAEL DANA GIOIA
MLSS - M.D. GIOIA - Poetry Worksh‘
02/27/2026
78271
NATHAN HASSALL
MLSS - HASSAL, NATHAN - Poetry
02/25/2026
783 10
LEE HERRICK
MLSS - Ll HERRICK - Poetry Worksl
02/27/2026
78277
MARY ANN MCFADDEN
MLSS - M.A. MCFADDEN - Poetry V
02/27/2026 .
783 1 3
'
RICARDO MEANS
MLSS - MEANS, RICARDO - Poetry
02/25/2026
78330
PEG QUINN
MLSS - P, QUINN - Poetry Workshop
02/27/2026
78284
AP-Transactions by Account (03/1 1/2026/ - 8:55 AM)
JOLYNN M FREED REGAN
MLSS - REGAN, JOLYNN - Poetry V
02/25/2026
450.00
450.00
78331
Vendor Subtotal:
710-0000-2270-44
2,200.00
2,200.00
Vendor Subtotal:
710-0000-2270-44
4,800.00
4,800.00
Vendor Subtotal:
710-0000-2270-44
150.00
150.00
Vendor Subtotal:
710-0000-2270-44
4,350.00
4,350.00
Vendor Subtotal:
710-0000-2270-44
50.00
50.00
Vendor Subtotal:
710-0000-2270-44
2,450.00
2,450.00
Vendor Subtotal:
710-0000—2270-44
PO No
2,200.00
2,200.00
78289
750.00
Page 28
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
GL Date
Description
Check No
Vendor Subtotal:
710-0000-2271-29
CSG CONSULTANTS INC
Trancas Water Tank 12/27/25 - 1/30/26
02/27/2026
78346
PR Batch 70026022026 Health Insur:
03/04/2026
2 1 ,3 12.00
0
AFLAC-AMERICAN FAMILY LIFI PR Batch 70012022026 Health EE D
AFLAC-AMERICAN FAMILY LIFI PR Batch 70012022026 Hoalth EE D
AFLAC-AMERICAN FAMILY LIFI PR Batch 70026022026 Health EE D
AFLAC-AMERICAN FAMILY LIFI PR Batch 70026022026 Health EE D
03/04/2026
03/04/2026
03/04/2026
03/04/2026
78373
78373
78373
78373
BLUE SHIELD OF CALIFORNIA
PR Batch 70026022026 Vision Care
03/04/2026
78374
DELTA DENTAL OF CALIFORNIA PR Batch 70026022026 Dental Insur:
03/04/2026
78375
Vendor Subtotal:
900-0000-2025-00
STANDARD INSURANCE COMPA PR Batch 70026022026 Life Insuram
<
900-0000-2025-01
03/04/2026
03/04/2026
78376
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
STANDARD INSURANCE COMPA PR Batch 70026022026 STD/LTD
STANDARD INSURANCE COMPA PR Batch 70012022026 STD/LTD
03/04/2026
03/04/2026
1,280.85
1,280.85 .
78377
Vendor Subtotal:
900-0000-2026-00
900-0000-2026-00
9,201.11
9,201.11
Vendor Subtotal:
STANDARD INSURANCE COMPA PR Batch 70026022026 Additional L
1,653.60
1,653.60
Vendor Subtotal:
900-0000-2024-00
42.30
560.28
489.33
36.42
1,128.33
Vendor Subtotal:
900-0000-2023-00
199,402.69
199,402.69
Vendor Subtotal:
900—0000-2022-02
900-0000-2022-02
900-0000-2022-02
900-0000-2022-02
1,462.00 0000044 1 8
1,462100
Subtotal for Section 1: 710
CalPERS Health
PO No
750.00
Vendor Subtotal:
900-0000-2022-00
Amount
362.88
362.88
78376
78376
4,590.46
4,615.29
Page 29
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Numher
Vendor
GL Date
Check Ni)
Vendor Subtotal:
900—0000-2027—00
HEALTH AND HUMAN RESOUR( PR Batch 70026.022026 Employee A:
03/04/2026
CalPERS Retirement
CalPERS Retirement
PR Batch 70026022026 PEPRA Addl
PR Batch 70026.022026 PERS EEShz
78372
CalPERS Retirement
CalPERS Retirement
CalPERS Retirement
PR Batch 70026022026 PEPRA CC l
PR Batch 70026022026 PERS ERSh:
PR Batch 70026022026 PEPRA ER(
03/04/2026
03/04/2026
49.61
12,218.70
12,268.31
03/04/2026
03/04/2026
03/04/2026
46.78
23,355. 14
24,568.60
Vendor Subtotal:
900-0000-2040-02
900-0000-2040-02
CalPERS Retirement
CalPERS Retirement
PR Batch 70026022026 PEPRA EE (
PR Batch 70026022026 PEPRA CC l
03/04/2026
03/04/2026
47370.52
0
.0
Vendor Subtotal:
900-0000-204 I -00
900-0000-2041-00
US BANK
US BANK
PR Batch 70026022026 PARS — ERE
PR Batch 70026022026 PARS - EE S
03/04/2026
03/04/2026
EMPOWER RETIREMENT LLC
EMPOWER RETIREMENT LLC
EMPOWER RETIREMENT LLC
EMPOWER RETIREMENT LLC
EMPOWER RETIREMENT LLC
PR Batch 70026022026 Roth-457 Re
PR Batch 70026022026 457 Retiremt
PR Batch 70026022026 457 Retiremt
PRBatch 70026022026 Roth-457 Re
PR Batch 70026022026 457 Retireml
03/04/2026
03/04/2026
03/04/2026
03/04/2026
03/04/2026
Vendor Subtotal:
900-0000-2042-01
EMPOWER RETIREMENT LLC
PR Batch 70026022026 457 Loan Pu
03/04/2026
Vendor Subtotal:
AP-Transactions by Account (03/1 1/2026 - 8:55 AM)
24,509. 1 5
46.67
24,555.82
78378
78378
Vendor Subtotal:
900-0000-2042—00
900-0000-2042-00
900-0000-2042-00
900-0000-2042-00
900-0000-2042-00
184.87
184.87
Vendor Subtotal:
900-0000-2040-01
900-0000—2040-01
900-0000-2040—01
I’O No
9,205.75
Vendor Subtotal:
900-0000-2040-00
900-0000-2040-00
Amount
198.67
947.52
1, 146.19
0
0
0
O
0
1,909.39
3,775.00
1,632.27
350.00
12,735.00
20,401.66
83 1 .64
83 1 .64
Page 3O
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7
Account Number
Vendor
Description
GLDate
Check No
Amount
900-0000-2043-00
EMPOWER RETIREMENT LLC
PR Batch 70026.02.2026 401 Retirem,
03/04/2026
0
1,000.00
Vendor Subtotal:
900-0000-2050-00
Federal Taxes from PR
PR Batch 70026.02.2026 Federal Inco
03/04/2026.
1,000.00
0
Vendor Subtotal:
900-0000-2051-00
State of California PR Taxes
PR Batch 70026.02.2026 State Income
03/04/2026
Federal Taxes from PR
Federal Taxes from PR
PR Batch 70026.02.2026 Medicare EF
PR Batch 70026.02.2026 Medicare EE
03/04/2026
03/04/2026
0
26,682.99
26,682.99
0
0
Vendor Subtotal:
Subtotal for Section I: 900
Report Total:
Report Total:
Less: Clearing House Electronic AP Proof List 00002.02.2026
Transactions by Account Total:
AP-Transactions by Account (03/11/2026 ~ 8:55 AM)
63,537.68
63,537.68
Vendor Subtotal:
900-0000-2053-00
900-0000-2053-00
PO No
7,291.86
7,291.86
14,583.72
435,398.61
2,044,825.83
2,044,825.83
(455,238.65)
1,589,587.18
Page 31
City Council Meeting
03-23-26
Council Agenda Report
Item
1.B.3.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Kelsey Pettijohn, City Clerk
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 10, 2026
Subject:
Approval of Minutes
Meeting date:
March 23, 2026
RECOMMENDED ACTION: Approve the minutes for the August 7, 2025 Special
Meeting.
FISCAL IMPACT: There is no fiscal impact associated with the recommended action.
STRATEGIC PLAN IMPLEMENTATION: N/A.
DISCUSSION: Staff has prepared draft minutes for the Council meeting on August 7,
2025.
ATTACHMENTS:
August 7, 2025 Special Meeting
Page 1 of 1
1
Agenda Item # 1.B.3.
MINUTES
MALIBU CITY COUNCIL
SPECIAL MEETING
AUGUST 7, 2025
COUNCIL CHAMBERS
10:30 A.M.
MEETING CALL TO ORDER
Mayor Riggins called the meeting to order at 10:36 a.m.
ROLL CALL
The following persons were recorded in attendance by the Recording Secretary:
PRESENT: Mayor Marianne Riggins; Mayor Pro Tem Bruce Silverstein; and
Councilmembers Haylynn Conrad, Doug Stewart and Steve Uhring.
ALSO PRESENT: Monica Castillo, Deputy City Attorney; Kelsey Pettijohn, City Clerk;
and Christina Muñoz, Deputy City Clerk.
PLEDGE OF ALLEGIANCE
Mayor Riggins led the Pledge of Allegiance.
REPORT ON POSTING OF AGENDA
City Clerk Pettijohn reported that the agenda for the meeting was properly posted on
August 6, 2025.
APPROVAL OF AGENDA
MOTION
Councilmember Uhring moved, and Councilmember Stewart seconded a motion to
approve the agenda. The motion carried unanimously.
PUBLIC COMMENT ON CLOSED SESSION
Mayor Riggins opened the floor to public comment.
Speakers: None.
RECESS TO CLOSED SESSION
At 10: 37 a.m., the Council recessed to Closed Session to discuss the following items listed
on the Closed Session agenda:
2
Malibu City Council
Minutes of August 7, 2025
Page 2 of 2
_________________________
Personnel Matters pursuant to Government Code Section 54957:
1.
Public Employee Appointment
Title: City Manager
Conference with Labor Negotiator pursuant to Government Code Section 54957.6:
1.
City representative: Interim City Attorney Trevor Rusin
Unrepresented employee: City Manager
The meeting reconvened at 12:43 pm with Mayor Pro Tem Silverstein absent.
CLOSED SESSION REPORT
Deputy City Attorney Castillo reported that the meeting convened at 10:36 a.m., after
which time the City Council recessed to a Closed Session pursuant to Government Code
Section 54957 and 54957.6 with all Councilmembers present. She stated the Council
discussed the items on the Closed Session agenda and took no reportable action.
ADJOURNMENT
Mayor Riggins adjourned the meeting at 12:44 p.m.
Approved and adopted by the City Council of the
City of Malibu on __________.
ATTEST:
_________________________________
BRUCE SILVERSTEIN, Mayor
_________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
3
City Council Meeting
03-23-26
Council Agenda Report
Item
1.B.4.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Chris Orosz, Recreation Manager
Reviewed by:
Kristin Riesgo, Community Services Director
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 2, 2026
Subject:
Mayors’ Monarch Pledge
Meeting date: March 23, 2026
RECOMMENDED ACTION: 1) Authorize Mayor Silverstein to sign the National Wildlife
Federation Mayors’ Monarch Pledge, renewing the City’s commitment to help save the
monarch butterfly; and 2) Direct staff to implement measures to meet the commitments of
the Mayors’ Monarch Pledge in support of monarch and pollinator conservation.
FISCAL IMPACT: No additional appropriation is required. Funding for this project is
included in the Adopted Budget for FY 2025-26 in Account No. 100-4003-5107-00
(Outdoor Recreation, Contract Personnel) and 100-4010-5130-00 (Park Maintenance,
Parks Maintenance).
WORK PLAN: N/A.
DISCUSSION: Council has supported the Mayors’ Monarch Pledge (Pledge) since 2018
and has annually renewed the City’s commitment to the National Wildlife Federation’s
initiative to save the monarch butterfly and other important pollinators. Staff have worked
with various community and state organizations to install pollinator gardens in City parks
and conduct educational programs. To continue the City’s participation in this important
environmental project, staff have planned to implement measures in 2026 and 2027 to
achieve Pledge goals, which include:
• Launch, expand, and continue an invasive species removal program that will
support the re-establishment of native habitat for monarch butterflies and
pollinators.
Page 1 of 2
1
Agenda Item # 1.B.4.
• Add native milkweed and nectar-producing plants in City parks, which may include
Legacy Park, Malibu Bluffs Park, Trancas Canyon Park, Charmlee Wilderness Park,
and Las Flores Creek Park.
• Expand the outdoor education program for students, educators, and the broader
community by offering lectures on topics such as planting native milkweed,
removing non-native plants, maintaining healthy ecosystems, and understanding
threats to pollinators. The program will also include guided nature walks in
partnership with local youth and senior groups.
• Create a social media campaign promoting pollinator gardens and species
protection.
• Work with County and State agencies to provide educational outreach opportunities
and native plant give-a-ways.
• Plant and maintain a monarch and pollinator-friendly demonstration garden at
Malibu Bluffs Park in spring 2026.
• Support citizen science efforts that help monitor monarch habitat and migration
health.
ATTACHMENTS: None.
Page 2 of 2
2
Agenda Item # 1.B.4.
City Council Meeting
03-23-26
`
Council Agenda Report
Item
1.B.5.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Cynthia Alba, Senior Management Analyst
Reviewed by:
Christopher Smith, Assistant City Manager
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 3, 2026
Subject:
Amendment No. 4 to Professional Services Agreement with Lance,
Soll, & Lunghard, LLP (dba LSL, LLP) for Financial Auditing Services
Meeting date: March 23, 2026
RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 4 to
Professional Services Agreement with Lance, Soll, & Lunghard, LLP (“LSL”) for Financial
Auditing Services.
FISCAL IMPACT: Amendment No. 4 would extend the term of the agreement through May
12, 2027, and increase the contract authority by $47,280 to an amount not to exceed
$253,290. Funding for this agreement was included in the Proposed Budget for Fiscal
Year 2025-26 in Account No. 100-7054-5100-00 (Finance - Professional Services).
STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the
Adopted FY 2025-26 Strategic Priority Project List.
DISCUSSION: Staff seeks Council authority to extend the City’s agreement with LSL for
auditing services, including conducting the City’s annual audit. Staff seek to amend the
existing agreement for these services while staff continue to manage the administrative
aspects of the fire recovery and assess the City’s financial outlook. Staff intend to
undertake a competitive process for future services following this contract extension.
On December 2, 2019, the City issued a request for proposals for financial audit and
accounting services. On March 10, 2020, the City Council authorized a two-year
agreement with LSL for auditing services. On January 10, 2022, the City Council executed
Amendment No. 1, extending the term to March 23, 2024. On May 13, 2024, the City
Page 1 of 2
1
Agenda Item # 1.B.5.
Council executed Amendment No. 2, extending the term to May 12, 2025. On May 13,
2025, the City Council executed Amendment No. 3 extending the term to May 12, 2026.
The City has contracted with LSL for financial auditing services since May 2004. LSL
conducts an interim audit, an annual audit, and a single audit as required for the city each
year. They prepare the City’s financial statements, as well as the City’s federal single audit
report. Because of their familiarity with the City’s finances and operations, they are
extremely beneficial in the preparation of the annual comprehensive financial report. LSL
is very conscientious in maintaining an unbiased and optimal auditing service by rotating
staff assigned to oversee the City’s audit each year. In addition, pursuant to Government
Code Section 12410.6(b), regarding auditor rotation requirements of public accounting
firms providing audit services to local agencies, LSL has continued to provide the City with
a new lead audit partner for each audit who had not been previously responsible for
preparing or reviewing the City’s audits.
The parties propose to amend the Agreement via Amendment No. 4 to increase the
Consultant’s total compensation by $47,280, for a revised not-to-exceed amount of
$253,290, and to extend the term of the Agreement through May 12, 2027. Staff
recommend this augmentation to the Agreement to allow LSL to work with staff to continue
financial auditing for Fiscal Year 2026-27.
ATTACHMENTS:
1. Amendment No. 4 to Agreement with LSL, LLP
Page 2 of 2
2
Agenda Item # 1.B.5.
3
4
5
6
City Council Meeting
03-23-26
Item
1.B.6.
Council Agenda Report
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Yolanda Bundy, Community Development Director
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 4, 2026
Subject:
Professional Services Agreement for On-Call Plan Check Services
Meeting date: March 23, 2026
RECOMMENDED ACTION: Authorize the Mayor to execute a professional services
agreement with 4Leaf, Inc. to provide on-call plan check services.
FISCAL IMPACT: All building plan check fees are established in the City’s adopted Fee
Schedule and are collected by the City as part of the standard permit review process.
There are no additional surcharges or fees charged to applicants when consultant plan
check services are utilized.
Under the proposed agreement, the consultant is compensated through a fixed
percentage of the applicable plan check fees collected by the City, based on the scope
and type of plan review performed. These percentages are established in the
agreement’s fee schedule and are consistent with the compensation structure used in
the City’s other building plan check consultant agreements. The City retains the
remaining portion of the collected fees to support the administrative and operational
functions required to process and manage building permits and plan check reviews.
Funding for these services is included in the Adopted Budget for Fiscal Year 2025-26 in
Account No. 101-2004-5100 (Building Safety Professional Services). Consultant services
are used on an as-needed basis to supplement staff capacity during periods of increased
permit activity and to maintain timely plan check review timelines.
STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the
Strategic Priority Project List.
Page 1 of 2
1
Agenda Item # 1.B.6.
DISCUSSION: Over the past several months, the Community Development Department
has experienced a significant increase in plan check volume. Compared to the same
period last year, the Department has experienced a 49% increase in plan checks.
Figure 1 – Plan Checks by Fiscal Year
Type of Plan Check
FY 24-25
FY 25-26
Palisades Fire
2
423
Woolsey Fire
110
118
Regular Operations
809
835
921
1,376
*The data reflects plan checks received from July 1 – February 28.
While the City maintains primary plan check consultants under existing agreements, the
volume of incoming applications exceeded the capacity of those providers.
To avoid delays in permit processing and to maintain service levels to the public, the
Department temporarily augmented plan check services using 4Leaf, Inc.
4Leaf is already under contract with the City for Palisades Fire rebuild plan check
services. However, the services currently being provided are unrelated to fire rebuild
projects and instead support standard plan check applications.
Because the scope of work being performed falls outside of the existing rebuild
agreement, a separate professional services agreement is required.
The proposed firm responded to a Request for Proposal (RFP) for Malibu Plan Check
Consulting Services issued in 2024 and underwent the RFP evaluation process. Based
on the consultant’s proposal, experience, and high level of service and technical
expertise from the consultant, staff finds the consultant qualified for these services.
The supplemental consultant will serve as an on-call backup resource, providing
additional capacity to address workload surges, overflow plan check assignments, and
special projects when the primary contract consultant is assigned to other priorities,
ensuring continuity of operations.
It is recommended that the City Council authorize the Mayor to execute an agreement
with 4Leaf, Inc. to meet operational demands.
ATTACHMENTS: Professional Services Agreement with 4Leaf, Inc.
Page 2 of 2
2
Agenda Item # 1.B.6.
AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of March 23, 2026 by and between the City
of Malibu, a municipal corporation (hereinafter referred to as the "City"), and 4LEAF, a
California corporation (hereinafter referred to as "Consultant").
The City and the Consultant agree as follows:
RECITALS
A.
The City does not have the personnel able and/or available to perform the services
required under this Agreement.
B.
The City desires to contract out for consulting services for certain projects relating
to plan check consulting services.
C.
The Consultant warrants to the City that it has the qualifications, experience and
facilities to perform properly and timely the services under this Agreement.
D.
The City desires to contract with the Consultant to perform the services as
described in Exhibit A of this Agreement.
NOW, THEREFORE, the City and the Consultant agree as follows:
1.0
SCOPE OF THE CONSULTANT’S SERVICES. The Consultant agrees to
provide the services and perform the tasks set forth in the Scope of Work, attached to and made
part of this Agreement, except that, to the extent that any provision in Exhibit A conflicts with
this Agreement, the provisions of this Agreement govern. The Scope of Work may be amended
from time to time by way of a written directive from the City.
2.0
TERM OF AGREEMENT. This Agreement will become effective on October
1, 2025, and will remain in effect for a period of two (2) years from said date unless otherwise
expressly extended and agreed to by both parties or terminated by either party as provided
herein.
3.0
CITY AGENT. The City Manager, or his or her designee, for the purposes of
this Agreement, is the agent for the City; whenever approval or authorization is required,
Consultant understands that the City Manager, or his or her designee, has the authority to provide
that approval or authorization.
4.0
COMPENSATION FOR SERVICES. The City shall pay the Consultant for its
professional services rendered and costs incurred pursuant to this Agreement in accordance with
the Scope of Work’s fee and cost schedule (Exhibit B). No additional compensation shall be paid
for any other expenses incurred, unless first approved by the City Manager, or his or her
designee.
3
Agreement for Professional Services
4LEAF, a California corporation
Page 2 of 15
4.1
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.
5.0
CONFLICT OF INTEREST. The Consultant represents that it presently has no
interest and shall not acquire any interest, direct or indirect, in any real property located in the
City which may be affected by the services to be performed by the Consultant under this
Agreement. The Consultant further represents that in performance of this Agreement, no person
having any such interest shall be employed by it.
5.1
The Consultant represents that no City employee or official has a material
financial interest in the Consultant’s business. During the term of this Agreement and/or as a
result of being awarded this contract, the Consultant shall not offer, encourage or accept any
financial interest in the Consultant’s business by any City employee or official.
5.2
If a portion of the Consultant’s services called for under this Agreement
shall ultimately be paid for by reimbursement from and through an agreement with a developer
of any land within the City or with a City franchisee, the Consultant warrants that it has not
performed any work for such developer/franchisee within the last 12 months, and shall not
negotiate, offer or accept any contract or request to perform services for that identified
developer/franchisee during the term of this Agreement.
6.0
GENERAL TERMS AND CONDITIONS.
6.1
Termination. Either the City Manager or the Consultant may terminate
this Agreement, without cause, by giving the other party ten (10) days written notice of such
termination and the effective date thereof.
6.1.1 In the event of such termination, all finished or unfinished
documents, reports, photographs, films, charts, data, studies, surveys, drawings, models, maps, or
other documentation prepared by or in the possession of the Consultant under this Agreement
shall be returned to the City. If the City terminates this Agreement without cause, the Consultant
shall prepare and shall be entitled to receive compensation pursuant to a close-out bill for
services rendered and fees incurred pursuant to this Agreement through the notice of termination.
If the Consultant terminates this Agreement without cause, the Consultant shall be paid only for
those services completed in a manner satisfactory to the City.
6.1.2 If the Consultant or the City fail to fulfill in a timely and proper
manner its obligations under this Agreement, or if the Consultant or the City violate any of the
covenants, agreements, or stipulations of this Agreement, the Consultant or the City shall have
the right to terminate this Agreement by giving written notice to the other party of such
termination and specifying the effective date of such termination. The Consultant shall be
entitled to receive compensation in accordance with the terms of this Agreement for any work
satisfactorily completed hereunder. Notwithstanding the foregoing, the Consultants shall not be
relieved of liability for damage sustained by virtue of any breach of this Agreement and any
payments due under this Agreement may be withheld to off-set anticipated damages.
4
Agreement for Professional Services
4LEAF, a California corporation
Page 3 of 15
6.2
Non-Assignability. The Consultant shall not assign or transfer any
interest in this Agreement without the express prior written consent of the City.
6.3
Non-Discrimination. The Consultant shall not discriminate as to race,
creed, gender, color, national origin, or sexual orientation in the performance of its services and
duties pursuant to this Agreement, and will comply with all applicable laws, ordinances and
codes of the Federal, State, County and City governments.
6.4
Insurance. The Consultant shall submit to the City certificates indicating
compliance with the following minimum insurance requirements no less than one (1) day prior to
beginning of performance under this Agreement. Consultant further agrees to comply with all
provisions in the attached Exhibit B which is incorporated herein.
6.5
Indemnification.
To the fullest extent permitted by law, Consultant shall indemnify and hold harmless City and
any and all of its officials, employees, agents, and/or volunteers (“Indemnified Parties”) from
and against any and all losses, liabilities, damages, costs, and expenses, including attorney’s fees
and costs, caused in whole or in part by the negligent or wrongful act, error or omission of
Consultant, its officers, agents, employees or subconsultants (or any agency or individual that
Consultant shall bear the legal liability thereof) in the performance of services under this
Agreement. Consultant’s duty to indemnify and hold harmless City shall not extend to the City’s
sole or active negligence or willful misconduct.
6.5.1. Duty to defend:
In the event the Indemnified Parties, individually or collectively, are made a party to any action,
lawsuit, or other adversarial proceeding arising from the performance of the services
encompassed by this Agreement, and upon demand by City, Consultant shall defend the
Indemnified Parties at Consultant’s cost or at City’s option, to reimburse City for its costs of
defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to
the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or
omissions. Payment by City is not a condition precedent to enforcement of this provision. In the
event of any dispute between Consultant and City, as to whether liability arises from the sole or
active negligence or willful misconduct of the City or its officers, employees, or agents,
Consultant will be obligated to pay for City’s defense until such time as a final judgment has
been entered adjudicating the Indemnified Parties as solely or actively negligent or to have acted
with willful misconduct. Consultant will not be entitled in the absence of such a determination to
any reimbursement of defense costs including but not limited to attorney’s fees, expert fees, and
costs of litigation.
6.6
Compliance with Applicable Law. The Consultant and the City shall
comply with all applicable laws, ordinances, and codes of the federal, state, county, and city
governments, including, without limitation, Malibu Municipal Code Chapter 5.36 Minimum
Wage.
6.7
Independent Contractor. This Agreement is by and between the City
and the Consultant and is not intended, and shall not be construed, to create the relationship of
agency, servant, employee, partnership, joint venture, or association, as between the City and the
5
Agreement for Professional Services
4LEAF, a California corporation
Page 4 of 15
Consultant.
6.7.1. The Consultant shall be an independent contractor and shall have no
power to incur any debt or obligation for or on behalf of the City. Neither the City nor any of its
officers or employees shall have any control over the conduct of the Consultant, or any of the
Consultant’s employees, except as herein set forth, and the Consultant expressly warrants not to,
at any time or in any manner, represent that it, or any of its agents, servants or employees are in
any manner employees of the City, it being distinctly understood that the Consultant is and shall
at all times remain to the City a wholly independent contractor and the Consultant's obligations
to the City are solely such as are prescribed by this Agreement.
6.8
Copyright. No reports, maps or other documents produced in whole or in
part under this Agreement shall be the subject of an application for copyright by or on behalf of
the Consultant.
6.9
Legal Construction.
(a)
This Agreement is made and entered into in the State of California
and shall in all respects be interpreted, enforced, and governed under the laws of the State of
California.
(b)
This Agreement shall be construed without regard to the identity of
the persons who drafted its various provisions. Each and every provision of this Agreement shall
be construed as though each of the parties participated equally in the drafting of same, and any
rule of construction that a document is to be construed against the drafting party shall not be
applicable to this Agreement.
(c)
The article and section, captions and headings herein have been
inserted for convenience only and shall not be considered or referred to in resolving questions of
interpretation or construction.
(d)
Whenever in this Agreement the context may so require, the
masculine gender shall be deemed to refer to and include the feminine and neuter, and the
singular shall refer to and include the plural.
6.10 Counterparts. This Agreement may be executed in counterparts and as
so executed shall constitute an agreement which shall be binding upon all parties hereto.
6.11 Final Payment Acceptance Constitutes Release. The acceptance by the
Consultant of the final payment made under this Agreement shall operate as and be a release of
the City from all claims and liabilities for compensation to the Consultant for anything done,
furnished or relating to the Consultant’s work or services. Acceptance of payment shall be any
negotiation of the City’s check or the failure to make a written extra compensation claim within
ten (10) calendar days of the receipt of that check. However, approval or payment by the City
shall not constitute, nor be deemed, a release of the responsibility and liability of the Consultant,
its employees, sub-consultants and agents for the accuracy and competency of the information
provided and/or work performed; nor shall such approval or payment be deemed to be an
6
Agreement for Professional Services
4LEAF, a California corporation
Page 5 of 15
assumption of such responsibility or liability by the City for any defect or error in the work
prepared by the Consultant, its employees, sub-consultants and agents.
6.12 Corrections. In addition to the above indemnification obligations, the
Consultant shall correct, at its expense, all errors in the work which may be disclosed during the
City’s review of the Consultant’s report or plans. Should the Consultant fail to make such
correction in a reasonably timely manner, such correction shall be made by the City, and the cost
thereof shall be charged to the Consultant.
