Malibu City Council
August 28, 2023

Agenda Item # 3.B.6.
has also provided a platform for artist collaborations, visual artists, dancers, and musicians at various events.

In late 2022, the Malibu Poet Laureate Committee (Committee) began formulating the Poet Laureate application and the selection process. The Poet Laureate application period was open from April 10, 2023, to May 21, 2023, which resulted in three applicants. The Committee reviewed and discussed the candidates and unanimously recommended Nathan Hassall to serve as the 2023-2025 Malibu Poet Laureate (Attachment).

On July 25, 2023, the Malibu Arts Commission accepted the nomination and recommend Council approve Mr. Hassall as the Malibu Poet Laureate. Mr. Hassell has assisted the Committee with Arts in Education programming for two years at Malibu High School, Malibu Elementary School, and Webster Elementary School alongside former Malibu Poet Laureate Ricardo Means Ybarra. He is a Malibu's Writer's Circle member and attends Vital Poets and poetry workshops at the Malibu Library. Mr. Hassall plans to continue to support current poetry programs and formulate methods of promoting local poets while serving as the Malibu Poet Laureate. Mr. Hassall wants to inspire people and deepen their understanding of how poetry can be a part of their life. Activities will range from a poetry newsletter to providing new opportunities for readings, workshops, and publications.

If approved, Mr. Hassall will serve as the City's fifth Poet Laureate from September 1, 2023, to September 1, 2025 and will be compensated $2,000 annually for his duties.

ATTACHMENTS: Malibu Poet Laureate Selection Committee Letter of Recommendation ATTACHMENT 1

Agenda Item # 3.B.7.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Kate Manisco, Recreation Manager
Reviewed by: Kristin Riesgo, Community Services Director Approved by: Steve McClary, City Manager
Date prepared: August 7, 2023 Meeting date: August 28, 2023 Subject: Professional Services Agreement with California Skateparks RECOMMENDED ACTION: Authorize the Mayor to execute a Professional Services Agreement with California Skateparks related to repairs of the Temporary Skate Park.

FISCAL IMPACT: No additional appropriation is required. Funding for this agreement is included in the Adopted Budget for FY 2023-24 in Account No. 100-4005-5100-00 (Skate Park Professional Services).

WORK PLAN: This item was included as item #7.k.2 in the Adopted Work Plan for FY 2022-23. Staff continue to work on ongoing projects and normal business while the FY 2023-24 Work Plan is finalized.

DISCUSSION: On August 21, 2019, Council approved using the Case property adjacent to Malibu Bluffs Park as the location for a Temporary Skate Park (TSP). On January 30, 2020, Council authorized the City Manager to execute a professional services agreement with American Ramp Company for design services for the TSP.

On March 17, 2020, the TSP Equipment Installation Project was advertised in the solicitation of bids. The project required constructing, furnishing, and installing skate park lumber framed equipment and structures, Skatelite pro riding surfaces, metal railings, platform and ramp framing, ramp panel assembly, transitions, decks, safety rails, metal work, footings, and foundations.

Staff reviewed the bid from California Skateparks and found it to be in order and conformance with the bid requirements. The construction contract was awarded to City Council Meeting
08-28-23
Item

3.B.7.

Agenda Item # 3.B.7.

California Skateparks on April 13, 2020. The work was completed on July 13, 2020, and a Notice of Completion was recorded through the Public Works Department.

Following the TSP opening, staff has performed daily facility inspections and completed various repairs to the Skatelite surfaces, banisters, and railings, added galvanized steel to the corners of the ledges and decks, and protective barriers to wood surfaces to increase the lifespan of the equipment. Due to the heavy use of the TSP and natural elements such as rain, salt, and moisture, some skate elements have reached a product lifespan, including the sub-surface in the skate bowl and surrounding areas.

Since California Skateparks built the TSP in 2020, staff recommends award of the agreement with the firm to complete repairs on the bowl skate element without competitive biddign requirements for the following reasons: (i) contract is for specialized services ((review, assessment and determination of the necessary reairs/maintenance at TSP); and (ii) use of the competitive bidding process would not be likely to result in a lower price to the city from a responsible bidder and would cause unnecessary expense or delay under the circumstances as California Skateparks is the entity with the most institutional knowledge of the TSP such that their previous work and familiarity make them uniquely qualified for this service. California Skateparks has inspected the site on various occasions to provide staff with repair recommendations. The firm has the original building specifications and will adjust the structure and installation methods to lengthen the product lifespan, such as adding weather-proofing solutions, which were not a part of the original design. Adding this element will help maintain the integrity of the skate bowl and support the elevated surface surrounding the area. Additional work on the proposed project includes removing the Skatelite surface and metal edging from the skate bowl and surrounding areas, installing new plywood subsurface with the moisture barrier, adding two drains to the bottom of the bowl, and reapplying the existing Skatelite surface.

If approved, the repairs will begin in late August 2023 and take one week to complete.

ATTACHMENTS: Professional Services Agreement with California Skateparks

AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of August 28, 2023, by and between the City of Malibu (hereinafter referred to as the "City"), and California Skateparks. (hereinafter referred to as the "Consultant").

The City and the Consultant agree as follows:

R E C I T A L S
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 maintenance repairs at the Malibu Bluffs Park, Temporary Skate Park. The work shall be performed in accordance with the Scope of Work (Exhibit A).

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 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. 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 August 28, 2023 and will remain in effect for a period of one-hundred twenty (120) days from said date unless 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. The cost of the services shall not exceed $90,000. No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or his or her designee.

Agreement for Professional Services
California Skateparks

4.1 The Consultant shall submit to the City, by no later than the 10th day of the conclusion of the project, its bill for services itemizing the fees and costs incurred during the project.

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.

Agreement for Professional Services
California Skateparks

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:
(a) Workers Compensation Insurance as required by law. The Consultant shall require all subcontractors similarly to provide such compensation insurance for their respective employees.
(b) Comprehensive general and automobile liability insurance protecting the Consultant in amounts not less than $1,000,000 for personal injury to any one person, $1,000,000 for injuries arising out of one occurrence, and $500,000 for property damages or a combined single limit of $1,000,000. Each such policy of insurance shall:
1) Be issued by a financially responsible insurance company or companies admitted and authorized to do business in the State of California or which is approved in writing by City. 2) Name and list as additional insured the City, its officers and employees.
3) Specify its acts as primary insurance.
4) Contain a clause substantially in the following words: "It is hereby understood and agreed that this policy shall not be canceled nor materially changed except upon thirty (30) days prior written notice to the City of such cancellation or material change."
5) Cover the operations of the Consultant pursuant to the terms of this Agreement.

6.5 Indemnification. Consultant shall indemnify, defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with Consultant’s performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, regardless of City’s passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Should City in its sole discretion find Consultant’s legal counsel Agreement for Professional Services
California Skateparks

unacceptable, then Consultant shall reimburse the City its costs of defense, including without limitation reasonable attorneys fees, expert fees and all other costs and fees of litigation. The Consultant shall promptly pay any final judgment rendered against the City (and its officers, officials, employees and volunteers) covered by this indemnity obligation. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement.

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 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 Agreement for Professional Services
California Skateparks

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 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.

Agreement for Professional Services
California Skateparks

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 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 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:

TO CITY: Steve McClary TO
CONSULTANT:

Joseph Ciaglia, Jr.

City Manager President, CEO
City of Malibu California Skateparks
23825 Stuart Ranch Road 273 N. Benson Avenue
Malibu, CA 90265-4861 Upland, CA 91786
TEL (310) 456-2489 x 226 (800) 227-5283
FAX (310) 456-2760

6.20 Warranty of Authorized Signatories. 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.

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, Agreement for Professional Services
California Skateparks

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 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 ______

8.0 PREVAILING WAGES:

8.1. Pursuant to Labor Code Section 1720 and 1771, and as specified in Title 8, California Code of Regulations, Section 16000 et seq., CONTRACTOR must pay its workers prevailing wages. It is CONTRACTOR’s responsibility to interpret and implement any prevailing wage requirements and CONTRACTOR agrees to pay any penalty or civil damages resulting from a violation of the prevailing wage laws.

8.2. In accordance with Labor Code Section 1773.2, copies of the prevailing rate of per diem wages are available upon request from CITY’s Engineering Division or the website for State of California Prevailing wage determination at http://www.dir.ca.gov/DLSR/PWD. CONTRACTOR must post a copy of the prevailing rate of per diem wages at the job site.

8.3. CITY directs CONTRACTOR’s attention to Labor Code Sections 1777.5, 1777.6 and 3098 concerning the employment of apprentices by CONTRACTOR or any subcontractor.

8.4. Labor Code Section 1777.5 requires CONTRACTOR or subcontractor employing tradesmen in any apprenticeship occupation to apply to the joint apprenticeship committee nearest the site of the public works project and which administers the apprenticeship program in that trade for a certificate of approval. The certificate must also fix the ratio of apprentices to journeymen that will be used in the performance of the contract. The ratio of apprentices to journeymen in such cases will not be less than one to five except:
(a) When employment in the area of coverage by the joint apprenticeship committee has exceeded an average of 15 percent in the 90 days before the request for certificate, or
(b) When the number of apprentices in training in the area exceeds a ratio of one to five, or
Agreement for Professional Services
California Skateparks

(c) When the trade can show that it is replacing at least 1/30 of its membership through apprenticeship training on an annual basis state-wide or locally, or
(d) When CONTRACTOR provides evidence that CONTRACTOR employs registered apprentices on all of his contracts on an annual average of not less than one apprentice to eight journeymen.
(e) CONTRACTOR is required to make contributions to funds established for the administration of apprenticeship programs if CONTRACTOR employs registered apprentices or journeymen in any apprentice able trade on such contracts and if other contractors on the public works site are making such contributions.
(f) CONTRACTOR and any subcontractor must comply with Labor Code Sections 1777.5 and 1777.6 in the employment of apprentices. (g) Information relative to apprenticeship standards, wage schedules and other requirements may be obtained from the Director of Industrial Relations, ex-officio the Administrator of Apprenticeship, San Francisco, California, or from the Division of Apprenticeship Standards and its branch offices.

8.5. CONTRACTOR and its subcontractors must keep an accurate certified payroll records showing the name, occupation, and the actual per diem wages paid to each worker employed in connection with this Agreement. The record will be kept open at all reasonable hours to the inspection of the body awarding the contract and to the Division of Labor Law Enforcement. If requested by CITY, CONTRACTOR must provide copies of the records at its cost.

This Agreement is executed on this ___________________, at Malibu, California, and effective as of August 28, 2023.

CITY OF MALIBU: ___________________________________ BRUCE SILVERSTEIN, Mayor ATTEST: ___________________________________ KELSEY PETTIJOHN, City Clerk (seal)
CONSULTANT: _______________________________ By: JOSEPH CIAGLIA, JR., California Skateparks President/CEO
APPROVED AS TO FORM: ___________________________________ TREVOR RUSIN, Interim City Attorney

Exhibit A
Scope of Work
California Skateparks
Maintenance Repairs at the Malibu Bluffs Park, Temporary Skate Park The Contractor will be responsible for maintenance repairs at the Malibu Bluffs Park Temporary Skate Park located at 24250 Pacific Coast Highway, Malibu, California 90265 (referred to as “Premises”).

1. The Contractor will complete repairs to the bowl, surrounding area, and street skate features (Attachment 1) located on the Premises including:  Remove all Skatelite and metal edging  Add one new layer of 3/4” PT plywood in flat areas  Add two new layers of 3/8” PT plywood in transition areas over the top of existing plywood (excluding ledges, grind boxes, and hubbas)  If the existing plywood has been compromised, Contractor will remove the plywood and replace the area with new plywood
 Add a layer of builders wrap, moisture barrier on all new plywood areas  Reapply existing Skatelite and replace broken sheets with new Skatelite sheets (not to exceed fifty new sheets)  Reapply all metal edging including cutting and rewelding  Add two new drains to bottom of bowl  Touch up paint matching existing color palette

2. The Contractor will complete repairs using best management practices

3. The Contractor will follow Skatelite best management practices during installation available in the videos at https://www.skatelite.com/resources. 4. The Contractor will provide a detailed repair schedule to Kate Manisco, Recreation Manager. Maintenance repairs may be scheduled from Monday through Friday, 8:00 AM to 6:00 PM.

5. The City will close the Premises to the public while the Contractor is completing the repairs. The Contractor shall notify Kate Manisco, Recreation Manager, of any issues related to public use.

6. The Contractor will contact City employees at the Malibu Bluffs Park office before vacating the Premises including breaks, lunch, and end of day. The Contractor will not leave the Premises open for unauthorized public access.

7. The Contractor will remove all tools, equipment, and debris from the Premises at the end of each working day.

Agreement for Professional Services
California Skateparks

8. The Contractor will perform a final walk-through inspection with the Community Services Department Director or her designee within 48 hours of the completed project.

9. The Contractor agrees to abide by all terms and conditions of the Agreement, including city, state, and federal laws while performing the scope of work under the Agreement.

10. The Contractor will notify the City of Malibu Community Services Department of any issues or delay related to the work performed under this Agreement.

Proposal
California Skateparks | CSLB 962150 | caskateparks.com
DATE: February 9, 2023
TO: City of Malibu
Attn: Kate Gallo, Recreation Manager
23825 Stuart Ranch Road, Malibu, CA 90265
RE: Malibu Temporary Skatepark Repairs
California Skateparks (CSP) will supply materials, labor (prevailing wages), general liability insurance, workman’s compensation, licensing, and skatepark construction experience to provide the above referenced services. CSP will perform the scope of work outlined below for the temporary skatepark as follows:

DESCRIPTION OF SERVICES- applicable to both Phase 1 and Phase 2 Remove all Skatelite and metal edging
Add 1 new layer of ¾” PT plywood in flat areas and 2 new layers of 3/8” PT plywood in transition areas - over the top of existing plywood (does not include any ledges, grind boxes or hubbas – as these items do not need a new layer)
Add a layer of builders wrap, moisture barrier on all new plywood areas Re apply all existing skatelite – and replace any broken sheets with new skatelite sheets (up to 50 new sheets budgeted)
Reapply all metal – cut and reweld as needed
Add 2 drains to bottom of bowl for drainage
Touch up paint where needed
Phase 1
Bowl area and attached street skate features

PROJECT FEES
Fees for the services detailed above shall be compensated as follows:

Proposed total $85,500
Approved by Client:

By: ______________________________________ Date: _______________________

Agenda Item # 3.B.8.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Joseph D. Toney, Assistant City Manager
Approved by: Steve McClary, City Manager
Date prepared: August 9, 2023 Meeting date: August 28, 2023 Subject: Amend the Salary Ranges for FY 2023-24
RECOMMENDED ACTION: Adopt Resolution No. 23-38 amending the Salary Ranges for FY 2023-24.

FISCAL IMPACT: There is no fiscal impact associated with the recommended action.

WORK PLAN: This item was not included in the Adopted Work Plan for FY 2022-2023.

This is part of normal staff operations. Staff continue to work on ongoing projects and normal business while the FY 2023-24 Work Plan is finalized.

DISCUSSION: The FY 2023-24 Budget and accompanying authorized positions and salary schedule were adopted on June 26, 2023. Included with the adoption process were the addition of two job specifications: Deputy Public Works Director-Maintenance and Operations Division, and Engineering Technician. However, the positions were accidentally omitted from Exhibit A, which included the schedule of Salary Ranges, in Resolution 23-32. In addition, the range listed for the Senior Environmental Programs Coordinator was incorrect. This amendment is simply an administrative correction for the Senior Environmental Programs Coordinator and adds the two job specifications to the Salary Ranges for FY 2023-24.

ATTACHMENTS: Resolution No. 23-38 – FY 2023-24 Salary Ranges City Council Meeting
08-28-23
Item

3.B.8.

Attachment 1
RESOLUTION NO. 23-38

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU
RESCINDING SECTION 2 OF RESOLUTION NO. 23-32 AND APPROVING

THE AUTHORIZED POSITIONS AND SALARY RANGES FOR FISCAL
YEAR 2023-2024.

The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. On June 26, 2023, the City Council adopted Resolution No. 23-32 approving Authorized Position and Salary Ranges for Fiscal Year 2023-2024.

SECTION 2. Since June 26, 2023, changes to the Salary Ranges for Fiscal Year 2023-2024 are needed.

SECTION 3. Section 2 of Resolution 23-32 is hereby rescinded.

SECTION 4. The City Council has reviewed the updated Salary Ranges for Fiscal Year 2023- 2024 as set forth in Exhibit A.

SECTION 5. The Salary Ranges for Fiscal Year 2023-2024 incorporated by this reference are hereby approved.

SECTION 6. The City Manager has the authority to increase a salary range as needed for authorized positions that are required to be on call for emergency services by a maximum of three percent.

SECTION 7. This resolution shall become effective on August 28, 2023.

SECTION 8. 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 28th day of August 2023. _____________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
Resolution No. 23-38

_____________________
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney
Resolution No. 23-38

_____________________

EXHIBIT A

CITY OF MALIBU AUTHORIZED POSITIONS AND SALARY RANGES
FY 2023-2024
Classification Salary Range
City Manager 260,000
Assistant City Manager 182,117 237,621
Deputy City Manager 178,692 233,154
Environmental Sustainability Director/Building Official 173,485 226,361 Public Works Director/City Engineer 173,485 226,361
Community Services Director 161,286 210,442
Planning Director 161,286 210,442
Public Safety Director 161,286 210,442
Assistant Public Works Director/Asst City Engineer 139,332 181,798 Community Services Deputy Director 139,332 181,798
Environmental Sustainability Manager/Dep Building Official 139,332 181,798 Assistant Planning Director 139,332 181,798
Finance/Accounting Manager 135,931 177,358
Deputy Public Works Director 135,931 177,358
City Clerk 126,372 164,888
Permit Services Manager 126,372 164,888
Senior Civil Engineer 126,372 164,888
Environmental Programs Manager 122,825 160,259
Public Safety Manager 122,818 160,250
Public Works Superintendent 122,818 160,250
Code Enforcement Manager 120,357 157,040
Development and Operations Manager 120,357 157,040
Information Systems Manager 120,357 157,040
Associate Civil Engineer 109,161 142,429
Environmental Health Administrator 109,161 142,429
Human Resources Manager 109,161 142,429
Information Systems Administrator 109,161 142,429
Principal Planner 109,161 142,429
Assistant City Clerk 104,415 136,236
Assistant to the City Manager 104,415 136,236
Senior Planner 104,415 136,236
Recreation Manager 102,361 133,559
Certified Plans Examiner 99,448 129,756
Senior Environmental Programs Coordinator 99,448 129,756 Senior Administrative Analyst 96,593 126,033
Resolution No. 23-38

_____________________
Supervising Building Inspector 96,593 126,033
Assistant Civil Engineer 94,303 123,043
Executive Assistant 91,676 119,615
Environmental Programs Coordinator 89,809 117,179
Environmental Sustainability Analyst 89,809 117,179
Financial Analyst 89,809 117,179
Associate Planner 89,603 116,911
Fire Safety Liaison 89,006 116,131
Public Safety Liaison 89,006 116,131
Media Information Officer 89,006 116,131
Recreation Supervisor 89,006 116,131
Parks Supervisor 87,778 114,531
Senior Building Inspector 87,618 114,322
Senior Code Enforcement Officer 87,617 114,321
Senior Public Works Inspector 87,507 114,178
Emergency Services Coordinator 85,948 112,142
Administrative Analyst 83,443 108,873
Grants Analyst 83,443 108,873
Human Resources Analyst 83,443 108,873
Information Systems Analyst 83,443 108,873
Media Analyst 83,443 108,873
Senior Accounting Technician 78,955 103,019
Principal Permit Services Technician 77,400 100,989
Senior Recreation Coordinator 77,400 100,989
Assistant Planner 76,370 99,647
Building Inspector 75,694 98,764
Code Enforcement Officer 75,694 98,764
Deputy City Clerk 75,694 98,764
Environmental Programs Specialist 75,317 98,271
Wastewater Management Program Specialist 75,317 98,271
Public Works Inspector 73,884 96,404
Senior Parks Maintenance Worker 73,281 95,614
Planning Technician 72,091 94,062
Engineering Technician 72,091 94,062
Senior Administrative Assistant 72,091 94,062
Senior Media Technician 72,091 94,062
Senior Permit Services Technician 72,091 94,062
Senior Public Works Maintenance Worker 72,091 94,062
Recreation Coordinator 70,367 91,813
Accounting Technician 68,659 89,584
Resolution No. 23-38

_____________________
Human Resources Technician 68,152 88,923
Administrative Assistant 63,386 82,705
Parks Maintenance Worker 63,386 82,705
Public Works Maintenance Worker 63,386 82,705
Information Systems Technician 62,268 81,245
Graphic Artist 62,268 81,245
Media Technician 62,268 81,245
Permit Services Technician 62,268 81,245
Records Management Specialist 59,513 77,651
Public Safety Specialist 59,513 77,651
Wastewater Management Program Analyst 59,362 77,452
Senior Accounting Clerk 57,888 75,532
Senior Office Assistant 55,145 71,952
Accounting Clerk 54,211 70,731
Office Assistant 47,626 62,141
Pool Manager 42,137 54,978
Part-Time Positions - Hourly Rates
Fire Safety Liaison (Part-time) 42.80 55.83
Deputy City Clerk (Part-time) 36.39 47.47
Senior Permit Services Technician (Part-time) 34.65 45.22 Recreation Assistants I (Part-time) 17.74 23.14
Recreation Assistants II (Part-time) 21.05 27.46
Media Assistant (Part-time) 21.05 27.46
Office Assistant (Part-time) 19.34 25.22
Parks Maintenance Assistant (Part-time) 17.74 23.14
Pool Manager (Part-time) 20.27 26.46
Lifeguards (Part-time) 17.74 23.14
Intern (Part-time) 17.74 23.14
Student Intern 16.90 22.05

Agenda Item # 3.B.9.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Kelsey Pettijohn, City Clerk
Approved by: Steve McClary, City Manager
Date prepared: August 9, 2023 Meeting date: August 24, 2023 Subject: Resolution Extending the Declaration of the COVID-19 Local Emergency
RECOMMENDED ACTION: Adopt Resolution No. 23-39 extending the declaration of the existence of a local emergency.

FISCAL IMPACT: There is no fiscal impact with the recommended action.

WORK PLAN: This item was not included in the Adopted Work Plan for Fiscal Year 2023-2024. This project is part of normal staff operations. Staff continue to work on ongoing projects and normal business while the FY 2023-24 Work Plan is finalized.

DISCUSSION: An emergency exists when conditions are beyond the control of the services, personnel, equipment, and facilities of this City. The declaration is an acknowledgement of the need for the combined forces of other political subdivisions to combat.

In 2020 a severe acute respiratory illness caused by a novel (new) coronavirus, known as COVID-19, spread globally and rapidly, resulting in severe illness and death around the world. The World Health Organization classified COVID-19 as a global pandemic.

On March 4, 2020, California Governor Gavin Newsom declared a State of Emergency in response to the increased spread of COVID-19. The Governor’s declaration also suspended the requirement under Government Code Section 8630 for local government authorities to renew a state of local emergency every 60 days.

Additionally, on March 4, 2020, the Los Angeles County Board of Supervisors and the Department of Public Health all declared a local and public health emergency in City Council Meeting
08-24-23
Item

3.B.9.

Agenda Item # 3.B.9.
response to increased spread of COVID-19 across the country and in Los Angeles County. The President of the United States declared a federal emergency as a result of the spread of the COVID-19.

On March 14, 2020, the Director of Emergency Services of the City proclaimed the existence of a local emergency.

On March 16, 2020, the City Council adopted Resolution No. 20-14 ratifying the proclamation of the existence of a local emergency by the Director of Emergency Services.

On February 28, 2023, California Governor Gavin Newsom terminated the State of Emergency renewing the need for the City Council to review the need for continuing the local emergency at least every sixty (60) days, pursuant to Government Code Section 8630.

On April 10, 2023, the City Council adopted Resolution No. 23-15 extending the declaration of the existence of a local emergency.

On May 22, 2023, the City Council adopted Resolution No. 23-21 extending the declaration of the existence of a local emergency.

On July 10, 2023, the City Council adopted Resolution No. 23-36 extending the declaration of the existence of a local emergency.

The COVID-19 emergency continues to evolve and State and Federal agencies continue to recommend social distancing to prevent the spread of COVID-19. The local state of emergency allows the City to continue emergency response programs, such as the Temporary Restaurant Recovery Program, that support social distancing and public safety during the ongoing emergency.

Government Code Section 8630 requires that the City Council review the need for continuing a local emergency at least once every 60 days until the City Council terminates the local emergency.

As such, City staff recommends adopting Resolution No. 23-39 extending the declaration of the existence of a local emergency. If adopted, the City Council will review, and as needed renew, this action at least every 60 days.

ATTACHMENTS:

1. Resolution No. 23-39
ATTACHMENT 1
RESOLUTION NO. 23-39

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU

EXTENDING THE DECLARATION OF THE EXISTENCE OF A LOCAL

EMERGENCY
The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. Recitals.

A. In 2020 a severe acute respiratory illness caused by a novel (new) coronavirus, known as COVID-19, spread globally and rapidly, resulting in severe illness and death around the world. The World Health Organization classified COVID-19 as a global pandemic.

B. On March 4, 2020, California Governor Gavin Newsom declared a State of Emergency in response to the increased spread of COVID-19. The Governor’s declaration also suspended the requirement under Government Code Section 8630 for local government authorities to renew a state of local emergency every 60 days.

C. Additionally, on March 4, 2020, the Los Angeles County Board of Supervisors and the Department of Public Health all declared a local and public health emergency in response to increased spread of COVID-19 across the country and in Los Angeles County. The President of the United States declared a federal emergency as a result of the spread of the COVID-19.

D. The City activated its Emergency Operations Center on March 12, 2020 and the Director of Emergency Services of the City proclaimed the existence of a local emergency on March 14, 2020.

E. On March 16, 2020, the City Council adopted Resolution No. 20-14 ratifying the proclamation of the existence of a local emergency by the Director of Emergency Services.

F. On February 28, 2023, California Governor Gavin Newsom terminated the State of Emergency renewing the need for the City Council to review the need for continuing the local emergency at least every sixty (60) days, pursuant to Government Code Section 8630.

G. On April 10, 2023, the City Council adopted Resolution No. 23-15 extending the declaration of the existence of a local emergency.

H. On May 22, 2023, the City Council adopted Resolution No. 23-21 extending the declaration of the existence of a local emergency.

I. On July 10, 2023 the City Council adopted Resolution No. 23-36 extending the declaration of the existence of a local emergency.

J. The COVID-19 emergency continues to evolve and State and Federal agencies continue to recommend social distancing to prevent the spread of COVID-19.

Resolution No. 23-39

_____________________
K. The local state of emergency allows the City to continue emergency response programs, such as the Temporary Restaurant Recovery Program, that support social distancing and public safety during the ongoing emergency.

SECTION 2. The City Council has reviewed the staff report and conditions justifying the state of local emergency in the City and finds that the declaration of a local emergency remains valid and necessary.

SECTION 3. The local emergency shall be deemed to continue and exist until its termination is proclaimed by the City Council. As required by law, the City Council shall review the need to continue the state of emergency every 60 days until this resolution is terminated.

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 ____ 2023. _____________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney
City of Malibu
Memorandum

Agenda Item # 3.B.10.

To: Mayor Silverstein and the Honorable Members of the City Council From: Ruth F. Quinto, CPA, City Treasurer
Subject: Investment Report for the Month Ending July 31, 2023 RECOMMENDED ACTION: Receive the Investment Report for the month ending July 31, 2023.

The portfolio is in compliance with the City’s Investment Policy. The City has sufficient liquidity to meet expenditure requirements for at least six months.

This monthly Investment Report is in conformance with Government Code 53636, stating the Treasurer may render a quarterly report to the legislative body within 45 days following the end of the quarter covered by the report.

In addition to funds held on deposit at the Local Agency Investment Fund (LAIF) in the amount of $25.54 million, the investment portfolio represented by each investment category is as follows:

Cash and Cash Equivalents 6.79%
U.S. Treasury 77.90%
U.S. Agencies 0.00%
Certificates of Deposit 15.32%
Portfolio investments month to month:

Investment
Issuer/Instrument Type
June 30, 2023 July 31, 2023
Amount
(in millions) Yield(A) %
Amount
(in millions) Yield(A) %
LAIF Investment $25.31 3.26% 27.26% $25.54 3.39% 27.39% CDs Investment $10.36 4.64% 11.16% $10.37 4.64% 11.12%
Treasury Bills Investment $15.09 4.97% 16.25% $15.15 4.97% 16.25% Treasury Notes Investment $37.52 3.72% 40.41% $37.59 3.88% 40.32% Money Market Investment $ 4.57 4.40% 4.93% $ 4.59 4.40% 4.93% Blended Yield 3.93% 4.03%
Total Duration(Years) 0.95 0.89
(A)Yield is based on Purchase Yield for Treasury Bills
2-Year U.S. Treasury Note Benchmark, as of July 31, 2023: 4.88% The fair market value of all investments as held by the City is $93,241,115 as of July 31, 2023.

The City also held $7,721,710 in the bank operating account (yields 75% of Federal Fund rates), for a total of $100,962,825.

ATTACHMENTS:

1. City of Malibu Portfolio Statement

2. City of Malibu Investment Portfolio Report
City Council Meeting
08-28-23
Item

3.B.10.

SNAPSHOT
Current period ending June 30, 2023
ACCOUNT NAME: CITY OF MALIBU

RUTH QUINTO
Your Financial Advisor:

WILLIAM GOMBERG 701 S PARKER STREET
Phone: 714-497-1366 SUITE 2500
ORANGE, CA 92868
If you have more than one account with us, why not link them and receive summary information for your entire household? Contact Your Financial Advisor for more details.

CITY OF MALIBU Message from Our Firm
RUTH QUINTO WHAT IMPACT WILL INTEREST RATES AND INFLATION HAVE IN THE COMING MONTHS? FIND 23825 STUART RANCH ROAD OUT WHAT WELLS FARGO INVESTMENT INSTITUTE SEES AHEAD IN ITS "2023 MIDYEAR OUTLOOK: NAVIGATING END-OF-CYCLE TURBULENCE" REPORT. VISIT MALIBU CA 90265-4861 WELLSFARGOADVISORS.COM/MIDYEAR-OUTLOOK TO LEARN MORE.

News

SHOULD YOU NEED ADDITIONAL DETAILS ABOUT A SPECIFIC TRANSACTION REFLECTED ON

YOUR STATEMENT, THE INFORMATION IS AVAILABLE ONLINE OR BY CONTACTING THE CLIENT SERVICE NUMBER ON YOUR STATEMENT.

Investment and Insurance Products are: Investment products and services are offered through Wells Fargo Advisors Financial Network, LLC, (WFAFN). Account(s) are carried by Wells Fargo Clearing • Not Insured by the FDIC or Any Federal Government Agency Services, LLC (WFCS). Wells Fargo Advisors is a trade name used by WFAFN and • Not a Deposit or Other Obligation of, or Guaranteed by, the Bank or Any Bank WFCS, Members SIPC, separate registered broker-dealers and non-bank affiliates of Affiliate Wells Fargo & Company.
• Subject to Investment Risks, Including Possible Loss of the Principal Amount Invested
SNAPSHOT Attachment #1 072 ANCA ANC9
General About your rights and responsibilities instructions and disclosures Questions and complaints about Your Account: This account statement contains important information About this statement about your brokerage account, including recent transactions. All account statements sent to you shall be deemed Clearing services: Wells Fargo Clearing Services, LLC (WFCS), an indirect wholly owned subsidiary of Wells complete and accurate if not objected to in writing within ten days of receipt. We encourage you to review the details Fargo & Company, is a clearing broker-dealer registered with the Securities and Exchange Commission (SEC) and in this statement. If you do not understand any of the information in your statement or if you believe there are any the Municipal Securities Rulemaking Board (MSRB) and is a member of the New York Stock Exchange (NYSE), the inaccuracies or discrepancies in your statement, you should promptly report them to both WFCS and to the manager Financial Industry Regulatory Authority (FINRA) and all principal U.S. exchanges. WFCS carries your account(s) and of the Wells Fargo Advisors Financial Network office listed on the front of your statement. To further protect your acts as your custodian for funds and securities deposited with us directly by you, through our affiliated broker-dealer, rights, including any rights under the Securities Investor Protection Act, any verbal communications with either your Wells Fargo Advisors Financial Network, LLC (Wells Fargo Advisors) or as a result of transactions WFCS processes Wells Fargo Advisors Financial Network office or with WFCS should be re-confirmed in writing. Inquiries or for your account. Twice a year, WFCS publishes on its web site www.wfclearing.com a statement of the firm's complaints about your account statement, including the positions and balances in your account, may be directed to financial condition. A financial statement of this organization is available for your personal inspection at its offices, or Wells Fargo Advisors Client Services at (866) 258-4606 or ATTN: H0005-087, 1 N. Jefferson Ave, St. Louis, MO a copy of it will be mailed upon your written request. Unless and until we receive written notice from you to the 63103. contrary, WFCS may, without inquiry or inves igation, accept from Wells Fargo Advisors (i) orders for the purchase or Public disclosure: You may reach FINRA by calling the FINRA BrokerCheck Hotline at (800) 289-9999 or by visiting sale of securities for your account on margin or otherwise, and (ii) any other instructions concerning your account. the FINRA website at www.finra.org. An investor brochure that includes information describing FINRA BrokerCheck Trade date statement and trade details: All activity and positions on this statement are shown as of the date a is available from FINRA upon request. A brochure describing the FINRA Pricing of Securities Regula ion Public trade is entered on the brokerage trading system (i.e., the trade date). Proceeds from the sale of securities and costs Disclosure Program is also available from the FINRA upon request. for the purchase of securities are not transacted through your account until the actual settlement date of the trade. MSRB disclosure: A brochure describing the protections available under MSRB rules and how to file a complaint is The time of the transactions, the name of the buyer or seller, and the source and amount of any commission or fee available at www.MSRB.org. will be furnished upon written request.

Account protection: WFCS is a member of the Securities Investor Protection Corporation (SIPC) which protects Pricing of securities: Securities prices on your statement may vary from actual liquidation value. Prices are against the loss of cash and securities held in client accounts of a SIPC member firm in the event of the member's provided by outside quotation services which we believe are reliable but due to the nature of market data the accuracy insolvency and liquidation. SIPC coverage is limited to $500,000 per customer, including up to $250,000 for cash. For cannot be guaranteed. In the absence of such pricing, prices are estimated by WFCS using available information and more information on SIPC coverage, please see the explanatory brochure at www.sipc.org or contact SIPC at (202) its judgment. Such estimates may not reflect actual trades and do not reflect a commitment by the firm to buy or sell 371-8300. In addition, WFCS maintains additional insurance coverage provided through London Underwriters (led by at those prices. Securities listed on a national exchange are priced as of the close of the statement period. Unlisted Lloyd's of London Syndicates). This additional insurance policy becomes available to clients if their SIPC limit is shares may be valued at the current best published "bid-price", and, if none exists, the last reported transaction if exhausted and provides additional protection up to a firm aggregate of $1 billion, including up to $1.9 million for cash occurring within the last 45 days. Prices of securities not actively traded may not be available and are indicated by per client. SIPC does not insure the quality of investments or protect against market losses. SIPC only protects the "N/A." Corporate and municipal bonds and other fixed income securities are priced by a computerized pricing service custody function of their members, which means that SIPC works to restore to clients their securities and cash that or, if less actively traded, by utilizing a yield-based matrix system to arrive at an estimated market value. Listed are in their accounts when the member firm liquidation begins. Not all investments are protected by SIPC. In general, options are priced based on the closing "bid-ask" prices and the last reported trade. Mutual fund shares are priced at SIPC does not cover instruments such as unregistered investment contracts, unregistered limited partnerships, fixed net asset value. Shares of direct participation program (DPP) and real estate investment trust (REIT) securities that annuity contracts, escrow receipts, direct investments, currency, commodities or related contracts, hedge funds and are not listed on a national exchange are generally illiquid. Because no trading market exists for these investments, certain other investments. their values are estimated. Unless otherwise indicated, the values shown for DPP and REIT securities have been provided by the management of each program and represent that management's estimate of the investor's interest in Free credit balances: Free credit balances are not segregated and may be used by WFCS in the operation of its the net assets of the program. See statement sections for additional pricing information. Values for hedge funds and business in accordance with applicable laws and regulations. You have the right to receive from us in the course of certain managed futures funds are provided on a month delay basis. Other managed futures funds may be priced normal business operations, subject to any open commitments in any of your accounts, any free credit balances to more frequently. Long-term certificates of deposit (maturity beyond one year from date of issue) are priced using a which you are entitled. market value pricing model. The sale or redemption price of your securities may be higher or lower than the prices Investment objectives/Risk tolerances: Please inform us promptly of any material change that might affect shown on your statement. For an actual quote, contact the individual servicing your account. your investment objectives, risk tolerances or financial situation, or if you wish to impose or change any reasonable Estimated annual income/yield: Estimated Annual Income (EAI), when available, reflects the estimated amount restrictions on the management of your account. A copy of the Investment Advisory Services Disclosure document is you would earn on a security if your current position and its related income remained constant for a year. Estimated available without charge upon request. Please contact the individual denoted on the front of your statement to update Annual Yield (EAY), when available, reflects the current estimated annual income divided by the current value of the your information and to receive a copy of this document. security as of the statement closing date. EAI and EAY are estimates and the actual income and yield might be lower Option accounts: Pursuant to FINRA Rule 2360, option assignment notices are randomly allocated by an or higher than the estimated amounts. EAY reflects only the income generated by an investment. It does not reflect automated process amongst all client short option positions that are subject to exercise, including posi ions changes in its price, which may fluctuate. The information used to derive these estimates is obtained from various established on the day of assignment. Transaction confirmations that were previously furnished to you provides outside vendors; WFCS and Wells Fargo Advisors Financial Network, LLC are not responsible for incorrect or information on commissions and other charges related to your option transaction executions. Details of our random missing estimated annual income and yields. Past performance is not a guarantee of future results. allocation procedures and copies of transaction confirmations are available upon request.

Income summary: The Income summary displays all income as recorded in the tax system as of period end date.

