Agenda packet, first session — Malibu City Council, March 23, 2026

PLEASE DOWNLOAD THE AGENDA DOCUMENT FOR

INSTRUCTIONS ON HOW TO PARTICIPATE IN THE MEETING
Amended Agenda
260323_AMENDED_AGENDA.PDF
Item 1B2
Approve Warrants
CC_260323_ITEM_1B2.PDF
Item 1B3
Approval of Minutes
CC_260323_ITEM_1B3.PDF
Item 1B4
Mayors’ Monarch Pledge
CC_260323_ITEM_1B4.PDF
Item 1B5
Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP (dba LSL, LLP) for Financial Auditing Services
CC_260323_ITEM_1B5.PDF
Item 1B6
Professional Services Agreement for On-Call Plan Check Services CC_260323_ITEM_1B6.PDF

1. Documents:

2. Documents:

3. Documents:

4. Documents:

5. Documents:

6. Documents:

Professional Services Agreement for On-Call Plan Check Services CC_260323_ITEM_1B6.PDF
Item 1B7
Amendment No. 1 to Professional Services Agreement with Frederick Fisher and Partners for a Masterplan/Concept Design for Heathercliff Recreation Center and Ioki Temporary Sports Fields
CC_260323_ITEM_1B7.PDF
Item 1B8
Amendment to Professional Services Agreement for On-Call Construction Management Services
CC_260323_ITEM_1B8.PDF
Item 1B9
Malibu Coast Animal Hospital Roof Repair Project Change Order CC_260323_ITEM_1B9.PDF
Item 1B10
Professional Services Agreement with Blue Line Solutions CC_260323_ITEM_1B10.PDF
CC_260323_ITEM_1B10_SUPPLEMENTAL.PDF
Item 1B11
Letter of Support for the Langley Family
CC_260323_ITEM_1B11.PDF
Item 5A
Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations related to Accessory Dwelling Units
Documents:

7. Documents:

8. Documents:

9. Documents:

10. Documents:

11. Documents:

12. Item 5A
Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations related to Accessory Dwelling Units
CC_260323_ITEM_5A.PDF
Item 7A
After-Action Review of the City’s Response to the Franklin and Palisades Fires CC_260323_ITEM_7A.PDF

12. Documents:

13. Documents:

HOW TO VIEW THE MEETING: The meeting will be live streamed at www.malibucity.org/video and via Zoom Webinar.

HOW TO PARTICIPATE BEFORE THE MEETING: Members of the public are encouraged to submit email correspondence to [email protected] before the meeting begins.

HOW TO PARTICIPATE IN-PERSON DURING THE MEETING: In order to participate inperson, each speaker must complete and submit to the Recording Secretary a Request to Speak form.

In-person participants may also surrender their opportunity to speak on a particular item to defer one minute to another in-person speaker. Meeting room doors will open 30 minutes before the meeting.

HOW TO PARTICIPATE REMOTELY DURING THE MEETING: The City has been experiencing extreme technical issues with its broadcast and zoom capabilities. It is strongly recommended that those who wish to participate do so in person as zoom participation is not guaranteed. While the City intends to allow zoom participation if possible, the meeting will not be cancelled or continued if technical difficulties impact the ability to accept public participation over Zoom. In such case only in-person participation will be allowed. In order to participate remotely, you must be present in the Zoom Webinar during the item that you would like to speak on and use the Raise Hand feature to request to speak when the Mayor calls the item. When you join the Zoom Webinar you may see a pop-up asking you to enter an email address, but a valid email address is not required.

Amended1 Malibu City Council
Regular Meeting Agenda
Monday, March 23, 2026
4:00 P.M. - CLOSED SESSION
City Hall – Council Chambers (call to order)
Westward Room (closed session)
23825 Stuart Ranch Road
5:30 P.M. – CITY COUNCIL REGULAR MEETING
City Hall – Council Chambers
23825 Stuart Ranch Road
Zoom Webinar Link:
https://us02web.zoom.us/j/87985644870
Four p.m. Convene for Purpose of Closed Session
Call to Order – Mayor (Council Chambers)
Public Comment on Closed Session Items
1 See the addition of Closed Session and Consent Calendar Item No. 1.B.11., modified recommended action for Consent Calendar Item No. 1.B.10, and Ordinance and Public Hearing Item No. 5.A., and removal of New Business Item No. 7.B.

AMENDED City Council Regular Meeting Agenda Page - 2 - March 23, 2026 Recess to Closed Session (to be held in the Westward Room) This time has been set aside for the City Council to meet in a closed session to discuss matters pursuant to Government Code Section 54956.9. Based on the advice of the City Attorney, discussion in open session concerning these matters would prejudice the position of the City in this litigation. The City Attorney will give an additional oral report regarding the Closed Session at the beginning of the next regular City Council meeting. At the conclusion of the Closed Session, the Council may continue any item listed on the Closed Session agenda to the Open Session agenda for discussion or to take formal action as it may deem appropriate.

Conference with Legal Counsel – Anticipated Litigation

1. Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Government Code section 54956.9
Number of potential cases: (2)
Conference with Legal Counsel – Existing litigation pursuant to Government Code Section 54956.9(d)(1):

1. City of Malibu v. State of California, et al., Case No. 26STCV05031

2. City of Malibu v. Federal Aviation Administration, et al. (9th Cir. 2024) Case No. 24-2503 Five-thirty p.m. Regular Session
Call to Order - Mayor
Roll Call - Recording Secretary
Pledge of Allegiance
Report on Posting of Agenda – March 12, 2026; Amended Agenda posted March 20, 2026 Approval of Agenda

1. Consent Calendar
Items in Consent Calendar Section A have already been considered by the Council at a previous meeting where the public was invited to comment, after which a decision was made. Resolutions concerning decisions made at previous meetings are for the purpose of memorializing the decision to assure the accuracy of the findings, the prior vote, and any conditions imposed. Items in Consent Calendar Section B have not been discussed previously by the Council. Members of the public may comment on the consent calendar as a whole. After public comment, the Council may remove items from the Consent Calendar for individual consideration before adopting the Consent Calendar.

A. Previously Discussed Items
None.

AMENDED City Council Regular Meeting Agenda Page - 3 - March 23, 2026 B. New Items

1. Waive Further Reading
Recommended Action: After the City Attorney has read the title, waive full reading of ordinances considered on this agenda for introduction on first reading and/or second reading and adoption.

Staff Contact: Interim City Attorney Rusin, 456-2489, ext. 228

2. Approve Warrants
Recommended Action: Allow and approve warrant demand numbers 78263-78398 on the register from the General Fund and direct the City Manager to pay out the funds to each of the claimants listed in Warrant Register No. 786 in the amount of the warrant appearing opposite their names, for the purposes stated on the respective demands in a total amount of $1,589,587.18. City of Malibu payroll check number 5565-5567 and ACH deposits were issued in the amount of $927,026.02.

Staff Contact: Assistant City Manager Smith, 456-2489, ext. 239

3. Approval of Minutes
Recommended Action: Approve the minutes for the August 7, 2025 Special Meeting.

Staff Contact: City Clerk Pettijohn, 456-2489, ext. 228

4. Mayors’ Monarch Pledge
Recommended Action: 1) Authorize Mayor Silverstein to sign the National Wildlife Federation Mayors’ Monarch Pledge, renewing the City’s commitment to help save the monarch butterfly; and 2) Direct staff to implement measures to meet the commitments of the Mayors’ Monarch Pledge in support of monarch and pollinator conservation.

Staff Contact: Community Services Director Riesgo, 456-2489, ext. 350

5. Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP (dba LSL, LLP) for Financial Auditing Services
Recommended Action: Authorize the Mayor to execute Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP (“LSL”) for Financial Auditing Services.

Staff Contact: Assistant City Manager Smith, 456-2489, ext. 239

6. Professional Services Agreement for On-Call Plan Check Services Recommended Action: Authorize the Mayor to execute a professional services agreement with 4Leaf, Inc. to provide on-call plan check services Staff Contact: Community Development Director Bundy, 456-2489, ext. 229 AMENDED City Council Regular Meeting Agenda Page - 4 - March 23, 2026

7. Amendment No. 1 to Professional Services Agreement with Frederick Fisher and Partners for a Masterplan/Concept Design for Heathercliff Recreation Center and Ioki Temporary Sports Fields
Recommended Action: Authorize the Mayor to execute Amendment No. 1 to Professional Services Agreement with Frederick Fisher & Partners, Architects, a California stock corporation (Frederick Fisher and Partners) to include design services for temporary sports fields on the Ioki Property.

Staff Contact: Interim Assistant City Manager DuBoux, 456-2489, ext. 339

8. Amendment to Professional Services Agreement for On-Call Construction Management Services
Recommended Action: Authorize the Mayor to execute Amendment No. 3 to the Professional Services Agreement with Filippin Engineering (Filippin) amending compensation in the amount of $300,000 for a total not to exceed $1,366,408.60 for OnCall Construction Management Services related to the City’s Capital Improvement Program.

Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338

9. Malibu Coast Animal Hospital Roof Repair Project Change Order Recommended Action: Authorize an increase of construction change order funding of $15,000 to Felson Group, Inc., for a total aggregate amount of $27,707.40.

Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338

10. Professional Services Agreement with Blue Line Solutions Recommended Action: Continue this item to the April 13, 2026 Regular City Council meeting.

Staff Contact: Interim Public Works Director Holden, 456-2489, ext. 338

11. Letter of Support for the Langley Family
Recommended Action: Adopt Resolution No. 26-14 urging the County of Los Angeles to conduct a comprehensive safety evaluation of Malibu Canyon Road.

Staff Contact: Assistant to the City Manager Kajszo, 456-2489, ext. 224

2. Ceremonial/Presentations
A. Presentation of Commendation to Candace Bond in Recognition of her Service as Interim City Manager

3. Commission / Committee / City Manager Updates
AMENDED City Council Regular Meeting Agenda Page - 5 - March 23, 2026

4. Written and Oral Communications from the Public (Subsequent items to be heard after 6:30 p.m.) The Oral Communication portion of the agenda is for members of the public to present items, which are not listed on the agenda but are under the subject matter jurisdiction of the City Council. No action may be taken under, except to direct staff, unless the Council, by a two-thirds vote, determines that there is a need to take immediate action and that need came to the attention of the City after the posting of the agenda. Although no action may be taken, the Council and staff will follow up, at an appropriate time, on those items needing response.

A. Communications from the Public concerning matters which are not on the agenda but for which the City Council has subject matter jurisdiction. City Council may not act on these matters except to refer the matters to staff or schedule the matters for a future agenda.

B. City Council Subcommittee reports / Mayor and Councilmember meeting attendance, reports and inquiries

5. Ordinances and Public Hearings
For Public Hearings involving zoning matters the appellant and applicant will be given 15 minutes each to present their position to the City Council, including rebuttal time.

A. Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations related to Accessory Dwelling Units
Recommended Action: Continue the item to a date uncertain.

Staff Contact: Community Development Director Bundy, 456-2489, ext. 229

6. Old Business
Old Business items have appeared on previous agendas with no final action having been taken.

None.

7. New Business
New Business items are appearing for the first time for formal action.

A. After-Action Review of the City’s Response to the Franklin and Palisades Fires Recommended Action: Receive and file a report on the After-Action Review of the City’s Response to the Franklin and Palisades Fires.

Staff Contact: Public Safety Director Dueñas, 456-2489, ext. 313

8. Council Items
City Council Items are items, which individual members of the City Council may bring up for action, to propose future agenda items or to suggest future staff assignments.

None.

Adjournment
AMENDED City Council Regular Meeting Agenda Page - 6 - March 23, 2026 Future Regular Meetings
Monday, April 13, 2026 5:30 p.m. Regular City Council Meeting City Hall Council Chambers Monday, April 27, 2026 5:30 p.m. Regular City Council Meeting City Hall Council Chambers Monday, May 11, 2026 5:30 p.m. Regular City Council Meeting City Hall Council Chambers Guide to the City Council Proceedings and Decorum
Public Communications: Each speaker is limited to three (3) minutes. Members of the public may speak during the meeting in-person or through the Zoom application, although it is strongly recommended that those who wish to participate do so in person. While the City intends to allow zoom participation, the meeting will not be cancelled or continued if technical difficulties impact the ability to accept public comment over Zoom. In order to participate remotely, you must be present in the Zoom Webinar during the item that you would like to speak on and use the Raise Hand feature to request to speak when the Mayor calls the item. In order to participate in-person, each speaker must complete and submit to the Recording Secretary a Request to Speak form prior to the beginning of the item being announced by the Mayor. In-person participants may surrender their time by deferring one (1) minute to another in-person speaker, not to exceed a total of eight (8) minutes. The speaker wishing to defer time must be present when the item is heard and their form must be submitted with the speaker form for the individual they are deferring time to. Speakers are taken in the order slips are submitted or hands are raised.

On specific agenda items Councilmembers may question any person addressing the City Council at the conclusion of all public testimony on that agenda item before the Council. Councilmembers shall not engage any member of the public in a dialogue with themselves other Councilmembers, city staff or other members of the public.

Role of the Presiding Officer: The presiding officer of the City Council, who shall be the Mayor, shall be responsible for maintaining the order and decorum of meetings. It shall be the duty of the presiding officer to ensure that these rules of procedure and decorum are followed at all times. The presiding officer shall maintain control of communication between Councilmembers, between the Council and the public, and chair each meeting in a fair and impartial manner. It shall be the duty of each Councilmember to support the presiding officer in maintaining the order and decorum of Council meetings.

Members of the Audience: Members of the audience shall not engage in disorderly or boisterous conduct, including clapping, whistling, stamping of feet, or other acts which disturb, disrupt, impede or otherwise disturb the orderly conduct of the City Council meeting. Persons addressing the City Council shall not engage in disorderly conduct which disrupts, or otherwise impedes the orderly conduct or Council meetings. Any person who so disrupts a Council meeting may, at the discretion of the presiding officer or a majority of the City Council, be subject to ejection from that meeting.

No new items will be taken-up after 10:30 p.m. without a two-thirds vote of the City Council.

City Council meetings are aired live and replayed on City of Malibu Government Access Channel 3 and are available on demand on the City’s website at www.malibucity.org/video. Copies of the staff reports or other written documentation relating to each item of business described above are on file in the office of the City Clerk, Malibu City Hall, 23825 Stuart Ranch Road, Malibu, California, and are available for public inspection during regular office hours, which are 7:30 a.m. to 5:30 p.m. Monday through Thursday and 7:30 a.m. to 4:30 p.m. Friday. Written materials distributed to the City Council within 72 hours of the City Council meeting are available for public inspection immediately upon distribution in the City Clerk's office at 23825 Stuart Ranch Road, Malibu, California (Government Code Section 54957.5.b.2). Copies of staff reports and written materials may be purchased for $0.10 per page.

TheCity Hall phone numberis(310) 456-2489. To contact City Hall using a telecommunication device forthe deaf (TDD), please call (800) 735-2929 and a California Relay Service operator will assist you. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact Environmental Sustainability Director Yolanda Bundy, (310) 456-2489, ext. 229. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. [28 CFR 35.102-35.104 ADD Title II].

AMENDED City Council Regular Meeting Agenda Page - 7 - March 23, 2026 Requests to show an audio or video presentation during a Council meeting should be directed to the Media Team at [email protected]. Material must be submitted by 12:00 p.m. on the meeting day.

I hereby certify under penalty of perjury, under the laws of the State of California that the foregoing agenda was posted in accordance with the applicable legal requirements. Regular and Adjourned Regular meeting agendas may be amended up to 72 hours in advance of the meeting. Dated this 20th day of March 2026 at 10:40 a.m.

Kelsey Pettijohn, City Clerk
WARRANT REGISTER NO. 786
On March 23, 2026, the Malibu City Council allowed and approved warrant demand numbers 78263-78398 from the General Fund. The City Manager is hereby directed to pay out the funds named hereon to each of the claimants listed, the amount appearing opposite their name for the purpose stated on the respective demands, making a total of $1,589,587.18. City of Malibu payroll check numbers 5565-5567 and ACH deposits were issued in the amount of $927,026.02.

PASSED, APPROVED and ADOPTED this 23rd day of March 2026.

Bruce Silverstein
Mayor
ATTEST:

Kelsey Pettijohn
City Clerk

CERTIFICATE
In accordance with Govemment Code Sections 37202 and Malibu Municipal Code 3.08.050, I hereby certify that: (1) the claims or demands set forth in the warrant register(s) listed below and attached hereto and incorporated herein by this reference in the aggregate amount of $2,516,613.20 have been audited as to their accuracy; and (2) sufficient funds have been appropriated by the City Council and are available for the payment thereof.