6.13 Files. All files of the Consultant pertaining to the City shall be and remain
the property of the City. The Consultant will control the physical location of such files during
the term of this Agreement and shall be entitled to retain copies of such files upon termination of
this Agreement.
6.14 Waiver; Remedies Cumulative. Failure by a party to insist upon the
performance of any of the provisions of this Agreement by the other party, irrespective of the
length of time for which such failure continues, shall not constitute a waiver of such party's right
to demand compliance by such other party in the future. No waiver by a party of a default or
breach of the other party shall be effective or binding upon such party unless made in writing by
such party, and no such waiver shall be implied from any omissions by a party to take any action
with respect to such default or breach. No express written waiver of a specified default or breach
shall affect any other default or breach, or cover any other period of time, other than any default
or breach and/or period of time specified. All of the remedies permitted or available to a party
under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation
of any such right or remedy shall not constitute a waiver or election of remedies with respect to
any other permitted or available right of remedy.
6.15 Mitigation of Damages. In all such situations arising out of this
Agreement, the parties shall attempt to avoid and minimize the damages resulting from the
conduct of the other party.
6.16 Partial Invalidity. If any provision in this Agreement is held by a court
of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will
nevertheless continue in full force without being impaired or invalidated in any way.
6.17 Attorneys' Fees. The parties hereto acknowledge and agree that each will
bear his/her or its own costs, expenses and attorneys' fees arising out of and/or connected with
the negotiation, drafting and execution of the Agreement, and all matters arising out of or
connected therewith except that, in the event any action is brought by any party hereto to enforce
this Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees
and costs in addition to all other relief to which that party or those parties may be entitled.
6.18 Entire Agreement. This Agreement constitutes the whole agreement
between the City and the Consultant, and neither party has made any representations to the other
except as expressly contained herein. Neither party, in executing or performing this Agreement,
is relying upon any statement or information not contained in this Agreement. Any changes or
modifications to this Agreement must be made in writing appropriately executed by both the City
7
Agreement for Professional Services
4LEAF, a California corporation
Page 6 of 15
and the Consultant.
6.19 Notices. Any notice required to be given hereunder shall be deemed to
have been given by depositing said notice in the United States mail, postage prepaid, and
addressed as follows:
CITY:
Joe Irvin
City Manager
City of Malibu
23825 Stuart Ranch Road
Malibu, CA 90265-4861 TEL
(310) 456-2489 x 226 FAX
(310) 456-2760
CONSULTANT: Kevin Duggan
President
4LEAF, Inc., a California
corporation
4440 Von Karman Ave., Suite
300
Newport Beach, CA 92660
TEL (949) 877-9432
6.20 Warranty of Authorized Signatories and Acceptance of Facsimile or
Electronic Signatures. Each of the signatories hereto warrants and represents that he or she is
competent and authorized to enter into this Agreement on behalf of the party for whom he or she
purports to sign. The Parties agree that this Contract, agreements ancillary to this Contract, and
related documents to be entered into in connection with this Contract will be considered signed
when the signature of a party is delivered physically or by facsimile transmission or scanned and
delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all
respects as having the same effect as an original signature.
7.0
GENERAL TERMS AND CONDITIONS. (City and Consultant initials
required at EITHER 7.1 or 7.2)
7.1
Disclosure Required. By their respective initials next to this paragraph, City and
Consultant hereby acknowledge that Consultant is a “consultant” for the purposes of the
California Political Reform Act because Consultant’s duties would require him or her to make
one or more of the governmental decisions set forth in Fair Political Practices Commission
Regulation 18700.3(a) or otherwise serves in a staff capacity for which disclosure would
otherwise be required were Consultant employed by the City. Consultant hereby acknowledges
his or her assuming-office, annual, and leaving-office financial reporting obligations under the
California Political Reform Act and the City’s Conflict of Interest Code and agrees to comply
with those obligations at his or her expense. Prior to consultant commencing services hereunder,
the City’s Manager shall prepare and deliver to consultant a memorandum detailing the extent of
Consultant’s disclosure obligations in accordance with the City’s Conflict of Interest Code.
City Initials ______
Consultant Initials ______
7.2
Disclosure not Required. By their initials next to this paragraph, City and
Consultant hereby acknowledge that Consultant is not a “consultant” for the purpose of the
California Political Reform Act because Consultant’s duties and responsibilities are not within
the scope of the definition of consultant in Fair Political Practice Commission Regulation
8
Agreement for Professional Services
4LEAF, a California corporation
Page 7 of 15
18700.3(a) and is otherwise not serving in staff capacity in accordance with the City's Conflict
of Interest Code.
City Initials
�
Consultant Initials
This Agreement is executed on ______________, at Malibu, California, and effective as of
October 1, 2025.
CONSULTANT:
4LEAF, Inc., a California corporation
CITY OF MALIBU, a municipal corporation
BRUCE SILVERSTEIN, Mayor
ATTEST:
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
TREVOR RUSIN, Interim City Attorney
9
Agreement for Professional Services
4LEAF
Page 8 of 15
EXHIBIT A
SCOPE OF WORK
Building/Grading & Drainage:
1. Review all building construction documents for compliance with the California Building
Code (CBC), Mechanical Code (CMC), Plumbing Code (CPC), Electrical Code (CEC),
and Energy Code as amended by Los Angeles County, as amended by the City of Malibu.
2. Review Grading and Drainage documents for compliance with the California Building
Code (CBC) as amended by the County of Los Angeles (Appendix J), as amended by the
City of Malibu.
3. Review all development documents as requested by the City.
4. Project review services shall be completed utilizing the City’s adopted plan review
software (e.g., Bluebeam Studios) to, for example, markup plans with corrections and
redlines and/or coordinate with other internal departments.
5. Prepare grading bond calculations based on the City’s grading bond formula.
6. Perform all plan checks at consultant’s offices.
7. Provide plan review staff for routine office hours at City Hall, 8:00 AM - 5:00 PM. The
days for such services will be adjusted if mutually agreed upon with the City.
8. Maintain one (1) individual as the contact for all communication with the City.
9. Furnish assigned personnel with all necessary materials, resources, and training to
conduct plan check, including a current copy of applicable City amendments, policies,
procedures, and forms.
10. Provide the permit applicant designee and the City a list of items needing clarification or
change to achieve conformance with all State, Federal, or local regulations.
11. Perform plan reviews of revisions to plans that have been previously approved for permit
issuance.
12. Plan check approval shall not be recommended to the City until all code compliance
issues are resolved to the best of the applicant’s knowledge, and all permit issuance
requirements of the City have been satisfied.
13. Respond within one business day upon each notification that a plan check is authorized.
14. Supply pick-up and delivery of all documents daily. If plans are not submitted
electronically, Consultant will coordinate the pickup and return of all plans via
Consultant staff or a licensed courier service.
10
Agreement for Professional Services
4LEAF
Page 9 of 15
15. Perform plan check services within ten (10) business days upon receipt notification that a
plan check has been authorized.
16. Conduct and coordinate all communications with clients during the process of completing
authorized plan check, and shall copy the City on all correspondence.
17. Receive final review and approval by the City on all Code interpretations.
18. Respond within one (1) business day to questions from the City generated during field
inspection for each authorized plan check that is subsequently issued a permit for
construction.
19. Attend and participate in local and regional meetings on behalf of the City; including
locations other than Consultants office and Malibu City Hall.
20. Calculate/Recalculate all plan check and permit fees based on the City’s most current fee
schedule.
21. Accept any and all documents electronically; including utilization of OnBase (records
management system) and any additional electronic formats accepted by the City.
22. Provide Code training for City staff, including graphic handout materials.
23. Prepare and coordinate all required documents and presentations for the City’s adoption
of the Malibu Building Codes (County of Los Angeles Building Code with Seismic
Amendments). This shall include preparation of presentation to City Council for final
adoption.
24. Make presentations to City Council, public and other agencies as requested by City staff.
25. The City will provide Consultant with a monthly report of Building Plan Check fees
submitted to the City. The report shall include:
•
•
•
•
•
•
Plan Check Number
Project Status
Street Address
Valuation (if provided)
Class
Fees Collected on the Project
11
Agreement for Professional Services
4LEAF
Page 10 of 15
EXHIBIT B
COMPENSATION FOR SERVICES
The City shall pay the Consultant for its professional services rendered and costs incurred
pursuant to this Agreement in accordance with the Scope of Work’s fee and cost schedule. No
additional compensation shall be paid for any other expenses incurred, unless first approved by
the City Manager, or designee.
All rates and fixed fees listed below shall include overhead costs, including, but not limited to
salaries, benefits, insurance, workers compensation, office expenses, mileage, and courier
service. If staff substitutions are necessary, or if staff is promoted, the original rates listed below
will still apply.
No travel and mileage are approved with this agreement. However, if required, travel expenses
shall be pre-approved by the Community Development Director. Mileage shall be reimbursed at
the IRS prevailing rate. City will not reimburse for meals. Expenses will appear on invoices
without any markup, with proof of payment, and due and payable within thirty (30) days after
receipt by the City.
Prior to commencing work for the City of Malibu by the Consultant, written authorization must
be granted by the Community Development Director or his/her designee.
Subconsultant Markup: Subconsultants will be charged at cost plus 10%.
Percentage Fee Services:
Percentage Fees shall include an initial review and two (2) rechecks for a total of three (3),
hourly rates apply thereafter – prior notification must be given to City staff. Daily courier fees
included.
Plan Check Services
Complete Plan Review
Percentage
65% of City’s collected fees
Structural Only Plan Review
Electrical, Plumbing, or Mechanical Plan Review
Grading, Drainage and Erosion Control Plan
Review
Onsite Wastewater Treatment System Plan Review
35% of City’s collected fees
65% of City’s collected fees
65% of City’s collected fees
Review for Changes to Previously Approved Plans
Review After Three (3) Checks (prior approval
required)
See below hourly rates
See below hourly rates
12
65% of City’s collected fees
Agreement for Professional Services
4LEAF
Page 11 of 15
Hourly Rates
Non-Billable Administrative Overhead
The Consultant will bill only for time spent performing assigned professional work. All other
activities associated with carrying out the contract are not billable, and are therefore, considered
overhead or administrative functions contained within the hourly rate. Typical examples of nonbillable overhead activities are:
• Discussion with staff or applicant about the cost of services or to address billing disputes.
• Meetings to discuss work performance, contract or additional services.
• Travel time to and from the City of Malibu.
• Preparation of invoices and other administrative clerical services.
• Contract administration, such as preparing or discussing contract amendments.
• Time spent resolving errors in the event the Consultant is responsible.
13
Agreement for Professional Services
4LEAF
Page 12 of 15
EXHIBIT C
INSURANCE LANGUAGE
Without limiting Consultant’s indemnification of City, and prior to commencement of work
and/or services under this Agreement, Consultant shall obtain, provide, and maintain at its own
expense during the term of this Agreement, policies of insurance of the type and amounts
described below and in a form satisfactory to City.
General Liability Insurance. Consultant shall maintain commercial general liability insurance
with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not
less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal
injury, and property damage. The policy must include contractual liability that has not been
amended. Any endorsement restricting standard ISO “insured contract” language will not be
accepted.
Automobile Liability Insurance. Consultant shall maintain automobile insurance at least as
broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage
for all activities of the Consultant arising out of or in connection with Work to be performed
under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles,
in an amount not less than 1,000,000 combined single limit for each accident.
Professional Liability (Errors & Omissions) Insurance. Consultant shall maintain
professional liability insurance that covers the Services to be performed in connection with this
Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy
inception date, continuity date, or retroactive date must be before the effective date of this
agreement and Consultant agrees to maintain continuous coverage through a period no less than
three years after completion of the services required by this agreement.
Workers’ Compensation Insurance. Consultant shall maintain Workers’ Compensation
Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least
$1,000,000).
Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of
Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.
OTHER PROVISIONS OR REQUIREMENTS
Proof of Insurance. Consultant shall provide certificates of insurance and required
endorsements to City as evidence of the insurance coverage required herein. Insurance
certificates and endorsements must be approved by City’s Risk Manager prior to commencement
of performance. Current certification of insurance shall be kept on file with City for the contract
period and any additional length of time required thereafter. City reserves the right to require
complete, certified copies of all required insurance policies, at any time.
Duration of Coverage. Consultant shall procure and maintain for the contract period, and any
additional length of time required thereafter, insurance against claims for injuries to persons or
damages to property, or financial loss which may arise from or in connection with the
14
Agreement for Professional Services
4LEAF
Page 13 of 15
performance of the Work hereunder by Consultant, their agents, representatives, employees, or
subconsultants.
Primary/Noncontributing. Coverage provided by Consultant shall be primary and any
insurance or self-insurance procured or maintained by City shall not be required to contribute
with it. The limits of insurance required herein may be satisfied by a combination of primary and
umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to
contain a provision that such coverage shall also apply on a primary and non-contributory basis
for the benefit of City before the City’s own insurance or self- insurance shall be called upon to
protect it as a named insured.
City’s Rights of Enforcement. In the event any policy of insurance required under this
Agreement does not comply with these specifications or is canceled and not replaced, City has
the right but not the duty to obtain the insurance it deems necessary, and any premium paid by
City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay
premium from Consultant payments. In the alternative, City may cancel this Agreement.
Acceptable Insurers. All insurance policies shall be issued by an insurance company currently
authorized by the Insurance Commissioner to transact business of insurance or is on the List of
Approved Surplus Line Insurers in the State of California, with an assigned policyholders’
Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the
latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk
Manager.
Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this
agreement shall be endorsed to waive subrogation against City, its elected or appointed officers,
agents, officials, employees, and volunteers or shall specifically allow Consultant or others
providing insurance evidence in compliance with these specifications to waive their right of
recovery prior to a loss. Consultant hereby waives its own right of recovery against City and
shall require similar written express waivers and insurance clauses from each of its
subconsultants.
Enforcement of Contract Provisions (Non Estoppel). Consultant acknowledges and agrees
that any actual or alleged failure on the part of the City to inform Consultant of non-compliance
with any requirement imposes no additional obligations on the City nor does it waive any rights
hereunder.
Requirements Not Limiting. Requirements of specific coverage features or limits contained in
this Section are not intended as a limitation on coverage, limits or other requirements, or a
waiver of any coverage normally provided by any insurance. Specific reference to a given
coverage feature is for purposes of clarification only as it pertains to a given issue and is not
intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a
waiver of any type. If the Consultant maintains higher limits than the minimums shown above,
the City requires and shall be entitled to coverage for the higher limits maintained by the
Consultant. Any available insurance proceeds in excess of the specified minimum limits of
insurance and coverage shall be available to the City.
15
Agreement for Professional Services
4LEAF
Page 14 of 15
Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to
provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a
ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of
the Consultant’s insurers are unwilling to provide such notice, then Consultant shall have the
responsibility of notifying the City immediately in the event of Consultant’s failure to renew any
of the required insurance coverages, or insurer’s cancellation or non-renewal.
Additional Insured Status. General liability, automobile liability, and umbrella/excess liability
insurance policies shall provide or be endorsed to provide that City and its officers, officials,
employees, agents, and volunteers shall be additional insureds under such policies.
Prohibition Of Undisclosed Coverage Limitations. None of the coverages required herein will
be in compliance with these requirements if they include any limiting endorsement of any kind
that has not been first submitted to City and approved of in writing.
Separation of Insureds. A severability of interests’ provision must apply for all additional
insureds ensuring that Consultant’s insurance shall apply separately to each insured against
whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The
policy(ies) shall not contain any cross-liability exclusions.
Pass Through Clause. Consultant agrees to ensure that its subconsultants, subcontractors, and
any other party who is brought onto or involved in the project/service by Consultant (hereinafter
collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements
required of Consultant under this Agreement. Consultant agrees to monitor and review all such
coverage and assumes all responsibility for ensuring that such coverage is provided in
conformity with the requirements of this section. However, in the event Consultant’s
Subcontractor cannot comply with this requirement, which proof must be submitted to the City,
Consultant may still be able to utilize the Subcontractor provided Consultant shall be required to
ensure that its Subcontractor provide and maintain insurance coverage and endorsements
sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and
services, with limits less than required of the Consultant, but in all other terms consistent with
the Consultant’s requirements under this Agreement. This provision does not relieve the
Consultant of its contractual obligations under the Agreement and/or limit its liability to the
amount of insurance coverage provided by its subcontractors. This provision is intended solely to
provide Consultant with the ability to utilize a Subcontractor who may be otherwise qualified to
perform the work or services but may not carry the same insurance limits as required of the
Consultant under this Agreement given the limited scope of work or services provided by the
subcontractor. Consultant agrees that upon request, all agreements with Subcontractors, and
others engaged in the project and/or services, will be submitted to City for review.
City’s Right to Revise Specifications. The City reserves the right at any time during the term of
the contract to change the amounts and types of insurance required by giving the Consultant
ninety (90) days’ advance written notice of such change. If such a change results in substantial
additional costs to the Consultant, the City and Consultant may renegotiate the Consultant’s
compensation.
16
Agreement for Professional Services
4LEAF
Page 15 of 15
Self-Insured Retentions. Any self-insured retentions must be declared to and approved by the
City. City reserves the right to require that self-insured retentions be eliminated, lowered, or
replaced by a deductible, or require proof of ability to pay losses and related investigations,
claim administration, and defense expenses within the retention through confirmation from the
underwriter.
Timely Notice Of Claims. Consultant shall give City prompt and timely notice of claims made
or suits instituted that arise out of or result from Consultant’s performance under this Agreement,
and that involve or may involve coverage under any of the required liability policies.
Additional Insurance. The consultant shall also procure and maintain, at its own cost and
expense, any additional kinds of insurance, which in its own judgment may be necessary for its
proper protection and prosecution of the work.
17
City Council Meeting
03-23-26
Council Agenda Report
Item
1.B.7.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Cynthia Alba, Senior Management Analyst
Reviewed by:
Rob DuBoux, Interim Assistant City Manager
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 4, 2026
Subject:
Amendment No. 1 to Professional Services Agreement with Frederick
Fisher and Partners for a Masterplan/Concept Design for Heathercliff
Recreation Center and Ioki Temporary Sports Fields
Meeting date: March 23, 2026
RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 1 to
Professional Services Agreement with Frederick Fisher & Partners, Architects, a California
stock corporation (Frederick Fisher and Partners) to include design services for temporary
sports fields on the Ioki Property.
FISCAL IMPACT: Amendment No. 1 will extend the term of the agreement through March
1, 2027, and increase the budget by $50,000 for a total not to exceed amount of $214,800.
Funding for these services was included in the Adopted Budget for FY 2025-26 in Account
No. 105-9088-5100 Vacant Properties Professional Services.
STRATEGIC PRIORITY:
This item supports the City’s 2025-28 Strategic Plan, Goal 7: Explore New Opportunities
for Educational, Cultural and Recreation Establishments, Community Lands Project.
DISCUSSION: The Malibu Community Lands Project was established to determine the
most appropriate use of 61 acres of city-owned vacant land. This community-driven
initiative has engaged residents through a variety of outreach methods to ensure the
project aligns with Malibu’s vision and mission statement.
The Community Lands Project began in 2024 following the City’s approval of the
agreement with Tripepi Smith & Associates to provide community outreach and
engagement services for City owned vacant properties. Throughout 2024 and 2025, the
Page 1 of 2
1
Agenda Item # 1.B.7.
Council received updates and reports summarizing community input. Based on this
feedback, the Council directed staff to develop plans for the properties at Heathercliff,
Parcel C at Cross Creek Ranch (La Paz), and Ioki.
On November 10, 2025, the City Council entered into an agreement with Frederick Fisher
and Partners for a Masterplan/Concept Design for a multigenerational recreation center at
Heathercliff Property.
On January 26, 2026, City Council reviewed the status and progress of the five Malibu
Community Lands and gave direction on the following:
• Ioki: Directed staff to work with the Use of Public Parks and Property Ad Hoc
Committee to bring back a plan for temporary sports fields, specifically including
soccer fields.
• Heathercliff: Directed staff and the Use of Public Parks and Property Ad Hoc
Committee to continue working on the Heathercliff project design.
• Parcel C at Cross Creek Ranch (La Paz): Directed staff to suspend work on the
project.
• All lands: Directed staff to work with the Use of Public Parks and Property Ad Hoc
Committee to explore options for a native plant nursery/potential communal garden
with the Santa Monica Mountains Fund.
More information regarding the City Council’s previous actions can be found at:
https://malibucommunitylands.org/.
Staff have discussed City Council’s direction to develop a plan for temporary sports fields
with Fred Fisher and Partners, who have studied the site and uses. The Consultant has
experience developing properties for temporary use and understands the scope of work;
therefore, staff recommends amending the agreement to work on the preliminary design
for the Ioki property and increasing the total compensation by $50,000, for a revised notto-exceed amount of $214,800. Additionally, the agreement term will be extended through
March 1, 2027.
ATTACHMENTS: Professional Services Amendment No 1 with Frederick Fisher and
Partners
Page 2 of 2
2
Agenda Item # 1.B.7.
Docusign Envelope ID: 437777DF-8E9F-4BD8-BF3F-FC80867E2723
AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES
THIS AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES (“Amendment
No. 1”) is made and entered in the City of Malibu on March 23, 2026, by and between the CITY OF MALIBU,
a municipal corporation, hereinafter referred to as “City”, and Frederick Fisher & Partners, Architects, a
California stock corporation, hereinafter referred to as “Consultant”. City and Consultant are each a “Party”
and collectively, the “Parties”.
The City and the Consultant agree as follows:
RECITALS
A.
On November 10, 2025 the City entered into an Agreement with Consultant for a Masterplan/Concept
Design for a recreation center at Heathercliff Community Land (the “Agreement”).
B.
The Parties desire to amend the Agreement to include an additional location to the scope of services,
increase the Consultant’s compensation, and extend the term of agreement and Consultant has submitted a
proposal for this purpose that is acceptable to the City.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter
contained, the parties hereto agree as follows:
The Agreement is amended as follows:
1.
Section 1.0 – Scope of the Consultant’s Services, is hereby amended to include design services
for Ioki Community Land. All previously agreed to services shall now apply to the Ioki
Community Land, in addition to all other locations set forth in the Agreement.
2.
Section 2.0 – Term is hereby extended to March 1, 2027.
3.
Section 4.0 – Compensation for Services is hereby amended to increase the total not to exceed
amount to $214,800 for the amended term of the Agreement.
4.
The Parties agree that this Amendment No. 1 will be considered signed when the signature of
a Party is delivered physically or by facsimile transmission or scanned and delivered via
electronic mail. Such facsimile or electronic mail copies will be treated in all respects as
having the same effect as an original signature.
5.
All terms and conditions of the Agreement not amended by this Amendment No. 1 remain in
full force and effect.
This Amendment No. 1 is executed on ________, at Malibu, California, and effective as of March 12, 2026.
ATTEST:
CITY OF MALIBU:
____________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
____________________________________
BRUCE SILVERSTEIN, Mayor
APPROVED AS TO FORM:
CONSULTANT: FREDERICK FISHER &
PARTNERS, ARCHITECTS, a California stock
corporation
_____________________________________
TREVOR RUSIN, Interim City Attorney
By: ____________________________________
3
Name: FREDERICK FISHER
Title: Chief Executive Officer
City Council Meeting
3-23-26
Item
1.B.8.
Council Agenda Report
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Brandie Ayala, Senior Management Analyst
Reviewed by:
Tatiana Holden, Interim Public Works Director/City Engineer
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 5, 2026
Subject:
Amendment to Professional Services
Construction Management Services
Meeting date: March 23, 2026
Agreement for On-Call
RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 3 to the
Professional Services Agreement with Filippin Engineering (Filippin) amending
compensation in the amount of $300,000 for a total not to exceed $1,366,408.60 for OnCall Construction Management Services related to the City’s Capital Improvement
Program.
FISCAL IMPACT: Funding for these on-call services is included in the Adopted Budget for
FY 2025-26 in Account Number 310-9090-5100 (Permanent Skate Park). No additional
appropriation is required.
Project Estimate
Design
Construction
Change Orders
Construction Mgmt. #1
Construction Mgmt. #2
Construction Mgmt. #3
Permanent Skate Park
$296,788.79
$4,151,762.38
$620,349.52
$343,540
$93,143.60
$300,000
Project Funding
General Fund Designed $5,057,289.50
CIP
$412,472.79
General Fund
$150,000
Case/Crummer
$185,822
Designated Reserve
Settlement Agreement
OGALS Per Capita
Grants
Page 1 of 2
1
Agenda Item # 1.B.8.
Total
$5,805,584.29 Total
*Project funding shown represents multiple fiscal years.
$5,805,584.29
STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025-2028
Strategic Plan: Goal 7 – Explore New Opportunities for Educational, Cultural and
Recreational Establishments
DISCUSSION: On February 24, 2025, the city entered into an agreement with Filippin to
perform On-Call Construction Management Services in the amount of $50,000 for the
City’s Capital Improvement Program. This agreement was intended to allow the city to
utilize Filippin for various construction management services during construction of the
City’s Capital Improvements Projects. These services include contract administration,
submittal review, construction inspections and material testing, and providing related
project close out documentation.
On June 9, 2025, the City Council approved Amendment No. 1 to perform construction
management services on the Permanent Skate Park and Clover Heights Storm Drain
Improvements projects increasing the agreement for a total amount not to exceed
$611,896.98.
On December 8, 2025, the City Council approved Amendment No. 2 to perform
construction management services for the Latigo Canyon Retaining Walls Repairs and the
Clover Heights Storm Drain Improvements projects in the amount of $404,511.62.
This amendment of $300,000 includes the necessary support to perform the construction
management services to complete the Permanent Skate Park. This allows City staff to
continue to focus on recovery efforts while moving forward on the City’s Capital
Improvement Program. Funding for this amendment was included as part of the mid-year
budget.
Staff recommends City Council authorizes the Mayor to execute Amendment No. 3 to the
agreement with Filippin Engineering amending their compensation in the amount of
$300,000 for a total not to exceed $1,366,408.60 for On-Call Construction Management
Services.
ATTACHMENTS:
Amendment No. 3 to Agreement with Filippin Engineering
Page 2 of 2
2
Agenda Item # 1.B.8.
AMENDMENT NO. 3 TO AGREEMENT
THIS AMENDMENT NO. 3 TO AGREEMENT is made and entered in the City of Malibu on
March 23, 2026, by and between the CITY OF MALIBU, a municipal corporation, hereinafter referred to as
City, and Filippin Engineering, a California Corporation, hereinafter referred to as Consultant.
The City and the Consultant agree as follows:
RECITALS
A.
On February 24, 2025, the City entered into an Agreement with Consultant for on-call construction
management services (the “Agreement”).
B.
On June 9, 2025, the City Council amended this Agreement to increase the compensation for a total
not to exceed $611,896.98.
C.
On December 8, 2026, the City Council amended this Agreement to increase the compensation for a
total not to exceed $1,066,408.60.
D.
The City desires to amend the Agreement to increase the Consultant’s compensation, and the
Consultant has submitted a proposal for this purpose that is acceptable to the City.
NOW THEREFORE, in consideration of their mutual promises, obligations and covenants
hereinafter contained, the parties hereto agree as follows:
1.
Section 4.0 – Compensation for Services, of the Agreement, is hereby amended in the
amount of $300,000 for a total not to exceed $1,366,408.60.
2.
The Parties agree that this Amendment will be considered signed when the signature of a
party is delivered physically or by facsimile transmission or scanned and delivered via
electronic mail. Such facsimile or electronic mail copies will be treated in all respects as
having the same effect as an original signature.
3.
All terms and conditions of the Agreement not amended by this Amendment No. 3 remain in
full force and effect.
This Agreement is executed on ______________________, at Malibu, California, and effective as of
February 23, 2026.
CITY OF MALIBU:
____________________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
____________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
Filippin Engineering, a California Corporation:
_____________________________________
TREVOR RUSIN, Interim City Attorney
____________________________________
3
By: Gino Filippin
Title: President
City Council Meeting
03-23-26
Item
1.B.9.
Council Agenda Report
To:
Mayor Riggins and the Honorable Members of the City Council
Prepared by:
Nathaniel McLean, Assistant Engineer
Reviewed by:
Tatiana Holden, Interim Public Works Director/City Engineer
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 5, 2026
Subject:
Malibu Coast Animal Hospital Roof Repair Project Change Order
Meeting date: March 23, 2026
RECOMMENDED ACTION: Authorize an increase of construction change order funding
of $15,000 to Felson Group, Inc., for a total aggregate amount of $27,707.40.