The totals in the Cash flow snapshot may not match the totals in the Income snapshot due to reclassifications or other corrections made in the tax system. Remember, you may have certain products that are not included in these figures and whose income is only available on the tax forms sent to you at year-end. Reclassifications and other tax reporting requirements may alter these numbers both during and after year end. You should rely only on tax reporting documents. Contact your tax advisor if you have any questions about the tax consequences of your brokerage activity.

Texas designation: If you are a resident of Texas who has purchased mutual fund shares, you may designate a representative to receive notification to assist in avoiding escheatment of assets in your investment account to the State of Texas. The designated representative does not have any rights to your account. Please use the Texas Unclaimed Property link (https://claimittexas.org/) to access the Designation of Representative for Notice Request form which you may complete and return to us at ATTN: H0006-08K, 1 N. Jefferson Ave, St. Louis, MO 63103 or return by email at [email protected].

Tax reporting: We are required by federal law to report annually to you and to the Internal Revenue Service (IRS) on Form(s) 1099 interest income, dividend payments and sales proceeds including cost basis information for applicable transactions credited to your account.

News from Wells Fargo Advisors
Fractional Share Trading Disclosure
We are providing you notice of important disclosures regarding fractional share trading. If you have any question regarding these updates, please contact your Financial Advisor or call the telephone number listed on your account statement.

WFCS will offer fractional share purchases of certain securities ("Stock Fractions SM") to eligible online trade-enabled brokerage accounts through the Wells Fargo Mobile® application ("WF app"). Stock Fractions trading is governed by the following terms and the Wells Fargo Online Access Agreement and other applicable account agreement(s) with WFCS. Fractional share trading presents unique risks and has certain limitations that you should understand before placing your first trade. WFCS reserves the right to change the terms for Stock Fractions trading at any time.

Stock Fractions trading is a service which allows you to purchase a fractional share of eligible stocks (which includes certain ETFs) rather than a whole share quantity or along with a whole share quantity by entering a dollar purchase amount. Depending on the purchase amount, you may end up owning both fractional amounts of stocks and whole amounts of stocks.

WFCS does not recommend or provide advice as to whether Stock Fractions or fractional share trading is appropriate for you, and neither the availability of Stock Fractions, fractional share trading nor these terms are intended as a recommendation, offer or solicitation for the purchase or sale of any security or investment strategy. All investment decisions you make involving fractional share trading are solely your responsibility. The eligibility of stocks in Stock Fractions trading, or any classifications or any other groupings of eligible stocks in Stock Fractions trading, is not intended as investment advice or a recommendation to purchase any securities.

Eligible Stocks
Stock Fractions trading is limited to certain eligible stocks. WFCS reserves the right to suspend, delete or otherwise modify the stocks eligible for Stock Fractions trading, at any time without notice. Any modification to the list of stocks eligible for Stock Fractions trading will not affect any fractional share interests you previously purchased. In the event a stock becomes ineligible for further Stock Fractions trading, existing fractional positions may still be liquidated. WFCS does not guarantee that there will be a market for any Stock Fractions positions and makes no representations or warranties about any Stock Fractions trading positions. The ability to purchase fractional shares may be temporarily or permanently suspended at WFCS's discretion at any time without prior notice. Additionally, WFCS reserves the right to cancel at any time, without prior notice, any pending fractional share orders.

Trading and Rights
You will receive prorated dividends on Stock Fractions positions so long as the dividend amount is greater than or equal to $0.01. Stock Fractions positions are eligible for automatic dividend reinvestment of cash dividends received in accordance with the terms of the DRIP. Your eligibility to participate in corporate actions (including tender offers, proxy voting and other voluntary corporate actions) may be different for fractional shares than with whole shares. In some instances, you may not be able to participate in some corporate actions or exercise voting rights for your fractional shares. You will own the fractional share portion of a stock you purchase through Stock Fractions. Your account and your account statements will reflect your fractional share positions. Fractional shares within your account are unrecognized by third-parties, unmarketable, illiquid outside WFCS, and are not transferrable in-kind and may only be liquidated and the proceeds withdrawn or transferred out. Stock certificates cannot be issued for fractional shares.

WFCS will act in a principal or mixed capacity basis (i.e., both as agent and principal) when executing fractional share trading orders. The whole share portion of an order will be executed by WFCS as agent in the market. The fractional share portion of any order will be executed by WFCS as principal against its Stock Fractions inventory account. When facilitating client fractional share trading activity on a principal basis, WFCS may make a profit or incur a loss on each trade. When a fractional share position is allocated to your account, WFCS will maintain custody of the whole share in which you own the fractional interest. Any fractional interest in the whole share that is not allocated to your account may be allocated to other customers or to WFCS as principal.

Stock Fractions orders are permitted for a minimum investment of ten US dollars ($10.00) and a maximum investment of twenty-five thousand US dollars ($25,000.00). Stock Fractions orders are entered using a dollar value (e.g., $250.00), which will be converted into fractional share quantities for execution. The actual dollar amount of an executed Stock Fractions order may be less than the requested dollar amount to invest. This can be due to the conversion and truncating of the fractional quantity. All Stock Fractions orders will be treated as held market orders. WFA does not accept limit orders for Stock Fractions. Once you acquire Stock Fractions in a particular stock, if you sell all of your whole shares, any News from Wells Fargo Advisors continued
remaining fractional shares will automatically append to the last whole share sell order. Sell orders are entered on the Stocks/ETFs trading page. Limit orders are accepted for eligible sell orders, (i.e., limit orders are permitted for sell orders of a whole plus a fractional share). Once a Stock Fractions order has been placed for execution it cannot be modified or cancelled by you.

Stock Fractions orders may only be executed during regular trading hours and not during extended hours trading sessions. Stock Fractions purchase orders may only be placed during regular trading hours. Eligible sell orders that include fractional shares may be entered outside of regular trading hours and will be executed when the market opens the next trading day. You agree that WFCS is not responsible for any market fluctuations. In the event of a trading halt, fractional share trading of that stock will also be halted, and your order will remain open and unexecuted until trading resumes. If trading does not resume by the end of that day's regular trading hours, your Stock Fractions trading order(s) will be cancelled.

The estimated share quantity quoted at order entry and the actual shares received at execution could be significantly different because of stock price fluctuations. If you delay submitting an order, market movement during the delay could cause wider discrepancies between estimated and actual execution prices. All Stock Fractions transactions will be executed at the then current NBBO or better. This price may be higher or lower than the price at the time you place your order.

Stock Fractions trading orders are not eligible for primary listed exchange opening or closing cross participation, as fractions of shares are not marketable outside of WFCS.

SNAPSHOT Page 2 of 24

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Cash flow summary THIS PERIOD THIS YEAR
Opening value of cash and sweep balances $145,931.99
Income and distributions 44,140.47 265,747.55
Securities sold and redeemed 4,250,000.00 9,260,522.44
Electronic funds transfers 10,000,000.00 65,000,000.00
Net additions to cash $14,294,140.47 $74,526,269.99
Securities purchased -14,416,755.54 -74,548,787.59
Net subtractions from cash -$14,416,755.54 -$74,548,787.59 Closing value of cash and sweep balances $23,316.92
Income summary * THIS PERIOD THIS YEAR
TAXABLE Money market/sweep funds 1,022.14 14,701.83
Interest 74,058.65 237,910.74
Ordinary dividends and ST capital gains 16,606.00 60,681.30 Total taxable income $91,686.79 $313,293.87
Total federally tax-exempt income $0.00 $0.00
Total income $91,686.79 $313,293.87
* Certain distributions made in he current year are reported as prior year income according to IRS regulations. This may cause a difference between Cash Flow and Income Summary totals.

Gain/loss summary UNREALIZED THIS PERIOD REALIZED THIS YEAR REALIZED Short term (S) -482,327.94 0.00 0.00
Long term (L) -136,984.68 0.00 0.00
Total -$619,312.62 $0.00 $0.00

SNAPSHOT
072 ANCA ANC9
SNAPSHOT Page 3 of 24

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Your Financial Advisor Client service information
WILLIAM GOMBERG 701 S PARKER STREET Client service: 800-266-6263 Phone: 714-497-1366 SUITE 2500 Website: www.wellsfargoadvisors.com ORANGE, CA 92868
Account profile
Full account name: CITY OF MALIBU

RUTH QUINTO
Account type: Brokerage Cash Services For your consideration Brokerage Go paperless. Accessing your account documents online is easy, secure, and Brokerage Cash Services number: 9091092513 costs nothing. Sign on at wellsfargoadvisors.com, go to Portfolio and select Tax status: Non-Profit Statements & Docs, and then click on the Delivery Preferences link. Choose Investment objective/Risk tolerance:* CONSERVATIVE INCOME Paperless - All Docs or view your Delivery Settings details to select specific Time horizon:* INTERMEDIATE (3-5 YEARS) account documents for paperless delivery. If you do not have a Username and Liquidity needs:* MODERATE Password, visit wellsfargoadvisors.com/signup or call 1-877-879-2495 for Cost Basis Election: First in, First out enrollment assistance.

Sweep option: ALLSPRING GOVERNMENT MONEY
MARKET Document delivery status
*For more information, please visit us at: www.wellsfargoadvisors.com/disclosures Paper Electronic Statements: X Available funds Trade confirmations: X
Cash 0.00 Tax documents: X
Money market and sweep funds 23,316.92 Shareholder communications: X Available for loan 0.00 Other documents: X
Your total available funds $23,316.92

SNAPSHOT
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Bond maturity schedule % OF
MATURING IN: AMOUNT MATURING CURRENT VALUE MATURING VALUE under 1 year 34,742,000.00 34,306,888.79 53.36
45,000,00 1 to 5 years 30,369,000.00 28,655,293.09 46.64 6 to 10 years 0.00 0.00 0.00
30,000,00 11 to 15 years 0.00 0.00 0.00
16 to 20 years 0.00 0.00 0.00
21 to 30 years 0.00 0.00 0.00
15,000,00 over 30 years 0.00 0.00 0.00
Total $65,111,000.00 $62,962,181.88 100.00%
0 under 1 1 - 5 6 - 10 11 - 15 16 - 20 21 - 30 Over 30
Years
Additional information

THIS PERIOD THIS YEAR THIS PERIOD THIS YEAR
Accrued interest on purchases -42,662.53 -179,197.91 Gross proceeds 250,000.00 5,260,522.44 Portfolio detail
Cash and Sweep Balances
Sweep Balances - You have the right, in the course of normal business operations, to withdraw balances in the Bank Deposit Sweep Program(s) or redeem shares of the money market mutual fund used in the sweep, subject to any open commitments in any of your accounts and have the proceeds returned to your accounts or remitted to you. The money market mutual funds in the sweep reserve the right to require one or more day's prior notice before permitting withdrawals.

Money Market Mutual Fund - Funds seek to preserve a value at $1.00 per share, but it is possible to lose money by investing in these funds. Investments in money market funds are not bank deposits and are not insured by the FDIC or any other government agency. They are instead covered by SIPC. Estimated Annual Yield on money market funds, when available, reflects the current estimated yield for the Interest Period dates displayed. For more complete information, including fees, expenses and risks, please request a prospectus from Your Financial Advisor.
% OF CURRENT EST MATED ESTIMATED CURRENT
DESCRIPTION ACCOUNT MARKET VALUE ANNUAL INCOME YIELD (%) ALLSPRING 0.03 23,316.92 1,084.00 4.65

GOVERNMENT MONEY MARKET
Interest Period 06/01/23 - 06/30/23
Total Cash and Sweep Balances 0.03 $23,316.92 $1,084.00 072 ANCA ANC9
Amount Maturing

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Corporate and municipal bonds and other fixed income securities are priced by a computerized pricing service or, for less actively traded issues, by utilizing a yield-based matrix system to arrive at an estimated market value.

Government Bonds

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%) US TREASURY ^
BILL
DUE 08/10/23
DTD 08/11/22
CUSIP 912796XY0
Acquired 02/09/23 S nc 7.54 5,117,000 97.72 5,000,743.80 99.4580 5,089,265.86 88,522.06 N/A N/A N/A

US TREASURY
NOTES
CPN 0.250% DUE 09/30/23
DTD 09/30/21 FC 03/31/22
Moody AAA
CUSIP 91282CDA6
Acquired 03/15/23 S 5.85 4,000,000 97.94 3,917,677.00 98.7840 3,951,360.00 33,683.00 2,513.66 10,000 0.25

US TREASURY
BILL
DUE 10/17/23
DTD 06/20/23
CUSIP 912797HB6
Acquired 06/29/23 S nc 5,077,000 98.49 5,000,526.21 4,999,068.05 -1,458.16 Acquired 06/29/23 S nc 5,076,000 98.49 4,999,541.27 4,998,083.40 -1,457.87 Total 14.80 10,153,000 $10,000,067.4 98.4650 $9,997,151.45 -$2,916.03 N/A N/A N/A $98.49 8

US TREASURY
NOTES
CPN 2.750% DUE 02/15/24
DTD 02/15/14 FC 08/15/14
Moody AAA
CUSIP 912828B66
Acquired 06/21/23 S 6.44 4,422,000 98.53 4,357,419.53 98.3590 4,349,434.98 -7,984.55 45,685.86 121,605 2.79 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Government Bonds continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

US TREASURY
NOTES
CPN 2.125% DUE 03/31/24
DTD 03/31/17 FC 09/30/17
Moody AAA
CUSIP 912828W71
Acquired 03/15/23 S 5.78 4,000,000 98.15 3,926,128.24 97.6090 3,904,360.00 -21,768.24 21,366.12 85,000 2.17

US TREASURY
NOTES
CPN 2.500% DUE 04/30/24
DTD 04/30/22 FC 10/31/22
Moody AAA
CUSIP 91282CEK3
Acquired 05/18/23 S 1.45 1,000,000 97.93 979,328.56 97.6130 976,130.00 -3,198.56 4,211.96 25,000 2.56

US TREASURY
NOTES
CPN 0.375% DUE 09/15/24
DTD 09/15/21 FC 03/15/22
Moody AAA
CUSIP 91282CCX7
Acquired 03/15/23 S 5.58 4,000,000 95.07 3,802,819.52 94.2530 3,770,120.00 -32,699.52 4,402.17 15,000 0.39

US TREASURY
NOTES
CPN 1.750% DUE 03/15/25
DTD 03/15/22 FC 09/15/22
Moody AAA
CUSIP 91282CED9
Acquired 03/15/23 S 5.60 4,000,000 96.35 3,854,194.52 94.5930 3,783,720.00 -70,474.52 20,543.48 70,000 1.85

US TREASURY
NOTES
CPN 3.500% DUE 09/15/25
DTD 09/15/22 FC 03/15/23
Moody AAA
CUSIP 91282CFK2
Acquired 03/15/23 S 5.76 4,000,000 99.85 3,994,132.00 97.2960 3,891,840.00 -102,292.00 41,086.96 140,000 3.59 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Government Bonds continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

US TREASURY
NOTES
CPN 2.250% DUE 03/31/26
DTD 03/31/19 FC 09/30/19
Moody AAA
CUSIP 9128286L9
Acquired 03/15/23 S 5.57 4,000,000 96.38 3,855,382.00 94.0970 3,763,880.00 -91,502.00 22,622.95 90,000 2.39

US TREASURY
NOTES
CPN 0.750% DUE 08/31/26
DTD 08/31/21 FC 02/28/22
Moody AAA
CUSIP 91282CCW9
Acquired 03/15/23 S 5.28 4,000,000 91.07 3,643,007.00 89.1870 3,567,480.00 -75,527.00 10,027.17 30,000 0.84

US TREASURY
NOTES
CPN 2.500% DUE 03/31/27
DTD 03/31/22 FC 09/30/22
Moody AAA
CUSIP 91282CEF4
Acquired 03/15/23 S 5.55 4,000,000 96.45 3,858,132.00 93.7140 3,748,560.00 -109,572.00 25,136.61 100,000 2.66

US TREASURY
NOTES
CPN 3.125% DUE 08/31/27
DTD 08/31/22 FC 02/28/23
Moody AAA
CUSIP 91282CFH9
Acquired 03/15/23 S 2.68 1,894,000 98.59 1,867,461.42 95.6360 1,811,345.84 -56,115.58 19,782.78 59,188 3.26 Total Government Bonds 77.89 54,586,000 $53,056,493.0 $52,604,648.13 -$451,844.94 $217,379.72 $745,793 1.42 7 ^ Denotes bonds with a maturity date in the next 60 days. Please contact us for further investment opportunities or any assistance. nc Cost information for this tax lot is not covered by IRS reporting requirements. Unless indicated, cost for all other lots will be reported to the IRS. 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit
Long-term certificates of deposit (maturity beyond one year from date of issue) are priced using a market value pricing model.

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

VALLEY NATL BK WAYNE CD
WAYNE NJ ACT/365

FDIC INSD
CPN 5.150% DUE 09/18/23
DTD 03/17/23 FC 09/18/23
CUSIP 919853HV6
Acquired 03/14/23 S nc 0.37 250,000 100.00 250,000.00 99.9510 249,877.50 -122.50 3,739.04 12,875 5.15

BANK OF CHINA/NEW YOR CD
NEW YORK NY ACT/365

FDIC INSD
CPN 5.150% DUE 11/24/23
DTD 05/24/23 FC 11/24/23
CUSIP 06428FH26
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9280 249,820.00 -180.00 1,340.41 12,875 5.15

FIRST HORIZON BANK CD
MEMPHIS TN ACT/365

FDIC INSD
CPN 5.150% DUE 11/24/23
DTD 05/24/23 FC 11/24/23
CUSIP 337158AV1
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9280 249,820.00 -180.00 1,340.41 12,875 5.15

MIZUHO BANK USA CD
NEW YORK NY ACT/365

FDIC INSURED
CPN 5.000% DUE 11/24/23
DTD 05/24/23 FC 11/24/23
CUSIP 60700PB26
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.8690 249,672.50 -327.50 1,301.37 12,500 5.00

BANC CALIF NA CD
IRVINE CA ACT/365

FDIC INSURED
CPN 5.100% DUE 11/27/23
DTD 05/26/23 FC 11/27/23
CUSIP 05961SQX5
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9070 249,767.50 -232.50 1,257.53 12,750 5.10 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

TRUSTMARK NATL BK CD
JACKSON MISS ACT/365

FDIC INSURED
CPN 5.150% DUE 11/27/23
DTD 05/26/23 FC 11/27/23
CUSIP 898401DA9
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9280 249,820.00 -180.00 1,269.86 12,875 5.15

MIZRAHI TEFAHOT BANK/ CD
LOS ANGELES CA ACT/365

FDIC INSD
CPN 5.150% DUE 11/30/23
DTD 05/30/23 FC 11/30/23
CUSIP 60685BQB0
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9270 249,817.50 -182.50 1,128.76 12,875 5.15

MORGAN STANLEY PVT BK CD
PURCHASE NY ACT/365

FDIC INSD
CPN 3.550% DUE 12/06/23
DTD 12/06/18 FC 06/06/19
CUSIP 61760ASZ3
Acquired 11/28/18 L 0.37 250,000 100.00 250,000.00 99.2390 248,097.50 -1,902.50 607.88 8,875 3.57

BANK HOPE CD
LOS ANGELES CA ACT/365

FDIC INSURED
CPN 5.250% DUE 12/26/23
DTD 03/24/23 FC 12/26/23
CUSIP 062683HE0
Acquired 03/14/23 S nc 0.37 250,000 100.00 250,000.00 99.9390 249,847.50 -152.50 3,559.93 13,125 5.25

BANK OZK CD
LITTLE ROCK AR ACT/365

FDIC INSD
CPN 5.000% DUE 01/22/24
DTD 05/22/23 FC 06/22/23
CUSIP 06418CHC3
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.8260 249,565.00 -435.00 308.22 12,500 5.00 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

BEAL BANK USA CD
LAS VEGAS NV ACT/365

FDIC INSD
CPN 4.750% DUE 02/21/24
DTD 02/22/23 FC 02/21/24
CUSIP 07371DRD1
Acquired 02/09/23 S nc 0.37 250,000 100.00 250,000.00 99.5740 248,935.00 -1,065.00 4,196.91 11,875 4.77

HANCOCK WHITNEY BANK CD
GULFPORT MS ACT/365

FDIC INSD
CPN 5.250% DUE 02/26/24
DTD 05/25/23 FC 02/26/24
CUSIP 41024LBS7
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.9270 249,817.50 -182.50 1,330.48 13,125 5.25

BRADESCO BANK CD
CORAL GABLES FL ACT/365

FDIC INSD
CPN 5.200% DUE 03/04/24
DTD 06/02/23 FC 03/04/24
CUSIP 10421AAB3
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.8940 249,735.00 -265.00 1,032.88 13,000 5.20

SANTANDER BANK NA CD
WILMINGTON DE ACT/365

FDIC INSD
CPN 5.250% DUE 03/15/24
DTD 03/17/23 FC 03/15/24
CUSIP 80280JVQ1
Acquired 03/15/23 S nc 0.37 250,000 100.00 250,000.00 99.8780 249,695.00 -305.00 3,811.65 13,125 5.25

WEBBANK CD
SALT LAKE CITY UTACT/365

FDIC INSURED
CPN 5.250% DUE 03/19/24
DTD 03/20/23 FC 03/19/24
CUSIP 947547US2
Acquired 03/15/23 S nc 0.37 250,000 100.00 250,000.00 99.8760 249,690.00 -310.00 3,703.77 13,125 5.25 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

BARCLAYS BANK/DELAWAR CD
WILMINGTON DE ACT/365

FDIC INSD
CPN 5.400% DUE 03/21/24
DTD 03/22/23 FC 03/21/24
CUSIP 06740KRN9
Acquired 03/14/23 S nc 0.37 250,000 100.00 250,000.00 99.9800 249,950.00 -50.00 3,735.62 13,500 5.40

CITIZENS BANK NA/RI CD
PROVIDENCE RI ACT/365

FDIC INSD
CPN 5.300% DUE 03/21/24
DTD 03/22/23 FC 03/21/24
CUSIP 75524KQH0
Acquired 03/15/23 S nc 0.37 250,000 100.00 250,000.00 99.9110 249,777.50 -222.50 3,666.44 13,250 5.30

OCEANFIRST BANK NA CD
TOMS RIVER NJ ACT/365

FDIC INSD
CPN 5.150% DUE 03/21/24
DTD 03/22/23 FC 03/21/24
CUSIP 67523TCE1
Acquired 03/15/23 S nc 0.37 250,000 100.00 250,000.00 99.8060 249,515.00 -485.00 3,562.67 12,875 5.16

RENASANT BK TUPELO MS CD
TUPELO MS ACT/365

FDIC INSD
CPN 5.300% DUE 03/21/24
DTD 03/22/23 FC 03/21/24
CUSIP 759701BH7
Acquired 03/15/23 S nc 0.37 250,000 100.00 250,000.00 99.9110 249,777.50 -222.50 3,666.44 13,250 5.30

CHARLES SCHWAB BK SSB CD
RENO NV ACT/365

FDIC INSD
CPN 5.350% DUE 03/22/24
DTD 03/17/23 FC 09/17/23
CUSIP 15987UAU2
Acquired 03/15/23 S 0.37 250,000 100.00 250,000.00 99.7800 249,450.00 -550.00 3,884.24 13,375 5.36 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

ASSOCIATED BK GREEN B CD
STEVENS POINT WI ACT/365

FDIC INSD
CPN 5.150% DUE 05/21/24
DTD 05/22/23 FC 05/21/24
CUSIP 045491NU7
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.7340 249,335.00 -665.00 1,410.96 12,875 5.16

GOLDMAN SACHS BK USA CD
NEW YORK NY ACT/365

FDIC INSD
CPN 5.000% DUE 05/22/24
DTD 05/24/23 FC 05/22/24
CUSIP 38150VHQ5
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.6040 249,010.00 -990.00 1,301.37 12,500 5.01

AMERICAN EXPR NATL BK CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 5.100% DUE 05/23/24
DTD 05/24/23 FC 05/23/24
CUSIP 02589AET5
Acquired 05/18/23 S nc 0.07 50,000 100.00 50,000.00 99.6880 49,844.00 -156.00 265.48 2,550 5.11

BANK OF AMERICA NA CD
CHARLOTTE NC ACT/365

FDIC INSD
CPN 5.150% DUE 05/23/24
DTD 05/24/23 FC 05/23/24
CUSIP 06051VT89
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.7320 249,330.00 -670.00 1,340.41 12,875 5.16

US BANK NATL ASSOC CD
MINNEAPOLIS MN ACT/365

FDIC INSD
CPN 5.100% DUE 05/23/24
DTD 05/24/23 FC 05/23/24
CUSIP 90354KBV9
Acquired 05/18/23 S nc 0.37 250,000 100.00 250,000.00 99.6880 249,220.00 -780.00 1,327.40 12,750 5.11 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

CAPITAL ONE NA CD
MCLEAN VA ACT/365

FDIC INSURED
CPN 2.500% DUE 06/19/24
DTD 06/19/19 FC 12/19/19
CUSIP 14042RLZ2
Acquired 06/18/19 L 0.36 250,000 100.00 250,001.43 97.2100 243,025.00 -6,976.43 205.48 6,250 2.57 100.00 250,007.00

FULTON BANK CD
WILLIAMSPORT PA ACT/365

FDIC INSD
CPN 5.350% DUE 06/24/24
DTD 03/22/23 FC 09/22/23
CUSIP 359899AN1
Acquired 03/14/23 S 0.37 250,000 100.00 250,000.00 99.8790 249,697.50 -302.50 3,701.02 13,375 5.35

COMENITY CAPITAL BANK CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 2.500% DUE 06/27/24
DTD 06/27/19 FC 07/27/19
CUSIP 20033AZ58
Acquired 06/18/19 L 0.18 125,000 100.00 125,000.00 97.1310 121,413.75 -3,586.25 34.25 3,125 2.57

CUSTOMERS BANK CD
WEST READING PA ACT/365

FDIC INSD
CPN 4.700% DUE 08/16/24
DTD 02/16/23 FC 08/16/23
CUSIP 23204HNC8
Acquired 02/09/23 S 0.37 250,000 100.00 250,000.00 99.1550 247,887.50 -2,112.50 4,345.89 11,750 4.74

COMERICA BANK TEXAS CD
DALLAS TX ACT/365

FDIC INSD
CPN 5.250% DUE 09/30/24
DTD 03/30/23 FC 09/30/23
CUSIP 200339FB0
Acquired 03/20/23 S 0.37 250,000 100.00 250,000.00 99.7300 249,325.00 -675.00 3,344.18 13,125 5.26 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

BANK HAPOALIM BM NY CD
NEW YORK NY ACT/365

FDIC INSD
CPN 5.050% DUE 11/26/24
DTD 05/26/23 FC 11/26/23
CUSIP 06251A5N6
Acquired 05/18/23 S 0.37 250,000 100.00 250,000.00 99.4460 248,615.00 -1,385.00 1,245.21 12,625 5.07

MANUF & TRADERS TR CO CD
BUFFALO NY ACT/365

FDIC INSD
CPN 4.900% DUE 12/09/24
DTD 12/07/22 FC 06/07/23
CUSIP 564759RJ9
Acquired 11/28/22 S 0.37 250,000 100.00 250,000.00 99.2320 248,080.00 -1,920.00 805.48 12,250 4.93

AMERICAN EXPR NATL BK CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 2.050% DUE 03/24/25
DTD 03/23/22 FC 09/23/22
CUSIP 02589ABV3
Acquired 03/17/22 L 0.28 200,000 100.00 200,000.00 94.4480 188,896.00 -11,104.00 1,123.29 4,100 2.17

ALLY BANK CD
BENSALEM PA ACT/365

FDIC INSD
CPN 5.250% DUE 03/24/25
DTD 03/23/23 FC 09/23/23
CUSIP 02007GM34
Acquired 03/14/23 S 0.37 250,000 100.00 250,000.00 99.6840 249,210.00 -790.00 3,595.89 13,125 5.26

WELLS FARGO BANK NA CD
SIOUX FALLS SD ACT/365

FDIC INSD
CPN 4.900% DUE 05/23/25
DTD 05/23/23 FC 06/23/23
CUSIP 949764CT9
Acquired 05/18/23 S 0.37 250,000 100.00 250,000.00 99.0520 247,630.00 -2,370.00 268.49 12,250 4.94 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

BMO HARRIS BANK NA CD
CHICAGO IL ACT/365

FDIC INSD
CPN 4.850% DUE 05/27/25
DTD 05/24/23 FC 11/24/23
CUSIP 05600XQK9
Acquired 05/18/23 S 0.37 250,000 100.00 250,000.00 98.9590 247,397.50 -2,602.50 1,262.33 12,125 4.90

BMW BK N AMERICA CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 5.100% DUE 09/17/25
DTD 03/17/23 FC 09/17/23
CUSIP 05580AX58
Acquired 03/14/23 S 0.37 250,000 100.00 250,000.00 99.3390 248,347.50 -1,652.50 3,702.74 12,750 5.13

STATE BANK OF INDIA CD
NEW YORK NY ACT/365

FDIC INSD
CPN 4.950% DUE 12/02/25
DTD 12/02/22 FC 06/02/23
CUSIP 856285V81
Acquired 11/28/22 S 0.37 250,000 100.00 250,000.00 98.9570 247,392.50 -2,607.50 983.22 12,375 5.00

COMENITY BANK CD
WILMINGTON DE ACT/365

JUMBO CD FDIC INSURED
CPN 2.000% DUE 03/18/26
DTD 03/18/22 FC 04/18/22
CUSIP 99000QQW7
Acquired 03/15/22 L 0.27 200,000 100.00 200,000.00 92.4985 184,997.00 -15,003.00 142.47 4,000 2.16

SYNCHRONY BANK CD
DRAPER UT ACT/365

FDIC INSD
CPN 5.000% DUE 03/24/26
DTD 03/24/23 FC 09/24/23
CUSIP 87165HX21
Acquired 03/14/23 S 0.37 250,000 100.00 250,000.00 98.9710 247,427.50 -2,572.50 3,390.41 12,500 5.05 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

TEXAS EXCHANGE BK SSB CD
CROWLEY TX ACT/365

CALLABLE FDIC INSD
CPN 1.100% DUE 10/29/26
DTD 10/29/21 FC 11/29/21
CALL 07/29/23 @ 100.000
CUSIP 88241TMC1
Acquired 10/22/21 L 0.32 250,000 100.00 250,000.00 86.9920 217,480.00 -32,520.00 15.06 2,750 1.26

DISCOVER BANK CD
GREENWOOD DE ACT/365

FDIC INSD
CPN 4.950% DUE 11/16/26
DTD 11/15/22 FC 05/15/23
CUSIP 254673Z66
Acquired 11/09/22 S 0.29 200,000 100.00 200,000.00 98.7090 197,418.00 -2,582.00 1,274.79 9,900 5.01

UBS BANK USA CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 1.150% DUE 12/08/26
DTD 12/08/21 FC 01/08/22
CUSIP 90348JX96
Acquired 11/30/21 L 0.32 250,000 100.00 250,000.00 86.7910 216,977.50 -33,022.50 181.17 2,875 1.32 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Fixed Income Securities
Certificates of Deposit continued

ESTIMATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ACCRUED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INTEREST INCOME YIELD (%)

CELTIC BANK CD
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 2.000% DUE 12/27/27
DTD 12/27/19 FC 01/27/20
CUSIP 15118RTH0
Acquired 12/09/19 L 0.32 250,000 100.00 250,000.00 86.8520 217,130.00 -32,870.00 54.80 5,000 2.30 Total Certificates of Deposit 15.34 10,525,000 $10,525,001.4 $10,357,533.75 -$167,467.68 $83,766.30 $484,425 4.68 3 $10,525,007.0
0 Total Fixed Income Securities 93.23 $63,581,494.5 $62,962,181.88 -$619,312.62 $301,146.02 $1,230,218 1.95 0 $63,581,500.0
7 nc Cost information for this tax lot is not covered by IRS reporting requirements. Unless indicated, cost for all other lots will be reported to the IRS.

Mutual Funds
If a portion of your fund position was converted, the 'Client Investment' value may include reinvestments from previously held positions.

Open End Mutual Funds
Open End Mutual Fund shares are priced at net asset value. Estimated Annual Income and Yield refer to Dividends and Interest Income only, and typically do not reflect Total return.

EST MATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INCOME YIELD (%)

FIDELITY FUNDS

FIDELITY TREASURY ONLY

PORT INSTL CLASS SHS
FRSXX
On Reinvestment
Acquired 03/17/23 S nc 4,510,522.44000 1.00 4,510,522.44 4,510,522.44 0.00 Reinvestments S nc 39,598.05000 1.00 39,598.05 39,598.05 0.00 Total 6.74 4,550,120.49000 $1.00 $4,550,120.49 1.0000 $4,550,120.49 $0.00 $200,205 4.40 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Mutual Funds
Open End Mutual Funds continued

EST MATED
% OF ADJ PRICE/ ADJ COST/ CURRENT CURRENT UNREALIZED ANNUAL ANNUAL DESCRIPTION ACCOUNT QUANTITY ORIG PRICE ORIG COST PRICE MARKET VALUE GAIN/LOSS INCOME YIELD (%) Client Investment (Excluding Reinvestments) $4,510,522.44 Gain/Loss on Client Investment (Including Reinvestments) $39,598.05 Total Open End Mutual Funds 6.74 $4,550,120.49 $4,550,120.49 $0.00 $200,205 4.40 Total Mutual Funds 6.74 $4,550,120.49 $4,550,120.49 $0.00 $200,205 4.40 nc Cost information for this tax lot is not covered by IRS reporting requirements. Unless indicated, cost for all other lots will be reported to the IRS.

Activity detail
Income and distributions

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/01 Cash DIVIDEND FIDELITY FUNDS 16,606.00

FIDELITY TREASURY ONLY

PORT INSTL CLASS SHS
053123 4,533,514.49000
AS OF 5/31/23
06/02 Cash INTEREST STATE BANK OF INDIA CD 6,170.55
NEW YORK NY ACT/365

FDIC INSD
CPN 4.950% DUE 12/02/25
DTD 12/02/22 FC 06/02/23
060223 250,000
CUSIP 856285V81
06/06 Cash INTEREST MORGAN STANLEY PVT BK CD 4,425.34
PURCHASE NY ACT/365

FDIC INSD
CPN 3.550% DUE 12/06/23
DTD 12/06/18 FC 06/06/19
060623 250,000
CUSIP 61760ASZ3
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Activity detail continued
Income and distributions

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/07 Cash INTEREST MANUF & TRADERS TR CO CD 6,108.22
BUFFALO NY ACT/365

FDIC INSD
CPN 4.900% DUE 12/09/24
DTD 12/07/22 FC 06/07/23
060723 250,000
CUSIP 564759RJ9
06/08 Cash INTEREST UBS BANK USA CD 244.18
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 1.150% DUE 12/08/26
DTD 12/08/21 FC 01/08/22
060823 250,000
CUSIP 90348JX96
06/20 Cash INTEREST CAPITAL ONE NA CD 3,116.44
MCLEAN VA ACT/365

FDIC INSURED
CPN 2.500% DUE 06/19/24
DTD 06/19/19 FC 12/19/19
061923 250,000
AS OF 6/19/23
CUSIP 14042RLZ2
06/20 Cash INTEREST NEXBANK SSB CD 3,082.19
DALLAS TX ACT/365

FDIC INSD
CPN 5.000% DUE 06/20/23
DTD 03/22/23 FC 06/20/23
062023 250,000
CUSIP 653344BX8
06/20 Cash INTEREST COMENITY BANK CD 339.73
WILMINGTON DE ACT/365

JUMBO CD FDIC INSURED
CPN 2.000% DUE 03/18/26
DTD 03/18/22 FC 04/18/22
061823 200,000
AS OF 6/18/23
CUSIP 99000QQW7
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Activity detail continued
Income and distributions

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/22 Cash INTEREST BANK OZK CD 1,061.64
LITTLE ROCK AR ACT/365

FDIC INSD
CPN 5.000% DUE 01/22/24
DTD 05/22/23 FC 06/22/23
062223 250,000
CUSIP 06418CHC3
06/23 Cash INTEREST WELLS FARGO BANK NA CD 1,040.41
SIOUX FALLS SD ACT/365

FDIC INSD
CPN 4.900% DUE 05/23/25
DTD 05/23/23 FC 06/23/23
062323 250,000
CUSIP 949764CT9
06/27 Cash INTEREST CELTIC BANK CD 424.66
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 2.000% DUE 12/27/27
DTD 12/27/19 FC 01/27/20
062723 250,000
CUSIP 15118RTH0
06/27 Cash INTEREST COMENITY CAPITAL BANK CD 265.41
SALT LAKE CTY UT ACT/365

FDIC INSD
CPN 2.500% DUE 06/27/24
DTD 06/27/19 FC 07/27/19
062723 125,000
CUSIP 20033AZ58
06/29 Cash INTEREST TEXAS EXCHANGE BK SSB CD 233.56
CROWLEY TX ACT/365

CALLABLE FDIC INSD
CPN 1.100% DUE 10/29/26
DTD 10/29/21 FC 11/29/21
062923 250,000
CUSIP 88241TMC1
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Activity detail continued
Income and distributions

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/30 Cash DIVIDEND ALLSPRING 1,022.14

GOVERNMENT MONEY MARKET

SWEEP CLASS
063023 22,294
Total Income and distributions: $44,140.47
Securities sold and redeemed

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/20 Cash REDEMPTION -4,000,000.00000 US TREASURY 4,000,000.00 BILL
DUE 06/20/23
DTD 02/21/23
CUSIP 912797FP7
06/20 Cash REDEMPTION -250,000.00000 NEXBANK SSB CD 250,000.00 DALLAS TX ACT/365

FDIC INSD
CPN 5.000% DUE 06/20/23
DTD 03/22/23 FC 06/20/23
CUSIP 653344BX8
Total Securities sold and redeemed: $4,250,000.00
Electronic funds transfer

DATE ACCOUNT TYPE TRANSACTION DESCRIPTION AMOUNT
06/29 Cash WIRE TRANSFER INCOMING WIRE 10,000,000.00

CITY OF MALIBU
Total Electronic funds transfer: $10,000,000.00
Securities purchased

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/01 Cash REINVEST DIV 16,606.00000 FIDELITY FUNDS -16,606.00

FIDELITY TREASURY ONLY

PORT INSTL CLASS SHS
REINVEST AT 1.000
06/21 Cash PURCHASE 4,422,000.00000 US TREASURY 98.5394 -4,357,419.53 ACCRUED INT NOTES -42,662.53
CPN 2.750% DUE 02/15/24
DTD 02/15/14 FC 08/15/14
CUSIP 912828B66
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Activity detail continued
Securities purchased

DATE ACCOUNT TYPE TRANSACTION QUANTITY DESCRIPTION PRICE AMOUNT 06/29 Cash PURCHASE 5,077,000.00000 US TREASURY 98.4935 -5,000,526.21 BILL
DUE 10/17/23
DTD 06/20/23
CUSIP 912797HB6
06/29 Cash PURCHASE 5,076,000.00000 US TREASURY 98.4935 -4,999,541.27 BILL
DUE 10/17/23
DTD 06/20/23
CUSIP 912797HB6
Total Securities purchased: -$14,416,755.54
Cash sweep activity
Our Cash Sweep program allows you to earn a return on the idle cash balances in your account by automatically investing such balances into one of our cash sweep options. These 'sweep transactions' may represent a net amount for the day and occur on settlement date. The following section displays transfers into and out of your sweep option. Transactions displayed here are Transfer To, Transfer From and Reinvested Dividends and Interest. These transaction amounts are not included in your cash flow summary.