EXECUTED this 12th day of March 2026, AT MALIBU, CALIFORNIA Joseph D. Irvin
City Manager
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Accounts Payable
Checks by Date
- Summary by Check Number
AP Checks by Date
- Summary by Check Number (3/1 1/2026 8:53 AM) Page
1 User: sflores
Printed: 3/11/2026 8:53 AM
Check No Vendor No Vendor Name Check Date Void Checks Check Amount 78263 13STARS 13 STARS MEDIA 02/25/2026 0.00 1,590.16
78264 AAAPROP AAA PROPANE SERVICES INC 02/25/2026 0.00 760.52 78265 ACCOUNTE OFFICE TEAM
A ROBERT HALF COMP. 02/25/2026 0.00 1,666.14
78266 ANAWALT ANAWALT LUMBER CO INC 02/25/2026 0.00 139.20 78267 APPLE APPLEONE 02/25/2026 0.00 11,975.68
78268 BATESC CARLA BATES 02/25/2026 0.00 150.00
78269 CONEJOA CONEJO AWARDS 02/25/2026 0.00 80.44
78270 CWCDRY PAUL JOSEPH CROTEAU 02/25/2026 0.00 3,990.00 78271 DIAANG ANGEL GABRIEL DIAZ 02/25/2026 0.00 50.00
78272 DIMALJIN JINGO
G DIMALANTA 02/25/2026 0.00 100.00
78273 ENHANCEZ ENHANCED LANDSCAPE MANAGEMI 02/25/2026 0.00 13,400.00 78274 FRONTIER FRONTIER CALIFORNLA INC 02/25/2026 0.00 229.50 78275 ‘ GIINDUS GI INDUSTRIES 02/25/2026 0.00 I 4,556.14 78276 GULDELI ELIZABETH GULDIMANN 02/25/2026 0.00 14.00 78277 HASSNAT NATHAN HASSALL 02/25/2026 0.00 150.00
78278 HDSUPPLY HD SUPPLY INC 02/25/2026 0.00 562.64
78279 KIMKI SUNSPIN ENERGY INC 02/25/2026 0.00 460.62
78280 LACOCLE LA COUNTY REGISTRAR-RECORDER I 02/25/2026 0.00 25.00 78281 LACOWAT LA CO MALIBU TREASURER-WATER“ 02/25/2026 0.00 1,051.04 78282 LIVESCAN PAIGE
S APAR 02/25/2026 0.00 275.00
78283 LOPJOWIL JOAN
& WILLIAM LOPATIN 02/25/2026 0.00 528.00
78284 MEANSRIC RICARDO MEANS 02/25/2026 0.00 450.00
78285 MOSSER MOSSER PLUMBING
& HEATING INC 02/25/2026 0.00 749.01
78286 NATIONA NATIONAL CONSTRUCTION RENTALS 02/25/2026 0.00 941.10 78287 PUNSALAN JOEL PUNSALAN 02/25/2026 0.00 100.00
78288 RECONSM RESOURCE CONSERVATION DISTRIC] 02/25/2026 0.00 200.00 78289 REGAJ JOLYNN
M FREED REGAN 02/25/2026 0.00 750.00
78290 SCEDISO SOUTHERN CALIFORNIA EDISON C01 02/25/2026 0.00 34,905.97 78291 SCHREED REED SCI-IARFF 02/25/2026 0.00 50.00
78292 SOUENV SOUTH ENVIORNMENTAL LLC 02/25/2026 0.00 1,533.00 78293 STAPLES STAPLES CONTRACT
& COMMERCIA] 02/25/2026 0.00 z 1,132.59
78294 TRUNORTH TRUE NORTH COMPLIANCE SERVICE: 02/25/2026 0.00 69,870.80 78295 UNVARNIS UNVARNISHED INC 02/25/2026 0.00 478.00
78296 VALPARK VALET PARKING PROS LLC 02/25/2026 0.00 825.00 78297 Visher DAVID AND SANDRA VISHER THE VIE 02/25/2026 0.00 750.00 78298 101ROOF ' 101 ROOFING AND CONSTRUCTION 02/27/2026 0.00 2,439.60 78299 13STARS 13 STARS MEDIA 1 02/27/2026 0.00 1,818.00 78300 BLUETRIT BLUETRITON BRANDS INC 02/27/2026 0.00 37.96 78301 BURNS BURNS PACIFIC CONSTRUCTION INC 02/27/2026 0.00 734.04 78302 BUXANN ANN BUXIE 02/27/2026 0.00 2,250.00
78303 CHARLOTT CHARLOTTE ANNE WARD ‘ 02/27/2026 0.00 2,450.00 78304 COLDEA DEAN COLAROSSI 02/27/2026 0.00 1,375.00
78305 DENKERJ JEN DENKER 02/27/2026 0.00 200.00
78306 ELIALE ALEXANDRA ELIZONDO 02/27/2026 0.00 82.31
78307 ENTELEGE ENTELEGENT SOLUTIONS INC 02/27/2026 0.00 36.88 78308 FRONTIER FRONTIER CALIFORNIA INC 02/27/2026 0.00 531.86 78309 GIINDUS GI INDUSTRIES 02/27/2026 0.00 3,563.24
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Check No Vendor No Vendor Name Check Date Void Checks Check Amount 78310 GIOIA MICHAEL DANA GIOIA 02/27/2026 0.00 4,350.00 78311 Grainger WW GRAINGER INC 02/27/2026 0.00 581.22
78312 HEATOW HEATHER AND TOWNSEND BELL 02/27/2026 0.00 10,395.28 78313 HERLEE LEE HERRICK 02/27/2026 0.00 4,800.00
78314 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78315 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78316 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78317 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78318 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78319 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78320 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78321 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78322 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78323 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78324 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78325 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78326 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78327 LACOCLE LA COUNTY REGISTRAR-RECORDER 02/27/2026 0.00 25.00 78328 LACOWAT LA CO MALIBU TREASURER-WATER" 02/27/2026 0.00 515.67 78329 MASTERCO MASTER COOLING CORPORATION 02/27/2026 0.00 9,992.43 78330 MCFMAR MARY ANN MCFADDEN 02/27/2026 0.00 2,200.00 78331 QUIPEG PEG QUINN 02/27/2026 0.00 2,200.00
78332 RTW RTW MANAGEMENT 02/27/2026 0.00 46,942.00
78333 SCGas SOUTHERN CALIFORNIA GAS COMPA 02/27/2026 0.00 19.33 78334 TANNAT NATASHA TAN 02/27/2026 0.00 3,677.95
78335 TANTRUST KRAWIEC TAN TRUST 02/27/2026 0.00 200.00 78336 ULTMAINT ULTIMATE MAINTENANCE SERVICES 02/27/2026 0.00 3,250.00 78337 UNDERGR UNDERGROUND SERVICE ALERT OF 1 02/27/2026 0.00 175.55 78338 AMTECH PACIFIC COAST ELEVATOR CORP 02/27/2026 0.00 866.40 78339 ATLASPLA ATLAS PLANNING SOLUTIONS 02/27/2026 0.00 6,200.00 78340 BADMET BADGER METER INC 02/27/2026 0.00 39.99
78341 BBK BEST BEST & KRIEGER LLP 02/27/2026 0.00 168,924.58 78342 COTTON COTTON SHIRES & ASSOCIATES INC 02/27/2026 0.00 206,765.00 78343 CROSSING CROSSING GUARD SERVICES LLC 02/27/2026 0.00 4,066.00 78344 CRPRINT EARTH PRINT INC 02/27/2026 0.00 3,674.05
78345 CRUZSTRA CRUZ STRATEGIES LLC 02/27/2026 0.00 10,000.00 78346 CSGCON CSG CONSULTANTS INC 02/27/2026 0.00 4,811.50 78347 CSLEGACY CS LEGACY CONSTRUCTION INC 02/27/2026 0.00 131,457.38 78348 CSTASC CONSTANT AND ASSOCIATES INC 02/27/2026 0.00 17,693.80 78349 DAPEERR DAPEER ROSENBLIT & LITVAK LLP 02/27/2026 0.00 1,482.76 78350 DEPTTRA STATE OF CA DEPT OF TRANSPORTAT 02/27/2026 0.00 26,947.16 78351 ERGOSOLU ERGO SOLUTION INC 02/27/2026 0.00 1,300.00 78352 ESA ENVIRONMENTAL SCIENCE ASSOCIA'. 02/27/2026 0.00 13,268.50 78353 FOXWEATH FOX WEATHER LLC 02/27/2026 0.00 900.00
78354 FREDERIC FREDERICK FISHER & PARTNERS ARC 02/27/2026 0.00 40,086.13 78355 LACOANI LA CO ANIMAL CARE & CONTROL 02/27/2026 0.00 5,497.64 78356 MRGLLC MUNICIPAL RESOURCE GROUP LLC 02/27/2026 0.00 10,000.00 78357 NEXTIVA NEXTIVA INC 02/27/2026 0.00 5,862.05
78358 PACIFICP PACIFIC PRODUCTION SERVICES INC 02/27/2026 0.00 1,827.20 78359 PEOPCON THE PEOPLE CONCERN 02/27/2026 0.00 41,274.00 78360 RINCONC RINCON CONSULTANTS INC 02/27/2026 0.00 89,199.75 78361 RYLAND STLR CORPORATION 02/27/2026 0.00 7,793.75
78362 SCAFCA SCA OF CALLC 02/27/2026 0.00 11,491.20
78363 SOLIDWA SOLID WASTE SOLUTIONS INC 02/27/2026 0.00 2,462.25 78364 SUNSTONE SUNSTONE CITIES LLC 02/27/2026 0.00 6,000.00 78365 TETRATE TETRA TECH INC 02/27/2026 0.00 75,803.45
78366 TRIPEPIS TRIPEPI SMITH & ASSOCIATES 02/27/2026 0.00 15,380.00 AP Checks by Date - Summary by Check Number (3/11/2026 8:53 AM) Page2 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 AP Checks by Date ~ Summary by Check Number (3/1 1/2026 8:53 AM) Page 3 Check NO Vendor NO Vendor Name Check Date Void Checks Check Amount 78367 TRUNORTH TRUE NORTH COMPLIANCE SERVICE: 02/27/2026 0.00 59,850.14 78368 UNDERGR UNDERGROUND SERVICE ALERT OF E ‘02/27/2026 0.00 39.33 78369 USLABS BUREAU VERITAS NORTH AMERICA I 02/27/2026 0.00 69,907.00 78370 YEHASSOC YEH AND ASSOCIATES INC 02/27/2026 0.00 12,162.66 78371 YUNEX SIEMENS MOBILITY INC 02/27/2026 0.00 606.00 78372 AETNA HEALTH AND HUMAN RESOURCE CE] 03/04/2026 0.00 187.65 78373 AFLAC AFLAC-AMERICAN FAMILY LIFE ASSI 03/04/2026 0.00 1,128.33 78374 BlueShie BLUE SHIELD OF CALIFORNIA 03/04/2026 0.00 1,740.21 78375 DELTADE DELTA DENTAL OF CALIFORNIA 03/04/2026 0.00 9,61 6.73 78376 STANDARD . STANDARD INSURANCE COMPANY N 03/04/2026 0.00 11,327.82 78377 STANDARD STANDARD INSURANCE COMPANY N 03/04/2026 0.00 362.88 78378 USBANK2 US BANK 03/04/2026 0.00 1,146.19
78379 ACCESS ACCESS INFORMATION INTERMEDIA’ 03/05/2026 0.00 17,168.99 78380 ACCOUNTE OFFICE TEAM A ROBERT HALF COMP. 03/05/2026 0.00 2,069.22 78381 ANDYGUM] ANDY GUMP INC 03/05/2026 0.00 114.98
78382 APPLE APPLEONE 03/05/2026 0.00 1,749.84
78383 CHEVRON2 WRIGHT EXPRESS FSC WEX BANK 03/05/2026 0.00 1,129.48 78384 CONEJOA CONEJO AWARDS 03/05/2026 0.00 16.09
78385 CRPRINT EARTH PRINT INC 03/05/2026 0.00 2,216.69
78386 EARTHCAM EARTHCAM INC 03/05/2026 0.00 832.75
78387 GUTSTE STEVEN GUTIERREZ 03/05/2026 0.00 900.00
78388 INFINITY INFINITY TECHNOLOGIES 03/05/2026 0.00 345.00 78389 IPC INC INTEGRATED PERFORMANCE CONSU 03/05/2026 0.00 126,369.92 78390 IRIS LORRIE FEINBERG 03/05/2026 0.00 8,472.50
78391 LEECH LEECH TISHMAN FUSCALDO & LAMP 03/05/2026 0.00 7,647.50 78392 NEERMANI‘ RENEE NEERMANN 03/05/2026 0.00 1,000.00 78393 RIGGINS MARIANNE RIGGINS 03/05/2026 0.00 1,093.14 78394 SEKMAR MARINA SEK 03/05/2026 0.00 44,697.75
78395 SMICHR CHRISTOPHER SMITH 03/05/2026 0.00 1,443.79 78396 WAVEENTE WAVE ENTERPRISES INC 03/05/2026 0.00 15,71 1 .98 78397 YEHASSOC YEH AND ASSOCIATES INC 03/05/2026 0.00 12,595.60 78398 YUNEX SIEMENS MOBILITY INC 03/05/2026 0.00 5,204.61 Report Total (136 checks): 0.00 1,589,587.18
Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Accounts Payable
Transactions by Account
User: sflores
Printed: 03/1 1/2026 - 8:55AM
Batch: 00000000000
Account Number Vendor GL Date Check No Amount PO No
100-0000-202 1-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Cobra—Dut 03/04/2026 78374 9‘68 100-0000-2021-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Cobra-Mc 03/04/2026 78374 28.53 Vendor Subtotal: 38.21
100-0000-2021-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr. 03/04/2026’ 78375 157.75 100-0000-2021-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr. 03/04/2026 78375 50.06 100-0000-2021-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr. 03/04/2026 78375 50.06 100-0000-202 l -00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cobr. 03/04/2026 78375 —50.06 Vendor Subtotal: 207.81
100-0000-3202-00 PACIFIC PRODUCTION SERVICE Ref - Film Pennit No. 25-257 Biscuitl 02/27/2026 78358 1,827.20 Vendor Subtotal: 1,827.20
100—0000-343 1-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 254.00 Vendor Subtotal: 254.00
100-0000-3470-00 JEN DENKER Ref - Dog Obedience 1/26 - 3/9/26 02/27/2026 78305 200.00 Vendor Subtotal: 200.00
100-3001-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 ' 3 1 .68 Vendor Subtotal: 3 1 .68
100—3001-5100-00 FOX WEATHER LLC Weather Forecasting - Feb '26 02/27/2026 78353 900.00 000004668 AP-Transactions by Account (03/11/2026 — 8:55 AM) Page 1 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor GI. Date Check No Amount PO No
Vendor Subtotal: 900.00
100-3001-5121-01 SCA OF CA LLC Street Sweeping Svcs — Jan '26 02/27/2026 78362 11,491.20 000004404 Vendor Subtotal: 11,49 1 .20
100-3001-5 1 24-00 STATE OF CA DEPT OF TRANSPO PCH Signals & Lighting - Oct to Dec ' 02/27/2026 78350 26,947. 16 000004680 Vendor Subtotal: 26,947. 16
100-3001-5124-00 SIEMENS MOBILITY INC Traffic Signal Maint - Jan '26 02/27/2026 78371 606.00 000004120 Vendor Subtotal: 606.00
100-3001-5722—00 SOUTHERN CALIFORNIA EDISO Webb Way Signal - 1/2/25 - 1/1/26 02/25/2026 78290 255.88 100-3001-5722-00 SOUTHERN CALIFORNIA EDISO Cross Creek Rd Ped - 1/2/25 - 1/1/26 02/25/2026 78290 14.51 100-3001—5722-00 - SOUTHERN CALIFORNIA EDISO Traffic Control - 1/2/25 - Ill/26 02/25/2026 78290 137.03 100-3001-5722-00 SOUTHERN CALIFORNIA EDISO Broad Beach - 1/2/254 1/1/26 02/25/2026 78290 14.04 100-3001-5722-00 SOUTHERN CALIFORNIA EDISO Street Lamps - Jan '26 02/25/2026 78290 / 16.45 100-3001-5722-00 SOUTHERN CALIFORNIA EDISO St Lighting - 1/2/25 - 1/1/26 02/25/2026 78290 3,275.56 100-3001-5722-00 SOUTHERN CALIFORNIA EDISO Winter Cyn - 1/2/25 - 1/1/26 02/25/2026 78290 10 I .64 Vendor Subtotal: 3,815.11
100-3001-5725-00 GI INDUSTRIES Garbage - Bus Stop/Cross Creek - Feb 02/25/2026 78275 2,648.25 100-3001-5725-00 GI INDUSTRIES Garbage - City Yard - Feb '26 02/27/2026 78309 3,320.01 Vendor Subtotal: 5,968.26
100-3001-6160-00 UNDERGROUND SERVICE ALER Monthly Fee - Jan '26 02/27/2026 78368 39.33 100-3001—6160—00 UNDERGROUND SERVICE ALER Dig Alerts - Jan '26 02/27/2026 78337 175.55 Vendor Subtotal: 214.88
100-3001-7800-00 SIEMENS MOBILITY INC Traffic Signal Call Outs - Jan '26 03/05/2026 78398 5,204.61 Vendor Subtotal: 5,204.61
AP-Transactions by Account (03/11/2026 - 8:55 AM) Page 2 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 ‘y
Account Number Vendor Destription GL Date Check No Amount PO NO 100-3007-5610-00 INTEGRATED PERFORMANCE C CCSTF Operation/Maint - Jan '26 03/05/2026 78389 3,913.00 000003241 Vendor Subtotal: 3,913.00
100-3007—5610-01 INTEGRATED PERFORMANCE C PCSTF Operation/Maint - Jan '26 03/05/2026 78389 3,913.00 000003241 Vendor Subtotal: 3,913.00
100-3007-5655-00 INTEGRATED PERFORMANCE C Remote Access Fee - Jan '26 03/05/2026 78389 300.00 000003241 Vendor Subtotal: 300.00
100-3007—5722-00 SOUTHERN CALIFORNIA EDISO CCSTF - 1/2/25 - 1/1/26 02/25/2026 78290 590.61 Vendor Subtotal: 590.61
100-3007—7800-00 INTEGRATED PERFORMANCE C Equipment CCSTF - Jan '26 03/05/2026 78389 37.44 000003241 Vendor Subtotal: 37.44
100—3008-4101-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Carter-Fek 03/04/2026 78374 9.68 Vendor Subtotal: 9.68
100-3008-4101-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Cane 03/04/2026 78375 50.06 Vendor Subtotal: 50.06
100-3008-4202-00 CalPERS Health PR 26.02.2026 Health Insurance-Cane 03/04/2026 0 987.69 Vendor Subtotal: 987.69
100-3008-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 80.20 Vendor Subtotal: 80.20
100-3008-5 1 00-00 CROSSING GUARD SERVICES L1 Crossing Guard Svcs - Jan '26 02/27/2026 78343 4,066.00 000004595 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 3 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO NO Vendor Subtotal: 4,066.00
100-3008-5 1 00—00 INFINITY TECHNOLOGIES GIS Svcs - Jan '26 03/05/2026 783 88 345.00 000004377 Vendor Subtotal: 345.00
100-3008-5107-00 APPLEONE Temp Staff - D. Carter 12/27/25 02/25/2026 78267 848.64 100-3008-5107-00 APPLEONE Temp Staff - D. Carter 1/24/26 02/25/2026 78267 2,438.40 100-3008-5 107-00 APPLEONE Temp Staff- D. Caner 11/29/25 02/25/2026 78267 1,272.96 Vendor Subtotal: 4,560.00
100-3008-6160—00 STAPLES CONTRACT & COMME Omce Supplies - Public Works 02/25/2026 78293 84.61 Vendor Subtotal: 84.61
100-4001-4203—00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Winkler-IV 03/04/2026 78374 -17.30 Vendor Subtotal: -17.30
100-400 1 -4209-00 STANDARD INSURANCE COMPA PR 26.022026 STD/LTD 03/04/2026 78376 59.28 Vendor Subtotal: 59.28
100-4001-4213-00 HEALTH AND HUMAN RESOUR( PR 26.02.2026 Employee Assistance-( 03/04/2026 78372 1.39 Vendor Subtotal: 1.39
100-4001-5401-00 13 STARS MEDIA Legal Notice - Youth Commission Rec 02/25/2026 78263 58. 14 Vendor Subtotal: 58. 14
100-4001-6160-00 ANAWALT LUMBER CO INC CS - Supplies 02/25/2026 78266 8.81 Vendor Subtotal: 8.81
100-4001-6160-00 BLUETRITON BRANDS INC Water Delivery for MHS Pool/Blun‘s E 02/27/2026 78300 37.96 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 4 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 37.96
100-4002-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 11.57 Vendor Subtotal: 11.57
100-4003-5 107-00 RESOURCE CONSERVATION DIS Malibu Monarch Project Lecture ll/2( 02/25/2026 78288 200.00 Vendor Subtotal: 200.00
100-4006-4209-00 STANDARD INSURANCE COMPA
/
PR 26.02.2026 STD/LTD 03/04/2026 78376 34.30
Vendor Subtotal: 34.30
100-4006-5 107-00 JINGO G DIMALANTA Winter Basketball League 2/7/26 02/25/2026 78272 100.00 Vendor Subtotal: 100.00
100-4006-5 107-00 JOEL PUNSALAN Referee - Winter Basketball League 2/ 02/25/2026 78287 100.00 Vendor Subtotal: 100.00
100-4007-4203-00 ' BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Woodbury 03/04/2026 78374 29.04 Vendor Subtotal: 29.04
100-4007-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 19.01 Vendor Subtotal: 19.01
100-4008-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 5. 12 Vendor Subtotal: 5. 12
100-4008-6160-00 ELIZABETH GULDIMANN Reissue CK 73399 - Reimb - Sr. Excul v 02/25/2026 78276 14.00 Vendor Subtotal: 14.00
AP-Transactions by Account (03/11/2026 - 8:55 AM) Page 5 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor GL Date Check No Amount PO No
100~4008-6175-00 VALET PARKING PROS LLC Sr Excursion - Getty Center 2/24/26 02/25/2026 78296 825.00 Vendor Subtotal: 825.00
100-4010—4101-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Pacheco—F 03/04/2026 78374 28.53 100-4010-4101-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Pacheco-h 03/04/2026 78374 28‘53 Vendor Subtotal: 57.06
100-4010-4101-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance—Pacht 03/04/2026 78375 15775 100-4010-4101-00 DELTA DENTAL OF CALIFORNIA PR 26.02.2026 Dental Insurance-Pacht 03/04/2026 78375 157.75 Vendor Subtotal: 315.50
100-4010-4202—00 CalPERS Health PR 26.02.2026 Health Insurance-Pachr 03/04/2026 2,642.43 100-40 1 0-4202-00 CalPERS Health PR 26.02.2026 Health Insurance-Pach: 03/04/2026 2,642.43 Vendor Subtotal: 5,284.86
100-40 l 0—4203-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care—Belter—Ma 03/04/2026 78374 -1 1 .23 Vendor Subtotal: -l 1 .23
100-4010-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 -10.9l Vendor Subtotal: -10.91
100-4010—4213—00 HEALTH AND HUMAN RESOUR( PR 26.02.2026 Employee Assistance-I 03/04/2026 78372 1.39 Vendor Subtotal: 1.39
100-4010-5100-00 SOUTH ENVIORNMENTAL LLC Biology Consultant - Cross Creek Tree 02/25/2026 78292 1,533.00 Vendor Subtotal: 1,533.00
100-40 1 0-5 100-00 ULTIMATE MAINTENANCE SER‘ City Parks Janitorial Svcs - Jan '26 02/27/2026 78336 3,250.00 000004018 AP—Transactions by Account (03/1 1/2026 - 8:55 AM) Page 6 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 \
Account Number Vendor GL Date Check NO Amount PO No
Vendor Subtotal: 3,250.00
J
100-4010-5130-00 ’ ENHANCED LANDSCAPE MANA Cross Creek - Tree Removal 02/25/2026 78273 11,400.00 000004678 100-4010-5 1 30-00 ENHANCED LANDSCAPE MANA Equestrian - Arena Grading 02/25/2026 78273 2,000.00 Vendor Subtotal: 13,400.00
100-4010-5610-00 ANAWALT LUMBER CO INC Bluffs - Supplies 02/25/2026 78266 96.80 100-4010-5610-00 ANAWALT LUMBER CO INC Bluffs - Supplies 02/25/2026 78266 4.95 Vendor Subtotal: 101.75
100-4010-5610-00 MOSSER PLUMBING & HEATINC Bluffs - Toilet Repairs 1/16/26 02/25/2026 78285 749.01 Vendor Subtotal: 749.01
100-4010-5710-00 NATIONAL CONSTRUCTION REI Bluffs Portable Toilets 1/8 - 2/4/26 02/25/2026 78286 941.10 Vendor Subtotal: 941.10
100-40 10-5722-00 SOUTHERN CALIFORNIA EDISO Blutfs Park LIB Station - 1/2/25 - 1/1/2 02/25/2026 78290 110.85 100-40 1 0-5722-00 SOUTHERN CALIFORNIA EDISO Community Services - 1/2/25 - 1/1/26 02/25/2026 78290 992.26 100-4010-5722-00 SOUTHERN CALIFORNIA EDISO Charmlee Park - Jan '26 02/25/2026 78290 261.30 100-4010-5722-00 - SOUTHERN CALIFORNIA EDISO Rambla Pacifico - 1/2/25 - 1/1/26 02/25/2026 78290 17.61 100-4010-5722-00 SOUTHERN CALIFORNIA EDISO PCH Median - 1/2/25 - 1/1/26 02/25/2026 78290 16. 17 Vendor Subtotal: 1,398.19
100-4010-5723-00 LA CO MALIBU TREASURER-WA Water - Irrigation Cross Creek 11/4/25 02/25/2026 78281 528.33 100-4010-5723-00 LA CO MALIBU TREASURER-WA Water - PCH Median 11/4/25-1/6/26 A 02/25/2026 78281 315.31 Vendor Subtotal: 843.64
100-4010-5725-00 GI INDUSTRIES Garbage - Charmlee Park - Feb ‘26 02/25/2026 78275 273.09 100-4010-5725-00 GI INDUSTRIES Garbage - BluEs/Equestrian - Feb ‘26 02/25/2026 78275 1,239.63 Vendor Subtotal: 1,5 12.72
AP—Transactions by Account (03/ 1 1/2026 - 8:55 AM) Page 7 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO NO 100-4010-6300-00 ANAWALT LUMBER CO INC Parks Maint - Supplies 02/25/2026 78266 28.64 Vendor Subtotal: 28.64
100-4012-5107-00 BURNS PACIFIC CONSTRUCTIOI Legacy Park - Poetry Pavers Installatic 02/27/2026 78301 734.04 Vendor Subtotal: 734.04
100-4012-5401-00 13 STARS MEDIA Ad - Art Conservation Clinic 2/5/26 02/25/2026 78263 268.00 Vendor Subtotal: 268.00
100-7001-5100-00 13 STARS MEDIA Ad - School Separation 10/23/25 02/27/2026 78299 268.00 Vendor Subtotal: 268.00
100-7001-5 100-00 STLR CORPORATION School District Separation — Jan '26 02/27/2026 78361 7,793.75 000003541 Vendor Subtotal: 7,793.75
100-7001-5300-00 MARIANNE RIGGINS Reimb - Mayors/Council Members Ac 03/05/2026 78393 1,093. 14 Vendor Subtotal: 1,093. 14
100-700 1 -6160-00 CONEJO AWARDS City Council Name Badges 03/05/2026 78384 16.09 Vendor Subtotal: 16.09
100-7001-6160-00 STAPLES CONTRACT & COMME Office Supplies - City Council 02/25/2026 78293 59.58 Vendor Subtotal: 59.58
100-7002-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD . 03/04/2026 78376 14.21 Vendor Subtotal: 14.21
100-7002-5 1 07-00 OFFICE TEAM A ROBERT HALF C Temp Staff - K. Franklin 1/23/26 02/25/2026 78265 1,666. 14 100-7002-5 1 07—00 OFFICE TEAM A ROBERT HALF C Temp Staff - K. Franklin 2/13/26 03/05/2026 78380 2,069.22 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 8 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 3,735.36
100-7003-4204-00 DELTA DENTAL OF CALIFORNIA PR 26.022026 Dental Insurance-Bond 03/04/2026 78375 -157.75 Vendor Subtotal: -157l75
100-7003-4209-00 e STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 76.03 Vendor Subtotal: 76.03
100-7003-5 100-00 ‘ CRUZ STRATEGIES LLC SMMUSD Separation Lobbying — Feb 02/27/2026 78345 10,00000 000004647 Vendor Subtotal: 10,000.00
100-7003-5 1 00-00 SUNSTONE CITIES LLC Economic Recovery Strategy - Jan ‘26 02/27/2026 78364 6,000.00 000004642 Vendor Subtotal: 6,000.00
100-7003 -5 1 07-00 APPLEONE Temp Staff- A. Cosentino 11/29/25 02/25/2026 78267 1,196.91 Vendor Subtotal: 1,196.91
100-7003-6 1 60~00 STAPLES CONTRACT & COMME omce Supplies - City Manager 02/25/2026 78293 50.41 Vendor Subtotal: 50‘41
100-7005-510 1-00 BEST BEST & KRIEGER LLP General Legal Counsel - Dec '25 02/27/2026 - 78341 30,537.00 000004588 Vendor Subtotal: 30,537.00
100—7005-5 1 01-01 BEST BEST & KRIEGER LLP School District Separation - Dec '25 02/27/2026 78341 27,384.10 000004588 Vendor Subtotal: 27,384. 10
100-7005~5 102-00 BEST BEST & KRIEGER LLP Litigation - Dec '25 02/27/2026 78341 ' 109,100.28 000004588 Vendor Subtotal: - 109,100.28
AP-Transactions by Account (03/1 1/2026 — 8:55 AM) Page 9 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GI. Date Check No Amount PO No 100-7005-5102-00 LEECH TISHMAN FUSCALDO & Legal Svcs — FAA Decision - Dec ‘25 03/05/2026 78391 7,647.50 000003358 Vendor Subtotal: 7,647.50
100-7005-5103-00 DAPEER ROSENBLIT & LITVAK City Prosecutor Svc - Jan '26 02/27/2026 78349 1,482.76 000002553 Vendor Subtotal: 1,482.76
100-7007-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 29. 11 Vendor Subtotal: 29. 11
100—7007-5401—00 13 STARS MEDIA Legal Notice - Ordinance No. 528 10/2 02/25/2026 78263 52.02 100-7007-5401-00 13 STARS MEDIA Legal Notice - Ordinance No. 527 10/2 02/25/2026 78263 52.02 Vendor Subtotal: 104.04
100—7007-6160-00 STAPLES CONTRACT & COMME Office Supplies - City Clerk 02/25/2026 78293 24.21 Vendor Subtotal: 24.21
100-7021-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 32.72 Vendor Subtotal: 32.72
100-702 1 -5 100-00 ATLAS PLANNING SOLUTIONS Sattey Element Update - Jan ‘26 02/27/2026 78339 6,200.00 000004545 Vendor Subtotal: 6,200.00
100-7021-5 1 00-00 CONSTANT AND ASSOCIATES II\ City Evacuation Plan Update - Jan '26 02/27/2026 78348 17,693.80 0000046 IO Vendor Subtotal: 17,693.80
100-702 1 -5 1 00-00 STEVEN GUTIERREZ Parking Enforcement Hearings - Feb '2 03/05/2026 78387 900100 000004374 Vendor Subtotal: 900.00
AP-Transactions by Account (03/11/2026 - 8:55 AM) Page 10 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No 100-7021-5106-00 LA CO ANIMAL CARE & CONTR‘ Animal Control - Jan '26 02/27/2026 78355 5,497.64 000004307 Vendor Subtotal: 5,497‘64
100-702 l -51 19-00 THE PEOPLE CONCERN Homeless Outreach - Jan ‘26 02/27/2026 78359 41,274.00 000003783 Vendor Subtotal: 41,274.00
100-7021-5401-00 13 STARS MEDIA Ad - Wildfire Preparedness 10/23/25 02/27/2026 78299 450.00 Vendor Subtotal: 450.00
100-7021-5405-00 EARTH PRINT INC Public Safety - EOC Dry Erase Bookle 03/05/2026 78385 654. 11 000004679 Vendor Subtotal: 654.11
100-7021-5640—00 SOUTHERN CALIFORNIA EDISO Tier - 1/2/25 - 1/1/26 02/25/2026 78290 140.50 Vendor Subtotal: 140150
100—7021-5721-00 ENTELEGENT SOLUTIONS INC Emergency Phone Boxes for Parks - F: 02/27/2026 78307 36.88 Vendor Subtotal: 36.88
100-7054-4203-00 BLUE SHIELD OF CALIFORNIA PR 26.022026 Vision Care—Sakina—Fe‘ 03/04/2026 78374 9.68 100-7054-4203-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Sakina—Mz 03/04/2026 78374 -18.85 Vendor Subtotal: -9. 17
100-7054-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 59.67 Vendor Subtotal: ’ 59.67
100-7054-5 1 07-00 APPLEONE Temp Statf- N. Vijayakumar 11/29/25 02/25/2026 78267 912.96 Vendor Subtotal: 912.96
100-7054-5300-00 CHRISTOPHER SMTTH Reimb — Cal Cities City Mgrs Conf2/1 03/05/2026 78395 1,443.79 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 11 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 1,443.79
100-7054-5401-00 13 STARS MEDIA Legal Notice — FY24/25 Financial Surr 02/2572026 78263 141 .52 Vendor Subtotal: 14 1 .52
100«7054-6160-00 RENEE NEERMANN \ Reimb - Municipal Revenue Handboo] 03/05/2026 78392 1,000‘00 Vendor Subtotal: 1,000.00
100-7058-4209—00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 16161 Vendor Subtotal: 16.61
100-7058-5100-00 ERGO SOLUTION INC Ergonomic Evaluations 1/29/26 02/27/2026 78351 1,300.00 Vendor Subtotal: 1,300.00
100-7058-5320-00 PAIGE S APAR ‘ Fingerprinting - New Employees (5) 02/25/2026 78282 275.00 Vendor Subtotal: 275.00
100-7058-5320-00 MUNICIPAL RESOURCE GROUP HR Support Svcs - Jan '26 02/27/2026 78356 10,000.00 000004158 Vendor Subtotal: 10,000.00
100-7058-6160-00 STAPLES CONTRACT & COMME Otfice Supplies - HR Ergonomics 02/25/2026 78293 135.60 Vendor Subtotal: 135.60
100-7058-6170-00 ALEXANDRA ELIZONDO Reimb - Employee Luncheon Prizes 2/ 02/27/2026 78306 82.31 Vendor Subtotal: 82.31
100-7059—4201-00 CalPERS Retirement PR 26.02.2026 PEPRA ER Contributit 03/04/2026 0 0.01 Vendor Subtotal: 0.01
AP-Transactions by Account (03/ 11/2026 - 8:55 AM) Page 12 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor GI. Date Check No Amount PO No
100—7059-4205-00 STANDARD INSURANCE COMPA PR 26.02.2026 Life Insurance-Roundi1 03/04/2026 78376 -0.08 Vendor Subtotal: -0.08
100-7059-4209—00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD - Rounding 03/04/2026 78376 0‘02 100—7059-4209-00 STANDARD INSURANCE COMPA PR 2600202026 STD/LTD 03/04/2026 78376 3.75 Vendor Subtotal: 3.77
100-7059-4212-00 CalPERS Health PR 26.02.2026 Health Insur-ER Share 03/04/2026 37,532.39 Vendor Subtotal: 37,532.39
100-7059-5 107-00 APPLEONE Temp Stalf— S. Parsa 11/29/25 02/25/2026 78267 912.96 100-7059-5 1 07-00 APPLEONE Temp Staff— S. Parsa 2/14/26 03/05/2026 78382 532.56 Vendor Subtotal: 1,445.52
100-7059-5210-00 SOUTHERN CALIFORNIA EDISO Service Fee - 1/2/25 - 1/1/26 02/25/2026 78290 1.24 Vendor Subtotal: 1.24
100-7059-5210-00 CalPERS Health PR 26.02.2026 Health Insur-Admln Fe 03/04/2026 164.54 100-7059-5210-00 CalPERS Health PR 26.02.2026 Health Insur-Admin Fe 03/04/2026 34.13 Vendor Subtotal: 198.67
100-7059-5720-00 ACCESS INFORMATION INTERM OEsite Records Svcs - Nov '25 03/05/2026 78379 7,104.77 000003532 100-7059-5720-00 ACCESS INFORMATION INTERM Offsite Records Svcs - Dec ‘25 03/05/2026 78379 5,911.51 000003532 100-7059-5720-00 ACCESS INFORMATION INTERM OITsite Records Svcs — Jan '26 03/05/2026 78379 4,152.71 000003532 Vendor Subtotal: 17,168.99
100—7059-572 1 -00 NEXTIVA TNC City Hall Phone Svcs 2/18 - 3/17/26 02/27/2026 78357 5,862.05 000003853 Vendor Subtotal: 5,862.05
100-7059-6160-00 CONEJO AWARDS Employee Name Badges (4) 02/25/2026 78269 80.44 AP-Transactions by Account (03/1 1/2026 — 8:55 AM) Page 13 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 /
Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 80.44
100-7059-6 1 60-00 EARTH PRINT INC’ , Business Cards 02/27/2026 78344 178o03 000004679 100-7059-6160-00 EARTH PRINT INC Business Cards 02/27/2026 78344 205.99 100-7059-6160-00 EARTH PRINT INC HR - Business Cards 03/05/2026 78385 152.56 000004679 Vendor Subtotal: 536.58
100-7059-6160-00 STAPLES CONTRACT & COMME Offlce Supplies — Non Departmental 02/25/2026 78293 453.03 100-7059-6160-00 STAPLES CONTRACT & COMME Office Supplies - Non Departmental 02/25/2026 78293 71 .88 Vendor Subtotal: 524.91
Subtotal for Section 1: 100 466,573‘65
101-0000-3203-00 SUNSPIN ENERGY INC Palisades Fee Waiver 25-21 1 8 02/25/2026 78279 75.00 Vendor Subtotal: 75.00
101-0000-3208-00 SUNSPIN ENERGY INC Palisades Fee Waiver 25-21 l 9 02/25/2026 78279 290.00 Vendor Subtotal: 290.00
101-0000-3409-00 DEAN COLAROSSI Ref - Incorrect Pay Method OC 26-01 02/27/2026 78304 29.00 Vendor Subtotal: 29.00
101-0000-3409-00 SUNSPIN ENERGY INC Palisades Fee Waiver 25-21 19 02/25/2026 78279 8.00 Vendor Subtotal: 8.00
101-0000-3410-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 7,638.44 Vendor Subtotal: 7,638.44
10 1 -0000-34 1 0-01 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 16 1 .25 AP—Transactions by Account (03/1 1/2026 - 8:55 AM) Page 14 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check NO Amount PO No Vendor Subtotal: 161.25
101-0000-3412-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 1,443.00 Venaor Subtotal: 1,443.00
101—0000-3412-00 JOAN & WILLIAM LOPATIN Ref - Geology Fee Overcharge 02/25/2026 78283 528400 Vendor Subtotal: ’ 528.00
101—0000-3414-00 DEAN COLAROSSI Ref - Incorrect Pay Method OC 26-01 02/27/2026 78304 949.00 Vendor Subtotal: 949.00
101-0000-3414-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 78312 669.00 Vendor Subtotal: 669.00
101-0000-3414-00 UNVARNISHED INC Ref - Fee Overcharged CDPA lS-Oll 02/25/2026 78295 478.00 Vendor Subtotal: 478.00
101-0000—3415-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 215.00 Vendor Subtotal: 215.00
101-0000-3419-00 HEATHER AND TOWNSEND BEL] Palisades Fee Waiver PVPF 25-021 02/27/2026 783 12 14.59 Vendor Subtotal: 14.59
101-0000-34 1 9-00 SUNSPIN ENERGY INC Palisades Fee Waiver 25-2119/25-21 18 02/25/2026 78279 13.57 Vendor Subtotal: 13.57
101-0000-3419-00 NATASHA TAN Palisades Fee Waiver APRPF 25-011 02/27/2026 78334 103.95 Vendor Subtotal: 103.95
AP-Transactions by Account (03/11/2026 - 8:55 AM) Page 15 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO NO 101-0000-3421-00 DEAN COLAROSSI Ref - Incorrect Pay Method OC 26-01 02/27/2026 78304 397.00 Vendor Subtotal: 397.00
101-0000-3421-00 NATASHA TAN Palisades Fee Waiver APRPF 25-011 02/27/2026 78334 3,574.00 Vendor Subtotal: 3,574‘00
101—0000-3421-00 KRAWIEC TAN TRUST Palisades Fee Waiver PVPF 25-099 02/27/2026 78335 200.00 Vendor Subtotal: 200.00
101-0000-3421-00 DAVID AND SANDRA VISHER TH Reissue CK 74150 - Ref - Appeal Fee 02/25/2026 78297 750.00 Vendor Subtotal: 750.00
101-0000-3427-00. SUNSPIN ENERGY INC Palisades Fee Waiver 25—2119 02/25/2026 78279 20.30 Vendor Subtotal: 20.30
101-0000-3435-00 SUNSPIN ENERGY INC Palisades Fee Waiver 25-21 19 02/25/2026 78279 53,75 Vendor Subtotal: 53.75
101—2001-4209-00 ' STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 157‘52 Vendor Subtotal: 157.52
101—200 1 -5100-00 COTTON SHIRES & ASSOCIATES Flaming Svcs - Jan '26 02/27/2026 78342 2,721.75 000004314 Vendor Subtotal: 2,72 1 .75
101-2001-5 100-00 CSG CONSULTANTS INC Contract Planning Svc 12/27/25 — 1/30 02/27/2026 78346 3,349.50 000004418 Vendor Subtotal: 3,349.50
101-2001-5 100-00 MARINA SEK Contract Flaming - Nov '25 03/05/2026 78394 6,919.00 000004360 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 16 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 6,919.00
101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - City Wide Project - AP 02/25/2026 78280 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 30050 Pacific Coast H\ 02/27/2026 78320 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 29029.5 Cliffside Dr - ‘ 02/27/2026 78326 25.00 10 1-2001—5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 301 1.5 Corral Canyon] 02/27/2026 78314 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 3930 Ridgemont Dr - £4 02/27/2026 78319 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 24034.5 Malibu Rd - Vl 02/27/2026 78321 25.00 101-2001-52 10-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 3575.5 Malibu Canyon 02/27/2026 78322 25.00 101-200 1 -5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 275 1315 Pacific Coast] 02/27/2026 78327 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 19900.5 Big Rock Dr - 02/27/2026 783 1 7 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 24467.5 Malibu Rd - “ 02/27/2026 783 1 5 25.00 101-2001-52 10-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 28395.5 Pacific Coast] 02/27/2026 783 16 25.00 101—200 1 -52lO-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 7311.5 Birdview Ave - 02/27/2026 78323 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 5900.5 Trancas Canyor 02/27/2026 78324 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 6909.5 Whitesands Pl - 02/27/2026 78325 ' 25.00 101-2001-5210-00 LA COUNTY REGISTRAR-RECOR CEQA Filing - 25153.5 Pacific Coast l 02/27/2026 783 1 8 25.00 Vendor Subtotal: 375.00
101-2001-5401-00 13 STARS MEDIA Legal Notice - Public Hearing 1/15/26 02/25/2026 78263 156.06 101-2001-5401-00 13 STARS MEDIA Legal Notice - Public Hearing 10-Day 02/25/2026 78263 134.64 101-2001-5401-00 13 STARS MEDIA Legal Notice - Public Hearing 21-Day 02/25/2026 78263 162. 1 8 101-2001-5401-00 13 STARS MEDIA Legal Notice - Public Hearing 10-Day 02/25/2026 78263 156.06 101-2001-5401-00 13 STARS MEDIA Legal Notice - Public Hearing 2/5/26 02/25/2026 78263 14 1 .52 Vendor Subtotal: 750.46
101-2001-5401-00 EARTH PRINT INC Public Notice Postcard Mailing 02/27/2026 2,588.75 000004679 101-2001-540 1-00 EARTH PRINT INC Public Notice Postcard Mailings 02/27/2026 78344 260.71 000004679 101-2001-5401-00 EARTH PRINT INC Citywide Mailing 02/27/2026 78344 440.57 000004679 101-2001-540 1 -00 EARTH PRINT INC Planning - Public Notice Postcard Mai 03/05/2026 78385 570.69 000004679 101-2001-5401-00 EARTH PRINT INC Planning - Public Notice Postcard Mai 03/05/2026 78385 492.85 000004679 101-2001-5401-00 EARTH PRINT INC Planning - Public Notice Postcard Mai 03/05/2026 78385 346.48 000004679 Vendor Subtotal: 4,700.05
101-2004-4203-00 BLUE SHIELD OF CALIFORNIA PR 26.02.2026 Vision Care-Burnshyar 03/04/2026 78374 -9.68 Vendor Subtotal: -9.68
AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 17 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor GI. Date Check No Amount PO No
10 1-2004-4209-00 STANDARD INSURANCE COMPA PR 260022026 STD/LTD 03/04/2026 78376 104.26 Vendor Subtotal: 104.26
101-2004-5100—00 COTTON SHIRES & ASSOCIATES Geotech Reviews - Jan '26 02/27/2026 78342 40,440.00 0000043 14 10 1-2004-5 100-00 COTTON SHIRES & ASSOCIATES Geo/Coastal Engr Counter Hours - Jan 02/27/2026 78342 50,519.50 000004314 10 1 -2004-5 100-00 COTTON SHIRES & ASSOCIATES Coastal Engr Reviews - Jan '26 02/27/2026 78342 5,814.00 000004314 101-2004-5100-00 COTTON SHIRES & ASSOCIATES EH Counter Hours - Jan '26 02/27/2026 78342 48,007.50 0000043 14 10 1 —2004—5 1 00—00 COTTON SHIRES & ASSOCIATES Geo/Coastal Engr Guidelines - Jan '26 02/27/2026 78342 429.75 0000043 14 Vendor Subtotal: 145,210.75
101-2004-5100-00 ENVIRONMENTAL SCIENCE ASS Coastal Vulnerability Assessment Thrc 02/27/2026 78352 13,268.50 000003504 Vendor Subtotal: 13,268.50
10 1 -2004-5 1 00-00 TRUE NORTH COMPLIANCE SEF Reissue CK 76805 - Plan Check - Jul ': 02/25/2026 78294 25,411.22 000004319 10 1 -2004-5 100-00 TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - In—House Plan Ch 02/25/2026 78294 9,100.00 000004319 101-2004-5 100-00 TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - In—House Inspect( 02/25/2026 78294 7,200.00 000004319 101-2004-5 100-00 TRUE NORTH COMPLIANCE SET Plan Check - Jan' 26 02/27/2026 78367 42,819.61 000004319 101-2004-5 100-00 TRUE NORTH COMPLIANCE SEF In House Plan Check Engr - Jan '26 02/27/2026 78367 7,280.00 0000043 I 9 Vendor Subtotal: 91,810.83
10 1-2004-5 100-00 BUREAU VERITAS NORTH AMEI Onsite Plans Examiner - Jan '26 02/27/2026 78369 18,297.50 000004398 10 1-2004-5 1 00-00 BUREAU VERITAS NORTH AMEI Onsite Permit Tech - Jan '26 02/27/2026 78369 26,797.50 000004398 101-2004-5100-00 BUREAU VERITAS NORTH AMEI Plan Check - Jan '26 02/27/2026 78369 469.50 000004398 101-2004-5 100-00 BUREAU VERITAS NORTH AMEI Onsite Inspections - Jan '26 02/27/2026 78369 24,342.50 000004398 Vendor Subtotal: 69,907.00
101-2004-5107-00 APPLEONE Temp StatT- L. Bradford 11/29/25 02/25/2026 78267 893.94 101—2004-5107-00 APPLEONE Temp StaE- G. Medrano 12/27/25 02/25/2026 78267 608.55 IO 1-2004-5107-00 APPLEONE Temp Staff- G. Medrano 1/24/26 02/25/2026 78267 9 12.96 10 1 -2004-5 107-00 APPLEONE Temp Staff— G. Medrano 2/14/26 03/05/2026 78382 1,217.28 Vendor Subtotal: 3,632.73
101—2004—6160-00 STAPLES CONTRACT & COMME Office Supplies - Bldg Safety 02/25/2026 78293 60.62 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 18 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 60.62
101-2010-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 5.75 Vendor Subtotal: 5.75
101-2010-5100-00 COTTON SHIRES & ASSOCIATES EH Reviews - Jan '26. 02/27/2026 78342 25,367.00 0000043 14 Vendor Subtotal: 25,367.00
101-2012-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 39. 15 Vendor Subtotal: 39. 15
101-3003-4209-00 STANDARD TNSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 23.32 Vendor Subtotal: 23.32
101-3003—5100-00 RINCON CONSULTANTS INC On-Call Environmental Svcs - Jan '26 02/27/2026 78360 31,612.50 000004337 10 1 -3003—5 100—00 RINCON CONSULTANTS INC On-Call Environmental Svcs T5 - Jan' 02/27/2026 78360 51,840.25 000004337 Vendor Subtotal: 83,452.75
10 1-3003-5 100-00 TETRA TECH INC Malibu Creek Trash TMRP 12/29/25 - 02/27/2026 78365 6,139.09 000003028 Vendor Subtotal: 6,139.09
101-3003-5100-02 TETRA TECH INC CIMP Monitoring 12/29/25 - 1/25/26 02/27/2026 78365 69,664.36 000003028 Vendor Subtotal: 69,664.36
Subtotal for Section 1: 101 545,260.56
102-3002—5100-03 COTTON SHIRES & ASSOCIATES WF Counter Hours — Jan '26 02/27/2026 78342 10,546.50 000003347 102-3002—5100-03 COTTON SHIRES & ASSOCIATES WF Geotech Review - Jan '26 02/27/2026 783421 2,176.50 000003347 102-3002-5 l 00-03 COTTON SHIRES & ASSOCIATES WF EH Reviews - Jan '26 02/27/2026 78342 3,892.50 000003347 AP-Transactions by Account (03/11/2026 ~ 8:55 AM) Page 19 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check NO Amount PO No Vendor Subtotal: 16,6 I 5.50
102-3002-5 1 00-03 TRUE NORTH COMPLIANCE SEF Reissue CK 76805 - WF Plan Check - 02/25/2026 78294 24,130.08 000004319 102-3002-5100-03 TRUE NORTH COMPLIANCE SEE WF Plan Check - Jan '26 02/27/2026 78367 9,750153 000004319 Vendor Subtotal: 33,880.61
102-3102-4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 5.49 Vendor Subtotal: 5.49
102-3 102-5 1 00-00 BEST BEST &-KRIEGER LLP Fire Disaster Response - Dec '25 02/27/2026 78341 1,903.20 000004588 Vendor Subtotal: 1,903.20
102-3 102-5 100—00 TRIPEPI SMITH & ASSOCIATES Palisades Fire Communication Svcs 1/ 02/27/2026 78366 640.00 000004457 102-3 1 02-5 100-00 TRIPEPI SMITH & ASSOCIATES Palisades Fire Communications Retain 02/27/2026 78366 14, 100.00 000004457 Vendor Subtotal: 14,740.00
102—3102-5 100-02 LORRIE FEINBERG Palisades Fire Data Mgmt - Dec '25 03/05/2026 78390 2,056.25 000004681 102-3102-5100-02 LORRIE FEINBERG Palisades Fire Data Mgmt - Jan '26 03/05/2026 78390 6,416.25 000004681 Vendor Subtotal: 8,472.50
102-3 1 02-5 I 00-02 MARINA SEK Palisades Fire Contract Planning 11/1 - 03/05/2026 78394 7,030.00 000004360 102-3 1 02—5 100—02 MARINA SEK Palisades Fire Contract Flaming - Dec 03/05/2026 78394 14,987.50 000004682 102-3 l 02-5 100-02 MARINA SEK Palisades Fire Contract Planning 11/24 03/05/2026 78394 2,236.25 000004682 102-3 l 02-5 1 00-02 MARINA SEK Palisades Fire Contract Planning - Jan 03/05/2026 78394 13,525.00 000004682 Vendor Subtotal: 37,778.75
102-3102-5100-03 COTTON SHIRES & ASSOCIATES Palisades Fire Counter Hours - Jan '26 02/27/2026 78342 13,690.00 000004460 102-3 102-5 l 00-03 COTTON SHIRES & ASSOCIATES Palisades Fire Misc - Jan '26 02/27/2026 78342 3,160.00 000004460 Vendor Subtotal: 16,850.00
102-3102-5 100-03 TRUE NORTH COMPLIANCE SEE Reissue CK 76805 - Palisades Fire - Pl 02/25/2026 78294 4,029.50 000004458 AP—Transactions by Account (03/1 1/2026 - 8:55 AM) Page 20 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check NO Amount PO No Vendor Subtotal: 4,029.50
102-3 102-5 1 00—04 YEH AND ASSOCIATES INC Palisades Fire Calle del Barco AD 98-Z 03/05/2026 78397 230.00 000003612 102—3 102—5 1 00-04 YEH AND ASSOCIATES INC Palisades Fire Big Rock Mesa AD 98- 03/05/2026 78397 12,135.60 000003612 Vendor Subtotal: 12,365.60
102-3102-5 107-00 APPLEONE Temp Staff - K. Leonard 11/29/25 02/25/2026 78267 884.44 Vendor Subtotal: 884.44
102-3 102-5401-00 13 STARS MEDIA Ad - Malibu Rebuild Center 4/2/25 02/27/2026 78299 1,100.00 Vendor Subtotal: 1,100.00
102-3102-5710-00 WAVE ENTERPRISES INC Rebuild Ctr Rent - Apr '26 03/05/2026 78396 15,711.98 000004447 Vendor Subtotal: 15,71 1 .98
102-3102-5721—00 FRONTIER CALIFORNIA INC Phone - Rebuild Ctr 1/26 - 2/25/26 02/25/2026 78274 229.50 Vendor Subtotal: 229.50
102-3 102-6 1 60-00 STAPLES CONTRACT & COMME Otfice Supplies - Recovery Center 02/25/2026 78293 192.65 Vendor Subtotal: 192.65
102-9223-5 l 00-00 YEH AND ASSOCIATES INC Palisades Fire Big Rock AD Storm Dn 03/05/2026 78397 230.00 000003612 Vendor Subtotal: 230.00
Subtotal for Section 1: 102 164,989.72
103-9050—4209-00 STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 6.62 Vendor Subtotal: 6.62
AP—Transactions by Account (03/1 1/2026 - 8:55 AM) Page 21 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GI. Date Check No Amount PO No 103—9050—5100-00 PACIFIC COAST ELEVATOR COR City Hall Elevator/Lift Maint 1/1 - 3/3 02/27/2026 78338 866.40 000003836 Vendor Subtotal: 866.40
103-9050-5610-00 WW GRAINGER INC City Hall - Maintenance Supplies 02/27/2026 78311 535.04 103-9050-5610-00 WW GRAINGER INC City Hall - Maintenance Supplies 02/27/2026 783 11 46.18 Vendor Subtotal: 581.22
103-9050-5610-00 MASTER COOLING CORPORATR City Hall HVAC Repairs 02/27/2026 78329 671.25 103-9050-5610-00 MASTER COOLING CORPORATI( City Hall HVAC Repairs 02/27/2026 78329 9,321.18 Vendor Subtotal: 9,992.43
103-9050-5721-00 FRONTIER CALIFORNIA INC City Hall Elevator - Feb '26 02/27/2026 78308 99.30 Vendor Subtotal: 99.30
103-9050-5722-00 SOUTHERN CALIFORNIA EDISO City Hall - 1/2/25 -,l/1/26 02/25/2026 78290 8,711.28 ' Vendor Subtotal: 8,71 l .28
103-9050-6160-00 AAA PROPANE SERVICES INC Credit - CK 76865 Finance Charge 02/25/2026 78264 -3.68 103-9050-6160-00 AAA PROPANE SERVICES INC City Hall Propane 02/25/2026 78264 107.25 103-9050-6160-00 AAA PROPANE SERVICES INC City Hall Propane 02/25/2026 78264 656.95 Vendor Subtotal: 760.52
103-9050-6160-00 HD SUPPLY INC City Hall - Janitorial Supplies 02/25/2026 78278 562.64 Vendor Subtotal: 562.64
103-9050-7300-00 PAUL JOSEPH CROTEAU File Room Renovation - First 50% Ins 02/25/2026 78270 3,990.00 Vendor Subtotal: 3,990.00
Subtotal for Section 1: 103 25,570.41
AP—Transactions by Account (03/1 1/2026 - 8:55 AM) Page 22 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No 105~9088-5100-00 FREDERICK FISHER & PARTNER Community Lands Concept Design - J 02/27/2026 78354 40,086. 1'3 000004656 Vendor Subtotal: 40,086‘ l 3
105-9088-5100-00 TRIPEPI SMITH & ASSOCIATES Community Lands Outreach 2/15/26 02/27/2026 78366 640.00 000004209 Vendor Subtotal: 640.00
Subtotal for Section 1: 105 40,726. 13
203-3009-5 145-00 RTW MANAGEMENT Dial-A-Ridc - Jan ‘26 02/27/2026 78332 46,942.00 000004433 Vendor Subtotal: 46,942.00
Subtotal for Section 1: 203 46,942.00
207-3004-5 1 00-00 SOLID WASTE SOLUTIONS INC SB 1383 Grant Cal Recycle - Jan '26 02/27/2026 78363 597.00 000004074 207-3004-5 1 00-00 SOLID WASTE SOLUTIONS TNC AB 939/ Cal Recycle - Jan '26 02/27/2026 78363 1,343.25 000004074 Vendor Subtotal: 1,940.25
207-3004-5100-01 SOLID WASTE SOLUTIONS INC Dumpster Lid Enforcement - Jan '26 02/27/2026 78363 522.00 000004074 Vendor Subtotal: 522.00
207-3004-540 1-00 13 STARS MEDIA Ad - Holiday Tree Recycle 12/8/25 02/25/2026 78263 268.00 Vendor Subtotal: 268.00
207-3004-6160-00 ANDY GUMP INC Enviro Event Toilet 2/20 - 2/23/26 03/05/2026 78381 114.98 Vendor Subtotal: 114.98
Subtotal for Section 1: 207 2,845.23
290-6002-5 100-00 YEH AND ASSOCIATES INC Big Rock Mesa AD 98-1 Monitor/Mai 02/27/2026 78370 7,989.66 000003612 AP-Transactions by Account (03/11/2026 - 8:55 AM) Page 23 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number \%ndor Description G1. Date Check NO Amount PO No Vendor Subtotal: 7,989.66
290-6002-5722—00 SOUTHERN CALIFORNIA EDISO Asmt Dist Big Rock - 1/2/25 - 1/1/26 02/25/2026 78290 3,996.46 290-6002-5722—00 SOUTHERN CALIFORNIA EDISO Big Rock Inland Pump - 1/2/25 - 1/1/2 02/25/2026 78290 45.63 Vendor Subtotal: 4,042.09
Subtotal for Section 1: 290 12,031.75
29 l —6003-5 1 00-00 YEH AND ASSOCIATES INC Malibu Rd AD 98-3 Monitor/Maint - J 02/27/2026 78370 1,650.25 000003612 Vendor Subtotal: 1,650.25
291-6003-5722-00 SOUTHERN CALIFORNIA EDISO Asmt dst Malibu Rd - 1/2/25 - 1/1/26 02/25/2026 78290 72.39 Vendor Subtotal: 72.39
291-6003-7903-00 YEH AND ASSOCIATES INC Malibu Rd AD 98-3 Cap Improvement 02/27/2026 78370 321.00 000003612 Vendor Subtotal: 321.00
Subtotal for Section 1: 291 2,043.64
292-6004-5 1 00-00 YEH AND ASSOCIATES INC Calle del Barco AD 98-2 Monitor/Mai 02/27/2026 78370 2,201.75 000003612 Vendor Subtotal: 2,201.75
292-6004-5722-00 SOUTHERN CALIFORNIA EDISO Asmt Dist Rambla—Calle - 1/2/25 - 1/1 02/25/2026 78290 19.26 292-6004-5722-00 SOUTHERN CALIFORNIA EDISO Calle Del Barco - 1/2/25 - 1/1/26 02/25/2026 78290 14.51 Vendor Subtotal: 33.77
Subtotal for Section 1: 292 2,235.52
3 10-9066-5 1 00-00 SOUTHERN CALIFORNIA EDISO 23707 1/4 PCH 9/17 - 10/15/25 02/25/2026 78290 -24.37 310-9066-5100-00 SOUTHERN CALIFORNIA EDISO 19901 1/4 PCH 9/12 - 10/12/25 02/25/2026 78290 -40.76 AP—Transactions by Account (03/ l 1/2026 - 8:55 AM) Page 24 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor GL Date Check No Amount PO No
Vendor Subtotat -65.13
310-9090-5100-00 CS LEGACY CONSTRUCTION IN Permanent Skate Park - Jan ‘26 02/27/2026 78347 131,457.38 000004530 Vendor Subtotal: 131,457.38
310-9090-5100-00 EARTHCAM INC 89290 - Skate Park Camera Rental 3/1 03/05/2026 78386 282.75 3 l 0-9090-5 100-00 EARTHCAM INC 89290 ~ Skate Park Camera SoMare E 03/05/2026 78386 550.00 Vendor Subtotal: 832.75
Subtotal for Section l: 3 10 132,225‘00
500-7008-5610-00 101 ROOFING AND CONSTRUCT Animal Coast Hospital - Emergency R 02/27/2026 78298 2,439.60 Vendor Subtotal: 2,439.60
500-7008-5722-00 SOUTHERN CALIFORNIA EDISO Legacy Park Lin Station - 1/2/25 — 1/1. 02/25/2026 78290 1,073.07 \ 500-7008-5722-00 SOUTHERN CALIFORNIA EDISO 23661 PCH - 1/2/25 - 1/1/26 02/25/2026 78290 734.42 Vendor Subtotal: 1,807.49
500-7008-5723-00 LA CO MALIBU TREASURER-W14 Water - Supercare Pharmacy 11/4/25-1 02/25/2026 78281 207.40 Vendor Subtotal: 207.40
500-7008-5725-00 GI INDUSTRIES Garbage - Supercare Pharmacy - Feb 'i 02/25/2026 78275 215.54 500-7008-5725-00 GI INDUSTRIES Garbage - Ioki Lot - Feb '26 02/25/2026 78275 179.63 Vendor Subtotal: 395.17
Subtotal for Section l: 500 4,849.66
515-3010-561 1-00 INTEGRATED PERFORMANCE C Operation, Maint, and Mgmt - CCWW 03/05/2026 78389 96,338.25 000003456 Vendor Subtotal: 96,338.25
AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 25 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GI. Date Check No Amount PO No 5 1 5-30 l 0—5640-00 INTEGRATED PERFORMANCE C Equipment Maint - CCWWTF - Jul '2: 03/05/2026 78389 18,1 81. 10 000003456 515-3010—5640-00 INTEGRATED PERFORMANCE C. Equipment Maint — CCWWTF - Jan '21 03/05/2026 78389 906.25 000003456 Vendor Subtotal: 19,087.35
5 l 5-3010-5656-00 RINCON CONSULTANTS INC CCWTF Water Quality Monitoring - J: 02/27/2026 78360 5,747100 000004135 Vendor Subtotal: 5,747,00
515-3010-5721-00 BADGER METER INC Meter Monitoring - Jan '26 02/27/2026 78340 39.99 Vendor Subtotal: 39.99
515-3010-5721-00 FRONTIER CALIFORNIA INC Phone - CCWTF 2/8 - 3/7/26 02/27/2026 78308 432.56 Vendor Subtotal: 432.56
515-3010-5722-00 SOUTHERN CALIFORNIA EDISO CCWWTF - 1/2/25 - Ill/26 02/25/2026 ’ 78290 13,548.41 5 15-30 1 0-5722-00 SOUTHERN CALIFORNIA EDISO Injection Wells/CCWWTF - 1/2/25 - 1 02/25/2026 78290 349.40 Vendor Subtotal: 13,897.81
515-3010-5723-00 LA CO MALIBU TREASURER-WA Water - CCWTF 11/4/25-1/6/26 Acct# 02/27/2026 78328 515.67 Vendor Subtotal: 515.67
515—3010-5724-00 SOUTHERN CALIFORNIA GAS C CCWTF Gas 1/6 - 2/3/26 02/27/2026 78333 19.33 Vendor Subtotal: 19.33
515-3010-5725-00 GI INDUSTRIES Garbage - CCWTF - Feb '26 02/27/2026 78309 243.23 Vendor Subtotal: 243.23
5 15-30 1 0-5725-01 INTEGRATED PERFORMANCE C Biosolids Disposal - CCWWTF - Jan 'i 03/05/2026 78389 685.00 000003456 Vendor Subtotal: 685.00
AP—Transactions by Account (03/11/2026 - 8:55 AM) Page 26 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 ‘
Account Number Vendor Description GL Date Check NO Amount PO No 515-3010-6160-00 INTEGRATED PERFORMANCE C Operating Supplies ~ CCWWTF - Jan' 03/05/2026 78389 342.90 000003456 Vendor Subtotal: 342.90
515-3010-6161-00 INTEGRATED PERFORMANCE C Chemical Supplies - CCWWTF ~ Jan 'i 03/05/2026 78389 1,752.98 000003456 Vendor Subtotal: 1,75298
Subtotal for Section 1: 515 139,102.07
601-3005-5722-00 SOUTHERN CALIFORNIA EDISO Electric Car Charger - 1/2/25 - 1/1/26 02/25/2026 78290 460.62 Vendor Subtotal: 460.62
601-3005-6500-00 WRIGHT EXPRESS FSC WEX BAT Gas Receipts 1/24» 2/23/26 03/05/2026 78383 1,129.48 Vendor Subtotal: 1,129.48
Subtotal for Section 1: 601 1,590.10
602-7060-4209-00 > STANDARD INSURANCE COMPA PR 26.02.2026 STD/LTD 03/04/2026 78376 36,82 Vendor Subtotal: . 36.82
602-7060—5 1 07-00 APPLEONE Temp Staff - C. Gintz 11/29/25 02/25/2026 78267 1,092.96 Vendor Subtotal: 1,092.96
Subtotal for Section 1: 602 1,129.78
710—0000-2270-12 REED SCHARFF Ref - R. SCHARFF Security Deposit 1 02/25/2026 78291 50.00 Vendor Subtotal: 50.00
710-0000-2270-44 CARLA BATES MLSS - BATES, CARLA - Poetry WO 02/25/2026 78268 ~ 150.00 Vendor Subtotal: ' V 150.00
AP—Transactions by Account (03/1 1/2026 - 8:55 AM) ' Page 27 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check NO Amount PO No 710—0000-2270-44 ANN BUXIE MLSS - A. BUXIE - Poetry Workshop 02/27/2026 78302 2,250.00 Vendor Subtotal: 2,250.00
710-0000-2270-44 CHARLOTTE ANNE WARD MLSS - C.A. WARD - Poetry Worksh‘ 02/27/2026 78303 2,450.00 Vendor Subtotal: 2,450.00
710-0000-2270-44 ANGEL GABRIEL DIAZ MLSS - DIAZ, ANGEL GABRIEL - F 02/25/2026 78271 50.00 Vendor Subtotal: 50.00
710-0000—2270-44 MICHAEL DANA GIOIA MLSS - M.D. GIOIA - Poetry Worksh‘ 02/27/2026 783 10 4,350.00 Vendor Subtotal: 4,350.00
710-0000-2270-44 NATHAN HASSALL MLSS - HASSAL, NATHAN - Poetry 02/25/2026 78277 150.00 Vendor Subtotal: 150.00
710-0000-2270-44 LEE HERRICK MLSS - Ll HERRICK - Poetry Worksl 02/27/2026 783 1 3 4,800.00 Vendor Subtotal: 4,800.00
710-0000-2270-44 MARY ANN MCFADDEN MLSS - M.A. MCFADDEN - Poetry V 02/27/2026 . 78330 2,200.00 Vendor Subtotal: 2,200.00
710-0000-2270-44 ' RICARDO MEANS MLSS - MEANS, RICARDO - Poetry 02/25/2026 78284 450.00 Vendor Subtotal: 450.00
710-0000-2270-44 PEG QUINN MLSS - P, QUINN - Poetry Workshop 02/27/2026 78331 2,200.00 Vendor Subtotal: 2,200.00
710-0000-2270-44 JOLYNN M FREED REGAN MLSS - REGAN, JOLYNN - Poetry V 02/25/2026 78289 750.00 AP-Transactions by Account (03/1 1/2026/ - 8:55 AM) Page 28 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number Vendor Description GL Date Check No Amount PO No Vendor Subtotal: 750.00
710-0000-2271-29 CSG CONSULTANTS INC Trancas Water Tank 12/27/25 - 1/30/26 02/27/2026 78346 1,462.00 0000044 1 8 Vendor Subtotal: 1,462100
Subtotal for Section 1: 710 2 1 ,3 12.00
900-0000-2022-00 CalPERS Health PR Batch 70026022026 Health Insur: 03/04/2026 0 199,402.69 Vendor Subtotal: 199,402.69
900—0000-2022-02 AFLAC-AMERICAN FAMILY LIFI PR Batch 70012022026 Health EE D 03/04/2026 78373 42.30 900-0000-2022-02 AFLAC-AMERICAN FAMILY LIFI PR Batch 70012022026 Hoalth EE D 03/04/2026 78373 560.28 900-0000-2022-02 AFLAC-AMERICAN FAMILY LIFI PR Batch 70026022026 Health EE D 03/04/2026 78373 489.33 900-0000-2022-02 AFLAC-AMERICAN FAMILY LIFI PR Batch 70026022026 Health EE D 03/04/2026 78373 36.42 Vendor Subtotal: 1,128.33
900-0000-2023-00 BLUE SHIELD OF CALIFORNIA PR Batch 70026022026 Vision Care 03/04/2026 78374 1,653.60 Vendor Subtotal: 1,653.60
900-0000-2024-00 DELTA DENTAL OF CALIFORNIA PR Batch 70026022026 Dental Insur: 03/04/2026 78375 9,201.11 Vendor Subtotal: 9,201.11
900-0000-2025-00 STANDARD INSURANCE COMPA PR Batch 70026022026 Life Insuram 03/04/2026 78376 1,280.85 Vendor Subtotal: <
1,280.85 .
900-0000-2025-01 STANDARD INSURANCE COMPA PR Batch 70026022026 Additional L 03/04/2026 78377 362.88 Vendor Subtotal: 362.88
900-0000-2026-00 STANDARD INSURANCE COMPA PR Batch 70026022026 STD/LTD 03/04/2026 78376 4,590.46 900-0000-2026-00 STANDARD INSURANCE COMPA PR Batch 70012022026 STD/LTD 03/04/2026 78376 4,615.29 AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 29 Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Numher Vendor GL Date Check Ni) Amount I’O No
Vendor Subtotal: 9,205.75
900—0000-2027—00 HEALTH AND HUMAN RESOUR( PR Batch 70026.022026 Employee A: 03/04/2026 78372 184.87 Vendor Subtotal: 184.87
900-0000-2040-00 CalPERS Retirement PR Batch 70026022026 PEPRA Addl 03/04/2026 49.61 900-0000-2040-00 CalPERS Retirement PR Batch 70026.022026 PERS EEShz 03/04/2026 12,218.70 Vendor Subtotal: 12,268.31
900-0000-2040-01 CalPERS Retirement PR Batch 70026022026 PEPRA CC l 03/04/2026 46.78 900-0000—2040-01 CalPERS Retirement PR Batch 70026022026 PERS ERSh: 03/04/2026 23,355. 14 900-0000-2040—01 CalPERS Retirement PR Batch 70026022026 PEPRA ER( 03/04/2026 24,568.60 Vendor Subtotal: 47370.52
900-0000-2040-02 CalPERS Retirement PR Batch 70026022026 PEPRA EE ( 03/04/2026 0 24,509. 1 5 900-0000-2040-02 CalPERS Retirement PR Batch 70026022026 PEPRA CC l 03/04/2026 .0 46.67 Vendor Subtotal: 24,555.82
900-0000-204 I -00 US BANK PR Batch 70026022026 PARS — ERE 03/04/2026 78378 198.67 900-0000-2041-00 US BANK PR Batch 70026022026 PARS - EE S 03/04/2026 78378 947.52 Vendor Subtotal: 1, 146.19
900-0000-2042—00 EMPOWER RETIREMENT LLC PR Batch 70026022026 Roth-457 Re 03/04/2026 0 1,909.39 900-0000-2042-00 EMPOWER RETIREMENT LLC PR Batch 70026022026 457 Retiremt 03/04/2026 0 3,775.00 900-0000-2042-00 EMPOWER RETIREMENT LLC PR Batch 70026022026 457 Retiremt 03/04/2026 0 1,632.27 900-0000-2042-00 EMPOWER RETIREMENT LLC PRBatch 70026022026 Roth-457 Re 03/04/2026 O 350.00 900-0000-2042-00 EMPOWER RETIREMENT LLC PR Batch 70026022026 457 Retireml 03/04/2026 0 12,735.00 Vendor Subtotal: 20,401.66
900-0000-2042-01 EMPOWER RETIREMENT LLC PR Batch 70026022026 457 Loan Pu 03/04/2026 83 1 .64 Vendor Subtotal: 83 1 .64
AP-Transactions by Account (03/1 1/2026 - 8:55 AM) Page 3O Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7 Account Number
900-0000-2043-00
900-0000-2050-00
900-0000-2051-00
900-0000-2053-00
900-0000-2053-00
AP-Transactions by Account (03/11/2026 ~ 8:55 AM)
Vendor Description GLDate Check No
EMPOWER RETIREMENT LLC PR Batch 70026.02.2026 401 Retirem, 03/04/2026 0 Federal Taxes from PR
State of California PR Taxes
Federal Taxes from PR
Federal Taxes from PR
Vendor Subtotal:

PR Batch 70026.02.2026 Federal Inco 03/04/2026.

Vendor Subtotal:

PR Batch 70026.02.2026 State Income 03/04/2026
Vendor Subtotal:

PR Batch 70026.02.2026 Medicare EF
PR Batch 70026.02.2026 Medicare EE
03/04/2026
03/04/2026
Vendor Subtotal:

Subtotal for Section I: 900
Report Total:

Report Total:
0 0
0 0
Less: Clearing House Electronic AP Proof List 00002.02.2026 Transactions by Account Total:

Amount
1,000.00
1,000.00
63,537.68
63,537.68
26,682.99
26,682.99
7,291.86
7,291.86
14,583.72
435,398.61
2,044,825.83
2,044,825.83
(455,238.65)
1,589,587.18
PO No

Page 31 ends

Docusign Envelope ID: 5B978DDE-2248-4DE3-8D8E-1E984AE0A3A7

Page 1 of 1 ends

Agenda Item # 1.B.3.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Kelsey Pettijohn, City Clerk
Approved by: Joseph D. Irvin, City Manager
Date prepared: March 10, 2026 Meeting date: March 23, 2026 Subject: Approval of Minutes
RECOMMENDED ACTION: Approve the minutes for the August 7, 2025 Special Meeting.

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

STRATEGIC PLAN IMPLEMENTATION: N/A.

DISCUSSION: Staff has prepared draft minutes for the Council meeting on August 7, 2025.

ATTACHMENTS:

August 7, 2025 Special Meeting
City Council Meeting
03-23-26
Item

1.B.3.
1 MINUTES

MALIBU CITY COUNCIL

SPECIAL MEETING
AUGUST 7, 2025

COUNCIL CHAMBERS
10:30 A.M.

MEETING CALL TO ORDER
Mayor Riggins called the meeting to order at 10:36 a.m.

ROLL CALL
The following persons were recorded in attendance by the Recording Secretary:

PRESENT: Mayor Marianne Riggins; Mayor Pro Tem Bruce Silverstein; and Councilmembers Haylynn Conrad, Doug Stewart and Steve Uhring.

ALSO PRESENT: Monica Castillo, Deputy City Attorney; Kelsey Pettijohn, City Clerk; and Christina Muñoz, Deputy City Clerk.

PLEDGE OF ALLEGIANCE
Mayor Riggins led the Pledge of Allegiance.

REPORT ON POSTING OF AGENDA
City Clerk Pettijohn reported that the agenda for the meeting was properly posted on August 6, 2025.

APPROVAL OF AGENDA
MOTION Councilmember Uhring moved, and Councilmember Stewart seconded a motion to approve the agenda. The motion carried unanimously.

PUBLIC COMMENT ON CLOSED SESSION
Mayor Riggins opened the floor to public comment.

Speakers: None.

RECESS TO CLOSED SESSION
At 10: 37 a.m., the Council recessed to Closed Session to discuss the following items listed on the Closed Session agenda:
2 Malibu City Council
Minutes of August 7, 2025

Page 2 of 2 ends

_________________________
Personnel Matters pursuant to Government Code Section 54957:

1. Public Employee Appointment
Title: City Manager
Conference with Labor Negotiator pursuant to Government Code Section 54957.6:

1. City representative: Interim City Attorney Trevor Rusin Unrepresented employee: City Manager
The meeting reconvened at 12:43 pm with Mayor Pro Tem Silverstein absent.

CLOSED SESSION REPORT
Deputy City Attorney Castillo reported that the meeting convened at 10:36 a.m., after which time the City Council recessed to a Closed Session pursuant to Government Code Section 54957 and 54957.6 with all Councilmembers present. She stated the Council discussed the items on the Closed Session agenda and took no reportable action.

ADJOURNMENT
Mayor Riggins adjourned the meeting at 12:44 p.m.

Approved and adopted by the City Council of the
City of Malibu on __________.
_________________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
_________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
3

Page 1 of 2 ends

Agenda Item # 1.B.4.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Chris Orosz, Recreation Manager
Reviewed by: Kristin Riesgo, Community Services Director Approved by: Joseph D. Irvin, City Manager
Date prepared: March 2, 2026 Meeting date: March 23, 2026 Subject: Mayors’ Monarch Pledge
RECOMMENDED ACTION: 1) Authorize Mayor Silverstein to sign the National Wildlife Federation Mayors’ Monarch Pledge, renewing the City’s commitment to help save the monarch butterfly; and 2) Direct staff to implement measures to meet the commitments of the Mayors’ Monarch Pledge in support of monarch and pollinator conservation.

FISCAL IMPACT: No additional appropriation is required. Funding for this project is included in the Adopted Budget for FY 2025-26 in Account No. 100-4003-5107-00 (Outdoor Recreation, Contract Personnel) and 100-4010-5130-00 (Park Maintenance, Parks Maintenance).

WORK PLAN: N/A.

DISCUSSION: Council has supported the Mayors’ Monarch Pledge (Pledge) since 2018 and has annually renewed the City’s commitment to the National Wildlife Federation’s initiative to save the monarch butterfly and other important pollinators. Staff have worked with various community and state organizations to install pollinator gardens in City parks and conduct educational programs. To continue the City’s participation in this important environmental project, staff have planned to implement measures in 2026 and 2027 to achieve Pledge goals, which include:
• Launch, expand, and continue an invasive species removal program that will support the re-establishment of native habitat for monarch butterflies and pollinators.

City Council Meeting
03-23-26
Item

1.B.4.
1

Page 2 of 2 ends

Agenda Item # 1.B.4.
• Add native milkweed and nectar-producing plants in City parks, which may include Legacy Park, Malibu Bluffs Park, Trancas Canyon Park, Charmlee Wilderness Park, and Las Flores Creek Park.
• Expand the outdoor education program for students, educators, and the broader community by offering lectures on topics such as planting native milkweed, removing non-native plants, maintaining healthy ecosystems, and understanding threats to pollinators. The program will also include guided nature walks in partnership with local youth and senior groups.
• Create a social media campaign promoting pollinator gardens and species protection.
• Work with County and State agencies to provide educational outreach opportunities and native plant give-a-ways.
• Plant and maintain a monarch and pollinator-friendly demonstration garden at Malibu Bluffs Park in spring 2026.
• Support citizen science efforts that help monitor monarch habitat and migration health.

ATTACHMENTS: None.
2

Page 1 of 2 ends

Agenda Item # 1.B.5.
`
Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Cynthia Alba, Senior Management Analyst
Reviewed by: Christopher Smith, Assistant City Manager
Approved by: Joseph D. Irvin, City Manager
Date prepared: March 3, 2026 Meeting date: March 23, 2026 Subject: Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP (dba LSL, LLP) for Financial Auditing Services RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 4 to Professional Services Agreement with Lance, Soll, & Lunghard, LLP (“LSL”) for Financial Auditing Services.

FISCAL IMPACT: Amendment No. 4 would extend the term of the agreement through May 12, 2027, and increase the contract authority by $47,280 to an amount not to exceed $253,290. Funding for this agreement was included in the Proposed Budget for Fiscal Year 2025-26 in Account No. 100-7054-5100-00 (Finance - Professional Services).

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Adopted FY 2025-26 Strategic Priority Project List.

DISCUSSION: Staff seeks Council authority to extend the City’s agreement with LSL for auditing services, including conducting the City’s annual audit. Staff seek to amend the existing agreement for these services while staff continue to manage the administrative aspects of the fire recovery and assess the City’s financial outlook. Staff intend to undertake a competitive process for future services following this contract extension.

On December 2, 2019, the City issued a request for proposals for financial audit and accounting services. On March 10, 2020, the City Council authorized a two-year agreement with LSL for auditing services. On January 10, 2022, the City Council executed Amendment No. 1, extending the term to March 23, 2024. On May 13, 2024, the City City Council Meeting
03-23-26
Item

1.B.5.
1

Page 2 of 2 ends

Agenda Item # 1.B.5.

Council executed Amendment No. 2, extending the term to May 12, 2025. On May 13, 2025, the City Council executed Amendment No. 3 extending the term to May 12, 2026.

The City has contracted with LSL for financial auditing services since May 2004. LSL conducts an interim audit, an annual audit, and a single audit as required for the city each year. They prepare the City’s financial statements, as well as the City’s federal single audit report. Because of their familiarity with the City’s finances and operations, they are extremely beneficial in the preparation of the annual comprehensive financial report. LSL is very conscientious in maintaining an unbiased and optimal auditing service by rotating staff assigned to oversee the City’s audit each year. In addition, pursuant to Government Code Section 12410.6(b), regarding auditor rotation requirements of public accounting firms providing audit services to local agencies, LSL has continued to provide the City with a new lead audit partner for each audit who had not been previously responsible for preparing or reviewing the City’s audits.

The parties propose to amend the Agreement via Amendment No. 4 to increase the Consultant’s total compensation by $47,280, for a revised not-to-exceed amount of $253,290, and to extend the term of the Agreement through May 12, 2027. Staff recommend this augmentation to the Agreement to allow LSL to work with staff to continue financial auditing for Fiscal Year 2026-27.

ATTACHMENTS:

1. Amendment No. 4 to Agreement with LSL, LLP
2 3
4 5
6

Page 1 of 2 ends

Agenda Item # 1.B.6.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Yolanda Bundy, Community Development Director Approved by: Joseph D. Irvin, City Manager
Date prepared: March 4, 2026 Meeting date: March 23, 2026 Subject: Professional Services Agreement for On-Call Plan Check Services RECOMMENDED ACTION: Authorize the Mayor to execute a professional services agreement with 4Leaf, Inc. to provide on-call plan check services.

FISCAL IMPACT: All building plan check fees are established in the City’s adopted Fee Schedule and are collected by the City as part of the standard permit review process.

There are no additional surcharges or fees charged to applicants when consultant plan check services are utilized.

Under the proposed agreement, the consultant is compensated through a fixed percentage of the applicable plan check fees collected by the City, based on the scope and type of plan review performed. These percentages are established in the agreement’s fee schedule and are consistent with the compensation structure used in the City’s other building plan check consultant agreements. The City retains the remaining portion of the collected fees to support the administrative and operational functions required to process and manage building permits and plan check reviews.

Funding for these services is included in the Adopted Budget for Fiscal Year 2025-26 in Account No. 101-2004-5100 (Building Safety Professional Services). Consultant services are used on an as-needed basis to supplement staff capacity during periods of increased permit activity and to maintain timely plan check review timelines.

STRATEGIC PRIORITY: This item is part of the day-to-day operations identified in the Strategic Priority Project List.

City Council Meeting
03-23-26
Item

1.B.6.
1

Page 2 of 2 ends

Agenda Item # 1.B.6.

DISCUSSION: Over the past several months, the Community Development Department has experienced a significant increase in plan check volume. Compared to the same period last year, the Department has experienced a 49% increase in plan checks.

Figure 1 – Plan Checks by Fiscal Year
Type of Plan Check FY 24-25 FY 25-26
Palisades Fire 2 423
Woolsey Fire 110 118
Regular Operations 809 835
921 1,376 *The data reflects plan checks received from July 1 – February 28.

While the City maintains primary plan check consultants under existing agreements, the volume of incoming applications exceeded the capacity of those providers.

To avoid delays in permit processing and to maintain service levels to the public, the Department temporarily augmented plan check services using 4Leaf, Inc. 4Leaf is already under contract with the City for Palisades Fire rebuild plan check services. However, the services currently being provided are unrelated to fire rebuild projects and instead support standard plan check applications.

Because the scope of work being performed falls outside of the existing rebuild agreement, a separate professional services agreement is required.

The proposed firm responded to a Request for Proposal (RFP) for Malibu Plan Check Consulting Services issued in 2024 and underwent the RFP evaluation process. Based on the consultant’s proposal, experience, and high level of service and technical expertise from the consultant, staff finds the consultant qualified for these services.

The supplemental consultant will serve as an on-call backup resource, providing additional capacity to address workload surges, overflow plan check assignments, and special projects when the primary contract consultant is assigned to other priorities, ensuring continuity of operations.

It is recommended that the City Council authorize the Mayor to execute an agreement with 4Leaf, Inc. to meet operational demands.

ATTACHMENTS: Professional Services Agreement with 4Leaf, Inc. 2 AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into as of March 23, 2026 by and between the City of Malibu, a municipal corporation (hereinafter referred to as the "City"), and 4LEAF, a California corporation (hereinafter referred to as "Consultant").

The City and the Consultant agree as follows:

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 consulting services for certain projects relating to plan check consulting services.

C. The Consultant warrants to the City that it has the qualifications, experience and facilities to perform properly and timely the services under this Agreement.

D. The City desires to contract with the Consultant to perform the services as described in Exhibit A of this Agreement.

NOW, THEREFORE, the City and the Consultant agree as follows:

1.0 SCOPE OF THE CONSULTANT’S SERVICES. The Consultant agrees to provide the services and perform the tasks set forth in the Scope of Work, attached to and made part of this Agreement, except that, to the extent that any provision in Exhibit A conflicts with this Agreement, the provisions of this Agreement govern. The Scope of Work may be amended from time to time by way of a written directive from the City.

2.0 TERM OF AGREEMENT. This Agreement will become effective on October 1, 2025, and will remain in effect for a period of two (2) years from said date unless otherwise expressly extended and agreed to by both parties or terminated by either party as provided herein.

3.0 CITY AGENT. The City Manager, or his or her designee, for the purposes of this Agreement, is the agent for the City; whenever approval or authorization is required, Consultant understands that the City Manager, or his or her designee, has the authority to provide that approval or authorization.

4.0 COMPENSATION FOR SERVICES. The City shall pay the Consultant for its professional services rendered and costs incurred pursuant to this Agreement in accordance with the Scope of Work’s fee and cost schedule (Exhibit B). No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or his or her designee.
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4.1 The Consultant shall submit to the City, by no later than the 10th day of each month, its bill for services itemizing the fees and costs incurred during the previous month.

The City shall pay the Consultant all uncontested amounts set forth in the Consultant's bill within 30 days after it is received.

5.0 CONFLICT OF INTEREST. The Consultant represents that it presently has no interest and shall not acquire any interest, direct or indirect, in any real property located in the City which may be affected by the services to be performed by the Consultant under this Agreement. The Consultant further represents that in performance of this Agreement, no person having any such interest shall be employed by it.

5.1 The Consultant represents that no City employee or official has a material financial interest in the Consultant’s business. During the term of this Agreement and/or as a result of being awarded this contract, the Consultant shall not offer, encourage or accept any financial interest in the Consultant’s business by any City employee or official.

5.2 If a portion of the Consultant’s services called for under this Agreement shall ultimately be paid for by reimbursement from and through an agreement with a developer of any land within the City or with a City franchisee, the Consultant warrants that it has not performed any work for such developer/franchisee within the last 12 months, and shall not negotiate, offer or accept any contract or request to perform services for that identified developer/franchisee during the term of this Agreement.

6.0 GENERAL TERMS AND CONDITIONS.

6.1 Termination. Either the City Manager or the Consultant may terminate this Agreement, without cause, by giving the other party ten (10) days written notice of such termination and the effective date thereof.

6.1.1 In the event of such termination, all finished or unfinished documents, reports, photographs, films, charts, data, studies, surveys, drawings, models, maps, or other documentation prepared by or in the possession of the Consultant under this Agreement shall be returned to the City. If the City terminates this Agreement without cause, the Consultant shall prepare and shall be entitled to receive compensation pursuant to a close-out bill for services rendered and fees incurred pursuant to this Agreement through the notice of termination.

If the Consultant terminates this Agreement without cause, the Consultant shall be paid only for those services completed in a manner satisfactory to the City.

6.1.2 If the Consultant or the City fail to fulfill in a timely and proper manner its obligations under this Agreement, or if the Consultant or the City violate any of the covenants, agreements, or stipulations of this Agreement, the Consultant or the City shall have the right to terminate this Agreement by giving written notice to the other party of such termination and specifying the effective date of such termination. The Consultant shall be entitled to receive compensation in accordance with the terms of this Agreement for any work satisfactorily completed hereunder. Notwithstanding the foregoing, the Consultants shall not be relieved of liability for damage sustained by virtue of any breach of this Agreement and any payments due under this Agreement may be withheld to off-set anticipated damages. 4 Agreement for Professional Services
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6.2 Non-Assignability. The Consultant shall not assign or transfer any interest in this Agreement without the express prior written consent of the City.

6.3 Non-Discrimination. The Consultant shall not discriminate as to race, creed, gender, color, national origin, or sexual orientation in the performance of its services and duties pursuant to this Agreement, and will comply with all applicable laws, ordinances and codes of the Federal, State, County and City governments.

6.4 Insurance. The Consultant shall submit to the City certificates indicating compliance with the following minimum insurance requirements no less than one (1) day prior to beginning of performance under this Agreement. Consultant further agrees to comply with all provisions in the attached Exhibit B which is incorporated herein.

6.5 Indemnification.

To the fullest extent permitted by law, Consultant shall indemnify and hold harmless City and any and all of its officials, employees, agents, and/or volunteers (“Indemnified Parties”) from and against any and all losses, liabilities, damages, costs, and expenses, including attorney’s fees and costs, caused in whole or in part by the negligent or wrongful act, error or omission of Consultant, its officers, agents, employees or subconsultants (or any agency or individual that Consultant shall bear the legal liability thereof) in the performance of services under this Agreement. Consultant’s duty to indemnify and hold harmless City shall not extend to the City’s sole or active negligence or willful misconduct.

6.5.1. Duty to defend:

In the event the Indemnified Parties, individually or collectively, are made a party to any action, lawsuit, or other adversarial proceeding arising from the performance of the services encompassed by this Agreement, and upon demand by City, Consultant shall defend the Indemnified Parties at Consultant’s cost or at City’s option, to reimburse City for its costs of defense, including reasonable attorney’s fees and costs incurred in the defense of such matters to the extent the matters arise from, relate to or are caused by Consultant’s negligent acts, errors or omissions. Payment by City is not a condition precedent to enforcement of this provision. In the event of any dispute between Consultant and City, as to whether liability arises from the sole or active negligence or willful misconduct of the City or its officers, employees, or agents, Consultant will be obligated to pay for City’s defense until such time as a final judgment has been entered adjudicating the Indemnified Parties as solely or actively negligent or to have acted with willful misconduct. Consultant will not be entitled in the absence of such a determination to any reimbursement of defense costs including but not limited to attorney’s fees, expert fees, and costs of litigation.

6.6 Compliance with Applicable Law. The Consultant and the City shall comply with all applicable laws, ordinances, and codes of the federal, state, county, and city governments, including, without limitation, Malibu Municipal Code Chapter 5.36 Minimum Wage.

6.7 Independent Contractor. This Agreement is by and between the City and the Consultant and is not intended, and shall not be construed, to create the relationship of agency, servant, employee, partnership, joint venture, or association, as between the City and the 5 Agreement for Professional Services
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Consultant.

6.7.1. The Consultant shall be an independent contractor and shall have no power to incur any debt or obligation for or on behalf of the City. Neither the City nor any of its officers or employees shall have any control over the conduct of the Consultant, or any of the Consultant’s employees, except as herein set forth, and the Consultant expressly warrants not to, at any time or in any manner, represent that it, or any of its agents, servants or employees are in any manner employees of the City, it being distinctly understood that the Consultant is and shall at all times remain to the City a wholly independent contractor and the Consultant's obligations to the City are solely such as are prescribed by this Agreement.

6.8 Copyright. No reports, maps or other documents produced in whole or in part under this Agreement shall be the subject of an application for copyright by or on behalf of the Consultant.

6.9 Legal Construction.
(a) This Agreement is made and entered into in the State of California and shall in all respects be interpreted, enforced, and governed under the laws of the State of California.
(b) This Agreement shall be construed without regard to the identity of the persons who drafted its various provisions. Each and every provision of this Agreement shall be construed as though each of the parties participated equally in the drafting of same, and any rule of construction that a document is to be construed against the drafting party shall not be applicable to this Agreement.
(c) The article and section, captions and headings herein have been inserted for convenience only and shall not be considered or referred to in resolving questions of interpretation or construction.
(d) Whenever in this Agreement the context may so require, the masculine gender shall be deemed to refer to and include the feminine and neuter, and the singular shall refer to and include the plural.

6.10 Counterparts. This Agreement may be executed in counterparts and as so executed shall constitute an agreement which shall be binding upon all parties hereto.

6.11 Final Payment Acceptance Constitutes Release. The acceptance by the Consultant of the final payment made under this Agreement shall operate as and be a release of the City from all claims and liabilities for compensation to the Consultant for anything done, furnished or relating to the Consultant’s work or services. Acceptance of payment shall be any negotiation of the City’s check or the failure to make a written extra compensation claim within ten (10) calendar days of the receipt of that check. However, approval or payment by the City shall not constitute, nor be deemed, a release of the responsibility and liability of the Consultant, its employees, sub-consultants and agents for the accuracy and competency of the information provided and/or work performed; nor shall such approval or payment be deemed to be an 6 Agreement for Professional Services
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assumption of such responsibility or liability by the City for any defect or error in the work prepared by the Consultant, its employees, sub-consultants and agents.