FISCAL IMPACT: No additional appropriation is required. Funding for this request is
included in the Adopted Budget for FY 2025-26 in Account No. 500-7008-7300 (Legacy
Park Improvements).
Project Estimate
Project Funding*
Construction
$84,716.00 Legacy Park
$175,000.00
Improvements
Change Order
$12,707.40
Authorization (15%)
Increase in Change
$15,000.00
Order Authorization
Total
$112,423.40
Total
$175,000.00
*Project Funding amounts were obtained by the Amended Budget for FY 2025-26
STRATEGIC PLAN IMPLEMENTATION: N/A
DISCUSSION: This project consists of repairing the existing roof system at the Malibu
Coast Animal Hospital by installing new Thermoplastic Polyolefin (TPO) membrane over
the entire existing roof to repair any existing damage, improve waterproofing, and extend
the service life of the roof.
Page 1 of 2
1
Agenda Item # 1.B.9.
This work will be funded by the Legacy Park Improvements account. The Malibu Coast
Animal Hospital is one of three commercial tenant buildings at Legacy Park that generate
revenue for the City. That revenue supports debt service payments and ongoing site costs,
including project planning and design, insurance, maintenance, and property
management. Roof rehabilitation is a necessary maintenance activity to preserve a
revenue-generating asset and ensure the continued funding of these obligations.
On September 25, 2025, the final project plans and specifications for the Malibu Coast
Animal Hospital Roof Repair Project were advertised for competitive sealed proposals. On
October 16, 2025, a total of seven (7) proposals were received for the project, and the
apparent low bidder was Felsen Group, Inc. in the amount of $84,716.00. On November
10, 2025, City Council awarded the project to Felsen Group, Inc.
Construction was delayed until March due to the rainy weather. Construction began on
March 4, 2026. Once work commenced, staff and the contractor identified more extensive
deterioration than was visible during prior inspections. Recent rains further exacerbated
the roof’s condition, resulting in additional damaged areas requiring replacement and
repair. To complete the project as intended and restore the roof to a watertight condition,
and to maintain the Manufacturers 20-Year Warranty, additional materials and labor are
required beyond the scope anticipated at bid.
The previously approved change order authority of $12,707.40 is insufficient to cover the
added work necessary to complete construction. Staff is requesting an increase in the
amount of $15,000.00 to address the increased materials and labor needs.
Staff recommends the City Council approve the authorization of $15,000 of the available
project funding for this necessary change order.
ATTACHMENTS: None
Page 2 of 2
2
Agenda Item # 1.B.9.
City Council Meeting
03-23-26
Council Agenda Report
Item
1.B.10.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Tatiana Holden, Interim Public Works Director/City Engineer
Susan Dueñas, Public Safety Director
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 4, 2026
Subject:
Professional Services Agreement with Blue Line Solutions
Meeting date: March 23, 2026
RECOMMENDED ACTION: Authorize the Mayor to execute a Professional Services
Agreement with Blue Line Solutions-CA, LLC (Blue Line) to implement and operate a
Speed Safety Camera System Pilot Program for a six-year term supporting five years of
camera operations for an annual cost of $2,801,751 for a total five-year program contract
amount not to exceed $14,008,755.
FISCAL IMPACT: No additional appropriation is required. This is a servicebased contract, and fees are deducted directly from the citation revenue. Based on speed
studies that were included in the Speed Safety System Impact Report, it is anticipated that
the system will generate approximately 227,176 citations per year with a minimum fine of
$50 each: therefore, generating approximately $11,358,800 per year. The anticipated
revenue will be more than sufficient to offset the annual contract amount that is not to
exceed $2,801,751. Surplus revenue derived from the program must be used for traffic
calming measures on the Pacific Coast Highway.
STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025-2028
Strategic Plan Goal 4: Improve Public Safety.
DISCUSSION: On September 27, 2024, Senate Bills 1297, which authorized the City of
Malibu to implement a speed safety system pilot program, was signed into law. The
purpose of the program is to improve traffic safety and reduce fatalities on the Pacific
Coast Highway in Malibu by targeting high-speed areas. The bill authorizes installation of
up to five safety systems within the city limits. Once implemented and operational, the
program will continue until its expiration on January 1, 2032.
Page 1 of 3
1
Agenda Item # 1.B.10.
On October 16, 2025, the City issued a Request for Proposals (RFP) for experienced firms
to provide a turnkey Automated Speed Safety Camera System (SSCS), including the
design, hardware, software, installation, operations support, maintenance, and related
services. More specifically, the following services were requested:
•
•
•
•
•
•
•
•
•
•
An integrated SSCS solution including field equipment and communications;
Violation detection and evidence packages;
Notice production and mailing;
Payment/call-center/web portal services;
Role-based software for City review/approval;
Data security and audit logging;
Program analytics and reporting;
Training;
Maintenance, inspections/calibration; and,
Compliance with all applicable provisions of SB 1297 and the City of Malibu’s Speed
Safety System Use Policy.
Staff received eight proposals and after careful review of the proposals, four vendors were
invited for interviews for further evaluation: Elovate, Blue Line Solutions, Verra Mobility
and Novoa Global. Based on the proposals, reference checks and interviews, staff
determined that Blue Line was the best fit for the project. While all of the vendors have
extensive experience with speed safety systems, Blue Line clearly understood the
conditions in Malibu and were able to clearly identify the project needs and estimate the
likely citation rate and resulting workload.
Based on the Michelin Mobility Intelligence Study that was conducted in 2024 and included
in the Speed Safety System Impact Report that was approved by the City Council in
August 2025, approximately 12,448 vehicles exceed the posted speed limit by more than
10 MPH each day. According to Blue Line representatives, after speed safety systems are
implemented, the number of vehicles that exceed the posted speed limit generally falls by
95%. Therefore, we can anticipate approximately 622 vehicles per day will exceed the
posted speed limit and generate a citation.
Based on the minimum fine of $50, approximately $11.3 million in revenue could be
generated each year. Senate Bills 1297 requires that revenues derived from the speed
safety system shall first be used to recover program costs. Program costs include, but are
not limited to, the installation of speed safety systems, the adjudication of violations, and
reporting requirements as specified in this section. After covering program costs, any
excess revenue shall be used for traffic-calming measures within three years of the end
of the fiscal year in which the excess revenue was received. The City shall enter into an
agreement with the Department of Transportation regarding the use of any excess
revenue. If traffic-calming measures are not planned or constructed after the third year,
excess revenue shall revert to the Active Transportation Program established pursuant to
Page 2 of 3
2
Agenda Item # 1.B.10.
Chapter 8 (commencing with Section 2380) of the Streets and Highways Code, to be
allocated by the California Transportation Commission pursuant to Section 2381 of the
Streets and Highways Code.
Next Steps
The six-year term agreement with Blue Line Solutions covers the five-year speed safety
program operation and maintenance with the sixth year of decommissioning of the
program, including fulfilling reporting requirements set by Senate Bill 1297.
After the agreement is fully executed, staff will work with Blue Line to install the cameras,
train staff and work with their marketing team to implement a comprehensive public
education campaign for the required 30 days prior to activating the system.
Staff recommends the City Council authorize the Mayor to execute a Professional Services
Agreement with Blue Line Solutions-CA, LLC (Blue Line) to implement and operate a
Speed Safety Camera System Pilot Program for a six-year term supporting five years of
camera operations for an annual cost of $2,801,751 for a total five-year program contract
amount not to exceed $14,008,755. The city anticipates the start of camera operation
before July 4, 2026.
ATTACHMENTS:
1) Senate Bill No. 1297
2) Professional Services Agreement with Blue Line Solutions-CA, LLC (This
attachment will be distributed under separate cover)
Page 3 of 3
3
Agenda Item # 1.B.10.
STATE OF CALIFORNIA
AUTHENTICATED
ELECTRONIC LEGAL MATERIAL
Senate Bill No. 1297
CHAPTER 631
An act to amend Section 70615 of the Government Code, and to add and
repeal Article 4 (commencing with Section 22435) of Chapter 7 of Division
11 of the Vehicle Code, relating to vehicles.
[Approved by Governor September 27, 2024. Filed with
Secretary of State September 27, 2024.]
legislative counsel’s digest
SB 1297, Allen. The City of Malibu’s speed safety system pilot program.
Existing law authorizes, until January 1, 2032, the Cities of Los Angeles,
San Jose, Oakland, Glendale, and Long Beach, and the City and County of
San Francisco to establish a speed safety system pilot program if the system
meets specified requirements. Existing law requires a participating city or
city and county to adopt a Speed Safety System Use Policy and a Speed
Safety System Impact Report before implementing the program, and requires
the participating city or city and county to engage in a public information
campaign at least 30 days before implementation of the program, including
information relating to when the systems would begin detecting violations
and where the systems would be utilized. Existing law requires a
participating city or city and county to issue warning notices rather than
notices of violations for violations detected within the first 60 calendar days
of the program. Existing law also requires a participating city or city and
county to develop uniform guidelines for, among other things, the processing
and storage of confidential information. Existing law designates all
photographic or administrative records, not including data about the number
of violations issued or the speeds at which they were issued for, made by a
system as confidential, and would only authorize public agencies to use and
allow access to these records for specified purposes.
This bill would authorize, until January 1, 2032, the City of Malibu to
establish a similar program for speed enforcement that utilizes up to 5 speed
safety systems on the Pacific Coast Highway.
Existing law specifies that any violation of a speed law recorded by a
speed safety system authorized by the Speed Safety System Pilot Program
provisions would be subject only to the provided civil penalties. Existing
law provides, among other things, for the issuance of a notice of violation,
an initial review, an administrative hearing, and an appeals process, as
specified, for a violation under this program. Existing law requires any
program created pursuant to these provisions to offer a diversion program
for indigent speed safety system violation recipients, as specified. Existing
law requires a city or city and county participating in the pilot program to
submit a report to evaluate the speed safety system to determine the system’s
95
4
Attachment 1
Ch. 631
—2—
impact on street safety and the economic impact on the communities where
the system is utilized. Existing law requires revenues derived from any
program to first be used to cover program costs, including, among other
things, the construction of traffic-calming measures, as specified.
This bill would require the City of Malibu to also implement the above
provisions if it establishes the speed safety system program on the Pacific
Coast Highway. The bill would additionally require the City of Malibu to
enter into an agreement with the Department of Transportation regarding
the use of any excess revenue for traffic-calming measures on the Pacific
Coast Highway, in the City of Malibu.
Existing law establishes a $25 filing fee for specified appeals and petitions.
This bill would require a $25 filing fee for an appeal challenging a notice
of violation issued as a result of the City of Malibu’s speed safety system
program until January 1, 2032.
Existing constitutional provisions require that a statute that limits the
right of access to the meetings of public bodies or the writings of public
officials and agencies be adopted with findings demonstrating the interest
protected by the limitation and the need for protecting that interest.
This bill would make legislative findings to that effect.
This bill would make legislative findings and declarations as to the
necessity of a special statute for the City of Malibu.
The people of the State of California do enact as follows:
SECTION 1. The Legislature finds and declares all of the following:
(a) On October 17, 2023, a driver speeding at 104 miles per hour on the
Pacific Coast Highway (PCH) in the City of Malibu lost control of their
vehicle and killed four university students standing on the side of the
highway.
(b) Since 2010, 59 people have been killed in vehicle accidents along
the PCH in the City of Malibu.
(c) Crash data from the Los Angeles County Sheriff’s Department shows
that, in 2023, there were 127 property-damage collisions, 93 injury collisions,
and seven deaths in the City of Malibu.
(d) The City of Malibu suffers uniquely from collisions. Over the past
five years, the City of Malibu has had the highest number of fatalities and
serious injuries resulting from vehicle crashes among similarly sized cities.
Compared to all cities of every size, the City of Malibu is ranked 91st highest
out of 482 cities despite being one of the smallest cities in the state.
(e) The City of Malibu’s traffic environment is uniquely hazardous with
few sidewalks or separated bike lanes, limited parking, regionally popular
beaches, and commercial establishments adjacent to a major highway with
few safe ways to cross.
(f) To address its traffic safety problem, the City of Malibu has contracted
for additional traffic patrols from the Los Angeles County Sheriff’s
95
5
—3—
Ch. 631
Department and, more recently, from the Department of the California
Highway Patrol.
(g) The City of Malibu would like to obtain additional traffic patrols and
is willing to pay for them, but staffing shortages limit the ability of the Los
Angeles County Sheriff’s Department or the Department of the California
Highway Patrol to provide them.
SEC. 2. Section 70615 of the Government Code, as amended by Section
2 of Chapter 808 of the Statutes of 2023, is amended to read:
70615. The fee for filing any of the following appeals to the superior
court is twenty-five dollars ($25):
(a) An appeal of a local agency’s decision regarding an administrative
fine or penalty under Section 53069.4.
(b) An appeal under Section 40230 of the Vehicle Code of an
administrative agency’s decision regarding a parking violation.
(c) An appeal under Section 99582 of the Public Utilities Code of a
hearing officer’s determination regarding an administrative penalty for fare
evasion or a passenger conduct violation.
(d) A petition under Section 186.35 of the Penal Code challenging a law
enforcement agency’s inclusion of a person’s information in a shared gang
database.
(e) An appeal under Section 22428 of the Vehicle Code of a hearing
officer’s determination regarding a civil penalty for an automated speed
violation, as defined in Section 22425 of the Vehicle Code.
(f) An appeal under Section 22438 of the Vehicle Code of a hearing
officer’s determination regarding a civil penalty for an automated speed
violation, as defined in Section 22435 of the Vehicle Code.
(g) This section shall remain in effect only until January 1, 2032, and as
of that date is repealed.
SEC. 3. Article 4 (commencing with Section 22435) is added to Chapter
7 of Division 11 of the Vehicle Code, to read:
Article 4. The City of Malibu’s Speed Safety Pilot Program
22435. (a) As used in this article, the following definitions apply:
(1) “Automated speed violation” means a violation of a speed law
detected by a speed safety system operated pursuant to this article.
(2) “Designated jurisdiction” means the City of Malibu.
(3) A person is “indigent” if either of the following conditions is met:
(A) The person meets the income criteria set forth in subdivision (b) of
Section 68632 of the Government Code.
(B) The person receives public benefits from a program listed in
subdivision (a) of Section 68632 of the Government Code.
(4) “Local department of transportation” means the City of Malibu’s
department that administers transportation and traffic matters under this
code.
95
6
Ch. 631
—4—
(5) “Speed safety system” or “system” means a fixed or mobile radar or
laser system or any other electronic device that utilizes automated equipment
to detect a violation of speed laws and obtains a clear photograph of a
speeding vehicle’s license plate.
(b) The designated jurisdiction may establish a program for speed
enforcement that utilizes up to five speed safety systems, to be operated by
the local department of transportation, on the Pacific Coast Highway.
(c) The speed safety system may be utilized pursuant to subdivision (b)
if the program meets all of the following requirements:
(1) The designated jurisdiction continues funding the additional traffic
enforcement on the Pacific Coast Highway provided by the Department of
the California Highway Patrol.
(2) Clearly identifies the presence of the speed safety system by signs
stating “Photo Enforced,” along with the speed limit signs with flashing
beacons and speed feedback signs, no more than 500 feet before the
placement of the system. The signs shall be visible to traffic traveling on
the street from the direction of travel for which the system is utilized, and
shall be posted at locations as may be determined necessary by the
Department of Transportation after consultation with the California Traffic
Control Devices Committee.
(3) Identifies the street or portions of the street approved for enforcement
using a speed safety system and the hours of enforcement on the
municipality’s internet website, which shall be updated whenever the
municipality changes locations of enforcement.
(4) Ensures that the speed safety system is regularly inspected no less
than once every 60 days, and certifies that the system is installed and
operating properly. Each camera unit shall be calibrated in accordance with
the manufacturer’s instructions, and at least once per year by an independent
calibration laboratory. Documentation of the regular inspection, operation,
and calibration of the system shall be retained for at least 180 days after the
date on which the system has been permanently removed from use.
(5) Utilizes fixed or mobile speed safety systems that provide real-time
notification to the driver when violations are detected.
(d) Prior to enforcing speed laws utilizing speed safety systems, the
designated jurisdiction shall do both of the following:
(1) Administer a public information campaign for at least 30 calendar
days prior to the commencement of the program, which shall include public
announcements in major media outlets and press releases. The public
information campaign shall include the draft Speed Safety System Use
Policy pursuant to subdivision (e), the Speed Safety System Impact Report
pursuant to subdivision (f), information on when systems will begin detecting
violations, the street, or portions of the street, where systems will be utilized,
and the designated jurisdiction’s internet website, where additional
information about the program can be obtained. Notwithstanding the above,
no further public announcement by the municipality shall be required for
additional systems that may be added to the program.
95
7
—5—
Ch. 631
(2) (A) Issue warning notices rather than notices of violation for
violations detected by the speed safety system during the first 60 calendar
days of enforcement under the program.
(B) A vehicle’s first violation for traveling 11 to 15 miles per hour over
the posted speed limit shall be a warning notice.
(e) The governing body of the designated jurisdiction shall adopt a Speed
Safety System Use Policy before entering into an agreement regarding a
speed safety system, purchasing or leasing equipment for a program, or
implementing a program. The Speed Safety System Use Policy shall set
forth the specific purpose for the system, the uses that are authorized, the
rules and processes required to be followed by employees and contractors
of the designated jurisdiction administering the system prior to its use, and
the uses of the equipment and data collected that are prohibited. The policy
shall identify the data or information that can be collected by the speed
safety system and the individuals who can access or use the collected
information, and the rules and processes related to the access, transfer, and
use or use of the information. The policy shall also include provisions for
protecting data from unauthorized access, data retention, public access,
third-party data sharing, training, auditing, and oversight to ensure
compliance with the Speed Safety System Use Policy. The Speed Safety
System Use Policy shall be made available for public review, including,
but not limited to, by posting it on the designated jurisdiction’s internet
website at least 30 calendar days prior to adoption by the governing body
of the designated jurisdiction.
(f) (1) The governing body of the designated jurisdiction shall approve
a Speed Safety System Impact Report prior to implementing a program.
The Speed Safety System Impact Report shall include all of the following
information:
(A) Assessment of the potential impact of the speed safety system on
civil liberties and civil rights and any plans to safeguard those public rights.
(B) Description of the speed safety system and how it works.
(C) Fiscal costs for the speed safety system, including program
establishment costs, ongoing costs, and program funding.
(D) If potential deployment locations of systems are predominantly in
low-income neighborhoods, a determination of why these locations
experience high fatality and injury collisions due to unsafe speed.
(E) Locations where the system may be deployed and traffic data for
these locations, including the address where the cameras will be located.
(F) Proposed purpose of the speed safety system.
(2) The Speed Safety System Impact Report shall be made available for
public review at least 30 calendar days prior to adoption by the governing
body at a public hearing.
(3) The governing body of the designated jurisdiction shall consult and
work collaboratively with relevant local stakeholder organizations, including
racial equity, privacy protection, and economic justice groups, in developing
the Speed Safety System Use Policy and Speed Safety System Impact Report.
95
8
Ch. 631
—6—
(g) The designated jurisdiction shall develop uniform guidelines,
consistent with the provisions of this section, for both of the following:
(1) The screening and issuing of notices of violation.
(2) The processing and storage of confidential information and procedures
to ensure compliance with confidentiality requirements.
(h) Notices of violation issued pursuant to this section shall include a
clear photograph of the license plate and rear of the vehicle only, identify
the specific section of the Vehicle Code violated, the camera location, and
the date and time when the violation occurred. Notices of violation shall
exclude images of the rear window area of the vehicle.
(i) The photographic evidence stored by a speed safety system does not
constitute an out-of-court hearsay statement by a declarant under Division
10 (commencing with Section 1200) of the Evidence Code.
(j) (1) Notwithstanding any provision of the California Public Records
Act, or any other law, photographic or administrative records made by a
system shall be confidential. Public agencies shall use and allow access to
these records only for the purposes authorized by this article or to assess
the impacts of the system. Data about the number of violations issued and
the speeds at which they were issued is not considered an administrative
record required not to be disclosed by this section.
(2) Confidential information obtained from the Department of Motor
Vehicles for the administration of speed safety systems and enforcement of
this article shall be held confidential, and shall not be used for any other
purpose. Designated jurisdictions’ agents shall establish procedures to protect
the confidentiality of these records consistent with Section 1808.47.
(3) Except for court records described in Section 68152 of the
Government Code, or as provided in paragraph (4), the confidential records
and evidence described in paragraphs (1) and (2) may be retained for up to
60 days after final disposition of the notice of violation. The designated
jurisdiction may retain information that a vehicle has been cited and fined
for a violation for up to three years. The municipality may adopt a retention
period of less than 60 days in the Speed Safety System Use Policy.
Administrative records described in paragraph (1) may be retained for up
to 120 days after final disposition of the notice of violation. Notwithstanding
any other law, the confidential records and evidence shall be destroyed in
a manner that maintains the confidentiality of any person included in the
record or evidence.
(4) Photographic evidence that is obtained from a speed safety system
that does not result in the issuance of a notice of violation shall be destroyed
within five business days after the photograph was first made. The use of
facial recognition technology in conjunction with a speed safety system
shall be prohibited.
(5) Information collected and maintained by a designated jurisdiction to
administer a program shall only be used to administer the program, and
shall not be disclosed to any other persons, including, but not limited to,
any other state or federal governmental agency or official for any other
95
9
—7—
Ch. 631
purpose, except as required by state or federal law, court order, or in response
to a subpoena in an individual case or proceeding.
(k) Notwithstanding subdivision (j), the registered owner or an individual
identified by the registered owner as the driver of the vehicle at the time of
the alleged violation shall be permitted to review and obtain a copy of the
photographic evidence of the alleged violation.
(l) A contract between the designated jurisdiction and a manufacturer or
supplier of speed safety systems shall allow the local authority to purchase
materials, lease equipment, and contract for processing services from the
manufacturer or supplier based on the services rendered on a monthly
schedule or another schedule agreed upon by the municipality and contractor.
The contract shall not allow for payment or compensation based on the
number of notices of violation issued, or as a percentage of revenue
generated, from the use of the system. The contract shall include a provision
that all data collected from the speed safety system is confidential, and shall
prohibit the manufacturer or supplier of the contracted speed safety system
from sharing, repurposing, or monetizing collected data, except as
specifically authorized in this article. The designated jurisdiction shall
oversee, maintain control, and have the final decision over all enforcement
activities, including the determination of when a notice of violation should
be issued.
(m) Notwithstanding subdivision (l), a designated jurisdiction may
contract with a vendor for the processing of notices of violation after an
employee of a designated jurisdiction has issued a notice of violation. The
vendor shall be a separate legal and corporate entity from, and not related
to or affiliated in any manner with, the manufacturer or supplier of speed
safety systems used by the designated jurisdiction. Any contract between
the designated jurisdiction and a vendor to provide processing services may
include a provision for the payment of compensation based on the number
of notices of violation processed by the vendor.
(n) The speed safety system, to the extent feasible, shall be angled and
focused so as to only capture photographs of speeding violations and shall
not capture identifying images of other drivers, vehicles, or pedestrians.
(o) Notwithstanding subdivision (c) of Section 21455.6, the designated
jurisdiction listed herein may use automated enforcement systems and
photographic radar for speed enforcement consistent with this article.
22436. (a) Notwithstanding any other law, a violation of any speed law
pursuant to this chapter that is recorded by a speed safety system authorized
pursuant to Section 22435 shall be subject only to a civil penalty, as provided
in subdivision (c), and shall not result in the department suspending or
revoking the privilege of a violator to drive a motor vehicle or in a violation
point being assessed against the violator.
(b) The speed safety system shall capture images of the rear license plate
of vehicles that are traveling 11 miles per hour or more over the posted
speed limit and notices of violation shall only be issued to registered owners
of those vehicles based on that evidence.
(c) A civil penalty shall be assessed as follows:
95
10
Ch. 631
—8—
(1) Fifty dollars ($50) for driving at a speed of 11 to 15 miles per hour
over the posted speed limit.
(2) One hundred dollars ($100) for driving at a speed of 16 to 25 miles
per hour over the posted speed limit.
(3) Two hundred dollars ($200) for driving at a speed of 26 miles per
hour or more over the posted speed limit, unless paragraph (4) applies.
(4) Five hundred dollars ($500) for driving at a speed of 100 miles per
hour or more.
(d) A civil penalty shall not be assessed against an authorized emergency
vehicle.
(e) The notice of violation shall be in writing and issued to the registered
owner of the vehicle within 15 calendar days of the date of the violation.
The notice of violation shall include all of the following information:
(1) The violation, including reference to the speed law that was violated,
the speed of the vehicle, the speed limit for the road on which the violation
occurred, and verification of the most recent calibration of the system in
accordance with paragraph (4) of subdivision (c) of Section 22435.
(2) The date, approximate time, and location where the violation occurred.
(3) The vehicle license number and the name and address of the registered
owner of the vehicle.
(4) A statement that payment is required to be made no later than 30
calendar days from the date of mailing of the notice of violation, or that the
violation may be contested pursuant to Section 22437.
(5) The amount of the civil penalty due for that violation and the
procedures for the payment of the civil penalty or for contesting the notice
of violation.
(6) An affidavit of nonliability, and information of what constitutes
nonliability, information as to the effect of executing the affidavit, and
instructions for returning the affidavit to the processor. If the affidavit of
nonliability is returned to the processing agency within 30 calendar days of
the mailing of the notice of violation, together with proof of a written lease
or rental agreement between a bona fide rental company, as defined in
Section 1939.01 of the Civil Code, or a personal vehicle sharing program,
as defined in Section 11580.24 of the Insurance Code, and its customer that
identifies the renter or lessee, the processing agency shall serve or mail a
notice of violation to the renter or lessee identified in the affidavit of
nonliability. If the affidavit of nonliability is returned to the processing
agency within 30 calendar days of the mailing of the notice of violation,
together with proof of a copy of a police report indicating the vehicle had
been stolen at the time of the violation, the processing agency shall not
subject the registered owner to a civil violation.
(7) A proof of service consistent with Section 1013a of the Code of Civil
Procedure.
(f) Mobile radar or laser systems shall not be used until at least two years
after the installation of the first fixed radar or laser system unless the mobile
radar or laser system is kept at a fixed location.
95
11
—9—
Ch. 631
(g) (1) Revenues derived from any program utilizing a speed safety
system for speed limit enforcement shall first be used to recover program
costs. Program costs include, but are not limited to, the installation of speed
safety systems, the adjudication of violations, and reporting requirements
as specified in this section.
(2) The designated jurisdiction shall maintain their existing commitment
of local funds for traffic-calming measures in order to remain authorized to
participate in the pilot program, and shall annually expend not less than the
annual average of expenditures for traffic-calming measures during the
2016–17, 2017–18, and 2018–19 fiscal years. For purposes of this
subdivision, in calculating average expenditures on traffic-calming measures,
restricted funds that may not be available on an ongoing basis, including
those from voter-approved bond issuances or tax measures, shall not be
included. The designated jurisdiction shall enter into an agreement with the
Department of Transportation for the use of any excess revenue for traffic
calming-measures on the Pacific Coast Highway, in the City of Malibu.
Excess revenue shall be used for traffic-calming measures within three years
of the end of the fiscal year in which the excess revenue was received. If
traffic-calming measures are not planned or constructed after the third year,
excess revenue shall revert to the Active Transportation Program established
pursuant to Chapter 8 (commencing with Section 2380) of the Streets and
Highways Code, to be allocated by the California Transportation
Commission pursuant to Section 2381 of the Streets and Highways Code.
(h) A person shall not be assessed a civil penalty if they are subject to
criminal penalties for the same act.
(i) A speed safety system may only be in operation for five years, or until
January 1, 2032, whichever date is sooner.
22437. (a) No later than 30 calendar days from the date of mailing of
a notice of violation, the recipient may request an initial review of the notice
by the issuing agency. The request may be made by telephone, in writing,
electronically, or in person. There shall be no charge for this review. If,
following the initial review, the issuing agency is satisfied that the violation
did not occur, or that extenuating circumstances make cancellation of the
notice of violation appropriate in the interest of justice, the issuing agency
shall cancel the notice of violation. The issuing agency shall advise the
processing agency, if any, of the cancellation. The issuing agency or the
processing agency shall mail the results of the initial review to the person
contesting the notice within 60 days of receipt of the recipient’s request for
an initial review, and, if cancellation of the notice does not occur following
that review, include a reason for that denial, notification of the ability to
request an administrative hearing, and notice of the procedures adopted by
the designated jurisdiction for the administrative hearing, including for
waiving prepayment of the civil penalty based upon an inability to pay
pursuant to paragraph (2) of subdivision (b).