DATE TRANSACTION DESCRIPTION AMOUNT DATE TRANSACTION DESCRIPTION AMOUNT 06/01 BEGINNING BALANCE 395,931.99 06/22 TRANSFER FROM ALLSPRING -4,400,082.06

GOVERNMENT MONEY MARKET
06/02 TRANSFER FROM ALLSPRING -250,000.00 06/23 TRANSFER TO ALLSPRING 1,061.64

GOVERNMENT MONEY MARKET GOVERNMENT MONEY MARKET
06/05 TRANSFER TO ALLSPRING 6,170.55 06/26 TRANSFER TO ALLSPRING 1,040.41

GOVERNMENT MONEY MARKET GOVERNMENT MONEY MARKET
06/07 TRANSFER TO ALLSPRING 4,425.34 06/28 TRANSFER TO ALLSPRING 690.07

GOVERNMENT MONEY MARKET GOVERNMENT MONEY MARKET
06/08 TRANSFER TO ALLSPRING 6,108.22 06/30 REINVEST DIV ALLSPRING 1,022.14

GOVERNMENT MONEY MARKET GOVERNMENT MONEY MARKET
06/09 TRANSFER TO ALLSPRING 244.18 06/30 TRANSFER TO ALLSPRING 166.08

GOVERNMENT MONEY MARKET GOVERNMENT MONEY MARKET
06/21 TRANSFER TO ALLSPRING 4,256,538.36 06/30 ENDING BALANCE 23,316.92

GOVERNMENT MONEY MARKET
072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Bank Deposits Through Teller June 1 - June 30
Wells Fargo Bank, N.A. (Member FDIC) Questions? Call us at 1-800-266-6263 Deposits made in a bank branch on the last business day of the month will typically appear on your next statement.

DATE TRANSACTION DESCRIPTION AMOUNT BANK BALANCE
06/01 BEGINNING BALANCE $0.00
06/30 ENDING BALANCE $0.00
Specific instructions and disclosures
Available funds
"Available for loan" reflects the approximate amount available as of the statement period ending date and should be reduced by any pending checks and Visa charges not yet cleared. This amount is the approximate amount available for withdrawal and loans. A margin loan is a variable rate loan secured by your account.

Income on non-reportable accounts
Your income summary is categorized into taxable and tax-exempt income based upon the securities that you hold. Please be aware that, since this is a 1099 non-reportable account, this income will NOT be reported to the IRS, but is being provided to you for informational purposes only.

Callable Securities
Securities that are subject to a partial call will be selected by an impartial lottery process in which the probability of your securities being selected for redemption is proportional to the holdings of all shareholders of such securities held in street name. If a security is called prior to maturity it may affect the yield you receive. Additional information is available at www.wellsfargoadvisors.com under Legal Disclosures or the written procedures are available upon request. 072 ANCA ANC9

CITY OF MALIBU

RUTH QUINTO
JUNE 1, 2023 - JUNE 30, 2023
Cost basis - To add or update information or modify your reporting options, please contact Your Financial Advisor.

This statement presents estimated unrealized or realized gains or losses for your information only. If acquisition or other information is not available, the gain/loss information may not be displayed and section and summary totals may not reflect your complete portfolio. Cost basis information is not verified by WFCS or Wells Fargo Advisors Financial Network and should not be relied upon for legal or tax purposes. Revisions to this information (due to corporate mergers, tenders and other reorganizations) may be required from time to time.

Cost basis for factored bonds (GNMA, CMO, etc.) will be adjusted for paydown of principal. Systematic investments in mutual funds and reinvested dividends for mutual funds and stocks have been consolidated for each position. Unit cost data for systematic investments and dividend reinvestment securities is provided for informational purposes only and is a non-weighted average.

Your account statement should not be used for tax preparation without assistance from your tax consultant. We do not report capital gains or losses for non-covered securities to he IRS.

Cost basis options
Unless specific tax lots are selected at trade time, sales of tax lots will occur using the cost basis election reflected in the Account profile section.

Estimated accrued interest on Fixed Income securities
Estimated accrued interest is included in the Portfolio summary as a convenience to you and represents the estimated portion of he interest that would be received upon the sale of he Fixed Income posi ions in your account, calculated from the date of the last coupon (or dated date) through the date of the account statement, based upon information provided by the issuer. This is not a guarantee that this amount will be realized in your account. Actual income will be based upon the payout schedule of the securities held in your account. If you own a Foreign Fixed Income security, and it is denominated in a foreign currency, the Estimated accrued interest will not be accurate. 072 ANCA ANC9
Attachment #2

Agenda Item # 3.B.11.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Kelsey Pettijohn, City Clerk
Reviewed by: Patrick Donegan, Assistant City Attorney
Approved by: Steve McClary, City Manager
Date prepared: August 24, 2023 Meeting date: August 28, 2023 Subject: Resolution Ratifying the Director of Emergency Services’ Proclamation of Existence of a Local Emergency – Tropical Storm Hilary
RECOMMENDED ACTION: Adopt Resolution No. 23-42 ratifying the proclamation of existence of a local emergency by the Director of Emergency Services.

FISCAL IMPACT: There is no fiscal impact with the recommended action. The existence of the local emergency will help qualify the City for the possibility of reimbursement for disaster response expenditures.

WORK PLAN: This item was not included in the Adopted Work Plan for FY 2022-2023.

This project is part of normal staff operations. Staff continue to work on ongoing projects and normal business while the FY 2023-24 Work Plan is finalized.

DISCUSSION: The City has an emergency plan, including an emergency services organization that is activated in the event of emergency to coordinate functions of the City with all other public agencies, organizations and those people affected by the disaster. Title 2, Chapter 2.52 of the Malibu Municipal Code empowers the Director of Emergency Services to proclaim the existence of a local emergency when the City is affected by a public calamity and the City Council is not in session. The Director’s declaration is subject to City Council ratification within seven days.

An emergency exists when conditions are beyond the control of the services, personnel, equipment, and facilities of this City. The declaration is an acknowledgement of the need for the combined forces of other political subdivisions to combat.

City Council Meeting
08-28-23
Item

3.B.11.

Agenda Item # 3.B.11.

On August 20, 2023, Tropical Storm Hilary arrived in Malibu and delivered more than 4 inches of rain in many areas of the City. The storm consisted of periods of heavy rainfall, producing mud and debris that fell within the City streets, creating unsafe conditions for passage; and the sustained high winds and wind gusts caused damage to street signs citywide. Public Works crews worked throughout the day and night monitoring City streets, inspecting and clearing City storm drains, and clearing significant storm related debris including rocks, mud, sediment, and downed trees and branches.

On August 19, 2023, California Governor Gavin Newsom declared a State of Emergency as a result of Tropical Storm Hilary.

On August 24, 2023, the Director of Emergency Services (City Manager) proclaimed the existence of a local emergency, which proclamation will expire August 31, 2023 unless ratified by the City Council.

Before the City Council today is a resolution ratifying the Director’s declaration and proclaiming a state of local emergency. If adopted, the City Council will review, and as needed renew, this action at least every 60 days. The declaration will enable City staff to take actions to respond to the conditions created by the winter storms and will assist residents and the City in obtaining aid and other assistance.

ATTACHMENTS:

1. Resolution No. 23-42

2. Proclamation of Existence of a Local Emergency
Attachment 1
RESOLUTION NO. 23-42

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU

CONFIRMING EXISTENCE OF A LOCAL EMERGENCY, AND RATIFYING

THE PROCLAMATION OF LOCAL EMERGENCY BY THE DIRECTOR OF

EMERGENCY SERVICES
The City Council of the City of Malibu does hereby find, order and resolve as follows:

SECTION 1. Recitals.

A. Title 2, Chapter 2.52 of the Malibu Municipal Code designates the City Manager as the Director of Emergency Services and empowers him to proclaim the existence or threatened existence of a local emergency if the City Council is not in session, subject to ratification by the City Council within seven days, when the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within the City exist which are likely to be beyond the control of the services, personnel, equipment, and facilities of this City, requiring the combined forces of other political subdivisions to combat.

B. On August 20, 2023, Tropical Storm Hilary arrived in Malibu and delivered more than 4 inches of rain in many areas of the City. The storm consisted of periods of heavy rainfall, producing mud and debris that fell within the City streets, creating unsafe conditions for passage; and the sustained high winds and wind gusts caused damage to street signs citywide. Public Works crews worked throughout the day and night monitoring City streets, inspecting and clearing City storm drains, and clearing significant storm related debris including rocks, mud, sediment, and downed trees and branches.

C. On August 19, 2023, California Governor Gavin Newsom declared a State of Emergency as a result of Tropical Storm Hilary.

D. The Director of Emergency Services of the City proclaimed the existence of a local emergency on August 24, 2023, which proclamation will expire August 31, 2023 unless ratified by the City Council.

E. Additional repairs and debris clearance will be necessary in the weeks to come to alleviate the present conditions of disaster or extreme peril to the safety of persons and property.

F. Under Government Code section 8630(b), a proclamation of local emergency must be ratified by the City Council within seven (7) days to remain in effect; G. Government Code section 8630 generally requires the City Council to review the need for continuing the local emergency at least every sixty (60) days; and H. The City Council desires to declare a local emergency and ratify the proclamation of local emergency by the City Manager
Resolution No. 23-42

_____________________
SECTION 2. The Proclamation of Existence of a Local Emergency issued by the Director of Emergency Services is hereby ratified.

SECTION 3. It is hereby proclaimed that a local emergency now exists throughout the City. It is further proclaimed and ordered that during the existence of this local emergency the powers, functions, and duties of the Director of Emergency Services and the emergency organization of this City shall be those prescribed by State law and by the ordinances and resolutions of this City.

SECTION 4. The local emergency shall be deemed to continue and exist until its termination is proclaimed by the City Council. As required by law, the City Council shall review the need to continue the state of emergency every 60 days until this resolution is terminated.

SECTION 5. 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 28th day of August 2023. _____________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
_________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
_________________________________
TREVOR RUSIN, Interim City Attorney
City of Malibu
23825 Smarr Ranch Road Malibu, California 90265-4861
Phone (310) 456-2489 Fax (3 10) 456-3356 www.malibucity.org

PROCLAMATION OF EXISTENCE OF A LOCAL EMERGENCY
(by the Director of Emergency Services)

AN EXECUTIVE ORDER OF THE DIRECTOR OF EMERGENCY SERVICES

OF THE CITY OF MALIBU DECLARJNG THE EXISTENCE OF A LOCAL

EMERGENCY
WHEREAS, the California Emergency Services Act, Government Code sections 8550, et seq., authorizes the proclamation of a toe.al emergency when conditions of disaster or extreme peril to the safety of persons and property within the territorial limits of a city exist; and WHEREAS, Tille 2, Chapter 2.52 of the City of Malibu's Municipal Code designates the City Manager as the Director of Emergency Services and empowers l1im lo proclaim the existence, or threatened existence, of a local emergency when such conditions ex isl and the City c~uncil is not in session; and
WHEREAS, the Director of Emergency Services of the City of Malibu does hereby find as follows:

That conditions of disaster and extreme peril to the safety of persons and property have arisen within the City as a result of Tropical Storm Hilary, which arrived in Malibu on August 20, 2023;
The storm delivered more than 4 inches of rain in many areas of the City, and consisted of periods of heavy rainfall, producing mud and debris that fell within the City streets, creating unsafe c-0nditions for passage;
That sustained high winds and wind gusts caused damage to street signs citywide; That Public Works crews worked throughout the day and night monitoring City streets, inspecting and clearing City storm drains, and clearing significant storm related debris including rocks, mud, sediment, and downed trees and branches; That additional repairs and debris clearance will be necessary in the weeks to come to alleviate the present conditions of disaster or extreme peril to the safety of persons and property as defined in MMC 2.52.020 and Government Code section 8558(c)(l); That the City Council of the City of Malibu is not in session; and 65273.00001\4-09655 JS. I Attachment 2
That these conditions warrant and neces�itate that the City of Malibu dee are the existettce of a local emergency ..

OW. THE .. ·ORE. I I HERE
exist· thmughout the City� and
PR0CLA1 that a local •emergency now
B 1T Fl 'fHER PRO . AI . i D that this proclamatio 1 �hall be i 1 effect for a period of eve 1 days by which. r me il must be ratified by the City Counci] pur uant to Government Code section 8630· and
IT IS ~THER PROCLAThfED AND ORD RED that during the e istence of aid local emergency the powers, function:·, and dutie' of the emerg ncy organi.zalion of thi City hall be those pre cribed by tate law, by ordinance , and resolution of thi city, and by the Cily of Malibu mergency Operations Plan, a approved by the City CouncH on ebruary 25, 2019.

ADOPTED thi 24
1h day of ugust 2023.

ATIE T:
)i,t/ !-�If;,
Kd ey Pettijolm, -City Clerk
(seal)
By:

ITY OF tvtALIB , CALlF0
S
��
te e McClary, Ctty anager
Di.rector of ,. mergency Service
This proclamation has been i. ued in accordance ith applicab] Ia i in effect and c.arries t force of law un:til August 31, 2023, on which date it expire unl , , the declaration of local emergency i ratified by tbe ity CouncH within 7 days oftht date.

TO FORM:
istant City Attorne�
6527:l.OOOOJ\40966515.l

Agenda Item # 4.A.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Richard Mollica, Planning Director
Approved by: Steve McClary, City Manager
Date prepared: August 18, 2023 Meeting date: August 28, 2023 Subject: Update Regarding Zoning Map Amendment No. 17-002 and Zoning Text Amendment No. 20-001 (Sea View Hotel Project)
RECOMMENDED ACTION: 1) After the City Attorney reads the title of the ordinance, introduce on first reading Ordinance No. 509 (Attachment 1), an ordinance of the City of Malibu amending Zoning Map Amendment (ZMA) No. 17-002 and Zoning Text Amendment (ZTA) No. 20-001 to effectuate previous amendments made to Local Coastal Program Amendment (LCPA) No. 16-006 for the Sea View Hotel Project as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the California Coastal Commission (CCC) on February 8, 2023 to rezone and change the land use designation of the properties located at 22741 and 22729 Pacific Coast Highway from Community Commercial (CC) to Commercial Visitor Serving-2 (CV-2), a new Seaview Hotel Overlay District with associated development standards, including a proposed floor area ratio of

0.52 for the public benefits provided by the project (the amendments to the ZMA and ZTA are corollary to LCPA and will not be effective until the LCPA is certified by the CCC), and finding the action to require no further environmental review and/or to be exempt from such review under the California Environmental Quality Act (CEQA); and 2) Direct staff to schedule a second reading and adoption of Ordinance No. 509 for the September 11, 2023 Regular City Council meeting.

FISCAL IMPACT: As described in the Council’s September 13, 2021, staff report, the applicant for ZMA No. 17-002, ZTA No. 20-001, LCPA No. 16-006 and associated Coastal Development Permit (CDP) No. 17-086 would contribute a fee of $110,000, in-lieu of providing six lower cost overnight visitor accommodations. The City would be able to transfer these funds to a public agency, nonprofit organization, or private entity after entering a Memorandum of Understanding or other contractual agreement that requires use of the funds for construction of lower cost overnight visitor accommodations in the Malibu/Santa Monica Mountains coastal zone area of Los Angeles County or Ventura City Council Meeting
08-28-23
Item

4.A.

Agenda Item # 4.A.

County and which requires that the accommodations remain lower cost. However, the transfer of funds is not required, and the funds could be deposited into the General Fund Undesignated Reserve. In addition to the ZMA, ZTA, LCPA and CDP, associated Development Agreement (DA) No. 21-001 stipulated that the applicant would also contribute $800,000 to the City for public benefits at the time the construction permits are issued for the associated project. Pursuant to General Plan Section 1.5.0, public benefits shall include physical improvements dedicated and reserved for public use, including, but not limited to, open space, wetlands, trails and walkways, parks, athletic fields, and civic or public buildings (such as senior centers, youth facilities, city hall, etc.). These funds would total $910,000 and must be deposited into a General Fund Designated Reserve for a public benefit purpose. In 2021, the applicant forecasted that the project would generate over $1.0 million in Transient Occupancy Tax (TOT) revenue annually; however, this projection was not confirmed by staff at the time as nightly room rates or the occupancy projections were unknown.

The CCC’s actions on February 8, 2023, modified the LCPA and included additional financial contributions associated with the project. CCC Modification No. 3 to the LCPA included an $800,000 fee to be paid by agreement between the CCC and the applicant to fund new lower cost overnight visitor accommodations elsewhere in the Malibu/Santa Monica Mountains coastal zone. The CCC described that the payment could be directed toward a public project to implement affordable visitor-serving accommodations in the area. In addition, the CCC described a commitment made by the applicant to provide $250,000 to a nonprofit organization that provides free surf lessons and transportation to beaches in the Malibu area for children in underserved communities in the general Los Angeles area. These additional fees totaling $1,050,000 would be submitted directly to the CCC and Los Courage Camps per the CCC’s proposed modifications.

In total, the applicant will be contributing $1,960,000.

WORK PLAN: This item was not included in the Work Plan for Fiscal Year 2022-2023.

BACKGROUND: On June 12, 2023, the Council discussed the CCC’s suggested modifications to LCPA No. 16-006 and directed staff to bring an amended LCPA back at the June 26, 2023 regular City Council meeting with an ordinance to allow the Council the ability to consider accepting the amended LCPA. On July 10, 2023, the City Council adopted Ordinance No. 508 to amend LCPA No. 16-006 pursuant to the conditional certification action taken by the CCC on February 8, 2023. Further discussion on LCPA processing and coordination with CCC staff is provided in the Council’s June 26, 2023 staff report: https://www.malibucity.org/AgendaCenter/ViewFile/Item/6163?fileID=50225.

As the amendments to the ZMA and ZTA are corollary to the amended LCPA, Ordinance No. 509 would provide consistency between Malibu Municipal Code (MMC) Title 17 (Zoning) and the LCP Local Implementation Plan (LIP), recently amended by Ordinance

Agenda Item # 4.A.

No. 508. For actions involving amendments to the LCP and MMC, typically this is accomplished by one ordinance. However, following Council’s direction on June 12, 2023, to bring back the amended LCPA at its June 26, 2023, meeting, staff was unable to meet the MMC’s 21-day noticing requirements. Therefore, staff is presenting to the City Council the ZMA and ZTA to request Council’s adoption by ordinance. The subject ordinance completes the City’s legislative changes associated with the Sea View Hotel Project. The ZMA and ZTA will not be effective until the LCPA is certified by the CCC.

Attachment 1 includes a draft ordinance amending the ZMA and ZTA corollary with the amended LCPA adopted by the Council via Ordinance No. 508. An analysis of the modifications adopted by the Council and CCC is contained in the April 24, 2023 staff report: https://www.malibucity.org/AgendaCenter/ViewFile/Item/6053?fileID=45845.

Included for the Council’s benefit is a redline version of the City’s ZTA (Attachment 2).

ENVIRONMENTAL IMPACT: Pursuant to the authority and criteria contained in CEQA, the City has analyzed the amended ZMA and ZTA herein and makes the following findings.

Pursuant to Public Resources Code Section 21080.9, CEQA does not apply to activities and approvals by the Council as necessary for the preparation and adoption of an LCPA.

The proposed Council action is to adopt corollary amendments to MMC Title 17 (Zoning) to effectuate previous amendments made to LCPA No. 16-006 as adopted by Ordinance No. 491 on September 13, 2021, and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023 (CCC LCPA No. LCP-4-MAL-21-0073-2).

Further, the proposed Council action, including without limitation, direction to prepare an Ordinance were adequately covered in Initial Study (IS) No. 21-001 and Mitigated Negative Declaration (MND) No. 21-001 for the Sea View Hotel (SCH #2012041087), adopted by the City Council on September 13, 2021 (Resolution No. 21-45). The proposed Council action is not a separate “project” for CEQA purposes but rather a subsequent discretionary action related to a previously approved project (CEQA Guidelines § 15378(c)). Additionally, pursuant to CEQA Guidelines Section 15162, and based on the review of the entire record, including without limitation, the IS/MND, the City finds that the proposed action does not require further environmental review as: 1) no substantial changes are proposed to the project and no substantial changes have occurred that require major revisions to the IS/MND due to the involvement of new significant environmental effects or an increase in severity of previously identified significant effects; and 2) no new information of substantial importance has come to light that shows the project will have one or more significant effects not discussed in the IS/MND. Pursuant to CEQA Guidelines §15162(b), the City finds and recommends that no further analysis or environmental documentation is necessary. Accordingly, the proposed Council action is merely a step toward furtherance of the original project for which environmental review was performed, no supplemental or subsequent CEQA has been triggered, and no further environmental review is required.

Agenda Item # 4.A.

PUBLIC NOTICE: Pursuant to MMC Section 17.74.040, the minimum length of time for public notice when amending the MMC is 21 days prior to the hearing. As such, the Council will hold two public hearings on the proposed code amendment to allow adequate time for public comment. On August 3, 2023, a Notice of Public Hearing was published in a newspaper of general circulation within the City of Malibu indicating that the Council would hold a public hearing on August 28, 2023, to consider the proposed amendment (Attachment 3).

CONCLUSION: Staff recommends that the City Council introduce on first reading Ordinance No. 509 (Attachment 1), adopting ZMA No. 17-002 and ZTA No. 20-001, as amended; and 2) Direct staff to schedule the second reading and adoption of Ordinance No. 509 for the September 11, 2023, Regular City Council meeting.

If ultimately adopted by the Council, typically the proposed amendments would go into effect 30 days after a second reading by the Council. However, because the proposed amendments are corollary to LCPA No. 16-006, which is pending final certification by the CCC, the proposed amendments to the MMC will not be effective until 30 days passes or the LCPA receives final certification, whichever occurs later.

ATTACHMENTS:

1. Ordinance No. 509

2. Modifications to City ZTA (redlined version)

3. Public Hearing Notice
ATTACHMENT 1
ORDINANCE NO. 509

AN ORDINANCE OF THE CITY OF MALIBU AMENDING ZONING MAP
AMENDMENT NO. 17-002 AND ZONING TEXT AMENDMENT NO. 20-001 TO TITLE 17 (ZONING) OF THE MALIBU MUNICIPAL CODE TO

EFFECTUATE PREVIOUS AMENDMENTS MADE TO LOCAL COASTAL
PROGRAM AMENDMENT NO. 16-006 FOR THE SEA VIEW HOTEL
PROJECT AS ADOPTED BY ORDINANCE NO. 491 ON SEPTEMBER 13, 2021 AND AMENDED BY ORDINANCE NO. 508 ON JULY 10, 2023

PURSUANT TO THE CONDITIONAL CERTIFICATION ACTION TAKEN
BY THE CALIFORNIA COASTAL COMMISSION ON FEBRUARY 8, 2023

IN ORDER TO OBTAIN FINAL CERTIFICATION OF THE SUBMITTED

LOCAL COASTAL PROGRAM AMENDMENT APPLICATION TO REZONE

AND CHANGE THE LAND USE DESIGNATION OF THE SUBJECT

PROPERTIES FROM COMMUNITY COMMERCIAL TO COMMERCIAL
VISITOR SERVING-2, A NEW SEAVIEW HOTEL OVERLAY DISTRICT

WITH ASSOCIATED DEVELOPMENT STANDARDS, INCLUDING A
PROPOSED FLOOR AREA RATIO OF 0.52 FOR THE PUBLIC BENEFITS PROVIDED BY THE PROJECT (GREY GRANITE, LLC; LAS TUNAS
BEACH, LLC; AND SEA VIEW TERRACE, LLC); AND FINDING THE

ACTION TO REQUIRE NO FURTHER ENVIRONMENTAL REVIEW

AND/OR TO BE EXEMPT FROM SUCH REVIEW UNDER THE

CALIFORNIA ENVIRONMENTAL QUALITY ACT
The City Council of the City of Malibu does ordain as follows:

SECTION 1. Findings.

A. On September 13, 2021, the City Council adopted Ordinance No. 491 approving Local Coastal Program (LCP) Amendment (LCPA) No. 16-006, Zoning Map Amendment (ZMA) No. 17-002, Zoning Text Amendment (ZTA) No. 20-001, and Development Agreement No. 21- 001 to amend the LCP Land Use Map and Malibu Municipal Code (MMC) Zoning Map to revise the zoning designation from Community Commercial (CC) to Commercial Visitor Serving-2 (CV2), amend the LCP Local Implementation Plan (LIP) and MMC and to create a new Seaview Hotel Overlay District with associated development standards, including the proposed floor area ratio of

0.52 for the public benefits provided by the project for 22741 and 22729 Pacific Coast Highway (PCH).

B. On February 8, 2023, the California Coastal Commission (CCC) took action to conditionally certify the City’s LCPA for Ordinance No. 491, with amendments (CCC LCPA No.

LCP-4-MAL-21-0073-2).

C. On April 24, 2023, the City Council received a status update regarding the LCPA, reviewed the CCC’s amendments for conditional certification and considered staff’s requests to either prepare an ordinance to accept the modified LCPA or prepare a resolution to withdraw the City’s submitted LCPA with the City Council’s stated findings. The City Council took no action Ordinance No. 509

__________________
and directed staff to work with the applicant for the Seaview Hotel LCPA and the CCC to see if action could be taken that would potentially make the LCPA acceptable to the City Council.

D. On May 22, 2023, the City Council made a motion to bring back the LCPA to receive a report on the status and provide the City Council an opportunity to provide direction.

E. On June 12, 2023, the City Council received a status update regarding the LCPA and directed staff to prepare an ordinance accepting the modified LCPA.

F. On July 10, 2023, the City Council adopted Ordinance No. 508 amending LCPA No. 16-006 as adopted by Ordinance No. 491 (Exhibits A, B and C to Ordinance No. 491) pursuant to the conditional certification action taken by the CCC on February 8, 2023 in order to obtain final certification of the submitted LCPA application to amend the LCP Land Use Map to revise the zoning designation from CC to CV-2, amend the LCP Local Implementation Plan (LIP) and to create a new Sea View Hotel Overlay District with associated development standards, including the proposed floor area ratio of 0.52 for the public benefits provided by the project for 22741 and 22729 PCH.

G. On August 3, 2023, a Notice of City Council Public Hearing was published in a newspaper of general circulation within the City of Malibu indicating that the City Council would hold public hearings on August 28, 2023 to consider the proposed Ordinance amending ZMA No. 17-002 (Exhibits B and C to Ordinance No. 491) and ZTA No. 20-001 and (Exhibit D to Ordinance No. 491) to effectuate previous amendments made to LCPA No. 16-006 for the Sea View Hotel Project as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023 to rezone and change the land use designation of the properties located at 22741 and 22729 Pacific Coast Highway from CC to CV-2, a new Seaview Hotel Overlay District with associated development standards, including a proposed floor area ratio of 0.52 for the public benefits provided by the project.

H. On August 28, 2023, the City Council held a duly noticed public hearing on the proposed Ordinance amending ZMA No. 17-002 (Exhibits B and C to Ordinance No. 491) and ZTA No. 20-002 (Exhibit D to Ordinance No. 491) as adopted by Ordinance No. 491, reviewed and considered written reports, public testimony, and related information. In addition, the Council introduced on first reading and adopted the Ordinance.

I. On September 11, 2023, the City Council held a duly noticed public hearing on the proposed Ordinance amending ZMA No. 17-002 (Exhibits B and C to Ordinance No. 491) and ZTA No. 20-001 and (Exhibit D to Ordinance No. 491) as adopted by Ordinance No. 491, reviewed and considered written reports, public testimony, and related information and conducted a second reading of the Ordinance. If the City Council adopts the ZMA and ZTA as amended herein, the amendments will not be effective until LCPA No. 16-006 is certified by the CCC.

Ordinance No. 509

__________________
SECTION 2. Environmental Review.

Pursuant to the authority and criteria contained in California Environmental Quality Act (CEQA), the City Council has analyzed the amended ZMA and ZTA herein and makes the following findings. Pursuant to Public Resources Code Section 21080.9, CEQA does not apply to activities and approvals by the City Council as necessary for the preparation and adoption of an LCPA. The proposed Council action is to adopt corollary amendments to the Title 17 (Zoning) of the MMC to effectuate previous amendments made to LCPA No. 16-006 as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023 (CCC LCPA No. LCP4-MAL-21-0073-2).

Further, the City Council’s action, including without limitation, direction to prepare an Ordinance were adequately covered in Initial Study (IS) No. 21-001 and Mitigated Negative Declaration (MND) No. 21-001 for the Sea View Hotel (SCH #2012041087), adopted by the City Council on September 13, 2021 (Resolution No. 21-45). The City Council’s action is not a separate “project” for CEQA purposes but rather a subsequent discretionary action related to a previously approved project (CEQA Guidelines § 15378(c)). Additionally, pursuant to CEQA Guidelines Section 15162, and based on the review of the entire record, including without limitation, the IS/MND, the City Council finds that the proposed action does not require further environmental review as: 1) no substantial changes are proposed to the project and no substantial changes have occurred that require major revisions to the IS/MND due to the involvement of new significant environmental effects or an increase in severity of previously identified significant effects; and 2) no new information of substantial importance has come to light that shows the project will have one or more significant effects not discussed in the IS/MND. Pursuant to CEQA Guidelines §15162(b), the City Council finds and recommends that no further analysis or environmental documentation is necessary. Accordingly, the City Council’s action is merely a step toward furtherance of the original project for which environmental review was performed, no supplemental or subsequent CEQA has been triggered, and no further environmental review is required.

SECTION 3. ZMA No. 17-002 Findings.

The amendments to the MMC will effectuate previous amendments made to LCPA No. 16-006 for the Sea View Hotel Project as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023. The ZMA will allow the maps of the MMC to be amended consistent with amended LCPA No. 16-006 and is only corollary of that action. Based on evidence in the whole record, the City Council hereby finds that the proposed ZMA meets the requirements of and is in compliance with the General Plan as follows and hereby amends the Zoning Map as set forth in Exhibits A and B:

A. The ZMA is consistent with the objectives, policies and general land uses in the General Plan, as amended by the LCPA.

Ordinance No. 509

__________________
B. The ZMA will allow the MMC to be amended and be consistent with the amended LCP zoning map, and is only a corollary of that action.

C. The ZMA is necessary for the proposed LCPA and will only be approved if the LCPA is approved, and on the condition that the ZMA only take effect if the LCPA is certified by the CCC.

SECTION 4. Zoning Map Amendments.

A. That the Zoning Map (Exhibit A) be modified as follows, which amends the proposed regulations included in Ordinance No. 491 (Exhibit B to Ordinance No. 491), corollary to amendments made to LCPA No. 16-006 in Ordinance No. 508:

Depict the Sea View Hotel Overlay District site as two parcels and add corresponding addresses and assessor parcel numbers (22729 Pacific Coast Highway/APN 4452-022-010 and 22741 Pacific Coast Highway/APN 4452-022-017).

B. That the Sea View Hotel Overlay District Map (Exhibit B) be modified as follows, which amends the proposed regulations included in Ordinance No. 491 (Exhibit C to Ordinance No. 491), corollary to amendments made to LCPA No. 16-006 in Ordinance No. 508:

Depict the Sea View Hotel Overlay District site as two parcels and add corresponding addresses and assessor parcel numbers (22729 Pacific Coast Highway/APN 4452-022-010 and 22741 Pacific Coast Highway/APN 4452-022-017) to differentiate which parcels are subject to the Sea View Hotel Overlay District.

SECTION 5. ZTA 20-001 Findings.

Pursuant to MMC Section 17.74.040, the City Council hereby makes the following findings:

A. The subject ZTA is consistent with the objectives, policies, general land uses and programs specified in the General Plan. The proposed amendment serves to enhance the Malibu General Plan Mission Statement, protect public safety and preserve Malibu’s natural and cultural resources. The amendments to the MMC will effectuate previous amendments made to LCPA No. 16-006 for the Sea View Hotel Project as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023. The ZTA will allow the text of the MMC to be amended consistent with amended LCPA No. 16-006 and is only corollary of that action.

B. The City Council held a public hearing, reviewed the subject ZTA for compliance with the City General Plan and MMC and finds that the ZTA is consistent with the General Plan and MMC on the condition that the ZTA only take effect if LCPA No. 16-006 is certified by the CCC.

Ordinance No. 509

__________________
SECTION 6. Zoning Text Amendments.

A. That the title of MMC Section 17.42.020(M) (Sea View Hotel Overlay District) (Exhibit D to Ordinance No. 491) be modified as follows, which amends the proposed regulations included in Ordinance No. 491, corollary to amendments made to LCPA No. 16-006 in Ordinance No. 508:

M. Sea View Hotel Overlay District (22729 Pacific Coast Highway/APN 4452-022-010 and 22741 Pacific Coast Highway/APN 4452-022-017)
B. That Subsection 1 of MMC Section 17.42.020(M) (Development Standards for Project Site) (Exhibit D to Ordinance No. 491) be modified as follows, which amends the proposed regulations included in Ordinance No. 491, corollary to amendments made to LCPA No. 16-006 in Ordinance No. 508:

1. Development Standards for Project Site
YARDS/SETBACKS No changes

PROJECTIONS INTO YARDS
The provisions of MMC Section 17.40.030(B) apply
with the following additional provision:
• Access and exit stairs required by the Fire
Department, and existing retaining walls may
project without limit into required side yards.

SITE DEVELOPMENT CRITERIA
Maximum Floor Area Ratio (F.A.R.) No changes
Minimum Onsite Landscaping The provisions of MMC Section 17.40.080(A)(8)(b) shall not apply. The Sea View Hotel landscaping criteria are as follows:

A minimum of 8,977 square feet of landscaping at
ground level. Additionally, there shall be a minimum of 2,528.6 square feet of plants in planters on the southerly seaward areas of the various decks.

Ordinance No. 509

__________________
Minimum Onsite Open Space The provisions of MMC Section 17.40.080(A)(8)(b) shall not apply. The Sea View Hotel open space criteria are as follows:

A minimum of 1,313.8 square feet of private recreational area at ground level and first level reception area and 21,494 square feet at guest deck patios, not already
included in landscape area, are required.

HEIGHT
Maximum Height Projections The provisions of MMC Section 17.40.080(A)(1)(a) shall not apply. The Sea View Hotel height requirements are as follow:
• New structures which have sloping roofs that slope
less than 25% shall be no higher than 24 feet above
the natural grade or finished grade, whichever
results in a lower building height, excluding
basements.
• New structures which have sloping roofs that slope
25%, or more, shall be no higher than 28 feet above
the natural grade or finished grade, whichever
results in a lower building height, excluding
basements. Areas such as elevator shafts in order to
comply with ADA laws, the wooden deck above the
existing tile rooftop deck, the fire exit stairs required by the Fire Department, the safety railing around the
decks, and the sound wall as described in the
Mitigated Negative Declaration are excluded from
the referenced height restrictions. Seven-foot
overhangs to eliminate sun from hitting south facing
windows are excluded from the height standards.

SITE OF CONSTRUCTION No changes
Ordinance No. 509

__________________

PARKING AND ACCESS
Parking Requirements The provisions of MMC Sections 17.48.020 and 17.48.030 shall not apply. The Sea View Hotel parking requirements are as follows:
• 1.5 parking spaces per hotel room.
• 1 space for each, per-shift employee
• 1 space for each 100 square feet of gross floor area
used for consumption of food or beverages.
• 1 space for each 5 fixed seats, or for every 35
square feet of assembly area where there are no
fixed seats in meeting rooms or other assembly
areas.

Parking Location No changes
Layout and Paving The provisions of MMC Section 17.48.050(C), (D) and (E) are modified or shall not apply as follows:
• The provision of MMC Section 17.48.050(D)(5) shall not apply. Tire stops are not required for valet parking spaces. • The provisions of MMC Sections 17.48.050(C) and (E)
shall not apply.

MONUMENT SIGN AND GENERAL SIGN REQUIREMENTS
No changes
C. That Subsection 2 of MMC Section 17.42.020(M) (Permitted Uses) (Exhibit D to Ordinance No. 491) be modified as follows, which amends the proposed regulations included in Ordinance No. 491, corollary to amendments made to LCPA No. 16-006 in Ordinance No. 508:

2. PERMITTED USES
The following permitted, conditionally permitted, and prohibited uses shall apply to the Sea View Hotel Overlay District. Permitted and conditionally permitted uses that are a component of the hotel development are subject to the custom development standards of this Sea View Hotel Overlay District. Permitted or conditionally permitted uses that are not a component of the hotel development are subject to all applicable policies and provisions of the MMC, including the Commercial Development Standards in MMC Section 17.40.080.

Ordinance No. 509

__________________
a. Permitted Uses: The uses and structures permitted within Sea View Hotel Overlay District are as follows:
i. All uses permitted in the Commercial Visitor Serving-2 (CV-2) land use zoning district, as specified in the MMC.
ii. Restaurants that are open to the general public.

No changes to iii. through xiv.

No changes to Subsection b.
c. Conditionally Permitted Uses. The following uses may be permitted subject to additionally obtaining a Conditional Use Permit in accordance with the requirements of the MMC:
i. All conditionally permitted uses in the Commercial Visitor Serving-2 (CV-2), land use zoning district, as specified in the LCP.

No changes to ii through x.

SECTION 7. Effective Date.