6.12 Corrections. In addition to the above indemnification obligations, the Consultant shall correct, at its expense, all errors in the work which may be disclosed during the City’s review of the Consultant’s report or plans. Should the Consultant fail to make such correction in a reasonably timely manner, such correction shall be made by the City, and the cost thereof shall be charged to the Consultant.

6.13 Files. All files of the Consultant pertaining to the City shall be and remain the property of the City. The Consultant will control the physical location of such files during the term of this Agreement and shall be entitled to retain copies of such files upon termination of this Agreement.

6.14 Waiver; Remedies Cumulative. Failure by a party to insist upon the performance of any of the provisions of this Agreement by the other party, irrespective of the length of time for which such failure continues, shall not constitute a waiver of such party's right to demand compliance by such other party in the future. No waiver by a party of a default or breach of the other party shall be effective or binding upon such party unless made in writing by such party, and no such waiver shall be implied from any omissions by a party to take any action with respect to such default or breach. No express written waiver of a specified default or breach shall affect any other default or breach, or cover any other period of time, other than any default or breach and/or period of time specified. All of the remedies permitted or available to a party under this Agreement, or at law or in equity, shall be cumulative and alternative, and invocation of any such right or remedy shall not constitute a waiver or election of remedies with respect to any other permitted or available right of remedy.

6.15 Mitigation of Damages. In all such situations arising out of this Agreement, the parties shall attempt to avoid and minimize the damages resulting from the conduct of the other party.

6.16 Partial Invalidity. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions will nevertheless continue in full force without being impaired or invalidated in any way.

6.17 Attorneys' Fees. The parties hereto acknowledge and agree that each will bear his/her or its own costs, expenses and attorneys' fees arising out of and/or connected with the negotiation, drafting and execution of the Agreement, and all matters arising out of or connected therewith except that, in the event any action is brought by any party hereto to enforce this Agreement, the prevailing party in such action shall be entitled to reasonable attorneys' fees and costs in addition to all other relief to which that party or those parties may be entitled.

6.18 Entire Agreement. This Agreement constitutes the whole agreement between the City and the Consultant, and neither party has made any representations to the other except as expressly contained herein. Neither party, in executing or performing this Agreement, is relying upon any statement or information not contained in this Agreement. Any changes or modifications to this Agreement must be made in writing appropriately executed by both the City 7 Agreement for Professional Services
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and the Consultant.

6.19 Notices. Any notice required to be given hereunder shall be deemed to have been given by depositing said notice in the United States mail, postage prepaid, and addressed as follows:

CITY: CONSULTANT: Kevin Duggan
President
4LEAF, Inc., a California
corporation
4440 Von Karman Ave., Suite
300
Newport Beach, CA 92660
TEL (949) 877-9432
Joe Irvin
City Manager
City of Malibu
23825 Stuart Ranch Road
Malibu, CA 90265-4861 TEL
(310) 456-2489 x 226 FAX
(310) 456-2760

6.20 Warranty of Authorized Signatories and Acceptance of Facsimile or Electronic Signatures. Each of the signatories hereto warrants and represents that he or she is competent and authorized to enter into this Agreement on behalf of the party for whom he or she purports to sign. The Parties agree that this Contract, agreements ancillary to this Contract, and related documents to be entered into in connection with this Contract will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

7.0 GENERAL TERMS AND CONDITIONS. (City and Consultant initials required at EITHER 7.1 or 7.2)

7.1 Disclosure Required. By their respective initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is a “consultant” for the purposes of the California Political Reform Act because Consultant’s duties would require him or her to make one or more of the governmental decisions set forth in Fair Political Practices Commission Regulation 18700.3(a) or otherwise serves in a staff capacity for which disclosure would otherwise be required were Consultant employed by the City. Consultant hereby acknowledges his or her assuming-office, annual, and leaving-office financial reporting obligations under the California Political Reform Act and the City’s Conflict of Interest Code and agrees to comply with those obligations at his or her expense. Prior to consultant commencing services hereunder, the City’s Manager shall prepare and deliver to consultant a memorandum detailing the extent of Consultant’s disclosure obligations in accordance with the City’s Conflict of Interest Code.

City Initials ______
Consultant Initials ______

7.2 Disclosure not Required. By their initials next to this paragraph, City and Consultant hereby acknowledge that Consultant is not a “consultant” for the purpose of the California Political Reform Act because Consultant’s duties and responsibilities are not within the scope of the definition of consultant in Fair Political Practice Commission Regulation 8 Agreement for Professional Services
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18700.3(a) and is otherwise not serving in staff capacity in accordance with the City's Conflict of Interest Code.

City Initials
Consultant Initials�
This Agreement is executed on ______________, at Malibu, California, and effective as of October 1, 2025.

CONSULT ANT:
4LEAF, Inc., a California corporation
CITY OF MALIBU, a municipal corporation
BRUCE SILVERSTEIN, Mayor
ATTEST:

KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:

TREVOR RUSIN, Interim City Attorney
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EXHIBIT A

SCOPE OF WORK
Building/Grading & Drainage:

1. Review all building construction documents for compliance with the California Building Code (CBC), Mechanical Code (CMC), Plumbing Code (CPC), Electrical Code (CEC), and Energy Code as amended by Los Angeles County, as amended by the City of Malibu.

2. Review Grading and Drainage documents for compliance with the California Building Code (CBC) as amended by the County of Los Angeles (Appendix J), as amended by the City of Malibu.

3. Review all development documents as requested by the City.

4. Project review services shall be completed utilizing the City’s adopted plan review software (e.g., Bluebeam Studios) to, for example, markup plans with corrections and redlines and/or coordinate with other internal departments.

5. Prepare grading bond calculations based on the City’s grading bond formula.

6. Perform all plan checks at consultant’s offices.

7. Provide plan review staff for routine office hours at City Hall, 8:00 AM - 5:00 PM. The days for such services will be adjusted if mutually agreed upon with the City.

8. Maintain one (1) individual as the contact for all communication with the City.

9. Furnish assigned personnel with all necessary materials, resources, and training to conduct plan check, including a current copy of applicable City amendments, policies, procedures, and forms.

10. Provide the permit applicant designee and the City a list of items needing clarification or change to achieve conformance with all State, Federal, or local regulations.

11. Perform plan reviews of revisions to plans that have been previously approved for permit issuance.

12. Plan check approval shall not be recommended to the City until all code compliance issues are resolved to the best of the applicant’s knowledge, and all permit issuance requirements of the City have been satisfied.

13. Respond within one business day upon each notification that a plan check is authorized.

14. Supply pick-up and delivery of all documents daily. If plans are not submitted electronically, Consultant will coordinate the pickup and return of all plans via Consultant staff or a licensed courier service.
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15. Perform plan check services within ten (10) business days upon receipt notification that a plan check has been authorized.

16. Conduct and coordinate all communications with clients during the process of completing authorized plan check, and shall copy the City on all correspondence.

17. Receive final review and approval by the City on all Code interpretations.

18. Respond within one (1) business day to questions from the City generated during field inspection for each authorized plan check that is subsequently issued a permit for construction.

19. Attend and participate in local and regional meetings on behalf of the City; including locations other than Consultants office and Malibu City Hall.

20. Calculate/Recalculate all plan check and permit fees based on the City’s most current fee schedule.

21. Accept any and all documents electronically; including utilization of OnBase (records management system) and any additional electronic formats accepted by the City.

22. Provide Code training for City staff, including graphic handout materials.

23. Prepare and coordinate all required documents and presentations for the City’s adoption of the Malibu Building Codes (County of Los Angeles Building Code with Seismic Amendments). This shall include preparation of presentation to City Council for final adoption.

24. Make presentations to City Council, public and other agencies as requested by City staff.

25. The City will provide Consultant with a monthly report of Building Plan Check fees submitted to the City. The report shall include:
• Plan Check Number
• Project Status
• Street Address
• Valuation (if provided)
• Class
• Fees Collected on the Project
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EXHIBIT B

COMPENSATION FOR SERVICES
The City shall pay the Consultant for its professional services rendered and costs incurred pursuant to this Agreement in accordance with the Scope of Work’s fee and cost schedule. No additional compensation shall be paid for any other expenses incurred, unless first approved by the City Manager, or designee.

All rates and fixed fees listed below shall include overhead costs, including, but not limited to salaries, benefits, insurance, workers compensation, office expenses, mileage, and courier service. If staff substitutions are necessary, or if staff is promoted, the original rates listed below will still apply.

No travel and mileage are approved with this agreement. However, if required, travel expenses shall be pre-approved by the Community Development Director. Mileage shall be reimbursed at the IRS prevailing rate. City will not reimburse for meals. Expenses will appear on invoices without any markup, with proof of payment, and due and payable within thirty (30) days after receipt by the City.

Prior to commencing work for the City of Malibu by the Consultant, written authorization must be granted by the Community Development Director or his/her designee.

Subconsultant Markup: Subconsultants will be charged at cost plus 10%.

Percentage Fee Services:

Percentage Fees shall include an initial review and two (2) rechecks for a total of three (3), hourly rates apply thereafter – prior notification must be given to City staff. Daily courier fees included.

Plan Check Services Percentage
Complete Plan Review 65% of City’s collected fees
Structural Only Plan Review 35% of City’s collected fees Electrical, Plumbing, or Mechanical Plan Review 65% of City’s collected fees Grading, Drainage and Erosion Control Plan
Review
65% of City’s collected fees
Onsite Wastewater Treatment System Plan Review 65% of City’s collected fees Review for Changes to Previously Approved Plans See below hourly rates Review After Three (3) Checks (prior approval
required)
See below hourly rates
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Hourly Rates
Non-Billable Administrative Overhead
The Consultant will bill only for time spent performing assigned professional work. All other activities associated with carrying out the contract are not billable, and are therefore, considered overhead or administrative functions contained within the hourly rate. Typical examples of nonbillable overhead activities are:
• Discussion with staff or applicant about the cost of services or to address billing disputes. • Meetings to discuss work performance, contract or additional services. • Travel time to and from the City of Malibu.
• Preparation of invoices and other administrative clerical services. • Contract administration, such as preparing or discussing contract amendments. • Time spent resolving errors in the event the Consultant is responsible. 13 Agreement for Professional Services
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EXHIBIT C

INSURANCE LANGUAGE
Without limiting Consultant’s indemnification of City, and prior to commencement of work and/or services under this Agreement, Consultant shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form satisfactory to City.

General Liability Insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Automobile Liability Insurance. Consultant shall maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than 1,000,000 combined single limit for each accident.

Professional Liability (Errors & Omissions) Insurance. Consultant shall maintain professional liability insurance that covers the Services to be performed in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this agreement and Consultant agrees to maintain continuous coverage through a period no less than three years after completion of the services required by this agreement.

Workers’ Compensation Insurance. Consultant shall maintain Workers’ Compensation Insurance (statutory limits) and Employer’s Liability insurance (with limits of at least $1,000,000).

Consultant shall submit to Agency, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of City, its officers, agents, employees, and volunteers.

OTHER PROVISIONS OR REQUIREMENTS
Proof of Insurance. Consultant shall provide certificates of insurance and required endorsements to City as evidence of the insurance coverage required herein. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City for the contract period and any additional length of time required thereafter. City reserves the right to require complete, certified copies of all required insurance policies, at any time.

Duration of Coverage. Consultant shall procure and maintain for the contract period, and any additional length of time required thereafter, insurance against claims for injuries to persons or damages to property, or financial loss which may arise from or in connection with the 14 Agreement for Professional Services
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performance of the Work hereunder by Consultant, their agents, representatives, employees, or subconsultants.

Primary/Noncontributing. Coverage provided by Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self- insurance shall be called upon to protect it as a named insured.

City’s Rights of Enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.

Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager.

Waiver of Subrogation. All insurance coverage maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against City, its elected or appointed officers, agents, officials, employees, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City and shall require similar written express waivers and insurance clauses from each of its subconsultants.

Enforcement of Contract Provisions (Non Estoppel). Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder.

Requirements Not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
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Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide the City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage. If any of the Consultant’s insurers are unwilling to provide such notice, then Consultant shall have the responsibility of notifying the City immediately in the event of Consultant’s failure to renew any of the required insurance coverages, or insurer’s cancellation or non-renewal.

Additional Insured Status. General liability, automobile liability, and umbrella/excess liability insurance policies shall provide or be endorsed to provide that City and its officers, officials, employees, agents, and volunteers shall be additional insureds under such policies.

Prohibition Of Undisclosed Coverage Limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.

Separation of Insureds. A severability of interests’ provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

Pass Through Clause. Consultant agrees to ensure that its subconsultants, subcontractors, and any other party who is brought onto or involved in the project/service by Consultant (hereinafter collectively “Subcontractor”), provide the same minimum insurance coverage and endorsements required of Consultant under this Agreement. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. However, in the event Consultant’s Subcontractor cannot comply with this requirement, which proof must be submitted to the City, Consultant may still be able to utilize the Subcontractor provided Consultant shall be required to ensure that its Subcontractor provide and maintain insurance coverage and endorsements sufficient to the specific risk of exposure involved with Subcontractor’s scope of work and services, with limits less than required of the Consultant, but in all other terms consistent with the Consultant’s requirements under this Agreement. This provision does not relieve the Consultant of its contractual obligations under the Agreement and/or limit its liability to the amount of insurance coverage provided by its subcontractors. This provision is intended solely to provide Consultant with the ability to utilize a Subcontractor who may be otherwise qualified to perform the work or services but may not carry the same insurance limits as required of the Consultant under this Agreement given the limited scope of work or services provided by the subcontractor. Consultant agrees that upon request, all agreements with Subcontractors, and others engaged in the project and/or services, will be submitted to City for review.

City’s Right to Revise Specifications. The City reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the Consultant ninety (90) days’ advance written notice of such change. If such a change results in substantial additional costs to the Consultant, the City and Consultant may renegotiate the Consultant’s compensation.
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Self-Insured Retentions. Any self-insured retentions must be declared to and approved by the City. City reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible, or require proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention through confirmation from the underwriter.

Timely Notice Of Claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.

Additional Insurance. The consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.
17

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Agenda Item # 1.B.7.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Cynthia Alba, Senior Management Analyst
Reviewed by: Rob DuBoux, Interim Assistant City Manager Approved by: Joseph D. Irvin, City Manager
Date prepared: March 4, 2026 Meeting date: March 23, 2026 Subject: Amendment No. 1 to Professional Services Agreement with Frederick Fisher and Partners for a Masterplan/Concept Design for Heathercliff Recreation Center and Ioki Temporary Sports Fields
RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 1 to Professional Services Agreement with Frederick Fisher & Partners, Architects, a California stock corporation (Frederick Fisher and Partners) to include design services for temporary sports fields on the Ioki Property.

FISCAL IMPACT: Amendment No. 1 will extend the term of the agreement through March 1, 2027, and increase the budget by $50,000 for a total not to exceed amount of $214,800.

Funding for these services was included in the Adopted Budget for FY 2025-26 in Account No. 105-9088-5100 Vacant Properties Professional Services.

STRATEGIC PRIORITY:

This item supports the City’s 2025-28 Strategic Plan, Goal 7: Explore New Opportunities for Educational, Cultural and Recreation Establishments, Community Lands Project.

DISCUSSION: The Malibu Community Lands Project was established to determine the most appropriate use of 61 acres of city-owned vacant land. This community-driven initiative has engaged residents through a variety of outreach methods to ensure the project aligns with Malibu’s vision and mission statement.

The Community Lands Project began in 2024 following the City’s approval of the agreement with Tripepi Smith & Associates to provide community outreach and engagement services for City owned vacant properties. Throughout 2024 and 2025, the City Council Meeting
03-23-26
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Agenda Item # 1.B.7.

Council received updates and reports summarizing community input. Based on this feedback, the Council directed staff to develop plans for the properties at Heathercliff, Parcel C at Cross Creek Ranch (La Paz), and Ioki.

On November 10, 2025, the City Council entered into an agreement with Frederick Fisher and Partners for a Masterplan/Concept Design for a multigenerational recreation center at Heathercliff Property.

On January 26, 2026, City Council reviewed the status and progress of the five Malibu Community Lands and gave direction on the following:
• Ioki: Directed staff to work with the Use of Public Parks and Property Ad Hoc Committee to bring back a plan for temporary sports fields, specifically including soccer fields.
• Heathercliff: Directed staff and the Use of Public Parks and Property Ad Hoc Committee to continue working on the Heathercliff project design. • Parcel C at Cross Creek Ranch (La Paz): Directed staff to suspend work on the project.
• All lands: Directed staff to work with the Use of Public Parks and Property Ad Hoc Committee to explore options for a native plant nursery/potential communal garden with the Santa Monica Mountains Fund.

More information regarding the City Council’s previous actions can be found at:
https://malibucommunitylands.org/.

Staff have discussed City Council’s direction to develop a plan for temporary sports fields with Fred Fisher and Partners, who have studied the site and uses. The Consultant has experience developing properties for temporary use and understands the scope of work; therefore, staff recommends amending the agreement to work on the preliminary design for the Ioki property and increasing the total compensation by $50,000, for a revised notto-exceed amount of $214,800. Additionally, the agreement term will be extended through March 1, 2027.

ATTACHMENTS: Professional Services Amendment No 1 with Frederick Fisher and Partners
2 AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES THIS AMENDMENT NO. 1 TO AGREEMENT FOR PROFESSIONAL SERVICES (“Amendment No. 1”) is made and entered in the City of Malibu on March 23, 2026, by and between the CITY OF MALIBU, a municipal corporation, hereinafter referred to as “City”, and Frederick Fisher & Partners, Architects, a California stock corporation, hereinafter referred to as “Consultant”. City and Consultant are each a “Party” and collectively, the “Parties”.

The City and the Consultant agree as follows:

R E C I T A L S
A. On November 10, 2025 the City entered into an Agreement with Consultant for a Masterplan/Concept Design for a recreation center at Heathercliff Community Land (the “Agreement”).

B. The Parties desire to amend the Agreement to include an additional location to the scope of services, increase the Consultant’s compensation, and extend the term of agreement and Consultant has submitted a proposal for this purpose that is acceptable to the City.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

The Agreement is amended as follows:

1. Section 1.0 – Scope of the Consultant’s Services, is hereby amended to include design services for Ioki Community Land. All previously agreed to services shall now apply to the Ioki Community Land, in addition to all other locations set forth in the Agreement.

2. Section 2.0 – Term is hereby extended to March 1, 2027.

3. Section 4.0 – Compensation for Services is hereby amended to increase the total not to exceed amount to $214,800 for the amended term of the Agreement.

4. The Parties agree that this Amendment No. 1 will be considered signed when the signature of a Party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

5. All terms and conditions of the Agreement not amended by this Amendment No. 1 remain in full force and effect.

This Amendment No. 1 is executed on ________, at Malibu, California, and effective as of March 12, 2026.

ATTEST: CITY OF MALIBU:
____________________________________ ____________________________________ KELSEY PETTIJOHN, City Clerk BRUCE SILVERSTEIN, Mayor
(seal)
APPROVED AS TO FORM: CONSULTANT: FREDERICK FISHER &
PARTNERS, ARCHITECTS, a California stock
corporation
_____________________________________ By: ____________________________________ TREVOR RUSIN, Interim City Attorney Name: FREDERICK FISHER Title: Chief Executive Officer
Docusign Envelope ID: 437777DF-8E9F-4BD8-BF3F-FC80867E2723 3

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Agenda Item # 1.B.8.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Brandie Ayala, Senior Management Analyst
Reviewed by: Tatiana Holden, Interim Public Works Director/City Engineer Approved by: Joseph D. Irvin, City Manager
Date prepared: March 5, 2026 Meeting date: March 23, 2026 Subject: Amendment to Professional Services Agreement for On-Call Construction Management Services
RECOMMENDED ACTION: Authorize the Mayor to execute Amendment No. 3 to the Professional Services Agreement with Filippin Engineering (Filippin) amending compensation in the amount of $300,000 for a total not to exceed $1,366,408.60 for OnCall Construction Management Services related to the City’s Capital Improvement Program.

FISCAL IMPACT: Funding for these on-call services is included in the Adopted Budget for FY 2025-26 in Account Number 310-9090-5100 (Permanent Skate Park). No additional appropriation is required.

Permanent Skate Park
Project Estimate Project Funding
Design
Construction
Change Orders
Construction Mgmt. #1
Construction Mgmt. #2
Construction Mgmt. #3
$296,788.79
$4,151,762.38
$620,349.52
$343,540
$93,143.60
$300,000
General Fund Designed
CIP
General Fund
Case/Crummer
Designated Reserve
Settlement Agreement
OGALS Per Capita
Grants
$5,057,289.50
$412,472.79
$150,000
$185,822
City Council Meeting
3-23-26
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Agenda Item # 1.B.8.

Total $5,805,584.29 Total $5,805,584.29
*Project funding shown represents multiple fiscal years.

STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025-2028 Strategic Plan: Goal 7 – Explore New Opportunities for Educational, Cultural and Recreational Establishments
DISCUSSION: On February 24, 2025, the city entered into an agreement with Filippin to perform On-Call Construction Management Services in the amount of $50,000 for the City’s Capital Improvement Program. This agreement was intended to allow the city to utilize Filippin for various construction management services during construction of the City’s Capital Improvements Projects. These services include contract administration, submittal review, construction inspections and material testing, and providing related project close out documentation.

On June 9, 2025, the City Council approved Amendment No. 1 to perform construction management services on the Permanent Skate Park and Clover Heights Storm Drain Improvements projects increasing the agreement for a total amount not to exceed $611,896.98.

On December 8, 2025, the City Council approved Amendment No. 2 to perform construction management services for the Latigo Canyon Retaining Walls Repairs and the Clover Heights Storm Drain Improvements projects in the amount of $404,511.62.

This amendment of $300,000 includes the necessary support to perform the construction management services to complete the Permanent Skate Park. This allows City staff to continue to focus on recovery efforts while moving forward on the City’s Capital Improvement Program. Funding for this amendment was included as part of the mid-year budget.

Staff recommends City Council authorizes the Mayor to execute Amendment No. 3 to the agreement with Filippin Engineering amending their compensation in the amount of $300,000 for a total not to exceed $1,366,408.60 for On-Call Construction Management Services.

ATTACHMENTS: Amendment No. 3 to Agreement with Filippin Engineering 2 AMENDMENT NO. 3 TO AGREEMENT
THIS AMENDMENT NO. 3 TO AGREEMENT is made and entered in the City of Malibu on March 23, 2026, by and between the CITY OF MALIBU, a municipal corporation, hereinafter referred to as City, and Filippin Engineering, a California Corporation, hereinafter referred to as Consultant.

The City and the Consultant agree as follows:

R E C I T A L S
A. On February 24, 2025, the City entered into an Agreement with Consultant for on-call construction management services (the “Agreement”).

B. On June 9, 2025, the City Council amended this Agreement to increase the compensation for a total not to exceed $611,896.98.

C. On December 8, 2026, the City Council amended this Agreement to increase the compensation for a total not to exceed $1,066,408.60.

D. The City desires to amend the Agreement to increase the Consultant’s compensation, and the Consultant has submitted a proposal for this purpose that is acceptable to the City.

NOW THEREFORE, in consideration of their mutual promises, obligations and covenants hereinafter contained, the parties hereto agree as follows:

1. Section 4.0 – Compensation for Services, of the Agreement, is hereby amended in the amount of $300,000 for a total not to exceed $1,366,408.60.

2. The Parties agree that this Amendment will be considered signed when the signature of a party is delivered physically or by facsimile transmission or scanned and delivered via electronic mail. Such facsimile or electronic mail copies will be treated in all respects as having the same effect as an original signature.

3. All terms and conditions of the Agreement not amended by this Amendment No. 3 remain in full force and effect.

This Agreement is executed on ______________________, at Malibu, California, and effective as of February 23, 2026.

CITY OF MALIBU:
____________________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
____________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM: Filippin Engineering, a California Corporation:
_____________________________________ ____________________________________ TREVOR RUSIN, Interim City Attorney By: Gino Filippin
Title: President
3

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Agenda Item # 1.B.9.

Council Agenda Report
To: Mayor Riggins and the Honorable Members of the City Council Prepared by: Nathaniel McLean, Assistant Engineer
Reviewed by: Tatiana Holden, Interim Public Works Director/City Engineer Approved by: Joseph D. Irvin, City Manager
Date prepared: March 5, 2026 Meeting date: March 23, 2026 Subject: Malibu Coast Animal Hospital Roof Repair Project Change Order RECOMMENDED ACTION: Authorize an increase of construction change order funding of $15,000 to Felson Group, Inc., for a total aggregate amount of $27,707.40.

FISCAL IMPACT: No additional appropriation is required. Funding for this request is included in the Adopted Budget for FY 2025-26 in Account No. 500-7008-7300 (Legacy Park Improvements).

Project Estimate Project Funding*
Construction $84,716.00 Legacy Park
Improvements
$175,000.00
Change Order
Authorization (15%)
$12,707.40
Increase in Change
Order Authorization
$15,000.00

Total $112,423.40 Total $175,000.00
*Project Funding amounts were obtained by the Amended Budget for FY 2025-26 STRATEGIC PLAN IMPLEMENTATION: N/A
DISCUSSION: This project consists of repairing the existing roof system at the Malibu Coast Animal Hospital by installing new Thermoplastic Polyolefin (TPO) membrane over the entire existing roof to repair any existing damage, improve waterproofing, and extend the service life of the roof.

City Council Meeting
03-23-26
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Agenda Item # 1.B.9.

This work will be funded by the Legacy Park Improvements account. The Malibu Coast Animal Hospital is one of three commercial tenant buildings at Legacy Park that generate revenue for the City. That revenue supports debt service payments and ongoing site costs, including project planning and design, insurance, maintenance, and property management. Roof rehabilitation is a necessary maintenance activity to preserve a revenue-generating asset and ensure the continued funding of these obligations.

On September 25, 2025, the final project plans and specifications for the Malibu Coast Animal Hospital Roof Repair Project were advertised for competitive sealed proposals. On October 16, 2025, a total of seven (7) proposals were received for the project, and the apparent low bidder was Felsen Group, Inc. in the amount of $84,716.00. On November 10, 2025, City Council awarded the project to Felsen Group, Inc.

Construction was delayed until March due to the rainy weather. Construction began on March 4, 2026. Once work commenced, staff and the contractor identified more extensive deterioration than was visible during prior inspections. Recent rains further exacerbated the roof’s condition, resulting in additional damaged areas requiring replacement and repair. To complete the project as intended and restore the roof to a watertight condition, and to maintain the Manufacturers 20-Year Warranty, additional materials and labor are required beyond the scope anticipated at bid.

The previously approved change order authority of $12,707.40 is insufficient to cover the added work necessary to complete construction. Staff is requesting an increase in the amount of $15,000.00 to address the increased materials and labor needs.

Staff recommends the City Council approve the authorization of $15,000 of the available project funding for this necessary change order.

ATTACHMENTS: None
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Agenda Item # 1.B.10.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Tatiana Holden, Interim Public Works Director/City Engineer Susan Dueñas, Public Safety Director
Approved by: Joseph D. Irvin, City Manager
Date prepared: March 4, 2026 Meeting date: March 23, 2026 Subject: Professional Services Agreement with Blue Line Solutions RECOMMENDED ACTION: Authorize the Mayor to execute a Professional Services Agreement with Blue Line Solutions-CA, LLC (Blue Line) to implement and operate a Speed Safety Camera System Pilot Program for a six-year term supporting five years of camera operations for an annual cost of $2,801,751 for a total five-year program contract amount not to exceed $14,008,755.

FISCAL IMPACT: No additional appropriation is required. This is a servicebased contract, and fees are deducted directly from the citation revenue. Based on speed studies that were included in the Speed Safety System Impact Report, it is anticipated that the system will generate approximately 227,176 citations per year with a minimum fine of $50 each: therefore, generating approximately $11,358,800 per year. The anticipated revenue will be more than sufficient to offset the annual contract amount that is not to exceed $2,801,751. Surplus revenue derived from the program must be used for traffic calming measures on the Pacific Coast Highway.

STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025-2028 Strategic Plan Goal 4: Improve Public Safety.

DISCUSSION: On September 27, 2024, Senate Bills 1297, which authorized the City of Malibu to implement a speed safety system pilot program, was signed into law. The purpose of the program is to improve traffic safety and reduce fatalities on the Pacific Coast Highway in Malibu by targeting high-speed areas. The bill authorizes installation of up to five safety systems within the city limits. Once implemented and operational, the program will continue until its expiration on January 1, 2032.

City Council Meeting
03-23-26
Item

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Agenda Item # 1.B.10.

On October 16, 2025, the City issued a Request for Proposals (RFP) for experienced firms to provide a turnkey Automated Speed Safety Camera System (SSCS), including the design, hardware, software, installation, operations support, maintenance, and related services. More specifically, the following services were requested:
• An integrated SSCS solution including field equipment and communications; • Violation detection and evidence packages;
• Notice production and mailing;
• Payment/call-center/web portal services;
• Role-based software for City review/approval;
• Data security and audit logging;
• Program analytics and reporting;
• Training;
• Maintenance, inspections/calibration; and,
• Compliance with all applicable provisions of SB 1297 and the City of Malibu’s Speed Safety System Use Policy.

Staff received eight proposals and after careful review of the proposals, four vendors were invited for interviews for further evaluation: Elovate, Blue Line Solutions, Verra Mobility and Novoa Global. Based on the proposals, reference checks and interviews, staff determined that Blue Line was the best fit for the project. While all of the vendors have extensive experience with speed safety systems, Blue Line clearly understood the conditions in Malibu and were able to clearly identify the project needs and estimate the likely citation rate and resulting workload.

Based on the Michelin Mobility Intelligence Study that was conducted in 2024 and included in the Speed Safety System Impact Report that was approved by the City Council in August 2025, approximately 12,448 vehicles exceed the posted speed limit by more than 10 MPH each day. According to Blue Line representatives, after speed safety systems are implemented, the number of vehicles that exceed the posted speed limit generally falls by 95%. Therefore, we can anticipate approximately 622 vehicles per day will exceed the posted speed limit and generate a citation.

Based on the minimum fine of $50, approximately $11.3 million in revenue could be generated each year. Senate Bills 1297 requires that revenues derived from the speed safety system shall first be used to recover program costs. Program costs include, but are not limited to, the installation of speed safety systems, the adjudication of violations, and reporting requirements as specified in this section. After covering program costs, any excess revenue shall be used for traffic-calming measures within three years of the end of the fiscal year in which the excess revenue was received. The City shall enter into an agreement with the Department of Transportation regarding the use of any excess revenue. If traffic-calming measures are not planned or constructed after the third year, excess revenue shall revert to the Active Transportation Program established pursuant to 2

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Agenda Item # 1.B.10.

Chapter 8 (commencing with Section 2380) of the Streets and Highways Code, to be allocated by the California Transportation Commission pursuant to Section 2381 of the Streets and Highways Code.

Next Steps
The six-year term agreement with Blue Line Solutions covers the five-year speed safety program operation and maintenance with the sixth year of decommissioning of the program, including fulfilling reporting requirements set by Senate Bill 1297.

After the agreement is fully executed, staff will work with Blue Line to install the cameras, train staff and work with their marketing team to implement a comprehensive public education campaign for the required 30 days prior to activating the system.

Staff recommends the City Council authorize the Mayor to execute a Professional Services Agreement with Blue Line Solutions-CA, LLC (Blue Line) to implement and operate a Speed Safety Camera System Pilot Program for a six-year term supporting five years of camera operations for an annual cost of $2,801,751 for a total five-year program contract amount not to exceed $14,008,755. The city anticipates the start of camera operation before July 4, 2026.

ATTACHMENTS:
1) Senate Bill No. 1297
2) Professional Services Agreement with Blue Line Solutions-CA, LLC (This attachment will be distributed under separate cover)
3 Senate Bill No. 1297
CHAPTER 631
An act to amend Section 70615 of the Government Code, and to add and repeal Article 4 (commencing with Section 22435) of Chapter 7 of Division 11 of the Vehicle Code, relating to vehicles.
[Approved by Governor September 27, 2024. Filed with
Secretary of State September 27, 2024.]
legislative counsel’s digest
SB 1297, Allen. The City of Malibu’s speed safety system pilot program.

Existing law authorizes, until January 1, 2032, the Cities of Los Angeles, San Jose, Oakland, Glendale, and Long Beach, and the City and County of San Francisco to establish a speed safety system pilot program if the system meets specified requirements. Existing law requires a participating city or city and county to adopt a Speed Safety System Use Policy and a Speed Safety System Impact Report before implementing the program, and requires the participating city or city and county to engage in a public information campaign at least 30 days before implementation of the program, including information relating to when the systems would begin detecting violations and where the systems would be utilized. Existing law requires a participating city or city and county to issue warning notices rather than notices of violations for violations detected within the first 60 calendar days of the program. Existing law also requires a participating city or city and county to develop uniform guidelines for, among other things, the processing and storage of confidential information. Existing law designates all photographic or administrative records, not including data about the number of violations issued or the speeds at which they were issued for, made by a system as confidential, and would only authorize public agencies to use and allow access to these records for specified purposes.

This bill would authorize, until January 1, 2032, the City of Malibu to establish a similar program for speed enforcement that utilizes up to 5 speed safety systems on the Pacific Coast Highway.

Existing law specifies that any violation of a speed law recorded by a speed safety system authorized by the Speed Safety System Pilot Program provisions would be subject only to the provided civil penalties. Existing law provides, among other things, for the issuance of a notice of violation, an initial review, an administrative hearing, and an appeals process, as specified, for a violation under this program. Existing law requires any program created pursuant to these provisions to offer a diversion program for indigent speed safety system violation recipients, as specified. Existing law requires a city or city and county participating in the pilot program to submit a report to evaluate the speed safety system to determine the system’s 95 STATE OF CALIFORNIA

AUTHENTICATED

ELECTRONIC LEGAL MATERIAL
4 Attachment 1
impact on street safety and the economic impact on the communities where the system is utilized. Existing law requires revenues derived from any program to first be used to cover program costs, including, among other things, the construction of traffic-calming measures, as specified.

This bill would require the City of Malibu to also implement the above provisions if it establishes the speed safety system program on the Pacific Coast Highway. The bill would additionally require the City of Malibu to enter into an agreement with the Department of Transportation regarding the use of any excess revenue for traffic-calming measures on the Pacific Coast Highway, in the City of Malibu.

Existing law establishes a $25 filing fee for specified appeals and petitions.

This bill would require a $25 filing fee for an appeal challenging a notice of violation issued as a result of the City of Malibu’s speed safety system program until January 1, 2032.

Existing constitutional provisions require that a statute that limits the right of access to the meetings of public bodies or the writings of public officials and agencies be adopted with findings demonstrating the interest protected by the limitation and the need for protecting that interest.

This bill would make legislative findings to that effect.

This bill would make legislative findings and declarations as to the necessity of a special statute for the City of Malibu.

The people of the State of California do enact as follows:

SECTION 1. The Legislature finds and declares all of the following:
(a) On October 17, 2023, a driver speeding at 104 miles per hour on the Pacific Coast Highway (PCH) in the City of Malibu lost control of their vehicle and killed four university students standing on the side of the highway.
(b) Since 2010, 59 people have been killed in vehicle accidents along the PCH in the City of Malibu.
(c) Crash data from the Los Angeles County Sheriff’s Department shows that, in 2023, there were 127 property-damage collisions, 93 injury collisions, and seven deaths in the City of Malibu.
(d) The City of Malibu suffers uniquely from collisions. Over the past five years, the City of Malibu has had the highest number of fatalities and serious injuries resulting from vehicle crashes among similarly sized cities.

Compared to all cities of every size, the City of Malibu is ranked 91st highest out of 482 cities despite being one of the smallest cities in the state. (e) The City of Malibu’s traffic environment is uniquely hazardous with few sidewalks or separated bike lanes, limited parking, regionally popular beaches, and commercial establishments adjacent to a major highway with few safe ways to cross.
(f) To address its traffic safety problem, the City of Malibu has contracted for additional traffic patrols from the Los Angeles County Sheriff’s 95 Ch. 631 — 2 —
5 Department and, more recently, from the Department of the California Highway Patrol.
(g) The City of Malibu would like to obtain additional traffic patrols and is willing to pay for them, but staffing shortages limit the ability of the Los Angeles County Sheriff’s Department or the Department of the California Highway Patrol to provide them.

SEC. 2. Section 70615 of the Government Code, as amended by Section 2 of Chapter 808 of the Statutes of 2023, is amended to read:
70615. The fee for filing any of the following appeals to the superior court is twenty-five dollars ($25):
(a) An appeal of a local agency’s decision regarding an administrative fine or penalty under Section 53069.4.
(b) An appeal under Section 40230 of the Vehicle Code of an administrative agency’s decision regarding a parking violation. (c) An appeal under Section 99582 of the Public Utilities Code of a hearing officer’s determination regarding an administrative penalty for fare evasion or a passenger conduct violation.
(d) A petition under Section 186.35 of the Penal Code challenging a law enforcement agency’s inclusion of a person’s information in a shared gang database.
(e) An appeal under Section 22428 of the Vehicle Code of a hearing officer’s determination regarding a civil penalty for an automated speed violation, as defined in Section 22425 of the Vehicle Code. (f) An appeal under Section 22438 of the Vehicle Code of a hearing officer’s determination regarding a civil penalty for an automated speed violation, as defined in Section 22435 of the Vehicle Code. (g) This section shall remain in effect only until January 1, 2032, and as of that date is repealed.