(b) (1) If the person contesting the notice of violation is dissatisfied with
the results of the initial review, the person may, no later than 21 calendar
days following the mailing of the results of the issuing agency’s initial
95
12
Ch. 631
— 10 —
review, request an administrative hearing of the violation. The request may
be made by telephone, in writing, electronically, or in person.
(2) The person requesting an administrative hearing shall pay the amount
of the civil penalty to the processing agency. The issuing agency shall adopt
a written procedure to allow a person to request an administrative hearing
without payment of the civil penalty upon satisfactory proof of an inability
to pay the amount due.
(3) The administrative hearing shall be held within 90 calendar days
following the receipt of a request for an administrative hearing. The person
requesting the hearing may request one continuance, not to exceed 21
calendar days.
(c) The administrative hearing process shall include all of the following:
(1) The person requesting a hearing shall have the choice of a hearing
upon written declaration, video conference, or in person. An in-person
hearing shall be conducted within the jurisdiction of the issuing agency.
(2) If the person requesting a hearing is an unemancipated minor, that
person shall be permitted to appear at a hearing or admit responsibility for
the automated speed violation without the appointment of a guardian. The
processing agency may proceed against the minor in the same manner as
against an adult.
(3) The administrative hearing shall be conducted in accordance with
written procedures established by the issuing agency and approved by the
governing body or chief executive officer of the issuing agency. The hearing
shall provide an independent, objective, fair, and impartial review of
contested automated speed violations.
(4) (A) The issuing agency’s governing body or chief executive officer
of the designated jurisdiction shall appoint or contract with qualified
independent examiners or administrative hearing providers that employ
qualified independent examiners to conduct the administrative hearings.
Examiners shall demonstrate the qualifications, training, and objectivity
necessary to conduct a fair and impartial review, and shall meet the minimum
requirements specified in subparagraph (B). The examiner shall be separate
and independent from the notice of violation issuing and processing
functions. An examiner’s continued employment, performance evaluation,
compensation, and benefits shall not, directly or indirectly, be linked to the
amount of civil penalties upheld by the examiner or the number or percentage
of violations upheld by the examiner.
(B) (i) Examiners shall have a minimum of 20 hours of training. The
examiner, unless an employee of the designated jurisdiction, is responsible
for the costs of the training. The issuing agency may reimburse the examiner
for those costs. Training may be provided through any of the following:
(I) An accredited college or university.
(II) A program conducted by the Commission on Peace Officer Standards
and Training.
(III) A program conducted by the American Arbitration Association or
a similar organization.
95
13
— 11 —
Ch. 631
(IV) Any program approved by the governing body or chief executive
officer of the issuing agency, including a program developed and provided
by, or for, the agency.
(ii) Training programs shall include topics relevant to the administrative
hearing, including, but not limited to, applicable laws and regulations,
enforcement procedures, due process, evaluation of evidence, hearing
procedures, and effective oral and written communication. Upon the approval
of the governing body or chief executive officer of the issuing agency, up
to 12 hours of relevant experience may be substituted for up to 12 hours of
training. Up to eight hours of the training requirements described in this
subparagraph may be credited to an individual, at the discretion of the
governing body or chief executive officer of the issuing agency, based upon
training programs or courses described in this subparagraph that the
individual attended within the last five years.
(5) The employee of the designated jurisdiction who issues a notice of
violation shall not be required to participate in an administrative hearing.
To establish a violation, the issuing agency shall not be required to produce
any evidence other than, in proper form, the notice of violation or copy
thereof, including the photograph of the vehicle’s license plate, and
information received from the Department of Motor Vehicles identifying
the registered owner of the vehicle. The documentation in proper form shall
be prima facie evidence of the violation. If the designated jurisdiction meets
its initial burden, the recipient of the notice of violation may present any
evidence and argument in defense.
(6) The examiner’s final decision following the administrative hearing
may be personally delivered to the person by the examiner or sent by
first-class mail within 60 days of the date of the conclusion of the
administrative hearing.
(7) Following a determination by the examiner that a person has
committed the violation, the examiner may, consistent with the written
guidelines established by the issuing agency, allow payment of the civil
penalty in installments, or an issuing agency may allow for deferred payment
or payments in installments, if the person provides evidence satisfactory to
the examiner or the issuing agency, as the case may be, of an inability to
pay the civil penalty in full. If authorized by the governing body of the
issuing agency, the examiner may permit the performance of community
service in lieu of payment of the civil penalty.
(8) If a notice of violation is dismissed following an administrative
hearing, any civil penalty, if paid, shall be refunded by the issuing agency
within 30 days.
22438. (a) Within 30 days after personal delivery or mailing of the final
decision described in subdivision (c) of Section 22437, the contestant may
seek review by filing an appeal to the superior court, where the case shall
be heard de novo, except that the contents of the processing agency’s file
in the case on appeal shall be lodged by the designated agency at the
designated agency’s expense and be received into evidence. A copy of the
notice of violation shall be admitted into evidence as prima facie evidence
95
14
Ch. 631
— 12 —
of the facts stated in the notice. A copy of the notice of appeal shall be
served in person or by certified first-class mail with return receipt upon the
processing agency by the appellant. For purposes of computing the 30-day
period, Section 1013 of the Code of Civil Procedure shall be applicable. A
proceeding under this subdivision is a limited civil case.
(b) The fee for filing the notice of appeal shall be as provided in Section
70615 of the Government Code. Upon receipt of the notice of appeal, the
designated jurisdiction shall lodge its administrative record for the case with
the court within 15 calendar days. The court shall notify the appellant of
the appearance date by mail or personal delivery. The court shall retain the
fee under Section 70615 of the Government Code regardless of the outcome
of the appeal. If the appellant prevails, this fee and any payment of the civil
penalty shall be promptly refunded by the issuing agency in accordance
with the judgment of the court.
(c) The conduct of the hearing on appeal under this section is a
subordinate judicial duty that may be performed by a commissioner or other
subordinate judicial officer at the direction of the presiding judge of the
court.
(d) If a notice of appeal of the examiner’s decision is not filed within the
period set forth in subdivision (a), the decision shall be deemed final.
(e) If the civil penalty has not been paid and the final decision is adverse
to the appellant, the processing agency may, promptly after the decision
becomes final, proceed to collect the civil penalty under Section 22436.
22439. (a) A designated jurisdiction shall offer a diversion program for
indigent speed safety system violation recipients, to perform community
service in lieu of paying the penalty for a speed system violation.
(b) A designated jurisdiction shall offer the ability for indigent speed
safety system violation recipients to pay applicable fines and penalties over
a period of time under a payment plan with monthly installments of no more
than twenty-five dollars ($25) and shall limit the processing fee to participate
in a payment plan to five dollars ($5) or less.
(c) Notwithstanding subdivisions (a) and (b), a designated jurisdiction
shall reduce the applicable fines and penalties by 80 percent for indigent
persons, and by 50 percent for individuals up to 250 percent above the
federal poverty level.
(d) The person may demonstrate that they are indigent or make up to 250
percent above the poverty level or less by providing either of the following
information, as applicable:
(1) Proof of income from a pay stub or another form of proof of earnings,
such as a bank statement, that shows that the person meets the income criteria
set forth in subdivision (b) of Section 68632 of the Government Code,
subject to review and approval by the processing agency or its designee.
The processing agency or its designee shall not unreasonably withhold its
approval.
(2) Proof of receipt of benefits under the programs described in
subdivision (a) of Section 68632 of the Government Code, including, but
not limited to, an electronic benefits transfer card or another card, subject
95
15
— 13 —
Ch. 631
to review and approval by the processing agency. The processing agency
or its designee shall not unreasonably withhold its approval.
22440. The designated jurisdiction that used a speed safety system shall,
on or before March 1 of the fifth year in which the system has been
implemented, submit to its governing body and the transportation committees
of the Legislature, consistent with Section 9795 of the Government Code,
an evaluation of the speed safety system in their respective jurisdictions to
determine the system’s impact on street safety and the system’s economic
impact on the communities where the system is utilized. The report shall
be made available on the internet website of the jurisdiction and shall include
all of the following information:
(a) Data, at least three months before and at least six months after
implementation of each system, on the number and proportion of vehicles
speeding from 11 to 15 miles per hour over the legal speed limit, inclusive,
from 16 to 25 miles per hour over the legal speed limit, inclusive, 26 miles
per hour over the legal speed limit, and for every violator traveling at a
speed of 100 miles per hour or greater. Data shall also be collected on the
average speed of vehicles and 85th percentile speed of vehicles. To the
extent feasible, the data should be collected at the same time of day, day of
week, and location.
(b) The number of notices of violation issued under the program by month
and year, the corridors or locations where violations occurred, and the
number of vehicles with two or more violations in a monthly period and a
yearly period.
(c) Data, before and after implementation of the system, on the number
of traffic collisions that occurred where speed safety systems are used,
relative to citywide data, and the transportation mode of the parties involved.
The data on traffic collisions shall be categorized by collision type and
injury severity, such as property damage only, complaint of pain, other
visible injury, or severe or fatal injury.
(d) The number of violations paid, the number of delinquent violations,
and the number of violations for which an initial review is requested. For
the violations in which an initial review was requested, the report shall
indicate the number of violations that went to initial review, administrative
hearing, and de novo hearing, the number of notices that were dismissed at
each level of review, and the number of notices that were not dismissed
after each level of review.
(e) The costs associated with implementation and operation of the speed
safety system and revenues collected by the jurisdiction.
(f) A racial and economic equity impact analysis, developed in
collaboration with local racial justice and economic equity stakeholder
groups. The analysis shall include the number of notices of violations issued
to indigent individuals, the number of notices of violations issued to
individuals of up to 250 percent above the poverty line, and the number of
violations issued to each ZIP Code.
22441. This article shall remain in effect only until January 1, 2032, and
as of that date is repealed.
95
16
Ch. 631
— 14 —
SEC. 4. The Legislature finds and declares that Section 3 of this act,
which adds Section 22435 to the Vehicle Code, imposes a limitation on the
public’s right of access to the meetings of public bodies or the writings of
public officials and agencies within the meaning of Section 3 of Article I
of the California Constitution. Pursuant to that constitutional provision, the
Legislature makes the following findings to demonstrate the interest
protected by this limitation and the need for protecting that interest:
To protect the privacy interests of persons who are issued notices of
violation under a speed safety system pilot program, the Legislature finds
and declares that the photographic or administrative records generated by
the program shall be confidential, and shall be made available only to alleged
violators and to governmental agencies solely for the purpose of enforcing
these violations and assessing the impact of the use of speed safety systems,
as required by this act.
SEC. 5. The Legislature finds and declares that a special statute is
necessary and that a general statute cannot be made applicable within the
meaning of Section 16 of Article IV of the California Constitution because
of the unique need to provide additional traffic safety in the City of Malibu.
O
95
17
Attachment 2
This attachment will be distributed under separate cover.
18
City Council Meeting
03-23-26
Supplemental
Council Agenda Report
Item
1.B.10.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Tatiana Holden, Interim Public Works Director/City Engineer
Susan Duenas, Public Safety Director
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 18, 2026
Subject:
Professional Services Agreement with Blue Line Solutions
Meeting date: March 23, 2026
RECOMMENDED ACTION: Continue this item to the April 13, 2026 Regular City Council
meeting.
Page 1 of 1
Agenda Item # 1.B.10.
City Council Meeting
03-23-26
Council Agenda Report
Item
1.B.11.
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Gregory Kajszo, Assistant to the City Manager
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 17, 2026
Subject:
Letter of Support for the Langley Family
Meeting date: March 23, 2026
RECOMMENDED ACTION: Adopt Resolution No. 26-14 urging the County of Los
Angeles to conduct a comprehensive safety evaluation of Malibu Canyon Road.
FISCAL IMPACT: There is no fiscal impact associated with the recommended action.
STRATEGIC PLAN IMPLEMENTATION: N/A.
DISCUSSION: The Langley family, residents of Malibu, recently experienced the tragic
loss of their teenage son, Hunter Austin Langley, in an accident that occurred on County
land along a curve in Malibu Canyon on February 4, 2026. Their son's vehicle left the
roadway at night and fell from an unprotected cliff in that area. The family has since come
forward with hope that their loss might help prevent a similar tragedy in the future.
The attached resolution implores Los Angeles County to consider evaluating the roadway
conditions at this location. Malibu Canyon Road is a vital access point into the City of
Malibu, and a review of the site will identify opportunities to improve safety for others
traveling through the canyon.
ATTACHMENTS:
Resolution No. 26-14
Page 1 of 1
Agenda Item # 1.B.11.
RESOLUTION NO. 26-14
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU
URGING THE COUNTY OF LOS ANGELES TO CONDUCT A
COMPEHENSIVE SAFETY EVALUATION OF MALIBU CANYON ROAD.
The City Council of the City of Malibu does hereby find, order and resolve as follows:
SECTION 1. Recitals.
A.
The City of Malibu is committed to promoting the safety and wellbeing of residents,
visitors, and all who travel through the community.
B.
Malibu Canyon Road is a major regional transportation corridor that serves residents,
commuters, and visitors traveling between the coast and inland communities.
C.
The Langley family, Malibu residents who lost their son in an accident, have
respectfully requested that Los Angeles County evaluate the safety conditions at this location to help
prevent future tragedies.
SECTION 2. The City Council of Malibu hereby urges the County of Los Angeles to conduct a
comprehensive safety evaluation of the Malibu Canyon Road curve where the recent fatal accident
occurred; and to consider and implement any roadway safety measure or infrastructure
improvements determined to be warranted through such evaluation.
SECTION 3. The City Council of Malibu directs the City Manager to transmit a copy of this
Resolution to Los Angeles County Supervisor Lindsey P. Horvath, this Los Angeles County
Department of Public Works, and other appropriate County agencies.
SECTION 4. The City Clerk shall certify to the passage and adoption of this resolution and enter it
into the book of original resolutions.
PASSED, APPROVED, and ADOPTED this __th day of ____ 2026.
_____________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney
City Council Meeting
3-23-2026
Item
5.A.
Council Agenda Report
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Patrick Achis, Senior Planner
Reviewed by:
Yolanda Bundy, Community Development Director
Tyler Eaton, Assistant Community Development Director
Approved by:
Joseph D. Irvin, City Manager
Date prepared:
March 12, 2026
Subject:
Zoning Text Amendment No. 25-003 – An amendment incorporating
new state law and clarifications to Title 17 (Zoning) of the Malibu
Municipal Code to update regulations related to Accessory Dwelling
Units
Meeting date: March 23, 2026
RECOMMENDED ACTION: Continue the item to the April 13, 2026 Regular City Council
meeting.
Page 1 of 1
1
Agenda Item # 5.A.
City Council Meeting
03-23-26
Item
7.A.
Council Agenda Report
To:
Mayor Silverstein and the Honorable Members of the City Council
Prepared by:
Susan Dueñas, Public Safety Director
Approved by:
Rob Duboux, Interim City Manager
Date prepared:
February 17, 2026
Subject:
After-Action Review of the City’s Response to the Franklin and
Palisades Fires (Continued from March 9, 2026)
Meeting date: March 23, 2026
RECOMMENDED ACTION: Receive and file a report on the After-Action Review of the
City’s Response to the Franklin and Palisades Fires.
FISCAL IMPACT: There is no fiscal impact associated with the recommended action.
STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025 Strategic Plan
Goal 4: Improve Public Safety.
DISCUSSION: The City of Malibu has completed an independent After-Action Review
(AAR) evaluating the City’s emergency management and Emergency Operations Center
(EOC) response to the Franklin Fire (December 2024) and Palisades Fire (January 2025).
Prepared by Witt O’Brien’s, a nationally recognized emergency management and disaster
response firm, the report provides a comprehensive, forward-looking assessment of how
the City coordinated emergency operations, communications, evacuations, and recovery
support during two unprecedented wildfire events.
The report focuses on the City’s emergency management systems and how the City
organized, supported, and sustained operations to protect public safety, maintain
continuity of government, and serve residents during prolonged, highly complex
emergencies. Importantly, this report is not an evaluation of wildfire suppression,
firefighting tactics, or fire origin. Those functions fall under the jurisdiction of the Los
Angeles County Fire Department and other responding agencies.
The Los Angeles
County After Action Reviews for the Eaton and Palisades Fires can be found at
https://lacounty.gov/aar/.
Page 1 of 2
1
Agenda Item # 7.A.
The report identifies strengths and areas for improvement across ten focus areas:
preparedness, EOC operations, governance, communications, evacuation coordination,
technology, procurement, and workforce sustainability. It highlights the extraordinary
dedication of City staff, effective interagency coordination, and innovative communication
practices, and outlines actionable recommendations to strengthen readiness, resilience,
and continuity for future large-scale disasters.
Some of the recommendations have already been implemented, such as:
• Establish an EOC Policy Group (Recommendation 2.1);
• Institutionalize the formal EOC Planning Process (Recommendation 2.2)
• Customize a Microsoft Teams Channel for EOC use (Recommendation 4.5 and 8.1)
In addition, many of the recommendations are in the process of being implemented, such
as:
• Adopt Citywide emergency staff policies (Recommendation 1.2)
• Develop a comprehensive disaster recovery plan (Recommendation 1.3)
• Establish Agreements for alternate EOC facilities (Recommendation 1.4)
• Develop EOC relocation policies and procedures (Recommendation 2.4, 6.1, 10.3)
• Augment EOC staffing capacity (Recommendation 4.8, 10.1)
• Establish new communication and alert mechanisms (Recommendation 5.5)
The City commissioned this review to ensure transparency, accountability, and continuous
improvement. The findings will help guide future investments, policy development,
training, and planning as Malibu prepares for increasingly frequent and severe wildfire
events.
The After-Action Review will also be submitted to the State of California in accordance
with State reporting requirements.
ATTACHMENTS:
1) Q&A: After-Action Review of the Franklin and Palisades Fires
2) After Action Review of the City’s Response to the Franklin and Palisades Fires
Page 2 of 2
2
Agenda Item # 7.A.
City of Malibu News
23825 Stuart Ranch Road • Malibu, California • 90265-4861
Phone (310) 456-2489 • Fax (310) 456-3356 • www.malibucity.org
Q&A: After-Action Review of the Franklin and Palisades Fires
Q: What is the After-Action Review?
The After-Action Review (AAR) is an independent report prepared by Witt O’Brien’s, a nationally recognized emergency management and
disaster response firm. The report provides a comprehensive, forward-looking assessment of how the City coordinated emergency
operations, communications, evacuations, and recovery support during the 2024 Franklin Fire and the 2025 Palisades Fire.
The review evaluated the City’s Emergency Operations Center (EOC) functions, governance processes, coordination with partner agencies,
public communication efforts, evacuation procedures, technology systems, and workforce sustainability during these incidents.
Q: Why did the City commission the After-Action Review?
The City commissioned the report to understand what worked well, identify opportunities for improvement, and strengthen emergency
preparedness for future disasters.
The Franklin and Palisades Fires were among the most significant disasters in Malibu’s history. Conducting an independent After-action
Review following major emergencies is a nationally recognized best practice. The goal is continuous improvement. The report is forwardlooking and focused on strengthening systems for the future.
Q: Was the City prepared for these fires?
The report recognizes that City staff demonstrated resilience, adaptability, and strong coordination under extremely challenging conditions,
including power shutoffs, infrastructure disruptions and multiple Emergency Operations Center relocations.
At the same time, the scale and duration of these fires tested every aspect of the City’s emergency management system. The review
identifies ways to formalize and strengthen processes to match the increasing frequency and severity of wildfire events.
Preparedness is not static. Continuous improvement is part of responsible emergency management.
Q: Does the report include recommendations?
Yes. Like all After-Action reviews, the report includes recommendations to help improve emergency operations.
These recommendations focus on strengthening:
• Training and Exercises
• Governance structures during major incidents
• Backup communication systems and technology redundancies
• Evacuation coordination and re-entry planning
• Documentation and financial tracking for disaster reimbursement
• Continuity planning and Emergency Operations Center relocation protocols
• Workforce sustainability during prolonged emergency activations.
Some improvements are already underway, and others will be evaluated through future policy discussions and budget considerations.
Q: Is this a report on firefighting tactics or why structures burned?
No. The report does not evaluate firefighting tactics, fire suppression activities, or fire origin. Those responsibilities fall under Los Angeles
County and state agencies. LA County released an After-Action Review on the Eaton and Palisades Fire in September, 2025, which is
available to view here: https://lacounty.gov/aar/.
This report focuses specifically on the City of Malibu’s emergency management role, including coordination and communication,
evacuation support, and continuity of city operations during the fires.
Q: What does the report say worked well?
The report highlights several strengths demonstrated during the fires, including:
• Strong coordination with Los Angeles County and partner agencies
3
Attachment 1
1
•
•
•
•
•
Effective public communication efforts, including daily briefings and public information updates
The use of emergency alert systems and online communication tools
The ability to maintain emergency operations despite multiple Emergency Operations Center relocations
The dedication, resilience, and adaptability of City staff
Valuable field coordination through Fire Safety Liaisons
The report acknowledges the City personnel sustained operations under extremely challenging conditions and that many systems
functioned because of staff commitment and collaboration.
Q: What challenges or areas for improvement does the report identify?
The report identifies opportunities to strengthen systems and procedures in several areas, particularly given the increasing complexity of
wildfire events.
These Include:
•
•
•
•
•
•
Formalizing emergency governance and decision-making structures
Expanding training and building deeper staffing capacity
Strengthening backup communications and technology redundancy
Improving evacuation zone coordination and re-entry planning
Standardizing documentation and resource tracking for disaster reimbursement
Enhancing continuity planning, including Emergency Operations Center relocation procedures.
The report emphasizes that many systems worked because of staff dedication. The recommendations are intended to reinforce and
institutionalize those systems for future emergencies.
Q: Why were there multiple Emergency Operations Center relocations?
During both fires, the City’s primary Emergency Operations Center was impacted by fire conditions and infrastructure disruptions, requiring
evacuation and relocation to alternate facilities to maintain operations.
City staff successfully sustained operations despite these moves. The report recommends formalizing relocation protocols and
strengthening continuity planning to ensure smoother transitions in future incidents.
Maintaining continuity during fast-moving disasters is complex, and the City is evaluating ways to further strengthen this capability.
Q: Will the City implement the recommendations?
The City will carefully review the recommendations and prioritize actions that strengthen public safety and emergency readiness.
Some improvements can be implemented administratively, while others may require policy updates, coordination with regional partners, or
future budget discussions.
Implementation will occur over time and will be discussed publicly through City Council and Commission meetings. Any actions requiring
funding or policy changes will be considered at the direction of the City Council.
Q: Will implementing these recommendations increase City spending?
Some recommendations involve internal procedural improvements, training updates, or enhancing emergency planning systems. Any
actions that require funding would be reviewed by the City Council through the normal public budget process.
If future investments are considered, they would be evaluated carefully, with transparency and public input.
Q: Is this report submitted to the State?
Yes. The report will be submitted to the State of California, as required.
Q: Does this review affect rebuilding or recovery after the fires?
No. The After-Action Report focuses on emergency operations during the fires.
Rebuilding and long-term recovery efforts are addressed through separate processes and policies. However, lessons learned from this
report may inform future recovery planning.
Q: Why did it take nearly one year to complete the After Action Review?
A: The City contracted with Witt O'Brien's in April of 2025 and began the review process shortly thereafter.
After Action Reviews for major disasters typically take several months to complete, this timeline was extended due to unexpected staffing
changes within the consultant's organization that required the reassignment of project leadership.
In addition, the scale and complexity of the Franklin and Palisades Fires required extensive review and contributed to the overall timeline.
Throughout this process, the City's priority was to ensure the review was thorough, accurate, and reliable so the community could have
confidence in the findings.
2 4
Recycled Paper
Q: Can residents review the report and share feedback?
Yes. The report is available to the public on the City’s website as part of the March 9 City Council agenda and on the Public Safety webpage.
It will be discussed at the March 9 City Council meeting and the April 1 Public Safety Commission meeting. Both meetings are open to the
public and include opportunities for public comment. Community input is welcome. Viewing and commenting instructions are included
with the March 9 City Council meeting agenda, which is posted on the City website at: www.MalibuCity.org/agendacenter.
###
Media Contact
Matt Myerhoff, Media Information Officer, City of Malibu
C: (424) 395-6450
[email protected]
3 5
Recycled Paper
DECEMBER 2025
After-Action Review of
the City’s Response to the
Franklin and Palisades
Fires
6
Attachment 2
After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Table of Contents
Disclaimers ......................................................................................................................................... 5
Handling Instructions .......................................................................................................................... 5
About Witt O’Brien’s .......................................................................................................................... 5
Acknowledgements ............................................................................................................................. 5
SECTION 1 - EXECUTIVE SUMMARY .............................................................6
SECTION 2 - SCOPE ..............................................................................................7
Methodology ............................................................................................................................................. 7
Data Collection ................................................................................................................................... 7
Franklin Fire – Summary of Events .......................................................................................................... 8
Franklin Fire Timeline ........................................................................................................................... 9
Palisades Fire – Summary of Events....................................................................................................... 10
Palisades Fire Timeline ......................................................................................................................... 12
SECTION 3 - STRENGTHS, CHALLENGES AND RECOMMENDATIONS
..................................................................................................................................14
Overview ................................................................................................................................................. 14
Focus Area #1: Preparedness ................................................................................16
Focus Area #1 Strengths ......................................................................................................................... 16
Focus Area #1 Challenges & Recommendations .................................................................................... 17
Challenge #1 – Frequency of Emergency Response Training & Exercises ...................................... 17
Challenge #2 – Citywide Emergency Policy for Staff ...................................................................... 17
Challenge #3 – Recovery Planning ................................................................................................... 18
Challenge #4 – EOC Continuity & Memorandums of Understanding (MOUs) ............................... 18
Challenge #5 – Volunteer & Donations Management ....................................................................... 19
Focus Area #2: EOC & Incident Management ...................................................20
Focus Area #2 Strengths ......................................................................................................................... 21
Focus Area #2 Challenges & Recommendations .................................................................................... 21
Challenge #1 – City Leadership Alignment ...................................................................................... 21
Challenge #2 – Incident Planning ..................................................................................................... 22
Challenge #3 – Documentation and Cost Recovery.......................................................................... 22
Challenge #4 – EOC Continuity and Relocation .............................................................................. 23
Challenge #5 – Mobile Command .................................................................................................... 24
Focus Area #3: Governance & Policy...................................................................26
Focus Area #3 Strengths ......................................................................................................................... 26
Malibu AAR: Franklin and Palisades Fires
7
2
After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Focus Area #3 Challenges & Recommendations .................................................................................... 26
Challenge #1 – Elected Officials Integration .................................................................................... 26
Challenge #2 – Executive Decision-Making..................................................................................... 27
Challenge #3 – Leadership Expectations During Relocation............................................................ 28
Focus Area #4: Operational Coordination ..........................................................29
Focus Area #4 Strengths ......................................................................................................................... 29
Focus Area #4 Challenges & Recommendations .................................................................................... 30
Challenge #1 – Fire Liaison Integration............................................................................................ 30
Challenge #2 – Resource Tracking ................................................................................................... 30
Challenge #3 – Situation Unit Personnel .......................................................................................... 30
Challenge #4 – Staff Role Assignments ............................................................................................ 31
Challenge #5 – Technology & Collaboration Tools .......................................................................... 32
Challenge #6 – Regional Coordination ............................................................................................. 33
Challenge #7 – Geographic Coordination ......................................................................................... 34
Challenge #8 –EOC Staff Augmentation .......................................................................................... 35
Focus Area #5: Communication ...........................................................................36
Focus Area #5 Strengths ......................................................................................................................... 36
Focus Area #5 Challenges & Recommendations .................................................................................... 37
Challenge #1 – Systemwide Communications Loss ......................................................................... 37
Challenge #2 – Alternate EOC Communication ............................................................................... 37
Challenge #3 – Staff Communication ............................................................................................... 37
Challenge #4 – Emergency Alert and Warning ................................................................................. 38
Challenge #5 – Power & Telecommunications Outages ................................................................... 39
Focus Area #6: Community Evacuation ..............................................................40
Focus Area #6 Strengths ......................................................................................................................... 40
Focus Area #6 Challenges & Recommendations .................................................................................... 41
Challenge #1 – Evacuation Procedures for City Hall ....................................................................... 41
Challenge #2 –Evacuation Coordination .......................................................................................... 41
Challenge #3 – Evacuation Zone Management ................................................................................ 41
Challenge #4 – Re-entry and Repopulation Planning ............................................................................. 42
Focus Area #7: Emergency Public Information ..................................................43
Focus Area #7 Strengths ......................................................................................................................... 43
Focus Area #7 Challenges & Recommendations .................................................................................... 44
Challenge #1 – Social Media & Public Information ......................................................................... 44
Challenge #2 – Elected Official Briefings ........................................................................................ 45
Challenge #3 – Joint Information Center (JIC) ................................................................................. 45
Malibu AAR: Franklin and Palisades Fires
8
3
After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Challenge #4 –Public Information Support....................................................................................... 46
Focus Area #8: Technology ....................................................................................47
Focus Area #8 Strengths ......................................................................................................................... 47
Focus Area #8 Challenges & Recommendations .................................................................................... 48
Challenge #1 – Virtual Collaboration Tools ...................................................................................... 48
Challenge #2 – Geographic Information System (GIS) Capability .................................................. 48
Challenge #3 – Shared Drives and Network Access During EOC Relocations ................................ 49
Challenge #4 –Situational Awareness Tools...................................................................................... 49
Focus Area #9: Emergency Purchasing Process .................................................50
Focus Area #9 Strengths ......................................................................................................................... 50
Focus Area #9 Challenges & Recommendations .................................................................................... 50
Challenge #1 – Emergency Procurement Policy ............................................................................... 50
Challenge #2 – Standardized Recordkeeping Practices .................................................................... 51
Challenge #3 – Pre-Negotiated Vendor Agreements ......................................................................... 51
Challenge #4 – Integration of Procurement into Continuity Planning .............................................. 51
Focus Area #10: Workforce & Staff Sustainability ............................................52
Focus Area #10 Strengths ....................................................................................................................... 53
Focus Area #10 Challenges & Recommendations .................................................................................. 53
Challenge #1 – EOC Staff Fatigue and Sustainability ...................................................................... 53
Challenge #2 – Assignment and Deployment ................................................................................... 54
Challenge #3 – EOC Relocation Impacts.......................................................................................... 54
Challenge #4 – Training Participation and Incentives ...................................................................... 54
Challenge #5 – Compensation and Equity ........................................................................................ 55
Challenge #6 – Continuity of Operations.......................................................................................... 55
Challenge #7 – Behavioral Health and Wellness .............................................................................. 56
SECTION 4 - CLOSING SUMMARY ................................................................57
APPENDIX I: ACRONYMS .................................................................................58
APPENDIX II: IMPROVEMENT PLAN ...........................................................59
Malibu AAR: Franklin and Palisades Fires
9
4
After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Disclaimers
This report was prepared by Witt O’Brien’s under contract with the City of Malibu. The strengths,
challenges, recommendations, and conclusions are provided solely for the use and benefit of the
requesting party. Any warranties (expressed and/or implied) are specifically waived. Any statements,
allegations, and recommendations in this report should not be construed as a governing policy or decision
unless so designated by other documentation. This report is based on the most accurate and current data
available to Witt O’Brien’s at the time of publication and is, therefore, subject to change without notice.