The Ordinance will take effect and be in force 30 days after adoption or on the date that the CCC takes action to unconditionally certify LCPA No. 16-006, whichever occurs later.

SECTION 8. Severability.

If any section, subsection, provision, sentence, clause, phrase or word of this Ordinance is for any reason held to be illegal or otherwise invalid by any court of competent jurisdiction, such invalidity shall be severable, and shall not affect or impair any remaining section, subsection, provision, sentence, clause, phrase or word included within this Ordinance, it being the intent of the City that the remainder of this Ordinance shall be and shall remain in full force and effect, valid, and enforceable.

Ordinance No. 509

__________________
SECTION 9. Certification.

The City Clerk shall certify the passage and adoption of this Ordinance and enter it into the book of original ordinances.

PASSED, APPROVED AND ADOPTED this ___ day of _______, 2023. ____________________________
BRUCE SILVERSTIEN, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
Date: _______________________
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney
Ordinance No. 509

__________________
Ordinance No. 509

__________________
Ordinance No. 491
Exhibit D to Ordinance No. 491
Malibu Municipal Code Section 17.42 is hereby amended to add Section 17.42.020(M) as follows:

17.42.020 Overlay districts.

M. Sea View Hotel Overlay District (22729 Pacific Coast Highway/APN 4452-022- 010 and 22741 Pacific Coast Highway/APN 4452-022-017)
The following design standards and uses are applicable to the development of the Sea View Hotel project, as referred to in the Sea View Hotel Development Agreement, a commercial, visitor-serving, transient lodging accommodation development. These include maximum density standards, including floor area ratios for commercial use not to exceed the maximum floor area ratio allowed pursuant to the General Plan where public benefits and amenities are provided as part of the project, development standards, including heights, lot coverage, setbacks and open space requirements.

1. Development Standards for Project Site
YARDS/SETBACKS. The provisions of MMC Section 17.40.080(A)(2) shall not apply. The Sea View Hotel yards/setbacks requirements are as follow:

Minimum Front Yard Setback 16% of lot depth
Minimum Rear Yard Setback 15% of lot depth
Minimum Side Yard Setback
(West)
15% of lot width
Minimum Side Yard Setback
(East)
12 feet
Minimum Side Yard Setback
(Cumulative)
None

PROJECTIONS INTO YARDS
The provisions of MMC Section 17.40.030(B) apply
with the are modified as followings additional
provision:
• Access and exit stairs required by the Fire
Department, and existing retaining walls may
project without limit into required side yards.

SITE DEVELOPMENT CRITERIA
Maximum Floor Area Ratio
(F.A.R.)
The provisions of MMC Section

17.40.080(A)(8)(a) shall not apply. The Sea View
Hotel site development criteria are as follow:
• The gross square footage of all buildings shall
be limited to a maximum FAR of 0.52 of the
lot area (excluding any street rights of way).

Floor area excludes access hallways and
storage areas created by excavation into the
hillside and not visible from Pacific Coast
Ordinance No. 491

Highway or any other public area not to
exceed 386 square feet.

Minimum Onsite Landscaping The provisions of MMC Section

17.40.080(A)(8)(b) shall not apply. The Sea View
Hotel landscaping criteria are as follows:

A minimum of 8,977 square feet of landscaping at
ground level. Additionally, there shall be a
minimum of 2,528.6 square feet of plants in
planters on the southerly seaward areas of the
various decks.

Minimum Onsite Open Space The provisions of MMC Section

17.40.080(A)(8)(b) shall not apply. The Sea View
Hotel landscaping criteria are as follows:

A minimum of 1,313.8 square feet of private
recreational area at ground level and first level
reception area and 21,494 square feet at guest deck
patios, not already included in landscape area, are
required.

HEIGHT
Maximum Height Projections The provisions of MMC Section

17.40.080(A)(l)(a) shall not apply. The Sea View
Hotel height requirements are as follow:
• New structures which have sloping roofs that
slope less than 25% shall be no higher than 24
feet above the existing natural grade or
finished grade, whichever results in a lower
building height, excluding basements.
• New structures which have sloping roofs that
slope 25%, or more, shall be no higher than
28 feet above the existing natural grade or
finished grade, whichever results in a lower
building height, excluding basements. Areas
such as elevator shafts in order to comply
with ADA laws, the wooden deck above the
existing tile rooftop deck, the fire exit stairs
required by the Fire Department, the safety
railing around the decks, and the sound wall
as described in the Mitigated Negative
Declaration are excluded from the referenced
height restrictions. Seven-foot overhangs to
eliminate sun from hitting south facing
windows are excluded from the height
standards.

Ordinance No. 491

SITE OF CONSTRUCTION
| MMC Section 17.40.080(A)(6) does not apply

PARKING AND ACCESS
Parking Requirements The provisions of MMC Sections 17.48.020 and

17.48.030 shall not apply. The Sea View Hotel
parking requirements are as follows:
• 1.5 parking spaces per hotel room.
• 1 space for each, per-shift employee (15-full
time employees per shift = 15 spaces)
• 1 space for each 100 square feet of gross floor
area used for consumption of food or
beverages, or public recreation areas (890/100
= 9 spaces).
• 1 space for each 5 fixed seats, or for every 35
square feet of assembly area where there are
no fixed seats in meeting rooms or other
assembly areas.

Parking Location The provision of MMC Section 17.48.050(A)(2) is modified as follows:
• Required parking may be located in the
required front yard setback.

Layout and Paving The provisions of MMC Sections 17.48.050(C), (D) and (E) are modified or shall not apply as
follows:
• The provision of MMC Section 17.48.050
(D)(5) shall not apply. Tire stops are not
required for valet parking spaces.
• The provisions of MMC Sections 17.48.050
(C) and (E) shall not apply.
• The landscaped areas and the parking plan
shown on the Sea View Hotel plans are an
integral part of the proposed hotel and are
acceptable within the overlay district.

Ordinance No. 491

MONUMENT SIGN AND GENERAL SIGN REQUIREMENTS
The provisions of MMC Section 17.52.070 are
modified or shall not apply as follows:
• The provisions of MMC Section

17.52.070(A)(c)(iii) shall not apply.
• Two signs shall be permitted, each sign shall
be a maximum of 48 square feet, and a
maximum height of 6 feet, excluding the base
area supporting the sign. One monument sign
and one building sign shall be permitted.
• One address monument sign shall be
permitted up to a maximum of 16 square feet,
excluding the base area supporting the sign.
• There shall be no setbacks required from
rights of way or property linesfor
monument signs.

2. PERMITTED USES
The following permitted, conditionally permitted, and prohibited uses and design standards are as follows:shall apply to the Sea View Hotel Overlay District. Permitted and conditionally permitted uses that are a component of the hotel development are subject to the custom development standards of this Sea View Hotel Overlay District. Permitted or conditionally permitted uses that are not a component of the hotel development are subject to all applicable policies and provisions of the MMC, including the Commercial Development Standards in MMC Section 17.40.080.
a. Permitted Uses: The uses and structures permitted within Sea View Hotel Overlay District are as follows:
i. All uses permitted in the Commercial Visitor Serving-2, (CV-2), land use zoning district, as specified in the MMC.
ii. Restaurants that are open to the general public will require one parking space for every 100 square feet of serving area.
iii. Retail store which sells beach towels, chairs, sunscreen, hats, bathing suits, food items, and other items that may be desired by hotel guests. iv. Electric car charging stations.
v. Private lockers available to guests for storage of recreational equipment including, but not limited to surfboards, boogie boards, beach towels, umbrellas, and chairs.
vi. Residential accommodationsfor a full-time onsite property manager to ensure that all hotel rules are followed at all times.
vii. Medical offices.
viii. Special events for public congregations or entertainment, which are temporary in nature.
ix. Spas, including, but not limited to, steam rooms, lockers, bathrooms. x. Salons.
xi. Gyms with physical fitness training equipment.

Ordinance No. 491

xii. Guest rooms with private decks, rooftop deck; rooftop decks are restricted to hotel guests unless used for special events.
xiii. General office use including, but not limited to the reception office. xiv. Other uses determined by the Planning Director to be of a similar nature to uses permitted in this district and the uses referenced above. b. Prohibited Uses. The following uses are specifically prohibited:
i. Fast food restaurants with drive-thru facilities.
ii. Liquor stores (stand-alone).
iii. Adult book stores.
iv. Hazardous waste facilities.
v. Gas stations.
c. Conditionally Permitted Uses. The following uses may be permitted subject to additionally obtaining a Conditional Use Permit in accordance with the requirements of the MMC:
i. All conditionally permitted uses in the Commercial Visitor Serving-2, (CV2), land use zoning district, as specified in the Malibu LCP. ii. Cocktail lounges, ancillary to restaurant use.
iii. Nursery schools and daycare facilities.
iv. Veterinary hospitals.
v. Churches, temples, mosques and other places of worship. vi. Hand car washing and detailing, except when the vehicles are owned by a guest of the hotel.
vii. Wirelesstelecommunications antennae and facilities. viii. Emergency communication and service facilities.
ix. Cultural and artistic uses (museums, galleries, and performing arts studios). x. Sale or onsite consumption of alcoholic beverages

NOTICE OF PUBLIC HEARING

CITY OF MALIBU

CITY COUNCIL
The Malibu City Council will hold a public hearing on MONDAY, August 28, 2023 at 6:30 p.m. on the item listed below in the Council Chambers at Malibu City Hall, located at 23825 Stuart Ranch Road, Malibu, CA and via teleconference.

Public comment can be submitted ahead of the public hearing to [email protected] for inclusion in the public record. To view and participate during the public hearing, please review the meeting agenda posted at MalibuCity.org/AgendaCenter and follow the directions for public participation.

Sea View Hotel Zoning Text Amendment
The City Council will consider an ordinance amending Zoning Text Amendment (ZTA) No. 20-001 Title 17 (Zoning) of the Malibu Municipal Code (MMC)) and Zoning Map Amendment No. 17-002 to effectuate previous amendments made to LCP Amendment (LCPA) No. 16-006 for the Sea View Hotel Project as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the California Coastal Commission (CCC) on February 8, 2023 to rezone and change the land use designation of the subject properties from Community Commercial (CC) to Commercial Visitor Serving-2 (CV-2), a new Seaview Hotel Overlay District with associated development standards, including a proposed floor area ratio of 0.52 for the public benefits provided by the project. The amendments to ZTA No. 21-002 are corollary to the amendments made to LCPA No. 16- 006 and will not be effective until the LCPA is certified by the CCC.

Locations: 22729 and 22741 Pacific Coast Highway
APNs: 4452-022-010 and 4452-022-017
Zoning: Community Commercial (CC)
Applicant: Blue Onyx Design and Engineering, Inc.

Owners: Grey Granite, LLC; Las Tunas Beach, LLC; and Sea View Terrace, LLC
Application Filed: November 22, 2016
Case Planner: Richard Mollica, Planning Director
(310) 456-2489, extension 346
[email protected]
Pursuant to the authority and criteria contained in California Environmental Quality Act (CEQA), the City has analyzed the amended ZTA herein and makes the following findings. Pursuant to Public Resources Code Section 21080.9, CEQA does not apply to activities and approvals by the City as necessary for the preparation and adoption of an LCP Amendment. This application is for corollary amendments to the Title 17 (Zoning) of the MMC to effectuate previous amendments made to LCPA No. 16-006 as adopted by Ordinance No. 491 on September 13, 2021 and amended by Ordinance No. 508 on July 10, 2023 pursuant to the conditional certification action taken by the CCC on February 8, 2023 (CCC LCPA No. LCP-4-MAL-21-0073-2).

Further, the proposed City Council action, including without limitation, direction to prepare an Ordinance were adequately covered in Initial Study (IS) No. 21-001 and Mitigated Negative Declaration (MND) No. 21-001 for the Sea View Hotel (SCH #2012041087), adopted by the City Council on September 13, 2021 (Resolution No. 21-45). The proposed City Council action is not a separate “project” for CEQA purposes but rather a subsequent discretionary action related to a previously approved project (CEQA Guidelines § 15378(c)). Additionally, pursuant to CEQA Guidelines Section 15162, and based on the review of the entire record, including without limitation, the IS/MND, the City finds that the proposed action does not require further environmental review as: 1) no substantial changes are proposed to the project and no substantial changes have occurred that require major revisions to the IS/MND due to the involvement of new significant environmental effects or an increase in severity of previously identified significant effects; and 2) no new information of substantial importance has come to light that shows the project will have one or more significant effects not discussed in the IS/MND. Pursuant to CEQA Guidelines §15162(b), the City finds and recommends that no further analysis or environmental documentation is necessary. Accordingly, the proposed City Council action is merely a step toward furtherance of the original project for which environmental review was performed, no supplemental or subsequent CEQA has been triggered, and no further environmental review is required.

A written staff report will be available at or before the hearing for the projects. All persons wishing to address the Council regarding these matters will be afforded an opportunity in accordance with the Council’s procedures.

IF YOU CHALLENGE THE CITY’S ACTION IN COURT, YOU MAY BE LIMITED TO

RAISING ONLY THOSE ISSUES YOU OR SOMEONE ELSE RAISED AT THE PUBLIC

HEARING DESCRIBED IN THIS NOTICE, OR IN WRITTEN CORRESPONDENCE DELIVERED TO THE CITY, AT OR PRIOR TO THE PUBLIC HEARING.

Richard Mollica, Planning Director
Publish Date: August 3, 2023

Agenda Item # 4.B.

Council Agenda Report
To: Mayor Silverstein and Honorable Members of the City Council Prepared by: Tyler Eaton, Senior Planner
Reviewed by: Richard Mollica, Planning Director
Approved by: Steve McClary, City Manager
Date prepared: August 17, 2023 Meeting date: August 28, 2023 Subject: An amendment to Title 17 (Zoning) of the Malibu Municipal Code (MMC) and the Local Coastal Program (LCP) to Update Regulations Related to Accessory Dwelling Units (ADUs)
RECOMMENDED ACTION: Continue this item to the September 11, 2023 Regular City Council meeting.

City Council Meeting
08-28-23
Item

4.B.

Agenda Item # 6.A.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Joseph D. Toney, Assistant City Manager
Reviewed by: Rob Houston, Interim Deputy City Manager
Approved by: Steve McClary, City Manager
Date prepared: August 9, 2023 Meeting date: August 28, 2023 Subject: Comprehensive Development Services Review Report RECOMMENDED ACTION: Receive and file the Comprehensive Development Services Review Report.

FISCAL IMPACT: There is no fiscal impact associated with the recommended action.

WORK PLAN: This item was not included in the Adopted Work Plan for FY 2022-23.

Staff continue to work on ongoing projects and normal business while the FY 2023-24 Work Plan is finalized.

DISCUSSION: In an effort to improve operations and services related to development services, the City initiated a Request for Proposals (RFP) for a Comprehensive Development Services Review. The RFP was issued on September 16, 2022, and closed on October 11, 2022. The City chose Baker Tilly US, LLP to lead the initiative, which pertains to all City Departments involved in permitting, mainly Planning, Environmental Sustainability, and Public Works. The goal was to identify all related areas in need of improvement and provide recommendations. The assessment reviewed all aspects of the City’s processes, such as but not limited to, identifying appropriate organization structure and culture, resource needs, technology requirements, regulations, and process documentation.

As outlined in the Scope of Work of the agreement, Baker Tilly US, LLP initiated the effort by meeting with key staff of the Planning, Environmental Sustainability, and Public Works Departments to better understand the current development review process. Next, the firm gathered and analyzed information of existing staffing, organizational structure, City Council Meeting
08-28-23
Item

6.A.

Agenda Item # 6.A.
polices and practices. This work was done through a review of background material, conducting staff interviews, and conducting stakeholder interviews. Baker Tilley created process maps (flowcharts) through on-site sessions that display the current process, followed by the new recommended process maps. Also critical is the management of the process and assessing how that is currently completed and how best practices in the industry might provide recommendations for improvement. The completion of the above has resulted in the analysis and attached report from Baker Tilly.

The Development Services Ad Hoc Committee met on Thursday, August 3, 2023, for a preliminary review of the Development Services Review Report with the City Manager, Department Heads and Baker Tilly.

In summary, there are three main areas that need to be addressed which are accompanied by 46 recommendations:
• Policies and Regulations – there are conflicting codes and inconsistent guidance that needs to be corrected and updated
• Staffing Resources – staffing levels need to be increased along with bandwidth to accomplish the workload
• Management System – the tools, techniques, methods, governance structure and technology need to be improved and updated.

Subsequently, an Implementation Action Plan will be provided so that the City Manager can determine how best to internally take action and implement the recommendations for the overall improvement of operations.

ATTACHMENTS: Comprehensive Development Services Review
August 2023
City of Malibu
Comprehensive Development Services Review
BAKER TILLY • 1730 MADISON ROAD • CINCINNATI, OHIO 45206 • 513 861 5400 • BAKERTILLY.COM August 1, 2023
Mr. Steve McClary, City Manager
Mr. Joe Toney, Assistant City Manager
City of Malibu
23825 Stuart Ranch Road
Malibu, CA 90265
Messrs. McClary and Toney:

Baker Tilly is pleased to transmit this report summarizing our assessment of the development review process in Malibu.

We conducted a comprehensive organization assessment, which focused on how the three departments (Planning Department, Environmental Sustainability Department, Public Works Department) deliver development services. This included a review of organization structures, staffing, policies and regulations, customer service, and the management system used to oversee functions related to the development process. Our review also considered the role and effectiveness of the Planning Commission as well as an assessment of customer service.

While there are challenges in Malibu that require key changes in the organization, as well as an additional investment in staff and resources, we concluded that the core process (workflow) in Malibu is typical of cities with high-performing development review processes. The problems with the development process in Malibu are instead rooted in three areas:
• A lack of clear and consistent policies and regulations that make project review more difficult and time consuming and result in varying outcomes; • Insufficient staffing resources that constrain the City’s capacity to handle the workload; and
• Missing components and other challenges with the management system (i.e., the interrelated tools, techniques, approaches, and methods used to manage operations), which constrain the organization’s ability to monitor and manage the development process effectively.

This report discusses these issues in detail and provides 46 recommendations designed to address them. Thank you for the opportunity to assist you and the City of Malibu.

Sincerely,
Carol Jacobs
Managing Director
Comprehensive Development Services Review
Table of Contents Baker Tilly
0i
Table of Contents
Executive Summary ............................................................................................................................ 1 Policies and Regulations ................................................................................................................. 2 Staffing Resources ............................................................................................................................ 2 Management System........................................................................................................................ 4 Background and Context ......................................................................................................................... 6 Project Approach ............................................................................................................................ 8 Outreach to Elected and Appointed Officials, Customers, and Staff........................................... 10 Interview Themes........................................................................................................................... 10 Process Mapping ............................................................................................................................ 11 Customer Experience Survey ....................................................................................................... 12 Observations and Recommendations ................................................................................................. 14 Foundational Issues ....................................................................................................................... 14 Policies and Regulations........................................................................................................... 14 Staffing...................................................................................................................................... 17 Management System ................................................................................................................ 24 Governance Structure .................................................................................................................... 45 Conclusion .......................................................................................................................... 49 Attachment A – List of Recommendations......................................................................................... 51 Attachment B – Interview Themes ...................................................................................................... 54 Summary................................................................................................................................... 54 Interview Themes...................................................................................................................... 55 Next Steps................................................................................................................................. 58 Attachment C – As-Is Process Maps .................................................................................................... 59 Attachment D – Customer Experience Survey Results .................................................................... 60 Attachment E – Customer Experience Survey Questions................................................................ 82 Attachment F – Existing Functional Organization Charts by Department.................................. 90 Attachment G – Performance Measures Outline .............................................................................. 93 Comprehensive Development Services Review
Table of Contents Baker Tilly
ii
Tables
Table 1. Positions Involved in Process Mapping.............................................................................. 12 Table 2. List of Current Vacant Positions by Department as of June 2023 .................................. 18 Table 3. Composition of Staff Positions in FY 2022-23.................................................................... 19 Figures
Figure 1. Existing City of Malibu Citywide Organizational Structure FY 2022-23....................... 6 Figure 2. Proposed City of Malibu Citywide Organization Structure.......................................... 26 Figure 3. Proposed Community Development Department Functional Organization Chart .. 28 Figure 4. Proposed Public Works Department Functional Organization Chart ......................... 30 Figure 5. Submittal Process Vignette with LMS ............................................................................... 43 Comprehensive Development Services Review
Executive Summary Baker Tilly
1 Executive Summary
Baker Tilly was engaged to conduct a comprehensive assessment of Malibu’s development review process. The development review process is a significant and highly visible role for city government and one which has major implications on community quality of life, property interests, and the organization itself.

This analysis began with a thorough learning phase as we conducted extensive interviews with elected and appointed officials, City staff, and many customers and stakeholders who had specific experience with Malibu’s development process and who offered a wide range of feedback and suggestions.

This learning phase also included a survey which was sent to 5,400 past Malibu customers and an analysis of the 413 responses sent to Baker Tilly by many types of past customers, a majority of which came g from homeowners and other property owners. The purpose of the survey was to ensure we heard from a wide range of past customers and to corroborate the feedback we heard during the interview phase.

The survey results indicated both positive and negative views. The results were generally positive regarding City staff’s courteousness, helpfulness, and knowledge. The results noted significant concerns about topics such as staff responsiveness and the organization’s lack of timeliness in processing projects and keeping customers informed.

Our team conducted multiple process mapping sessions with a wide range of City staff to document the existing workflows in Malibu’s development review process. These sessions showed that the City’s core process incorporates many best practices, such as concurrent processing and extensive informational materials for customers at the beginning of the process. We identified some minor improvements to the process that would make it clearer.

Baker Tilly ultimately concluded that the major problems with the development process in Malibu have three foundational causes as discussed below.

Comprehensive Development Services Review
Executive Summary Baker Tilly
2 Policies and Regulations
The first of the three causes is rooted in complexity. For instance, Malibu’s setting is breathtaking on the one hand yet incredibly complex on the other. The community is comprised of a rugged coastline, sweeping vistas, hillside topography, water supply constraints, irregular lots, private roads and access, sensitive habitats and wildlife, geological constraints, potential fire hazards, onsite wastewater treatment systems, and an engaged community.

In addition to these mostly physical complexities, there are governmental complexities related to the land use policies and regulations in Malibu including the General Plan, Zoning Ordinance, and the California Coastal Commission’s Local Coastal Program (LCP). Certain provisions in these policies and regulations are inconsistent, unclear, or conflict with one another. These differences leave certain issues or topics open to interpretation, and this creates uncertainties and delays in the development process.

We learned from City staff about the City’s prior effort to address the various inconsistencies in a comprehensive manner. For a number of reasons , this effort was discontinued years ago and the City instead began addressing the inconsistency issues incrementally. Unfortunately, this has resulted in an unwieldy, incremental process of amendments and has left many issues unresolved.

Addressing these policy and regulatory differences in a comprehensive manner will be difficult, but it is necessary. It will involve an update to the Zoning Ordinance and amendments to the relevant LCP documents, working closely with the Coastal Commission. Baker Tilly’s assessment is that the problems and inefficiencies in the development process will continue until these policies and regulations are reconciled.

Staffing Resources
The second foundational problem relates to staffing levels and the organization’s capacity to handle the workload. Though Malibu is not alone among cities, it has faced substantial headwinds in recruiting and retaining employees with the various levels of experience necessary to handle the workload. The organization has also seen a relatively high rate of turnover in positions that provide development-related services, and a substantial number of vacant positions remain.

The workload in Malibu has also remained relatively high. For example, we learned during the assessment that planning staff are estimated to Comprehensive Development Services Review
Executive Summary Baker Tilly
3 carry an average caseload of 60 projects, which is unsustainable.

Rebuilding homes and structures that were destroyed during the Woolsey Fire has contributed to the workload challenges, though we understand from staff that the workload in Malibu has been unsustainably high (i.e., 60 projects per planner) since the implementation of the LCP in 2004.

The need to meet the workload demands has led the City to hire and rely on contract staff members in various areas of the organization. By all accounts, these contract staff have been conscientious and dedicated to serving Malibu despite underlying limitations in the contract staffing model. Turnover rates are also high among contract staff members, and the learning curve is steep, especially given the complexities in Malibu.

Many if not most of these contract staff members work remotely, which was warranted during the pandemic but is less effective in meeting customer needs than having staff onsite where they can be accessible to the community and other city staff (e.g., public works).

Baker Tilly’s assessment is that the staffing balance in key parts of the organization is too reliant on contract staff members. In addition to filling vacancies, the City should in the future maintain staffing levels of City employees commensurate with the baseline workload. The use of contract staff is most appropriate during periods when there is an uptick in development activity or when additional capacity is necessary for a limited time.

We have recommended additional positions in key areas where staffing gaps are clear, such as in Information Technology (IT) to ensure adequate support for new technology and in the building inspection unit to expand inspection capacity.

The City also needs staff dedicated to long-range planning to focus on policy initiatives and revisions to the Zoning Ordinance. Although Baker Tilly recommends in this report that the City add positions to address staffing gaps, we want to acknowledge that the City reached similar conclusions apart from our analysis, and it added new one new position in IT and three new positions in the Planning Department in the FY 2023- 24 budget.

Our sense is that additional staffing beyond these positions may also be necessary in the departments that provide development services, but the City lacks sufficient data at this point to warrant those recommendations.

Future staffing increases in other functional areas such as building plan check and perhaps in the Public Works Department may also be Comprehensive Development Services Review
Executive Summary Baker Tilly
4 warranted once the City has better workload data to justify additional new positions.

Management System
The management system refers to the interrelated tools, techniques, methods, and approaches used to manage an organization. Our review noted important gaps in the management system as it relates to Malibu’s development review process. This means that the organization does not have sufficient tools nor the data it needs to monitor the overall process and to track the status of individual projects. As a result, City leaders do not have the information they need to oversee operations and customers face many challenges in tracking the status of their projects.

Organization structure. Organization structures are an essential part of a management system insofar as they are created to optimize operations, assign responsibilities, allocate resources, communicate effectively, and make decisions. Baker Tilly’s assessment is that certain changes to the organization structure could provide a better alignment of functions and clearer ways of managing the development process.

For example, two functions in the Environmental and Sustainability Department (Clean Water Program and Solid Waste Management) are only tangentially related to the department’s core functional areas related to new development. Further these functions would be better aligned with other functions in the Public Works Department.

We also believe a consolidation of portions of the Environmental Sustainability Department and Planning Department, to create a Community Development Department, would strengthen the capacity of the functions and provide more cohesive leadership.

Technology. Substantial improvements in technology are necessary.

Specifically, implementation of a land management system (LMS) would provide data to inform decision-making and resource allocation and improve information that is available to customers. This expansion of technology is a core need in the context of improving the development process, and its implementation will require substantial commitment of staff and resources.

Performance measurement. The City also needs to expand its approach to performance measurement, which is why the technology improvements and data mentioned above are pivotal. Performance measurement can help organizations learn and improve operations and forecast future needs such as staffing levels. These issues are discussed in detail later in this report.

Comprehensive Development Services Review
Executive Summary Baker Tilly
5 Governance structure. Lastly, Baker Tilly’s assessment is that the City could improve its governance structure by establishing or clarifying the roles and responsibilities, decorum standards, rules, practices for running public meetings, decision-making practices, and strategic direction under which the organization operates.

We have included 46 recommendations in this report to address the various opportunities for improvement. A complete list of the recommendations is provided in Attachment A.

The remainder of this report is organized in the five sections as outlined below.
• Background and Context
• Project Approach
• Outreach to Elected and Appointed Officials, Customers, and Staff • Observations and Recommendations
• Conclusion
Comprehensive Development Services Review
Background and Context Baker Tilly
6 Background and Context
Baker Tilly was engaged by the City of Malibu to complete a comprehensive organization assessment of its development review processes. The City goals were to assess its overall process, organization structures, resource needs, technology requirements, regulations, process documentation, procedures, communication, and training.

The development review process is one of the most highly visible and complex functions carried out by the City of Malibu and is done so by staff and consultants from three departments: Environmental Sustainability, Planning and Public Works/Engineering. The organizational structure is shown in Figure 1.

Figure 1. Existing City of Malibu Citywide Organizational Structure FY 2022-23 Malibu was incorporated in 1991, in part, to gain local control over future development decisions. About twenty years prior to Malibu’s incorporation, California voters approved Proposition 20, the California Comprehensive Development Services Review
Background and Context Baker Tilly
7 Coastal Zone Conservation Act of 1972. The proposition established the California Coastal Commission (CCC) and directed it to enhance public access, protect natural resources, and regulate the use of land and water in the coastal zone. The law was later made permanent by the state legislature in the Coastal Act of 1976.

To create a planning framework, the CCC established the Local Coastal Program (LCP), which is a tool to guide policies and development within California’s numerous coastal cities and counites. The LCP for Malibu was certified in 2002. Malibu’s LCP functions much like a city’s General Plan or Zoning except that it supersedes local policies or regulations that are inconsistent with the Certified LCP.

Infrastructure in Malibu is unlike that found in many communities due to the patterns of development and numerous geographic and other natural resource constraints. These factors make providing traditional backbone water and sewer infrastructure infeasible. As a result, instead of being served by a sewer system, most Malibu properties are served by onsite wastewater treatment systems (OWTS), which are also known as septic systems.

The City of Malibu is situated in a wildland-urban interface area which is subject to fire hazards. A catastrophic wildfire in the region, the Woolsey Fire, burned nearly 100,000 acres in Los Angeles and Ventura counties in 2018. The fire began in Chatsworth and grew quickly through the Santa Monica Mountains and into Malibu, where it destroyed nearly 700 structures including more than 400 homes.

This background is important because these and other factors shape the development process in ways that make it more complex than the processes found in many communities. Just understanding what rules apply, and where they apply, requires a great deal of knowledge and experience.

Eliminating all complexities was not our goal, nor would it be realistic.

Baker Tilly instead focused on identifying feasible changes, even if they are difficult, which would make the development process clearer, more efficient, and more effective at producing predictable results.

Comprehensive Development Services Review
Project Approach Baker Tilly
8 Project Approach
As part of this engagement, the Baker Tilly team members completed numerous activities related to Malibu’s permitting processes associated with intake, customer service, plan review, permitting, and inspections carried out by City departments and consultants.

Baker Tilly obtained information to inform the recommendations in this report through various activities as shown and discussed below.

1. Conducted the project kickoff meeting with the City Manager, Assistant City Manager, Environmental Sustainability Director, Planning Director, and Public Works Director.

2. Reviewed a range of documents to help inform our analysis, as listed below.
• Adopted Budget for Fiscal Years 2022-2023 and 2023-24 and associated work plans
• Communications between the City and the development
community
• Department checklists
• Department functions and organization charts
• Development review statistics
• Exit interview feedback
• Information Technology Administrative Services Request for Proposals (RFP)
• Land Management System and Implementation Services
RFP
• Local Implementation Plan
• Planning Commission staff reports and meeting recordings • Planning Interpretations and Policies
• Procedures manuals
• Submittal Reference Guide
• Woolsey rebuild permit data
• Zoning Ordinance

3. Conducted 52 interviews with City Council members, Planning Commissioners, and a variety of Malibu staff and stakeholders as listed below.

Comprehensive Development Services Review
Project Approach Baker Tilly
9 • City Manager
• Assistant City Manager
• Department directors and key staff from multiple
departments (Planning, Environmental Sustainability,
Public Works/Engineering, Los Angeles County Fire)
• City-hired consultants involved in the development
review process
• Customers who have participated in the development
process over the last few years, which include homeownerapplicants, developers, contractors, architects, engineers, project managers, and business owners, and stakeholders who have experience in working with the City
organization.

4. Mapped the development review process and created two process maps documenting the existing process. The two process maps include:
• New Single-Family Residence that requires approval of a Coastal Development Permit (CDP)
• Project requiring approval of an Administrative Plan
Review (APR)

5. Developed and administered a customer experience survey to 5,400 customers.

Comprehensive Development Services Review
Outreach to Elected and Appointed Officials, Customers, and Staff Baker Tilly 10 Outreach to Elected and Appointed Officials, Customers, and Staff Interview Themes
Baker Tilly conducted 52 interviews with members of the City Council and Planning Commission, staff, customers, and stakeholders. The staff interviews included the city manager, assistant city manager, department directors and other key staff involved in the development process.

Numerous stakeholder interviews were conducted to obtain input from applicants who had processed projects in Malibu.

The purpose of the interviews was to learn about the organization, understand what is working well and identify areas that could be improved.

A previous deliverable summarized key interview themes (a copy of this deliverable is provided in Attachment B). We have also included the major themes below. These themes represent input provided by interviewees and presenting them here does not imply concurrence from Baker Tilly.

1. Staffing and training. Interviewees expressed concerns about a shortage of qualified staff in development review leading to delays and frustration. They highlighted the need for additional permanent staff, as contract workers require extensive
supervision. Those interviewed stated that high turnover rates and overreliance on contract staff contribute to expertise gaps and inconsistent review processes. Lack of accountability, training deficiencies due to a lack of staff with an understanding of the legislative history, and a need for administrative support were also raised as issues.

2. Customer service and communication. According to customers, staff members often provide inconsistent responses and are inaccessible to customers, resulting in dissatisfaction. There is a lack of public information leading to confusion among property owners and applicants. The desire for more one-on-one time with planners and early identification of project problems to avoid delays were highlighted. Staff interviewees suggested that interdepartmental communication has improved at the
Comprehensive Development Services Review
Outreach to Elected and Appointed Officials, Customers, and Staff Baker Tilly 11 management level through regular meetings among department directors.

3. Technology. The organization faces challenges due to a lack of technology infrastructure, resulting in difficulties managing emails and information. Existing technology systems have limited functionality and fail to meet staff and customer needs. Improved technology and systems are required to streamline processes, including a new permit tracking system and electronic plan review system. The digitization of public works infrastructure and comprehensive project management software accessible to customers are also necessary.

4. Workflow. The development review process is perceived as complex, slow, and inconsistent, requiring significant
improvement. Wait times, delays, and appeals add to the uncertainty and frustration. The volume of resubmittals is high due to lengthy processes and changing plans. Departments lack coordination leading to inconsistent comments and delayed reviews. Simplifying the final approval process, improving fee calculations, expanding over-the-counter reviews, and monitoring workflow across departments are needed.

5. Growth and development. There is ongoing debate regarding the impact of development on the community and the environment.

Some residents oppose growth, while others view it as necessary for economic health. High property values drive developers to maximize development potential, increasing complexity and review time.

6. Other. The development climate in Malibu is already complex, and there are conflicts between the Zoning Ordinance and the Local Coastal Program that make the process even more difficult.

Planning Commissioners and staff sometimes have different interpretations of the codes and this makes it appear that the City is not an effective team and that it is hostile toward applicants.

Process Mapping
Our team prepared process maps as a part of analyzing Malibu’s development process and determining whether workflows should be changed to improve efficiency, remove redundancies, or address gaps. By workflows, we refer to the series and sequence of steps required to process a development project.

Two onsite process mapping sessions were conducted in Malibu. Each session involved numerous staff members to ensure the maps represented the entire process and all departments involved. The Comprehensive Development Services Review
Outreach to Elected and Appointed Officials, Customers, and Staff Baker Tilly 12 objective was to create process maps showing key steps and the positions responsible for each of the processes. These processing mapping tasks also helped to identify steps that work well from the staff’s perspective and where impediments or bottlenecks exist.

The process mapping sessions included the positions listed in Table 1.

Table 1. Positions Involved in Process Mapping
Titles of Positions
Planning Technician
Senior Permit
Senior Planner
Senior Building Inspector
Senior Planner
Assistant Planning Director
Public Works Superintendent
Senior Civil Engineer
Plan Check Engineer
Coastal Engineer
Environmental Health Administrator
Environmental Programs Manager
Development and Operations Manager
Fire Marshal
The current process in Malibu is shown in “as-is” maps in Attachment C.

These maps were validated by City staff as a part of this process. Baker Tilly then prepared a “to-be” vignette highlighting areas where the new land management system will enhance the process. The “to-be” vignette is included in the workflow section of this report.

Baker Tilly found that the development process (workflow) in Malibu is like the processes found in other cities. It also incorporates key best practices. For example, the process in Malibu is organized for concurrent review by the departments (instead of a process where project review is conducted sequentially, department by department). Instead of the process being flawed, our analysis showed that it is the City’s management of development process (workflow) needs improvement.

Improving the management of the process is discussed in the management system section of this report.

Customer Experience Survey
Baker Tilly developed and deployed an online survey to obtain input from customers who had processed applications through development review during the previous five years. Although we interviewed numerous customers and stakeholders, the survey provided broader Comprehensive Development Services Review
Outreach to Elected and Appointed Officials, Customers, and Staff Baker Tilly 13 outreach and feedback, which helped to corroborate input we heard during the interviews.

The survey was sent by email to 5,400 customers and was open from April 13 to April 28, 2023. Baker Tilly received 413 responses and was pleased with the response rate and quality of input. We are confident the survey results reflect the opinion of the applicant population with a margin of error of ±5%.

The survey responses helped inform our team about the ways the City has been successful and the areas where improvements are necessary.

While the complete results of the customer experience survey are provided in Attachment D, this section highlights key takeaways from the survey. The actual survey language is provided Attachment E.

Key observations resulted from the customer experience survey results.

The observations include:
• Respondents recognized that City staff members were courteous, friendly, helpful, and knowledgeable.
• Some divisions or functional areas received higher ratings for providing “good service,” including Onsite Wastewater
Treatment System, Building Inspection, Fire Inspection, Biology, Public Counter, Geology and Coastal Engineering, and Plan Check.
• While staff members were seen as courteous and helpful, respondents believed that the development review process lacks coordination among departments.
• The online Planning Department and Building Division portals received mixed feedback with some respondents finding them useful and others facing challenges.
• Timing and efficiency were the primary frustrations with the Planning Commission and City Council review processes.
• The relationship among the Planning Commission, City Council, and City staff was perceived as lacking trust and respect.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
14 Observations and Recommendations
Baker Tilly’s analysis concluded that there are numerous ways in which the City’s development process should be improved as discussed below and later in this report. However, there are three foundational issues which, if left unaddressed, will continue to stymie the City’s efforts to make the comprehensive improvements it desires. These foundational issues (Policies and Regulations, Staffing, and Management System) are discussed below.