SEC. 3. Article 4 (commencing with Section 22435) is added to Chapter 7 of Division 11 of the Vehicle Code, to read:

Article 4. The City of Malibu’s Speed Safety Pilot Program 22435. (a) As used in this article, the following definitions apply:
(1) “Automated speed violation” means a violation of a speed law detected by a speed safety system operated pursuant to this article. (2) “Designated jurisdiction” means the City of Malibu. (3) A person is “indigent” if either of the following conditions is met:
(A) The person meets the income criteria set forth in subdivision (b) of Section 68632 of the Government Code.
(B) The person receives public benefits from a program listed in subdivision (a) of Section 68632 of the Government Code. (4) “Local department of transportation” means the City of Malibu’s department that administers transportation and traffic matters under this code.
95 — 3 — Ch. 631
6 (5) “Speed safety system” or “system” means a fixed or mobile radar or laser system or any other electronic device that utilizes automated equipment to detect a violation of speed laws and obtains a clear photograph of a speeding vehicle’s license plate.
(b) The designated jurisdiction may establish a program for speed enforcement that utilizes up to five speed safety systems, to be operated by the local department of transportation, on the Pacific Coast Highway. (c) The speed safety system may be utilized pursuant to subdivision (b) if the program meets all of the following requirements:
(1) The designated jurisdiction continues funding the additional traffic enforcement on the Pacific Coast Highway provided by the Department of the California Highway Patrol.
(2) Clearly identifies the presence of the speed safety system by signs stating “Photo Enforced,” along with the speed limit signs with flashing beacons and speed feedback signs, no more than 500 feet before the placement of the system. The signs shall be visible to traffic traveling on the street from the direction of travel for which the system is utilized, and shall be posted at locations as may be determined necessary by the Department of Transportation after consultation with the California Traffic Control Devices Committee.
(3) Identifies the street or portions of the street approved for enforcement using a speed safety system and the hours of enforcement on the municipality’s internet website, which shall be updated whenever the municipality changes locations of enforcement.
(4) Ensures that the speed safety system is regularly inspected no less than once every 60 days, and certifies that the system is installed and operating properly. Each camera unit shall be calibrated in accordance with the manufacturer’s instructions, and at least once per year by an independent calibration laboratory. Documentation of the regular inspection, operation, and calibration of the system shall be retained for at least 180 days after the date on which the system has been permanently removed from use. (5) Utilizes fixed or mobile speed safety systems that provide real-time notification to the driver when violations are detected. (d) Prior to enforcing speed laws utilizing speed safety systems, the designated jurisdiction shall do both of the following:
(1) Administer a public information campaign for at least 30 calendar days prior to the commencement of the program, which shall include public announcements in major media outlets and press releases. The public information campaign shall include the draft Speed Safety System Use Policy pursuant to subdivision (e), the Speed Safety System Impact Report pursuant to subdivision (f), information on when systems will begin detecting violations, the street, or portions of the street, where systems will be utilized, and the designated jurisdiction’s internet website, where additional information about the program can be obtained. Notwithstanding the above, no further public announcement by the municipality shall be required for additional systems that may be added to the program.
95 Ch. 631 — 4 —
7 (2) (A) Issue warning notices rather than notices of violation for violations detected by the speed safety system during the first 60 calendar days of enforcement under the program.
(B) A vehicle’s first violation for traveling 11 to 15 miles per hour over the posted speed limit shall be a warning notice.
(e) The governing body of the designated jurisdiction shall adopt a Speed Safety System Use Policy before entering into an agreement regarding a speed safety system, purchasing or leasing equipment for a program, or implementing a program. The Speed Safety System Use Policy shall set forth the specific purpose for the system, the uses that are authorized, the rules and processes required to be followed by employees and contractors of the designated jurisdiction administering the system prior to its use, and the uses of the equipment and data collected that are prohibited. The policy shall identify the data or information that can be collected by the speed safety system and the individuals who can access or use the collected information, and the rules and processes related to the access, transfer, and use or use of the information. The policy shall also include provisions for protecting data from unauthorized access, data retention, public access, third-party data sharing, training, auditing, and oversight to ensure compliance with the Speed Safety System Use Policy. The Speed Safety System Use Policy shall be made available for public review, including, but not limited to, by posting it on the designated jurisdiction’s internet website at least 30 calendar days prior to adoption by the governing body of the designated jurisdiction.
(f) (1) The governing body of the designated jurisdiction shall approve a Speed Safety System Impact Report prior to implementing a program.

The Speed Safety System Impact Report shall include all of the following information:
(A) Assessment of the potential impact of the speed safety system on civil liberties and civil rights and any plans to safeguard those public rights. (B) Description of the speed safety system and how it works. (C) Fiscal costs for the speed safety system, including program establishment costs, ongoing costs, and program funding. (D) If potential deployment locations of systems are predominantly in low-income neighborhoods, a determination of why these locations experience high fatality and injury collisions due to unsafe speed. (E) Locations where the system may be deployed and traffic data for these locations, including the address where the cameras will be located. (F) Proposed purpose of the speed safety system.
(2) The Speed Safety System Impact Report shall be made available for public review at least 30 calendar days prior to adoption by the governing body at a public hearing.
(3) The governing body of the designated jurisdiction shall consult and work collaboratively with relevant local stakeholder organizations, including racial equity, privacy protection, and economic justice groups, in developing the Speed Safety System Use Policy and Speed Safety System Impact Report. 95 — 5 — Ch. 631
8 (g) The designated jurisdiction shall develop uniform guidelines, consistent with the provisions of this section, for both of the following:
(1) The screening and issuing of notices of violation.
(2) The processing and storage of confidential information and procedures to ensure compliance with confidentiality requirements. (h) Notices of violation issued pursuant to this section shall include a clear photograph of the license plate and rear of the vehicle only, identify the specific section of the Vehicle Code violated, the camera location, and the date and time when the violation occurred. Notices of violation shall exclude images of the rear window area of the vehicle.
(i) The photographic evidence stored by a speed safety system does not constitute an out-of-court hearsay statement by a declarant under Division 10 (commencing with Section 1200) of the Evidence Code. (j) (1) Notwithstanding any provision of the California Public Records Act, or any other law, photographic or administrative records made by a system shall be confidential. Public agencies shall use and allow access to these records only for the purposes authorized by this article or to assess the impacts of the system. Data about the number of violations issued and the speeds at which they were issued is not considered an administrative record required not to be disclosed by this section.
(2) Confidential information obtained from the Department of Motor Vehicles for the administration of speed safety systems and enforcement of this article shall be held confidential, and shall not be used for any other purpose. Designated jurisdictions’ agents shall establish procedures to protect the confidentiality of these records consistent with Section 1808.47. (3) Except for court records described in Section 68152 of the Government Code, or as provided in paragraph (4), the confidential records and evidence described in paragraphs (1) and (2) may be retained for up to 60 days after final disposition of the notice of violation. The designated jurisdiction may retain information that a vehicle has been cited and fined for a violation for up to three years. The municipality may adopt a retention period of less than 60 days in the Speed Safety System Use Policy.

Administrative records described in paragraph (1) may be retained for up to 120 days after final disposition of the notice of violation. Notwithstanding any other law, the confidential records and evidence shall be destroyed in a manner that maintains the confidentiality of any person included in the record or evidence.
(4) Photographic evidence that is obtained from a speed safety system that does not result in the issuance of a notice of violation shall be destroyed within five business days after the photograph was first made. The use of facial recognition technology in conjunction with a speed safety system shall be prohibited.
(5) Information collected and maintained by a designated jurisdiction to administer a program shall only be used to administer the program, and shall not be disclosed to any other persons, including, but not limited to, any other state or federal governmental agency or official for any other 95 Ch. 631 — 6 —
9 purpose, except as required by state or federal law, court order, or in response to a subpoena in an individual case or proceeding.
(k) Notwithstanding subdivision (j), the registered owner or an individual identified by the registered owner as the driver of the vehicle at the time of the alleged violation shall be permitted to review and obtain a copy of the photographic evidence of the alleged violation.
(l) A contract between the designated jurisdiction and a manufacturer or supplier of speed safety systems shall allow the local authority to purchase materials, lease equipment, and contract for processing services from the manufacturer or supplier based on the services rendered on a monthly schedule or another schedule agreed upon by the municipality and contractor.

The contract shall not allow for payment or compensation based on the number of notices of violation issued, or as a percentage of revenue generated, from the use of the system. The contract shall include a provision that all data collected from the speed safety system is confidential, and shall prohibit the manufacturer or supplier of the contracted speed safety system from sharing, repurposing, or monetizing collected data, except as specifically authorized in this article. The designated jurisdiction shall oversee, maintain control, and have the final decision over all enforcement activities, including the determination of when a notice of violation should be issued.
(m) Notwithstanding subdivision (l), a designated jurisdiction may contract with a vendor for the processing of notices of violation after an employee of a designated jurisdiction has issued a notice of violation. The vendor shall be a separate legal and corporate entity from, and not related to or affiliated in any manner with, the manufacturer or supplier of speed safety systems used by the designated jurisdiction. Any contract between the designated jurisdiction and a vendor to provide processing services may include a provision for the payment of compensation based on the number of notices of violation processed by the vendor.
(n) The speed safety system, to the extent feasible, shall be angled and focused so as to only capture photographs of speeding violations and shall not capture identifying images of other drivers, vehicles, or pedestrians. (o) Notwithstanding subdivision (c) of Section 21455.6, the designated jurisdiction listed herein may use automated enforcement systems and photographic radar for speed enforcement consistent with this article. 22436. (a) Notwithstanding any other law, a violation of any speed law pursuant to this chapter that is recorded by a speed safety system authorized pursuant to Section 22435 shall be subject only to a civil penalty, as provided in subdivision (c), and shall not result in the department suspending or revoking the privilege of a violator to drive a motor vehicle or in a violation point being assessed against the violator.
(b) The speed safety system shall capture images of the rear license plate of vehicles that are traveling 11 miles per hour or more over the posted speed limit and notices of violation shall only be issued to registered owners of those vehicles based on that evidence.
(c) A civil penalty shall be assessed as follows:
95 — 7 — Ch. 631
10 (1) Fifty dollars ($50) for driving at a speed of 11 to 15 miles per hour over the posted speed limit.
(2) One hundred dollars ($100) for driving at a speed of 16 to 25 miles per hour over the posted speed limit.
(3) Two hundred dollars ($200) for driving at a speed of 26 miles per hour or more over the posted speed limit, unless paragraph (4) applies. (4) Five hundred dollars ($500) for driving at a speed of 100 miles per hour or more.
(d) A civil penalty shall not be assessed against an authorized emergency vehicle.
(e) The notice of violation shall be in writing and issued to the registered owner of the vehicle within 15 calendar days of the date of the violation.

The notice of violation shall include all of the following information:
(1) The violation, including reference to the speed law that was violated, the speed of the vehicle, the speed limit for the road on which the violation occurred, and verification of the most recent calibration of the system in accordance with paragraph (4) of subdivision (c) of Section 22435. (2) The date, approximate time, and location where the violation occurred. (3) The vehicle license number and the name and address of the registered owner of the vehicle.
(4) A statement that payment is required to be made no later than 30 calendar days from the date of mailing of the notice of violation, or that the violation may be contested pursuant to Section 22437.
(5) The amount of the civil penalty due for that violation and the procedures for the payment of the civil penalty or for contesting the notice of violation.
(6) An affidavit of nonliability, and information of what constitutes nonliability, information as to the effect of executing the affidavit, and instructions for returning the affidavit to the processor. If the affidavit of nonliability is returned to the processing agency within 30 calendar days of the mailing of the notice of violation, together with proof of a written lease or rental agreement between a bona fide rental company, as defined in Section 1939.01 of the Civil Code, or a personal vehicle sharing program, as defined in Section 11580.24 of the Insurance Code, and its customer that identifies the renter or lessee, the processing agency shall serve or mail a notice of violation to the renter or lessee identified in the affidavit of nonliability. If the affidavit of nonliability is returned to the processing agency within 30 calendar days of the mailing of the notice of violation, together with proof of a copy of a police report indicating the vehicle had been stolen at the time of the violation, the processing agency shall not subject the registered owner to a civil violation.
(7) A proof of service consistent with Section 1013a of the Code of Civil Procedure.
(f) Mobile radar or laser systems shall not be used until at least two years after the installation of the first fixed radar or laser system unless the mobile radar or laser system is kept at a fixed location.
95 Ch. 631 — 8 —
11 (g) (1) Revenues derived from any program utilizing a speed safety system for speed limit enforcement shall first be used to recover program costs. Program costs include, but are not limited to, the installation of speed safety systems, the adjudication of violations, and reporting requirements as specified in this section.
(2) The designated jurisdiction shall maintain their existing commitment of local funds for traffic-calming measures in order to remain authorized to participate in the pilot program, and shall annually expend not less than the annual average of expenditures for traffic-calming measures during the 2016–17, 2017–18, and 2018–19 fiscal years. For purposes of this subdivision, in calculating average expenditures on traffic-calming measures, restricted funds that may not be available on an ongoing basis, including those from voter-approved bond issuances or tax measures, shall not be included. The designated jurisdiction shall enter into an agreement with the Department of Transportation for the use of any excess revenue for traffic calming-measures on the Pacific Coast Highway, in the City of Malibu.

Excess revenue shall be used for traffic-calming measures within three years of the end of the fiscal year in which the excess revenue was received. If traffic-calming measures are not planned or constructed after the third year, excess revenue shall revert to the Active Transportation Program established pursuant to Chapter 8 (commencing with Section 2380) of the Streets and Highways Code, to be allocated by the California Transportation Commission pursuant to Section 2381 of the Streets and Highways Code. (h) A person shall not be assessed a civil penalty if they are subject to criminal penalties for the same act.
(i) A speed safety system may only be in operation for five years, or until January 1, 2032, whichever date is sooner.
22437. (a) No later than 30 calendar days from the date of mailing of a notice of violation, the recipient may request an initial review of the notice by the issuing agency. The request may be made by telephone, in writing, electronically, or in person. There shall be no charge for this review. If, following the initial review, the issuing agency is satisfied that the violation did not occur, or that extenuating circumstances make cancellation of the notice of violation appropriate in the interest of justice, the issuing agency shall cancel the notice of violation. The issuing agency shall advise the processing agency, if any, of the cancellation. The issuing agency or the processing agency shall mail the results of the initial review to the person contesting the notice within 60 days of receipt of the recipient’s request for an initial review, and, if cancellation of the notice does not occur following that review, include a reason for that denial, notification of the ability to request an administrative hearing, and notice of the procedures adopted by the designated jurisdiction for the administrative hearing, including for waiving prepayment of the civil penalty based upon an inability to pay pursuant to paragraph (2) of subdivision (b).
(b) (1) If the person contesting the notice of violation is dissatisfied with the results of the initial review, the person may, no later than 21 calendar days following the mailing of the results of the issuing agency’s initial 95 — 9 — Ch. 631
12 review, request an administrative hearing of the violation. The request may be made by telephone, in writing, electronically, or in person. (2) The person requesting an administrative hearing shall pay the amount of the civil penalty to the processing agency. The issuing agency shall adopt a written procedure to allow a person to request an administrative hearing without payment of the civil penalty upon satisfactory proof of an inability to pay the amount due.
(3) The administrative hearing shall be held within 90 calendar days following the receipt of a request for an administrative hearing. The person requesting the hearing may request one continuance, not to exceed 21 calendar days.
(c) The administrative hearing process shall include all of the following:
(1) The person requesting a hearing shall have the choice of a hearing upon written declaration, video conference, or in person. An in-person hearing shall be conducted within the jurisdiction of the issuing agency. (2) If the person requesting a hearing is an unemancipated minor, that person shall be permitted to appear at a hearing or admit responsibility for the automated speed violation without the appointment of a guardian. The processing agency may proceed against the minor in the same manner as against an adult.
(3) The administrative hearing shall be conducted in accordance with written procedures established by the issuing agency and approved by the governing body or chief executive officer of the issuing agency. The hearing shall provide an independent, objective, fair, and impartial review of contested automated speed violations.
(4) (A) The issuing agency’s governing body or chief executive officer of the designated jurisdiction shall appoint or contract with qualified independent examiners or administrative hearing providers that employ qualified independent examiners to conduct the administrative hearings.

Examiners shall demonstrate the qualifications, training, and objectivity necessary to conduct a fair and impartial review, and shall meet the minimum requirements specified in subparagraph (B). The examiner shall be separate and independent from the notice of violation issuing and processing functions. An examiner’s continued employment, performance evaluation, compensation, and benefits shall not, directly or indirectly, be linked to the amount of civil penalties upheld by the examiner or the number or percentage of violations upheld by the examiner.
(B) (i) Examiners shall have a minimum of 20 hours of training. The examiner, unless an employee of the designated jurisdiction, is responsible for the costs of the training. The issuing agency may reimburse the examiner for those costs. Training may be provided through any of the following:
(I) An accredited college or university.
(II) A program conducted by the Commission on Peace Officer Standards and Training.
(III) A program conducted by the American Arbitration Association or a similar organization.
95 Ch. 631 — 10 —
13 (IV) Any program approved by the governing body or chief executive officer of the issuing agency, including a program developed and provided by, or for, the agency.
(ii) Training programs shall include topics relevant to the administrative hearing, including, but not limited to, applicable laws and regulations, enforcement procedures, due process, evaluation of evidence, hearing procedures, and effective oral and written communication. Upon the approval of the governing body or chief executive officer of the issuing agency, up to 12 hours of relevant experience may be substituted for up to 12 hours of training. Up to eight hours of the training requirements described in this subparagraph may be credited to an individual, at the discretion of the governing body or chief executive officer of the issuing agency, based upon training programs or courses described in this subparagraph that the individual attended within the last five years.
(5) The employee of the designated jurisdiction who issues a notice of violation shall not be required to participate in an administrative hearing.

To establish a violation, the issuing agency shall not be required to produce any evidence other than, in proper form, the notice of violation or copy thereof, including the photograph of the vehicle’s license plate, and information received from the Department of Motor Vehicles identifying the registered owner of the vehicle. The documentation in proper form shall be prima facie evidence of the violation. If the designated jurisdiction meets its initial burden, the recipient of the notice of violation may present any evidence and argument in defense.
(6) The examiner’s final decision following the administrative hearing may be personally delivered to the person by the examiner or sent by first-class mail within 60 days of the date of the conclusion of the administrative hearing.
(7) Following a determination by the examiner that a person has committed the violation, the examiner may, consistent with the written guidelines established by the issuing agency, allow payment of the civil penalty in installments, or an issuing agency may allow for deferred payment or payments in installments, if the person provides evidence satisfactory to the examiner or the issuing agency, as the case may be, of an inability to pay the civil penalty in full. If authorized by the governing body of the issuing agency, the examiner may permit the performance of community service in lieu of payment of the civil penalty.
(8) If a notice of violation is dismissed following an administrative hearing, any civil penalty, if paid, shall be refunded by the issuing agency within 30 days.
22438. (a) Within 30 days after personal delivery or mailing of the final decision described in subdivision (c) of Section 22437, the contestant may seek review by filing an appeal to the superior court, where the case shall be heard de novo, except that the contents of the processing agency’s file in the case on appeal shall be lodged by the designated agency at the designated agency’s expense and be received into evidence. A copy of the notice of violation shall be admitted into evidence as prima facie evidence 95 — 11 — Ch. 631
14 of the facts stated in the notice. A copy of the notice of appeal shall be served in person or by certified first-class mail with return receipt upon the processing agency by the appellant. For purposes of computing the 30-day period, Section 1013 of the Code of Civil Procedure shall be applicable. A proceeding under this subdivision is a limited civil case. (b) The fee for filing the notice of appeal shall be as provided in Section 70615 of the Government Code. Upon receipt of the notice of appeal, the designated jurisdiction shall lodge its administrative record for the case with the court within 15 calendar days. The court shall notify the appellant of the appearance date by mail or personal delivery. The court shall retain the fee under Section 70615 of the Government Code regardless of the outcome of the appeal. If the appellant prevails, this fee and any payment of the civil penalty shall be promptly refunded by the issuing agency in accordance with the judgment of the court.
(c) The conduct of the hearing on appeal under this section is a subordinate judicial duty that may be performed by a commissioner or other subordinate judicial officer at the direction of the presiding judge of the court.
(d) If a notice of appeal of the examiner’s decision is not filed within the period set forth in subdivision (a), the decision shall be deemed final. (e) If the civil penalty has not been paid and the final decision is adverse to the appellant, the processing agency may, promptly after the decision becomes final, proceed to collect the civil penalty under Section 22436. 22439. (a) A designated jurisdiction shall offer a diversion program for indigent speed safety system violation recipients, to perform community service in lieu of paying the penalty for a speed system violation. (b) A designated jurisdiction shall offer the ability for indigent speed safety system violation recipients to pay applicable fines and penalties over a period of time under a payment plan with monthly installments of no more than twenty-five dollars ($25) and shall limit the processing fee to participate in a payment plan to five dollars ($5) or less.
(c) Notwithstanding subdivisions (a) and (b), a designated jurisdiction shall reduce the applicable fines and penalties by 80 percent for indigent persons, and by 50 percent for individuals up to 250 percent above the federal poverty level.
(d) The person may demonstrate that they are indigent or make up to 250 percent above the poverty level or less by providing either of the following information, as applicable:
(1) Proof of income from a pay stub or another form of proof of earnings, such as a bank statement, that shows that the person meets the income criteria set forth in subdivision (b) of Section 68632 of the Government Code, subject to review and approval by the processing agency or its designee.

The processing agency or its designee shall not unreasonably withhold its approval.
(2) Proof of receipt of benefits under the programs described in subdivision (a) of Section 68632 of the Government Code, including, but not limited to, an electronic benefits transfer card or another card, subject 95 Ch. 631 — 12 —
15 to review and approval by the processing agency. The processing agency or its designee shall not unreasonably withhold its approval. 22440. The designated jurisdiction that used a speed safety system shall, on or before March 1 of the fifth year in which the system has been implemented, submit to its governing body and the transportation committees of the Legislature, consistent with Section 9795 of the Government Code, an evaluation of the speed safety system in their respective jurisdictions to determine the system’s impact on street safety and the system’s economic impact on the communities where the system is utilized. The report shall be made available on the internet website of the jurisdiction and shall include all of the following information:
(a) Data, at least three months before and at least six months after implementation of each system, on the number and proportion of vehicles speeding from 11 to 15 miles per hour over the legal speed limit, inclusive, from 16 to 25 miles per hour over the legal speed limit, inclusive, 26 miles per hour over the legal speed limit, and for every violator traveling at a speed of 100 miles per hour or greater. Data shall also be collected on the average speed of vehicles and 85th percentile speed of vehicles. To the extent feasible, the data should be collected at the same time of day, day of week, and location.
(b) The number of notices of violation issued under the program by month and year, the corridors or locations where violations occurred, and the number of vehicles with two or more violations in a monthly period and a yearly period.
(c) Data, before and after implementation of the system, on the number of traffic collisions that occurred where speed safety systems are used, relative to citywide data, and the transportation mode of the parties involved.

The data on traffic collisions shall be categorized by collision type and injury severity, such as property damage only, complaint of pain, other visible injury, or severe or fatal injury.
(d) The number of violations paid, the number of delinquent violations, and the number of violations for which an initial review is requested. For the violations in which an initial review was requested, the report shall indicate the number of violations that went to initial review, administrative hearing, and de novo hearing, the number of notices that were dismissed at each level of review, and the number of notices that were not dismissed after each level of review.
(e) The costs associated with implementation and operation of the speed safety system and revenues collected by the jurisdiction. (f) A racial and economic equity impact analysis, developed in collaboration with local racial justice and economic equity stakeholder groups. The analysis shall include the number of notices of violations issued to indigent individuals, the number of notices of violations issued to individuals of up to 250 percent above the poverty line, and the number of violations issued to each ZIP Code.
22441. This article shall remain in effect only until January 1, 2032, and as of that date is repealed.
95 — 13 — Ch. 631
16 SEC. 4. The Legislature finds and declares that Section 3 of this act, which adds Section 22435 to the Vehicle Code, imposes a limitation on the public’s right of access to the meetings of public bodies or the writings of public officials and agencies within the meaning of Section 3 of Article I of the California Constitution. Pursuant to that constitutional provision, the Legislature makes the following findings to demonstrate the interest protected by this limitation and the need for protecting that interest:

To protect the privacy interests of persons who are issued notices of violation under a speed safety system pilot program, the Legislature finds and declares that the photographic or administrative records generated by the program shall be confidential, and shall be made available only to alleged violators and to governmental agencies solely for the purpose of enforcing these violations and assessing the impact of the use of speed safety systems, as required by this act.

SEC. 5. The Legislature finds and declares that a special statute is necessary and that a general statute cannot be made applicable within the meaning of Section 16 of Article IV of the California Constitution because of the unique need to provide additional traffic safety in the City of Malibu.

O
95 Ch. 631 — 14 —
17 Attachment 2
This attachment will be distributed under separate cover. 18

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Agenda Item # 1.B.10.

Supplemental
Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Tatiana Holden, Interim Public Works Director/City Engineer Susan Duenas, Public Safety Director
Approved by: Joseph D. Irvin, City Manager
Date prepared: March 18, 2026 Meeting date: March 23, 2026 Subject: Professional Services Agreement with Blue Line Solutions RECOMMENDED ACTION: Continue this item to the April 13, 2026 Regular City Council meeting.

City Council Meeting
03-23-26
Item

1.B.10.

Page 1 of 1 ends

Agenda Item # 1.B.11.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Gregory Kajszo, Assistant to the City Manager Approved by: Joseph D. Irvin, City Manager
Date prepared: March 17, 2026 Meeting date: March 23, 2026 Subject: Letter of Support for the Langley Family
RECOMMENDED ACTION: Adopt Resolution No. 26-14 urging the County of Los Angeles to conduct a comprehensive safety evaluation of Malibu Canyon Road.

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

STRATEGIC PLAN IMPLEMENTATION: N/A.

DISCUSSION: The Langley family, residents of Malibu, recently experienced the tragic loss of their teenage son, Hunter Austin Langley, in an accident that occurred on County land along a curve in Malibu Canyon on February 4, 2026. Their son's vehicle left the roadway at night and fell from an unprotected cliff in that area. The family has since come forward with hope that their loss might help prevent a similar tragedy in the future.

The attached resolution implores Los Angeles County to consider evaluating the roadway conditions at this location. Malibu Canyon Road is a vital access point into the City of Malibu, and a review of the site will identify opportunities to improve safety for others traveling through the canyon.

ATTACHMENTS:

Resolution No. 26-14
City Council Meeting
03-23-26
Item

1.B.11.

RESOLUTION NO. 26-14

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF MALIBU

URGING THE COUNTY OF LOS ANGELES TO CONDUCT A
COMPEHENSIVE SAFETY EVALUATION OF MALIBU CANYON ROAD.

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

SECTION 1. Recitals.

A. The City of Malibu is committed to promoting the safety and wellbeing of residents, visitors, and all who travel through the community.

B. Malibu Canyon Road is a major regional transportation corridor that serves residents, commuters, and visitors traveling between the coast and inland communities.

C. The Langley family, Malibu residents who lost their son in an accident, have respectfully requested that Los Angeles County evaluate the safety conditions at this location to help prevent future tragedies.

SECTION 2. The City Council of Malibu hereby urges the County of Los Angeles to conduct a comprehensive safety evaluation of the Malibu Canyon Road curve where the recent fatal accident occurred; and to consider and implement any roadway safety measure or infrastructure improvements determined to be warranted through such evaluation.

SECTION 3. The City Council of Malibu directs the City Manager to transmit a copy of this Resolution to Los Angeles County Supervisor Lindsey P. Horvath, this Los Angeles County Department of Public Works, and other appropriate County agencies.

SECTION 4. The City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED, and ADOPTED this __th day of ____ 2026. _____________________________
BRUCE SILVERSTEIN, Mayor
ATTEST:
__________________________________
KELSEY PETTIJOHN, City Clerk
(seal)
APPROVED AS TO FORM:
__________________________________
TREVOR RUSIN, Interim City Attorney

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Agenda Item # 5.A.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Patrick Achis, Senior Planner
Reviewed by: Yolanda Bundy, Community Development Director Tyler Eaton, Assistant Community Development Director
Approved by: Joseph D. Irvin, City Manager

Date prepared: March 12, 2026 Meeting date: March 23, 2026 Subject: Zoning Text Amendment No. 25-003 – An amendment incorporating new state law and clarifications to Title 17 (Zoning) of the Malibu Municipal Code to update regulations related to Accessory Dwelling Units
RECOMMENDED ACTION: Continue the item to the April 13, 2026 Regular City Council meeting.

City Council Meeting
3-23-2026
Item

5.A.
1

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Agenda Item # 7.A.

Council Agenda Report
To: Mayor Silverstein and the Honorable Members of the City Council Prepared by: Susan Dueñas, Public Safety Director
Approved by: Rob Duboux, Interim City Manager
Date prepared: February 17, 2026 Meeting date: March 23, 2026 Subject: After-Action Review of the City’s Response to the Franklin and Palisades Fires (Continued from March 9, 2026)
RECOMMENDED ACTION: Receive and file a report on the After-Action Review of the City’s Response to the Franklin and Palisades Fires.

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

STRATEGIC PLAN IMPLEMENTATION: This item supports the City’s 2025 Strategic Plan Goal 4: Improve Public Safety.

DISCUSSION: The City of Malibu has completed an independent After-Action Review (AAR) evaluating the City’s emergency management and Emergency Operations Center (EOC) response to the Franklin Fire (December 2024) and Palisades Fire (January 2025).

Prepared by Witt O’Brien’s, a nationally recognized emergency management and disaster response firm, the report provides a comprehensive, forward-looking assessment of how the City coordinated emergency operations, communications, evacuations, and recovery support during two unprecedented wildfire events.

The report focuses on the City’s emergency management systems and how the City organized, supported, and sustained operations to protect public safety, maintain continuity of government, and serve residents during prolonged, highly complex emergencies. Importantly, this report is not an evaluation of wildfire suppression, firefighting tactics, or fire origin. Those functions fall under the jurisdiction of the Los Angeles County Fire Department and other responding agencies. The Los Angeles County After Action Reviews for the Eaton and Palisades Fires can be found at https://lacounty.gov/aar/.

City Council Meeting
03-23-26
Item

7.A.
1

Page 2 of 2 ends

Agenda Item # 7.A.

The report identifies strengths and areas for improvement across ten focus areas:
preparedness, EOC operations, governance, communications, evacuation coordination, technology, procurement, and workforce sustainability. It highlights the extraordinary dedication of City staff, effective interagency coordination, and innovative communication practices, and outlines actionable recommendations to strengthen readiness, resilience, and continuity for future large-scale disasters.

Some of the recommendations have already been implemented, such as:
• Establish an EOC Policy Group (Recommendation 2.1);
• Institutionalize the formal EOC Planning Process (Recommendation 2.2) • Customize a Microsoft Teams Channel for EOC use (Recommendation 4.5 and 8.1) In addition, many of the recommendations are in the process of being implemented, such as:
• Adopt Citywide emergency staff policies (Recommendation 1.2) • Develop a comprehensive disaster recovery plan (Recommendation 1.3) • Establish Agreements for alternate EOC facilities (Recommendation 1.4) • Develop EOC relocation policies and procedures (Recommendation 2.4, 6.1, 10.3) • Augment EOC staffing capacity (Recommendation 4.8, 10.1) • Establish new communication and alert mechanisms (Recommendation 5.5) The City commissioned this review to ensure transparency, accountability, and continuous improvement. The findings will help guide future investments, policy development, training, and planning as Malibu prepares for increasingly frequent and severe wildfire events.

The After-Action Review will also be submitted to the State of California in accordance with State reporting requirements.

ATTACHMENTS:
1) Q&A: After-Action Review of the Franklin and Palisades Fires 2) After Action Review of the City’s Response to the Franklin and Palisades Fires 2 City of Malibu News
23825 Stuart Ranch Road • Malibu, California • 90265-4861 Phone (310) 456-2489 • Fax (310) 456-3356 • www.malibucity.org 1 Q&A: After-Action Review of the Franklin and Palisades Fires Q: What is the After-Action Review?
The After-Action Review (AAR) is an independent report prepared by Witt O’Brien’s, a nationally recognized emergency management and disaster response firm. The report provides a comprehensive, forward-looking assessment of how the City coordinated emergency operations, communications, evacuations, and recovery support during the 2024 Franklin Fire and the 2025 Palisades Fire.

The review evaluated the City’s Emergency Operations Center (EOC) functions, governance processes, coordination with partner agencies, public communication efforts, evacuation procedures, technology systems, and workforce sustainability during these incidents.

Q: Why did the City commission the After-Action Review? The City commissioned the report to understand what worked well, identify opportunities for improvement, and strengthen emergency preparedness for future disasters.

The Franklin and Palisades Fires were among the most significant disasters in Malibu’s history. Conducting an independent After-action Review following major emergencies is a nationally recognized best practice. The goal is continuous improvement. The report is forwardlooking and focused on strengthening systems for the future.

Q: Was the City prepared for these fires?
The report recognizes that City staff demonstrated resilience, adaptability, and strong coordination under extremely challenging conditions, including power shutoffs, infrastructure disruptions and multiple Emergency Operations Center relocations.

At the same time, the scale and duration of these fires tested every aspect of the City’s emergency management system. The review identifies ways to formalize and strengthen processes to match the increasing frequency and severity of wildfire events.

Preparedness is not static. Continuous improvement is part of responsible emergency management.

Q: Does the report include recommendations?
Yes. Like all After-Action reviews, the report includes recommendations to help improve emergency operations.

These recommendations focus on strengthening:
• Training and Exercises
• Governance structures during major incidents
• Backup communication systems and technology redundancies • Evacuation coordination and re-entry planning
• Documentation and financial tracking for disaster reimbursement • Continuity planning and Emergency Operations Center relocation protocols • Workforce sustainability during prolonged emergency activations.

Some improvements are already underway, and others will be evaluated through future policy discussions and budget considerations.

Q: Is this a report on firefighting tactics or why structures burned? No. The report does not evaluate firefighting tactics, fire suppression activities, or fire origin. Those responsibilities fall under Los Angeles County and state agencies. LA County released an After-Action Review on the Eaton and Palisades Fire in September, 2025, which is available to view here: https://lacounty.gov/aar/.

This report focuses specifically on the City of Malibu’s emergency management role, including coordination and communication, evacuation support, and continuity of city operations during the fires.

Q: What does the report say worked well?
The report highlights several strengths demonstrated during the fires, including:
• Strong coordination with Los Angeles County and partner agencies Attachment 1
3 2 Recycled Paper
• Effective public communication efforts, including daily briefings and public information updates • The use of emergency alert systems and online communication tools • The ability to maintain emergency operations despite multiple Emergency Operations Center relocations • The dedication, resilience, and adaptability of City staff • Valuable field coordination through Fire Safety Liaisons The report acknowledges the City personnel sustained operations under extremely challenging conditions and that many systems functioned because of staff commitment and collaboration.

Q: What challenges or areas for improvement does the report identify? The report identifies opportunities to strengthen systems and procedures in several areas, particularly given the increasing complexity of wildfire events.

These Include:
• Formalizing emergency governance and decision-making structures • Expanding training and building deeper staffing capacity • Strengthening backup communications and technology redundancy • Improving evacuation zone coordination and re-entry planning • Standardizing documentation and resource tracking for disaster reimbursement • Enhancing continuity planning, including Emergency Operations Center relocation procedures.

The report emphasizes that many systems worked because of staff dedication. The recommendations are intended to reinforce and institutionalize those systems for future emergencies.

Q: Why were there multiple Emergency Operations Center relocations? During both fires, the City’s primary Emergency Operations Center was impacted by fire conditions and infrastructure disruptions, requiring evacuation and relocation to alternate facilities to maintain operations.

City staff successfully sustained operations despite these moves. The report recommends formalizing relocation protocols and strengthening continuity planning to ensure smoother transitions in future incidents.

Maintaining continuity during fast-moving disasters is complex, and the City is evaluating ways to further strengthen this capability.

Q: Will the City implement the recommendations?
The City will carefully review the recommendations and prioritize actions that strengthen public safety and emergency readiness.

Some improvements can be implemented administratively, while others may require policy updates, coordination with regional partners, or future budget discussions.

Implementation will occur over time and will be discussed publicly through City Council and Commission meetings. Any actions requiring funding or policy changes will be considered at the direction of the City Council.

Q: Will implementing these recommendations increase City spending? Some recommendations involve internal procedural improvements, training updates, or enhancing emergency planning systems. Any actions that require funding would be reviewed by the City Council through the normal public budget process.

If future investments are considered, they would be evaluated carefully, with transparency and public input.

Q: Is this report submitted to the State?
Yes. The report will be submitted to the State of California, as required.

Q: Does this review affect rebuilding or recovery after the fires? No. The After-Action Report focuses on emergency operations during the fires.

Rebuilding and long-term recovery efforts are addressed through separate processes and policies. However, lessons learned from this report may inform future recovery planning.

Q: Why did it take nearly one year to complete the After Action Review? A: The City contracted with Witt O'Brien's in April of 2025 and began the review process shortly thereafter.