Provided to the City of Malibu in December 2025.
Handling Instructions
This report is the property of the City of Malibu. It is intended as an internal document to be used by the
City for improvement to its emergency response capabilities. The release of any or all of this document
will be coordinated through the City of Malibu.
About Witt O’Brien’s
Witt O'Brien's is a global leader in emergency preparedness, crisis management, and disaster response and
recovery. Witt O’Brien’s has worked with public and private sector organizations throughout the United
States to enhance, improve, and implement their emergency planning, training, and exercise programs, as
well as assist and assess prevention, protection, mitigation, preparedness, response, and recovery
operations. For the past 15 years, Witt O’Brien’s has been supporting communities and others in the
development of independent after-action reports that identify critical challenges, highlight capabilities that
require enhancement, and establish roadmaps for future success in emergency management.
Acknowledgements
Witt O’Brien’s acknowledges and appreciates the cooperation of the City of Malibu for their observations,
input, and ideas in the development of this report. We are grateful for the absolute and dedicated
commitment to serving the residents of the City of Malibu throughout these disasters.
Malibu AAR: Franklin and Palisades Fires
10
5
Executive Summary
SECTION 1 - EXECUTIVE SUMMARY
In late 2024 and early 2025, the City of Malibu was directly impacted by two major wildfire events: the
Franklin Fire (December 2024) and the Palisades Fire (January 2025). Together, these incidents burned
thousands of acres across the City, destroyed or damaged thousands of structures, forced mass
evacuations, disrupted utilities and communications, and tragically resulted in loss of life. 1 2Malibu
sustained significant damage, including more than 700 structures destroyed during the Palisades Fire,
making these events among the most consequential disasters in the City’s history.3
This After-Action Report (AAR), requested by the City of Malibu, provides an objective assessment of
the City’s response to these fires. The review evaluates both strategic and operational aspects of Malibu’s
emergency management system and identifies lessons to strengthen preparedness for future large-scale
incidents.
The report documents key strengths that had a meaningful impact on the City’s response:
•
•
•
•
Organizational Structure: Placement of emergency management at the departmental level
elevated visibility and facilitated peer-level coordination.
Staff Dedication: City personnel demonstrated adaptability, commitment, and resilience,
maintaining EOC operations under highly challenging conditions.
Fire Liaison Support: Integration of Fire Liaisons provided valuable intelligence, situational
awareness, and stronger coordination with incident command.
Public Information Practices: The Public Information Guide (PIG), daily elected official
briefings, and contracted PIO/vendor support proved highly effective in maintaining
communication with leadership and the community.
At the same time, the fires revealed critical challenges where improvements are needed:
•
•
•
Staffing and Training: Limited depth and inconsistent training created challenges with EOC
roles, responsibilities, and processes.
Planning Gaps: The absence of a pre-disaster recovery plan and a few other recovery documents
(such as a re-entry plan) would have made the transition from response to recovery a bit more
cohesive.
Documentation and Procurement: The need for better resource tracking, financial
documentation, and emergency procurement policies limited cost recovery compliance and
efficiency.
1
https://www.malibucity.org/1168/Palisades-Fire-Incident-Information-Arch
https://www.malibucity.org/franklinfire
3
https://abc7.com/post/california-wildfires-rebuilding-malibu-palisades-fire-is-complex-moving-slow/18096436/
2
Malibu AAR: Franklin and Palisades Fires
11
6
Executive Summary
•
Communications and Evacuation: Limitations in infrastructure, staff communication processes,
and evolving evacuation zone messaging at times made it harder for residents and partners to
access consistent information.
The strengths, challenges and recommendations are organized under ten Focus Areas:
•
•
•
•
•
•
•
•
•
•
Preparedness
EOC & Incident Management
Governance & Policy
Operational Coordination
Communication
Community Evacuation
Emergency Public Information
Technology
Emergency Purchasing Process
Workforce & Staff Sustainability
Together, the observations made during the review highlight the City’s strengths in commitment,
coordination, and innovation, as well as the need to expand planning, continuity, and resilience measures.
The Improvement Plan accompanying this report outlines specific, actionable steps to build upon
strengths while addressing identified gaps, ensuring Malibu is better prepared for future large-scale
emergencies.
SECTION 2 - SCOPE
This After-Action Report (AAR) reviews the City of Malibu’s preparedness, response, and coordination
activities during the Franklin and Palisades Fires. The analysis focuses on Malibu’s emergency
management functions — including Emergency Operations Center (EOC) operations, interagency
coordination, communication, evacuation, and continuity of services — while also acknowledging
dependencies on Los Angeles County and state partners. The scope covers the period from December 9,
2024 (Franklin Fire) through March 7, 2025 (Malibu EOC deactivation) and is structured around ten
thematic areas. The report does not evaluate wildfire suppression tactics or fire origin investigations,
which fall under the jurisdiction of Los Angeles County Fire Department and related agencies.
Methodology
Data Collection
To develop this report, the Witt O’Brien’s team collected feedback from City personnel, as well as key
partners using a variety of methods, including archival research, document review, informal discussions,
Malibu AAR: Franklin and Palisades Fires
12
7
Scope
and formal interviews. The Witt O’Brien’s team interviewed over 32 participants. The team also reviewed
hundreds of pages of documentation, including City plans and policies, plus incident action plans,
situation reports, and other data generated during the response.
The goals of the review included identifying areas highlighted as best practices, as well as identifying
challenges and areas that should be improved. This is a forward-looking report – it does not intend to lay
blame for any challenges; rather, it is intended to assist with enhancing the City’s emergency management
and response capabilities. All interviews were conducted with the understanding that comments would not
be attributed to individuals.
This section provides an overview of the Franklin and Palisades wildfires, the weather conditions that
fueled their rapid spread, and the City of Malibu’s role and response during the incident. It is intended to
give readers a clear understanding of the incident environment, the scale of impacts, and the broader
operational context for Malibu’s emergency management activities.
Franklin Fire – Summary of Events
The Franklin Fire erupted on Monday, December 9, 2024, at approximately 11:00 p.m., near Malibu Canyon
Road and Station Boundary, just outside of Malibu city limits. 4Initially reported at only a few dozen acres, the
fire grew quickly under the influence of powerful Santa Ana winds, which gusted over 50 mph and pushed
flames across steep canyons and dry vegetation. The extreme weather prompted Southern California Edison to
implement Public Safety Power Shut-offs (PSPS) resulting in widespread power outages, disrupting service to
more than 40,000 customers, and forcing the shutdown of critical infrastructure and gas stations in the region.
By the early hours of December 10, the fire had expanded to several hundred acres, prompting mandatory
evacuations and closure of the Pacific Coast Highway and surrounding roads.5 Within hours, thousands of
residents were ordered to evacuate as the fire advanced toward neighborhoods, schools, City Hall and the
campus of Pepperdine University, where students were directed to shelter-in-place.6
On December 10, local and state officials quickly escalated emergency actions. Governor Gavin Newsom
secured a Fire Management Assistance Grant (FMAG) from the Federal Emergency Management Agency
(FEMA), ensuring the availability of vital resources and financial support for suppression efforts. 7More than
4
https://fire.lacounty.gov/franklin-fire/
https://abc7.com/post/timeline-how-franklin-fire-exploded-size-threatened-pepperdine-universitymalibu/15642636/#:~:text=It%20was%20just%207%25%20contained.%20Here's%20a,Pepperdine%20University%20and
%20seaside%20homes%20in%20Malibu.
6
https://www.latimes.com/california/story/2024-12-10/malibu-endures-cellphone-power-outages-as-franklin-fire-burns#
7
https://www.caloes.ca.gov/wp-content/uploads/Recovery/Applicant-Briefings/FACT-SHEET-Franklin-Fire-FM-5548Los-Angeles-County.pdf
5
Malibu AAR: Franklin and Palisades Fires
13
8
Scope
1,700 firefighters from 13 different agencies were deployed to combat the Franklin Fire, supported by
helicopters, bulldozers, and hand crews working around the clock.8
Despite fierce winds, steep terrain, and critically dry fuels, containment progress was steadily achieved in the
following days. On December 11, the fire grew to over 3,000 acres, but crews reported the first containment
gains, enabling officials to begin coordinated repopulation efforts in some evacuated neighborhoods. 9By
December 13, most evacuation orders were downgraded to warnings, and the Pacific Coast Highway was fully
reopened.10
After nine days of firefighting operations, the Franklin Fire was declared fully contained on December 18,
2024, with crews transitioning to recovery and debris removal efforts.11
The Franklin Fire, though smaller in scale than later incidents such as the Palisades Fire, was a highly
destructive wildfire for the Malibu community. It forced mass evacuations, destroyed dozens of structures,
disrupted education across the city, and highlighted vulnerabilities in infrastructure, evacuation routes, and
community preparedness. Its rapid ignition and spread underscored the growing wildfire risks Malibu faces
under intensifying Santa Ana wind events and prolonged drought conditions.
Franklin Fire Timeline
December 8, 2024
• City of Malibu issues alerts on city social media platforms advising the
public of upcoming Red Flag Warning (12/9/24-12/11/24) and potential
Public Safety Power Shutoffs (PSPS) power outages (12/9/24-12/11/24)
December 9, 2024
• Franklin Fire starts at approximately 11:00 PM in the Santa Monica
Mountains
• City of Malibu activates the Emergency Operations Center (EOC)
• Evacuation orders issued
• City of Malibu issues Emergency Alerts on Everbridge Notification System
• Public Safety Power Shutoffs implemented
8
https://ktla.com/news/local-news/franklin-fire-in-malibu-still-smoldering-as-favorable-weather-conditions-aid-infirefight/
9
https://www.newsweek.com/franklin-fire-live-updates-1999040
10
https://www.latimes.com/california/story/2024-12-14/franklin-fire-evacuation-orders-lifted-pch-reopens
11
https://www.malibucity.org/franklinfire
Malibu AAR: Franklin and Palisades Fires
14
9
Scope
Franklin Fire Timeline
December 10, 2024
• Fire size estimated at 2,667 acres (Total # of acres based on final daily
CalFire status update report (12/10/24))
• Fire Management Assistance Grant (FMAG) declared
• Evacuation orders and warnings issued
• City of Malibu issues Emergency Alerts on Everbridge Notification System
• City of Malibu EOC evacuates City Hall and relocates to Calabasas EOC
• City of Malibu coordinates with the Community Emergency Response Team
(CERT) to set up Emergency Information and Supply Station
• Road closure of PCH
• Santa Monica-Malibu Unified School District (SMMUSD) closed
December 11, 2024
• Fire size estimated at 4,031 acres (Total # of acres based on final daily
CalFire status update report (12/11/24))
• 7% Containment (Based on final daily CalFire status update report)
• Power restored to some impacted areas
December 12, 2024
• Fire size estimated at 4,037 acres (Total # of acres based on final daily
CalFire status update report (12/12/24))
• 30% Containment (Based on final daily CalFire status update report)
• City of Malibu issues alerts regarding repopulation for impacted areas
• 66% of residents return home
• 1,600 residents remain under evacuation orders
December 18, 2024
• Fire size estimated at 4,037 acres (Total # of acres based on final daily
CalFire status update report (12/18/24))
• 100% Containment (Based on final daily CalFire status update report)
• City of Malibu EOC deactivates
Palisades Fire – Summary of Events
The Palisades Fire erupted on Tuesday, January 7, 2025, at approximately 10:30 a.m. in the Santa Monica
Mountains near Pacific Palisades. Initially reported at just 10 acres, the fire quickly accelerated in size
due to a combination of severe drought, dry vegetation, and powerful Santa Ana winds that gusted as high
as 80 mph. Within hours, the fire had grown to more than 700 acres, threatening thousands of homes and
prompting the first broad evacuation orders at 12:07 p.m.12 By early afternoon, over 10,000 homes were at
immediate risk, as flames advanced into neighborhoods and canyon corridors. Mandatory road closures
12
https://www.foxla.com/news/franklin-fire-malibu-schools-reopen-dec-16-2024
Malibu AAR: Franklin and Palisades Fires
15
10
Scope
were implemented along key evacuation routes, including Pacific Coast Highway and Topanga Canyon
Boulevard, to support life safety operations. 13
The extreme fire weather prompted Southern California Edison to implement public safety power shutoffs
across Malibu, leaving tens of thousands without power and cell service.14
Governor Gavin Newsom proclaimed a State of Emergency by the evening of January 7, and within 24
hours the president approved a Major Disaster Declaration, securing federal resources to assist in the
firefighting effort. 15Despite these actions, the intensity of the concurrent Santa Ana windstorm forced
aerial firefighting operations to be grounded, limiting suppression efforts and allowing the blaze to spread
unchecked overnight.
By January 8, the fire had grown to over 11,000 acres16, with more than 180,000 people under evacuation
orders. 17Flames advanced into Malibu, destroying beachfront homes and overwhelming firefighting
resources. At its height, the response drew more than 5,600 firefighting personnel, supported by hundreds
of fire engines, bulldozers, helicopters, and international mutual aid resources from Canada and Mexico.
Traffic gridlock on the roads surrounding the Pacific Coast Highway (PCH) forced some residents to
abandon their cars and flee on foot. Nearly 200 abandoned vehicles were later removed by bulldozers to
reopen critical routes for emergency responders.18
After nearly a month of continuous firefighting operations, the Palisades Fire was declared fully
contained on January 31, 2025, 24 days after.19
The Palisades Fire was the tenth deadliest and third-most destructive wildfire in California history, and
the most destructive fire ever to impact the area. 20Its impacts spanned Malibu, Pacific Palisades, and
Topanga, leaving entire neighborhoods destroyed, scarred landscapes across the Santa Monica Mountains,
and unprecedented recovery challenges for affected communities.
13
https://abc7.com/post/pacific-coast-highway-partially-reopen-weeks-palisades-fire/15860332/
https://www.foxla.com/news/palisades-fire-prompts-power-outages-tens-thousands
15
https://news.caloes.ca.gov/governor-newsom-quickly-secures-major-disaster-declaration-from-president-biden-for-losangeles-fires/
16
https://www.washingtonpost.com/weather/2025/01/08/what-caused-palisades-fire-california-windstorm-conditions/
17
https://www.cnbc.com/2025/01/09/los-angeles-wildfires-latest-at-least-5-dead-more-than-100000-forced-toevacuate.html
18
https://www.bbc.com/news/videos/c24n4pz6p2eo
19
https://www.fire.ca.gov/incidents/2025/1/7/palisades-fire
20
https://www.nbclosangeles.com/news/local/what-is-holdover-fire-palisades-fire-jonathan-rinderknecht/3788840/
14
Malibu AAR: Franklin and Palisades Fires
16
11
Scope
Palisades Fire Timeline
January 6, 2025
• City of Malibu issues City alerts on all communication platforms (ex: social
media, website alerts, Everbridge) advising the public of upcoming
Particularly Dangerous Situation (PDS) Red Flag Warning (1/7/25-1/9/25)
and potential Public Safety Power Shutoffs (PSPS) power outages (1/7/251/9/25)
January 7, 2025
• The Palisades Fire starts at approximately 10:30am in the Santa
Monica Mountains
• Fire Management Assistance Grant (FMAG) declared
• State of Emergency declared by Governor Newsom
• Evacuation orders and warnings issued
• City of Malibu activates the Emergency Operations Center (EOC)
• City of Malibu issues Emergency Alerts on Everbridge Notification System
• City of Malibu EOC evacuates City Hall and relocates to Westlake Village
EOC
• Power shutoffs activate
• American Red Cross activates evacuation shelters
January 8, 2025
• Fire size estimated at 15,832 acres (Total # of acres based on final daily
CalFire status update report 1/08))
• Governor Newsom requests a major disaster declaration.
• City of Malibu building inspectors conduct rapid visual damage assessments
• Gas shutoffs activate
• Additional road closures implemented
• Santa Monica-Malibu Unified School District (SMMUSD) closed
• Some telecommunication providers deploy cell on wheels
(COW)/generators to Malibu area
January 9, 2025
• Fire size estimated at 19,978 acres (Total # of acres based on final daily
CalFire status update report (1/09))
• President Biden granted Governor Newsom’s request for a Federal Major
Disaster Declaration (DR-4856-CA), providing immediate federal
assistance
• City of Malibu EOC evacuates Westlake Village EOC due to Kenneth Fire
and relocates to Camarillo Police Department
• Gas stations not operational
• Boil water advisory issued
January 10-11, 2025
• Fire size estimated at 23,654 acres (Total # of acres based on final daily
CalFire status update report (1/11))
• City of Malibu establishes Emergency Distribution Center at Malibu
Equestrian Center providing PPE, and essential items to impacted residents
Malibu AAR: Franklin and Palisades Fires
17
12
Scope
Palisades Fire Timeline
• City of Malibu relocates from Camarillo Police Department EOC to
Pepperdine University.
• “Do Not Drink Water” advisory issued
• Urgent health order issued declaring unhealthy air quality
• Some telecommunications restored
January 15, 2025
• Fire size estimated at 23,713 acres (Total # of acres based on final daily
CalFire status update report (1/15))
• 21% Containment (Based on final daily CalFire status update report)
• Disaster Recovery Center (DRC) opens
January 16, 2025
• Fire size estimated at 23,713 acres (Total # of acres based on final daily
CalFire status update report (1/16))
• 27% Containment (Based on final daily CalFire status update report)
• Malibu EOC relocates from Pepperdine University to Malibu City Hall
January 24-31, 2025
• Fire size estimated at 23,448 acres (Total # of acres based on final daily
CalFire status update report (1/31))
• 100% Containment (Based on final daily CalFire status update report
on 1/31)
• 4 fatalities, 720 structures destroyed in Malibu with 6,831 overall, 973
structures damaged overall
• City of Malibu conducts Town Hall at Malibu High School Auditorium
(1/25/25)
• City of Malibu issues City alerts on all communication platforms (ex: social
media, website alerts, Everbridge) advising the public of upcoming Flood
Watch (1/27/25)
• City of Malibu EOC adds Recovery Team to focus on recovery efforts
(1/27/25)
• City of Malibu coordinates with LASD to establish Pass Distribution Site
(1/28/25)
• Ocean Water advisory issued
• Limited resident access begins
• Limited utilities restored
February 3, 2025
• Containment at 100%
• Warnings for mudslides and debris flows post wildfire
• 4 fatalities, 720 structures destroyed in Malibu with 6,831 overall, 973
structures damaged overall
March 7, 2025
• City of Malibu EOC deactivates
Malibu AAR: Franklin and Palisades Fires
18
13
Strengths, Challenges
and Recommendations
SECTION 3 - STRENGTHS,
CHALLENGES AND
RECOMMENDATIONS
Overview
All challenges and recommendations are based on an assessment of response-related materials and inperson interviews conducted with the City and partners. Interviews were conducted during June 2025.
The City of Malibu’s response to the Franklin and Palisades Fires demonstrated a strong foundation for
emergency management and a deeply committed workforce. By elevating public safety and emergency
management at the department level, the City enabled peer-to-peer coordination across departments and
rapid problem-solving under pressure. Fire Liaison relationships with incident command, daily briefings
to elected officials, and practical use of collaboration tools such as Microsoft Teams, Genasys Protect, and
WatchDuty helped sustain operations through fast-moving conditions and multiple EOC relocations.
These strengths, culture, relationships, and adaptability—were central to Malibu’s ability to safeguard the
community during an extraordinarily complex event.
At the same time, the fires revealed areas where readiness must evolve to keep pace with a new reality of
more frequent and higher-consequence incidents. Training and exercises have not matched the pace of
repeated activations, leaving some staff uncertain about their roles in the EOC and reducing
organizational “muscle memory” for managing complex operations. Governance structures were not fully
formalized: the EOC Policy Group and Elected Policy Group were not consistently engaged, some
executive decisions occurred outside the EOC process, and citywide crisis policies for all staff were not
yet established. These gaps made it more difficult to maintain unity of command and consistent
situational awareness during critical periods.
Within the EOC, core incident management practices could be improved. The incident action planning
cycle was not consistently executed; documentation and the use of ICS forms varied; and on-incident
purchasing lacked standardized controls, complicating disaster cost recovery. Repeated relocations of the
EOC—managed with notable resourcefulness—nonetheless underscored the need for predefined
readiness criteria, tested logistics checklists, technology failover, and clear expectations for when and
how to return operations to Malibu.
Operational coordination benefitted from strong ties to fire agencies, but inconsistent tracking of
personnel and equipment and limited, inconsistent staffing of the Situation Unit made it difficult to
sustain a clear common operating picture. Communications systems absorbed significant stress as
infrastructure was damaged and the EOC relocated multiple times. While LA-RICS proved resilient,
Malibu AAR: Franklin and Palisades Fires
19
14
Strengths, Challenges
and Recommendations
alternate-site connectivity and internal staff communications were uneven, and public-facing information
was handled effectively but without the support of a County/IC Joint Information Center. Evacuation
operations highlighted the following additional planning needs: detailed City procedures to guide
immediate actions, stable and clearly communicated evacuation zones aligned with Genasys Protect,
clarified roles beyond LASD’s life-safety mission, and a formal re-entry and re-population framework.
Technology and support systems will be strong indicators of future readiness. Microsoft Teams, Genasys
Protect, and WatchDuty provided meaningful support; however, the City’s EOC management system was
challenging, a dedicated GIS capability was absent, and access to SharePoint/network drives at alternate
sites was inconsistent. Procurement and contracting frameworks also require maturation—both to
streamline emergency purchases and to ensure FEMA/Cal OES compliance—alongside pre-negotiated
agreements for lodging, vehicles, and other relocation needs. Finally, sustaining Malibu’s workforce will
require modernized compensation and relocation policies, transparent assignment practices, deeper
staffing benches, and formalized wellness and behavioral-health supports.
Taken together, the path forward is clear and achievable: formalize governance and Citywide crisis
policies; institutionalize the Planning “P,” documentation, and purchasing controls; harden continuity of
operations and alternate-site technology; stand up GIS and streamline EOC software system; publish
comprehensive evacuation and re-entry plans; and modernize procurement and workforce policies. By
codifying strengths and closing the gaps identified in this report, Malibu can convert hard-won lessons
into durable resilience—readying the City for the next wildfire season and strengthening public trust in its
emergency management enterprise.
Malibu AAR: Franklin and Palisades Fires
20
15
Strengths, Challenges
and Recommendations
Focus Area #1: Preparedness
The City of Malibu met the challenges of both the Franklin and the Palisades fire responses with a strong
organizational foundation that elevated public safety and emergency management as a departmental
priority. This placement within the City’s structure allowed for effective recognition of the mission’s
importance and supported coordination across departments at the peer level. Staff commitment,
resourcefulness, and adaptability were evident throughout the incidents, forming a critical backbone of
the City’s response.
At the same time, the fires underscored opportunities to further strengthen Malibu’s ability to manage
large-scale emergencies. Additional training and exercise opportunities would help staff maintain
familiarity and confidence with their EOC roles, particularly given the growing frequency of activations.
Some personnel expressed a desire for greater clarity around responsibilities in the EOC, while others
noted the benefit of having more formalized policies and procedures to guide all City staff during crisis
events.
The absence of a pre-disaster recovery plan meant that recovery priorities were developed during the
incident, and limited City Hall evacuation planning required EOC staff to adapt quickly when relocating
to alternate facilities. While staff responded effectively, future efforts could be supported by establishing
formal agreements, pre-identified logistical arrangements, and readily available electronic guides.
Similarly, coordination with partners, such as the American Red Cross, would be strengthened by
developing a mass care strategy, and volunteer and donations management could benefit from additional
planning.
Overall, Malibu demonstrated resilience, adaptability, and commitment during the Franklin and Palisades
fires. By expanding preparedness efforts — including enhanced training, policy development, continuity
planning, and human services support — the City can build on its organizational strengths to further
enhance readiness and resilience.
Focus Area #1 Strengths
▪
▪
▪
The organizational placement of the public safety program as a department reporting directly to
the City Manager best ensures effective and efficient access to all City departments and external
agencies and allows for greater prioritization to be provided to Citywide preparedness, mitigation,
response, and recovery efforts.
City staff worked well together and performed extremely complex tasks during the response to
both fires.
The City fostered and maintained a positive working relationship and effective coordination
capabilities with Los Angeles County and neighboring jurisdictions which better enabled support
to affected populations.
Malibu AAR: Franklin and Palisades Fires
21
16
Strengths, Challenges
and Recommendations
▪
▪
▪
The City has an established Emergency Operations Plan (EOP) and other documents that helped
guide the response efforts.
The City was able to relocate their EOC multiple times while continuing response operations.
Most of the City staff were familiar with response operations and knew they had a role to perform
during both emergencies.
Focus Area #1 Challenges & Recommendations
Challenge #1 – Frequency of Emergency Response Training & Exercises
Discussion: Staff commitment was immeasurable during the response. However, staff turnover and
increasing job demands limited employees’ ability to participate in regular training, contributing to some
uncertainty regarding EOC roles. Although the Public Safety Department offered several training
opportunities prior to the fires, City staff participation was limited. Both fires illustrated a lack of
sufficient EOC training and experience by some City staff. The last exercise the City conducted prior to
the fires was in December 2023. It is difficult to remember what to do during an incident if you haven’t
regularly practiced your role and responsibilities within the EOC. Additionally, during the response
efforts, staff filled multiple different roles within the EOC, and they were not trained ahead of time to
fulfill those roles. While the Public Safety Department does provide training throughout the year, it is
difficult for all staff to participate in the scheduled training courses due to high workload and limited
department staffing. During both fires, this caused a lot of ad hoc procedures and just-in-time training for
EOC staff.