Foundational Issues
Policies and Regulations
Policies and regulations (e.g., the General Plan and Zoning Ordinance) in Malibu are complex and are often unclear to customers, staff, and others.

This lack of clarity results in problems with interpretations and makes uniform application of the policies and regulations more difficult.

Additionally, staff has advised us that the policies and regulations are inconsistent with the LCP in certain respects, despite the City’s ongoing efforts to address these issues incrementally through code amendments.

We learned that the City did initiate a major update to the Zoning Ordinance to improve clarity, address any internal inconsistencies, and resolve inconsistencies with the LCP, but this effort was later discontinued.

We also learned that the City developed an interpretations manual as an approach to improve clarity and address inconsistencies, however, the manual was never fully completed. More importantly, we understand the Coastal Commission has advised the City of its preference for an amendment to the LCP instead of continuing to focus on incremental interpretations. Without clear and consistent policies and regulations there is no agreed upon starting point to advise applicants, review plans, assess projects for compliance, or prepare recommendations.

Zoning Ordinance and LCP
As noted above, the regulatory environment in Malibu is complex, involving sensitive and high-risk environments, limited infrastructure, Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
15 coastal regulations, and Coastal Commission oversight. To compound these issues, the zoning regulations do not fully conform to the certified LCP, leading to varied interpretations and conflicting rules and regulations. The last update to the Zoning Ordinance was in 1996, while the LCP was certified in 2002.

Additionally, the City’s regulations require virtually every project to be submitted to the Planning Commission in some form. In Baker Tilly’s experience, most cities designate certain classes or types of projects that can be approved ministerially by staff. Of course, doing this in Malibu would require an amendment to the LCP, or that the changes be incorporated within the scope of a broader LCP amendment. This approach could streamline the process for appropriate types of projects and lessen the workload burden on the organization, which in turn requires hiring more and more employees.

Recommendation 1. Conduct a review of project
categories that require coastal development permits to
determine whether some project categories should be
exempt. If the City determines that additional project
categories should be exempted, an amendment to the
LCP will be required.

The LCP and Zoning Ordinance provide direction to customers and form the basis for staff’s review of projects. Without clear and consistent guidance from these documents, it also makes it more difficult for staff to obtain sufficient training to conduct uniform reviews for compliance. A lack of clear and consistent policies and regulations also makes it more challenging for staff to provide customers with reliable advice and direction. Further, this can be confusing to the community at large who are affected by the development and who want certainty about what may or may not be developed adjacent to their properties or in their neighborhood.

These clarity and consistency issues, together with the complexity of analysis required under a coastal development permit, are an underlying reason for the extraordinarily long and complicated staff reports in Malibu. While they are warranted for large or complex projects, it must be recognized that long, complicated staff reports are difficult to prepare, take more time, are confusing to customers, require more time on the part of the Planning Commissioners as they prepare for meetings, and slow down the overall process. This underscores the need to reevaluate the list of projects that can be reviewed ministerially. This would require amending the LCP to exempt appropriate types of projects.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
16 This lack of clarity/consistency also results in prolonged discussions at Planning Commission meetings and, because of the time this takes, limits the number of items that can be reviewed at each meeting. This exacerbates other processing delays, and it pulls the commission into unnecessary controversy.

Moreover, because of the lack of clear and consistent regulations, variances are often requested. Increases in the number of variance applications can give the impression that applicants are bypassing the requirements, even though applicable laws specify that variances must be justified by specific findings of fact. The result can foster greater levels of mistrust in the system by community members and policy makers alike.

Interpretations
During interviews with planning staff, we heard frequent references to a planning interpretations and policies manual which includes interpretations concerning the zoning ordinance and LCP policies. While there was a significant update to this document in 2017, and a recent amendment in 2019, we were advised by staff that a number of interpretation issues are unresolved. We also learned that some commissioners frequently challenge the validity of interpretations.

Staff also cited several examples with conflicting policies or regulations, such as the definition of a ridgeline, measurement of setbacks on irregular lots, and treatment of non-coastal bluffs. We also understand that the Coastal Commission, when it disagrees with a City interpretation, may instead prepare its own interpretation.

As mentioned earlier, the Coastal Commission has advised the City to process an amendment to the LCP instead of focusing on interpretations.

This would alleviate many of the concerns focused on interpretations.

Nevertheless, unresolved interpretations, and particularly ongoing debates about the matters, suggests a flawed process for preparing, reviewing, and making determinations on interpretations. A better approach would be to circulate the draft interpretations for review by appropriate bodies and for the City Council to take final action on interpretations. These steps should be completed separately, and independent from the City’s consideration of individual development projects. The Planning Commission, staff and others would take their guidance from the City Council’s determination. This would improve transparency and reduce the number of controversies that arise.

Recommendation 2. Establish a system for preparing
interpretations that provides consistent documentation, Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
17 considers comments from relevant bodies, and results in a final determination by the City Council.

Zoning Ordinance Update
In Baker Tilly’s experience, most cities have some type of procedure for memorializing interpretations of policies and regulations, as discussed above. As suggested by the Coastal Commission, having an effective interpretation process, however, is not a substitute for addressing fundamental changes in the actual policies and regulations.

Most of the technical staff we interviewed suggested that Malibu’s Zoning Ordinance requires substantial updating to ensure consistency with the LCP, and to provide greater clarity for customers and staff. Of course, changes to the Zoning Ordinance may require amendments to the General Plan to maintain internal consistency.

We acknowledge the enormity of this undertaking but are convinced the confusion and debates about the City’s policies and regulations will continue until the issues are resolved, alignment with the LCP is established, and the changes have been adopted by the City Council.

Recommendation 3. Develop a plan for updating the
Zoning Ordinance which incorporates Planning
Commission input and submit it to the City Council for
approval.

Staffing
Staffing levels in Malibu are insufficient, and this is one of the root causes of problems in the development process. Like the issues described above about the need for clear and consistent policies and regulations, insufficient staffing poses a foundational challenge for the City. Creating a high-functioning development process will require a reevaluation of the staffing model. This is not a critique of City staff or contract employees who have worked hard to meet the needs of customers and ensure that projects comply with the requirements.

The City has a perennial list of vacant positions in the departments that provide development review, significant staff turnover, difficulties in attracting new employees, and challenges with onboarding and staff training. These factors have contributed to an overreliance on contract staff.

An increase in baseline staffing is necessary. The organization needs to maintain a baseline staffing level, and this will require adding positions in certain functional areas. As an example, while the City does not have Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
18 complete performance metrics and data which are necessary to assess staffing levels, planners are reported to carry an average caseload of 60 projects. We do not know the nature of these projects, however, the overall complexity of projects in Malibu, combined with the fact that the Planning Commission only handles a few projects at each meeting, contribute to the unmanageable workload and substantial delays.

The Planning Department developed an internal staffing plan in March 2023, which envisions increasing the staff by another 4.0 FTE. These additional positions sound reasonable given the significant challenges in Malibu, but future staffing decisions should be made on the basis of workload and performance data which justify the need.

Staffing is required in the Planning Department dedicated to “long range” planning such as Council policy initiatives, processing interpretations, and ultimately focusing on LCP amendments and zoning ordinance consistency. It is our experience that when staff has both longrange planning responsibilities and current planning (processing development applications), the long range planning efforts languish.

Accordingly, in order to accomplish policy-related initiatives, dedicated staff is required.

Vacancies
Data provided as of June 2023 showed that of the City’s 111.77 authorized FTEs, 14 (12.6%) were vacant. Most (71%) of the City’s vacancies are in one of the three departments that provide development services. Looking just at those departments, ten (17%) of the positions are vacant, as shown in Table 2.

Table 2. List of Current Vacant Positions by Department as of June 2023 Department
Total
FTE
Total
Vacancies Comments
Environmental
Services 21 2 1 Associate Civil Engineer1 Senior Permit Services Technician Planning
26 6
1 Associate Planner
3 Planning Technicians
1 Principal Planner
1 Senior Planner
Public Works 12 2 1 Assistant Public Works Director/City Engineer 1 Assistant Civil Engineer
TOTAL 58 10
High turnover and vacancy rates can reduce productivity and impact morale as remaining staff members must take on additional responsibilities to cover the workload of the vacant position(s). This can Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
19 lead to increases in stress levels, poor customer service, and, too often, further vacancies as staff seek less challenging work environments.

It is essential that the City address the vacant positions. An analysis of the baseline staffing required for the departments will be guesswork until vacancies are filled, measures of workload are established, and reliable data is available. Filling vacancies will help to address the short-term staffing problem, but longer-term solutions to the high rate of turnover will also be essential.

Recommendation 4. Establish an expedited process for
recruiting and filling vacant positions that provide
development-related services.

Overreliance on Contract Staff
Malibu has relied on contract staff for many years. Contract staff serve a vital role in the development process for many cities. Indeed, the City of Malibu would not be able to handle significant portions of the workload without the contract staff's assistance.

In certain situations, contract staff are the right solution in helping cities manage the ebbs and flows of new development. The circumstances in Malibu, however, have led to an overreliance on the contract staffing model, and this should be corrected.

Malibu’s regulatory environment is complex, and it can be contentious.

Baker Tilley’s experience is that these are stressors for staff. These factors have likely contributed to the City’s challenges with recruiting and retaining permanent staff.

It has been difficult for City staff to keep pace with the workload, in part due to the volume of Woolsey Fire related projects. Again, these are some of the reasons why Malibu has leaned on contract staffing in key areas.

Table 3 illustrates this point by showing the proportion of contract staff positions.

Table 3. Composition of Staff Positions in FY 2022-23
Department
Number of
City Staff
Number of
Contract
Staff
Total
Number
of Staff
Percent
Contract
Staff
Environmental
Sustainability
Department

11.5 25 36.5 68%
Planning
Department 12 34 46 74%
Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
20 Department
Number of
City Staff
Number of
Contract
Staff
Total
Number
of Staff
Percent
Contract
Staff
Public
Works/Engineering
Department
1 1 2 50%
Total 24.5 60 84.5% 71%
Learning curve. While contract staff can provide important support in times of high workload, contractors may not be familiar with the complex regulatory environment or with the issues of concern to the community.

As a result, contract staff in Malibu have a significant learning curve and require more oversight from senior staff than might be required in other communities. This learning curve problem can be compounded by higher rates of turnover within the ranks of contract staff members.

Offsite work. Further, many contract staff are not onsite and do not have opportunities to engage with customers or interact with specialized staff in other departments, such as geologists, civil engineers, and others. This is problematic for the contractors who are planners because their role is to understand the various requirements from the departments and to coordinate with customers. This becomes an even larger concern given the lack of comprehensive project tracking tools in Malibu, such as a land management system i.e., staff do not have the information they need to identify bottlenecks and delays and to communicate that information to customers.

Staff Oversight. The contract staffing model also makes the jobs of senior staff more difficult and time-consuming. The senior staff's role is to provide guidance and oversight, and to ensure accuracy and consistency in the staff work.

It will be necessary for Malibu to continue under the contract staffing model until it can determine the baseline number of City staff positions required to handle the typical workload and can then implement strategies to bring some of these positions in-house. It may be that some of the contract staff could become candidates for permanent City positions.

Recommendation 5. Determine the baseline workload
and number of City staff positions required to handle it in each department.

Recommendation 6. Develop a plan to recruit, hire, and
train a baseline number of new City employees.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
21 Recruitment and Retention of City Employees
The City of Malibu also needs to assess its approach for retaining employees and minimizing turnover.

When faced with this dilemma, many cities look only at compensation as a tool for recruiting and retaining staff. Baker Tilly believes this approach, by itself, would be shortsighted for Malibu. Other factors that shape the desirability of the work environment must be understood. Examples of these factors include the location of City Hall, absence of close-by affordable housing (and therefore substantial commutes), and the difficult working conditions brought about by a complex development process, a lack of clear policies and regulations, controversy, and the too common criticism of staff.

Workplace climate. Of course, Malibu cannot move its City Hall nor is it likely to address the affordable housing crisis in ways that are sufficient to resolve the City’s staffing shortages. What it can do, however, is to focus on creating a workplace with clear policies and regulations, providing the tools and resources staff need to do their work, and ensuring that staff members have the support of the organization and its leaders.

Staff experience levels. The Planning Department has focused its hiring of City employees on junior- or entry-level positions. This has been the staff’s approach to circumvent the core workplace climate issues. For instance, staff have observed that more experienced new hires do not tend to stay in Malibu.

So, while the approach of hiring less experienced staff members may be creative in the short-term, it is not sustainable in terms of building a permanent staff team because, as employees leave, they are replaced within relatively inexperienced staff members. This approach exacerbates the impacts on the remaining senior staff and continues the cycle of senior staff members becoming overwhelmed and leaving as they find opportunities elsewhere.

The development review process and Malibu customers cannot rely on contract and junior staff to the current extent. We emphasize, however, that the problems with staffing are interrelated with the other challenges such as clarity of policies and regulations and issues that shape the workplace climate. These issues must be addressed in a coordinated fashion.

Prioritizing recruitments. There are many challenges with recruiting new City employees, including that it takes many months to fill positions, and then many more months for new employee(s) to get up to speed. Given Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
22 these challenges, it is imperative that the City prioritize recruitment of positions that support the development process. The City must also develop approaches for retaining employees.

Recommendation 7. Conduct exit interviews and
analyze the factors that are contributing to the turnover of City employees.

Recommendation 8. Develop a plan to improve the
workplace climate.

Recommendation 9. Identify and address bottlenecks at
the various stages of the recruitment process.

Recommendation 10. Prioritize recruitments for positions that have a role in development review functions.

Supervision
The Planning Department is divided into three teams, each led by a senior planner. These senior staff play a crucial role in overseeing the day-to-day activities of line level employees and contract staff. Apart from handling their own heavy project workload, they are responsible for ensuring that the work of their subordinate team members meets standards and is of high quality. This requires a high degree of oversight, and this takes supervisors’ attention away from their own projects. This is unsustainable.

Until the City can recruit and retain adequate staff at all levels, senior staff should be relieved of much of their project responsibilities to ensure they can focus on supervision and training of consultants and junior staff.

This may require a temporary increase in the use of contract staff in the short run to handle cases now assigned to senior staff, but this change will enable the senior staff to operate at higher levels and provide greater supervision and direction.

In the FY 2023-24 budget, three additional planning positions were added. Another alternative would be to hire a fourth senior planner and redistribute staff into four teams. This would lessen the burdens on the senior staff and enable them to continue handling their own caseloads.

A similar problem exists in the building inspection function, where the supervising building inspector regularly conducts a full load of inspections. This position should instead focus on supervising the inspection team, assisting customers who have problems, and ensuring administrative functions (e.g., scheduling inspections, performance Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
23 measurement) work well. For these reasons, the supervising building inspector should be relieved of most inspection responsibilities.

Recommendation 11. Limit the project and inspection
responsibilities for senior planner and supervising
building inspector positions to refocus on supervising
and training subordinate staff.

When asked about the timeliness of building inspections, several customers who had experience with inspection requests reported that building inspection scheduling was typically two to three weeks out from the time of the request. Information provided by the building staff indicated that almost all inspections occur within three days of the request. We were not able to reconcile the conflicting statements of customers with the data from Building staff. Perhaps there were unique circumstances associated with the customers’ specific requests, or the inspections were being requested well in advance of when they were needed, or during an unusual time when staff were on leave or unavailable for other reasons.

Regardless, the best practice (and one many jurisdictions meet) is nextday inspections. Having idle contractors who are waiting for inspections has a high cost and may impact other aspects of the project. Additionally, timely inspections can ensure that work is being done safely and according to building codes, which can prevent accidents and avoid potential liabilities for the City. To increase the potential for next-day inspections and reduce the project load on supervising building staff, another inspector is likely needed.

Recommendation 12. Recruit and hire sufficient building inspectors to ensure next-day inspections.

Staffing Gaps
As mentioned above, a detailed assessment of staffing levels was not possible because the City lacks workload and other performance data.

Our general sense is that the City may need to add positions in the planning, plan check, and inspection areas to improve turnaround times and service levels.

These functional areas were frequently referenced by Malibu customers during the interviews and in the customer experience survey. Also, in Baker Tilly’s experience, these are the functional areas where many cities experience service lapses and staffing gaps in their development process.

It would be premature, however, for us to recommend additional positions in these areas without sufficient data.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
24 Management System
The management system refers to the interrelated tools, techniques, methods, and approaches that organizations use to manage their operations. Improving the management system is the third foundational issue that Malibu must address to reform its development review process.

The management system in this context includes the following six components:
• Organization structure,
• Technology,
• Performance measurement,
• Communication and customer service,
• Training, and
• Workflow.

Organization Structure
Establishing an organization structure is a method for determining how organizations operate, assign responsibilities, allocate resources, communicate, and make decisions. Baker Tilly assessed the organization structure of departments that provide development services in Malibu to evaluate whether changes would improve efficiency and effectiveness and thereby improve customer service.

There are three City departments and two outside agencies involved in the development review process in Malibu.
• Planning Department
• Environmental Sustainability Department
• Public Works Department
• Los Angeles County Fire Department
• Los Angeles County Waterworks District Number 29
The functions of these organizations are summarized below, and the three City departments are further detailed in Attachment F.

Environmental Sustainability Department (ESD). The Building Safety and Sustainability functions within ESD ensure that building projects within Malibu comply with all applicable codes to safeguard the health and safety of the community, private and public property, and the environment. Building Safety staff review projects for compliance and facilitate permitting for various types of construction, repair, and maintenance activities, including:
• Permit services,
• Construction inspections,
Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
25 • Building plan check,
• Onsite wastewater treatment,
• Environmental health plan check, and
• Geotechnical and coastal engineering.

In addition to these building-related programs, the department has other duties including managing the solid waste disposal program (including addressing illegal dumping). Staff must work with multiple solid waste providers to ensure practices comply with state laws concerning waste reduction and recycling requirements. Finally, this department also addresses federal and state water quality requirements related to the discharge of storm water into streams, rivers, lakes, and oceans.

Planning Department. The Planning Department reviews projects for compliance and provides various permitting services as provided in the Zoning Ordinance and LCP. Department staff provide a wide range of professional advice and services to customers and members of the public, and they serve as a liaison to external agencies, the Planning Commission, and the City Council. The department’s functional responsibilities include:
• Current Planning which involves the review and entitlement of construction, and issuance of various types of permits and approvals such as temporary use permits, and special events permits; Long Range Planning which involves the adoption of policies related to the growth and development of the City, including the General Plan and Zoning Ordinance;
• Assessment of environmental impacts of development, including implementation of the California Environmental Quality Act (CEQA);
• Coastal Commission liaison for the City organization, and • Code Enforcement.

Public Works Department. The engineering staff in the Public Works Department provide land development review. This includes the review of all new buildings and/or grading permit applications for impacts to public infrastructure, off-site drainage impacts, stormwater quality (in cooperation with ESD) and flood plain management.

Public Works is also responsible for the construction and demolition (C&D) debris recycling program.

Los Angeles County Fire Department. Fire suppression and prevention services within the City of Malibu are provided by the County of Los Angeles Fire Department. This department reviews proposed developments for conformance with the Fire Code. In practice, this relates Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
26 to access, sprinklers, exiting (commercial buildings) and fire-safe building materials.

Los Angeles County Waterworks District 29. The City of Malibu contracts with the County of Los Angeles for water supply and services. This special district, which serves an estimated population of nearly 23,000, was formed in 1959 pursuant to the state water code.

Proposed Organization Structure
Baker Tilly’s evaluation concluded that development services in Malibu would be better served if key changes to the organization structure which better align functional areas associated with new development were implemented. These changes are discussed below.

Create a Community Development Department. Create a new Community Development Department by combining the Planning Department with key portions of the Environmental and Sustainability Department as shown in Figure 2. These changes would place the core development services within one organization structure. This consolidation would foster a more seamless process by establishing consistent practices for project review, turnaround times, and communication with customers.

Figure 2. Proposed City of Malibu Citywide Organization Structure Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
27 As discussed previously in this report, there are foundational issues that must be addressed to improve the performance of Malibu’s development process. Most of these foundational issues are within the functional scope of the Planning and the Environmental Sustainability departments and addressing them will require a strategic shift in how these functions are organized.

Establishing greater clarity and consistency in the policies and regulations by updating the Zoning Ordinance and amending the LCP will require a major shift in focus for the planning staff. Changing the staffing model to reduce the overreliance on contract personnel will require concerted efforts by both the planning and ESD staff. Lastly, improving the management system as discussed later in this report will require coordinated effort and resources, and clear leadership.

Baker Tilly’s assessment is that the magnitude of these foundational changes will require a focused, multi-year effort. The current organization structure does not have the capacity for that level of change or for ensuring that the improvements are carried out in a uniform, efficient manner. Additional capacity needs to be created, but this needs to be accomplished in a way that increases the focus on the City’s customers and ensures that other critical day-to-day business responsibilities are satisfied.

The proposed new Community Development Department structure would align the development services functions in a way that is more in line with best practices, and how other small- to medium-sized cities are organized. The proposed change would consolidate the ESD and Planning Department into a new Community Development Department which would have two divisions:
• Building Safety, Sustainability and Wastewater Division, and • Planning and Code Enforcement Division.

These changes are illustrated in Figure 3.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
28 Figure 3. Proposed Community Development Department Functional Organization Chart Figure 3 includes five revised/new position titles. These represent an increase of 2.0 FTE over the current number of authorized positions.

Additionally, an increase of 1.0 FTE building inspector is shown to increase inspection service levels, as discussed previously in this report.

The revised/new position titles and their functional responsibilities are listed below.
• Community Development Director. This position would oversee the department and the foundational changes identified in this report.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
29 • Assistant Community Development Director. This position would be responsible for the planning and code enforcement functions.
• Building Official. This position would be responsible for the building safety and sustainability, and wastewater management functions.
• Planning Manager. This position would be responsible for current and long-range planning, as well as for biological services. • Management Analyst. This position would be responsible for the performance measurement program, supporting the LMS
implementation, and assisting the director with the foundational changes identified in this report.

Recommendation 13. Create a Community Development
Department by consolidating core functions of the
Environmental and Sustainability Department with the
Planning Department.

Recommendation 14. Establish classifications for the
community development director, building official,
assistant community development director, and planning
manager positions.

Move Functions to Public Works Department. In Baker Tilly’s experience, it is unusual for functions like the Clean Water Program and Solid Waste Management to be placed in a department like ESD whose core functions are building plan review and building inspection.

More importantly, the new Community Development Department will assume responsibility for leading the foundational changes recommended in this report, and it will be necessary to strengthen its capacity by shifting certain functional responsibilities to other parts of the City organization.

This change would move the Clean Water Program and Solid Waste Management to the Public Works Department, as shown in Figure 4.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
30 Figure 4. Proposed Public Works Department Functional Organization Chart In analyzing the Public Works Department, Baker Tilly reviewed the span of control, scope of department services, and the alignment of functions within the department. Moving the two functions from ESD to the Public Works Department is appropriate for various reasons, including:
• The two functions (Clean Water Program, Solid Waste
Management) are more like functions already placed in the Public Works Department, and these two functions are commonly found within a public works structure in other cities.
• The two functions would be transferred to the Public Works Department in their entirety, including staff, resources, and budget allocation.
• The public works director would have a span of control of five direct reports, which would not be overbroad given the size and scope of the department. For instance:
o The total number of positions for the two functions, when combined, would be 6.05 FTE.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
31 o The total number of positions for the reorganized Public Works Department would be 18.05 FTE.

Recommendation 15. Move the Clean Water Program and
Solid Waste Management in their entirety to the Public
Works Department.

Technology
Until the onset of the pandemic, the development services function was highly reliant on paper processing. The departments have since initiated certain types of online processing, but critical services continue to rely on antiquated systems.

In 2018, the City initiated an IT strategic planning process and technology needs assessment. According to the FY 2023-24 budget, the IT division notes the need to update the strategic planning documents. Of importance to the development review process, the FY 2022-23 IT budget documents identified the importance of electronic project submittal and review and the advantages of such systems in preventing disruptions during emergencies such as wildfires, pandemics, and other natural disasters.

Baker Tilly’s experience from other cities confirms the use of technology throughout development services can assist with streamlining processes, reducing administrative burdens, and improving workflows. Technology is also essential for effective project management, accountability, and improved applicant communication.

Unfortunately, Malibu’s current use of technology in the development review process lacks cohesiveness and consistency. The business systems rely on obsolete technology, are limited in scope, and are not integrated.

As a result, the City is operating with significant limitations which include:
• Insufficient information to monitor individual development projects, much less the entire development review process. • Lack of comprehensive data, especially that which is accessible online to the public, hampers transparency and makes it difficult to keep customers apprised of the status of their projects. • Inability to troubleshoot and fix problems in the overall process. • Lack of comprehensive reporting on the efficiency and effectiveness of the development process.
• Constraints on customers in submitting applications and obtaining permits online.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
32 • Need to update and integrate other software programs, such as those that provide document management, payment processing, electronic plan review, and other tasks which are essential to the development process.
• Lack of integration with GIS.

Recommendation 16. Hire a consultant to assist staff
with acquiring and implementing the new land
management system.

Land Management System (LMS)
Modern land management systems typically include modules for permitting, plan review, inspection, GIS integration, and an online portal for the public to submit applications and obtain permits. It is our understanding that the City is in the process of selecting such a system.

Recommendation 17. Develop an implementation plan
for the new land management system that enables staff
to actively participate with the consultant in the
implementation process.

Need to expand bandwidth for implementation. We learned from staff, however, that there is a concern in the organization that the City may not have the necessary bandwidth or resources to implement this system at this time.

Our experience is that implementing these systems successfully requires active participation in the implementation process by the staff members who will use the system going forward. Malibu staff are sensitive to the conundrum: implementing a new LMS could divert staff’s attention away from working on development projects and being accessible to customers.

Baker Tilly shares this concern. We believe the City should accelerate efforts to hire new City employees as recommended previously. Further, the City may also need to temporarily expand the use of experienced contract staff to backfill the work on development projects during the periods when City employees are focused on LMS implementation.

Recommendation 18. Identify an internal project
manager within Community Development to oversee
implementation of the land management system.

Recommendation 19. Expand the use of consultant staff
temporarily to backfill key City staff during LMS
implementation.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
33 An LMS working group will be essential. An LMS will seamlessly track projects from entitlement to certificate of occupancy, including the activities in every department. To be effective, however, an LMS must work for all departments which are involved in project review. An interdepartmental LMS working group should be established and include representation from each user type (e.g., planner, fire, building, public works, police, LMS administrator, IT technical liaison). A technical liaison role is necessary and has been proposed in the City’s FY 2023-24 budget documents to serve as a technical project manager for systems implementation. This role will be critical to the success of the LMS implementation and to support the system going forward.

Recommendation 20. Identify the technical project
manager and ongoing liaison from the City’s IT staff to provide support for the LMS.

The LMS working group should include key staff with authority to make decisions, understand the role of the various functions, and possess subject matter expertise in at least one of the functional areas. The working group should include a technical liaison from IT, but the group should be led by a City project manager who will become knowledgeable about the system’s intricacies.

Recommendation 21. Create a cross-department working
group to assist in the implementation of the LMS.

During the implementation phase, the City’s project manager should be assisted by a consultant project manager who has specific experience in LMS implementation, including experience with the system Malibu selects. While such a consultant cannot completely bridge the gap or take over the responsibilities of City staff, they can provide valuable support and expertise throughout the process. This will save time and money in the long run.

Use of LMS consultants. Consultants can also help define workflows and reporting requirements. They can work closely with City staff to understand existing processes and identify areas for improvement. By analyzing current practices and aligning them with the capabilities of the new LMS, consultants can help expedite the City’s efforts to streamline operations and enhance efficiency.

Recommendation 22. Hire a consultant project manager
with experience implementing the selected LMS to
expedite implementation.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
34 Need for business systems analyst. Modern land management systems are sophisticated software platforms that track numerous variables for multiple departments or agencies, and for every project or permit.

Managing these systems and obtaining important data and reports is a complex and ongoing responsibility.

As recommended above, the best practice for managing such systems in the long term is to ensure the organization has an ongoing technical liaison from IT. This technical liaison should be supplemented by a business systems analyst whose role is to work with department users, identify requirements and specifications, and implement solutions that ensure user needs in the departments are being met.

The business systems analyst would understand the business operations, interpret processes and workflow for the software vendor to ensure implementation is accurate, and later for the IT technical liaison after the implementation phase. Like the IT technical liaison, the business systems analyst role may warrant only part-time responsibilities after the implementation phase.

The FY 2023-34 budget added an information systems administrator position within IT. We assume this position could serve the business systems analysis need for the development process.

Recommendation 23. Hire a business systems analyst to
oversee the implementation of the new LMS and to assist with managing the system after the implementation
phase.

Implementing any LMS is a staff-intensive process, often requiring two years or more from the time the search begins until a system is implemented. However, Baker Tilly has observed situations where the process has taken five or more years in some cities, especially where a city fails to devote sufficient staff and resources to the implementation.

Communication and Customer Service
Feedback provided to Baker Tilly during the interviews and from the customer experience survey showed that customers are often confused about the development process in Malibu. As we have established, the process is complicated, so this is understandable.

Updating the Zoning Ordinance and amending the LCP will lessen customers ‘confusion to a degree, however, more effort by the City is warranted.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
35 The goal of communicating with customers is to provide them with clarity and a level of predictability. Customers should understand the basic steps in the process, what is required of them during each step, and how long each step is expected to take. Providing clear informational materials can help customers understand the City’s process, especially if staff are also available to answer questions and provide one on one guidance.

Malibu’s informational materials are excellent but may need updating. Cities have traditionally provided informational materials and handouts in City Hall and online. The extensive range of materials we reviewed on the City’s website are excellent examples. It is unclear to us, however, whether these materials are current.

Recommendation 24. Establish a process for conducting
an annual review of informational materials on the City’s website and update the information, as necessary.

Process diagrams would clarify process steps for customers. Further, it would be more useful to customers to have process diagrams that show the workflow of the various submittals. These diagrams should have imbedded links to the required forms, applications, and informational materials. This would help customers understand when the various handouts, forms, applications apply to their situation.

We noticed there is a broken link to a process diagram on the ESD portion of the website, so it appears staff intends to add workflow diagrams. We also noticed that the Planning Department has diagrams for types of administrative coastal development permits, but the diagrams are confusing and would be more helpful if they were simplified. Again, the diagrams should have links imbedded to the relevant form, applications, and informational materials. A diagram(s) for processes handled by the Public Works Department would also be useful.

An online permitting guide is another alternative. An alternative to creating process diagrams could be to create an online permit guide. Such a permit guide could organize the City’s rules, regulations, and instructions in such a way that customers could enter their address and answer certain questions. The website would then provide contextual responses.

Process diagrams or an online permitting guide would also provide greater transparency about how the process works to inform members of the public. In addition to providing additional information about the development process, this information could help the public understand what is, or is not, allowed before reporting issues to the City.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
36 Recommendation 25. Develop process diagrams or an
online permitting guide to explain the development
review process to customers.

LMS should provide a customer portal. As the new LMS is implemented the City should ensure it incorporates user-friendly features designed for the various types of customers to track detailed project status information. Of course, an applicant portal can also allow customers to submit forms, applications, plans, and payments.

Many LMS software vendors also have features that send notifications to customers at key steps in the development process. These automatic notification features are useful in making sure the entire customer team is apprised of updates to the project status and comments. This can be helpful in preventing miscommunication or misinformation among the various members of a customer’s team. For instance, it can avoid situations where contractor delays are attributed to the City when the contractor is actually responsible.

Recommendation 26. Develop a specification for the
LMS vendor contract that requires the system to provide a user-friendly customer portal and related features.

Need to improve staff responsiveness. The staff's responsiveness and consistency in communication with customers is a critical aspect of providing quality service. However, according to feedback received from customers, staff members are often unresponsive, inaccessible, and provide inconsistent responses. This not only hampers the customer experience but also leads to additional delays in processing applications.

There is the perception that staff are more focused on assisting developers than helping residents. Communication and an overall relationship with the community could improve if staff were more proactive in providing information.

Baker Tilly’s experience is that complaints about staff responsiveness are often interrelated with concerns about the turnaround times for project review. In other words, staff responsiveness is another way of expressing concerns about the turnaround time for processing plans. As turnaround timeframes improve, customers tend to be less critical of staff’s responsiveness. Nevertheless, the City should establish clear performance goals for staff responsiveness, such as timeframes for responding to emails and telephone calls, and it should monitor these metrics.

Recommendation 27. Establish performance goals for
staff responsiveness and measure the metrics.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
37 Internal communication has improved. Based on our interviews and discussions with staff, there have been improvements in interdepartmental communication since the directors began bi-weekly meetings to discuss the development process and relevant individual projects. This change was noticeable to staff, and it is good to model these best practices.

Training
Training employees is an important tool in managing departments and their operations, and especially so in Malibu given the reliance on contract employees or less experienced staff members. Training strengthens skills and improves consistent performance and productivity.

Providing training opportunities equips employees for future advancement within the organization, and this can bolster morale and reduce turnover as employees seek opportunities for continued growth.

Establishing training programs also signals to prospective employees that the organization invests in staff development.

More training is needed. In interviews, we heard that employees involved in the development review process need additional training, in part, to preserve institutional knowledge and expertise. The City should invest in ongoing training and support for all staff, including contract staff. This can ensure staff are equipped with the necessary knowledge and skills to navigate the complex regulatory environment and to make informed decisions. In addition to improved employee performance and customer service, this also results in improved job satisfaction and employee retention.

To improve the skills and abilities of development services staff, the City should conduct a training needs assessment. This will identify gaps in knowledge and skillsets among staff and determine the training needed to fill those gaps. The assessment should be comprehensive and cover a range of topics related to development services, including planning and zoning, building codes, project management, customer service, and communication skills.

Recommendation 28. Conduct a training needs
assessment.

Recommendation 29. Establish a comprehensive training
program for new staff and consultants.

Training in effective report writing is necessary. We heard during the interviews that staff reports prepared by planning staff are sometimes Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
38 incorrect and need improvement. We reviewed a sampling of staff reports and noted they can be extraordinarily long. Preparing long staff reports, as a rule, is not an effective use of time, and this practice can make review by elected and appointed officials more difficult and time consuming.

Training should be provided to ensure that staff members are equipped with the necessary skills to write effective staff reports. This training should cover essential skills such as report structure, clear and concise writing, use of graphics and charts to illustrate data, and effective communication of key points. Department leaders should also update the report template developed by the City Attorney’s Office in the past to ensure the reports are thorough but concise. Further, staff reports should indicate where the Planning Commission has discretion and where it does not.

Recommendation 30. Provide training on writing
effective but concise staff reports including using
templates for various project types.

Staff retreat would accelerate change. The changes recommended in this report will affect staff at all levels in the new Community Development Department and in the Public Works Department. A focused retreat with these staff members could help the departments to assimilate faster, communicate better, and to develop approaches for moving forward.

Further, reconvening this group of staff each year would reinforce the changes, foster good interdepartmental communication, and assist with onboarding new staff members.

Recommendation 31. Organize an annual facilitated
retreat between staff to foster teamwork while
establishing common goals and objectives.

Measuring Performance
Performance measurement is the process of systematically collecting data about an organization’s efficiency and effectiveness in delivering a program or service and then using that information to improve performance. There are a number of practical uses for performance measurement systems including day to day management, budgeting, program planning and analysis, trend identification, internal and external benchmarking, and reporting program outcomes to management, policy makers and the public. Ultimately, an effective performance measurement system enables managers to utilize objective data to identify whether a program is meeting its intended outcomes.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
39 Effective performance measurement is a common denominator in every community that has a high performing development process.

Performance metrics, also known as key performance indicators (KPIs), provide a tool for assessing the efficiency and effectiveness of processing individual projects and the overall development review process.

A broader performance measurement program is needed. While Malibu has rudimentary performance related data, the information does not include all the variables that are necessary, and it is formatted in spreadsheet or database software that limits its utility. For instance, the systems cannot produce the variety of reports and other information that department leaders need to manage the development process and performance outcomes. This is one of the reasons why implementing a new LMS is imperative.

Baker Tilly prepared an outline (Attachment G) of typical performance metrics that are necessary in managing a development review process.

The City should use this outline to customize a performance measurement program for Malibu. More specifically, the City should identify the types of reports and data it will need to manage the development process, and then ensure these data points and reports are implemented with the new land management system.

Recommendation 32. Establish a performance
measurement program tailored to Malibu’s development
review process.

A new management analyst position is necessary. The organization chart (Figure 3) showing the structure of the proposed Community Development Department includes a new management analyst position.

This position will be essential to assist the director in implementing the performance management system. This will include the strategic changes recommended in this report, establishing Malibu’s performance measure program, coordinating with the LMS working group to ensure the new software incorporates the performance metrics and reporting tools, and to regularly run performance reports and conduct analysis pertaining to the development review process. In the FY 2023-24 budget added an administrative analyst, which we assume was intended, will fill this need.

Recommendation 33. Recruit and hire a management
analyst to assist the community development director
and development and operations manager with the
management system.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
40 Workflow
Process workflows are a critical part of the management system. The workflow establishes the process steps that staff and customers follow.

Unfortunately, because of the lack of technology mentioned above, there is limited data available to judge when, where, and how the development process is working as intended.

Customer feedback has indicated that Malibu’s development review process in Malibu is overly complex, impossibly slow, and needs significant improvement. Both the City Council and staff view the process as inconsistent. Wait times, delays, and uncertainty are other major concerns.

A more effective management system, not changes to the workflow process, is necessary. Baker Tilly’s assessment is that problems commonly attributed to Malibu’s development process are more related to the management of the workflow process, rather than to the process itself. For instance, Malibu has a largely concurrent process where all departments review projects at the same time. This is a best practice because it saves time, and it avoids the problems some cities face when their process is sequential, department by department.

Other challenges with development review in Malibu, as discussed throughout this report, are conflicts and confusion in the policies and regulations, insufficient staffing resources, and missing pieces of the management system (e.g., lack of an LMS, inadequate training, insufficient performance metrics and data).

Fewer resubmittals and cycles of review would improve efficiency and reduce delays. We learned that applicants tend to submit revised projects/project plans with some regularity. These changes are sometimes necessitated by changes in ownership or changes to project scope, and these may be unavoidable. However, applicants should avoid such changes when possible.

The City should also work to minimize the need for resubmittals. For instance, using checklists to ensure the initial review of a project is thorough and complete can avoid future problems where staff identify a new problem with a project at a later stage of the process.