After Action Reviews for major disasters typically take several months to complete, this timeline was extended due to unexpected staffing changes within the consultant's organization that required the reassignment of project leadership.

In addition, the scale and complexity of the Franklin and Palisades Fires required extensive review and contributed to the overall timeline.

Throughout this process, the City's priority was to ensure the review was thorough, accurate, and reliable so the community could have confidence in the findings.
4 3 Recycled Paper
Q: Can residents review the report and share feedback?
Yes. The report is available to the public on the City’s website as part of the March 9 City Council agenda and on the Public Safety webpage.

It will be discussed at the March 9 City Council meeting and the April 1 Public Safety Commission meeting. Both meetings are open to the public and include opportunities for public comment. Community input is welcome. Viewing and commenting instructions are included with the March 9 City Council meeting agenda, which is posted on the City website at: www.MalibuCity.org/agendacenter. ###
Media Contact
Matt Myerhoff, Media Information Officer, City of Malibu C: (424) 395-6450
[email protected]
5 DECEMBER 2025
After-Action Review of
the City’s Response to the
Franklin and Palisades
Fires
6 Attachment 2
After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Malibu AAR: Franklin and Palisades Fires 2
Table of Contents
Disclaimers .........................................................................................................................................5 Handling Instructions..........................................................................................................................5 About Witt O’Brien’s..........................................................................................................................5 Acknowledgements.............................................................................................................................5 SECTION 1 - EXECUTIVE SUMMARY .............................................................6 SECTION 2 - SCOPE..............................................................................................7 Methodology.............................................................................................................................................7 Data Collection ...................................................................................................................................7 Franklin Fire – Summary of Events..........................................................................................................8 Franklin Fire Timeline ...........................................................................................................................9 Palisades Fire – Summary of Events.......................................................................................................10 Palisades Fire Timeline.........................................................................................................................12 SECTION 3 - STRENGTHS, CHALLENGES AND RECOMMENDATIONS
..................................................................................................................................14 Overview.................................................................................................................................................14 Focus Area #1: Preparedness................................................................................16 Focus Area #1 Strengths .........................................................................................................................16 Focus Area #1 Challenges & Recommendations....................................................................................17 Challenge #1 – Frequency of Emergency Response Training & Exercises......................................17 Challenge #2 – Citywide Emergency Policy for Staff ......................................................................17 Challenge #3 – Recovery Planning...................................................................................................18 Challenge #4 – EOC Continuity & Memorandums of Understanding (MOUs)...............................18 Challenge #5 – Volunteer & Donations Management.......................................................................19 Focus Area #2: EOC & Incident Management ...................................................20 Focus Area #2 Strengths .........................................................................................................................21 Focus Area #2 Challenges & Recommendations....................................................................................21 Challenge #1 – City Leadership Alignment......................................................................................21 Challenge #2 – Incident Planning .....................................................................................................22 Challenge #3 – Documentation and Cost Recovery..........................................................................22 Challenge #4 – EOC Continuity and Relocation ..............................................................................23 Challenge #5 – Mobile Command ....................................................................................................24 Focus Area #3: Governance & Policy...................................................................26 Focus Area #3 Strengths .........................................................................................................................26 7 After-Action Review
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Palisades Fires
Malibu AAR: Franklin and Palisades Fires 3
Focus Area #3 Challenges & Recommendations....................................................................................26 Challenge #1 – Elected Officials Integration ....................................................................................26 Challenge #2 – Executive Decision-Making.....................................................................................27 Challenge #3 – Leadership Expectations During Relocation............................................................28 Focus Area #4: Operational Coordination ..........................................................29 Focus Area #4 Strengths .........................................................................................................................29 Focus Area #4 Challenges & Recommendations....................................................................................30 Challenge #1 – Fire Liaison Integration............................................................................................30 Challenge #2 – Resource Tracking ...................................................................................................30 Challenge #3 – Situation Unit Personnel ..........................................................................................30 Challenge #4 – Staff Role Assignments............................................................................................31 Challenge #5 – Technology & Collaboration Tools..........................................................................32 Challenge #6 – Regional Coordination.............................................................................................33 Challenge #7 – Geographic Coordination.........................................................................................34 Challenge #8 –EOC Staff Augmentation ..........................................................................................35 Focus Area #5: Communication ...........................................................................36 Focus Area #5 Strengths .........................................................................................................................36 Focus Area #5 Challenges & Recommendations....................................................................................37 Challenge #1 – Systemwide Communications Loss.........................................................................37 Challenge #2 – Alternate EOC Communication ...............................................................................37 Challenge #3 – Staff Communication...............................................................................................37 Challenge #4 – Emergency Alert and Warning.................................................................................38 Challenge #5 – Power & Telecommunications Outages...................................................................39 Focus Area #6: Community Evacuation ..............................................................40 Focus Area #6 Strengths .........................................................................................................................40 Focus Area #6 Challenges & Recommendations....................................................................................41 Challenge #1 – Evacuation Procedures for City Hall .......................................................................41 Challenge #2 –Evacuation Coordination ..........................................................................................41 Challenge #3 – Evacuation Zone Management ................................................................................41 Challenge #4 – Re-entry and Repopulation Planning.............................................................................42 Focus Area #7: Emergency Public Information..................................................43 Focus Area #7 Strengths .........................................................................................................................43 Focus Area #7 Challenges & Recommendations....................................................................................44 Challenge #1 – Social Media & Public Information.........................................................................44 Challenge #2 – Elected Official Briefings ........................................................................................45 Challenge #3 – Joint Information Center (JIC).................................................................................45 8 After-Action Review
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Malibu AAR: Franklin and Palisades Fires 4
Challenge #4 –Public Information Support.......................................................................................46 Focus Area #8: Technology....................................................................................47 Focus Area #8 Strengths .........................................................................................................................47 Focus Area #8 Challenges & Recommendations....................................................................................48 Challenge #1 – Virtual Collaboration Tools......................................................................................48 Challenge #2 – Geographic Information System (GIS) Capability ..................................................48 Challenge #3 – Shared Drives and Network Access During EOC Relocations................................49 Challenge #4 –Situational Awareness Tools......................................................................................49 Focus Area #9: Emergency Purchasing Process .................................................50 Focus Area #9 Strengths .........................................................................................................................50 Focus Area #9 Challenges & Recommendations....................................................................................50 Challenge #1 – Emergency Procurement Policy...............................................................................50 Challenge #2 – Standardized Recordkeeping Practices....................................................................51 Challenge #3 – Pre-Negotiated Vendor Agreements.........................................................................51 Challenge #4 – Integration of Procurement into Continuity Planning..............................................51 Focus Area #10: Workforce & Staff Sustainability ............................................52 Focus Area #10 Strengths .......................................................................................................................53 Focus Area #10 Challenges & Recommendations..................................................................................53 Challenge #1 – EOC Staff Fatigue and Sustainability ......................................................................53 Challenge #2 – Assignment and Deployment ...................................................................................54 Challenge #3 – EOC Relocation Impacts..........................................................................................54 Challenge #4 – Training Participation and Incentives ......................................................................54 Challenge #5 – Compensation and Equity........................................................................................55 Challenge #6 – Continuity of Operations..........................................................................................55 Challenge #7 – Behavioral Health and Wellness..............................................................................56 SECTION 4 - CLOSING SUMMARY ................................................................57 APPENDIX I: ACRONYMS.................................................................................58 APPENDIX II: IMPROVEMENT PLAN ...........................................................59 9 After-Action Review
of the City’s Response
to the Franklin and
Palisades Fires
Malibu AAR: Franklin and Palisades Fires 5
Disclaimers
This report was prepared by Witt O’Brien’s under contract with the City of Malibu. The strengths, challenges, recommendations, and conclusions are provided solely for the use and benefit of the requesting party. Any warranties (expressed and/or implied) are specifically waived. Any statements, allegations, and recommendations in this report should not be construed as a governing policy or decision unless so designated by other documentation. This report is based on the most accurate and current data available to Witt O’Brien’s at the time of publication and is, therefore, subject to change without notice.

Provided to the City of Malibu in December 2025.

Handling Instructions
This report is the property of the City of Malibu. It is intended as an internal document to be used by the City for improvement to its emergency response capabilities. The release of any or all of this document will be coordinated through the City of Malibu.

About Witt O’Brien’s
Witt O'Brien's is a global leader in emergency preparedness, crisis management, and disaster response and recovery. Witt O’Brien’s has worked with public and private sector organizations throughout the United States to enhance, improve, and implement their emergency planning, training, and exercise programs, as well as assist and assess prevention, protection, mitigation, preparedness, response, and recovery operations. For the past 15 years, Witt O’Brien’s has been supporting communities and others in the development of independent after-action reports that identify critical challenges, highlight capabilities that require enhancement, and establish roadmaps for future success in emergency management.

Acknowledgements
Witt O’Brien’s acknowledges and appreciates the cooperation of the City of Malibu for their observations, input, and ideas in the development of this report. We are grateful for the absolute and dedicated commitment to serving the residents of the City of Malibu throughout these disasters. 10 Executive Summary
Malibu AAR: Franklin and Palisades Fires 6
SECTION 1 - EXECUTIVE SUMMARY
In late 2024 and early 2025, the City of Malibu was directly impacted by two major wildfire events: the Franklin Fire (December 2024) and the Palisades Fire (January 2025). Together, these incidents burned thousands of acres across the City, destroyed or damaged thousands of structures, forced mass evacuations, disrupted utilities and communications, and tragically resulted in loss of life. 1 2Malibu sustained significant damage, including more than 700 structures destroyed during the Palisades Fire, making these events among the most consequential disasters in the City’s history.3 This After-Action Report (AAR), requested by the City of Malibu, provides an objective assessment of the City’s response to these fires. The review evaluates both strategic and operational aspects of Malibu’s emergency management system and identifies lessons to strengthen preparedness for future large-scale incidents.

The report documents key strengths that had a meaningful impact on the City’s response:
• Organizational Structure: Placement of emergency management at the departmental level elevated visibility and facilitated peer-level coordination. • Staff Dedication: City personnel demonstrated adaptability, commitment, and resilience, maintaining EOC operations under highly challenging conditions. • Fire Liaison Support: Integration of Fire Liaisons provided valuable intelligence, situational awareness, and stronger coordination with incident command. • Public Information Practices: The Public Information Guide (PIG), daily elected official briefings, and contracted PIO/vendor support proved highly effective in maintaining communication with leadership and the community.

At the same time, the fires revealed critical challenges where improvements are needed:
• Staffing and Training: Limited depth and inconsistent training created challenges with EOC roles, responsibilities, and processes.
• Planning Gaps: The absence of a pre-disaster recovery plan and a few other recovery documents (such as a re-entry plan) would have made the transition from response to recovery a bit more cohesive.
• Documentation and Procurement: The need for better resource tracking, financial documentation, and emergency procurement policies limited cost recovery compliance and efficiency.
1 https://www.malibucity.org/1168/Palisades-Fire-Incident-Information-Arch 2 https://www.malibucity.org/franklinfire
3 https://abc7.com/post/california-wildfires-rebuilding-malibu-palisades-fire-is-complex-moving-slow/18096436/ 11 Executive Summary
Malibu AAR: Franklin and Palisades Fires 7
• Communications and Evacuation: Limitations in infrastructure, staff communication processes, and evolving evacuation zone messaging at times made it harder for residents and partners to access consistent information.

The strengths, challenges and recommendations are organized under ten Focus Areas:
• Preparedness
• EOC & Incident Management
• Governance & Policy
• Operational Coordination
• Communication
• Community Evacuation
• Emergency Public Information
• Technology
• Emergency Purchasing Process
• Workforce & Staff Sustainability
Together, the observations made during the review highlight the City’s strengths in commitment, coordination, and innovation, as well as the need to expand planning, continuity, and resilience measures.

The Improvement Plan accompanying this report outlines specific, actionable steps to build upon strengths while addressing identified gaps, ensuring Malibu is better prepared for future large-scale emergencies.

SECTION 2 - SCOPE
This After-Action Report (AAR) reviews the City of Malibu’s preparedness, response, and coordination activities during the Franklin and Palisades Fires. The analysis focuses on Malibu’s emergency management functions — including Emergency Operations Center (EOC) operations, interagency coordination, communication, evacuation, and continuity of services — while also acknowledging dependencies on Los Angeles County and state partners. The scope covers the period from December 9, 2024 (Franklin Fire) through March 7, 2025 (Malibu EOC deactivation) and is structured around ten thematic areas. The report does not evaluate wildfire suppression tactics or fire origin investigations, which fall under the jurisdiction of Los Angeles County Fire Department and related agencies.

Methodology
Data Collection
To develop this report, the Witt O’Brien’s team collected feedback from City personnel, as well as key partners using a variety of methods, including archival research, document review, informal discussions, 12 Scope
Malibu AAR: Franklin and Palisades Fires 8
and formal interviews. The Witt O’Brien’s team interviewed over 32 participants. The team also reviewed hundreds of pages of documentation, including City plans and policies, plus incident action plans, situation reports, and other data generated during the response.

The goals of the review included identifying areas highlighted as best practices, as well as identifying challenges and areas that should be improved. This is a forward-looking report – it does not intend to lay blame for any challenges; rather, it is intended to assist with enhancing the City’s emergency management and response capabilities. All interviews were conducted with the understanding that comments would not be attributed to individuals.

This section provides an overview of the Franklin and Palisades wildfires, the weather conditions that fueled their rapid spread, and the City of Malibu’s role and response during the incident. It is intended to give readers a clear understanding of the incident environment, the scale of impacts, and the broader operational context for Malibu’s emergency management activities.

Franklin Fire – Summary of Events
The Franklin Fire erupted on Monday, December 9, 2024, at approximately 11:00 p.m., near Malibu Canyon Road and Station Boundary, just outside of Malibu city limits. 4 Initially reported at only a few dozen acres, the
fire grew quickly under the influence of powerful Santa Ana winds, which gusted over 50 mph and pushed flames across steep canyons and dry vegetation. The extreme weather prompted Southern California Edison to implement Public Safety Power Shut-offs (PSPS) resulting in widespread power outages, disrupting service to more than 40,000 customers, and forcing the shutdown of critical infrastructure and gas stations in the region.

By the early hours of December 10, the fire had expanded to several hundred acres, prompting mandatory evacuations and closure of the Pacific Coast Highway and surrounding roads.5 Within hours, thousands of residents were ordered to evacuate as the fire advanced toward neighborhoods, schools, City Hall and the campus of Pepperdine University, where students were directed to shelter-in-place.6 On December 10, local and state officials quickly escalated emergency actions. Governor Gavin Newsom secured a Fire Management Assistance Grant (FMAG) from the Federal Emergency Management Agency (FEMA), ensuring the availability of vital resources and financial support for suppression efforts. 7More than 4 https://fire.lacounty.gov/franklin-fire/
5 https://abc7.com/post/timeline-how-franklin-fire-exploded-size-threatened-pepperdine-universitymalibu/15642636/#:~:text=It%20was%20just%207%25%20contained.%20Here's%20a,Pepperdine%20University%20and %20seaside%20homes%20in%20Malibu.
6 https://www.latimes.com/california/story/2024-12-10/malibu-endures-cellphone-power-outages-as-franklin-fire-burns# 7 https://www.caloes.ca.gov/wp-content/uploads/Recovery/Applicant-Briefings/FACT-SHEET-Franklin-Fire-FM-5548- Los-Angeles-County.pdf
13 Scope
Malibu AAR: Franklin and Palisades Fires 9
1,700 firefighters from 13 different agencies were deployed to combat the Franklin Fire, supported by helicopters, bulldozers, and hand crews working around the clock.8 Despite fierce winds, steep terrain, and critically dry fuels, containment progress was steadily achieved in the following days. On December 11, the fire grew to over 3,000 acres, but crews reported the first containment gains, enabling officials to begin coordinated repopulation efforts in some evacuated neighborhoods. 9By December 13, most evacuation orders were downgraded to warnings, and the Pacific Coast Highway was fully reopened.10
After nine days of firefighting operations, the Franklin Fire was declared fully contained on December 18, 2024, with crews transitioning to recovery and debris removal efforts.11 The Franklin Fire, though smaller in scale than later incidents such as the Palisades Fire, was a highly destructive wildfire for the Malibu community. It forced mass evacuations, destroyed dozens of structures, disrupted education across the city, and highlighted vulnerabilities in infrastructure, evacuation routes, and community preparedness. Its rapid ignition and spread underscored the growing wildfire risks Malibu faces under intensifying Santa Ana wind events and prolonged drought conditions.

Franklin Fire Timeline
December 8, 2024
• City of Malibu issues alerts on city social media platforms advising the public of upcoming Red Flag Warning (12/9/24-12/11/24) and potential Public Safety Power Shutoffs (PSPS) power outages (12/9/24-12/11/24) December 9, 2024
• Franklin Fire starts at approximately 11:00 PM in the Santa Monica Mountains
• City of Malibu activates the Emergency Operations Center (EOC) • Evacuation orders issued
• City of Malibu issues Emergency Alerts on Everbridge Notification System • Public Safety Power Shutoffs implemented
8 https://ktla.com/news/local-news/franklin-fire-in-malibu-still-smoldering-as-favorable-weather-conditions-aid-infirefight/ 9 https://www.newsweek.com/franklin-fire-live-updates-1999040 10 https://www.latimes.com/california/story/2024-12-14/franklin-fire-evacuation-orders-lifted-pch-reopens 11 https://www.malibucity.org/franklinfire
14 Scope
Malibu AAR: Franklin and Palisades Fires 10
Franklin Fire Timeline
December 10, 2024
• Fire size estimated at 2,667 acres (Total # of acres based on final daily CalFire status update report (12/10/24))
• Fire Management Assistance Grant (FMAG) declared
• Evacuation orders and warnings issued
• City of Malibu issues Emergency Alerts on Everbridge Notification System • City of Malibu EOC evacuates City Hall and relocates to Calabasas EOC • City of Malibu coordinates with the Community Emergency Response Team (CERT) to set up Emergency Information and Supply Station • Road closure of PCH
• Santa Monica-Malibu Unified School District (SMMUSD) closed December 11, 2024
• Fire size estimated at 4,031 acres (Total # of acres based on final daily CalFire status update report (12/11/24))
• 7% Containment (Based on final daily CalFire status update report) • Power restored to some impacted areas
December 12, 2024
• Fire size estimated at 4,037 acres (Total # of acres based on final daily CalFire status update report (12/12/24))
• 30% Containment (Based on final daily CalFire status update report) • City of Malibu issues alerts regarding repopulation for impacted areas • 66% of residents return home
• 1,600 residents remain under evacuation orders
December 18, 2024
• Fire size estimated at 4,037 acres (Total # of acres based on final daily CalFire status update report (12/18/24))
• 100% Containment (Based on final daily CalFire status update report) • City of Malibu EOC deactivates
Palisades Fire – Summary of Events
The Palisades Fire erupted on Tuesday, January 7, 2025, at approximately 10:30 a.m. in the Santa Monica Mountains near Pacific Palisades. Initially reported at just 10 acres, the fire quickly accelerated in size due to a combination of severe drought, dry vegetation, and powerful Santa Ana winds that gusted as high as 80 mph. Within hours, the fire had grown to more than 700 acres, threatening thousands of homes and prompting the first broad evacuation orders at 12:07 p.m.12 By early afternoon, over 10,000 homes were at immediate risk, as flames advanced into neighborhoods and canyon corridors. Mandatory road closures 12 https://www.foxla.com/news/franklin-fire-malibu-schools-reopen-dec-16-2024 15 Scope
Malibu AAR: Franklin and Palisades Fires 11
were implemented along key evacuation routes, including Pacific Coast Highway and Topanga Canyon Boulevard, to support life safety operations. 13
The extreme fire weather prompted Southern California Edison to implement public safety power shutoffs across Malibu, leaving tens of thousands without power and cell service. 14 Governor Gavin Newsom proclaimed a State of Emergency by the evening of January 7, and within 24 hours the president approved a Major Disaster Declaration, securing federal resources to assist in the firefighting effort. 15Despite these actions, the intensity of the concurrent Santa Ana windstorm forced aerial firefighting operations to be grounded, limiting suppression efforts and allowing the blaze to spread unchecked overnight.

By January 8, the fire had grown to over 11,000 acres16, with more than 180,000 people under evacuation orders. 17Flames advanced into Malibu, destroying beachfront homes and overwhelming firefighting resources. At its height, the response drew more than 5,600 firefighting personnel, supported by hundreds of fire engines, bulldozers, helicopters, and international mutual aid resources from Canada and Mexico.

Traffic gridlock on the roads surrounding the Pacific Coast Highway (PCH) forced some residents to abandon their cars and flee on foot. Nearly 200 abandoned vehicles were later removed by bulldozers to reopen critical routes for emergency responders.18
After nearly a month of continuous firefighting operations, the Palisades Fire was declared fully contained on January 31, 2025, 24 days after.
19 The Palisades Fire was the tenth deadliest and third-most destructive wildfire in California history, and the most destructive fire ever to impact the area.
20Its impacts spanned Malibu, Pacific Palisades, and
Topanga, leaving entire neighborhoods destroyed, scarred landscapes across the Santa Monica Mountains, and unprecedented recovery challenges for affected communities. 13 https://abc7.com/post/pacific-coast-highway-partially-reopen-weeks-palisades-fire/15860332/ 14 https://www.foxla.com/news/palisades-fire-prompts-power-outages-tens-thousands 15 https://news.caloes.ca.gov/governor-newsom-quickly-secures-major-disaster-declaration-from-president-biden-for-losangeles-fires/ 16 https://www.washingtonpost.com/weather/2025/01/08/what-caused-palisades-fire-california-windstorm-conditions/ 17 https://www.cnbc.com/2025/01/09/los-angeles-wildfires-latest-at-least-5-dead-more-than-100000-forced-toevacuate.html 18 https://www.bbc.com/news/videos/c24n4pz6p2eo
19 https://www.fire.ca.gov/incidents/2025/1/7/palisades-fire 20 https://www.nbclosangeles.com/news/local/what-is-holdover-fire-palisades-fire-jonathan-rinderknecht/3788840/ 16 Scope
Malibu AAR: Franklin and Palisades Fires 12
Palisades Fire Timeline
January 6, 2025
• City of Malibu issues City alerts on all communication platforms (ex: social media, website alerts, Everbridge) advising the public of upcoming Particularly Dangerous Situation (PDS) Red Flag Warning (1/7/25-1/9/25) and potential Public Safety Power Shutoffs (PSPS) power outages (1/7/25- 1/9/25)
January 7, 2025
• The Palisades Fire starts at approximately 10:30am in the Santa Monica Mountains
• Fire Management Assistance Grant (FMAG) declared
• State of Emergency declared by Governor Newsom
• Evacuation orders and warnings issued
• City of Malibu activates the Emergency Operations Center (EOC) • City of Malibu issues Emergency Alerts on Everbridge Notification System • City of Malibu EOC evacuates City Hall and relocates to Westlake Village EOC
• Power shutoffs activate
• American Red Cross activates evacuation shelters
January 8, 2025
• Fire size estimated at 15,832 acres (Total # of acres based on final daily CalFire status update report 1/08))
• Governor Newsom requests a major disaster declaration. • City of Malibu building inspectors conduct rapid visual damage assessments • Gas shutoffs activate
• Additional road closures implemented
• Santa Monica-Malibu Unified School District (SMMUSD) closed • Some telecommunication providers deploy cell on wheels (COW)/generators to Malibu area
January 9, 2025
• Fire size estimated at 19,978 acres (Total # of acres based on final daily CalFire status update report (1/09))
• President Biden granted Governor Newsom’s request for a Federal Major Disaster Declaration (DR-4856-CA), providing immediate federal assistance
• City of Malibu EOC evacuates Westlake Village EOC due to Kenneth Fire and relocates to Camarillo Police Department
• Gas stations not operational
• Boil water advisory issued
January 10-11, 2025
• Fire size estimated at 23,654 acres (Total # of acres based on final daily CalFire status update report (1/11))
• City of Malibu establishes Emergency Distribution Center at Malibu Equestrian Center providing PPE, and essential items to impacted residents 17 Scope
Malibu AAR: Franklin and Palisades Fires 13
Palisades Fire Timeline
• City of Malibu relocates from Camarillo Police Department EOC to Pepperdine University.
• “Do Not Drink Water” advisory issued
• Urgent health order issued declaring unhealthy air quality • Some telecommunications restored
January 15, 2025
• Fire size estimated at 23,713 acres (Total # of acres based on final daily CalFire status update report (1/15))
• 21% Containment (Based on final daily CalFire status update report) • Disaster Recovery Center (DRC) opens
January 16, 2025
• Fire size estimated at 23,713 acres (Total # of acres based on final daily CalFire status update report (1/16))
• 27% Containment (Based on final daily CalFire status update report) • Malibu EOC relocates from Pepperdine University to Malibu City Hall January 24-31, 2025
• Fire size estimated at 23,448 acres (Total # of acres based on final daily CalFire status update report (1/31))
• 100% Containment (Based on final daily CalFire status update report on 1/31)
• 4 fatalities, 720 structures destroyed in Malibu with 6,831 overall, 973 structures damaged overall
• City of Malibu conducts Town Hall at Malibu High School Auditorium (1/25/25)
• City of Malibu issues City alerts on all communication platforms (ex: social media, website alerts, Everbridge) advising the public of upcoming Flood Watch (1/27/25)
• City of Malibu EOC adds Recovery Team to focus on recovery efforts (1/27/25)
• City of Malibu coordinates with LASD to establish Pass Distribution Site (1/28/25)
• Ocean Water advisory issued
• Limited resident access begins
• Limited utilities restored
February 3, 2025
• Containment at 100%
• Warnings for mudslides and debris flows post wildfire • 4 fatalities, 720 structures destroyed in Malibu with 6,831 overall, 973 structures damaged overall
March 7, 2025 • City of Malibu EOC deactivates
18 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 14
SECTION 3 - STRENGTHS,

CHALLENGES AND

RECOMMENDATIONS
Overview
All challenges and recommendations are based on an assessment of response-related materials and inperson interviews conducted with the City and partners. Interviews were conducted during June 2025.

The City of Malibu’s response to the Franklin and Palisades Fires demonstrated a strong foundation for emergency management and a deeply committed workforce. By elevating public safety and emergency management at the department level, the City enabled peer-to-peer coordination across departments and rapid problem-solving under pressure. Fire Liaison relationships with incident command, daily briefings to elected officials, and practical use of collaboration tools such as Microsoft Teams, Genasys Protect, and WatchDuty helped sustain operations through fast-moving conditions and multiple EOC relocations.

These strengths, culture, relationships, and adaptability—were central to Malibu’s ability to safeguard the community during an extraordinarily complex event.

At the same time, the fires revealed areas where readiness must evolve to keep pace with a new reality of more frequent and higher-consequence incidents. Training and exercises have not matched the pace of repeated activations, leaving some staff uncertain about their roles in the EOC and reducing organizational “muscle memory” for managing complex operations. Governance structures were not fully formalized: the EOC Policy Group and Elected Policy Group were not consistently engaged, some executive decisions occurred outside the EOC process, and citywide crisis policies for all staff were not yet established. These gaps made it more difficult to maintain unity of command and consistent situational awareness during critical periods.

Within the EOC, core incident management practices could be improved. The incident action planning cycle was not consistently executed; documentation and the use of ICS forms varied; and on-incident purchasing lacked standardized controls, complicating disaster cost recovery. Repeated relocations of the EOC—managed with notable resourcefulness—nonetheless underscored the need for predefined readiness criteria, tested logistics checklists, technology failover, and clear expectations for when and how to return operations to Malibu.

Operational coordination benefitted from strong ties to fire agencies, but inconsistent tracking of personnel and equipment and limited, inconsistent staffing of the Situation Unit made it difficult to sustain a clear common operating picture. Communications systems absorbed significant stress as infrastructure was damaged and the EOC relocated multiple times. While LA-RICS proved resilient, 19 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 15
alternate-site connectivity and internal staff communications were uneven, and public-facing information was handled effectively but without the support of a County/IC Joint Information Center. Evacuation operations highlighted the following additional planning needs: detailed City procedures to guide immediate actions, stable and clearly communicated evacuation zones aligned with Genasys Protect, clarified roles beyond LASD’s life-safety mission, and a formal re-entry and re-population framework.

Technology and support systems will be strong indicators of future readiness. Microsoft Teams, Genasys Protect, and WatchDuty provided meaningful support; however, the City’s EOC management system was challenging, a dedicated GIS capability was absent, and access to SharePoint/network drives at alternate sites was inconsistent. Procurement and contracting frameworks also require maturation—both to streamline emergency purchases and to ensure FEMA/Cal OES compliance—alongside pre-negotiated agreements for lodging, vehicles, and other relocation needs. Finally, sustaining Malibu’s workforce will require modernized compensation and relocation policies, transparent assignment practices, deeper staffing benches, and formalized wellness and behavioral-health supports.

Taken together, the path forward is clear and achievable: formalize governance and Citywide crisis policies; institutionalize the Planning “P,” documentation, and purchasing controls; harden continuity of operations and alternate-site technology; stand up GIS and streamline EOC software system; publish comprehensive evacuation and re-entry plans; and modernize procurement and workforce policies. By codifying strengths and closing the gaps identified in this report, Malibu can convert hard-won lessons into durable resilience—readying the City for the next wildfire season and strengthening public trust in its emergency management enterprise.
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Focus Area #1: Preparedness
The City of Malibu met the challenges of both the Franklin and the Palisades fire responses with a strong organizational foundation that elevated public safety and emergency management as a departmental priority. This placement within the City’s structure allowed for effective recognition of the mission’s importance and supported coordination across departments at the peer level. Staff commitment, resourcefulness, and adaptability were evident throughout the incidents, forming a critical backbone of the City’s response.

At the same time, the fires underscored opportunities to further strengthen Malibu’s ability to manage large-scale emergencies. Additional training and exercise opportunities would help staff maintain familiarity and confidence with their EOC roles, particularly given the growing frequency of activations.

Some personnel expressed a desire for greater clarity around responsibilities in the EOC, while others noted the benefit of having more formalized policies and procedures to guide all City staff during crisis events.

The absence of a pre-disaster recovery plan meant that recovery priorities were developed during the incident, and limited City Hall evacuation planning required EOC staff to adapt quickly when relocating to alternate facilities. While staff responded effectively, future efforts could be supported by establishing formal agreements, pre-identified logistical arrangements, and readily available electronic guides.

Similarly, coordination with partners, such as the American Red Cross, would be strengthened by developing a mass care strategy, and volunteer and donations management could benefit from additional planning.

Overall, Malibu demonstrated resilience, adaptability, and commitment during the Franklin and Palisades fires. By expanding preparedness efforts — including enhanced training, policy development, continuity planning, and human services support — the City can build on its organizational strengths to further enhance readiness and resilience.

Focus Area #1 Strengths
▪ The organizational placement of the public safety program as a department reporting directly to the City Manager best ensures effective and efficient access to all City departments and external agencies and allows for greater prioritization to be provided to Citywide preparedness, mitigation, response, and recovery efforts.
▪ City staff worked well together and performed extremely complex tasks during the response to both fires.
▪ The City fostered and maintained a positive working relationship and effective coordination capabilities with Los Angeles County and neighboring jurisdictions which better enabled support to affected populations.
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Malibu AAR: Franklin and Palisades Fires 17
▪ The City has an established Emergency Operations Plan (EOP) and other documents that helped guide the response efforts.
▪ The City was able to relocate their EOC multiple times while continuing response operations. ▪ Most of the City staff were familiar with response operations and knew they had a role to perform during both emergencies.

Focus Area #1 Challenges & Recommendations
Challenge #1 – Frequency of Emergency Response Training & Exercises Discussion: Staff commitment was immeasurable during the response. However, staff turnover and increasing job demands limited employees’ ability to participate in regular training, contributing to some uncertainty regarding EOC roles. Although the Public Safety Department offered several training opportunities prior to the fires, City staff participation was limited. Both fires illustrated a lack of sufficient EOC training and experience by some City staff. The last exercise the City conducted prior to the fires was in December 2023. It is difficult to remember what to do during an incident if you haven’t regularly practiced your role and responsibilities within the EOC. Additionally, during the response efforts, staff filled multiple different roles within the EOC, and they were not trained ahead of time to fulfill those roles. While the Public Safety Department does provide training throughout the year, it is difficult for all staff to participate in the scheduled training courses due to high workload and limited department staffing. During both fires, this caused a lot of ad hoc procedures and just-in-time training for EOC staff.

References: City’s Emergency Operations Plan, EOC Staffing Plan, and Interview Notes Recommendation 1.1: Implement a more frequent and structured training and exercise schedule that accommodates frequent activations while reinforcing role familiarity. This may include shorter, scenario-based drills, just-in-time training modules, and post-activation refreshers designed to maintain operational readiness even during periods of high activity.

Challenge #2 – Citywide Emergency Policy for Staff
Discussion: City staff adapted quickly during the incident, though the absence of consistent policies or procedures for all employees created uncertainty during response operations. For example, some staff worked 12 plus hour days onsite at the EOC, while other staff worked from home or were not activated.

Additionally, some staff had two plus-hour commutes each way during the response without additional compensation or consideration for the additional time they spent before and after an EOC shift. City staff also had a difficult time getting past checkpoints being operated by L.A. County.

Reference: City’s Emergency Operations Plan, EOC Org Chart, EOC Staffing Plan, EOC Shift Emails, and Interview Notes
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Recommendation 1.2: Develop and adopt a Citywide emergency response policy applicable to all staff, clearly defining roles, responsibilities, and expectations during emergencies. Embedding this policy in orientation and refresher training will help build confidence and ensure consistent action across the organization. Additionally, providing pre-established badging that is coordinated with LA County to all City staff is critical prior to an emergency.

Challenge #3 – Recovery Planning
Discussion: Staff resourcefulness enabled recovery priorities to be developed in real time; however, the lack of a pre-established recovery plan required ad hoc decision-making. The establishment of the Local Assistance Center following the Franklin Fire and a Disaster Recovery Center (DRC) for the Palisades Fire was a major success for the City; however, the absence of prepositioned resources and timely staffing requests placed significant strain on an already exhausted workforce. Staff were put in a difficult position—without initial guidance, plans, or procedures to reference, they were unable to provide answers or operate effectively in the early stages.

References: Disaster Recovery Center Action Plan and Local Assistance Documents Recommendation 1.3: Develop and adopt a comprehensive disaster recovery plan that provides a structured framework for operations, including prioritization of services, coordination with external partners, and financial and administrative recovery considerations. Exercising the plan will further strengthen the City’s capacity for post-incident recovery.

Challenge #4 – EOC Continuity & Memorandums of Understanding (MOUs)
Discussion: EOC personnel successfully maintained continuity of operations through multiple relocations; however, the lack of formal procedures and agreements made each transition significantly more challenging. Staff were often required to move the EOC during hazardous conditions, at times traveling directly through heavy smoke or active fires. Although they performed exceptionally well during every move, the relocations were unplanned and staff had to operate in dangerous circumstances without clear guidance on what to bring, when to move, or where to report for their next shift.

References: EOC Org Chart, Malibu EOC Status Board, and EOC Action Plans Recommendation 1.4: Establish continuity procedures, Memorandums of Understanding (MOUs), and logistical agreements for alternate or mobile EOC facilities. Document these in accessible electronic guides and test them during exercises to ensure staff are familiar with the process. This will reduce friction during relocations and ensure seamless continuity of operations. 23 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 19
Challenge #5 – Volunteer & Donations Management
Discussion: Community support was evident, but limited planning for volunteer and donations management placed additional burdens on staff during the response. On several occasions, the Disaster Recovery Center (DRC) was staffed with personnel reassigned by leadership. While this approach was adequate for short-term recovery efforts, the DRC requires an operational framework that can sustain longer-term operations. Staff cannot be expected to carry out their regular duties while simultaneously supporting the DRC and broader recovery activities. Additionally, a formal recovery structure must be established prior to an emergency, and staff should have the necessary forms and documentation readily available immediately following the response.

The use of Community Emergency Response Team (CERT), Sheriff’s Department Volunteers on Patrol (VOP), and Fire Department Community Brigade volunteers provided critical “boots on the ground” information during and after the fires. These volunteers assisted with evacuations and helped distribute Personal Protective Equipment (PPE) during repopulation. These volunteers were also critical in providing situational awareness to the EOC during the response efforts. Without this volunteer coordination, the EOC would not have had situational awareness and knowledge of what their partners were doing in the field.

The City established an Emergency Distribution Center at the Malibu Equestrian Center and was operated by City staff and the Malibu CERT team. The Distribution Center provided masks, food, water, and first aid supplies to any impacted residents.

Reference: EOC Donation Forms, Recovery Documents, and Interview Notes Recommendation 1.5: Develop and integrate volunteer and donations management planning into the City’s emergency operations framework. Explore establishing an MOU with local nonprofits to assist with donation management. Train staff to support these functions during crises and exercise coordination with partner organizations to ensure the City can effectively channel community support when it is most needed.
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Focus Area #2: EOC & Incident
Management
The Franklin and Palisades fires placed extraordinary demands on Malibu’s Emergency Operations Center (EOC). Despite leadership transitions, repeated relocations, and direct threats to the facility itself, EOC personnel remained committed to sustaining operations and supporting the community. Assistance from surrounding jurisdictions and mutual aid programs further enhanced the City’s ability to manage the complex and prolonged incidents.