References: City’s Emergency Operations Plan, EOC Staffing Plan, and Interview Notes
Recommendation 1.1: Implement a more frequent and structured training and exercise schedule
that accommodates frequent activations while reinforcing role familiarity. This may include shorter,
scenario-based drills, just-in-time training modules, and post-activation refreshers designed to maintain
operational readiness even during periods of high activity.
Challenge #2 – Citywide Emergency Policy for Staff
Discussion: City staff adapted quickly during the incident, though the absence of consistent policies or
procedures for all employees created uncertainty during response operations. For example, some staff
worked 12 plus hour days onsite at the EOC, while other staff worked from home or were not activated.
Additionally, some staff had two plus-hour commutes each way during the response without additional
compensation or consideration for the additional time they spent before and after an EOC shift. City staff
also had a difficult time getting past checkpoints being operated by L.A. County.
Reference: City’s Emergency Operations Plan, EOC Org Chart, EOC Staffing Plan, EOC Shift Emails,
and Interview Notes
Malibu AAR: Franklin and Palisades Fires
22
17
Strengths, Challenges
and Recommendations
Recommendation 1.2: Develop and adopt a Citywide emergency response policy applicable to all
staff, clearly defining roles, responsibilities, and expectations during emergencies. Embedding this
policy in orientation and refresher training will help build confidence and ensure consistent action across
the organization. Additionally, providing pre-established badging that is coordinated with LA County to
all City staff is critical prior to an emergency.
Challenge #3 – Recovery Planning
Discussion: Staff resourcefulness enabled recovery priorities to be developed in real time; however, the
lack of a pre-established recovery plan required ad hoc decision-making. The establishment of the Local
Assistance Center following the Franklin Fire and a Disaster Recovery Center (DRC) for the Palisades
Fire was a major success for the City; however, the absence of prepositioned resources and timely staffing
requests placed significant strain on an already exhausted workforce. Staff were put in a difficult
position—without initial guidance, plans, or procedures to reference, they were unable to provide answers
or operate effectively in the early stages.
References: Disaster Recovery Center Action Plan and Local Assistance Documents
Recommendation 1.3: Develop and adopt a comprehensive disaster recovery plan that provides a
structured framework for operations, including prioritization of services, coordination with
external partners, and financial and administrative recovery considerations. Exercising the plan will
further strengthen the City’s capacity for post-incident recovery.
Challenge #4 – EOC Continuity & Memorandums of Understanding
(MOUs)
Discussion: EOC personnel successfully maintained continuity of operations through multiple
relocations; however, the lack of formal procedures and agreements made each transition significantly
more challenging. Staff were often required to move the EOC during hazardous conditions, at times
traveling directly through heavy smoke or active fires. Although they performed exceptionally well during
every move, the relocations were unplanned and staff had to operate in dangerous circumstances without
clear guidance on what to bring, when to move, or where to report for their next shift.
References: EOC Org Chart, Malibu EOC Status Board, and EOC Action Plans
Recommendation 1.4: Establish continuity procedures, Memorandums of Understanding (MOUs),
and logistical agreements for alternate or mobile EOC facilities. Document these in accessible
electronic guides and test them during exercises to ensure staff are familiar with the process. This will
reduce friction during relocations and ensure seamless continuity of operations.
Malibu AAR: Franklin and Palisades Fires
23
18
Strengths, Challenges
and Recommendations
Challenge #5 – Volunteer & Donations Management
Discussion: Community support was evident, but limited planning for volunteer and donations
management placed additional burdens on staff during the response. On several occasions, the Disaster
Recovery Center (DRC) was staffed with personnel reassigned by leadership. While this approach was
adequate for short-term recovery efforts, the DRC requires an operational framework that can sustain
longer-term operations. Staff cannot be expected to carry out their regular duties while simultaneously
supporting the DRC and broader recovery activities. Additionally, a formal recovery structure must be
established prior to an emergency, and staff should have the necessary forms and documentation readily
available immediately following the response.
The use of Community Emergency Response Team (CERT), Sheriff’s Department Volunteers on Patrol
(VOP), and Fire Department Community Brigade volunteers provided critical “boots on the ground”
information during and after the fires. These volunteers assisted with evacuations and helped distribute
Personal Protective Equipment (PPE) during repopulation. These volunteers were also critical in
providing situational awareness to the EOC during the response efforts. Without this volunteer
coordination, the EOC would not have had situational awareness and knowledge of what their partners
were doing in the field.
The City established an Emergency Distribution Center at the Malibu Equestrian Center and was operated
by City staff and the Malibu CERT team. The Distribution Center provided masks, food, water, and first
aid supplies to any impacted residents.
Reference: EOC Donation Forms, Recovery Documents, and Interview Notes
Recommendation 1.5: Develop and integrate volunteer and donations management planning into
the City’s emergency operations framework. Explore establishing an MOU with local nonprofits to
assist with donation management. Train staff to support these functions during crises and exercise
coordination with partner organizations to ensure the City can effectively channel community support
when it is most needed.
Malibu AAR: Franklin and Palisades Fires
24
19
Strengths, Challenges
and Recommendations
Focus Area #2: EOC & Incident
Management
The Franklin and Palisades fires placed extraordinary demands on Malibu’s Emergency Operations
Center (EOC). Despite leadership transitions, repeated relocations, and direct threats to the facility itself,
EOC personnel remained committed to sustaining operations and supporting the community. Assistance
from surrounding jurisdictions and mutual aid programs further enhanced the City’s ability to manage the
complex and prolonged incidents.
The response efforts also revealed opportunities to strengthen adherence to EOC processes and ensure
consistent integration of leadership into incident management structures. On some occasions, executive
decisions occurred outside the EOC process, which limited situational awareness and reduced the
opportunity for the emergency management team to inform decision-making. Establishing a formal policy
group and reinforcing structured management protocols would help further align executive leadership
with EOC operations.
The incident action planning cycle was not always consistently applied, which reduced the overall
effectiveness of situational awareness and coordination. The absence of a dedicated Documentation Unit
and inconsistent use of Incident Command System (ICS213) forms made resource tracking and internal
communication more challenging. Similarly, purchases of consumable and non-consumable items were
not always systematically tracked, creating difficulties in meeting disaster cost recovery documentation
requirements.
EOC continuity posed a particularly significant challenge, as Malibu’s EOC sits within a known fire
corridor and has required evacuation during the last three major wildfires. During the Franklin and
Palisades Fires, EOC staff were required to evacuate and relocate while simultaneously managing
community evacuations, which strained logistics, staff role execution, and continuity of operations. These
recurring vulnerabilities underscore the need for both formal relocation procedures and the establishment
of alternate EOC facilities outside high-risk areas. The absence of a mobile command trailer further
limited Malibu’s options, forcing staff to rely solely on fixed facilities and ad hoc arrangements during
relocations.
Overall, the City demonstrated adaptability and resilience throughout these challenges. By strengthening
EOC processes, improving documentation and cost tracking, and establishing robust continuity resources,
including alternate EOC facilities, relocation procedures, and mobile command capacity, Malibu can
enhance readiness for complex and extended activations.
Malibu AAR: Franklin and Palisades Fires
25
20
Strengths, Challenges
and Recommendations
Focus Area #2 Strengths
▪
▪
▪
▪
▪
Elected Officials were actively integrated within the community and offered executive oversight
and touchpoints for all fire-impacted areas.
City leadership collaborated daily with elected officials and maintained consistent communication
throughout the response efforts. EOC staff accomplished multiple EOC relocations during
response efforts.
City staff and volunteers coordinated with the onsite incident command structure daily.
EOC staff followed most Standard Emergency Management System (SEMS) and Incident
Command System (ICS) practices.
City staff were very dedicated to response efforts and trying to follow EOC procedures.
Focus Area #2 Challenges & Recommendations
Challenge #1 – City Leadership Alignment
Discussion: Leadership engagement and commitment to community support were evident throughout the
response; however, opportunities remain to strengthen alignment by ensuring that all executive-level
decisions are fully coordinated through the EOC process.
During the response, the City did not utilize a formal EOC Policy Group structure. The City Management
Team (defined as the City Manager, Assistant City Manager, Deputy City Manager, Department Heads,
and the City Clerk) did not convene as the EOC Policy Group when the EOC was activated. Upon EOC
activation, the EOC Policy Group is typically convened in or near the EOC to ensure efficient
coordination and timely executive-level policy decisions. Formal activation of the EOC Policy Group
would allow the City Management Team to maintain continuity of normal City functions while supporting
response operations effectively. The best practice is for the City Management Team, when functioning as
the EOC Policy Group, to focus on strategic direction, policy development, and long-term considerations,
rather than operational decision-making. During the response efforts to the fires, some decisions were
made on an ad hoc basis with selected City Management Team members rather than through a
coordinated EOC Policy Group process.
Reference: City Emergency Operations Plan and Interview Notes
Recommendation 2.1: Establish a formal EOC Policy Group composed of the City Management
Team to provide strategic guidance and executive-level decision-making during major incidents.
Clearly define the group’s role within the City’s emergency management structure to ensure that all
leadership decisions are coordinated through the EOC. This alignment will enhance situational awareness,
allow the emergency management team to provide timely analysis and recommendations, and ensure that
executive actions are fully integrated into operational planning and response activities. Regular
participation of the EOC policy group in EOC processes (such as briefings, incident action planning, and
Malibu AAR: Franklin and Palisades Fires
26
21
Strengths, Challenges
and Recommendations
resource prioritization) will reinforce a unified command approach and support consistent communication
across all levels of the organization.
Challenge #2 – Incident Planning
Discussion: Staff collaborated to share information and adapt plans under evolving conditions but faced
challenges when the planning process was applied inconsistently, limiting a common operating picture.
Incident Action Plans (IAPs) or EOC Action Plans were not produced cohesively and consistently during
the response efforts. Each shift should produce an EOC Action Plan and follow the Planning P process
throughout the shift to ensure continuity and consistency in EOC process. During the Franklin and
Palisades Fires, EOC Action Plans were inconsistent. White boards were utilized for situation status, but
the information was not translated onto the appropriate planning documents to ensure the next EOC shift
had the same situational awareness. Relocating the EOC also posed a challenge to maintaining the white
boards and overall situational awareness.
Reference: City Emergency Operations Plan and EOC Action Plans
Recommendation 2.2: Institutionalize the planning process by making it a routine element of all
EOC activations, regardless of scale or duration. This includes establishing a standardized schedule for
planning meetings, clearly assigning roles for developing situation reports and EOC Action Plans
components, and ensuring products are distributed consistently to staff and leadership. Even during
smaller incidents, applying the planning cycle builds staff familiarity, reinforces discipline in informationsharing, and creates a habit of documenting objectives, strategies, and resource needs. Regular use of
EOC Action Plans will strengthen situational awareness, support operational coordination across
departments, and provide a record that can be used for both cost recovery and post-incident analysis.
Challenge #3 – Documentation and Cost Recovery
Discussion: Staff showed resourcefulness in tracking expenses and purchases under pressure but could
enhance the effectiveness of resource tracking and use of ICS 213RRs were not always consistent,
creating challenges for reimbursement. Several ICS 213RRs were utilized during the response efforts,
however, they were not accurately completed and finalized. Overall, the administrative procedures (214s,
check-in-check-out procedures, sign-in sheets, etc.) were not followed cohesively for each EOC shift
throughout the response efforts.
Additionally, the inconsistent use of ICS forms, and the absence of any City-specific customized versions,
created challenges. For example, not having an ICS 207 or a shift-specific organizational chart led to
confusion in each operational period, particularly as staff rotated through different roles within the EOC.
Malibu AAR: Franklin and Palisades Fires
27
22
Strengths, Challenges
and Recommendations
Key stakeholders identified challenges in efficient and effective tracking of resources as resource
management took on a largely decentralized approach. Information provided in resource requests often
lacked sufficient detail to properly support requests and understand needs. The EOC software system that
the City was using at the time was found to be problematic as some staff had limited exposure to the
system and struggled with basic maneuvering around the platform. As a result, staff developed alternative
methods of resource ordering and tracking including paper-based forms and individual emails making
record keeping more challenging.
Resources were identified to often be requested through individual emails and phone calls, creating a
difficult data collection exercise and backfilling ICS forms. To ensure comprehensive documentation is
collected to promote an effective resource management process and to best prepare for potential federal
audits, the documentation must be collected in a singular location. Tracking down individual emails and
phone calls not only adds to the level of effort required but also presents the potential documentation that
will not be discovered justifying a specific resource expenditure.
As the Resource Unit leader resides in the Logistics Section in the Malibu EOC, the communication of
resource status was not routinely available or incorporated in EOC incident action planning. The
limitation of resources information in incident action planning challenges the ability to make informed
decisions during response operations. Throughout this incident staffing the Situation Unit experienced
difficulties creating added challenges in comprehensive action planning including the incorporation of
resource status.
The use of EMMA during the response efforts greatly enhanced the financial and administrative tracking
process and led to financial and administrative documentation that may not have occurred otherwise.
Reference: EOC Action Plans, ICS 213RRs, ICS 214s, and other EOC Finance Section Documents
Recommendation 2.3: Dedicate trained staff for Finance and Administration Section functions
within the EOC to ensure that financial tracking, purchasing, and documentation are prioritized
from the start of an incident. Establishing standardized documentation practices—such as consistent use
of ICS 213 forms, purchase logs, and electronic filing systems—will create a clear audit trail that supports
both operational decision-making and disaster cost recovery requirements. Having staff focused on these
functions not only reduces the burden on operational responders but also ensures the City is wellpositioned to meet FEMA and Cal OES reimbursement standards. This approach will help capture eligible
costs in real time, minimize the risk of missed documentation, and streamline the recovery process after
future incidents.
Challenge #4 – EOC Continuity and Relocation
Discussion: The City’s primary Emergency Operations Center (EOC) has required evacuation during
each of the last three major wildfire incidents due to its location within a fire corridor, significantly
Malibu AAR: Franklin and Palisades Fires
28
23
Strengths, Challenges
and Recommendations
undermining continuity of operations. During these incidents, the City relied on strong relationships with
neighboring jurisdictions and the ingenuity of City staff and volunteers to rapidly identify alternate
facilities. While these efforts enabled continued operations, the relocations were largely ad hoc. Facilities
were not pre-identified, often lacked adequate space, technology, power, or logistical support, and were
not configured to support sustained EOC operations. The City cannot assume such facilities will be
available in future incidents, particularly when neighboring jurisdictions may also be responding to
emergencies. Additionally, these relocations likely disrupted the host jurisdictions’ own operations.
During the Palisades Fire, repeated EOC relocations further strained personnel, technology, and logistics.
Relocations occurred under hazardous conditions, without formal checklists, protocols, or documentation
to guide the safe and effective movement of EOC operations. This placed staff at risk and caused
significant disruptions to emergency coordination for extended periods. Compounding these challenges,
pressure to prematurely re-occupy the primary EOC complicated operational decision-making.
These conditions demonstrate an ongoing and foreseeable need to relocate EOC operations during major
incidents. Reliance on a limited number of informal alternate sites presents additional risks, including site
unavailability, evolving threats, insufficient capacity, or competing emergency demands. To maintain
effective emergency operations, the City must establish a comprehensive, pre-incident framework for
EOC continuity and relocation, including formal agreements, clearly defined processes, and regularly
tested alternate facilities.
Reference: City Emergency Operations Plan and EOC Action Plans
Recommendation 2.4: Develop formal EOC relocation protocols that clearly define roles,
responsibilities, decision-making authority, readiness criteria, and step-by-step procedures for
relocating operations. This should include logistical requirements, technology needs, safety
considerations, and resource tracking. Identify, catalog, and assess potential alternate sites through a preincident inventory, needs and gaps analysis, and facility readiness assessments. This includes establishing
Memorandums of Understanding (MOUs) with partner agencies and neighboring jurisdictions to secure
alternate EOC facilities outside fire-prone area and identifying multiple viable options to account for
competing emergency needs. Test these facilities in advance to ensure viability of operations. Incorporate
EOC relocation drills into training and exercises and establish clear re-entry criteria that are
communicated to City leadership and elected officials to manage expectations and reduce pressure for
premature return to the primary EOC.
Challenge #5 – Mobile Command
Discussion: Malibu lacks flexible backup/alternate facilities if the primary EOC is compromised and
partner MOUs are delayed or unavailable. During both fire responses, the EOC had to relocate without a
Malibu AAR: Franklin and Palisades Fires
29
24
Strengths, Challenges
and Recommendations
plan or appropriate resources. In addition, the City does not have a mobile resource to deploy to the
Incident Command Post (ICP) to support staff that are at the ICP.
A mobile command center would provide Malibu with a critical, flexible hub for coordinated response
and recovery. By bringing communications, planning, and operational capabilities directly into the
impacted areas, it would reduce reliance on outside agencies and allow City leaders to maintain real-time
situational awareness. The unit could serve as an on-scene location for interagency coordination, resource
tracking, community information, and public officials’ briefings, helping streamline decision-making
during fast-moving fire conditions. Additionally, a mobile command center would support continuity of
government functions and offer a visible, accessible presence for residents seeking assistance in the
aftermath of major fire events.
Reference: City Emergency Operations Plan, Logistics Files, and EOC Action Plans
Recommendation 2.5: Explore acquisition or lease of a mobile command trailer to provide a
deployable, scalable option for sustaining EOC functions or supporting staff at the ICP. A mobile
platform would enhance flexibility, allow operations closer to the incident when safe, and ensure Malibu
has a dedicated continuity resource independent of outside partners.
Malibu AAR: Franklin and Palisades Fires
30
25
Strengths, Challenges
and Recommendations
Focus Area #3: Governance & Policy
The Palisades Fire underscored the central role of Malibu’s elected and executive leadership in shaping
the City’s response. Leadership was engaged and demonstrated commitment to the safety of the
community, but the absence of formalized structures for governance during disasters created challenges
for coordination, decision-making, and integration with emergency management processes.
During the incident, elected officials were not consistently incorporated into the EOC structure through a
defined elected policy group. Without this mechanism, opportunities for leadership to provide strategic
guidance while maintaining situational awareness were limited. At times, executive decisions were made
outside of the EOC process, which reduced information flow and hindered the ability of the emergency
management team to provide critical input.
In addition, leadership placed strong pressure on EOC staff to return operations to Malibu before it was
logistically feasible, creating stress and complicating continuity of operations. The event also revealed
that broader policies to guide all City staff during crisis events were underdeveloped, leading to
uncertainty about expectations and responsibilities outside of the EOC environment.
Together, these challenges illustrate that Malibu would benefit from codifying the role of elected and
executive leaders in emergency response, strengthening governance structures, and ensuring that policies
are in place to guide both leadership and staff during large-scale incidents.
Focus Area #3 Strengths
▪
▪
▪
The City held public forums to gather feedback from the community on response efforts.
City leadership was very engaged and proactive during the fire response efforts.
EOC staff remained flexible and overcame significant operational challenges.
Focus Area #3 Challenges & Recommendations
Challenge #1 – Elected Officials Integration
Discussion: Elected officials demonstrated strong engagement and commitment during the incident but
lacked a formal mechanism to participate effectively in the response structure. Elected officials serve in a
legislative role, providing governance oversight and policy approval, and are not intended to participate in
response operations or tactical decision-making.
Throughout the response, coordination between the EOC Policy Group (city management team) and the
Elected Policy Group (elected officials) was largely informal. Elected officials communicated directly
with City staff and department leadership on an ad hoc basis, which at times created confusion in
decision-making and resulted in elected officials becoming involved in operational details. Additionally,
Malibu AAR: Franklin and Palisades Fires
31
26
Strengths, Challenges
and Recommendations
multiple City Council members were present at incident briefings and field operations sites. This presence
created the potential for operational confusion by blurring the distinction between field-level priorities
and the strategic policy decisions that should be addressed through the EOC.
During future response efforts, the City Council should remain focused on approving emergency
proclamations, providing policy direction, ensuring government continuity, liaising with state/federal
officials, managing public communication (via Mayor/PIO), and overseeing critical recovery decisions,
focusing on policy while trusting operational staff to handle the "weeds" of the response itself, ensuring
the community needs are met. The EOC Policy Group can guide the Elected Policy Group to review and
make strategic policy decisions. This would further help to keep the elected officials out of the details of
response operations, allowing them to focus on the high priority policies and decisions needed to run the
City.
Reference: City Council Agendas, EOC Action Plans, and EOC Documentation
Recommendation 3.1: Develop a clear, documented process in emergency plans that defines how
and when the Elected Policy Group should be involved during emergencies. Train elected officials on
the EOC’s roles and functions and incorporating them into exercises to ensure familiarity. This will give
elected officials a structured role in incident management while preserving EOC processes and improving
coordination.
Challenge #2 – Executive Decision-Making
Discussion: While elected officials demonstrated tremendous dedication and support to response actions,
it was observed that these efforts can be enhanced through establishing formal guidance. Harnessing the
collective efforts of leadership in an organized manner to enhance situation awareness through established
networks, ensuring a continuity of leadership, leading policy development, and demonstrating a unified
direction better enables the response team to successfully engage in incident management operations.
Elected officials have a unique role in an emergency and in information-sharing due to their emergency
authority and how they hold a special relationship with constituents and stakeholder organizations.
Reference: City Council Agendas, EOC Action Plans, and EOC Documentation
Recommendation 3.2: Establish procedures that ensure coordination and communication between
the EOC Policy Group and the Elected Policy Group to better support EOC operations. All major
decisions should flow through the EOC process, supported by regular management briefings that allow
both the EOC Policy Group and Elected Policy Group to stay fully informed and provide input in real
time. Embedding this practice will enhance situational awareness, reinforce a unified chain of command,
and strengthen decision-making.
Malibu AAR: Franklin and Palisades Fires
32
27
Strengths, Challenges
and Recommendations
Challenge #3 – Leadership Expectations During Relocation
Discussion: EOC personnel adapted to multiple relocations, maintaining continuity of operations;
however, pressure to return to Malibu before conditions were ready created additional stress and
complexity.
Reference: EOC Action Plans, EOC Documentation, and Interview Notes
Recommendation 3.3: Establish clear emergency readiness benchmarks—such as EOC facility
safety, infrastructure availability/access (such as roadways being open), and staffing support for
EOC relocation and re-entry operations. Communicate these benchmarks to leadership in advance to
help manage expectations, reduce pressure during activations, and ensure re-entry decisions are based on
objective criteria.
Malibu AAR: Franklin and Palisades Fires
33
28
Strengths, Challenges
and Recommendations
Focus Area #4: Operational Coordination
The Franklin and Palisades fires highlighted the importance of coordination between the City of Malibu
and its many response partners. The City benefited from strong relationships with fire agencies, supported
in part by the presence of dedicated fire liaisons. These liaisons provided valuable situational intelligence,
promoted effective communication, and strengthened collaboration with incident command. Staff also
made effective use of tools such as Microsoft Teams, open video calls, and whiteboards to promote
information-sharing and coordination during periods of high activity, including EOC evacuation and
relocation.
At the same time, the incident underscored areas where operational coordination could be further
strengthened. Resource tracking processes for equipment and personnel were inconsistent, limiting the
City’s ability to maintain a complete picture of assets deployed. The EOC Situation Unit, which is critical
for developing a common operating picture, struggled with maintaining trained and consistent staffing,
impacting decision-making and situational awareness.
Staff dedication was evident, but the assignment of personnel to multiple roles — sometimes outside their
trained specialty — reduced role confidence and made specialized skills difficult to sustain. The transition
to Microsoft Teams ultimately improved collaboration and ease of use but required significant back-end
adjustments to align files and workflows. Coordination with the Disaster Management Area (B) also faced
challenges when the assigned coordinator was personally impacted by the fire, forcing alternate
coordination routes and highlighting the importance of familiarity with mutual aid systems such as
California’s Emergency Management Mutual Aid (EMMA) program.
Given Malibu’s unique geography — coastal terrain, the Pacific Coast Highway, and the Santa Monica
Mountains — interorganizational and interjurisdictional coordination will always be a defining element of
response operations. By building on the strengths of fire liaison support, technology integration, and
agency relationships, while addressing gaps in resource tracking, situational awareness, and staff role
alignment, the City can strengthen its operational coordination for future incidents.
Focus Area #4 Strengths
▪
▪
▪
▪
The use of the Fire Liaisons was a massive success during response efforts.
City staff were creative and used multiple tools to coordinate response efforts.
City staff, specifically the Fire Liaisons, used existing relationships to coordinate during response
and recovery operations, which enhanced situational awareness and cohesive decision-making.
The use of Microsoft Teams later in response operations allowed for better tracking and enhanced
coordination.
Malibu AAR: Franklin and Palisades Fires
34
29
Strengths, Challenges
and Recommendations
Focus Area #4 Challenges & Recommendations
Challenge #1 – Fire Liaison Integration
Discussion: Fire Liaisons provided valuable intelligence, facilitated communication, and strengthened
interagency coordination, serving as a critical link with incident command. Fire Liaisons are City staff
who, during fire response operations, were deployed to the field to provide updates to the Incident
Command Post (ICP) and the Emergency Operations Center (EOC). The Fire Liaisons provided a
coordination point between the ICP and the EOC that would not have existed without their role.
Reference: City Emergency Operations Plan, EOC Action Plans, and Interview Notes
Recommendation 4.1: Maintain and expand the role of Fire Liaisons in emergency operations by
clearly defining their responsibilities in plans and incorporating them into training and exercises.
Preserving these strong ties with incident command will ensure timely intelligence sharing, reinforce
interagency relationships, and improve the City’s ability to adapt during dynamic wildfire events.
Challenge #2 – Resource Tracking
Discussion: Staff made resourceful efforts to track equipment and personnel, but inconsistent processes
limited visibility of available assets and their deployment. The City’s EOC software system that was used
at the beginning of response operations was both helpful and problematic. The system was difficult to use
and not many EOC staff were sufficiently trained in how to use it. The move to Microsoft Teams helped
with resource tracking later in the Palisades Fire. Key stakeholders (Logistics and Finance Section)
identified challenges in efficient and effective tracking of resources as resource management took on a
largely decentralized approach. Information provided in resource requests often lacked sufficient detail to
properly support requests and understand needs. ICS 213RR forms were not used at the beginning of
response operations, which made resource tracking very cumbersome.
Reference: City Emergency Operations Plan, Logistics and Finance Section Documents, and Interview
Notes
Recommendation 4.2: Standardize a unified resource tracking process and train staff on its
consistent application across all incidents. Integrating this process into EOC procedures and technology
platforms will provide leadership with real-time asset visibility, support more effective deployment, and
improve accountability for cost recovery.
Challenge #3 – Situation Unit Personnel
Discussion: The Situation Unit contributed to information gathering, but the lack of consistently trained
personnel reduced situational awareness and limited decision-making support. Interviews highlighted a
Malibu AAR: Franklin and Palisades Fires
35
30
Strengths, Challenges
and Recommendations
communication gap that existed in the EOC that restricted information sharing between field operations,
EOC sections, and the Situation Status Unit. The connection between these response functions is
important to maintain a cohesive dialog and Common Operating Picture (COP). Each function benefits
from the information managed by the other. The breakdown in this situation appears to be more from a
change in operational rhythm and a lack of training versus a deliberate withholding of information. Job
aids reminding personnel to coordinate with key personnel in the EOC with specific coordination tasks
help to facilitate the ongoing communication.
Reference: City Emergency Operations Plan, Planning Section Documents, and Interview Notes
Recommendation 4.3: Develop a trained pool of Planning Section staff to serve in the Situation
Unit, with clear responsibilities for maintaining situational displays, maps, and updates. Emphasize
this function in exercises to reinforce its importance in building a common operating picture, supporting
both tactical and policy-level decisions.
Challenge #4 – Staff Role Assignments
Discussion: City staff demonstrated adaptability by filling multiple roles during the incident, though
frequent reassignment to unfamiliar positions impacted confidence and limited application of specialized
skills. Personnel were placed in different EOC roles across shifts due to variations in how staffing
assignments were made, leading to some individuals serving in roles outside their original EOC
designation and/or expertise. Throughout both response efforts, some personnel were moved from
Malibu AAR: Franklin and Palisades Fires
36
31
Strengths, Challenges
and Recommendations
position to position, making it difficult to maintain continuity of operations and placing significant stress
on individuals who were asked to fill roles they had neither trained for nor previously been expected to
perform.