Further, comments provided to applicants should be clear enough to ensure the changes can be made with a single revision. Meetings with applicants should be scheduled whenever project comments involve complex changes and for every project after the second submittal.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
41 Recommendation 34. Develop updated checklists to
guide staff review of development projects and ensure
consistency.

Recommendation 35. Schedule meetings with applicants
to discuss project comments which require complex
changes, and for every project after the second submittal.

Better internal coordination and project management is necessary. According to our assessment, staff review of projects results in each reviewer providing comments to applicants on an individual or piecemeal basis. There is limited internal coordination between City departments to resolve comments which may conflict or be internally inconsistent. Additionally, the process for final approval of plans is complex and can lead to confusion for applicants.

A better approach would be for planners to operate more like project managers and serve as a single point of contact for an applicant. Planners are often the staff members with the best vantage from which to understand the overall project review process. They are also best positioned to work with their colleagues in the various departments regarding turnaround times and convening meetings with an applicant and other staff as necessary to resolve issues. This of course would require planners to undertake new responsibilities. Baker Tilly’s experience is that this is manageable so long as the organization has sufficient staffing and effective training.

Recommendation 36. Identify and implement project
management roles which could be provided by planners.

Standardized workflows would improve efficiency. To improve the efficiency, as well as the effectiveness of the planned LMS, the City should standardize the workflow across different departments. For example, there should be clear guidelines for staff concerning project intake, project review, project approval, and turnaround timeframes.

These steps should be standardized across the departments. This would improve the clarity of the process and make resolving problems more straightforward.

Recommendation 37. Establish internal guidelines with
standardized steps, which apply to all departments, for project intake, project review, project approval, and
turnaround timeframes.

As shown in the “as-is” process maps, there are multiple required steps in the workflow before an application is submitted. These steps include:

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
42 • Verification of address and zoning,
• Review of outstanding code enforcement issues,
• Review of required submittal information by type of project, and • Calculation and payment of fees.

These steps require additional staff time and could be expedited by a LMS that is a repository for property information such the assessor's parcel number, zoning, and previous activity. This system could also guide customers to the appropriate applications by project type based on the information provided. The calculation and payment of fees could be automatically calculated and paid online, reducing the administrative burden.

Once a project is submitted, various staff upload to project files, that are online, and outside consultants upload to their internal database. Input of submittal information does not happen simultaneously which hinders effective workflow. These initial steps could occur faster and more efficiently with an LMS that sends applications simultaneously to reviewers as shown in the process vignette in Figure 5.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
43 Figure 5. Submittal Process Vignette with LMS
Recommendation 38. Implement a standardized
workflow for the project submittal phase.

We heard from stakeholder interviews that the front counter is often staffed by less experienced employees who may not be able to handle complex issues as they arise. Placing at least one experienced staff member at the counter would improve service levels.

Recommendation 39. Schedule at least one experienced
staff member to be available at the front counter to assist customers.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
44 Minor or over-the-counter reviews should be expanded. Customer feedback suggested that minor or over the counter (OTC) review of projects is not available for many types of projects. Malibu has two levels of minor reviews:
• Projects that only require planning review, with no referrals to other departments or agencies, can be reviewed OTC, e.g., a small interior remodel.
• Projects that require planning review with a site visit, and/or referral to another department or agency, can be eligible for a minor review. These projects are taken in and routed to applicable departments for back-office review. According to staff, even though the projects are routed, the process is quicker than if a formal submittal was required.

Maximizing the number of projects that can be handled with minor reviews, including over the counter, is a way of improving efficiency because it can eliminate steps. For instance, these minor reviews may not require the same extent of project intake and documentation steps, routing to other departments, or requiring detailed corrections to plans and applications. It is often impractical to handle larger or more complex projects in this manner, but this approach should be used when feasible.

As discussed previously, when the City updates the Zoning Ordinance and amends the LCP, it should also reevaluate the list of projects which require a coastal development permit and determine whether certain types of projects should be exempted.

Recommendation 40. Review and expand the list of
projects or permits which are eligible for minor or over the counter review.

Additionally, expanding the list of permit technicians who have additional training and certifications, such as certifications through the International Code Council, would allow the City to maximize the type and number of permits which can be issued over the counter. Doing so would improve efficiency and customer service, as discussed above.

Recommendation 41. Provide relevant training and
encourage all permit technicians to obtain certifications necessary to expand the issuance of permits over the
counter.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
45 Governance Structure
An effective governance structure is crucial for local government agencies to succeed. By governance structure, we are referring to the roles and responsibilities, decorum, rules, practices, and decision-making processes that guide the organization.

When leaders govern effectively, local governments are better at serving their communities and promoting a healthy and productive organization culture. Ineffective governance can contribute to a lack of transparency, an erosion of public trust, disparities in how members of the public (and applicants with pending development projects) are treated and impact an organization’s ability to attract and retain highly qualified employees.

The governance structure in Malibu lacks clarity as it relates to the development process, and this makes it appear that the City is disorganized and inconsistent.

Our assessment is that many of the reasons for the apparent disorganization and inconsistency are rooted in the foundational issues we have raised throughout this report. These include:
• The lack of clear policies and regulations for new development, including conflicts between the Zoning Code and LCP (which may also require amendments to the General Plan to maintain internal consistency),
• Insufficient staffing resources, and
• Gaps in management system (i.e., the interrelated tools, techniques, methods, and approaches organizations use to manage their operations).

There was a tendency of some individuals we interviewed or surveyed to blame others or attribute whatever dysfunction may exist to political or policy disputes. Baker Tilly sees this differently, in as much as political disagreements and policy debates are a feature of local government, not a bug in its framework. However, the City is not operating as an effective team with respect to the development process. This section discusses these issues and provides recommendations for improving the governance structure.

Need for clear roles and responsibilities. Based on the many interviews conducted during this engagement and our review of video recordings of meetings, Planning Commission meetings too often result in chaotic discussions. The roles and responsibilities of commissioners, staff, the City Attorney’s Office, and members of the public are not clear during these exchanges, and it is easy to see how this can lead to problematic Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
46 decision making e.g., inconsistent decisions, delayed decisions, debates about interpretations.

Clarifying roles and responsibilities is particularly important in situations where City policies or regulations are unclear or conflict or when there are disagreements among decision makers.

Inefficiency in public meetings. Commission meetings too frequently devolve into lengthy and sometimes heated discussions about interpretations of policies and regulations. These discussions often raise legal issues which we believe should be addressed by staff and the City Attorney’s Office, not the Planning Commission. These practices and approaches hamper the City’s ability to handle its workload efficiently.

For example, as mentioned earlier in this report, only a limited number of items are typically scheduled on any given agenda because of inefficiencies in the meeting process. This causes delays in the overall development process. These challenges also make it more difficult for the Planning Commission to operate with consistency.

Our understanding is that the City Council, Planning Commission, and staff have not reviewed or discussed these governance issues for some time, if ever.

Recommendation 42. Schedule a governance workshop
for the City Council, Planning Commission, key staff
members, and the City Attorney’s Office to identify
expectations and establish roles, responsibilities, rules, practices, and decision-making processes.

Recommendation 43. Document the established roles,
responsibilities, rules, practices, and decision-making processes and use it as a tool when onboarding new
elected, appointed, or staff members.

Training for commissioners and staff would improve effectiveness. In addition to improving the efficiency of public meetings, commissioners and staff would benefit from training and opportunities to explore best practices used in other communities. For instance, we understand that the most common training provided to commissioners pertains to rudimentary requirements such as the Ralph M. Brown Act.

Most cities establish minimum qualifications for prospective employees during the recruitment and hiring process. This is intended to ensure the individuals have the skills and abilities necessary to perform their duties.

Cities later provide ongoing training and support for these individuals to ensure their skills remain relevant. Given the importance of the role of the Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
47 Planning Commission, the City could also establish minimum training requirements for commissioners. Further, the City’s development process would be strengthened by ensuring that commissioners are provided ample support and training to assist them in their work.

There are many excellent training opportunities for planning commissioners offered through various organizations, including the annual Planning Commissioners Academy1 sponsored by Cal Cities.

While this program is geared specifically to commissioners, our experience is that this and similar training programs are equally beneficial from a staff training standpoint. Investing in training would improve governance by providing key decision makers and staff with more information, examples, and best practices.

Recommendation 44. Develop a training plan and budget
that identifies various and regular training opportunities for members of the Planning Commission and key staff.

More in-person engagement. A side benefit of training is the shared understanding that can develop when individuals attend training together and have opportunities to learn and discuss issues. This can foster greater understanding and stronger relationships, which later translate into higher levels of trust and teamwork and greater effectiveness. The organization should look for formal or informal ways for commissioners and staff to engage in person.

We also believe that Planning Commission meetings would be more effective if they were conducted in-person and hybrid participation was discontinued Returning to in-person meetings may not by itself resolve all the underlying issues, it would improve communication and transparency, and this would foster more effective team work. These changes would improve the clarity of the process for members of the public and restore trust in the system.

Recommendation 45. Return to in-person Planning
Commission meetings.

Strategic direction should be clarified. Another area of concern brought to our attention is the lack of setting priorities, which leads to a strain on the organization when priorities exceed capacity. As an example, staff members responsible for current planning are also being assigned City 1 Information about this training is available at the following link: Planning Commissioners Academy | Cal Cities.

Comprehensive Development Services Review
Observations and Recommendations Baker Tilly
48 Council policy planning projects, such as short-term rental regulation and a dark sky ordinance.

These types of policy matters are typically assigned to the team of staff who are responsible for advanced or long-range planning. Staffing in Malibu has been limited, however, and virtually all planners are focused on handling development applications. In other words, the City lacks the staff capacity to handle long-range planning matters without diverting employees from handling development projects, which can lead to additional delays for customers’ projects.

Policy projects are often important and vital to a community’s wellbeing.

Yet the analysis and policy development work can be complicated and require extensive research and public engagement.

Initiating such projects should be considered within a broader context such as how they fit within the organization’s strategic plan and list of priorities. This would avoid impacting other strategic objectives such as ensuring development projects are processed efficiently. A more systematic, strategic approach would also avoid worsening the workload and staffing challenges.

Recommendation 46. Develop a strategic plan to identify long-term citywide initiatives, establish priorities, and determine the staffing resources available to implement them.

Comprehensive Development Services Review
Conclusion Baker Tilly
49 Conclusion
The development review process is one of the most high-profile functions for the City of Malibu. Policy makers, customers, and staff agree that changes are necessary to produce better service and more predictable outcomes.

There are three foundational issues that constrain the development review process which, if not addressed, will limit the extent of practical improvements that are possible. These foundational issues include:

Policies and regulations. Conflicts and inconsistencies in policies and regulations (e.g., the General Plan, Zoning Ordinance, and LCP) which make interpretations less predictable, make the work of the City Council, Planning Commission, and staff more difficult, and result in controversy and inefficiency.

Insufficient staffing resources. Staffing levels in Malibu are not adequate and this strains the City’s ability to handle the volume of development applications which are submitted. Difficulties in recruiting and retaining employees at all levels, a high rate of staff turnover, and the significant workload in Malibu has led the City to become over reliant on contract staff, an approach which has not proven to be effective or sustainable.

Ineffective management system. The interrelated tools, techniques, methods, and approaches used in Malibu to manage the development process are missing key components or components need to be updated and expanded. Baker Tilly’s assessment is that organization structure would be more effective if functions were better aligned and, in some cases, consolidated. Implementation of a LMS, which the City is poised to begin, will enable the organization to improve services to customers, better track development projects, and more effectively manage its operations through improved performance measurement.

The City should also focus on improving the governance structure by establishing/clarifying the roles and responsibilities, decorum, rules, practices, decision-making practices, and strategic direction under which the organization operates.

Comprehensive Development Services Review
Conclusion Baker Tilly
50 Next steps. To assist the City of Malibu over the next 18 to 24 months as it implements changes, Baker Tilly will prepare a Near-Term Strategic Work Plan. The objective of the work plan is to provide a user-friendly tool that the City can use to help priortize changes that need to be undertaken to implement the major recommendations identified in this report.

The strategic work plan will include specific action areas, implementation steps, suggestions for lead responsibility assignments, and suggested priorities.

Comprehensive Development Services Review
Attachment A – List of Recommendations Baker Tilly
51 Attachment A – List of Recommendations
Recommendation 1. Conduct a review of project categories that require coastal development permits to determine whether some project categories should be exempt. If the City determines that additional project categories should be exempted, an amendment to the LCP will be required.

Recommendation 2. Establish a system for preparing interpretations that provides consistent documentation, considers comments from relevant bodies, and results in a final determination by the City Council.

Recommendation 3. Develop a plan for updating the Zoning Ordinance which incorporates Planning Commission input and submit it to the City Council for approval.

Recommendation 4. Establish an expedited process for recruiting and filling vacant positions that provide development-related services.

Recommendation 5. Determine the baseline workload and number of City staff positions required to handle it in each department.

Recommendation 6. Develop a plan to recruit, hire, and train a baseline number of new City employees.

Recommendation 7. Conduct exit interviews and analyze the factors that are contributing to the turnover of City employees.

Recommendation 8. Develop a plan to improve the workplace climate.

Recommendation 9. Identify and address bottlenecks at the various stages of the recruitment process.

Recommendation 10. Prioritize recruitments for positions that have a role in development review functions.

Recommendation 11. Limit the project and inspection responsibilities for senior planner and supervising building inspector positions to refocus on supervising and training subordinate staff.

Recommendation 12. Recruit and hire sufficient building inspectors to ensure next-day inspections.

Recommendation 13. Create a Community Development Department by consolidating core functions of the Environmental and Sustainability Department with the Planning Department.

Recommendation 14. Establish classifications for the community development director, building official, assistant community development director, and planning manager positions.

Recommendation 15. Move the Clean Water Program and Solid Waste Management in their entirety to the Public Works Department.

Comprehensive Development Services Review
Attachment A – List of Recommendations Baker Tilly
52 Recommendation 16. Hire a consultant to assist staff with acquiring and implementing the new land management system.

Recommendation 17. Develop an implementation plan for the new land management system that enables staff to actively participate with the consultant in the implementation process.

Recommendation 18. Identify an internal project manager within Community Development to oversee implementation of the land management system.

Recommendation 19. Expand the use of consultant staff temporarily to backfill key City staff during LMS implementation.

Recommendation 20. Identify the technical project manager and ongoing liaison from the City’s IT staff to provide support for the LMS.

Recommendation 21. Create a cross-department working group to assist in the implementation of the LMS.

Recommendation 22. Hire a consultant project manager with experience implementing the selected LMS to expedite implementation.

Recommendation 23. Hire a business systems analyst to oversee the implementation of the new LMS and to assist with managing the system after the implementation phase.

Recommendation 24. Establish a process for conducting an annual review of informational materials on the City’s website and update the information, as necessary.

Recommendation 25. Develop process diagrams or an online permitting guide to explain the development review process to customers.

Recommendation 26. Develop a specification for the LMS vendor contract that requires the system to provide a user-friendly customer portal and related features.

Recommendation 27. Establish performance goals for staff responsiveness and measure the metrics.

Recommendation 28. Conduct a training needs assessment.

Recommendation 29. Establish a comprehensive training program for new staff and consultants.

Recommendation 30. Provide training on writing effective but concise staff reports including using templates for various project types.

Recommendation 31. Organize an annual facilitated retreat between staff to foster teamwork while establishing common goals and objectives.

Recommendation 32. Establish a performance measurement program tailored to Malibu’s development review process.

Recommendation 33. Recruit and hire a management analyst to assist the community development director and development and operations manager with the management system.

Comprehensive Development Services Review
Attachment A – List of Recommendations Baker Tilly
53 Recommendation 34. Develop updated checklists to guide staff review of development projects and ensure consistency.

Recommendation 35. Schedule meetings with applicants to discuss project comments which require complex changes, and for every project after the second submittal.

Recommendation 36. Identify and implement project management roles which could be provided by planners.

Recommendation 37. Establish internal guidelines with standardized steps, which apply to all departments, for project intake, project review, project approval, and turnaround timeframes.

Recommendation 38. Implement a standardized workflow for the project submittal phase.

Recommendation 39. Schedule at least one experienced staff member to be available at the front counter to assist customers.

Recommendation 40. Review and expand the list of projects or permits which are eligible for minor or over the counter review.

Recommendation 41. Provide relevant training and encourage all permit technicians to obtain certifications necessary to expand the issuance of permits over the counter.

Recommendation 42. Schedule a governance workshop for the City Council, Planning Commission, key staff members, and the City Attorney’s Office to identify expectations and establish roles, responsibilities, rules, practices, and decision-making processes.

Recommendation 43. Document the established roles, responsibilities, rules, practices, and decision-making processes and use it as a tool when onboarding new elected, appointed, or staff members.

Recommendation 44. Develop a training plan and budget that identifies various and regular training opportunities for members of the Planning Commission and key staff.

Recommendation 45. Return to in-person Planning Commission meetings.

Recommendation 46. Develop a strategic plan to identify long-term citywide initiatives, establish priorities, and determine the staffing resources available to implement them.

Comprehensive Development Services Review
Attachment B – Interview Themes Baker Tilly
54 Attachment B – Interview Themes
To: Mr. Steve McClary, City Manager
Mr. Joe Toney, Assistant City Manager
City of Malibu
From: Jay Trevino, Director
Subject: Interview Themes
Date: March 30, 2023
Summary
The themes outlined in this memorandum were compiled based on input provided to the Baker Tilly team during 52 interviews with City Council members, Planning Commissioners, and a variety of Malibu staff and customers as listed below:
 City manager;
 Assistant city manager;
 Department directors and key staff from multiple departments (Planning, Environmental Sustainability, Public Works/Engineering, Los Angeles County Fire);  City-hired consultants involved in the development review process; and  Customers who have participated in the development process over the last few years, which include homeowner-applicants, developers, contractors, architects, engineers, project managers, or business owners.

The comments, which we grouped into six themes or categories, summarize viewpoints expressed by interviewees. The six themes or categories include:

1. Staffing and training,

2. Customer service and communication,

3. Technology,

4. Workflow,

5. Growth and development, and

6. Other.

Comprehensive Development Services Review
Attachment B – Interview Themes Baker Tilly
55 Interview Themes
Staffing and Training
 There is a shortage of qualified and experienced staff in development review, which is causing delays and frustration.
o Staff members believe they are overworked;
o Additional staff is needed to address the volume of work.  The extraordinarily complicated development environment means that contract staff require so much supervision that it is hard for them to be effective. Permanent staff is needed.
 A high degree of staff turnover, together with the overreliance on contract staff, is contributing to gaps in expertise and inconsistencies in the review process.  Additional administrative support is needed to handle various administrative duties, such as creating PDFs, uploading documents, and sending notifications to applicants and interested parties.
 Staff members are not held accountable and there is no measurement of how long it takes them to complete their work.
 There is a lack of prioritization and sensitivity to workload constraints. If the City Council wants something done, management staff does not push back and respond that there are not sufficient staff resources to accomplish the task.  There is a need for additional training for staff, especially new staff members, who are involved in the development review process.
o Training on new and updated policies and procedures is lacking. o Training on specific software and technology systems is needed. o Customer service and communication skills training is needed. o Cross-training and increased collaboration between departments is desired.  Staff does not feel supported by elected and appointed officials.  Planning Commissioners are not provided with training or resources to understand their role and responsibilities.
 It takes too long to get a building inspection. Inspections require a one- to two-week lead time. There is a need for additional inspectors.
 There are inconsistencies in interpretations of the zoning code; The “book of interpretations” was prepared by staff, but it has not been ratified by policymakers.

Customer Service and Communication
 Responses from staff are often inconsistent, and staff members are too often unresponsive or inaccessible to customers.

Comprehensive Development Services Review
Attachment B – Interview Themes Baker Tilly
56  There is a lack of public information on how the process works, which leads to confusion among property owners, applicants, and others.  Applicants have a desire for more one-on-one time with planners.  When problems with projects or plans are not identified early in the process, it can result in additional delays for customers, and more back-and-forth between staff and the applicants to resolve the issues.
 Interdepartmental communication at the management level has improved now that department directors meet regularly.

Technology
 The lack of technology in City Hall is an overarching problem for the organization.  Staff struggles to manage overwhelming volume of emails and information submitted to them.
 The current technology systems and databases have limited functionality i.e., they do not meet all the needs of staff or customers.
 There is a need for improved technology and systems to streamline processes. The city is currently selecting a vendor for a new LMS.
 There is no electronic plan review system (specifically, staff pointed to software like Bluebeam).
 There is no digitization of public works infrastructure.  There is no comprehensive system for staff to track project progress, or for customers to monitor the status of their projects. There is a need for software that allows for comprehensive project management, including monitoring turnaround times, and that is accessible to customers.
 Because of the lack of effective technology, there is limited data available to judge when/where/how the development process is working well, where there are gaps in the review process, and what projects may be stuck or stranded.

Workflow
 The development review process is perceived as overly complex and impossibly slow.

There is broad agreement among all interviewees that it needs significant improvement.  The City Council and staff both view the process as arbitrary and inconsistent at times.  Wait times, delays, and uncertainty are major concerns.  Customers identified appeals as a significant issue because they add another layer of uncertainty and more delay. This increases costs, and frustration levels.  The volume of resubmittals is especially large. This may be because the process takes so long that applicants’ plans change, or properties are sold to new owners who have different designs.

Comprehensive Development Services Review
Attachment B – Interview Themes Baker Tilly
57  The review of projects is piecemeal, i.e., each project reviewer submits comments to the applicant separately and there is no internal coordination between City departments to resolve comments which are (or may appear to be) inconsistent with comments from other departments.
 Departments should review the same set of plans simultaneously to avoid delays and miscommunication.
 The process for final approval of plans, where plans are stamped by the various departments, is too complex and can lead to confusion for applicants.  Calculating fees can be cumbersome.
 Over-the-counter review of applications is too limited, i.e., the list of projects/permits eligible for review at the counter is limited. It should be expanded.  There is no way to monitor or manage the workflow across departments when review from multiple departments is necessary i.e., one department might be almost finished with its review while another has not even started.
 The departments operate in silos and no one takes responsibility for keeping projects moving forward.
 There is a need for improved checklists, and early review of submittals, to ensure all required items are included in an application submittal.  There is a need for greater “front-loading” of the process to ensure that all issues are identified early. Applicants need complete and accurate information about the process and requirements at the beginning.

Growth and development
 The impact of development on the community and the environment is a topic of ongoing debate in the community, including among City Council members.  There is a perception among some residents that no growth is the only acceptable option, and that anything built after they arrived in Malibu should not be allowed.

Others believe that growth is a matter of fairness, and even necessary for the economic health of the community.
 There is pressure to maximize the development potential of parcels because of high property values. This causes developers to push (figurative) boundaries, which often increases a project’s complexity and staff time required for review.  Applicants avoid going through the Local Coastal Permit process whenever possible.

Other
 The City of Malibu has a very complex development environment.  There are numerous areas of conflict or inconsistency between the Municipal Code (zoning) and the Local Coastal Program (LCP).

Comprehensive Development Services Review
Attachment B – Interview Themes Baker Tilly
58  Planning Commissioners often appear to be working at cross purposes with each other and with staff. They can also appear to be hostile to applicants.  Planning Commissioners have very different views as to their roles and responsibilities.  Staff reports are lengthy but sometimes incorrect. This frustrates policymakers and applicants alike. It can also make public meetings more difficult and result in further delays.
 There are many serious concerns (transparency of process, clarity of requirements, fees and costs, delays in the review process, lack of City assistance) with how the Woolsey Fire re-build projects have been handled.
 Some believe there is an over-reliance on variances and on “interpretations” of the code, leading to inconsistencies and lengthy debates at Planning Commission and City Council meetings.

Next Steps
These interview themes, together with the results of the customer experience survey, will inform our analysis of Malibu’s development review process.

Comprehensive Development Services Review
Attachment C – As-Is Process Maps Baker Tilly
59 Attachment C – As-Is Process Maps
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 1 of 9) Applicant Planning Technician Planner
Pre‐ApplicationCity of Malibu Comprehensive Development Services Review Discuss pre‐design
questions to
determine if it is
possible to build on
the property and
length of time to
acquire a permit
Is this a complex
project?
Yes
No
Offer and schedule
a pre‐design
meeting2
Notes1. If the Planning Technician assigns an address, the applicant must submit an application, grant deed and site map to confirm the location and ownership. A $190 fee is charged. Once the address is assigned, the Planning Technician issues a letter via email notifying the applicant/homeowner that an address has been assigned. It is also sent to all external departments (Los Angeles County Waterworks, Fire Department and the Assessor’s Office. Typically once a new address is issued the applicant must submit plans at the front counter rather than on the portal.

2. Applicant and Senior Planners meet to discuss questions about the development process. These are rarely offered, only for outlier projects.

3. Applicant may decide to proceed without staff support or revise as necessary to move forward with staff’s recommendation.

Can the project
concept be
recommended?
Provide checklist
which provides
requirements to
submit an
application
Yes
Initiate the request
to submit an
application on the
Planning Online
Submittal Portal
Receive a request
number from portal
Process continues
on next map
Are there code
enforcement concerns
on the property?
No
Correct code
enforcement
concerns
Yes
End3
No
Start process
Contact counter
staff via email, walk
in or phone call
Verify address is
within city limits by
typing physical
address into GIS
Does the applicant
have an address or
Assessor’s Parcel
Number (APN) ?
Is address within city
limits?
APN
Address End
No
Yes
Assign address Is APN within city 1 limits?
No
Yes
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 2 of 9) Applicant Submittal Administrator1
Pre‐ApplicationCity of Malibu Comprehensive Development Services ReviewNotes1. The Submittal Administrator is a contract Planner who was previously employed by the City of Malibu as administrative staff.

2. When determining the application type, the applicant is in constant negotiation with City staff.

3. Depending on the project type, there may be up to twenty documents uploaded including a biology report, archeology report, geology report, native trees report, on site wastewater treatment systems report, etc.. Currently the city only accepts plans and documents in PDF format.

4. The development database is a database created for the City of Malibu in Microsoft Access maintained by a consultant

5. The department matrix and fee schedule are used to calculate fees

6. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Planning Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Planning Technician will generate a stripe invoice.

7. The referral email contains information on the business hours for fire and water review, which are conducted through EPIC LA, the Los Angeles County electronic permitting and inspections portal. The responsibility of contacting the County falls on the applicant, not the City of Malibu.

8. There is no universal document imaging repository for all documents.

Continues from
previous map
Send the applicant a
questionnaire to
obtain property
details and request
plan submission via
email
Complete the
questionnaire as a
PDF and submit it
with plans and via
live link
Determine the
application type, begin
completing the
submittal checklist and
send to applicant with
link to upload
documents2
Upload plans and
additional
documents3 via link
Receive notification
that files have been
uploaded and review
the documents in the
development
database4
Have all the
necessary files been
uploaded?
Request remaining
documents
No
Enter the project in
the development
database, calculate
and enter fees5
Yes
Send the applicant a
statement with
options of how to
pay
6 Pay invoice
“Open” the project by
assigning a project
number and inputting
owner and applicant
information into the
development database
Distribute the
project by
generating the
referrals and
emailing the
departments7
Upload files to
OnBase and the
network, and email
other documents to
the relevant
departments8
Contact the Fire
Department and
Waterworks
District 29
Process continues
on next map
Resubmittal process
returns here
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 3 of 9) Applicant Planning
Department
Environmental
Sustainability
Department
Public Works/
Engineering
Department
Consultants
1 Outside
Reviewers
(Fire and
Water)
Project ReviewCity of Malibu Comprehensive Development Services ReviewNotes1. Consultants review for coastal engineering, biology and geology.

2. When the project is assigned to a planner, an automatic email informs the applicant that the project has been assigned and routed.

3. The planning department is divided into three teams. Each of the senior planners leads a team.

4. The Quality Assurance Committee reviews any projects the planner has a question on prior to deeming them complete to ensure consistency. All planners, including contract planners on as‐needed basis, attend as well as the applicant. Decisions are not memorialized in this meeting.

Continues from
previous map
Planning Technician
receives the
submittal email and
uploads the non‐
departmental
specific documents
to a project file
Department
administration
receives the
submittal email and
pulls documents for
outside consultants
Department
administration
uploads reports
onto OnBase and
notifies the reviewer
there is a project for
review via email
Project coordinator
logs the project in
their internal
database
Senior Planner
receives a list of new
applications and
assigns the project
planner depending
on case load and
experience2
Planner pulls the
documents from the
network and adds
the project to their
queue
LA County conducts
fire and water
review
independently of
the City processes
Planner conducts
initial review for
completeness and
conducts a site visit
Engineer receives
documents via email
or accesses them
through the P drive
Engineer receives
documents,
performs
completeness check
and notifies planner
of missing elements
(if any)
Engineer receives
documents,
performs
completeness check
and notifies planner
of missing elements
(if any)
Planner prepares
and transmits
complete/
incomplete letter to
applicant
Is application
complete?
Applicant resubmits
application
Return to previous
map
Process continues
on next map
Planner provides
comments to the
applicant via email
Reviews all
department
reviewers comments
for conflict and
reconciles as
necessary
Environmental Programs
Manager receives
documents, performs
completeness check and
notifies planner of
missing elements (if any)
No
Environmental
Programs Manager
receives documents,
conducts initial review
and provides
comments to the
applicant via email
Engineer receives
documents,
conducts initial
review and provides
comments to the
applicant via email
Engineer conducts
initial review and
provides comments
to the applicant via
email
Engineer issues
review through the
development
database which is
automatically
uploaded on OnBase
Yes
Yes
Attends team
meeting3 to review
projects
Attend Quality
Assurance
Committee meeting4
to review project
Continues from
previous map
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 4 of 9) Applicant Case Planner Senior Planner
Assistant
Planning
Director
Environmental
Review Board
Environmental Review Board
City of Malibu Comprehensive Development Services Review Notes1. The ERB is scheduled once staff determines the project is complete and other agency reviews are complete. It serves as a technical advisory committee to the Planning Director and provides technical assistance to the City regarding environmental issues on projects. The purview of the ERB is limited to biological resource issues, geological issues, siting of structures on hillsides, fuel modification issues, and planting of wildland edges, unless otherwise directed by the Planning Director.

2. The story poles must be stamped by the architect, civil engineer or surveyor.

3. Postings include a green notice of application.

Continues from
previous map Drafts staff report
Reviews and
approves staff
report
Reviews and
approves staff
report
Planner schedules
the project for the
ERB
Planner schedules
the project for the
ERB
Applicant pays fee
and completes
checklist
If review by ERB is
required, sends
notice of ERB
hearing to the
applicant and
coastal commission
Works with
applicant to have
property postings3
installed
Installs property
postings
Sends notice of
hearing to the
applicant and
coastal commission
Conducts site visit to
take pictures of
story poles and
property postings
Conduct the
primary view
determination
process if required
Process continues
on next map
ERB Hearing held
Is review by the
Environmental
Review Board (ERB)1
required?
No
Installs story poles
Works with
applicant to have
story poles2 installed
If ERB is not
required, continue
to next map
Yes
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 5 of 9) Case Planner Senior
Planner
Assistant
Planning
Director
Planning
Commision
Planning
Director City Council
Entitlement Hearing
City of Malibu Comprehensive Development Services Review Notes1. Projects can be appealable to the City Council and, in some cases, the Coastal Commission. Those projects that can be appealed to the Coastal Commission can be done so after the local appeal period has expired. The local appeal period is 10 calendar days; the Coastal Commission appeal period is 10 business days after receiving notice of the final action via mail.

2. The Coastal Commission may appeal projects located within the appealable jurisdiction (approximately 30% of the City of Malibu).

3. Additional documents include the acceptance of conditions affidavit, the recordation of deed restrictions, covenant agreements and assumptions of risk, etc.

Continues from
previous map (or
returns from map 6)
Prepares staff report
for hearing,
including any
comments from the
Environmental
Review Board, if
applicable
Reviews and
approves staff
report
Reviews and
approves staff
report
Planning
Commission Hearing
held
Prepares and posts
hearing notice
Schedules Planning
Commission hearing
Was project
approved?
Schedules City
Council hearing
Prepares and posts
hearing notice
Prepares staff report
for hearing,
including any
comments from the
Environmental
Review Board, if
applicable
Reviews and
approves staff
report
Reviews and
approves staff
report
Reviews and
approves staff
report
End
Project Denied
Was project
appealed? No 1 No
Yes
Yes
City Council Hearing
held
Process Complete
Project Approved;
Begin Plan Check
Issues notice of final
action via mail2,
provide a set of
plans with the digital
green stamp and
additional
documents3
Notifies applicant
that the plans are
approved
Was project
approved?
End
Project Denied
Was project
appealed? No 1 No
Yes
Yes
Was project
appealed?
No Yes
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 6 of 9) Permit Services
Technician
Senior Civil
Engineer Applicant PlanningDepartment
Plan Check Submittal
City of Malibu Comprehensive Development Services Review Notes1. Applicants sometimes submit their plans to the portal or come directly to the public counter. Depending on the project, there is sometimes a pre‐submittal meeting or conversation to determine what information is needed before they submit.

2. Required documents include structural design calculations, energy compliance reports and calculations and a memo detaliing soils reports (to include all Geology and Geotechnical and/or Coastal Engineering reports)

3. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Permit Services Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Permit Services Technician will generate a stripe invoice.

4. The Permit Services Technician is not notified when payment is made and must regularly check the database until it has been paid. The Environmental Programs Manager sees a weekly report that identifies who has paid but an invoice/receipt has not been generated. She can select “email Permit Technician” to trigger an email if the Permit Services Technician does not issue an invoice timely.

5. Different elements of the project have their own plan check numbers, which are grouped together. There can be up to ten plan check numbers per application; essentially a primary permit with various sub‐permits. All permits associated with the plan check number have their own tracking number.

6. This is either done by the (Senior) Permit Services Technician or the Senior Civil Engineer. If a Permit Services Technician has already been assisting the applicant they will self‐assign themselves.

Start
Open a building plan
check application
request through the
building safety
submittal portal1
Review the request
portal and compare
to the green
stamped plans
Is the scope of work
consistent with the
initial plan review
submittal?
Assign the project to
a Permit Services
Technician in the
database6
Email applicant stating
the request is received
and provide a list of
information to be
submitted with a link
Submit requested
documents2 and
plans to the land
development portal
Review the checklist
and green stamped
plans to determine if
the submittal is
complete
Calculate fees
according to the
citywide fee
schedule
Send the applicant a
fee estimate and
scope of work via
email with options
of how to pay3
Pay fees for plan
review
Yes
Check database to
confirm the fees
have been paid4
Generate a receipt
through the
database
Create and email a
link to reviewers
using the database
Process continues
on next map
Assign plan check
numbers5 by line
item in the database
No
Can a determination of
substantial
conformance be made?
Yes
Return to Planning
Commission on
previous page
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 7 of 9) True North
Compliance Consultants1
Permit
Services
Technician
Environmental
Sustainability
Department
Public
Works
Case
Planner
Technical ReviewCity of Malibu Comprehensive Development Services ReviewNotes1. Consultants review for coastal engineering, biology and geology.

2. The Environmental Health Administrator distributes to geology, public works and LA County Water Works for final approval.

3. The Case Planner is the second to last to digitally stamp the plans.

Start
Plan check
coordinator receives
link and assigns to
plan check engineer
Plan check engineer
reviews first
submittal
Plan check engineer
sends comments to
the applicant via
email copying city
staff
Project coordinator
receives link and
uploads into internal
system
Plan checker
reviews first
submittal
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Plan checker sends
comments to the
applicant via email
copying city staff
Environmental
Health
Administrator (EHA)
receives email,
intakes project and
inputs it into the
database
EHA distributes to
departments2 for
Onsite
Wastewater
Treatment
Systems (OWTS)
approval
Plan checker receive
email, intakes
project and links the
building plan check
ID and
corresponding
application ID
Plan checker sends
comments to the
applicant via email
Permit Services
Technician provides
applicant with a new
link to upload
revised plans and
corrections
Permit Services
Technician reviews
submittal for
completeness and
routes revised plans
to applicable plan
checkers
Plan check engineer
reviews resubmittal
Plan checker
reviews resubmittal
Plan checker
reviews resubmittal
Plan checker sends
comments to the
applicant via email
Do resubmitted plans
comply with the
code?
No
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Track final
approvals, input
dates into the
database and
digitally stamp the
plans with a red
stamp
Applicant resubmits
plans
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Plan checker
reviews resubmittal
Plan checker emails
the Permit Services
Technician to
digitally stamp the
plans
Yes
Notifies applicant
via email that plans
are tentatively
approved and need
to submit plans
through the portal
Applicant submits
plans in the portal
Process continues
on next map
Case Planner
reviews first
submittal
Case Planner sends
comments to the
applicant via email
Case Planner
reviews resubmittal
including
recordation
documents
Case planner
digitally stamps the
plans with a red
stamp and sends the
final approval via
email3
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 8 of 9) Permit
Services
Technician
Building
Inspector Applicant
ConstructionCity of Malibu Comprehensive Development Services ReviewNotes1. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Planning Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Planning Technician will generate a stripe invoice.

2. Permit can be signed and digitally returned or the applicant can come to City Hall and sign on an iPad

3. Pre‐construction meeting includes the supervising inspector, grader, contractor and soils engineer and occurs after the permit has been issued but before the work starts.

4. The Supervising Building Inspector, Senior Building Inspector, the owner, contractor and design team are required to attend this meeting and discuss how the project will go from the beginning to the end in the field.

5. Construction is done in phases, with different phases varying per project. When each phase of construction or “component” has been approved, the inspector shall sign off that portion of the work on the appropriate permit. Each component must be approved and signed off prior to commentcement of additional inspections of construction or work sequential to the previous component. Depending on the phase of construction and the project, various employees and/or consultants go on site including Geology, Public Works and Coastal Engineering.