The response efforts also revealed opportunities to strengthen adherence to EOC processes and ensure consistent integration of leadership into incident management structures. On some occasions, executive decisions occurred outside the EOC process, which limited situational awareness and reduced the opportunity for the emergency management team to inform decision-making. Establishing a formal policy group and reinforcing structured management protocols would help further align executive leadership with EOC operations.

The incident action planning cycle was not always consistently applied, which reduced the overall effectiveness of situational awareness and coordination. The absence of a dedicated Documentation Unit and inconsistent use of Incident Command System (ICS213) forms made resource tracking and internal communication more challenging. Similarly, purchases of consumable and non-consumable items were not always systematically tracked, creating difficulties in meeting disaster cost recovery documentation requirements.

EOC continuity posed a particularly significant challenge, as Malibu’s EOC sits within a known fire corridor and has required evacuation during the last three major wildfires. During the Franklin and Palisades Fires, EOC staff were required to evacuate and relocate while simultaneously managing community evacuations, which strained logistics, staff role execution, and continuity of operations. These recurring vulnerabilities underscore the need for both formal relocation procedures and the establishment of alternate EOC facilities outside high-risk areas. The absence of a mobile command trailer further limited Malibu’s options, forcing staff to rely solely on fixed facilities and ad hoc arrangements during relocations.

Overall, the City demonstrated adaptability and resilience throughout these challenges. By strengthening EOC processes, improving documentation and cost tracking, and establishing robust continuity resources, including alternate EOC facilities, relocation procedures, and mobile command capacity, Malibu can enhance readiness for complex and extended activations. 25 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 21
Focus Area #2 Strengths
▪ Elected Officials were actively integrated within the community and offered executive oversight and touchpoints for all fire-impacted areas.
▪ City leadership collaborated daily with elected officials and maintained consistent communication throughout the response efforts. EOC staff accomplished multiple EOC relocations during response efforts.
▪ City staff and volunteers coordinated with the onsite incident command structure daily. ▪ EOC staff followed most Standard Emergency Management System (SEMS) and Incident Command System (ICS) practices.
▪ City staff were very dedicated to response efforts and trying to follow EOC procedures.

Focus Area #2 Challenges & Recommendations
Challenge #1 – City Leadership Alignment
Discussion: Leadership engagement and commitment to community support were evident throughout the response; however, opportunities remain to strengthen alignment by ensuring that all executive-level decisions are fully coordinated through the EOC process.

During the response, the City did not utilize a formal EOC Policy Group structure. The City Management Team (defined as the City Manager, Assistant City Manager, Deputy City Manager, Department Heads, and the City Clerk) did not convene as the EOC Policy Group when the EOC was activated. Upon EOC activation, the EOC Policy Group is typically convened in or near the EOC to ensure efficient coordination and timely executive-level policy decisions. Formal activation of the EOC Policy Group would allow the City Management Team to maintain continuity of normal City functions while supporting response operations effectively. The best practice is for the City Management Team, when functioning as the EOC Policy Group, to focus on strategic direction, policy development, and long-term considerations, rather than operational decision-making. During the response efforts to the fires, some decisions were made on an ad hoc basis with selected City Management Team members rather than through a coordinated EOC Policy Group process.

Reference: City Emergency Operations Plan and Interview Notes Recommendation 2.1: Establish a formal EOC Policy Group composed of the City Management Team to provide strategic guidance and executive-level decision-making during major incidents.

Clearly define the group’s role within the City’s emergency management structure to ensure that all leadership decisions are coordinated through the EOC. This alignment will enhance situational awareness, allow the emergency management team to provide timely analysis and recommendations, and ensure that executive actions are fully integrated into operational planning and response activities. Regular participation of the EOC policy group in EOC processes (such as briefings, incident action planning, and 26 Strengths, Challenges
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resource prioritization) will reinforce a unified command approach and support consistent communication across all levels of the organization.

Challenge #2 – Incident Planning
Discussion: Staff collaborated to share information and adapt plans under evolving conditions but faced challenges when the planning process was applied inconsistently, limiting a common operating picture.

Incident Action Plans (IAPs) or EOC Action Plans were not produced cohesively and consistently during the response efforts. Each shift should produce an EOC Action Plan and follow the Planning P process throughout the shift to ensure continuity and consistency in EOC process. During the Franklin and Palisades Fires, EOC Action Plans were inconsistent. White boards were utilized for situation status, but the information was not translated onto the appropriate planning documents to ensure the next EOC shift had the same situational awareness. Relocating the EOC also posed a challenge to maintaining the white boards and overall situational awareness.

Reference: City Emergency Operations Plan and EOC Action Plans Recommendation 2.2: Institutionalize the planning process by making it a routine element of all EOC activations, regardless of scale or duration. This includes establishing a standardized schedule for planning meetings, clearly assigning roles for developing situation reports and EOC Action Plans components, and ensuring products are distributed consistently to staff and leadership. Even during smaller incidents, applying the planning cycle builds staff familiarity, reinforces discipline in informationsharing, and creates a habit of documenting objectives, strategies, and resource needs. Regular use of EOC Action Plans will strengthen situational awareness, support operational coordination across departments, and provide a record that can be used for both cost recovery and post-incident analysis.

Challenge #3 – Documentation and Cost Recovery
Discussion: Staff showed resourcefulness in tracking expenses and purchases under pressure but could enhance the effectiveness of resource tracking and use of ICS 213RRs were not always consistent, creating challenges for reimbursement. Several ICS 213RRs were utilized during the response efforts, however, they were not accurately completed and finalized. Overall, the administrative procedures (214s, check-in-check-out procedures, sign-in sheets, etc.) were not followed cohesively for each EOC shift throughout the response efforts.

Additionally, the inconsistent use of ICS forms, and the absence of any City-specific customized versions, created challenges. For example, not having an ICS 207 or a shift-specific organizational chart led to confusion in each operational period, particularly as staff rotated through different roles within the EOC. 27 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 23
Key stakeholders identified challenges in efficient and effective tracking of resources as resource management took on a largely decentralized approach. Information provided in resource requests often lacked sufficient detail to properly support requests and understand needs. The EOC software system that the City was using at the time was found to be problematic as some staff had limited exposure to the system and struggled with basic maneuvering around the platform. As a result, staff developed alternative methods of resource ordering and tracking including paper-based forms and individual emails making record keeping more challenging.

Resources were identified to often be requested through individual emails and phone calls, creating a difficult data collection exercise and backfilling ICS forms. To ensure comprehensive documentation is collected to promote an effective resource management process and to best prepare for potential federal audits, the documentation must be collected in a singular location. Tracking down individual emails and phone calls not only adds to the level of effort required but also presents the potential documentation that will not be discovered justifying a specific resource expenditure.

As the Resource Unit leader resides in the Logistics Section in the Malibu EOC, the communication of resource status was not routinely available or incorporated in EOC incident action planning. The limitation of resources information in incident action planning challenges the ability to make informed decisions during response operations. Throughout this incident staffing the Situation Unit experienced difficulties creating added challenges in comprehensive action planning including the incorporation of resource status.

The use of EMMA during the response efforts greatly enhanced the financial and administrative tracking process and led to financial and administrative documentation that may not have occurred otherwise.

Reference: EOC Action Plans, ICS 213RRs, ICS 214s, and other EOC Finance Section Documents Recommendation 2.3: Dedicate trained staff for Finance and Administration Section functions within the EOC to ensure that financial tracking, purchasing, and documentation are prioritized from the start of an incident. Establishing standardized documentation practices—such as consistent use of ICS 213 forms, purchase logs, and electronic filing systems—will create a clear audit trail that supports both operational decision-making and disaster cost recovery requirements. Having staff focused on these functions not only reduces the burden on operational responders but also ensures the City is wellpositioned to meet FEMA and Cal OES reimbursement standards. This approach will help capture eligible costs in real time, minimize the risk of missed documentation, and streamline the recovery process after future incidents.

Challenge #4 – EOC Continuity and Relocation
Discussion: The City’s primary Emergency Operations Center (EOC) has required evacuation during each of the last three major wildfire incidents due to its location within a fire corridor, significantly 28 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 24
undermining continuity of operations. During these incidents, the City relied on strong relationships with neighboring jurisdictions and the ingenuity of City staff and volunteers to rapidly identify alternate facilities. While these efforts enabled continued operations, the relocations were largely ad hoc. Facilities were not pre-identified, often lacked adequate space, technology, power, or logistical support, and were not configured to support sustained EOC operations. The City cannot assume such facilities will be available in future incidents, particularly when neighboring jurisdictions may also be responding to emergencies. Additionally, these relocations likely disrupted the host jurisdictions’ own operations.

During the Palisades Fire, repeated EOC relocations further strained personnel, technology, and logistics.

Relocations occurred under hazardous conditions, without formal checklists, protocols, or documentation to guide the safe and effective movement of EOC operations. This placed staff at risk and caused significant disruptions to emergency coordination for extended periods. Compounding these challenges, pressure to prematurely re-occupy the primary EOC complicated operational decision-making.

These conditions demonstrate an ongoing and foreseeable need to relocate EOC operations during major incidents. Reliance on a limited number of informal alternate sites presents additional risks, including site unavailability, evolving threats, insufficient capacity, or competing emergency demands. To maintain effective emergency operations, the City must establish a comprehensive, pre-incident framework for EOC continuity and relocation, including formal agreements, clearly defined processes, and regularly tested alternate facilities.

Reference: City Emergency Operations Plan and EOC Action Plans Recommendation 2.4: Develop formal EOC relocation protocols that clearly define roles, responsibilities, decision-making authority, readiness criteria, and step-by-step procedures for relocating operations. This should include logistical requirements, technology needs, safety considerations, and resource tracking. Identify, catalog, and assess potential alternate sites through a preincident inventory, needs and gaps analysis, and facility readiness assessments. This includes establishing Memorandums of Understanding (MOUs) with partner agencies and neighboring jurisdictions to secure alternate EOC facilities outside fire-prone area and identifying multiple viable options to account for competing emergency needs. Test these facilities in advance to ensure viability of operations. Incorporate EOC relocation drills into training and exercises and establish clear re-entry criteria that are communicated to City leadership and elected officials to manage expectations and reduce pressure for premature return to the primary EOC.

Challenge #5 – Mobile Command
Discussion: Malibu lacks flexible backup/alternate facilities if the primary EOC is compromised and partner MOUs are delayed or unavailable. During both fire responses, the EOC had to relocate without a 29 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 25
plan or appropriate resources. In addition, the City does not have a mobile resource to deploy to the Incident Command Post (ICP) to support staff that are at the ICP.

A mobile command center would provide Malibu with a critical, flexible hub for coordinated response and recovery. By bringing communications, planning, and operational capabilities directly into the impacted areas, it would reduce reliance on outside agencies and allow City leaders to maintain real-time situational awareness. The unit could serve as an on-scene location for interagency coordination, resource tracking, community information, and public officials’ briefings, helping streamline decision-making during fast-moving fire conditions. Additionally, a mobile command center would support continuity of government functions and offer a visible, accessible presence for residents seeking assistance in the aftermath of major fire events.

Reference: City Emergency Operations Plan, Logistics Files, and EOC Action Plans Recommendation 2.5: Explore acquisition or lease of a mobile command trailer to provide a deployable, scalable option for sustaining EOC functions or supporting staff at the ICP. A mobile platform would enhance flexibility, allow operations closer to the incident when safe, and ensure Malibu has a dedicated continuity resource independent of outside partners. 30 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 26
Focus Area #3: Governance & Policy
The Palisades Fire underscored the central role of Malibu’s elected and executive leadership in shaping the City’s response. Leadership was engaged and demonstrated commitment to the safety of the community, but the absence of formalized structures for governance during disasters created challenges for coordination, decision-making, and integration with emergency management processes.

During the incident, elected officials were not consistently incorporated into the EOC structure through a defined elected policy group. Without this mechanism, opportunities for leadership to provide strategic guidance while maintaining situational awareness were limited. At times, executive decisions were made outside of the EOC process, which reduced information flow and hindered the ability of the emergency management team to provide critical input.

In addition, leadership placed strong pressure on EOC staff to return operations to Malibu before it was logistically feasible, creating stress and complicating continuity of operations. The event also revealed that broader policies to guide all City staff during crisis events were underdeveloped, leading to uncertainty about expectations and responsibilities outside of the EOC environment.

Together, these challenges illustrate that Malibu would benefit from codifying the role of elected and executive leaders in emergency response, strengthening governance structures, and ensuring that policies are in place to guide both leadership and staff during large-scale incidents.

Focus Area #3 Strengths
▪ The City held public forums to gather feedback from the community on response efforts. ▪ City leadership was very engaged and proactive during the fire response efforts. ▪ EOC staff remained flexible and overcame significant operational challenges.

Focus Area #3 Challenges & Recommendations
Challenge #1 – Elected Officials Integration
Discussion: Elected officials demonstrated strong engagement and commitment during the incident but lacked a formal mechanism to participate effectively in the response structure. Elected officials serve in a legislative role, providing governance oversight and policy approval, and are not intended to participate in response operations or tactical decision-making.

Throughout the response, coordination between the EOC Policy Group (city management team) and the Elected Policy Group (elected officials) was largely informal. Elected officials communicated directly with City staff and department leadership on an ad hoc basis, which at times created confusion in decision-making and resulted in elected officials becoming involved in operational details. Additionally, 31 Strengths, Challenges
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multiple City Council members were present at incident briefings and field operations sites. This presence created the potential for operational confusion by blurring the distinction between field-level priorities and the strategic policy decisions that should be addressed through the EOC.

During future response efforts, the City Council should remain focused on approving emergency proclamations, providing policy direction, ensuring government continuity, liaising with state/federal officials, managing public communication (via Mayor/PIO), and overseeing critical recovery decisions, focusing on policy while trusting operational staff to handle the "weeds" of the response itself, ensuring the community needs are met. The EOC Policy Group can guide the Elected Policy Group to review and make strategic policy decisions. This would further help to keep the elected officials out of the details of response operations, allowing them to focus on the high priority policies and decisions needed to run the City.

Reference: City Council Agendas, EOC Action Plans, and EOC Documentation Recommendation 3.1: Develop a clear, documented process in emergency plans that defines how and when the Elected Policy Group should be involved during emergencies. Train elected officials on the EOC’s roles and functions and incorporating them into exercises to ensure familiarity. This will give elected officials a structured role in incident management while preserving EOC processes and improving coordination.

Challenge #2 – Executive Decision-Making
Discussion: While elected officials demonstrated tremendous dedication and support to response actions, it was observed that these efforts can be enhanced through establishing formal guidance. Harnessing the collective efforts of leadership in an organized manner to enhance situation awareness through established networks, ensuring a continuity of leadership, leading policy development, and demonstrating a unified direction better enables the response team to successfully engage in incident management operations.

Elected officials have a unique role in an emergency and in information-sharing due to their emergency authority and how they hold a special relationship with constituents and stakeholder organizations.

Reference: City Council Agendas, EOC Action Plans, and EOC Documentation Recommendation 3.2: Establish procedures that ensure coordination and communication between the EOC Policy Group and the Elected Policy Group to better support EOC operations. All major decisions should flow through the EOC process, supported by regular management briefings that allow both the EOC Policy Group and Elected Policy Group to stay fully informed and provide input in real time. Embedding this practice will enhance situational awareness, reinforce a unified chain of command, and strengthen decision-making.
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Challenge #3 – Leadership Expectations During Relocation Discussion: EOC personnel adapted to multiple relocations, maintaining continuity of operations; however, pressure to return to Malibu before conditions were ready created additional stress and complexity.

Reference: EOC Action Plans, EOC Documentation, and Interview Notes Recommendation 3.3: Establish clear emergency readiness benchmarks—such as EOC facility safety, infrastructure availability/access (such as roadways being open), and staffing support for EOC relocation and re-entry operations. Communicate these benchmarks to leadership in advance to help manage expectations, reduce pressure during activations, and ensure re-entry decisions are based on objective criteria.
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Focus Area #4: Operational Coordination
The Franklin and Palisades fires highlighted the importance of coordination between the City of Malibu and its many response partners. The City benefited from strong relationships with fire agencies, supported in part by the presence of dedicated fire liaisons. These liaisons provided valuable situational intelligence, promoted effective communication, and strengthened collaboration with incident command. Staff also made effective use of tools such as Microsoft Teams, open video calls, and whiteboards to promote information-sharing and coordination during periods of high activity, including EOC evacuation and relocation.

At the same time, the incident underscored areas where operational coordination could be further strengthened. Resource tracking processes for equipment and personnel were inconsistent, limiting the City’s ability to maintain a complete picture of assets deployed. The EOC Situation Unit, which is critical for developing a common operating picture, struggled with maintaining trained and consistent staffing, impacting decision-making and situational awareness.

Staff dedication was evident, but the assignment of personnel to multiple roles — sometimes outside their trained specialty — reduced role confidence and made specialized skills difficult to sustain. The transition to Microsoft Teams ultimately improved collaboration and ease of use but required significant back-end adjustments to align files and workflows. Coordination with the Disaster Management Area (B) also faced challenges when the assigned coordinator was personally impacted by the fire, forcing alternate coordination routes and highlighting the importance of familiarity with mutual aid systems such as California’s Emergency Management Mutual Aid (EMMA) program.

Given Malibu’s unique geography — coastal terrain, the Pacific Coast Highway, and the Santa Monica Mountains — interorganizational and interjurisdictional coordination will always be a defining element of response operations. By building on the strengths of fire liaison support, technology integration, and agency relationships, while addressing gaps in resource tracking, situational awareness, and staff role alignment, the City can strengthen its operational coordination for future incidents.

Focus Area #4 Strengths
▪ The use of the Fire Liaisons was a massive success during response efforts. ▪ City staff were creative and used multiple tools to coordinate response efforts. ▪ City staff, specifically the Fire Liaisons, used existing relationships to coordinate during response and recovery operations, which enhanced situational awareness and cohesive decision-making. ▪ The use of Microsoft Teams later in response operations allowed for better tracking and enhanced coordination.
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Focus Area #4 Challenges & Recommendations
Challenge #1 – Fire Liaison Integration
Discussion: Fire Liaisons provided valuable intelligence, facilitated communication, and strengthened interagency coordination, serving as a critical link with incident command. Fire Liaisons are City staff who, during fire response operations, were deployed to the field to provide updates to the Incident Command Post (ICP) and the Emergency Operations Center (EOC). The Fire Liaisons provided a coordination point between the ICP and the EOC that would not have existed without their role.

Reference: City Emergency Operations Plan, EOC Action Plans, and Interview Notes Recommendation 4.1: Maintain and expand the role of Fire Liaisons in emergency operations by clearly defining their responsibilities in plans and incorporating them into training and exercises.

Preserving these strong ties with incident command will ensure timely intelligence sharing, reinforce interagency relationships, and improve the City’s ability to adapt during dynamic wildfire events.

Challenge #2 – Resource Tracking
Discussion: Staff made resourceful efforts to track equipment and personnel, but inconsistent processes limited visibility of available assets and their deployment. The City’s EOC software system that was used at the beginning of response operations was both helpful and problematic. The system was difficult to use and not many EOC staff were sufficiently trained in how to use it. The move to Microsoft Teams helped with resource tracking later in the Palisades Fire. Key stakeholders (Logistics and Finance Section) identified challenges in efficient and effective tracking of resources as resource management took on a largely decentralized approach. Information provided in resource requests often lacked sufficient detail to properly support requests and understand needs. ICS 213RR forms were not used at the beginning of response operations, which made resource tracking very cumbersome.

Reference: City Emergency Operations Plan, Logistics and Finance Section Documents, and Interview Notes
Recommendation 4.2: Standardize a unified resource tracking process and train staff on its consistent application across all incidents. Integrating this process into EOC procedures and technology platforms will provide leadership with real-time asset visibility, support more effective deployment, and improve accountability for cost recovery.

Challenge #3 – Situation Unit Personnel
Discussion: The Situation Unit contributed to information gathering, but the lack of consistently trained personnel reduced situational awareness and limited decision-making support. Interviews highlighted a 35 Strengths, Challenges
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communication gap that existed in the EOC that restricted information sharing between field operations, EOC sections, and the Situation Status Unit. The connection between these response functions is important to maintain a cohesive dialog and Common Operating Picture (COP). Each function benefits from the information managed by the other. The breakdown in this situation appears to be more from a change in operational rhythm and a lack of training versus a deliberate withholding of information. Job aids reminding personnel to coordinate with key personnel in the EOC with specific coordination tasks help to facilitate the ongoing communication.

Reference: City Emergency Operations Plan, Planning Section Documents, and Interview Notes Recommendation 4.3: Develop a trained pool of Planning Section staff to serve in the Situation Unit, with clear responsibilities for maintaining situational displays, maps, and updates. Emphasize this function in exercises to reinforce its importance in building a common operating picture, supporting both tactical and policy-level decisions.

Challenge #4 – Staff Role Assignments
Discussion: City staff demonstrated adaptability by filling multiple roles during the incident, though frequent reassignment to unfamiliar positions impacted confidence and limited application of specialized skills. Personnel were placed in different EOC roles across shifts due to variations in how staffing assignments were made, leading to some individuals serving in roles outside their original EOC designation and/or expertise. Throughout both response efforts, some personnel were moved from 36 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 32
position to position, making it difficult to maintain continuity of operations and placing significant stress on individuals who were asked to fill roles they had neither trained for nor previously been expected to perform.

Another challenge was the use of consultants to augment EOC staffing. Conceptually, this is a great concept, but the practical reality is often very different. During the response efforts, the City chose to utilize this type of assistance, which overwhelmed EOC staff when they were asked to perform tasks they were not trained to do or they were asked questions to help the consultant perform tasks, which ended up taking them away from operational priorities.

Reference: EOC Action Plans, Staffing Documents, and Interview Notes Recommendation 4.4: Align staff assignments more closely with training and experience while expanding cross-training to provide flexibility for surge staffing. Reinforce role-specific readiness through regular exercises so staff can step confidently into primary or secondary positions when needed.

Challenge #5 – Technology & Collaboration Tools
Discussion: Microsoft Teams and physical whiteboards proved highly valuable for collaboration, though significant backend set-up was required during the event to make these tools fully functional. The transition from the City’s EOC software system to Microsoft Teams proved beneficial for the EOC.

However, establishing the Microsoft Teams channels and organizational structure, assigning appropriate permissions and access for staff, providing access to external partners (such as EMMA support), and managing virtual EOC operations introduced significant challenges during the response.

During the later stages of the response, IT staff created (or provided access to) a SharePoint site for mutual aid partners. While this proved to be a valuable tool for incoming assistance, the level of effort required for IT to customize and configure the site was significant. This capability should be pre-planned, with a “dark site” or alternative file-sharing solution ready for activation in future emergencies.

As response operations progressed, the City relied on several different Excel files to support collaboration and manage activities. While this was functional as a short-term solution, forms and other documentation should be standardized and developed in advance of an emergency. If the City plans to standardize using Microsoft Teams channels, these forms and documents should be located within each channel to assist EOC staff.

Reference: EOC Action Plans and Interview Notes
Recommendation 4.5: Configure Microsoft Teams channels, sync key files, and establish standardized digital workflows prior to activation. Documenting these procedures and exercising them regularly will allow staff to maximize efficiency and reduce setup delays during future incidents. 37 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 33
Challenge #6 – Regional Coordination
Discussion: Los Angeles County serves as the intermediate level of government that coordinates and communicates disaster response needs between the eighty-eight (88) cities within its geographic boundaries and the State of California21. The County is organized into eight Disaster Management Areas (A through H), with each city assigned to a specific area. A Disaster Management Area Coordinator (DMAC) oversees each Disaster Management Area. The City of Malibu is located within Disaster Management Area B.

Regional coordination was essential during the incident; however, challenges were identified when Area B communication was limited due to incident impacts. As a result, the City coordinated directly with the Operational Area Duty Officer.
21 Data. Lacounty.gov/datasets/lacounty::disaster-management-areas.about.

Disaster
Management Area
B
DMA B
38 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 34
One of the main EOC Operations Section objectives during the Palisades Fire was to “Maintain Routine Communications with LASD (Watch Commander), LAFD, Public Works, and Field Personnel for Updates on Fire Progression, Road Closures/Opening, press briefings, access for community partners/City staff, and other pertinent event information (as needed).” This was challenging due to a lack of operational communication equipment and the limited availability of external/regional liaisons.

Collaboration with outside agencies relied largely on personal relationships, website updates, and eventually the IMT Cooperators Meeting. This will likely continue to be a challenge for the City’s EOC, given that most first-response functions (sheriff, fire, EMS, etc.) are contracted out.

The ability for a Fire liaison representative to attend the IMT Cooperators Meetings greatly enhanced the City’s ability to respond and recover. However, this was an ad hoc process and needs to be formalized for future emergencies.

Reference: EOC Action Plans and Interview Notes
Recommendation 4.6: Expand staff training and familiarity with regional coordination systems and partners. This includes training on the Disaster Management Areas process and role so that staff are aware of who manages it and how it works. Additional measures include developing redundant pathways for communication with regional partners to ensure coordination can continue seamlessly, even when key individuals or systems are unavailable.

Challenge #7 – Geographic Coordination
Discussion: Malibu’s unique coastal and mountainous geography requires extensive interagency and interjurisdictional coordination, which was evident during the fire response. The City faced major communication challenges (such as disruptions to radio and cell networks) as well as logistical issues, including staff access back into the City, EOC relocation, network connectivity, and resource distribution during both response efforts. These difficulties were compounded by the geographic characteristics of the City and its surrounding area. For example, the City was gathering weather data from the Topanga weather station, which was in the valley and not accurate for most of the geographic locations within the City. Since the geography will not change, the City should continue to expand their coordination efforts and enhance joint planning, training, and exercises initiatives with surrounding jurisdictions.

Reference: EOC Action Plans and Planning Section Documents Recommendation 4.7: Continue to prioritize regional planning and joint exercises with agencies responsible for coastal, mountain, and highway operations. This will strengthen shared understanding of jurisdictional roles, clarify coordination procedures, and enhance the City’s ability to manage geographically complex incidents.
39 Strengths, Challenges
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Challenge #8 –EOC Staff Augmentation
Discussion: During both fire incidents, the City did not have sufficient staffing to effectively support EOC operations given the complexity and duration of the response. The City utilized consultants to augment EOC staff, which was a creative solution. However, the consultants had not trained or exercised with the City EOC staff, and it led to several complications for the existing City EOC staff.

Although the City utilized the Emergency Management Mutual Aid (EMMA) to supplement EOC staffing, the support arrived later in the response, making it difficult to effectively integrate EMMA personnel into the established EOC operational cadence. EMMA was developed to provide emergency management personnel and technical specialists to support the disaster operations of affected jurisdictions during an emergency to assist with response and recovery for the whole community without imposing additional financial burden on the impacted jurisdiction22. EMMA is administered by the California Office of Emergency Services (Cal OES), with an EMMA Coordinator assigned at each level of the Standardized Emergency Management System (SEMS). In future incidents, the City may want to consider coordinating ahead of time with its designated EMMA Coordinator (otherwise known as the Cal OES Regional Duty Officer) to request additional resources, staffing support, and to work out logistics and Mutual Aid Agreements (MAAs) ahead of time.

Reference: EOC Action Plans and Planning Section Documents Recommendation 4.8: Augment EOC staffing capacity by establishing pre-incident agreements/MAAs with qualified external consultants and within the EMMA system to support critical roles during major EOC activations. This approach should include the proactive activation of EMMA as soon as an incident is anticipated to be significant in size or scope, ensuring timely staffing support across EOC Sections.

As an additional preparedness measure, contracted personnel should be integrated into the City’s EOC program through regular training, orientation to City-specific plans and systems, and participation in exercises to ensure operational readiness and seamless coordination during future incidents. 22 State of California Emergency Management Mutual Aid Plan. 40 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 36
Focus Area #5: Communication
The Palisades Fire placed unprecedented strain on the City of Malibu’s communication systems. Public Safety Power Shut-Offs along with infrastructure damage caused widespread system failures, creating challenges for both internal and external communication. While the Los Angeles Regional Interoperable Communication System (LA-RICS) demonstrated resilience and remained functional during the incident, many of the City’s own systems struggled to support operations and situational awareness.

The City’s relocation to alternate EOCs further complicated communications, as connectivity and logistical issues limited staff ability to collaborate. Internet connectivity was often unreliable, particularly during transitions between facilities. City staff also noted the absence of a consistent plan for staff communications during emergencies, leading to varied experiences — some personnel received emails while others did not — which fueled confusion, misinformation, and rumors.

Power and telecommunications outages created an even greater barrier, at times making it impossible to send alerts, warnings, and real-time updates to the community. These failures underscored Malibu’s vulnerability to cascading impacts when critical infrastructure is disrupted.

Externally, the City had social media channels and a website available to share information with the public but lacked the staffing and dedicated resources to manage these platforms effectively during a sustained incident. While channels were in place, a dedicated incident-specific webpage was not established, limiting centralized access to updates.

During an evacuation, Malibu’s primary responsibility is issuing alerts to its residents. Evacuation decisions are made and enforced by LASD. When Incident Command broke down the existing evacuation zones into sub-zones and transmitted updated alerts without coordinating with the City, it created conflicting information for residents and placed additional strain on Malibu’s EOC to correct and clarify messaging.

Despite these challenges, Malibu staff worked diligently to maintain communications under difficult circumstances, leveraging available platforms and partner support. Building on these experiences, the City has clear opportunities to strengthen resilience, improve internal and external communications, and reduce reliance on ad hoc solutions in future incidents.

Focus Area #5 Strengths
▪ The use of LA-RICS radios provided a mechanism for the EOC to communicate with field personnel, the ICP and the Mayor.
▪ The City website was a critical communication tool.
▪ The City found innovative ways to communicate (such as internal Everbridge notifications). ▪ Providing EOC laptops for mutual aid partners working in the EOC proved to be very helpful. 41 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 37
Focus Area #5 Challenges & Recommendations
Challenge #1 – Systemwide Communications Loss
Discussion: Staff adapted resourcefully to maintain operations despite the destruction of key infrastructure that created systemwide communications challenges. During initial response efforts, all forms of communication were down (phones, internet, some radios, etc.) due to the high winds and Public Safety Power Shutoffs (PSPS).

Reference: EOC Action Plans, Palisades Cooperations Meeting Notes, other Operations and Logistics Section Documents, and Interview Notes
Recommendation 5.1: Expand use of resilient systems such as LA-RICS and mobile communication options, pursue additional redundancies, and ensure alternate EOCs are equipped with a reliable communication infrastructure. Building multiple layers of back-up capacity will reduce vulnerability to infrastructure loss and safeguard continuity of operations in future large-scale incidents.

Challenge #2 – Alternate EOC Communication
Discussion: EOC staff-maintained operations at alternate facilities, but logistical and connectivity barriers created delays and required staff to improvise solutions. In essence, each time the EOC relocated, the staff was relying upon existing communication and other equipment that was located at the alternate location.

Often, this was non-existent or had significant connectivity issues.

Reference: City Emergency Operations Plan, EOC Action Plans, and Interview Notes Recommendation 5.2: Establish and test alternate EOC sites for communications readiness, including internet connectivity, phone systems, and collaboration tools. Documenting site capabilities and limitations in advance will streamline future relocations and ensure continuity of communication systems.

Challenge #3 – Staff Communication
Discussion: Timely and consistent communications are fundamental to effective incident management, coordination, team cohesion, and staff moral. Clear and accurate information from trusted sources is crucial during incidents for informed decision-making, overall safety, operational effectiveness, and community actions.

City staff remained committed during the incident, yet inconsistent email distribution created confusion and, at times, fueled rumors. During the interviews, it was reported that timely and accurate information was lacking during response operations. When communication was provided, it was often sent by email (via the PIG distribution) which is an unreliable method during an emergency. Some staff received no messages 42 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 38
or updates at all during either incident. Human Resources did not have an up-to-date address list or visibility of the geographic location of staff, which affected shift scheduling and travel times. Outdated or inaccurate contact lists further contributed to delays and information gaps for City personnel.

Additionally, the lack of the use of standardized communication forms created additional confusion. For example, the documents provided for review for this AAR did not include any ICS 205s (Incident Radio Communications Form) or 205A (Communications List). While the City does not have to use ICS Forms, it would be helpful to have a standardized communications plan that is trained on and regularly updated prior to the next emergency.

Reference: EOC Action Plans, Staffing Documents, the PIGs, and Interview Notes Recommendation 5.3: Create a staff communication plan that defines clear processes, assigns responsibilities, and incorporates backup methods such as text alerts or Teams notifications. Regular drills using these systems will help ensure all staff receive consistent and reliable information during emergencies.

Challenge #4 – Emergency Alert and Warning
Discussion: Emergency notifications are issued by City authorities to the public in the event of a hazard posing a risk to life safety. Alerts include instructions on necessary steps to protect life and property. The Everbridge alerting and notification application served as the City’s local emergency notification system and was the primary tool for alerting the public about potential hazards and providing information on actions to protect life and property. The alerting system delivers notifications to specific areas via landline phones, cell phones, and email.

The demands of community Alert and Warning carry substantial consequences when not effectively carried out requiring the City to manage a complex program prior to an emergency incident. The speed of incidents posing significant threats to the safety and well-being of the population can occur rapidly requiring immediate community alerts. This has been seen in multiple critical incidents in recent years such as the fast-moving fires in the Franklin and Palisades fires. The systems used, various credible sources of communication that need to be deconflicted, inter-organizational coordination, and understanding diverse community needs in receiving emergency alerts are just a handful of issues that need to be managed and maintained demonstrating a need for dedicated staffing.

During the Franklin and Palisades Fires, the City issued alerts and notifications to the residents. Due to the extreme life safety threat, the County simultaneously sent its own alerts to Malibu residents. These alerts were sometimes sent without sufficient coordination with the City, this overlap led to some confusion and misunderstandings during critical periods of the emergency.

Reference: City Emergency Operations Plan and EOC Action Plans 43 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 39
Recommendation 5.4: Work with Los Angeles County Office of Emergency Management to formalize emergency alert and notification protocols for emergency alerts and notifications. This includes clarifying roles and responsibilities across agencies and jurisdictions related to emergency alert and notification. The City should also conduct regular alert and notification tests and exercises that include emergency alerting partners. Streamlining this process will improve timeliness, reduce duplication, and strengthen public confidence in emergency messaging.

Challenge #5 – Power & Telecommunications Outages
Discussion: Power and telecommunications outages disrupted alerts and made it difficult (or even impossible) to maintain communication with the community and staff. As noted earlier, Public Safety Power Shut-Offs affected the entire communications infrastructure during critical response periods. Given the City’s geography, these power and telecommunications challenges are likely to persist in future emergencies.

Reference: EOC Action Plans, Palisades Cooperations Meeting Notes, other Operations and Logistics Section Documents, and Interview Notes
Recommendation 5.5: Establish new communication and alert mechanisms that can operate independently of traditional infrastructure. Options include 2-tone radios, LA-RICS radio receivers and sirens. Building redundancy into alerting and communications will ensure Malibu can sustain connectivity with staff and the public during future wildfires or infrastructure disruptions. 44 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 40
Focus Area #6: Community Evacuation
The Palisades Fire emphasized the complexity of evacuation operations in Malibu and the importance of having well-defined procedures before an incident occurs. The Los Angeles Sheriff’s Department (LASD) carried out its life safety responsibilities with dedication and focus, the City had limited pre-established evacuation procedures to guide staff during immediate evacuation operations. While LASD assumed primary responsibility for evacuation, their scope of work focused on immediate notification, life safety, and access control, leaving broader logistical and operational considerations under-addressed.

Public messaging was further complicated by changes to evacuation zones in the Genasys system. These changes created confusion among residents and agencies, especially since the City had limited involvement in establishing or adjusting temporary evacuation zones. Malibu’s unique geography, limited access routes, and high evacuation demand underscore the importance of clearly defined and consistently communicated zones.

Finally, the incident highlighted the lack of formal post-evacuation re-entry and re-population plans.

Without these frameworks, staff and responding agencies faced uncertainty regarding the timing and process of returning residents and resources, as well as access for City staff traveling from outside Malibu. These gaps created inefficiencies in resource tracking, accountability, and coordination.

Despite these challenges, the City and its partners showed adaptability and commitment to protecting the community. Strengthening evacuation and re-entry planning, clarifying roles, and ensuring consistent public messaging will position Malibu to more effectively manage future large-scale evacuation operations.

Focus Area #6 Strengths
▪ The advanced training with LAPD, LAFD, and LASD was instrumental for the City’s volunteers in providing evacuation assistance.
▪ Continuous monitoring of emergency and community-based apps (Pulse Point, Watch Duty, Genasys Protect, etc.) allowed for increased situational awareness, faster response times, and evacuation coordination.
▪ The LASD (with assistance from VOP) went door to door and used their Hi-Low Evacuation Systems on their vehicles to issue evacuation orders.
▪ The Genasys Protect application was used for providing evacuation information, and it is a tool that is available to the community. The platform is preferred for public evacuation zone information.
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Focus Area #6 Challenges & Recommendations
Challenge #1 – Evacuation Procedures for City Hall
Discussion: EOC staff worked diligently to manage protective actions during the fire, but the absence of detailed evacuation procedures for City Hall and the EOC created challenges for immediate EOC operations.