Another challenge was the use of consultants to augment EOC staffing. Conceptually, this is a great
concept, but the practical reality is often very different. During the response efforts, the City chose to
utilize this type of assistance, which overwhelmed EOC staff when they were asked to perform tasks they
were not trained to do or they were asked questions to help the consultant perform tasks, which ended up
taking them away from operational priorities.
Reference: EOC Action Plans, Staffing Documents, and Interview Notes
Recommendation 4.4: Align staff assignments more closely with training and experience while
expanding cross-training to provide flexibility for surge staffing. Reinforce role-specific readiness
through regular exercises so staff can step confidently into primary or secondary positions when needed.
Challenge #5 – Technology & Collaboration Tools
Discussion: Microsoft Teams and physical whiteboards proved highly valuable for collaboration, though
significant backend set-up was required during the event to make these tools fully functional. The
transition from the City’s EOC software system to Microsoft Teams proved beneficial for the EOC.
However, establishing the Microsoft Teams channels and organizational structure, assigning appropriate
permissions and access for staff, providing access to external partners (such as EMMA support), and
managing virtual EOC operations introduced significant challenges during the response.
During the later stages of the response, IT staff created (or provided access to) a SharePoint site for
mutual aid partners. While this proved to be a valuable tool for incoming assistance, the level of effort
required for IT to customize and configure the site was significant. This capability should be pre-planned,
with a “dark site” or alternative file-sharing solution ready for activation in future emergencies.
As response operations progressed, the City relied on several different Excel files to support collaboration
and manage activities. While this was functional as a short-term solution, forms and other documentation
should be standardized and developed in advance of an emergency. If the City plans to standardize using
Microsoft Teams channels, these forms and documents should be located within each channel to assist
EOC staff.
Reference: EOC Action Plans and Interview Notes
Recommendation 4.5: Configure Microsoft Teams channels, sync key files, and establish
standardized digital workflows prior to activation. Documenting these procedures and exercising them
regularly will allow staff to maximize efficiency and reduce setup delays during future incidents.
Malibu AAR: Franklin and Palisades Fires
37
32
Strengths, Challenges
and Recommendations
Challenge #6 – Regional Coordination
Discussion: Los Angeles County serves as the intermediate level of government that coordinates and
communicates disaster response needs between the eighty-eight (88) cities within its geographic
boundaries and the State of California21. The County is organized into eight Disaster Management Areas
(A through H), with each city assigned to a specific area. A Disaster Management Area Coordinator
(DMAC) oversees each Disaster Management Area. The City of Malibu is located within Disaster
Management Area B.
Disaster
Management Area
B
DMA B
Regional coordination was essential during the incident; however, challenges were identified when Area
B communication was limited due to incident impacts. As a result, the City coordinated directly with the
Operational Area Duty Officer.
21
Data. Lacounty.gov/datasets/lacounty::disaster-management-areas.about.
Malibu AAR: Franklin and Palisades Fires
38
33
Strengths, Challenges
and Recommendations
One of the main EOC Operations Section objectives during the Palisades Fire was to “Maintain Routine
Communications with LASD (Watch Commander), LAFD, Public Works, and Field Personnel for
Updates on Fire Progression, Road Closures/Opening, press briefings, access for community
partners/City staff, and other pertinent event information (as needed).” This was challenging due to a lack
of operational communication equipment and the limited availability of external/regional liaisons.
Collaboration with outside agencies relied largely on personal relationships, website updates, and
eventually the IMT Cooperators Meeting. This will likely continue to be a challenge for the City’s EOC,
given that most first-response functions (sheriff, fire, EMS, etc.) are contracted out.
The ability for a Fire liaison representative to attend the IMT Cooperators Meetings greatly enhanced the
City’s ability to respond and recover. However, this was an ad hoc process and needs to be formalized for
future emergencies.
Reference: EOC Action Plans and Interview Notes
Recommendation 4.6: Expand staff training and familiarity with regional coordination systems and
partners. This includes training on the Disaster Management Areas process and role so that staff are
aware of who manages it and how it works. Additional measures include developing redundant pathways
for communication with regional partners to ensure coordination can continue seamlessly, even when key
individuals or systems are unavailable.
Challenge #7 – Geographic Coordination
Discussion: Malibu’s unique coastal and mountainous geography requires extensive interagency and
interjurisdictional coordination, which was evident during the fire response. The City faced major
communication challenges (such as disruptions to radio and cell networks) as well as logistical issues,
including staff access back into the City, EOC relocation, network connectivity, and resource distribution
during both response efforts. These difficulties were compounded by the geographic characteristics of the
City and its surrounding area. For example, the City was gathering weather data from the Topanga
weather station, which was in the valley and not accurate for most of the geographic locations within the
City. Since the geography will not change, the City should continue to expand their coordination efforts
and enhance joint planning, training, and exercises initiatives with surrounding jurisdictions.
Reference: EOC Action Plans and Planning Section Documents
Recommendation 4.7: Continue to prioritize regional planning and joint exercises with agencies
responsible for coastal, mountain, and highway operations. This will strengthen shared understanding
of jurisdictional roles, clarify coordination procedures, and enhance the City’s ability to manage
geographically complex incidents.
Malibu AAR: Franklin and Palisades Fires
39
34
Strengths, Challenges
and Recommendations
Challenge #8 –EOC Staff Augmentation
Discussion: During both fire incidents, the City did not have sufficient staffing to effectively support
EOC operations given the complexity and duration of the response. The City utilized consultants to
augment EOC staff, which was a creative solution. However, the consultants had not trained or exercised
with the City EOC staff, and it led to several complications for the existing City EOC staff.
Although the City utilized the Emergency Management Mutual Aid (EMMA) to supplement EOC
staffing, the support arrived later in the response, making it difficult to effectively integrate EMMA
personnel into the established EOC operational cadence. EMMA was developed to provide emergency
management personnel and technical specialists to support the disaster operations of affected jurisdictions
during an emergency to assist with response and recovery for the whole community without imposing
additional financial burden on the impacted jurisdiction22. EMMA is administered by the California
Office of Emergency Services (Cal OES), with an EMMA Coordinator assigned at each level of the
Standardized Emergency Management System (SEMS). In future incidents, the City may want to
consider coordinating ahead of time with its designated EMMA Coordinator (otherwise known as the Cal
OES Regional Duty Officer) to request additional resources, staffing support, and to work out logistics
and Mutual Aid Agreements (MAAs) ahead of time.
Reference: EOC Action Plans and Planning Section Documents
Recommendation 4.8: Augment EOC staffing capacity by establishing pre-incident
agreements/MAAs with qualified external consultants and within the EMMA system to support
critical roles during major EOC activations. This approach should include the proactive activation of
EMMA as soon as an incident is anticipated to be significant in size or scope, ensuring timely staffing
support across EOC Sections.
As an additional preparedness measure, contracted personnel should be integrated into the City’s EOC
program through regular training, orientation to City-specific plans and systems, and participation in
exercises to ensure operational readiness and seamless coordination during future incidents.
22
State of California Emergency Management Mutual Aid Plan.
Malibu AAR: Franklin and Palisades Fires
40
35
Strengths, Challenges
and Recommendations
Focus Area #5: Communication
The Palisades Fire placed unprecedented strain on the City of Malibu’s communication systems. Public
Safety Power Shut-Offs along with infrastructure damage caused widespread system failures, creating
challenges for both internal and external communication. While the Los Angeles Regional Interoperable
Communication System (LA-RICS) demonstrated resilience and remained functional during the incident,
many of the City’s own systems struggled to support operations and situational awareness.
The City’s relocation to alternate EOCs further complicated communications, as connectivity and
logistical issues limited staff ability to collaborate. Internet connectivity was often unreliable, particularly
during transitions between facilities. City staff also noted the absence of a consistent plan for staff
communications during emergencies, leading to varied experiences — some personnel received emails
while others did not — which fueled confusion, misinformation, and rumors.
Power and telecommunications outages created an even greater barrier, at times making it impossible to
send alerts, warnings, and real-time updates to the community. These failures underscored Malibu’s
vulnerability to cascading impacts when critical infrastructure is disrupted.
Externally, the City had social media channels and a website available to share information with the
public but lacked the staffing and dedicated resources to manage these platforms effectively during a
sustained incident. While channels were in place, a dedicated incident-specific webpage was not
established, limiting centralized access to updates.
During an evacuation, Malibu’s primary responsibility is issuing alerts to its residents. Evacuation
decisions are made and enforced by LASD. When Incident Command broke down the existing evacuation
zones into sub-zones and transmitted updated alerts without coordinating with the City, it created
conflicting information for residents and placed additional strain on Malibu’s EOC to correct and clarify
messaging.
Despite these challenges, Malibu staff worked diligently to maintain communications under difficult
circumstances, leveraging available platforms and partner support. Building on these experiences, the
City has clear opportunities to strengthen resilience, improve internal and external communications, and
reduce reliance on ad hoc solutions in future incidents.
Focus Area #5 Strengths
▪
▪
▪
▪
The use of LA-RICS radios provided a mechanism for the EOC to communicate with field
personnel, the ICP and the Mayor.
The City website was a critical communication tool.
The City found innovative ways to communicate (such as internal Everbridge notifications).
Providing EOC laptops for mutual aid partners working in the EOC proved to be very helpful.
Malibu AAR: Franklin and Palisades Fires
41
36
Strengths, Challenges
and Recommendations
Focus Area #5 Challenges & Recommendations
Challenge #1 – Systemwide Communications Loss
Discussion: Staff adapted resourcefully to maintain operations despite the destruction of key
infrastructure that created systemwide communications challenges. During initial response efforts, all
forms of communication were down (phones, internet, some radios, etc.) due to the high winds and Public
Safety Power Shutoffs (PSPS).
Reference: EOC Action Plans, Palisades Cooperations Meeting Notes, other Operations and Logistics
Section Documents, and Interview Notes
Recommendation 5.1: Expand use of resilient systems such as LA-RICS and mobile communication
options, pursue additional redundancies, and ensure alternate EOCs are equipped with a reliable
communication infrastructure. Building multiple layers of back-up capacity will reduce vulnerability to
infrastructure loss and safeguard continuity of operations in future large-scale incidents.
Challenge #2 – Alternate EOC Communication
Discussion: EOC staff-maintained operations at alternate facilities, but logistical and connectivity barriers
created delays and required staff to improvise solutions. In essence, each time the EOC relocated, the staff
was relying upon existing communication and other equipment that was located at the alternate location.
Often, this was non-existent or had significant connectivity issues.
Reference: City Emergency Operations Plan, EOC Action Plans, and Interview Notes
Recommendation 5.2: Establish and test alternate EOC sites for communications readiness,
including internet connectivity, phone systems, and collaboration tools. Documenting site capabilities
and limitations in advance will streamline future relocations and ensure continuity of communication
systems.
Challenge #3 – Staff Communication
Discussion: Timely and consistent communications are fundamental to effective incident management,
coordination, team cohesion, and staff moral. Clear and accurate information from trusted sources is crucial
during incidents for informed decision-making, overall safety, operational effectiveness, and community
actions.
City staff remained committed during the incident, yet inconsistent email distribution created confusion
and, at times, fueled rumors. During the interviews, it was reported that timely and accurate information
was lacking during response operations. When communication was provided, it was often sent by email (via
the PIG distribution) which is an unreliable method during an emergency. Some staff received no messages
Malibu AAR: Franklin and Palisades Fires
42
37
Strengths, Challenges
and Recommendations
or updates at all during either incident. Human Resources did not have an up-to-date address list or
visibility of the geographic location of staff, which affected shift scheduling and travel times. Outdated or
inaccurate contact lists further contributed to delays and information gaps for City personnel.
Additionally, the lack of the use of standardized communication forms created additional confusion. For
example, the documents provided for review for this AAR did not include any ICS 205s (Incident Radio
Communications Form) or 205A (Communications List). While the City does not have to use ICS Forms, it
would be helpful to have a standardized communications plan that is trained on and regularly updated prior
to the next emergency.
Reference: EOC Action Plans, Staffing Documents, the PIGs, and Interview Notes
Recommendation 5.3: Create a staff communication plan that defines clear processes, assigns
responsibilities, and incorporates backup methods such as text alerts or Teams notifications. Regular
drills using these systems will help ensure all staff receive consistent and reliable information during
emergencies.
Challenge #4 – Emergency Alert and Warning
Discussion: Emergency notifications are issued by City authorities to the public in the event of a hazard
posing a risk to life safety. Alerts include instructions on necessary steps to protect life and property. The
Everbridge alerting and notification application served as the City’s local emergency notification system
and was the primary tool for alerting the public about potential hazards and providing information on
actions to protect life and property. The alerting system delivers notifications to specific areas via landline
phones, cell phones, and email.
The demands of community Alert and Warning carry substantial consequences when not effectively
carried out requiring the City to manage a complex program prior to an emergency incident. The speed of
incidents posing significant threats to the safety and well-being of the population can occur rapidly
requiring immediate community alerts. This has been seen in multiple critical incidents in recent years
such as the fast-moving fires in the Franklin and Palisades fires. The systems used, various credible
sources of communication that need to be deconflicted, inter-organizational coordination, and
understanding diverse community needs in receiving emergency alerts are just a handful of issues that
need to be managed and maintained demonstrating a need for dedicated staffing.
During the Franklin and Palisades Fires, the City issued alerts and notifications to the residents. Due to
the extreme life safety threat, the County simultaneously sent its own alerts to Malibu residents. These
alerts were sometimes sent without sufficient coordination with the City, this overlap led to some
confusion and misunderstandings during critical periods of the emergency.
Reference: City Emergency Operations Plan and EOC Action Plans
Malibu AAR: Franklin and Palisades Fires
43
38
Strengths, Challenges
and Recommendations
Recommendation 5.4: Work with Los Angeles County Office of Emergency Management to formalize
emergency alert and notification protocols for emergency alerts and notifications. This includes
clarifying roles and responsibilities across agencies and jurisdictions related to emergency alert and
notification. The City should also conduct regular alert and notification tests and exercises that include
emergency alerting partners. Streamlining this process will improve timeliness, reduce duplication, and
strengthen public confidence in emergency messaging.
Challenge #5 – Power & Telecommunications Outages
Discussion: Power and telecommunications outages disrupted alerts and made it difficult (or even
impossible) to maintain communication with the community and staff. As noted earlier, Public Safety
Power Shut-Offs affected the entire communications infrastructure during critical response periods. Given
the City’s geography, these power and telecommunications challenges are likely to persist in future
emergencies.
Reference: EOC Action Plans, Palisades Cooperations Meeting Notes, other Operations and Logistics
Section Documents, and Interview Notes
Recommendation 5.5: Establish new communication and alert mechanisms that can operate
independently of traditional infrastructure. Options include 2-tone radios, LA-RICS radio receivers
and sirens. Building redundancy into alerting and communications will ensure Malibu can sustain
connectivity with staff and the public during future wildfires or infrastructure disruptions.
Malibu AAR: Franklin and Palisades Fires
44
39
Strengths, Challenges
and Recommendations
Focus Area #6: Community Evacuation
The Palisades Fire emphasized the complexity of evacuation operations in Malibu and the importance of
having well-defined procedures before an incident occurs. The Los Angeles Sheriff’s Department (LASD)
carried out its life safety responsibilities with dedication and focus, the City had limited pre-established
evacuation procedures to guide staff during immediate evacuation operations. While LASD assumed
primary responsibility for evacuation, their scope of work focused on immediate notification, life safety,
and access control, leaving broader logistical and operational considerations under-addressed.
Public messaging was further complicated by changes to evacuation zones in the Genasys system. These
changes created confusion among residents and agencies, especially since the City had limited
involvement in establishing or adjusting temporary evacuation zones. Malibu’s unique geography, limited
access routes, and high evacuation demand underscore the importance of clearly defined and consistently
communicated zones.
Finally, the incident highlighted the lack of formal post-evacuation re-entry and re-population plans.
Without these frameworks, staff and responding agencies faced uncertainty regarding the timing and
process of returning residents and resources, as well as access for City staff traveling from outside
Malibu. These gaps created inefficiencies in resource tracking, accountability, and coordination.
Despite these challenges, the City and its partners showed adaptability and commitment to protecting the
community. Strengthening evacuation and re-entry planning, clarifying roles, and ensuring consistent
public messaging will position Malibu to more effectively manage future large-scale evacuation
operations.
Focus Area #6 Strengths
▪
▪
▪
▪
The advanced training with LAPD, LAFD, and LASD was instrumental for the City’s volunteers
in providing evacuation assistance.
Continuous monitoring of emergency and community-based apps (Pulse Point, Watch Duty,
Genasys Protect, etc.) allowed for increased situational awareness, faster response times, and
evacuation coordination.
The LASD (with assistance from VOP) went door to door and used their Hi-Low Evacuation
Systems on their vehicles to issue evacuation orders.
The Genasys Protect application was used for providing evacuation information, and it is a tool
that is available to the community. The platform is preferred for public evacuation zone
information.
Malibu AAR: Franklin and Palisades Fires
45
40
Strengths, Challenges
and Recommendations
Focus Area #6 Challenges & Recommendations
Challenge #1 – Evacuation Procedures for City Hall
Discussion: EOC staff worked diligently to manage protective actions during the fire, but the absence of
detailed evacuation procedures for City Hall and the EOC created challenges for immediate EOC
operations.
Reference: City Emergency Operations Plan and EOC Action Plans
Recommendation 6.1: Develop comprehensive evacuation procedures for City Hall and the EOC.
Integrate them into the City’s Emergency Operations Plan (EOP). Support these procedures with
staff training and regular exercises to ensure familiarity, coordination, and confidence during future
evacuations.
Challenge #2 –Evacuation Coordination
Discussion: LASD effectively carried out life safety responsibilities during the Franklin and Palisades
fires, but broader logistical needs of evacuation support were not fully addressed. Due to the immense
department and agency response needed during both fires, at times, evacuation coordination was difficult
for the City. While LASD has responsibility for operational elements (issuing evacuation orders, traffic
management, etc.) during an evacuation, the City also has some evacuation responsibilities such as
emergency alerts and supporting evacuation rally points when they are established.
Reference: City Emergency Operations Plan and EOC Action Plans
Recommendation 6.2: Formalize evacuation roles and scope within the evacuation process for
Malibu. This includes coordination and clarification on evacuation roles and responsibilities with other
partners (such as LASD) responsibilities. This clarity will strengthen interagency coordination and ensure
all aspects of evacuation are addressed.
Challenge #3 – Evacuation Zone Management
Discussion: The Genasys Protect application served as an important tool for communicating evacuation
zone information, but zone changes during the incident created confusion among both the public and
agencies.
The City supported zone-based evacuations but had limited involvement in establishing or modifying
zones during the incident. During the Palisades fire, Incident Command established sub-zones, which
caused significant confusion in evacuations.
Malibu AAR: Franklin and Palisades Fires
46
41
Strengths, Challenges
and Recommendations
Before future evacuations, the City should coordinate with LASD and the LA County Office of
Emergency Management (OEM) to ensure that Malibu’s unique geography and community needs are
fully considered in evacuation zones and zone decision-making.
Reference: City Emergency Operations Plan and EOC Action Plans
Recommendation 6.3: Identify and clarify evacuation zones with the County for various hazard
types and exercise them with City staff and partner agencies. Coordinate closely with the County to
ensure consistency of zone naming, boundaries, and messaging so the public receives clear and reliable
guidance.
Challenge #4 – Re-entry and Repopulation Planning
Discussion: The City coordinated closely with partners during re-entry, but the absence of formal re-entry
and re-population plans limited consistency in managing staff and resident access after evacuations.
Reference: City Emergency Operations Plan, EOC Action Plans, and Recovery Documents
Recommendation 6.4: Develop re-entry and re-population frameworks that establish clear criteria,
agency roles, coordination mechanisms, and communication procedures for phased return of
residents, staff, and critical resources. Testing these frameworks during exercises will help refine the
process and build public confidence in safe re-entry.
Malibu AAR: Franklin and Palisades Fires
47
42
Strengths, Challenges
and Recommendations
Focus Area #7: Emergency Public
Information
During the Palisades Fire, the City of Malibu’s Public Information function demonstrated both innovation
and dedication in keeping staff, elected officials, and the community informed. The development and use
of the Public Information Guide (PIG) provided a single, efficient tool for disseminating consistent
information to leadership, staff, partners, and other audiences. Public Information Officers (PIOs) sent
frequent emails to all City staff with updates, attempting to provide a common understanding of the
evolving situation. However, not all staff received the email and/or it wasn’t a known situational update
method for staff (see Focus Area #5: Communications and Recommendation 5.3: Staff Communications
for further details).
The City’s PIOs successfully provided daily status briefings to elected officials, which enhanced
transparency, built confidence, and strengthened communication between City leadership and the public.
The City’s vendor support for social media, website management, and messaging also proved valuable in
amplifying communications during the incident.
At the same time, challenges arose in obtaining timely and detailed information from other response
partners to support public information efforts. This gap limited the City’s ability to quickly update the
community on certain aspects of the response. Additionally, neither the County nor Incident Command
established a Joint Information Center (JIC), which would typically serve as a hub for coordinated
messaging across agencies. Without a JIC, Malibu’s PIOs was responsible for ensuring consistent public
messaging.
Overall, Malibu’s Public Information function was resourceful and effective in many areas, but the
incident emphasized the importance of stronger coordination with partners and the need to integrate into
County- and incident-level JIC structures in future events.
Focus Area #7 Strengths
▪
▪
▪
▪
The City’s PIOs did a great job of utilizing all publicly accessible information (such as Cal Fire,
surrounding jurisdictions social media, etc.) during response efforts.
Both fires provided on the job training for the City PIOs.
The PIOs were creative in finding methods to disseminate information during response efforts.
The creation and use of the Public Information Guides (PIGs) was valuable to staff and other
partners.
Malibu AAR: Franklin and Palisades Fires
48
43
Strengths, Challenges
and Recommendations
Focus Area #7 Challenges & Recommendations
Challenge #1 – Social Media & Public Information
Discussion: The City worked diligently to share timely updates with the public, though limited staffing
made it difficult to manage social media and online communication during response and recovery.
During the Franklin Fire, the City developed a custom public-facing website that was well received.
However, maintaining it required significant staff time and frequent updates throughout the response. To
improve efficiency, the City should develop pre-established templates for incident-specific webpages that
can be quickly activated during emergencies. These pages should serve as a centralized source of
regularly updated information, reducing confusion and ensuring consistent messaging across platforms.
During the Palisades Fire, the City developed and distributed a Public Information Guide (PIG), which
was well received by both staff and the public. However, the City did not create a custom website or
establish a cadence (or structure) for releasing public information during this incident. Hotline staff also
reported feeling unprepared to answer complex questions (particularly those involving individuals that
had to find out their home was burned to the ground). Finally, interviews revealed a broader shortage of
staff trained in public information roles within the City.
Overall, the City’s social media and public information efforts varied significantly by Public Information
Officer (PIO) and operational period. Adequate pre-incident planning and clear procedures are essential to
support staff in fulfilling their roles. Because the PIO team is small and will likely need to draw on
additional resources from within the organization or external partners, having standardized tools and
guidance in place will be critical to ensuring staff confidence and consistency across operational periods.
This includes the formation of a PIO Team and/or a Public Information Branch (even if it is contracted
out) within the EOC.
Plans and procedures will need to streamline emergency public information communications processes to
ensure rapid and timely release of information from the PIO. Continue planning efforts to support
information dissemination across multiple communication platforms and through channels not tied to
web-based communication, with considerations for accessibility for non-English speaking populations
and individuals with disabilities or others with access and functional needs.
One additional comment from the interviews included the recommendation for the City to host a City
radio station for delivering emergency information to the public.
Reference: Public Information Guides (PIGs), Public Announcements/Website Updates, other Public
Information Documents, and Interview Notes
Malibu AAR: Franklin and Palisades Fires
49
44
Strengths, Challenges
and Recommendations
Recommendation 7. 1: Establish a dedicated Public Information Officer (PIO) team/Public
Information Branch or contractual surge capacity to handle social media, rumor control, public
hotlines, incident specific website(s), and online engagement during major incidents. The Public
Information Officer (PIO) and other public information staff should continue to utilize the Public
Information Group (PIG) during incidents and Emergency Operations Center (EOC) activations. The PIG
should be formalized, with established procedures and protocols for information updates and
dissemination. This will enhance the City’s ability to provide real-time updates, counter misinformation,
and maintain public trust.
Challenge #2 – Elected Official Briefings
Discussion: Daily status briefs for the City Council built confidence, transparency, and trust between
leadership and the emergency management team. While elected officials demonstrated tremendous
dedication and support to response actions, it was observed that these efforts can be enhanced through
establishing formal briefings and an EOC policy group to help coordinate public information
dissemination (see Focus Area #3). Additionally, by enhancing the coordination between the EOC and the
Elected Officials, the public will receive consistent emergency information and updates. Establishing
talking points and scheduled public briefing sessions for Elected Officials will help ensure they are
included in response efforts as well as maintaining their public interests. Regular briefings tailored to the
community will strengthen public confidence and help counter misinformation during prolonged
emergencies.
Reference: City Emergency Operations Plan, EOC Action Plans, Media releases, and City Council
Documents
Recommendation 7.2: Coordinate Public Briefings by Elected Officials and continue the internal
Elected Official Briefings.
Challenge #3 – Joint Information Center (JIC)
Discussion: The absence of a Joint Information Center (JIC) created challenges in coordinating
messaging across agencies and jurisdictions. For example, the lack of communication and coordination
protocols resulted in delayed messaging to the public. Regular coordination meetings, informationsharing agreements, and inclusion of City partner agencies in exercises will help reduce delays and
improve message accuracy.
Reference: City Emergency Operations Plan, EOC Action Plans, and Media releases
Recommendation 7.3: Work with partner agencies and Incident Command to advocate for JIC
activation during significant incidents. Ensure Malibu PIOs are integrated into JIC operations when
activated, enabling unified messaging and better coordination with regional partners.
Malibu AAR: Franklin and Palisades Fires
50
45
Strengths, Challenges
and Recommendations
Challenge #4 –Public Information Support
Discussion: The City’s public information vendor support was highly effective in managing social media,
website updates, and message flow, but capacity may be strained during longer or multiple concurrent
incidents.
Reference: City Emergency Operations Plan, EOC Action Plans, and Media releases
Recommendation 7.4: Sustain current vendor support arrangements and consider pre-identifying
surge vendors for additional capacity. Establishing agreements in advance will ensure the City can
quickly scale its communication capabilities when incident complexity or duration demands it.
Malibu AAR: Franklin and Palisades Fires
51
46
Strengths, Challenges
and Recommendations
Focus Area #8: Technology
Technology played a central role in Malibu’s response to the Palisades Fire, offering both valuable tools
and areas where capabilities could be strengthened. The City effectively leveraged Microsoft for situation
status (SitStat), scheduling, and internal coordination. Staff reported that Teams provided flexibility, ease
of use, and an accessible platform for collaboration across multiple locations. Similarly, applications such
as WatchDuty proved valuable in enhancing situational awareness and providing real-time updates on fire
activity. These systems and other applications are essential to facilitate the management of situational
information and intelligence, managing resources to staff and equipping response personnel, track costs
and expenditures, providing for damage assessments, communicating with threatened communities,
among multiple additional critical actions.
At the same time, several technology challenges limited operational efficiency. The City’s EOC software
system was described as cumbersome, with both internal staff and external partners experiencing
difficulties in access and navigation. In addition, the absence of a dedicated Geographic Information
System (GIS) capability also restricted the City’s ability to provide data-driven mapping and analysis to
support informed decision-making during the fire.
Relocating to alternate EOC facilities presented additional obstacles. Staff encountered difficulties
accessing SharePoint and network drives, creating delays in retrieving key documents and data. These
access issues reinforced the importance of ensuring continuity and redundancy in technology systems
during relocations or disruptions.
Overall, Malibu’s use of modern collaboration tools and third-party applications enhanced coordination
and awareness, but the event also demonstrated the need for greater investment in GIS, and more resilient
access to shared systems.
Focus Area #8 Strengths
▪
▪
▪
The City used multiple collaboration tools in the EOC.
SharePoint, Microsoft Teams, and other file sharing tools provided greater collaboration for EOC
staff.
EOC staff demonstrated resilience by successfully relocating the EOC multiple times and utilized
all the available tools to continue responding to the emergency. IT staff were instrumental in EOC
relocation efforts as well as EOC support in general. The EOC could not function without them.