Start
Re‐review the scope
of work to ensure it
matches what was
initially approved
Calculate permit
fees1 and
communicates with
the applicant the
details to pull the
permit
Pay fees for permit
Create a digital
permit using
DocuSign and the
information from
the application
Email permit to the
applicant, contractor
and others as
needed for
signature
Sign permit3
Conducts pre‐site
inspection meeting4
Issue digital permit
via email and
provide a list of
required documents
and instructions to
request inspections
Request a pre‐site
inspection meeting
via the website
Construction begins;
completes
applicable phase of
construction5
Request component
inspection
Complete
component
inspection
Are all inspections
complete?
Are corrections
needed?
Provide final
inspection checklist
Make corrections in
the field
Yes
No Yes
No
Process continues
on next map
New Single‐Family Residence that requires approval of a Coastal Development Permit (CDP) (Map 9 of 9) Permit
Services
Technician
Building
Inspector Applicant Other
Approvers
1 Planning Building
Official
Certificate of Occupancy
City of Malibu Comprehensive Development Services Review Notes1. Other approvers include Planning, Public Works, Geotechnical, Environmental Health, and the LA County Fire Department.

Start
Request final
inspection
Complete final
inspection
Are corrections
needed?
Make corrections in
the field
Yes
No
Request final
approvals
Approve and sign
final inspection
information sheet
Request height
survey
Submit height
survey
Approve and sign
final inspection
information sheet
Prepare final City
documents,
including signed
permits and
approval forms
Sign and issue
certificate of
occupancy
Process Complete
Verify recordation
documents have
been completed
Administrative Plan Review Process (Map 1 of 10)
Applicant Planning Technician Planner
Pre‐ApplicationCity of Malibu Comprehensive Development Services Review Start process
Contact counter
staff via email, walk
in or phone call
Verify address is
within city limits by
typing physical
address into GIS
Does the applicant
have an address or
Assessor’s Parcel
Number (APN) ?
Is address within city
limits?
APN
Address End
No
Notes1. If the Planning Technician assigns an address, the applicant must submit an application, grant deed and site map to confirm the location and ownership. A $190 fee is charged. Once the address is assigned, the Planning Technician issues a letter via email notifying the applicant/homeowner that an address has been assigned. It is also sent to all external departments (Los Angeles County Waterworks, Fire Department and the Assessor’s Office. Typically once a new address is issued the applicant must submit plans at the front counter rather than on the portal.

Provide checklist
which provides
requirements to
submit an
application
Initiate the request
to submit an
application on the
Planning Online
Submittal Portal
Receive a request
number from portal
Process continues
on next map
Are there code
enforcement concerns
on the property?
Yes
No
Correct code
enforcement
concerns
Yes
Assign address Is APN within city 1 limits?
No
Yes
Administrative Plan Review Process (Map 2 of 10)
Applicant Submittal Administrator1
Pre‐ApplicationCity of Malibu Comprehensive Development Services ReviewNotes1. The Submittal Administrator is a contract Planner who was previously employed by the City of Malibu as administrative staff.

2. When determining the application type, the applicant is in constant negotiation with City staff. The application type for an APR is “other” in the portal.

3. Depending on the project type, there may be up to twenty documents uploaded including a biology report, archeology report, geology report, native trees report, on site wastewater treatment systems report, etc.. Currently the city only accepts plans and documents in PDF format.

4. The development database is a database created for the City of Malibu in Microsoft Access maintained by a consultant

5. The department matrix and fee schedule are used to calculate fees

6. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Planning Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Planning Technician will generate a stripe invoice.

7. The referral email contains information on the business hours for fire and water review, which are conducted through EPIC LA, the Los Angeles County electronic permitting and inspections portal. The responsibility of contacting the County falls on the applicant, not the City of Malibu.

8. There is no universal document imaging repository..

Continues from
previous map
Send the applicant a
questionnaire to
obtain property
details and request
plan submission via
email
Complete the
questionnaire as a
PDF and submit it
with plans and via
live link
Determine the
application type, begin
completing the
submittal checklist and
send to applicant with
link to upload
documents2
Upload plans and
additional
documents3 via link
Receive notification
that files have been
uploaded and review
the documents in the
development
database4
Have all the
necessary files been
uploaded?
Request remaining
documents
No
Enter the project in
the development
database, calculate
and enter fees5
Yes
Send the applicant a
statement with
options of how to
pay
6 Pay invoice
“Open” the project by
assigning a project
number and inputting
owner and applicant
information into the
development database
Distribute the
project by
generating the
referrals and
emailing the
departments7
Upload files to
OnBase and the
network, and email
other documents to
the relevant
departments8
Contact the Fire
Department and
Waterworks
District 29
Process continues
on next map
Resubmittal process
returns here
Administrative Plan Review Process (Map 3 of 10)
Applicant Planning
Department
Environmental
Sustainability
Department
Public Works/
Engineering
Department
Consultants
1 Outside
Reviewers
(Fire and
Water)
Project ReviewCity of Malibu Comprehensive Development Services ReviewNotes1. Consultants review for coastal engineering, biology and geology.

2. When the project is assigned to a planner, an automatic email informs the applicant that the project has been assigned and routed.

3. The planning department is divided into three teams. Each of the senior planners leads a team.

4. The Quality Assurance Committee reviews any projects the planner has a question on prior to deeming them complete to ensure consistency. All planners, including contract planners on as‐needed basis, attend as well as the applicant. Decisions are not memorialized in this meeting.

Continues from
previous map
Planning Technician
receives the
submittal email and
uploads the non‐
departmental
specific documents
to a project file
Department
administration
receives the
submittal email and
pulls documents for
outside consultants
Department
administration
uploads reports
onto OnBase and
notifies the reviewer
there is a project for
review via email
Project coordinator
logs the project in
their internal
database
Senior Planner
receives a list of new
applications and
assigns the project
planner depending
on case load and
experience2
Planner pulls the
documents from the
network and adds
the project to their
queue
LA County conducts
fire and water
review
independently of
the City processes
Planner conducts
initial review for
completeness and
conducts a site visit
Engineer receives
documents via email
or accesses them
through the P drive
Engineer receives
documents,
performs
completeness check
and notifies planner
of missing elements
(if any)
Engineer receives
documents,
performs
completeness check
and notifies planner
of missing elements
(if any)
Planner prepares
and transmits
complete/
incomplete letter to
applicant
Is application
complete?
Applicant resubmits
application
Return to previous
map
Process continues
on next map
Planner prepares
notice to
surrounding
property owners of
filing of application
Reviews all
department
reviewers comments
for conflict and
reconciles as
necessary
Environmental Programs
Manager receives
documents, performs
completeness check and
notifies planner of
missing elements (if any)
No
Environmental
Programs Manager
receives documents,
conducts initial review
and provides
comments to the
applicant via email
Engineer receives
documents,
conducts initial
review and provides
comments to the
applicant via email
Engineer conducts
initial review and
provides comments
to the applicant via
email
Engineer issues
review through the
development
database which is
automatically
uploaded on OnBase
Yes
Yes
Attends team
meeting3 to review
projects
Attend Quality
Assurance
Committee meeting4
to review project
Continues from
previous map
Administrative Plan Review Process (Map 4 of 10)
Applicant Case Planner Senior Planner
Assistant
Planning
Director
Environmental
Review Board
Environmental Review Board
City of Malibu Comprehensive Development Services Review Notes1. The ERB is scheduled once staff determines the project is complete and other agency reviews are complete. It serves as a technical advisory committee to the Planning Director and provides technical assistance to the City regarding environmental issues on projects. The purview of the ERB is limited to biological resource issues, geological issues, siting of structures on hillsides, fuel modification issues, and planting of wildland edges, unless otherwise directed by the Planning Director.

2. The story poles must be stamped by the architect, civil engineer or surveyor.

3. Postings include a green notice of application.

Continues from
previous map
Drafts staff report
Reviews and
approves staff
report
Reviews and
approves staff
report
Planner schedules
the project for the
ERB
Applicant pays fee
and completes
checklist
If review by ERB is
required, sends
notice of ERB
hearing to the
applicant and
coastal commission
Works with
applicant to have
property postings3
installed
Installs property
postings
Conducts site visit to
take pictures of
story poles and
property postings
Conduct the
primary view
determination
process if required
Process continues
on next map
ERB Hearing held, if
required
Is review by the
Environmental
Review Board (ERB)1
required?
No
Installs story poles
Works with
applicant to have
story poles2 installed
Yes
Administrative Plan Review Process (Map 5 of 10)
Case Planner Senior
Planner
Assistant
Planning
Director
Applicant Planning
Commission
Administrative DeterminationCity of Malibu Comprehensive Development Services Review Continues from
previous map (or
returns from map 6)
Prepares Notice of
Decision
incorporating ERB’s
comments
Reviews and
approves Notice of
Decision
Reviews and
approves Notice of
Decision
End
Project Denied
Send Notice of
Decision to
applicant
Place on Planning
Commission
Consent Calendar
Does the Planning
Commission receive and file
or determine to transfer into
a full Coastal Development
Permit (CDP)?
Does applicant wish to
move forward with
the project as a CDP?
Begin CDP process
using CDP map
Process continues
on next map
Receive and file
Transfer to a CDP
No Yes
Administrative Plan Review Process (Map 6 of 10)
Case Planner Senior
Planner
Assistant
Planning
Director
Planning
Commision
Planning
Director City Council
Appeals ProcessCity of Malibu Comprehensive Development Services ReviewNotes1. Projects are appealable to the Planning Commission, City Council and, in some cases, the Coastal Commission, if applicable. Those projects that can be appealed to the Coastal Commission can be done so after the local appeal period has expired. The local appeal period is 10 calendar days; the Coastal Commission appeal period is 10 business days after receiving notice of the final action via mail.

2. Additional documents include the acceptance of conditions affidavit, the recordation of deed restrictions, covenant agreements and assumptions of risk, etc.

Continues from
previous map (or
returns from map 6)
Planning
Commission Hearing
held
Prepares and posts
hearing notice
Schedules Planning
Commission hearing
Was project
approved?
Schedules City
Council hearing
Prepares and posts
hearing notice
Prepares staff report
for hearing,
including any
comments from the
Environmental
Review Board, if
applicable
Reviews and
approves staff
report
Reviews and
approves staff
report
Reviews and
approves staff
report
End
Project Denied
Was project
appealed? No
No
Yes
Yes
City Council Hearing
held
Process Complete
Project Approved;
Begin Plan Check
Issues notice of final
action via mail,
provide a set of
plans with the digital
green stamp and
additional
documentsl2
Notifies applicant
that the plans are
approved
Was project
approved?
End
Project Denied
Was project
appealed? No 1
No
Yes
Yes
Was project
appealed?
Yes
No
Process Complete
Project Approved;
Begin Plan Check
Was project
appealed?1
No
Yes
Administrative Plan Review Process (Map 7 of 10)
Permit Services
Technician
Senior Civil
Engineer Applicant PlanningDepartment
Plan Check Submittal
City of Malibu Comprehensive Development Services Review Notes1. Applicants sometimes submit their plans to the portal or come directly to the public counter. Depending on the project, there is sometimes a pre‐submittal meeting or conversation to determine what information is needed before they submit.

2. Required documents include structural design calculations, energy compliance reports and calculations and a memo detaliing soils reports (to include all Geology and Geotechnical and/or Coastal Engineering reports)

3. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Permit Services Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Permit Services Technician will generate a stripe invoice.

4. The Permit Services Technician is not notified when payment is made and must regularly check the database until it has been paid. The Environmental Programs Manager sees a weekly report that identifies who has paid but an invoice/receipt has not been generated. She can select “email Permit Technician” to trigger an email if the Permit Services Technician does not issue an invoice timely.

5. Different elements of the project have their own plan check numbers, which are grouped together. There can be up to ten plan check numbers per application; essentially a primary permit with various sub‐permits. All permits associated with the plan check number have their own tracking number.

6. This is either done by the (Senior) Permit Services Technician or the Senior Civil Engineer. If a Permit Services Technician has already been assisting the applicant they will self‐assign themselves.

Start
Open a building plan
check application
request through the
building safety
submittal portal1
Review the request
portal and compare
to the green
stamped plans
Is the scope of work
consistent with the
initial plan review
submittal?
Assign the project to
a Permit Services
Technician in the
database6
Email applicant stating
the request is received
and provide a list of
information to be
submitted with a link
Submit requested
documents2 and
plans to the land
development portal
Review the checklist
and green stamped
plans to determine if
the submittal is
complete
Calculate fees
according to the
citywide fee
schedule
Send the applicant a
fee estimate and
scope of work via
email with options
of how to pay3
Pay fees for plan
review
Yes
Check database to
confirm the fees
have been paid4
Generate a receipt
through the
database
Create and email a
link to reviewers
using the database
Process continues
on next map
Assign plan check
numbers5 by line
item in the database
No
Can a determination of
substantial
conformance be made?
Yes
Return to Planning
Commission on
previous page
Administrative Plan Review Process (Map 8 of 10)
True North
Compliance Consultants1
Permit
Services
Technician
Environmental
Sustainability
Department
Public
Works
Case
Planner
Technical ReviewCity of Malibu Comprehensive Development Services ReviewNotes1. Consultants review for coastal engineering, biology and geology.

2. The Environmental Health Administrator distributes to geology, public works and LA County Water Works for final approval.

3. The Case Planner is the second to last to digitally stamp the plans.

Start
Plan check
coordinator receives
link and assigns to
plan check engineer
Plan check engineer
reviews first
submittal
Plan check engineer
sends comments to
the applicant via
email copying city
staff
Project coordinator
receives link and
uploads into internal
system
Plan checker
reviews first
submittal
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Plan checker sends
comments to the
applicant via email
copying city staff
Environmental
Health
Administrator (EHA)
receives email,
intakes project and
inputs it into the
database
EHA distributes to
departments2 for
Onsite
Wastewater
Treatment
Systems (OWTS)
approval
Plan checker receive
email, intakes
project and links the
building plan check
ID and
corresponding
application ID
Plan checker sends
comments to the
applicant via email
Permit Services
Technician provides
applicant with a new
link to upload
revised plans and
corrections
Permit Services
Technician reviews
submittal for
completeness and
routes revised plans
to applicable plan
checkers
Plan check engineer
reviews resubmittal
Plan checker
reviews resubmittal
Plan checker
reviews resubmittal
Plan checker sends
comments to the
applicant via email
Do resubmitted plans
comply with the
code?
No
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Track final
approvals, input
dates into the
database and
digitally stamp the
plans with a red
stamp
Applicant resubmits
plans
Plan checker
digitally stamps the
plans with a red
stamp and sends the
final approval via
email
Plan checker
reviews resubmittal
Plan checker emails
the Permit Services
Technician to
digitally stamp the
plans
Yes
Notifies applicant
via email that plans
are tentatively
approved and need
to submit plans
through the portal
Applicant submits
plans in the portal
Process continues
on next map
Case Planner
reviews first
submittal
Case Planner sends
comments to the
applicant via email
Case Planner
reviews resubmittal
including
recordation
documents
Case planner
digitally stamps the
plans with a red
stamp and sends the
final approval via
email3
Administrative Plan Review Process (Map 9 of 10)
Permit
Services
Technician
Building
Inspector Applicant
ConstructionCity of Malibu Comprehensive Development Services ReviewNotes1. Applicants are told they must pay within seven days. They can pay via cash, credit card or check. If paying by cash or check, the applicant must come to City Hall where the Planning Technician will take the cash or check and generate a report which is automatically emailed to all departments. If paying by credit card, the applicant will fill out a credit card form via a secure link. The Planning Technician will generate a stripe invoice.

2. Permit can be signed and digitally returned or the applicant can come to City Hall and sign on an iPad

3. Pre‐construction meeting includes the supervising inspector, grader, contractor and soils engineer and occurs after the permit has been issued but before the work starts.

4. The Supervising Building Inspector, Senior Building Inspector, the owner, contractor and design team are required to attend this meeting and discuss how the project will go from the beginning to the end in the field.

5. Construction is done in phases, with different phases varying per project. When each phase of construction or “component” has been approved, the inspector shall sign off that portion of the work on the appropriate permit. Each component must be approved and signed off prior to commentcement of additional inspections of construction or work sequential to the previous component. Depending on the phase of construction and the project, various employees and/or consultants go on site including Geology, Public Works and Coastal Engineering.

Start
Re‐review the scope
of work to ensure it
matches what was
initially approved
Calculate permit
fees1 and
communicates with
the applicant the
details to pull the
permit
Pay fees for permit
Create a digital
permit using
DocuSign and the
information from
the application
Email permit to the
applicant, contractor
and others as
needed for
signature
Sign permit3
Conducts pre‐site
inspection meeting4
Issue digital permit
via email and
provide a list of
required documents
and instructions to
request inspections
Request a pre‐site
inspection meeting
via the website
Construction begins;
completes
applicable phase of
construction5
Request component
inspection
Complete
component
inspection
Are all inspections
complete?
Are corrections
needed?
Provide final
inspection checklist
Make corrections in
the field
Yes
No Yes
No
Process continues
on next map
Administrative Plan Review Process (Map 10 of 10)
Permit
Services
Technician
Building
Inspector Applicant Other
Approvers
1 Planning Building
Official
Certificate of Occupancy
City of Malibu Comprehensive Development Services Review Notes1. Other approvers include Planning, Public Works, Geotechnical, Environmental Health, and the LA County Fire Department.

Start
Request final
inspection
Complete final
inspection
Are corrections
needed?
Make corrections in
the field
Yes
No
Request final
approvals
Approve and sign
final inspection
information sheet
Request height
survey
Submit height
survey
Approve and sign
final inspection
information sheet
Prepare final City
documents,
including signed
permits and
approval forms
Sign and issue
certificate of
occupancy
Process Complete
Verify recordation
documents have
been completed
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 60 Attachment D – Customer Experience Survey Results
To: Mr. Steve McClary, City Manager
Mr. Joe Toney, Assistant City Manager
City of Malibu
From: Jay Trevino, Director
Subject: Customer Experience Survey Results
Date: June 20, 2023
Executive Summary
Baker Tilly deployed a customer experience survey to obtain input from customers who have processed projects and plans and/or obtained permits through the City’s development review process. The survey questions were developed by Baker Tilly and were refined following a discussion with the City’s project team. We used the SurveyMonkey™ platform to conduct the survey and compile the anonymous responses. The attachment contains the questions asked in the survey.

A link to the survey was sent to 5,400 customers via an email from the City Manager. The survey was open from April 13 to April 28, 2023, and we received responses from a total of 413 customers which represents 8% of the individuals who received the survey. Baker Tilly is 95% confident that these results reflect the opinion of Malibu’s applicant population, within a margin of error of ±5%.

The survey was designed to elicit feedback from development review customers about what works well with the development review process and what areas could be improved within the 10 functional areas listed below.

1. Planning

2. Public Counter

3. Plan Check

4. Building Inspection

5. Engineering Review

6. Onsite Wastewater Treatment Systems

7. Geology and Coastal Engineering Review

8. Biology Review

9. Landscape Review

10. Fire Plan Check and Inspection
Respondents were asked to provide background on their role in the development review process, the portions of the process they experienced, and to identify whether their experience with Malibu’s development process was recent.

It should be noted that the customer experience survey was one part of the extensive outreach effort that was undertaken to gather feedback during the development services review. In addition to the outreach and this survey, our team thoroughly examined background material provided by city staff, engaged in more than 50 interviews with staff, customers, stakeholders, and elected officials, and facilitated two Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 61 process mapping sessions. Furthermore, we conducted an analysis of multiple data points, analyzed staffing, and assessed the City’s management system as it relates to the development review process.

This comprehensive approach bolstered our understanding of City operations and guided recommendations for improving the process.

Key Takeaways
The survey results offer many useful insights as discussed in this section. In addition to looking at systems and procedures, the survey asked questions about six characteristics of customer/staff interaction. The results showed positive ratings regarding three of these characteristics (identified below in green).
• Good service,
• Responsiveness,
• Timeliness,
• Courteousness,
• Helpfulness, and
• Knowledge.

The three characteristics noted as being positive are discussed below in descending order, starting with the most positive.

High degree of courteousness. Despite the complexity of Malibu’s development process, survey data show that staff treat customers with a high degree of courtesy.

For instance, respondents agreed or strongly agreed that they were treated courteously by Malibu staff in all 10 divisions or functional areas. The lowest rating among the 10 functional areas (landscape review) indicated that 75% of respondents agreed or strongly agreed that they had been treated courteously in their dealings while 90% of respondents indicated they had been treated courteously by staff regarding onsite wastewater treatment systems. The other nine functional areas fell within this range.

Courteousness is a foundation in high-performing service organizations because, in Baker Tilly’s experience, it fosters trust and positive relationships, and because it can be a bridge to making other service improvements.

City staff are knowledgeable. More than 50% of respondents rated staff from the 10 divisions or functional areas as knowledgeable. More specifically, these ratings met or exceeded 66%2 in nine functional areas. The two divisions or functional areas where staff received lower ratings were in planning (54%) and in plan check (59%).

Staff are helpful. More than 50% of respondents also indicated that staff from all 10 divisions or functional areas are helpful. These ratings exceeded 66% in all but four functional areas (planning, 51%; plan check, 55%; landscape review, 62%; and fire plan check, 62%).

The survey showed a broad range of results for the remaining three characteristics, and these suggest areas where improvements should be focused. The three remaining characteristics are discussed below in descending order starting with the characteristic having the most positive results.

Good service is evident in three divisions or functional areas, but it is marginal in others. More than 50% of respondents indicated they received good service in 9 of 10 functional areas. The one exception was in planning (40%). However, only three functional areas received a rating of 2 A response rate of 51% or greater could be interpreted as the majority view, but Baker Tilly would be uncomfortable with characterizing it as such. For this reason, we use a threshold response rate of 66% or greater as a clear indication of customer opinions or views.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 62 66% or higher (fire inspection, 66%; building inspection 71%; onsite wastewater treatment systems, 75%).

Staff responsiveness is inadequate. A majority of respondents indicated that staff are responsive in 7 of the 10 functional areas. However, only one of these areas (building inspection, 73%) exceeds the 66% benchmark which was referenced earlier. In other words, staff responsiveness is marginal at best and is negative in four functional areas (landscape review, 45%; geology and coastal engineering, 45%; plan check, 40%; and planning, 31%). Baker Tilly’s experience is that customers see responsiveness as being tied to timeliness. In other words, responsiveness indicators improve when the timeliness of processing submittals improves.

Timeliness of processing submittals is inadequate. Respondent feedback shows that timeliness of processing submittals is marginally positive in four functional areas (biology, 50%; onsite wastewater treatment systems, 52%; fire inspection, 56%; and building inspection, 57%) but is inadequate in the other functional areas. Timeliness ratings for two of the most important functional areas were especially low (plan check, 26%; and planning, 19%).

Detailed Survey Results
This section provides the detailed survey results, which were summarized in the Executive Summary. It also includes a summary of responses to the survey’s open-ended questions.

Who Submitted Responses?
Table 1 shows the percentage breakdown of respondent roles in the development review process. The percentages do not total to 100% because respondents may have indicated that they had roles in multiple categories.
• A high degree (58%) of survey responses came from homeowners, property owners, or landowners.
• A total of 44% of responses came from architects, attorneys, agents, designers, engineers, planners, expediters, and other similar consultants and professionals. • Various types of contractors (22%) also submitted survey responses.

Table 1. Which best describes your role in obtaining City permits or approvals? (Select all that apply) Answer Choices Response
Homeowner 147 (44%)
General Contractor 58 (17%)
Architect 52 (16%)
Property Owner/Landowner 47 (14%)
Expediter 27 (8%)
Other (please specify)1 27 (8%)
Engineer 20 (6%)
Business Owner 17 (5%)
Skilled Trades Subcontractor 17 (5%)
Developer 12 (4%)
Planner 6 (2%)
1 Other roles specified by respondents include attorney, authorized agent, construction manager, consultant, designer, electrical contractor, estate manager, HOA board member, landscape architect, owner representative, permit processer, project manager or overseer, public agency, realtor, solar contractor, and trustee.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 63 Most Common Types of Projects or Permits
Table 2 summarizes the types of projects or permits sought by survey respondents during the past three years.
• Residential additions or remodels represented 41% of respondents’ applications, and over a third of projects (37%) were for Woolsey Fire single family residence rebuilds. • Relatively few applications were made for other types of development, which is understandable given the community’s distribution of land uses3. Specifically, 6% of respondents sought permits for tenant improvements to commercial or industrial buildings, 4% sought permits for a new multi-family residence, and 2% sought permits for new commercial buildings.

Table 2. Types of City permits or approvals that you/your company have applied for in the past three years (select all that apply)
Answer Choices Response
Residential Addition or Remodel 137 (41%)
Woolsey Fire Single Family Residence Rebuild 122 (37%)
New Single-Family Residence 109 (33%)
Pool and Spa 90 (27%)
Grading, Drainage and Erosion Control 74 (22%)
Onsite Wastewater Treatment System (OWTS) 74 (22%)
Retaining Walls 70 (21%)
Other (please specify) 1 63 (19%)
Accessory Structure 38 (11%)
Solar Power Installation 38 (11%)
Accessory Dwelling Unit 31 (9%)
Re-Roof 20 (6%)
Tenant Improvement to Commercial/Industrial Building 19 (6%) New multi-family residence (including townhomes,
condominiums, apartments) 12 (4%)
New Commercial Building 8 (2%) 1
Other permits or approvals specified by respondents include ADA compliance, backup power/gas, beach boundaries, building and safety, building permit for a sign, bulkhead repair or replace, certificate of occupancy review, certificates of compliance, coastal development permit and extensions, coastal engineering, conditional use permit, court installation, deck, driveway, electrical, electrical switchgear repair, emergency repair, encroachment permit, excavation (soil boring), existing multi-family dwelling, exterior signage, fence, gas line installation, general building repair, geology, HVAC, institutional, landscape , lighting, lot split, other Woolsey projects, outdoor kitchen, patio, percolation, pile and sea wall repairs, planning clearance, plumbing, pool, primary view review, public works approval, remodel, repairs, secondary dwelling unit, shower replacement, storm drain , street work, temporary use permit, timber, water heater/tankless water heater permits, and well. 3 According to the General Plan, 73% of Malibu’s land area is planned for residential uses.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 64 Customer Interactions Were Recent
Respondents were also asked when they applied for permits or approvals from the City. This is important to understand because the City’s process, regulations, or workload may have changed since the customers’ interactions. However, as shown in Figure 1, nearly two thirds (63%) of respondents were actively involved in the City’s development process within the last twelve months.

Figure 1. When was your most recent involvement in obtaining permits or approvals from the City of Malibu?
Respondent Views about Divisions/Functional Areas
In Tables 3 through 15, respondents were asked about their interactions with the 10 areas of the City organization such as with planning, building inspection, plan check, engineering review, or other departments, divisions, or functions. This helps in understanding customer views about where the process and staff were helpful and where to focus efforts to improve the customer experience.

Respondents were shown a series of statements about their interactions with specific divisions or functions and were asked to indicate their level of agreement (strongly agree, agree, disagree, or strongly disagree) with each statement. Respondents could also choose “Don’t Know.” The cells highlighted in green indicate where at least 75% of respondents agreed with a particular statement, signifying a statistically significant majority of respondents that share an opinion or viewpoint.

Conversely, cells highlighted in red indicate where at least 75% of respondents disagreed, similarly reflecting a significant majority of respondents that share an opposite opinion or viewpoint. Cells highlighted in purple indicate that respondents were somewhat split. 44%
19% 18% 18%
Six months ago, or
less
Seven to 12 months
ago
Twelve to 24 months
ago
Over 24 months ago
0%
5%
10%
15%
20%
25%
30%
35%
40%
45%
50%
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 65 Planning
Of all respondents, 295 (89%) had dealings with the Planning Department within the last five years.

As shown in Table 3, most respondents (81%) felt that Planning staff was courteous and over half felt that they were helpful (51%) and knowledgeable (54%). Respondents’ frustrations were more closely related to the lack of timeliness in responding to submittals or limited staff responsiveness. Respondents also had concerns about City processes and the quality or amount of information and materials provided by the City.

Table 3. Customer experiences with Planning
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Planning staff treated me courteously.
66 (26%) 137 (55%) 26 (10%) 22 (9%) 7 (3%) 203 (81%) 48 (19%) Planning staff were helpful. 35 (14%) 92 (37%) 66 (26%) 58 (23%) 5 (2%) 127 (51%) 124 (49%) Planning staff were knowledgeable. 32 (13%) 97 (41%) 74 (31%) 35 (15%) 15 (6%) 129 (54%) 109 (46%) Planning staff were responsive. 26 (10%) 51 (21%) 61 (25%) 110 (44%) 6 (2%) 77 (31%) 171 (69%) Planning staff I interacted with provided
good service.
33 (13%) 69 (27%) 73 (29%) 77 (31%) 5 (2%) 102 (40%) 150 (60%) Planning staffing levels appeared to be
sufficient.
19 (8%) 35 (15%) 44 (19%) 138 (58%) 17 (7%) 54 (23%) 182 (77%) City-provided forms and informational
materials were written clearly and helped me
understand the requirements for preparing
and submitting complete plans and
applications at the beginning of the process.
16 (7%) 66 (28%) 84 (35%) 72 (30%)
16 (6%) 82 (34%) 156 (66%)
City-provided forms and informational
materials helped me understand the City’s
application and permitting fees at the
beginning of the process.
14 (6%) 71 (30%) 79 (34%) 71 (30%)
20 (8%) 85 (36%) 150 (64%)
Information provided by the City gave me a
clear understanding of the overall process for
obtaining the permit(s) I need.
15 (6%) 48 (20%) 86 (36%) 92 (38%)
12 (5%) 63 (26%) 178 (74%)
Planning staff provided timely responses to
my submittals.
15 (6%) 32 (13%) 45 (18%) 160 (63%) 3 (1%) 47 (19%) 205 (81%) Information provided on the City website
helped me to submit complete plans and
applications.
13 (6%) 60 (26%) 79 (35%) 75 (33%)
27 (11%) 73 (32%) 154 (68%)
Information provided on the City website
helped me to understand the project process
and fees.
12 (5%) 54 (23%) 89 (39%) 75 (33%)
24 (9%) 66 (29%) 164 (71%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 66 Public Counter
Of all respondents, 239 (82%) have used the public counter in Malibu within the last five years.

As shown in Table 4, most respondents (87%) felt that public counter staff was courteous, and nearly two in three felt that public counter staff provided good service overall. Frustrations arose from the quantity and quality of information and materials provided as well as limited staffing.

Table 4. Customer experiences with the Public Counter
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Public counter staff treated me courteously. 79 (34%) 122 (53%) 16 (7%) 14 (6%) 1 (0%) 201 (87%) 30 (13%) Public counter staff were helpful. 41 (18%) 118 (51%) 51 (22%) 22 (9%) 1 (0%) 159 (69%) 73 (31%) Public counter staff were knowledgeable. 38 (17%) 112 (50%) 57 (25%) 19 (8%) 6 (3%) 150 (66%) 76 (34%) Public counter staff were responsive. 31 (14%) 116 (51%) 41 (18%) 38 (17%) 4 (2%) 147 (65%) 79 (35%) Public counter staff I interacted with
provided good service.
34 (15%) 110 (48%) 50 (22%) 34 (15%) 3 (1%) 144 (63%) 84 (37%) Public counter staffing levels appeared to be
sufficient.
25 (12%) 61 (28%) 71 (33%) 59 (27%) 16 (7%) 86 (40%) 130 (60%) Permit application forms and informational
materials were helpful in informing me about
the requirements for preparing and
submitting building plans for review.
16 (7%) 75 (35%) 75 (35%) 50 (23%)
15 (6%)
91 (42%) 125 (58%)
Permit application forms and informational
materials were helpful in informing me about
application and permitting fees.
17 (8%) 82 (38%) 70 (33%) 46 (21%)
15 (7%) 99 (46%) 116 (54%)
Information provided on the City website
about the development review process met
my needs.
15 (7%) 46 (23%) 83 (41%) 58 (29%)
26 (11%) 61 (30%) 141 (70%)
Information provided on the City website
helped me to understand the project process
and fees.
15 (7%) 50 (25%) 84 (42%) 52 (26%)
24 (11%) 65 (32%) 136 (68%)
Plan Check
Of all respondents, 251 (88%) have submitted a project for plan check in Malibu within the last five years.

As shown in Table 5, most respondents (82%) felt that plan check staff was courteous, and more than half felt that they were helpful (55%), knowledgeable (59%), and provided good service overall (52%).

Respondent frustrations focused on a lack of staff responsiveness (60%), accessibility (59%), a lack of timely feedback (74%), and staffing levels (71%). Additionally, nearly three in four respondents disagreed that building codes and requirements are clear and understandable.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 67 Table 5. Customer experiences with plan check
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Plan check staff treated me courteously. 59 (26%) 128 (56%) 24 (11%) 17 (7%) 13 (5%) 187 (82%) 41 (18%) Plan check staff were helpful. 39 (17%) 88 (38%) 73 (32%) 30 (13%) 9 (4%) 127 (55%) 103 (45%) Plan check staff were knowledgeable. 38 (17%) 95 (42%) 69 (31%) 23 (10%) 12 (5%) 133 (59%) 92 (41%) Plan check staff were responsive. 27 (12%) 67 (29%) 62 (26%) 78 (33%) 7 (3%) 94 (40%) 140 (60%) Plan check staff were accessible. 22 (9%) 73 (31%) 60 (26%) 79 (34%) 8 (3%) 95 (41%) 139 (59%) Plan check staff I interacted with provided
good service.
34 (15%) 84 (37%) 60 (26%) 51 (22%) 9 (4%) 118 (52%) 111 (48%) Plan check staffing levels appeared to be
sufficient.
19 (9%) 45 (20%) 61 (27%) 97 (44%) 19 (8%) 64 (29%) 158 (71%) Malibu building codes and requirements are
clear and understandable.
17 (8%) 45 (20%) 67 (30%) 95 (42%) 14 (6%) 62 (28%) 162 (72%) Plan check staff provided timely feedback on
my plans.
15 (6%) 47 (20%) 54 (23%) 119 (51%) 7 (3%) 62 (26%) 173 (74%) Building Inspection
Of all respondents, 199 (73%) have obtained a building inspection in Malibu within the last five years.

As shown in Table 6, respondents were generally satisfied with building inspection. For instance, 71% agreed that the department provided good service overall, though a slight majority (51%) believed inspector staffing levels are insufficient. On a related note, 43% of respondents disagreed that building inspections were conducted within a reasonable amount of time after the request was made. It is common, in Baker Tilly’s experience with other cities, that limited inspector staffing will affect the timeframes of obtaining an inspection.

Table 6. Customer experiences with building inspection
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Building inspectors treated me courteously. 57 (32%) 90 (51%) 20 (11%) 11 (6%) 17 (9%) 147 (83%) 31 (17%) Building inspectors were helpful. 44 (25%) 80 (45%) 36 (20%) 17 (10%) 16 (8%) Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 68 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
124 (70%) 53 (30%)
Building inspectors were knowledgeable. 48 (27%) 92 (52%) 26 (15%) 11 (6%) 18 (9%) 140 (79%) 37 (21%) Building inspectors were responsive. 42 (24%) 88 (49%) 30 (17%) 18 (10%) 16 (8%) 130 (73%) 48 (27%) Building inspectors I interacted with provided
good service.
48 (27%) 79 (44%) 31 (17%) 22 (12%) 15 (8%) 127 (71%) 53 (29%) Inspector staffing levels appeared to be
sufficient.
31 (18%) 54 (31%) 46 (26%) 44 (25%) 20 (10%) 85 (49%) 90 (51%) Requesting a building inspection was simple. 46 (27%) 80 (47%) 25 (15%) 18 (11%) 25 (13%) 126 (75%) 43 (25%) Building inspections were conducted within a
reasonable amount of time after I requested
the inspection online or by phone.
33 (19%) 66 (38%) 41 (24%) 33 (19%)
22 (11%) 99 (57%) 74 (43%)
Comments from building inspections were
clear.
41 (24%) 81 (47%) 33 (19%) 18 (10%) 20 (10%) 122 (71%) 51 (29%) Engineering Review
Of all respondents, 167 (62%) had projects requiring engineering review in Malibu within the last five years.

As shown in Table 7, respondents were generally satisfied with engineering reviews with 59% agreeing that engineering staff provided good service overall. Frustrations appear to relate to staffing (i.e., 63% of respondents indicated that staffing levels are insufficient). Further, only 52% of respondents indicated that staff are responsive, and 48% indicated that staff are not accessible. Further, the lack of timely feedback from staff regarding plans and applications is a significant concern (59%) to respondents.

Table 7. Customer experiences with engineering review
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Engineering staff treated me courteously. 32 (23%) 85 (60%) 13 (9%) 12 (8%) 17 (11%) 117 (82%) 25 (18%) Engineering staff were helpful. 26 (18%) 71 (50%) 27 (19%) 19 (13%) 17 (11%) 97 (68%) 46 (32%) Engineering staff were knowledgeable. 30 (21%) 78 (56%) 18 (13%) 14 (10%) 18 (11%) 108 (77%) 32 (23%) Engineering staff were responsive. 22 (15%) 54 (37%) 36 (24%) 35 (24%) 14 (9%) 76 (52%) 71 (48%) Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 69 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Engineering staff were accessible. 18 (12%) 53 (36%) 40 (27%) 37 (25%) 13 (8%) 71 (48%) 77 (52%) Engineering staff I interacted with provided
good service.
22 (15%) 64 (44%) 35 (24%) 25 (17%) 15 (9%) 86 (59%) 60 (41%) Engineering staffing levels appeared to be
sufficient.
17 (12%) 34 (24%) 44 (32%) 44 (32%) 20 (13%) 51 (37%) 88 (63%) Comments from engineering staff about
building plans were clear.
21 (14%) 64 (44%) 34 (23%) 28 (19%) 13 (8%) 85 (58%) 62 (42%) Engineering staff provided timely feedback
on grading plans, encroachment and/or
public improvement plans.
18 (13%) 39 (28%) 38 (27%) 45 (32%)
19 (12%) 57 (41%) 83 (59%)
Comments from engineering staff about
grading plans, encroachment and/or public
improvement plans were clear.
18 (14%) 54 (41%) 27 (20%) 33 (25%)
25 (16%) 72 (55%) 60 (45%)
Onsite Wastewater Treatment System (OWTS) Review
Of all respondents, 128 (48%) have undergone an OWTS review in Malibu within the last five years.

As Table 8 shows, respondents were generally satisfied with the OWTS review process, with 75% of respondents feeling that OWTS staff provided good service overall. Respondents were slightly split on whether OWTS staffing levels appears to be sufficient and whether OWTS staff provided timely feedback.