Reference: City Emergency Operations Plan and EOC Action Plans Recommendation 6.1: Develop comprehensive evacuation procedures for City Hall and the EOC.

Integrate them into the City’s Emergency Operations Plan (EOP). Support these procedures with staff training and regular exercises to ensure familiarity, coordination, and confidence during future evacuations.

Challenge #2 –Evacuation Coordination
Discussion: LASD effectively carried out life safety responsibilities during the Franklin and Palisades fires, but broader logistical needs of evacuation support were not fully addressed. Due to the immense department and agency response needed during both fires, at times, evacuation coordination was difficult for the City. While LASD has responsibility for operational elements (issuing evacuation orders, traffic management, etc.) during an evacuation, the City also has some evacuation responsibilities such as emergency alerts and supporting evacuation rally points when they are established.

Reference: City Emergency Operations Plan and EOC Action Plans Recommendation 6.2: Formalize evacuation roles and scope within the evacuation process for Malibu. This includes coordination and clarification on evacuation roles and responsibilities with other partners (such as LASD) responsibilities. This clarity will strengthen interagency coordination and ensure all aspects of evacuation are addressed.

Challenge #3 – Evacuation Zone Management
Discussion: The Genasys Protect application served as an important tool for communicating evacuation zone information, but zone changes during the incident created confusion among both the public and agencies.

The City supported zone-based evacuations but had limited involvement in establishing or modifying zones during the incident. During the Palisades fire, Incident Command established sub-zones, which caused significant confusion in evacuations.
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Malibu AAR: Franklin and Palisades Fires 42
Before future evacuations, the City should coordinate with LASD and the LA County Office of Emergency Management (OEM) to ensure that Malibu’s unique geography and community needs are fully considered in evacuation zones and zone decision-making.

Reference: City Emergency Operations Plan and EOC Action Plans Recommendation 6.3: Identify and clarify evacuation zones with the County for various hazard types and exercise them with City staff and partner agencies. Coordinate closely with the County to ensure consistency of zone naming, boundaries, and messaging so the public receives clear and reliable guidance.

Challenge #4 – Re-entry and Repopulation Planning
Discussion: The City coordinated closely with partners during re-entry, but the absence of formal re-entry and re-population plans limited consistency in managing staff and resident access after evacuations.

Reference: City Emergency Operations Plan, EOC Action Plans, and Recovery Documents Recommendation 6.4: Develop re-entry and re-population frameworks that establish clear criteria, agency roles, coordination mechanisms, and communication procedures for phased return of residents, staff, and critical resources. Testing these frameworks during exercises will help refine the process and build public confidence in safe re-entry.
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Focus Area #7: Emergency Public
Information
During the Palisades Fire, the City of Malibu’s Public Information function demonstrated both innovation and dedication in keeping staff, elected officials, and the community informed. The development and use of the Public Information Guide (PIG) provided a single, efficient tool for disseminating consistent information to leadership, staff, partners, and other audiences. Public Information Officers (PIOs) sent frequent emails to all City staff with updates, attempting to provide a common understanding of the evolving situation. However, not all staff received the email and/or it wasn’t a known situational update method for staff (see Focus Area #5: Communications and Recommendation 5.3: Staff Communications for further details).

The City’s PIOs successfully provided daily status briefings to elected officials, which enhanced transparency, built confidence, and strengthened communication between City leadership and the public.

The City’s vendor support for social media, website management, and messaging also proved valuable in amplifying communications during the incident.

At the same time, challenges arose in obtaining timely and detailed information from other response partners to support public information efforts. This gap limited the City’s ability to quickly update the community on certain aspects of the response. Additionally, neither the County nor Incident Command established a Joint Information Center (JIC), which would typically serve as a hub for coordinated messaging across agencies. Without a JIC, Malibu’s PIOs was responsible for ensuring consistent public messaging.

Overall, Malibu’s Public Information function was resourceful and effective in many areas, but the incident emphasized the importance of stronger coordination with partners and the need to integrate into County- and incident-level JIC structures in future events.

Focus Area #7 Strengths
▪ The City’s PIOs did a great job of utilizing all publicly accessible information (such as Cal Fire, surrounding jurisdictions social media, etc.) during response efforts. ▪ Both fires provided on the job training for the City PIOs. ▪ The PIOs were creative in finding methods to disseminate information during response efforts. ▪ The creation and use of the Public Information Guides (PIGs) was valuable to staff and other partners.
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Malibu AAR: Franklin and Palisades Fires 44
Focus Area #7 Challenges & Recommendations
Challenge #1 – Social Media & Public Information
Discussion: The City worked diligently to share timely updates with the public, though limited staffing made it difficult to manage social media and online communication during response and recovery.

During the Franklin Fire, the City developed a custom public-facing website that was well received.

However, maintaining it required significant staff time and frequent updates throughout the response. To improve efficiency, the City should develop pre-established templates for incident-specific webpages that can be quickly activated during emergencies. These pages should serve as a centralized source of regularly updated information, reducing confusion and ensuring consistent messaging across platforms.

During the Palisades Fire, the City developed and distributed a Public Information Guide (PIG), which was well received by both staff and the public. However, the City did not create a custom website or establish a cadence (or structure) for releasing public information during this incident. Hotline staff also reported feeling unprepared to answer complex questions (particularly those involving individuals that had to find out their home was burned to the ground). Finally, interviews revealed a broader shortage of staff trained in public information roles within the City.

Overall, the City’s social media and public information efforts varied significantly by Public Information Officer (PIO) and operational period. Adequate pre-incident planning and clear procedures are essential to support staff in fulfilling their roles. Because the PIO team is small and will likely need to draw on additional resources from within the organization or external partners, having standardized tools and guidance in place will be critical to ensuring staff confidence and consistency across operational periods.

This includes the formation of a PIO Team and/or a Public Information Branch (even if it is contracted out) within the EOC.

Plans and procedures will need to streamline emergency public information communications processes to ensure rapid and timely release of information from the PIO. Continue planning efforts to support information dissemination across multiple communication platforms and through channels not tied to web-based communication, with considerations for accessibility for non-English speaking populations and individuals with disabilities or others with access and functional needs.

One additional comment from the interviews included the recommendation for the City to host a City radio station for delivering emergency information to the public.

Reference: Public Information Guides (PIGs), Public Announcements/Website Updates, other Public Information Documents, and Interview Notes
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Recommendation 7. 1: Establish a dedicated Public Information Officer (PIO) team/Public Information Branch or contractual surge capacity to handle social media, rumor control, public hotlines, incident specific website(s), and online engagement during major incidents. The Public Information Officer (PIO) and other public information staff should continue to utilize the Public Information Group (PIG) during incidents and Emergency Operations Center (EOC) activations. The PIG should be formalized, with established procedures and protocols for information updates and dissemination. This will enhance the City’s ability to provide real-time updates, counter misinformation, and maintain public trust.

Challenge #2 – Elected Official Briefings
Discussion: Daily status briefs for the City Council built confidence, transparency, and trust between leadership and the emergency management team. While elected officials demonstrated tremendous dedication and support to response actions, it was observed that these efforts can be enhanced through establishing formal briefings and an EOC policy group to help coordinate public information dissemination (see Focus Area #3). Additionally, by enhancing the coordination between the EOC and the Elected Officials, the public will receive consistent emergency information and updates. Establishing talking points and scheduled public briefing sessions for Elected Officials will help ensure they are included in response efforts as well as maintaining their public interests. Regular briefings tailored to the community will strengthen public confidence and help counter misinformation during prolonged emergencies.

Reference: City Emergency Operations Plan, EOC Action Plans, Media releases, and City Council Documents
Recommendation 7.2: Coordinate Public Briefings by Elected Officials and continue the internal Elected Official Briefings.

Challenge #3 – Joint Information Center (JIC)
Discussion: The absence of a Joint Information Center (JIC) created challenges in coordinating messaging across agencies and jurisdictions. For example, the lack of communication and coordination protocols resulted in delayed messaging to the public. Regular coordination meetings, informationsharing agreements, and inclusion of City partner agencies in exercises will help reduce delays and improve message accuracy.

Reference: City Emergency Operations Plan, EOC Action Plans, and Media releases Recommendation 7.3: Work with partner agencies and Incident Command to advocate for JIC activation during significant incidents. Ensure Malibu PIOs are integrated into JIC operations when activated, enabling unified messaging and better coordination with regional partners. 50 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 46
Challenge #4 –Public Information Support
Discussion: The City’s public information vendor support was highly effective in managing social media, website updates, and message flow, but capacity may be strained during longer or multiple concurrent incidents.

Reference: City Emergency Operations Plan, EOC Action Plans, and Media releases Recommendation 7.4: Sustain current vendor support arrangements and consider pre-identifying surge vendors for additional capacity. Establishing agreements in advance will ensure the City can quickly scale its communication capabilities when incident complexity or duration demands it. 51 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 47
Focus Area #8: Technology
Technology played a central role in Malibu’s response to the Palisades Fire, offering both valuable tools and areas where capabilities could be strengthened. The City effectively leveraged Microsoft for situation status (SitStat), scheduling, and internal coordination. Staff reported that Teams provided flexibility, ease of use, and an accessible platform for collaboration across multiple locations. Similarly, applications such as WatchDuty proved valuable in enhancing situational awareness and providing real-time updates on fire activity. These systems and other applications are essential to facilitate the management of situational information and intelligence, managing resources to staff and equipping response personnel, track costs and expenditures, providing for damage assessments, communicating with threatened communities, among multiple additional critical actions.

At the same time, several technology challenges limited operational efficiency. The City’s EOC software system was described as cumbersome, with both internal staff and external partners experiencing difficulties in access and navigation. In addition, the absence of a dedicated Geographic Information System (GIS) capability also restricted the City’s ability to provide data-driven mapping and analysis to support informed decision-making during the fire.

Relocating to alternate EOC facilities presented additional obstacles. Staff encountered difficulties accessing SharePoint and network drives, creating delays in retrieving key documents and data. These access issues reinforced the importance of ensuring continuity and redundancy in technology systems during relocations or disruptions.

Overall, Malibu’s use of modern collaboration tools and third-party applications enhanced coordination and awareness, but the event also demonstrated the need for greater investment in GIS, and more resilient access to shared systems.

Focus Area #8 Strengths
▪ The City used multiple collaboration tools in the EOC. ▪ SharePoint, Microsoft Teams, and other file sharing tools provided greater collaboration for EOC staff.
▪ EOC staff demonstrated resilience by successfully relocating the EOC multiple times and utilized all the available tools to continue responding to the emergency. IT staff were instrumental in EOC relocation efforts as well as EOC support in general. The EOC could not function without them. 52 Strengths, Challenges
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Malibu AAR: Franklin and Palisades Fires 48
Focus Area #8 Challenges & Recommendations
Challenge #1 – Virtual Collaboration Tools
Discussion: At the start of the Franklin Fire, EOC staff used the existing EOC software system for status tracking and document management. Although the system served as the official information management system, many found it cumbersome and difficult to use. External partners lacked both access and training, and some EOC staff were also not trained in advance. Midway through the emergency, the system was abandoned in favor of Microsoft Teams which many staff members were more familiar with, and it proved more effective for the response.

During the remainder of the Franklin Fire and during the Palisades Fire, Microsoft Teams proved highly effective for situational status tracking and coordination, giving staff a reliable and adaptable collaboration platform. However, it still required some staff to learn a new technology tool while simultaneously determining how best to collaborate within it. The lack of a predefined structure and procedures complicated implementation. And because some staff had limited exposure to the system, many struggled with basic navigation. As a result, personnel relied on both paper-based forms and digital tools, creating significant tracking and coordination challenges.

Reference: EOC Action Plans and Interview Notes
Recommendation 8.1: Continue using Microsoft Teams or choose a virtual collaboration tool for EOC operations. Pre-configure the platform/tool for key functions, establish standard workflows, ensure EOC staff access and permission, and train staff to ensure familiarity and efficiency during activations.

Regular use of a virtual collaboration tool during exercises will further strengthen staff readiness and reduce set-up time during emergencies.

Challenge #2 – Geographic Information System (GIS) Capability Discussion: While staff worked resourcefully to manage situation status displays, the absence of GIS and mapping tools limited the City’s ability to support decision-making with geospatial analysis. GIS capabilities provide tremendous capabilities to develop more informed decisions and support operational missions through the use of mapping products and associated data. The use of GIS provides visual understanding of geographic components of the incident allowing for better understanding of incident conditions.

Geographic elements are embedded in nearly all aspects of an incident, including the Franklin and Palisades fires. As a result, there is significant demand for mapping products to support EOC objectives and the needs of almost every EOC position. If a GIS role is established within the EOC, a system must be in place to manage this demand. The process should prioritize requests, track them to ensure completion, and provide visibility into the level of effort required from GIS personnel through a centralized request system.
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Reference: EOC Action Plans and Interview Notes
Recommendation 8.2: Staff a GIS unit within the EOC by designating trained personnel, acquiring appropriate software, and developing standard mapping products to support planning, operations, and public information. Regular training and exercises will help embed GIS into daily operations and enhance situational awareness.

Challenge #3 – Shared Drives and Network Access During EOC Relocations
Discussion: EOC Staff were able to continue operations during EOC relocations, but access to SharePoint and network drives was difficult from alternate EOC sites, slowing information flow. EOC staff were constantly trying to re-establish a Common Operating Picture (COP) at each new EOC location. It was a massive challenge to access shared drives and the network at each new location. Often, VPN access was slow, unstable, or blocked by the host jurisdiction’s firewall or bandwidth limitations. Even when VPN access did work, large files (maps, plans, spreadsheets) loaded slowly or failed to sync. Network drives, departmental shared drives, and internal portals (e.g., SharePoint, intranet) were inaccessible without a proper connection. Critical software interfaces, (such as finance systems) were locked behind internal firewalls. Printers and scanners were tied to the City network and were unusable. Mixed with this was the use of external partners in the EOC that did not have the authorized permissions and access to shared drives.

Reference: Interview Notes
Recommendation 8.3: Enhance cloud-based access and implement redundancies to ensure critical shared drives and networks are available regardless of location. Test connectivity and access at alternate facilities in advance to confirm systems will function reliably during relocations. Consider mobile EOC options to reduce the reliance on alternate facilities in other jurisdictions.

Challenge #4 –Situational Awareness Tools
Discussion: WatchDuty and other real-time situational awareness applications proved valuable for monitoring fire progression and sharing timely updates. While the Public Safety staff utilize them regularly, this was not a previously needed process within the EOC. These applications provided real-time fire updates and information that EOC staff can utilize for situational awareness and operational decisions.

Reference: Interview Notes
Recommendation 8.4: Incorporate situational awareness applications into EOC standard operating procedures and provide training for staff to maximize their utility. Embedding them into the City’s information management framework will strengthen situational awareness and support faster, more informed decision-making.
54 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 50
Focus Area #9: Emergency Purchasing
Process
The Palisades Fire highlighted the importance of clear purchasing procedures to support timely resource acquisition during emergencies. Purchase processing includes resources obtained through a credit card for small items. Malibu staff demonstrated initiative and adaptability in securing needed resources, but the absence of standardized processes created challenges in record keeping and disaster cost recovery. Staff used a variety of purchasing methods during the response, which complicated financial tracking and reduced consistency in documentation.

The City did not have an emergency-specific purchasing policy in place, limiting staff’s ability to efficiently obtain resources while ensuring compliance with federal disaster cost recovery requirements.

Without this framework, purchasing actions were carried out inconsistently, increasing the administrative burden during and after the incident.

Additionally, the City did not have pre-existing contracts or agreements with vendors for critical needs such as hotels, car rentals, or other services to support staff and mutual aid resources when relocating to alternate facilities. The lack of pre-negotiated agreements made it more difficult to quickly secure accommodation and logistical support during relocation, adding stress to already complex operations.

Overall, Malibu’s response demonstrated resourcefulness but underscored the need for a clear procurement framework, as well as pre-established agreements with vendors to support future activations and EOC relocations.

Focus Area #9 Strengths
▪ Finance staff worked hard to create and maintain financial records during the response efforts. ▪ The recovery efforts were able to pivot to a more robust financial tracking process. ▪ City staff were very creative in working around emergency procurement issues.

Focus Area #9 Challenges & Recommendations
Challenge #1 – Emergency Procurement Policy
Discussion: Staff resourcefully managed purchases during the incident, though the absence of a standardized emergency procurement policy created uncertainty and risk for reimbursement. Staff used their personal credit cards and other creative methods to purchase items to support response operations.

Reference: EOC Action Plans, Finance Section Documents, and Interview Notes 55 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 51
Recommendation 9.1: Develop a formal emergency procurement and purchasing policy that aligns with FEMA and Cal OES cost recovery requirements. Clearly outline staff roles, thresholds for emergency purchases, and documentation expectations to ensure compliance and consistency during activations.

Challenge #2 – Standardized Recordkeeping Practices
Discussion: Purchasing and documentation processes were maintained under pressure, but inconsistencies made it more difficult to track expenses and prepare reimbursement packages. The switch from the existing EOC software system to Microsoft Teams partially contributed to this challenge as well as staffing changes within the Finance and Administration Section during response operations.

Reference: EOC Action Plans, Finance Section Documents, and Interview Notes Recommendation 9.2: Establish uniform processes for documenting purchases, including consistent use of ICS forms, purchase logs, and financial tracking systems. Embedding these practices into training and exercises will help staff capture required documentation in real time and support smoother reimbursement.

Challenge #3 – Pre-Negotiated Vendor Agreements
Discussion: Staff quickly secured resources during the incident, but the lack of pre-arranged agreements with critical vendors delayed logistical support at times.

Reference: EOC Action Plans, Finance Section Documents, and Interview Notes Recommendation 9.3: Negotiate contracts ahead of time with hotels, car rental companies, and other essential vendors to ensure timely logistical support for staff, mutual aid personnel, and displaced operations. Building these agreements in advance will reduce delays, reduce use of staff personal finances, provide cost predictability, and strengthen continuity.

Challenge #4 – Integration of Procurement into Continuity Planning Discussion: EOC staff sustained operations during relocations, but the absence of procurement planning in continuity efforts created additional challenges in accessing needed resources.

Reference: EOC Action Plans, Finance Section Documents, and Interview Notes Recommendation 9.4: Integrate procurement policies and vendor agreements into EOC continuity and relocation planning. Ensure that alternate facilities have pre-identified resource pathways, reducing friction during transitions and enabling seamless support for staff during extended activations. 56 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 52
Focus Area #10: Workforce & Staff
Sustainability
The Franklin and Palisades fires underscored both the resilience and dedication of Malibu’s workforce, as well as the need for policies and systems that sustain personnel during prolonged activations. Staff commitment was evident throughout the incident, with employees demonstrating adaptability, flexibility, and a willingness to assume diverse roles under pressure. These qualities provided tremendous value to the City’s response efforts.

At the same time, the incident highlighted several structural challenges that affected sustainability and staff well-being. The City has fewer than 100 full-time staff and only two highly trained emergency managers, leaving it understaffed to fulfill many of the basic city services while also responding to disasters. These limitations created difficulties in staffing the Emergency Operations Center (EOC), especially when training participation was inconsistent. Most staff found it difficult to make time for the training needed to fulfill EOC roles, and no incentives currently exist to encourage or reward participation.

Extended work hours, coupled with limited staffing depth, led to extreme fatigue and safety concerns. The absence of overtime compensation for exempt employees contributed to perceptions of inequity between salaried and hourly staff. In some cases, staff questioned the fairness of assignments or deployment distribution, which impacted willingness to respond. Attrition further reduced staffing capacity, underscoring the need for long-term workforce investment.

Continuity of operations also presented challenges, with concerns raised about prioritizing ongoing projects while managing disaster response responsibilities. Relocation of the EOC introduced additional burdens, including staff who traveled long distances only to be released, in the absence of policies addressing financial or time impacts.

Behavioral health emerged as a critical factor during the incident. Prolonged activations, stressful conditions, and the fire’s impact on the community highlighted the need for wellness monitoring. The City’s HR team played an important role by facilitating wellness activities and resources and providing much-needed support to staff during high-stress periods.

Overall, Malibu’s workforce demonstrated commitment and resilience, but the event emphasized the need for clear and equitable personnel policies, improved staffing sustainability, stronger wellness and continuity practices, and expanded emergency management capacity to maintain a healthy and effective workforce during future emergencies.
57 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 53
Focus Area #10 Strengths
▪ The EOC staff were very resilient and displayed extreme dedication to response efforts for the City.
▪ EOC staff all contributed to the AAR process and discussed how meaningful the AAR process was for closure of the fire responses.
▪ Therapy dogs and other wellness activities were very appreciated. ▪ The external staffing support and liaisons (Cal Fire and Cal OES reps) were very helpful later in the response operations.

Focus Area #10 Challenges & Recommendations
Challenge #1 – EOC Staff Fatigue and Sustainability
Discussion: The City has fewer than 100 staff and only two highly trained emergency managers, limiting its ability to meet both day-to-day service demands and emergency response needs. EOC Staff demonstrated dedication by sustaining long shifts and maintaining operations under pressure, but limited staffing depth created safety concerns and extreme fatigue. Overall, the EOC probably remained active for too long, which also contributed to staff fatigue and a lack of sustainability for future operations.

The City should implement a structured method for shift planning that accounts for rest cycles, commute times, and safe staffing rotations. The City should consider conducting a review of staffing based on requirements outlined in the Emergency Operations Plan (EOP) and experiences gained during EOC activations. Identify needed positions and determine the knowledge, skills, and abilities required for each position. This will facilitate the identification of staff or external personnel to fill these positions.

Staff maintained operations despite attrition, but reduced depth strained response capacity and limited surge staffing options. The City lacks sufficient depth to surge staffing during prolonged activations. The City should invest in staff development, retention, and succession planning to build workforce depth.

Reference: EOC Staffing Documents and Interview Notes
Recommendation 10.1: Expand EOC staffing levels and ensure staff considerations are included in shift planning. Building a sustainable staffing model will improve time management, protect personnel’s health, enhance decision-making, and reduce risks during extended activations. Additionally, the City may want to explore contracting or hiring part-time/as-needed emergency management professionals to serve as part of an EOC Incident Management Reserve Team, ensuring surge support during activations. As a final element that could help augment EOC staffing levels, the City may want to consider establishing a Memorandum of Understanding (MOU) with neighboring jurisdictions to provide mutual aid in emergency management staffing. Leveraging regional partnerships will strengthen capacity and ensure support during complex incidents.
58 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 54
Challenge #2 – Assignment and Deployment
Discussion: City staff adapted to a wide range of roles and responsibilities but concerns over fairness in assignments and deployment distribution affected willingness to respond. While all City staff are Disaster Service Workers (DSWs), some City staff were not part of the EOC operations, and this contributed to the perception of unfair burden on some City staff vs. others that were not working during the fires.

Additionally, HR did not have awareness of geographic locations of where staff lived or current contact information, which caused additional stress on EOC staff and other responders.

Reference: EOC Action Plans, Staffing Documents, and Interview Notes Recommendation 10.2: Develop transparent assignment protocols that clarify how roles are allocated during activations. Communicate decision-making processes openly to staff to strengthen trust, promote fairness, and encourage participation in future incidents. Maintain current rosters and callback lists for City staff.

Challenge #3 – EOC Relocation Impacts
Discussion: Personnel adapted to EOC relocations, but no policy addressed the added time, costs, or personal burdens on staff during these moves due to miscommunication or mismanagement of EOC staff and their time. One of the individuals interviewed recommended hotel/lodging accommodation for staff with extraordinarily long commute times. This is coupled with Finding #2 on the assignment and deployment of City staff during response operations.

Reference: EOC Action Plans and Interview Notes
Recommendation 10.3: Develop EOC relocation support policies that recognize and mitigate staff impacts, such as mileage reimbursement, meal stipends, lodging accommodations, or flexible scheduling. Addressing these challenges will sustain morale and ensure staff are supported during relocations.

Challenge #4 – Training Participation and Incentives
Discussion: Training and exercising plans, procedures, policies, and systems is critical to ensure that assigned EOC and other incident management personnel are adequately familiar with incident management principles and the guidance documents that drive the City’s responses. It is essential that there is support for the City training and exercise program at the highest levels of the organization to ensure that departments buy in and actively participate in training and exercise opportunities.

Overall, City staff participation in training and exercises related to EOC action plans, procedures, and processes was inconsistent. This inconsistency affected all aspects of response management, including establishing and staffing the response structure, utilizing emergency response plans effectively, and 59 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 55
applying processes developed and adopted by the City. Limited socialization of existing emergency plans, combined with insufficient opportunities to demonstrate response competencies through routine training and exercises, likely contributed to gaps in familiarity and confidence among City executives and staff. To address these issues, the City should review incident staffing requirements and assess the effectiveness of its current training and exercise program.

Prior to the recent fire response operations, many staff found it difficult to make time for required training, and no incentives exist to encourage participation. During the general debrief session, staff expressed concerns about the length of training sessions and their ability to perform their daily work along with the added training requirements. Expand training opportunities to prepare new staff for EOC roles and ensure the City maintains readiness even with turnover. One individual suggested keeping training to under a half an hour to promote participation.

Reference: City Emergency Operations Plan and Interview Notes Recommendation 10.4: Explore an in-house collateral assignment program to establish an EOC Incident Management Team. Staff could apply to participate, receive collateral pay, and commit to a minimum of four hours of training per month to build readiness. This recommendation also dovetails with recommendation 10.1.

Challenge #5 – Compensation and Equity
Discussion: Staff commitment was evident across classifications, though exempt personnel were ineligible for overtime, creating perceptions of inequity compared to hourly staff.

Reference: Interview Notes
Recommendation 10.5: Update policies to ensure fair and transparent compensation during prolonged emergencies. Clearly define expectations for all personnel classifications and consider flexible compensation mechanisms to support equity and morale.

Challenge #6 – Continuity of Operations
Discussion: Personnel balanced emergency response with ongoing projects, though some staff raised concerns about how continuity of core City services was prioritized.

Reference: City Emergency Operations Plan and Interview Notes Recommendation 10.6: Integrate continuity of operations planning into workforce strategies.

Identify essential projects, designate backup staff, and establish procedures to ensure critical services continue without overburdening emergency response personnel. 60 Strengths, Challenges
and Recommendations
Malibu AAR: Franklin and Palisades Fires 56
Challenge #7 – Behavioral Health and Wellness
Discussion: Staff demonstrated remarkable resilience despite stress, long hours, and the broader impacts on the community, highlighting the critical need for wellness support. The use of therapy dogs and other wellness activities was both necessary and highly appreciated by EOC personnel. The absence of a dedicated “administrative” function in the EOC contributed to significant stress, fatigue, and eventual burnout. Although the EOC Safety Officer was active during response operations, this role focuses on physical safety rather than staff wellbeing. Establishing a dedicated EOC position responsible for staff wellness and mental health would help mitigate these challenges and support the overall resilience of the EOC team.

Reference: EOC Action Plans and Interview Notes
Recommendation 10.7: Formalize behavioral health monitoring and integrate HR-led wellness resources into EOC operations. Provide access to peer support, counseling, and recovery resources to sustain staff well-being during and after emergencies.
61 Closing Summary
Malibu AAR: Franklin and Palisades Fires 57
SECTION 4 - CLOSING SUMMARY
The Franklin and Palisades fires were defining events for the City of Malibu that tested every facet of its emergency management system while also showcasing the resilience and dedication of its workforce and community. Staff resourcefulness, interagency collaboration, and the City’s organizational commitment to public safety were evident throughout both incidents, enabling Malibu to navigate one of the most complex and destructive wildfire seasons in its history.

At the same time, these events underscored the urgent need to adapt Malibu’s systems, policies, and resources to a new operational reality. More frequent, higher-consequence disasters demand deeper staffing capacity, stronger continuity and relocation planning, redundant communications infrastructure, and consistent governance processes that align leadership with EOC operations. Addressing these gaps will not only enhance readiness but also build trust across the community and with regional partners.

This After-Action Report documents both the strengths and challenges of Malibu’s response. It provides a roadmap for targeted improvements across preparedness, governance, operations, communications, evacuation, workforce sustainability, and recovery planning. By institutionalizing lessons learned, formalizing policies and agreements, and investing in resilient systems and staff development, Malibu can strengthen its ability to safeguard lives, sustain critical services, and support recovery when future disasters occur.

Through continued collaboration with County, State, and Federal partners (and by building on the dedication of its staff and community) Malibu can transform these hard-won lessons into lasting resilience.
62 Appendix I
Malibu AAR: Franklin and Palisades Fires 58
APPENDIX I: ACRONYMS
AAR – After Action Report
Cal OES – California Office of Emergency Services
Cal Fire – California Department of Forestry and Fire Protection DMAC – Disaster Management Area Coordinator
DSW – Disaster Service Worker
EMAC – Emergency Management Assistance Compact
EMMA – Emergency Management Mutual Aid
EOC – Emergency Operations Center
FEMA – Federal Emergency Management Agency
GIS – Geographic Information System
IAP – Incident Action Plan
ICS – Incident Command System
IP – Improvement Plan
JIC – Joint Information Center
LA County OEM – Los Angeles County Office of Emergency Management LA-RICS – Los Angeles Regional Interoperable Communications System LASD – Los Angeles Sherrif’s Department
MOU – Memorandum of Understanding
PIG – Public Information Guide
PIO – Public Information Officer
SEMS – Standard Emergency Management System
Sit Stat – Satiation Status
SO – Sheriff’s Office
63 Appendix II
Malibu AAR: Franklin and Palisades Fires 59
APPENDIX II: IMPROVEMENT PLAN
The following Improvement Plan (IP) matrix summarizes the recommended areas for improvement, department/unit responsible, and status of improvement action that are identified throughout the AAR.

Items identified in this IP are specific to the Franklin and Palisades fire response. The challenges and recommendations in this report provide greater detail and explanation for each of the following recommendations.

Finding Recommendations Responsible Entity Status/Notes Focus Area #1: Preparedness

1.1 Implement a more frequent and structured
training and exercise schedule that
accommodates frequent activations while
reinforcing role familiarity.

1.2 Develop and adopt a Citywide emergency
response policy applicable to all staff,
clearly defining roles, responsibilities, and
expectations during emergencies.

1.3 Develop and adopt a comprehensive
disaster recovery plan that provides a
structured framework for operations,
including prioritization of services,
coordination with external partners, and
financial and administrative recovery
considerations.

1.4 Establish continuity procedures,
Memorandums of Understanding (MOUs),
and logistical agreements for alternate or
mobile EOC facilities.
64 Appendix II

Malibu AAR: Franklin and Palisades Fires 60
Finding Recommendations Responsible Entity Status/Notes

1.5 Develop and integrate volunteer and
donations management planning into the
City’s emergency operations framework.

Focus Area #2: EOC & Incident Management

2.1 Establish a formal EOC Policy Group
composed of the City Management Team
to provide strategic guidance and
executive-level decision-making during
major incidents.

2.2 Institutionalize the planning process by
making it a routine element of all EOC
activations, regardless of scale or duration.

2.3 Dedicate trained staff to Finance and
Administration functions within the EOC
to ensure that financial tracking,
purchasing, and documentation are
prioritized from the start of an incident.

2.4 Develop formal EOC relocation protocols
that clearly define roles, responsibilities,
decision-making authority, readiness
criteria, and step-by-step procedures for
relocating operations.

2.5 Explore acquisition or lease of a mobile
command trailer to provide a deployable,
scalable option for sustaining EOC
functions or supporting staff at the ICP.

Focus Area #3: Governance & Policy
65 Appendix II

Malibu AAR: Franklin and Palisades Fires 61
Finding Recommendations Responsible Entity Status/Notes

3.1 Develop a clear, documented process in
emergency plans that defines how and
when the Elected Policy Group should be
involved during emergencies.

3.2 Establish procedures that ensure
coordination and communication between
the EOC Policy Group and the Elected
Policy Group to better support EOC
operations.

3.3 Establish clear emergency readiness
benchmarks—such as EOC facility safety,
infrastructure availability/access (such as
roadways being open), and staffing support
for EOC relocation and re-entry operations.

Focus Area #4: Operational Coordination

4.1 Maintain and expand the role of Fire
Liaisons in emergency operations by
clearly defining their responsibilities in
plans and incorporating them into training
and exercises.

4.2 Standardize a unified resource tracking
process and train staff on its consistent
application across all incidents.

4.3 Develop a trained pool of Planning Section
staff to serve in the Situation Unit, with
clear responsibilities for maintaining
situational displays, maps, and updates.
66 Appendix II

Malibu AAR: Franklin and Palisades Fires 62
Finding Recommendations Responsible Entity Status/Notes

4.4 Align staff assignments more closely with
training and experience while expanding
cross-training to provide flexibility for
surge staffing.

4.5 Configure Microsoft Teams channels, sync
key files, and establish standardized digital
workflows prior to activation.

4.6 Expand staff training and familiarity with
regional coordination systems and partners.

4.7 Continue to prioritize regional planning
and joint exercises with agencies
responsible for coastal, mountain, and
highway operations.

4.8 Augment EOC staffing capacity by
establishing pre-incident
agreements/MAAs with qualified external
consultants and within the EMMA system
to support critical roles during major EOC
activations.

Focus Area #5: Communication

5.1 Expand use of resilient systems such as
LA-RICS and mobile communication
options, pursue additional redundancies,
and ensure alternate EOCs are equipped
with a reliable communication
infrastructure.

5.2 Establish and test alternate EOC sites for
communications readiness, including
67 Appendix II

Malibu AAR: Franklin and Palisades Fires 63
Finding Recommendations Responsible Entity Status/Notes internet connectivity, phone systems, and
collaboration tools.

5.3 Create a staff communication plan that
defines clear processes, assigns
responsibilities, and incorporates backup
methods such as text alerts or Teams
notifications.

5.4 Work with Los Angeles County Office of
Emergency Management to formalize
emergency alert and notification protocols
for emergency alerts and notifications.

5.5 Establish new communication and alert
mechanisms that can operate independently
of traditional infrastructure.

Focus Area #6: Community Evacuation

6.1 Develop comprehensive evacuation
procedures for City Hall and the EOC.

Integrate them into the City’s Emergency
Operations Plan (EOP).

6.2 Formalize evacuation roles and scope
within the evacuation process for Malibu.

6.3 Identify and clarify evacuation zones with
the County for various hazard types and
exercise them with City staff and partner
agencies.

6.4 Develop re-entry and re-population
frameworks that establish clear criteria,
68 Appendix II

Malibu AAR: Franklin and Palisades Fires 64
Finding Recommendations Responsible Entity Status/Notes agency roles, coordination mechanisms,
and communication procedures for phased
return of residents, staff, and critical
resources.

Focus Area #7: Emergency Public Information

7.1 Establish a dedicated Public Information
Officer (PIO) team/Public Information
Branch or contractual surge capacity to
handle social media, rumor control, public
hotlines, incident specific website(s), and
online engagement during major incidents.

7.2 Coordinate Public Briefings by Elected
Officials and continue the internal Elected
Official Briefings.

7.3 Work with partner agencies and Incident
Command to advocate for JIC activation
during significant incidents.

7.4 Sustain current vendor support
arrangements and consider pre-identifying
surge vendors for additional capacity.

Focus Area #8: Technology

8.1 Continue using Microsoft Teams or choose
a virtual collaboration tool for EOC
operations.

8.2 Staff a GIS unit within the EOC by
designating trained personnel, acquiring
appropriate software, and developing
standard mapping products to support
69 Appendix II

Malibu AAR: Franklin and Palisades Fires 65
Finding Recommendations Responsible Entity Status/Notes planning, operations, and public
information.

8.3 Enhance cloud-based access and
implement redundancies to ensure critical
shared drives and networks are available
regardless of location.

8.4 Incorporate situational awareness
applications into EOC standard operating
procedures and provide training for staff to
maximize their utility.

Focus Area #9: Emergency Purchasing Process

9.1 Develop a formal emergency procurement
and purchasing policy that aligns with
FEMA and Cal OES cost recovery
requirements.

9.2 Establish uniform processes for
documenting purchases, including
consistent use of ICS forms, purchase logs,
and financial tracking systems.

9.3 Negotiate contracts ahead of time with
hotels, car rental companies, and other
essential vendors to ensure timely
logistical support for staff, mutual aid
personnel, and displaced operations.

9.4 Integrate procurement policies and vendor
agreements into EOC continuity and
relocation planning.
70 Appendix II

Malibu AAR: Franklin and Palisades Fires 66
Finding Recommendations Responsible Entity Status/Notes Focus Area #10: Workforce and Staff Sustainability

10.1 Expand EOC staffing levels and ensure
staff considerations are included in shift
planning.

10.2 Develop transparent assignment protocols
that clarify how roles are allocated during
activations.

10.3 Develop EOC relocation support policies
that recognize and mitigate staff impacts,
such as mileage reimbursement, meal
stipends, lodging accommodations, or
flexible scheduling.

10.4 Explore an in-house collateral assignment
program to establish an EOC Incident
Management Team.

10.5 Update policies to ensure fair and
transparent compensation during prolonged
emergencies.

10.6 Integrate continuity of operations planning
into workforce strategies.

10.7 Formalize behavioral health monitoring
and integrate HR-led wellness resources
into EOC operations.
71 72

Malibu City CouncilMarch 23, 2026

Malibu City Council
March 23, 2026