Malibu AAR: Franklin and Palisades Fires
52
47
Strengths, Challenges
and Recommendations
Focus Area #8 Challenges & Recommendations
Challenge #1 – Virtual Collaboration Tools
Discussion: At the start of the Franklin Fire, EOC staff used the existing EOC software system for status
tracking and document management. Although the system served as the official information management
system, many found it cumbersome and difficult to use. External partners lacked both access and training,
and some EOC staff were also not trained in advance. Midway through the emergency, the system was
abandoned in favor of Microsoft Teams which many staff members were more familiar with, and it
proved more effective for the response.
During the remainder of the Franklin Fire and during the Palisades Fire, Microsoft Teams proved highly
effective for situational status tracking and coordination, giving staff a reliable and adaptable
collaboration platform. However, it still required some staff to learn a new technology tool while
simultaneously determining how best to collaborate within it. The lack of a predefined structure and
procedures complicated implementation. And because some staff had limited exposure to the system,
many struggled with basic navigation. As a result, personnel relied on both paper-based forms and digital
tools, creating significant tracking and coordination challenges.
Reference: EOC Action Plans and Interview Notes
Recommendation 8.1: Continue using Microsoft Teams or choose a virtual collaboration tool for
EOC operations. Pre-configure the platform/tool for key functions, establish standard workflows, ensure
EOC staff access and permission, and train staff to ensure familiarity and efficiency during activations.
Regular use of a virtual collaboration tool during exercises will further strengthen staff readiness and
reduce set-up time during emergencies.
Challenge #2 – Geographic Information System (GIS) Capability
Discussion: While staff worked resourcefully to manage situation status displays, the absence of GIS and
mapping tools limited the City’s ability to support decision-making with geospatial analysis. GIS capabilities
provide tremendous capabilities to develop more informed decisions and support operational missions through
the use of mapping products and associated data. The use of GIS provides visual understanding of geographic
components of the incident allowing for better understanding of incident conditions.
Geographic elements are embedded in nearly all aspects of an incident, including the Franklin and
Palisades fires. As a result, there is significant demand for mapping products to support EOC objectives
and the needs of almost every EOC position. If a GIS role is established within the EOC, a system must
be in place to manage this demand. The process should prioritize requests, track them to ensure
completion, and provide visibility into the level of effort required from GIS personnel through a
centralized request system.
Malibu AAR: Franklin and Palisades Fires
53
48
Strengths, Challenges
and Recommendations
Reference: EOC Action Plans and Interview Notes
Recommendation 8.2: Staff a GIS unit within the EOC by designating trained personnel, acquiring
appropriate software, and developing standard mapping products to support planning, operations,
and public information. Regular training and exercises will help embed GIS into daily operations and
enhance situational awareness.
Challenge #3 – Shared Drives and Network Access During EOC
Relocations
Discussion: EOC Staff were able to continue operations during EOC relocations, but access to SharePoint
and network drives was difficult from alternate EOC sites, slowing information flow. EOC staff were
constantly trying to re-establish a Common Operating Picture (COP) at each new EOC location. It was a
massive challenge to access shared drives and the network at each new location. Often, VPN access was
slow, unstable, or blocked by the host jurisdiction’s firewall or bandwidth limitations. Even when VPN
access did work, large files (maps, plans, spreadsheets) loaded slowly or failed to sync. Network drives,
departmental shared drives, and internal portals (e.g., SharePoint, intranet) were inaccessible without a
proper connection. Critical software interfaces, (such as finance systems) were locked behind internal
firewalls. Printers and scanners were tied to the City network and were unusable. Mixed with this was the
use of external partners in the EOC that did not have the authorized permissions and access to shared drives.
Reference: Interview Notes
Recommendation 8.3: Enhance cloud-based access and implement redundancies to ensure critical
shared drives and networks are available regardless of location. Test connectivity and access at
alternate facilities in advance to confirm systems will function reliably during relocations. Consider
mobile EOC options to reduce the reliance on alternate facilities in other jurisdictions.
Challenge #4 –Situational Awareness Tools
Discussion: WatchDuty and other real-time situational awareness applications proved valuable for
monitoring fire progression and sharing timely updates. While the Public Safety staff utilize them
regularly, this was not a previously needed process within the EOC. These applications provided real-time
fire updates and information that EOC staff can utilize for situational awareness and operational decisions.
Reference: Interview Notes
Recommendation 8.4: Incorporate situational awareness applications into EOC standard operating
procedures and provide training for staff to maximize their utility. Embedding them into the City’s
information management framework will strengthen situational awareness and support faster, more
informed decision-making.
Malibu AAR: Franklin and Palisades Fires
54
49
Strengths, Challenges
and Recommendations
Focus Area #9: Emergency Purchasing
Process
The Palisades Fire highlighted the importance of clear purchasing procedures to support timely resource
acquisition during emergencies. Purchase processing includes resources obtained through a credit card for
small items. Malibu staff demonstrated initiative and adaptability in securing needed resources, but the
absence of standardized processes created challenges in record keeping and disaster cost recovery. Staff
used a variety of purchasing methods during the response, which complicated financial tracking and
reduced consistency in documentation.
The City did not have an emergency-specific purchasing policy in place, limiting staff’s ability to
efficiently obtain resources while ensuring compliance with federal disaster cost recovery requirements.
Without this framework, purchasing actions were carried out inconsistently, increasing the administrative
burden during and after the incident.
Additionally, the City did not have pre-existing contracts or agreements with vendors for critical needs
such as hotels, car rentals, or other services to support staff and mutual aid resources when relocating to
alternate facilities. The lack of pre-negotiated agreements made it more difficult to quickly secure
accommodation and logistical support during relocation, adding stress to already complex operations.
Overall, Malibu’s response demonstrated resourcefulness but underscored the need for a clear
procurement framework, as well as pre-established agreements with vendors to support future activations
and EOC relocations.
Focus Area #9 Strengths
▪
▪
▪
Finance staff worked hard to create and maintain financial records during the response efforts.
The recovery efforts were able to pivot to a more robust financial tracking process.
City staff were very creative in working around emergency procurement issues.
Focus Area #9 Challenges & Recommendations
Challenge #1 – Emergency Procurement Policy
Discussion: Staff resourcefully managed purchases during the incident, though the absence of a
standardized emergency procurement policy created uncertainty and risk for reimbursement. Staff used
their personal credit cards and other creative methods to purchase items to support response operations.
Reference: EOC Action Plans, Finance Section Documents, and Interview Notes
Malibu AAR: Franklin and Palisades Fires
55
50
Strengths, Challenges
and Recommendations
Recommendation 9.1: Develop a formal emergency procurement and purchasing policy that aligns
with FEMA and Cal OES cost recovery requirements. Clearly outline staff roles, thresholds for
emergency purchases, and documentation expectations to ensure compliance and consistency during
activations.
Challenge #2 – Standardized Recordkeeping Practices
Discussion: Purchasing and documentation processes were maintained under pressure, but
inconsistencies made it more difficult to track expenses and prepare reimbursement packages. The switch
from the existing EOC software system to Microsoft Teams partially contributed to this challenge as well
as staffing changes within the Finance and Administration Section during response operations.
Reference: EOC Action Plans, Finance Section Documents, and Interview Notes
Recommendation 9.2: Establish uniform processes for documenting purchases, including consistent
use of ICS forms, purchase logs, and financial tracking systems. Embedding these practices into
training and exercises will help staff capture required documentation in real time and support smoother
reimbursement.
Challenge #3 – Pre-Negotiated Vendor Agreements
Discussion: Staff quickly secured resources during the incident, but the lack of pre-arranged agreements
with critical vendors delayed logistical support at times.
Reference: EOC Action Plans, Finance Section Documents, and Interview Notes
Recommendation 9.3: Negotiate contracts ahead of time with hotels, car rental companies, and
other essential vendors to ensure timely logistical support for staff, mutual aid personnel, and
displaced operations. Building these agreements in advance will reduce delays, reduce use of staff
personal finances, provide cost predictability, and strengthen continuity.
Challenge #4 – Integration of Procurement into Continuity Planning
Discussion: EOC staff sustained operations during relocations, but the absence of procurement planning
in continuity efforts created additional challenges in accessing needed resources.
Reference: EOC Action Plans, Finance Section Documents, and Interview Notes
Recommendation 9.4: Integrate procurement policies and vendor agreements into EOC continuity
and relocation planning. Ensure that alternate facilities have pre-identified resource pathways, reducing
friction during transitions and enabling seamless support for staff during extended activations.
Malibu AAR: Franklin and Palisades Fires
56
51
Strengths, Challenges
and Recommendations
Focus Area #10: Workforce & Staff
Sustainability
The Franklin and Palisades fires underscored both the resilience and dedication of Malibu’s workforce, as
well as the need for policies and systems that sustain personnel during prolonged activations. Staff
commitment was evident throughout the incident, with employees demonstrating adaptability, flexibility,
and a willingness to assume diverse roles under pressure. These qualities provided tremendous value to
the City’s response efforts.
At the same time, the incident highlighted several structural challenges that affected sustainability and
staff well-being. The City has fewer than 100 full-time staff and only two highly trained emergency
managers, leaving it understaffed to fulfill many of the basic city services while also responding to
disasters. These limitations created difficulties in staffing the Emergency Operations Center (EOC),
especially when training participation was inconsistent. Most staff found it difficult to make time for the
training needed to fulfill EOC roles, and no incentives currently exist to encourage or reward
participation.
Extended work hours, coupled with limited staffing depth, led to extreme fatigue and safety concerns. The
absence of overtime compensation for exempt employees contributed to perceptions of inequity between
salaried and hourly staff. In some cases, staff questioned the fairness of assignments or deployment
distribution, which impacted willingness to respond. Attrition further reduced staffing capacity,
underscoring the need for long-term workforce investment.
Continuity of operations also presented challenges, with concerns raised about prioritizing ongoing
projects while managing disaster response responsibilities. Relocation of the EOC introduced additional
burdens, including staff who traveled long distances only to be released, in the absence of policies
addressing financial or time impacts.
Behavioral health emerged as a critical factor during the incident. Prolonged activations, stressful
conditions, and the fire’s impact on the community highlighted the need for wellness monitoring. The
City’s HR team played an important role by facilitating wellness activities and resources and providing
much-needed support to staff during high-stress periods.
Overall, Malibu’s workforce demonstrated commitment and resilience, but the event emphasized the need
for clear and equitable personnel policies, improved staffing sustainability, stronger wellness and
continuity practices, and expanded emergency management capacity to maintain a healthy and effective
workforce during future emergencies.
Malibu AAR: Franklin and Palisades Fires
57
52
Strengths, Challenges
and Recommendations
Focus Area #10 Strengths
▪
▪
▪
▪
The EOC staff were very resilient and displayed extreme dedication to response efforts for the
City.
EOC staff all contributed to the AAR process and discussed how meaningful the AAR process
was for closure of the fire responses.
Therapy dogs and other wellness activities were very appreciated.
The external staffing support and liaisons (Cal Fire and Cal OES reps) were very helpful later in
the response operations.
Focus Area #10 Challenges & Recommendations
Challenge #1 – EOC Staff Fatigue and Sustainability
Discussion: The City has fewer than 100 staff and only two highly trained emergency managers, limiting
its ability to meet both day-to-day service demands and emergency response needs. EOC Staff
demonstrated dedication by sustaining long shifts and maintaining operations under pressure, but limited
staffing depth created safety concerns and extreme fatigue. Overall, the EOC probably remained active
for too long, which also contributed to staff fatigue and a lack of sustainability for future operations.
The City should implement a structured method for shift planning that accounts for rest cycles, commute
times, and safe staffing rotations. The City should consider conducting a review of staffing based on
requirements outlined in the Emergency Operations Plan (EOP) and experiences gained during EOC
activations. Identify needed positions and determine the knowledge, skills, and abilities required for each
position. This will facilitate the identification of staff or external personnel to fill these positions.
Staff maintained operations despite attrition, but reduced depth strained response capacity and limited
surge staffing options. The City lacks sufficient depth to surge staffing during prolonged activations. The
City should invest in staff development, retention, and succession planning to build workforce depth.
Reference: EOC Staffing Documents and Interview Notes
Recommendation 10.1: Expand EOC staffing levels and ensure staff considerations are included in
shift planning. Building a sustainable staffing model will improve time management, protect personnel’s
health, enhance decision-making, and reduce risks during extended activations. Additionally, the City may
want to explore contracting or hiring part-time/as-needed emergency management professionals to serve
as part of an EOC Incident Management Reserve Team, ensuring surge support during activations. As a
final element that could help augment EOC staffing levels, the City may want to consider establishing a
Memorandum of Understanding (MOU) with neighboring jurisdictions to provide mutual aid in
emergency management staffing. Leveraging regional partnerships will strengthen capacity and ensure
support during complex incidents.
Malibu AAR: Franklin and Palisades Fires
58
53
Strengths, Challenges
and Recommendations
Challenge #2 – Assignment and Deployment
Discussion: City staff adapted to a wide range of roles and responsibilities but concerns over fairness in
assignments and deployment distribution affected willingness to respond. While all City staff are Disaster
Service Workers (DSWs), some City staff were not part of the EOC operations, and this contributed to the
perception of unfair burden on some City staff vs. others that were not working during the fires.
Additionally, HR did not have awareness of geographic locations of where staff lived or current contact
information, which caused additional stress on EOC staff and other responders.
Reference: EOC Action Plans, Staffing Documents, and Interview Notes
Recommendation 10.2: Develop transparent assignment protocols that clarify how roles are
allocated during activations. Communicate decision-making processes openly to staff to strengthen
trust, promote fairness, and encourage participation in future incidents. Maintain current rosters and
callback lists for City staff.
Challenge #3 – EOC Relocation Impacts
Discussion: Personnel adapted to EOC relocations, but no policy addressed the added time, costs, or
personal burdens on staff during these moves due to miscommunication or mismanagement of EOC staff
and their time. One of the individuals interviewed recommended hotel/lodging accommodation for staff
with extraordinarily long commute times. This is coupled with Finding #2 on the assignment and
deployment of City staff during response operations.
Reference: EOC Action Plans and Interview Notes
Recommendation 10.3: Develop EOC relocation support policies that recognize and mitigate staff
impacts, such as mileage reimbursement, meal stipends, lodging accommodations, or flexible
scheduling. Addressing these challenges will sustain morale and ensure staff are supported during
relocations.
Challenge #4 – Training Participation and Incentives
Discussion: Training and exercising plans, procedures, policies, and systems is critical to ensure that
assigned EOC and other incident management personnel are adequately familiar with incident
management principles and the guidance documents that drive the City’s responses. It is essential that
there is support for the City training and exercise program at the highest levels of the organization to
ensure that departments buy in and actively participate in training and exercise opportunities.
Overall, City staff participation in training and exercises related to EOC action plans, procedures, and
processes was inconsistent. This inconsistency affected all aspects of response management, including
establishing and staffing the response structure, utilizing emergency response plans effectively, and
Malibu AAR: Franklin and Palisades Fires
59
54
Strengths, Challenges
and Recommendations
applying processes developed and adopted by the City. Limited socialization of existing emergency plans,
combined with insufficient opportunities to demonstrate response competencies through routine training
and exercises, likely contributed to gaps in familiarity and confidence among City executives and staff. To
address these issues, the City should review incident staffing requirements and assess the effectiveness of
its current training and exercise program.
Prior to the recent fire response operations, many staff found it difficult to make time for required
training, and no incentives exist to encourage participation. During the general debrief session, staff
expressed concerns about the length of training sessions and their ability to perform their daily work
along with the added training requirements. Expand training opportunities to prepare new staff for EOC
roles and ensure the City maintains readiness even with turnover. One individual suggested keeping
training to under a half an hour to promote participation.
Reference: City Emergency Operations Plan and Interview Notes
Recommendation 10.4: Explore an in-house collateral assignment program to establish an EOC
Incident Management Team. Staff could apply to participate, receive collateral pay, and commit to a
minimum of four hours of training per month to build readiness. This recommendation also dovetails with
recommendation 10.1.
Challenge #5 – Compensation and Equity
Discussion: Staff commitment was evident across classifications, though exempt personnel were
ineligible for overtime, creating perceptions of inequity compared to hourly staff.
Reference: Interview Notes
Recommendation 10.5: Update policies to ensure fair and transparent compensation during
prolonged emergencies. Clearly define expectations for all personnel classifications and consider
flexible compensation mechanisms to support equity and morale.
Challenge #6 – Continuity of Operations
Discussion: Personnel balanced emergency response with ongoing projects, though some staff raised
concerns about how continuity of core City services was prioritized.
Reference: City Emergency Operations Plan and Interview Notes
Recommendation 10.6: Integrate continuity of operations planning into workforce strategies.
Identify essential projects, designate backup staff, and establish procedures to ensure critical services
continue without overburdening emergency response personnel.
Malibu AAR: Franklin and Palisades Fires
60
55
Strengths, Challenges
and Recommendations
Challenge #7 – Behavioral Health and Wellness
Discussion: Staff demonstrated remarkable resilience despite stress, long hours, and the broader impacts
on the community, highlighting the critical need for wellness support. The use of therapy dogs and other
wellness activities was both necessary and highly appreciated by EOC personnel. The absence of a
dedicated “administrative” function in the EOC contributed to significant stress, fatigue, and eventual
burnout. Although the EOC Safety Officer was active during response operations, this role focuses on
physical safety rather than staff wellbeing. Establishing a dedicated EOC position responsible for staff
wellness and mental health would help mitigate these challenges and support the overall resilience of the
EOC team.
Reference: EOC Action Plans and Interview Notes
Recommendation 10.7: Formalize behavioral health monitoring and integrate HR-led wellness
resources into EOC operations. Provide access to peer support, counseling, and recovery resources to
sustain staff well-being during and after emergencies.
Malibu AAR: Franklin and Palisades Fires
61
56
Closing Summary
SECTION 4 - CLOSING SUMMARY
The Franklin and Palisades fires were defining events for the City of Malibu that tested every facet of its
emergency management system while also showcasing the resilience and dedication of its workforce and
community. Staff resourcefulness, interagency collaboration, and the City’s organizational commitment to
public safety were evident throughout both incidents, enabling Malibu to navigate one of the most
complex and destructive wildfire seasons in its history.
At the same time, these events underscored the urgent need to adapt Malibu’s systems, policies, and
resources to a new operational reality. More frequent, higher-consequence disasters demand deeper
staffing capacity, stronger continuity and relocation planning, redundant communications infrastructure,
and consistent governance processes that align leadership with EOC operations. Addressing these gaps
will not only enhance readiness but also build trust across the community and with regional partners.
This After-Action Report documents both the strengths and challenges of Malibu’s response. It provides a
roadmap for targeted improvements across preparedness, governance, operations, communications,
evacuation, workforce sustainability, and recovery planning. By institutionalizing lessons learned,
formalizing policies and agreements, and investing in resilient systems and staff development, Malibu can
strengthen its ability to safeguard lives, sustain critical services, and support recovery when future
disasters occur.
Through continued collaboration with County, State, and Federal partners (and by building on the
dedication of its staff and community) Malibu can transform these hard-won lessons into lasting
resilience.
Malibu AAR: Franklin and Palisades Fires
62
57
Appendix I
APPENDIX I: ACRONYMS
AAR – After Action Report
Cal OES – California Office of Emergency Services
Cal Fire – California Department of Forestry and Fire Protection
DMAC – Disaster Management Area Coordinator
DSW – Disaster Service Worker
EMAC – Emergency Management Assistance Compact
EMMA – Emergency Management Mutual Aid
EOC – Emergency Operations Center
FEMA – Federal Emergency Management Agency
GIS – Geographic Information System
IAP – Incident Action Plan
ICS – Incident Command System
IP – Improvement Plan
JIC – Joint Information Center
LA County OEM – Los Angeles County Office of Emergency Management
LA-RICS – Los Angeles Regional Interoperable Communications System
LASD – Los Angeles Sherrif’s Department
MOU – Memorandum of Understanding
PIG – Public Information Guide
PIO – Public Information Officer
SEMS – Standard Emergency Management System
Sit Stat – Satiation Status
SO – Sheriff’s Office
Malibu AAR: Franklin and Palisades Fires
63
58
Appendix II
APPENDIX II: IMPROVEMENT PLAN
The following Improvement Plan (IP) matrix summarizes the recommended areas for improvement,
department/unit responsible, and status of improvement action that are identified throughout the AAR.
Items identified in this IP are specific to the Franklin and Palisades fire response. The challenges and
recommendations in this report provide greater detail and explanation for each of the following
recommendations.
Finding
Recommendations
Responsible Entity
Status/Notes
Focus Area #1: Preparedness
1.1
Implement a more frequent and structured
training and exercise schedule that
accommodates frequent activations while
reinforcing role familiarity.
1.2
Develop and adopt a Citywide emergency
response policy applicable to all staff,
clearly defining roles, responsibilities, and
expectations during emergencies.
1.3
Develop and adopt a comprehensive
disaster recovery plan that provides a
structured framework for operations,
including prioritization of services,
coordination with external partners, and
financial and administrative recovery
considerations.
1.4
Establish continuity procedures,
Memorandums of Understanding (MOUs),
and logistical agreements for alternate or
mobile EOC facilities.
Malibu AAR: Franklin and Palisades Fires
64
59
Appendix II
Finding
Recommendations
Responsible Entity
1.5
Develop and integrate volunteer and
donations management planning into the
City’s emergency operations framework.
Status/Notes
Focus Area #2: EOC & Incident Management
2.1
Establish a formal EOC Policy Group
composed of the City Management Team
to provide strategic guidance and
executive-level decision-making during
major incidents.
2.2
Institutionalize the planning process by
making it a routine element of all EOC
activations, regardless of scale or duration.
2.3
Dedicate trained staff to Finance and
Administration functions within the EOC
to ensure that financial tracking,
purchasing, and documentation are
prioritized from the start of an incident.
2.4
Develop formal EOC relocation protocols
that clearly define roles, responsibilities,
decision-making authority, readiness
criteria, and step-by-step procedures for
relocating operations.
2.5
Explore acquisition or lease of a mobile
command trailer to provide a deployable,
scalable option for sustaining EOC
functions or supporting staff at the ICP.
Focus Area #3: Governance & Policy
Malibu AAR: Franklin and Palisades Fires
65
60
Appendix II
Finding
Recommendations
Responsible Entity
3.1
Develop a clear, documented process in
emergency plans that defines how and
when the Elected Policy Group should be
involved during emergencies.
3.2
Establish procedures that ensure
coordination and communication between
the EOC Policy Group and the Elected
Policy Group to better support EOC
operations.
3.3
Establish clear emergency readiness
benchmarks—such as EOC facility safety,
infrastructure availability/access (such as
roadways being open), and staffing support
for EOC relocation and re-entry operations.
Status/Notes
Focus Area #4: Operational Coordination
4.1
Maintain and expand the role of Fire
Liaisons in emergency operations by
clearly defining their responsibilities in
plans and incorporating them into training
and exercises.
4.2
Standardize a unified resource tracking
process and train staff on its consistent
application across all incidents.
4.3
Develop a trained pool of Planning Section
staff to serve in the Situation Unit, with
clear responsibilities for maintaining
situational displays, maps, and updates.
Malibu AAR: Franklin and Palisades Fires
66
61
Appendix II
Finding
Recommendations
Responsible Entity
4.4
Align staff assignments more closely with
training and experience while expanding
cross-training to provide flexibility for
surge staffing.
4.5
Configure Microsoft Teams channels, sync
key files, and establish standardized digital
workflows prior to activation.
4.6
Expand staff training and familiarity with
regional coordination systems and partners.
4.7
Continue to prioritize regional planning
and joint exercises with agencies
responsible for coastal, mountain, and
highway operations.
4.8
Augment EOC staffing capacity by
establishing pre-incident
agreements/MAAs with qualified external
consultants and within the EMMA system
to support critical roles during major EOC
activations.
Status/Notes
Focus Area #5: Communication
5.1
5.2
Expand use of resilient systems such as
LA-RICS and mobile communication
options, pursue additional redundancies,
and ensure alternate EOCs are equipped
with a reliable communication
infrastructure.
Establish and test alternate EOC sites for
communications readiness, including
Malibu AAR: Franklin and Palisades Fires
67
62
Appendix II
Finding
Recommendations
Responsible Entity
Status/Notes
internet connectivity, phone systems, and
collaboration tools.
5.3
Create a staff communication plan that
defines clear processes, assigns
responsibilities, and incorporates backup
methods such as text alerts or Teams
notifications.
5.4
Work with Los Angeles County Office of
Emergency Management to formalize
emergency alert and notification protocols
for emergency alerts and notifications.
5.5
Establish new communication and alert
mechanisms that can operate independently
of traditional infrastructure.
Focus Area #6: Community Evacuation
6.1
Develop comprehensive evacuation
procedures for City Hall and the EOC.
Integrate them into the City’s Emergency
Operations Plan (EOP).
6.2
Formalize evacuation roles and scope
within the evacuation process for Malibu.
6.3
Identify and clarify evacuation zones with
the County for various hazard types and
exercise them with City staff and partner
agencies.
6.4
Develop re-entry and re-population
frameworks that establish clear criteria,
Malibu AAR: Franklin and Palisades Fires
68
63
Appendix II
Finding
Recommendations
Responsible Entity
Status/Notes
agency roles, coordination mechanisms,
and communication procedures for phased
return of residents, staff, and critical
resources.
Focus Area #7: Emergency Public Information
7.1
Establish a dedicated Public Information
Officer (PIO) team/Public Information
Branch or contractual surge capacity to
handle social media, rumor control, public
hotlines, incident specific website(s), and
online engagement during major incidents.
7.2
Coordinate Public Briefings by Elected
Officials and continue the internal Elected
Official Briefings.
7.3
Work with partner agencies and Incident
Command to advocate for JIC activation
during significant incidents.
7.4
Sustain current vendor support
arrangements and consider pre-identifying
surge vendors for additional capacity.
Focus Area #8: Technology
8.1
8.2
Continue using Microsoft Teams or choose
a virtual collaboration tool for EOC
operations.
Staff a GIS unit within the EOC by
designating trained personnel, acquiring
appropriate software, and developing
standard mapping products to support
Malibu AAR: Franklin and Palisades Fires
69
64
Appendix II
Finding
Recommendations
Responsible Entity
Status/Notes
planning, operations, and public
information.
8.3
Enhance cloud-based access and
implement redundancies to ensure critical
shared drives and networks are available
regardless of location.
8.4
Incorporate situational awareness
applications into EOC standard operating
procedures and provide training for staff to
maximize their utility.
Focus Area #9: Emergency Purchasing Process
9.1
Develop a formal emergency procurement
and purchasing policy that aligns with
FEMA and Cal OES cost recovery
requirements.
9.2
Establish uniform processes for
documenting purchases, including
consistent use of ICS forms, purchase logs,
and financial tracking systems.
9.3
Negotiate contracts ahead of time with
hotels, car rental companies, and other
essential vendors to ensure timely
logistical support for staff, mutual aid
personnel, and displaced operations.
9.4
Integrate procurement policies and vendor
agreements into EOC continuity and
relocation planning.
Malibu AAR: Franklin and Palisades Fires
70
65
Appendix II
Finding
Recommendations
Responsible Entity
Status/Notes
Focus Area #10: Workforce and Staff Sustainability
10.1
Expand EOC staffing levels and ensure
staff considerations are included in shift
planning.
10.2
Develop transparent assignment protocols
that clarify how roles are allocated during
activations.
10.3
Develop EOC relocation support policies
that recognize and mitigate staff impacts,
such as mileage reimbursement, meal
stipends, lodging accommodations, or
flexible scheduling.
10.4
Explore an in-house collateral assignment
program to establish an EOC Incident
Management Team.
10.5
Update policies to ensure fair and
transparent compensation during prolonged
emergencies.
10.6
Integrate continuity of operations planning
into workforce strategies.
10.7
Formalize behavioral health monitoring
and integrate HR-led wellness resources
into EOC operations.
Malibu AAR: Franklin and Palisades Fires
71
66
72
The government’s own published record — read it yourself, then decide what to do about it.
The cameras, the coverage, and the local record for this community.
Not yet recorded. The record stays open — outcomes are added as minutes and vote results are published.
Provenance
Where this record came from. Every source is listed, permanently.
- Agenda Watch · Oct 4, 2026
Permanent ID DKT-2026-001828 — this record is never deleted.
Record history
Every change to this record, logged as it happened.
- Oct 4, 2026 Filed on the Docket
- Oct 4, 2026 Full document archived — public record
← The full Docket · every meeting, vote, and action on the permanent record · also in the National Record Index.