Table 8. Customer experiences with OWTS review
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
OWTS staff treated me courteously. 35 (31%) 67 (59%) 4 (4%) 7 (6%) 10 (8%) 102 (90%) 11 (10%) OWTS staff were helpful. 27 (24%) 61 (54%) 17 (15%) 8 (7%) 9 (7%) 88 (78%) 25 (22%) OWTS staff were knowledgeable. 28 (25%) 62 (56%) 14 (13%) 7 (6%) 11 (9%) 90 (81%) 21 (19%) OWTS staff were responsive. 18 (16%) 55 (48%) 24 (21%) 17 (15%) 10 (8%) 73 (64%) 41 (36%) OWTS staff were accessible. 16 (15%) 56 (51%) 23 (21%) 14 (13%) 10 (8%) 72 (66%) 37 (34%) OWTS staff I interacted with provided good
service.
19 (17%) 64 (58%) 12 (11%) 15 (14%) 13 (11%) 83 (75%) 27 (25%) Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 70 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
OWTS staffing levels appeared to be
sufficient.
11 (11%) 42 (42%) 24 (24%) 23 (23%) 22 (18%) 53 (53%) 47 (47%) Comments from OWTS staff about building
plans were clear.
14 (13%) 63 (59%) 19 (18%) 11 (10%) 16 (13%) 77 (72%) 30 (28%) OWTS staff provided timely feedback on
grading plans, encroachment and/or public
improvement plans.
12 (12%) 40 (40%) 25 (25%) 23 (23%)
21 (17%) 52 (52%) 48 (48%)
Comments from OWTS staff about grading
plans, encroachment and/or public
improvement plans were clear.
13 (13%) 55 (56%) 21 (21%) 10 (10%)
23 (19%) 68 (69%) 31 (31%)
Geology and Coastal Engineering Review
Of all respondents, 147 (56%) have undergone a geology and coastal engineering review in Malibu within the last five years.

As shown in Table 9, respondents were generally satisfied with geology and coastal engineering reviews with 62% agreeing that the staff provided good service overall. Frustrations appear to be staff related. For instance, 55% of respondents disagreeing that staff were responsive, 60% believing that staffing levels were insufficient, and 64% disagreeing that staff provided timely feedback.

Table 9. Customer experiences with geology and coastal engineering review Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Geology and coastal engineering staff treated
me courteously.
35 (27%) 77 (58%) 8 (6%) 12 (9%) 10 (7%) 112 (85%) 20 (15%) Geology and coastal engineering staff were
helpful.
28 (21%) 66 (50%) 23 (17%) 16 (12%) 11 (8%) 94 (71%) 39 (29%) Geology and coastal engineering staff were
knowledgeable.
30 (23%) 73 (57%) 14 (11%) 12 (9%) 12 (9%) 103 (80%) 26 (20%) Geology and coastal engineering staff were
responsive.
17 (13%) 43 (32%) 47 (35%) 26 (20%) 10 (7%) 60 (45%) 73 (55%) Geology and coastal engineering staff were
accessible.
18 (14%) 49 (38%) 40 (31%) 22 (17%) 14 (10%) 67 (52%) 62 (48%) Geology and coastal engineering staff I
interacted with provided good service.
20 (16%) 59 (46%) 31 (24%) 18 (14%) 13 (9%) 79 (62%) 49 (38%) Geology and coastal engineering staffing
levels appeared to be sufficient.
11 (9%) 38 (31%) 38 (31%) 35 (29%) 21 (15%) 49 (40%) 73 (60%) 15 (12%) 69 (53%) 25 (19%) 20 (16%) 13 (9%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 71 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Comments from geology and coastal
engineering staff about building plans were
clear.
84 (65%) 45 (35%)
Geology and coastal engineering staff
provided timely feedback on grading plans,
encroachment and/or public improvement
plans.
11 (8%) 36 (28%) 44 (34%) 39 (30%)
12 (8%) 47 (36%) 83 (64%)
Comments from geology and coastal
engineering staff about grading plans,
encroachment and/or public improvement
plans were clear.
11 (9%) 64 (51%) 28 (22%) 23 (18%)
14 (10%) 75 (60%) 51 (40%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 72 Biology Review
Of all respondents, 108 (42%) have undergone a biology review in Malibu within the last five years.

Respondents were satisfied overall with biology reviews with 64% agreeing that the staff provided good service. Frustration primarily appears over staffing levels, with 64% believing that levels are insufficient.

Respondents were relatively split about whether staff were and whether staff provided timely feedback, as shown in Table 10.

Table 10. Customer experiences with biology review
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Biology staff treated me courteously. 30 (32%) 44 (47%) 13 (14%) 7 (7%) 10 (10%) 74 (79%) 20 (21%) Biology staff were helpful. 19 (20%) 47 (51%) 17 (18%) 10 (11%) 11 (11%) 66 (71%) 27 (29%) Biology staff were knowledgeable. 21 (23%) 52 (57%) 8 (9%) 10 (11%) 12 (12%) 73 (80%) 18 (20%) Biology staff were responsive. 16 (16%) 36 (37%) 22 (23%) 23 (24%) 8 (8%) 52 (54%) 45 (46%) Biology staff were accessible. 14 (15%) 32 (34%) 29 (31%) 19 (20%) 9 (9%) 46 (49%) 48 (51%) Biology staff I interacted with provided good
service.
17 (18%) 44 (46%) 15 (16%) 19 (20%) 9 (9%) 61 (64%) 34 (36%) Biology staffing levels appeared to be
sufficient.
8 (9%) 25 (27%) 28 (31%) 30 (33%) 13 (12%) 33 (36%) 58 (64%) Comments from biology staff about building
plans were clear.
11 (12%) 50 (53%) 22 (23%) 11 (12%) 8 (8%) 61 (65%) 33 (35%) Biology staff provided timely feedback on
grading plans, encroachment and/or public
improvement plans.
11 (13%) 32 (37%) 24 (28%) 19 (22%)
16 (15%) 43 (50%) 43 (50%)
Comments from biology staff about grading
plans, encroachment and/or public
improvement plans were clear.
10 (11%) 52 (58%) 17 (19%) 11 (12%)
15 (14%) 62 (69%) 28 (31%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 73 Landscape Review
Of all respondents, 82 (32%) have undergone a landscape review in Malibu within the last five years.

As Table 11 shows, three in four respondents believed that landscape staff treated them courteously (75%) and were knowledgeable (74%), while a majority also believed that staff were helpful (62%), that their comments were clear, and that they provided good service overall (55%). Respondent frustrations arose from a lack of staff responsiveness and accessibility (55% each), insufficient staffing levels (65%), and feedback from staff that was not timely (60%).

Table 11. Customer experiences with landscape review
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Landscape staff treated me courteously. 15 (21%) 38 (54%) 10 (14%) 8 (11%) 9 (11%) 53 (75%) 18 (25%) Landscape staff were helpful. 13 (18%) 31 (44%) 14 (20%) 13 (18%) 9 (11%) 44 (62%) 27 (38%) Landscape staff were knowledgeable. 13 (19%) 38 (55%) 12 (17%) 6 (9%) 11 51 (74%) 18 (26%) (14%)
Landscape staff were responsive. 9 (13%) 22 (32%) 21 (30%) 17 (25%) 10 31 (45%) 38 (55%) (13%)
Landscape staff were accessible. 9 (13%) 22 (32%) 24 (35%) 14 (20%) 9 (12%) 31 (45%) 38 (55%) Landscape staff I interacted with provided
good service.
8 (12%) 30 (43%) 13 (19%) 18 (26%) 9 (12%) 38 (55%) 31 (45%) Landscape staffing levels appeared to be
sufficient.
4 (6%) 19 (29%) 19 (29%) 24 (36%) 13
23 (35%) 43 (65%) (17%)
Comments from landscape staff about
building plans were clear.
9 (13%) 30 (45%) 16 (24%) 12 (18%) 8 (11%) 39 (58%) 28 (42%) Landscape staff provided timely feedback on
grading plans, encroachment and/or public
improvement plans.
6 (9%) 20 (31%) 23 (35%) 16 (25%) 13
26 (40%) 39 (60%) (17%)
Comments from landscape staff about
grading plans, encroachment and/or public
improvement plans were clear.
7 (11%) 28 (42%) 22 (33%) 9 (14%) 12
35 (53%) 31 (47%) (15%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 74 Fire Plan Check and Inspection
Of all respondents, 127 (52%) have undergone a fire plan check and inspection in Malibu within the last five years. As Table 12 shows, respondents appear to be satisfied with the fire plan check and inspection processes. Frustrations arose with the timeliness of fire plan check staff feedback, with 57% disagreeing that feedback was timely. The survey did not ask about the sufficiency of staffing levels in this functional area because fire plan check and inspection services are provided under contract by the Los Angeles County Fire Department. Baker Tilly’s experience is that specifying service levels in the contract (e.g., turnaround time for plan check reviews, timeliness for obtaining a fire inspection), is more effective than specifying precise staffing levels because it focuses the agreement on outcomes.

Table 12. Customer experiences with fire plan check and inspection Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Fire plan check staff treated me courteously. 32 (28%) 57 (50%) 15 (13%) 10 (9%) 11 (9%) 89 (78%) 25 (22%) Fire inspection staff treated me courteously. 25 (25%) 54 (55%) 10 (10%) 10 (10%) 26 79 (80%) 20 (20%) (21%)
Fire plan check staff were helpful. 19 (17%) 52 (45%) 27 (23%) 17 (15%) 10 (8%) 71 (62%) 44 (38%) Fire inspection staff were helpful. 20 (20%) 51 (52%) 15 (15%) 13 (13%) 25 71 (72%) 28 (28%) (20%)
Fire plan check staff were knowledgeable. 22 (20%) 61 (55%) 14 (13%) 13 (12%) 14 83 (75%) 27 (25%) (11%)
Fire inspection staff were knowledgeable. 19 (21%) 56 (62%) 7 (8%) 8 (9%) 33 75 (83%) 15 (17%) (27%)
Fire plan check staff were responsive. 14 (12%) 49 (43%) 28 (24%) 24 (21%) 9 (7%) 63 (55%) 52 (45%) Fire inspection staff were responsive. 13 (13%) 46 (46%) 24 (24%) 17 (17%) 26 59 (59%) 41 (41%) (21%)
Fire plan check staff provided timely
feedback on my plans.
13 (11%) 38 (32%) 29 (25%) 38 (32%) 7 (6%) 51 (43%) 67 (57%) Fire inspection staff I interacted with
provided good service.
12 (12%) 54 (54%) 19 (19%) 15 (15%) 24
66 (66%) 34 (34%) (19%)
Fire plan check staff I interacted with
provided good service.
13 (11%) 52 (46%) 28 (25%) 21 (18%) 9 (7%) 65 (57%) 49 (43%) Comments from fire plan check staff were
clear.
13 (12%) 61 (54%) 20 (18%) 18 (16%) 11 (9%) 74 (66%) 38 (34%) Requesting a construction inspection from
Fire was simple.
9 (11%) 34 (41%) 24 (29%) 16 (19%) 39
43 (52%) 40 (48%) (32%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 75 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Construction inspections were conducted
within a reasonable amount of time after I
requested the inspection.
11 (13%) 37 (43%) 20 (23%) 18 (21%) 36
48 (56%) 38 (44%) (29%)
Comments or corrections from fire inspectors
were clear.
11 (12%) 56 (61%) 11 (12%) 14 (15%) 30
67 (25%) (73%) 25 (27%)
Overall Sentiments
Table 13 shows that over half (54%) of respondents felt that staff members provided good service. Most respondents (81%), however, believed that the development review process was not well coordinated between departments.

Table 13. Customer experiences with development review overall Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Members of staff I interacted with provided
good service.
30 (14%) 88 (40%) 64 (29%) 38 (17%)
19 (8%)
118 (54%) 102 (46%)
Overall, the development review process is
well coordinated between departments.
19 (9%) 23 (10%) 44 (20%) 134 (61%)
23 (9%)
42 (19%) 178 (81%) •
Planning Department Online Portal
We understand that the COVID-19 pandemic necessitated changes for how projects and plans were submitted in Malibu. These types of changes were common among cities during the pandemic. However, as shown in Table 14, respondents noted concerns about the City’s planning portal i.e., the electronic methods for submitting projects, applications, and plans for City review.

Approximately 42% of respondents responded to questions relating to the planning portal. Of all respondents, less than one in three respondents indicated that the portal works well (31%) and is userfriendly (32%). Less than four in ten respondents indicated that the portal process is clear (36%) or easy (38%).

Table 14. Customer experiences with planning portal
Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
The process for submitting pre-submittal
applications and documents through the
planning portal was clear.
14 (8%) 49 (28%) 61 (35%) 51 (29%)
53 (23%) 63 (36%) 112 (64%)
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 76 Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
Pre-submitting applications and documents
through the planning portal was easy.
15 (9%) 51 (29%) 56 (32%) 52 (30%) 52 (23%) 66 (38%) 108 (62%) The process for submitting applications and
documents through the planning submittal
portal was clear.
15 (9%) 52 (30%) 59 (34%) 46 (27%)
55 (24%) 67 (39%) 105 (61%)
Submitting applications and documents
through the planning submittal portal was
easy.
15 (9%) 51 (29%) 59 (34%) 49 (28%)
54 (24%) 66 (38%) 108 (62%)
The planning portal works well. 13 (8%) 40 (23%) 68 (40%) 50 (29%) 57 (25%) 53 (31%) 118 (69%) The planning portal is user-friendly. 13 (8%) 40 (24%) 64 (38%) 51 (30%) 59 (26%) 53 (32%) 115 (68%) The planning submittal guide is helpful. 15 (9%) 45 (27%) 60 (36%) 46 (28%) 62 (27%) 60 (36%) 106 (64%) Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 77 Building Division Online Portal
Of all respondents, 125 (55%) have used the Building Division’s online portal to submit plan check or permit requests.

As shown in Table 15, respondents were more slightly more satisfied with the Building Division online portal than the Planning portal, though the majority of respondents did not agree that the building portal process was clear or easy (52%), that it works well (63%) or that it is user friendly (62%).

Table 15. Customer experiences with Building Division online portal Answer Choices
Strongly
Agree Agree Disagree
Strongly
Disagree
Don't
Strongly Agree/Agree Know
Strongly Disagree/
Disagree
The process for submitting plans through the
building request portal was clear.
14 (12%) 42 (36%) 33 (28%) 27 (23%) 7 (6%) 56 (48%) 60 (52%) Submitting plans through the building
request portal was easy.
15 (13%) 41 (35%) 33 (28%) 27 (23%) 7 (6%) 56 (48%) 60 (52%) The building request portal works well. 14 (12%) 30 (25%) 42 (35%) 33 (28%) 4 (3%) 44 (37%) 75 (63%) The building request portal is user-friendly. 14 (12%) 30 (26%) 39 (34%) 33 (28%) 7 (6%) 44 (38%) 72 (62%) Planning Commission and City Council Reviews
Some projects in Malibu require review by the Planning Commission and/or City Council. As shown in Figure 2, 79 respondents (35%) have had projects that required a public hearing or other review by the Planning Commission or the City Council.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 78 Figure 2. Did your project require a public hearing or other review by the Planning Commission or City Council?
Responses to Open Ended Questions
Respondents were asked a series of open-ended questions to elicit additional feedback about the City’s development process. Only a portion of respondents (ranging from 15% to 40%) replied to the openended questions. Further, some open-ended responses are inconsistent with responses provided to other survey questions. This customer feedback is summarized below.

Planning Commission and City Council
Respondents were asked open-ended questions about improvements they would like to see to the review process as it pertains to the Planning Commission and City Council. This gave respondents opportunities to explain concerns and ideas for addressing them. There were 70 responses regarding the Planning Commission process and 59 regarding the City Council process. Baker Tilly summarized this feedback into the three major themes outlined below.
• Timeliness and Efficiency
Over half of the responses regarding the Planning Commission and nearly half of the responses regarding the City Council suggested this phase of the review process needed to be timelier and more efficient. Comments ranged from simply wanting a faster process to suggesting that the Planning Commission and City Council meet more frequently. There were suggestions that the City should implement a simplified review process for simple projects, consider a pre-review process, require deadlines for completing reviews by the Planning Commission or City Council, limit how long each hearing may last and the number of hearings in which a project may be reviewed. Several respondents noted that the development review process for their projects has been slow, sometimes taking four or more years.
• Fairness, Objectivity, Biases, and Transparency
A total of 21 respondents expressed concerns about fairness, objectivity, and personal or political biases pertaining to the Planning Commission. Similarly, 15 respondents raised similar concerns pertaining to the City Council. Respondents indicated that they have seen the Planning Commission 35%
66%
Yes No
0%
10%
20%
30%
40%
50%
60%
70%
Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 79 and City Council make seemingly random changes to policies and interpretations of policies, give favoritism to projects with expediters, and make personal attacks toward applicants.

To address these concerns, respondents suggested that the Planning Commission and City Council review processes be standardized for greater transparency. For example, respondents suggested creating a check list of necessary documents, up front guidance from the Planning Department, and requiring that these bodies provide clear reasons for why a ruling or decision is made. • Relationship with City Staff and City Staff Resourcing About a dozen respondents raised concerns that staffing levels are insufficient to handle the workload, and that there is a lack of trust in and respect for staff on the part of the Planning Commission and City Council. Respondents noted that these bodies regularly challenge staff recommendations. Additionally, respondents do not believe that there are enough staff to handle their workload. Some respondents suggested that the city hire more staff while others suggested hiring outside architects or consultants for large or technically complicated review processes or offer this as an option at an increased cost to the applicant.

Things That Are Going Well
Respondents were asked two open ended questions about aspects of the City’s process that work well today and about specific situations where people, such as City staff, City Council members, and Planning Commissioners, were particularly helpful. This feedback is summarized below. • Staff Helpfulness, Friendliness, and Positive Attitude The prevailing theme in this section was the appreciation for the friendly and helpful nature of City staff members. Among the 132 responses to this question, 72 expressed positive sentiments.

Approximately 30 respondents highlighted the staff's helpfulness, friendliness, and positive attitude, which significantly improved an otherwise frustrating process for them. Several individuals were specifically mentioned by name as being helpful and responsive. Notably, some respondents mentioned specific instances where individual staff members went out of their way to help, provided solutions, or made the process clearer or easier. Staff expertise and knowledge were also recognized as positive attributes by some respondents. Additionally, respondents acknowledged that upper management is responsive when respondents contact them. • Efficiency
While many respondents expressed frustrations with timeliness and efficiency, many noted that responses from certain individual staff members are often quick and concise, specifically within the Environmental Services Department. Respondents also stated that the permit issuance process runs well, that solar plan submissions and payment processes go smoothly, that online appointment scheduling and submission are convenient, and that the front desk option is very helpful. • Online Portal and Availability of Information and Resources While this is not consistent with the information provided in Tables 14 and 15, respondents appreciated having access to an online portal. They liked the online submittal options, online inspection requests, and being able to access files for both current and past projects through OnBase. Some respondents also found the information available on the City’s website to be helpful and appreciated the transparency that comes from City Council meetings being televised.

Process Bottlenecks
Respondents were asked about process issues and/or bottlenecks during the development review process. There were 145 responses to this question which generally fell into the following categories.

Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 80 • Slow Approvals and Processing Times
Many respondents expressed concerns with the lack of timeliness in the permitting process and indicated that the long timeframes represent more than a bottleneck for their project, it can cause them to cancel their projects altogether.
• Lack of Clarity, Accountability, and Communication
Several respondents indicated they sometimes receive approval from a department but are not notified. As a result, other reviewing departments are unaware of the approval, and this can lead to delays in the process. Additionally, respondents noted they sometimes receive feedback that is confusing and unclear. Respondents are also frustrated when they receive verbal approvals from staff, only to have the approvals withdrawn later.
• Complex and Excessive Requirements
Respondents are frustrated with what they see as unnecessary steps that delay the review process, such as extra document requests, irrelevant plan checker comments, repetitive reviews, and the need for multiple resubmittals.
• Inconsistent and Contradictory Information
Respondents reported that different staff members and/or departments have given them conflicting information and inconsistent requirements, which causes confusion during the process and delays permit approval.
• Staffing and Resource Limitations
Respondents commented on the limited staffing levels and the heavy workload. While many respondents were empathetic, they noted the significant bottleneck this presents for applicants, especially during times of heavy workload for the City such as after the Woolsey Fire.

Desired Improvements
Respondents were asked what would have made their experience(s) with Malibu’s development review process more successful, and to identify the most important improvement the City could make.

Responses fell primarily into three categories: process, policy, and people. • Process
Respondents want faster turn-around times and a more efficient process. To accomplish this, they suggested reassessing the paperwork, forms, and submission requirements and cutting out those that are not essential.

Many respondents suggested reassessing the City’s technology and implementing a system that better tracks the permitting process. Respondents want to have access to a system that shows the status of their projects, notes what approvals remain, and identifies the next steps.

Respondents have a desire to standardize the process and have standard requirements for project submissions. This would both improve clarity and consistency and remove the potential for personal biases to delay projects. Second, respondents asked that staff be more familiar with their projects and provide relevant and direct feedback rather than generalities. • Policy
Many respondents highlighted the importance of clear and consistent guidelines as well as a desire for greater transparency, fairness, and predictability in the decision-making process. While there was no explicit mention of conflicting policies, there were concerns about the consistency in the application and interpretation of policies. Several respondents also mentioned the need for Comprehensive Development Services Review
Attachment D – Customer Experience Survey Results Baker Tilly 81 improved code enforcement, including updated policies and more staff to identify violations during inspections.
• People
Respondents indicated that difficulty in contacting staff, and getting answers to questions, often results in project delays. They expect staff to be accessible, responsive, and provide timely updates on the status of permits and applications. They also expect communication to be clear and consistent; they become frustrated when the direction changes between communications from staff, or when talking to another staff member.

Respondents acknowledged the limited staffing levels and heavy workload. Respondents believe more staff should be hired, particularly in the Planning Department, to address these constraints and reduce delays. Further, respondents noted that having properly trained and knowledgeable staff is equally important as having enough staff. More specifically, they noted that staff should be trained in and be knowledgeable about technical areas like solar systems or Computer-Aided Design (CAD).

Additionally, respondents desired that staff have improved customer service skills; while respondents stressed elsewhere in this survey that many staff members are courteous and helpful, there were exceptions. Respondents also suggested that empathy and compassion should remain top of mind for staff, e.g., “imagine it’s you getting a permit.” Finally, respondents also suggested more accountable leadership and oversight for the development process. One way that this could be achieved is through setting specific goals and standards for faster processing and response times.

Conclusion
Overall, the survey results provide valuable insights into the customer/staff interactions and shed light on various characteristics of the service experience. While the respondents strongly agreed on the courteous and friendly nature of City staff, who are also regarded as helpful and knowledgeable, there are notable areas that require improvement. The results indicate that timeliness, responsiveness, and service levels are areas of concern that demand attention. with.

Specifically, the survey revealed that the timeliness of processing submittals fell short in several functional areas, with plan check and planning receiving particularly low ratings. Similarly, staff responsiveness was deemed inadequate.

While good service was evident in three functional areas, it was rated as marginal in others, particularly in the planning division. These results emphasize the need for better service delivery across various functional areas to meet the expectations of respondents.

By focusing efforts on improving timeliness, responsiveness, and service levels, the City will better meet the needs and expectations of customers while building upon the existing positive aspects of courteousness, helpfulness, and knowledge demonstrated by City staff.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 82 Attachment E – Customer Experience Survey Questions

1. Have you applied for a building permit or plan check from the City of Malibu? a. Yes
b. No

2. How long has it been since you applied for a building permit or plan check from the City of Malibu? a. Within the last year
b. Within the last two years
c. Within the last three years
d. Within the last five years
e. More than five years ago (skip to the thank you message at the end of the survey)

3. Which best describes your role in obtaining City permits or approvals? (Select all that apply) a. Homeowner
b. Property Owner/Landowner
c. Business Owner
d. Architect
e. Expediter
f. Planner
g. Developer
h. Engineer
i. General Contractor
j. Skilled Trades Subcontractor
k. Other (please specify)

4. Please check the types of City permits or approvals that you/your company have applied for in the past three years:
a. New Single-Family Residence
b. Woolsey Fire Single Family Residence Rebuild
c. New multi-family residence (including townhomes, condominiums, apartments) d. Residential Addition or Remodel
e. New Commercial Building
f. Accessory Dwelling Unit
g. Accessory Structure
h. Grading, Drainage and Erosion Control
i. Pool and Spa
j. Retaining Walls
k. Tenant Improvement to Commercial/Industrial Building l. Solar Power Installation
m. Re-Roof
n. Onsite Wastewater Treatment System
o. Other (please specify)
Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 83 5. When did you last apply for permits or approvals from the City of Malibu? Six months ago, or less
Seven to 12 months ago
Twelve to 24 months ago
Over 24 months ago
Planning

6. Have you engaged with planning in Malibu within the last five years? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

7. Please review the following list of statements about the planning processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Planning staff treated me courteously.
b. Planning staff were helpful.
c. Planning staff were knowledgeable.
d. Planning staff were responsive.
e. Planning staff I interacted with provided good service. f. Planning staffing levels appeared to be sufficient.
g. City-provided forms and informational materials were written clearly and helped me understand the requirements for preparing and submitting complete plans and applications at the beginning of the process.
h. City-provided forms and informational materials helped me understand the City’s application and permitting fees at the beginning of the process.
i. Information provided by the City gave me a clear understanding of the overall process for obtaining the permit(s) I need.
j. Planning staff provided timely responses to my submittals. k. Information provided on the City website helped me to submit complete plans and applications.
l. Information provided on the City website helped me to understand the project process and fees.

Public Counter

8. Have you used the public counter in Malibu in the last five years? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

9. Please review the following list of statements about the public counter processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Public counter staff treated me courteously.
b. Public counter staff were helpful.
c. Public counter staff were knowledgeable.
d. Public counter staff were responsive.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 84 e. Public counter staff I interacted with provided good service. f. Public counter staffing levels appeared to be sufficient. g. Permit application forms and informational materials were helpful in informing me about the requirements for preparing and submitting building plans for review. h. Permit application forms and informational materials were helpful in informing me about application and permitting fees.
i. Information provided on the City website about the development review process met my needs.
j. Information provided on the City website helped me to understand the project process and fees.

Plan Check

10. In the past five years, has one of your projects undergone a plan check in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

11. Please review the following list of statements about the plan check processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Plan check staff treated me courteously.
b. Plan check staff were helpful.
c. Plan check staff were knowledgeable.
d. Plan check staff were responsive.
e. Plan check staff were accessible.
f. Plan check staff I interacted with provided good service. g. Plan check staffing levels appeared to be sufficient. h. Malibu building codes and requirements are clear and understandable. i. Plan check staff provided timely feedback on my plans.

Building Inspection

12. In the past five years, has one of your projects undergone a building inspection in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

13. Please review the following list of statements about the building inspection processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Building inspectors treated me courteously.
b. Building inspectors were helpful.
c. Building inspectors were knowledgeable.
d. Building inspectors were responsive.
e. Building inspectors I interacted with provided good service. f. Inspector staffing levels appeared to be sufficient. g. Requesting a building inspection was simple.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 85 h. Building inspections were conducted within a reasonable amount of time after I requested the inspection online or by phone.
i. Comments from building inspections were clear.

Engineering Review

14. In the past five years, has one of your projects undergone an engineering review in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

15. Please review the following list of statements about the engineering review processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree.

If you don’t know, you can indicate that as well.
a. Engineering staff treated me courteously.
b. Engineering staff were helpful.
c. Engineering staff were knowledgeable.
d. Engineering staff were responsive.
e. Engineering staff were accessible.
f. Engineering staff I interacted with provided good service. g. Engineering staffing levels appeared to be sufficient. h. Comments from engineering staff about building plans were clear. i. Engineering staff provided timely feedback on grading plans, encroachment and/or public improvement plans.
j. Comments from engineering staff about grading plans, encroachment and/or public improvement plans were clear.

Onsite Wastewater Treatment System Review

16. In the past five years, has one of your projects undergone an onsite wastewater treatment system (OWTS) review in Malibu?
a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

17. Please review the following list of statements about the OWTS review processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. OWTS staff treated me courteously.
b. OWTS staff were helpful.
c. OWTS staff were knowledgeable.
d. OWTS staff were responsive.
e. OWTS staff were accessible.
f. OWTS staff I interacted with provided good service.
g. OWTS staffing levels appeared to be sufficient.
h. Comments from OWTS staff about building plans were clear. i. OWTS staff provided timely feedback on grading plans, encroachment and/or public improvement plans.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 86 j. Comments from OWTS staff about grading plans, encroachment and/or public improvement plans were clear.

Geology and Coastal Engineering Review

18. In the past five years, has one of your projects undergone a geology and coastal engineering review in Malibu?
a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

19. Please review the following list of statements about the geology and coastal engineering review processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well. a. Geology and coastal engineering staff treated me courteously. b. Geology and coastal engineering staff were helpful.
c. Geology and coastal engineering staff were knowledgeable. d. Geology and coastal engineering staff were responsive. e. Geology and coastal engineering staff were accessible. f. Geology and coastal engineering staff I interacted with provided good service. g. Geology and coastal engineering staffing levels appeared to be sufficient. h. Comments from geology and coastal engineering staff about building plans were clear. i. Geology and coastal engineering staff provided timely feedback on grading plans, encroachment and/or public improvement plans.
j. Comments from geology and coastal engineering staff about grading plans, encroachment and/or public improvement plans were clear.

Biology Review

20. In the past five years, has one of your projects undergone a biology review in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

21. Please review the following list of statements about the biology review processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Biology staff treated me courteously.
b. Biology staff were helpful.
c. Biology staff were knowledgeable.
d. Biology staff were responsive.
e. Biology staff were accessible.
f. Biology staff I interacted with provided good service. g. Biology staffing levels appeared to be sufficient.
h. Comments from biology staff about building plans were clear. i. Biology staff provided timely feedback on grading plans, encroachment and/or public improvement plans.
j. Comments from biology staff about grading plans, encroachment and/or public improvement plans were clear.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 87 Landscape Review

22. In the past five years, has one of your projects undergone a landscape review in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

23. Please review the following list of statements about the landscape review processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Landscape staff treated me courteously.
b. Landscape staff were helpful.
c. Landscape staff were knowledgeable.
d. Landscape staff were responsive.
e. Landscape staff were accessible.
f. Landscape staff I interacted with provided good service. g. Landscape staffing levels appeared to be sufficient. h. Comments from landscape staff about building plans were clear. i. Landscape staff provided timely feedback on grading plans, encroachment and/or public improvement plans.
j. Comments from landscape staff about grading plans, encroachment and/or public improvement plans were clear.

Fire Plan Check and Inspection

24. In the past five years, has one of your projects undergone a fire plan check and inspection in Malibu? a. Yes
b. No (skip next question)
c. I am not sure (skip next question)

25. Please review the following list of statements about the Los Angeles County Fire Department’s fire plan check and inspection processes and procedures in Malibu and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well. a. Fire plan check staff treated me courteously.
b. Fire inspection staff treated me courteously.
c. Fire plan check staff were helpful.
d. Fire inspection staff were helpful.
e. Fire plan check staff were knowledgeable.
f. Fire inspection staff were knowledgeable.
g. Fire plan check staff were responsive.
h. Fire inspection staff were responsive.
i. Fire plan check staff provided timely feedback on my plans. j. Fire inspection I interacted with provided good service. k. Fire plan check staff I interacted with provided good service. l. Comments from fire plan check staff were clear.
m. Requesting a construction inspection from Fire was simple.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 88 n. Construction inspections were conducted within a reasonable amount of time after I requested the inspection.
o. Comments or corrections from fire inspectors were clear.

Staffing

26. Please review the following list of statements about development review staffing and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. Members of staff I interacted with provided good service. b. Overall, the development review process is well coordinated between departments.

Planning Department’s Online Portal

27. Please review the following list of statements about the planning portal, which allows users to request a Submittal Checklist and Fees for New and Revised Submittals and submit a Pre-Submittal Questionnaire online, if needed. Indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well. a. The process for submitting pre-submittal applications and documents through the planning portal was clear.
b. Pre-submitting applications and documents through the planning portal was easy. c. The process for submitting applications and documents through the planning submittal portal was clear.
d. Submitting applications and documents through the planning submittal portal was easy. e. The planning portal works well.
f. The planning portal is user-friendly.
g. The planning submittal guide is helpful.

Building Division’s Online Plan Check and Permits Portal

28. I have used the Building Division’s online portal to submit plan check or permit requests. a. Yes (answer questions below)
b. No (skip to question 30)

29. Please review the following list of statements about the Building Division’s online portal, which provides online building permit applications and plan check request services in Malibu, and indicate whether you strongly agree, agree, disagree, or strongly disagree. If you don’t know, you can indicate that as well.
a. The process for submitting plans through the building request portal was clear. b. Submitting plans through the building request portal was easy. c. The building request portal works well.
d. The building request portal is user-friendly.

Public Process

30. Did your project require a public hearing or other review by the Planning Commission or City Council? a. Yes (answer questions below)
b. No (skip to question 33)
Planning Commission and City Council

31. Please identify the most important improvement you would like to see to the Planning Commission review process.

32. Please identify the most important improvement you would like to see to the City Council review process.

Comprehensive Development Services Review
Attachment E – Customer Experience Survey Questions Baker Tilly 89 Open-Ended Questions

33. Please describe aspects of City’s process that work well today. This might include topics such as the clarity of the City’s procedures, the quality of informational materials provided by the City, the usefulness of the City website, or any other topic.

34. Please provides examples of situations where people, such as City staff, City Council members, Planning Commissioners, were particularly helpful or responsive.

35. Have you experienced process issues and/or bottlenecks in the plan check process? If yes, please explain the issue or bottleneck clearly and provide an example if possible.

36. What would have made your experience(s) with Malibu’s development review process more successful?

37. What is the one most important improvement that you would like to see from staff? Comprehensive Development Services Review
Attachment F – Existing Functional Organization Charts by Department Baker Tilly
90 Attachment F – Existing Functional Organization Charts by Department
Figure 3. Existing Environmental Sustainability Department Functional Organization Chart Comprehensive Development Services Review
Attachment F – Existing Functional Organization Charts by Department Baker Tilly
91 Figure 4. Existing Planning Department Functional Organization Chart Comprehensive Development Services Review
Attachment F – Existing Functional Organization Charts by Department Baker Tilly
92 Figure 5. Existing Public Works Department Functional Organization Chart Comprehensive Development Services Review
Attachment G – Performance Measures Outline Baker Tilly 93 Attachment G – Performance Measures Outline
Development Review and Code Enforcement
Performance Measures Outline
The sample performance measures outlined in this document are presented by the typical phases of development review and code enforcement processes in local government. They are also grouped by the three types of performance measures described below. • Efficiency measures compare inputs and outputs, e.g., amount of work produced compared with the cost or staffing required to produce it.
• Effectiveness measures assess how well an organization performs, such as measuring the quality of services it delivers. These measures look at outcomes and sometimes include feedback from internal and external customers.
• Workload measures focus on the amount of work produced and help to monitor fluctuations in that workload. Workload measures do not assess how efficiently or effectively work is performed (these issues are addressed through effectiveness or efficiency measures).

Application and Intake Phase
Efficiency Measures
• Number of customers handled per intake full-time equivalent employee (FTE) • Number of calls answered per FTE
• Number of email responses per FTE
Effectiveness Measures
• Percent of customers rating intake functions as good or excellent • Percent of incomplete applications accepted (by type) • Average wait time (minutes) for customers at the permit counter Workload Measures
• Number of customers assisted at the counter:
o By application type
o By type of visit (i.e., OTC plan review, permits, information) • Number of applications accepted
• Number of applications rejected
• Number of calls answered
• Number of email responses
Comprehensive Development Services Review
Attachment G – Performance Measures Outline Baker Tilly 94 Planning Conformance or Entitlement Phase
Efficiency Measures
• Number of calls answered per FTE
• Number of email responses per FTE
Effectiveness Measures
• Percent of customers rating planning or entitlement phase as good or excellent • Percent of projects participating in:
o Preliminary review meetings
o Pre-application review
• Percent of projects reviewed by internal development review committee • Average processing time from submittal to approval of planning conformance or entitlement
o Ministerial projects
o Discretionary projects
Workload Measures
• Number of planning applications processed
o Ministerial projects
o Discretionary projects
• Number of calls answered
• Number of email responses
Building Plan Review Phase
Efficiency Measures
• Number of plan reviews completed per FTE
Effectiveness Measures
• Percent of customers rating plan review phase as good or excellent • Percent of plan reviews conducted by:
o City staff
o Consultant staff
• Percent of plan reviews completed within city’s turnaround goal by:
o Building
o Planning
o Public Works/Engineering
o Fire
• Average processing time (days) for plan review phase
• Percent of plans approved after the first cycle of review (by type) Comprehensive Development Services Review
Attachment G – Performance Measures Outline Baker Tilly 95 • Percent of plans approved after two cycles of reviews (by type) • Percent of plans requiring more than two cycles of review (by type) • Percent of applications routed within one business day Workload Measures
• Number of plans reviewed (by type)
• Number of plans approved
Permit Issuance and Inspection Phase
Efficiency Measures
• Number of daily inspections completed per FTE
Effectiveness Measures
• Percent of customers rating permit and inspection phase as good or excellent • Percent of permits issued within X days of plan approval • Percent of scheduled inspections completed within 24 hours of inspection request • Average number of days from plan approval to permit issuance • Average number of days from application submittal to permit issuance • Percent of projects reviewed and approved over the counter • Average time required (minutes) to conduct inspections by type • Average number of inspections performed by project type • Average assessed valuation of permits for:
o Single family residential projects
o Multi-family residential projects
o Commercial/industrial projects
Workload Measures
• Number of first inspections completed
• Number of re-inspections completed
• Number of permits issued
Code Enforcement Phase
Efficiency Measures
• Number of inspections completed per FTE
Effectiveness Measures
• Average time required (minutes) to conduct inspections by type • Percent of cases closed each month (clearance rate)
• Percent of inspections that result in the need to obtain a city permit • Percent of complaints inspected within X days
Comprehensive Development Services Review
Attachment G – Performance Measures Outline Baker Tilly 96 • Percent of enforcement cases for which an administrative citation is issued • Percent of enforcement cases referred to city prosecutor • Percent of enforcement cases for which criminal charges are filed Workload Measures
• Number of complaints filed by
o Anonymous
o Known complainant
• Number of proactive cases initiated
• Number of administrative citations or violation