CC SR 20250317 01 - CC Goals Workshop
CITY COUNCIL MEETING DATE: 03/17/2025
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consider the Fiscal Year 2024-25 City Council Goals 3rd quarter status update and set
goals for Fiscal Year 2025-26.
RECOMMENDED COUNCIL ACTION:
(1) Receive and file a third quarter status update of the Fiscal Year (FY) 2024-25
City Council Goals;
(2) Review and provide feedback on the proposed list of FY 2025-26 City Council
Goals, inclusive of Staff and Committee/Commission recommendations; and
(3) Direct staff to return on June 3, 2025 with the draft FY 2025-26 City Council
Goals for consideration.
FISCAL IMPACT: There is no direct fiscal impact associated with conducting this
goalsetting workshop. However, the final list of FY 2025-26 City
Council Goals may include items that will require future allocations
in that fiscal year’s budget and beyond.
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Catherine Jun, Deputy City Manager
REVIEWED BY: Same as below
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
A) FY 2024-25 Third Quarter City Council Goals – Implementation Plan (Page A-1)
BACKGROUND
Tonight’s workshop is the first in a series of workshops that support the FY 2025-26
budget development process. During this first workshop, Staff will present a third quarter
update on the current year’s City Council Goals and seek direction on the following year’s
goals. This process will help inform the FY 2025 -26 budget as it is developed over the
next several months. Along with the budget, a final draft of the FY 2025 -26 Goals will be
presented to City Council on June 3, 2025 for consideration.
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DISCUSSION:
FY 2024-25 Goals - Third Quarter Status Report
This year’s City Council Goals are comprised of five overarching goals:
1. Public Safety
2. Public Infrastructure
3. City Lands and Facilities
4. Citizen Involvement and Public Outreach
5. Quality of Life
The Goals are comprised of 18 major Projects (and subtasks) that the City Council has
prioritized and directed Staff to focus the City’s resources on over the fiscal year.
At this time, there remains five goals and 18 major Projects. Most Projects are well
underway and are labeled “in progress”. Most Projects are multi-year initiatives that are
expected to be completed in the near future. Since the last quarterly update, the City has
completed three new Projects, while two remain in the “not started” category due to
extenuating circumstances that will be outlined later in this report:
STATUS UPDATES
3 Completed
13 In Progress
0 At Risk
2 Not Started
Details on each Goal and Project are available in the Implementation Plan (Attachment
A). Previously, the Goals were tracked using a Gantt chart that displayed each subtask
and a monthly schedule for completion. However, staff has prepared the attached
Implementation Plan to replace the Gantt Chart. The Plan serves as a standalone report
that provides readers with a high-level overview of the City’s progress on each Goal and
major Project, without relying on a Staff Report for additional information and is easier to
read and follow. The Implementation Plan will be posted on the City’s website to ensure
public access and transparency. Lastly, the Plan will no longer include subtasks, given
that this level of work is often subject to frequent changes. Subtasks are already tracked
internally by their respective project managers and departments; any major changes will
be reported out through future quarterly updates to the City Council.
As noted above, details on the third quarter status report are available in the
Implementation Plan (Attachment A). However, some of the more salient updates are as
follows:
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Public Safety Goal:
In FY 2024-25, the City hired a new Emergency Management Coordinator and Public
Safety Manager, making significant strides towards enhancing the City’s readiness in the
event of an emergency:
• In the arena of emergency prepared ness, Staff is reviewing and updating the
Emergency Operations Plan (EOP) to ensure it aligns with best practices today.
Staff is also enhancing the EOP with Donation/Volunteer and Communication
Annexes through November 2025. Staff will also develop a Peninsula-wide mass
evacuation and care plan in early 2026, potentially in partnership with all Peninsula
cities and major partners.
• The City is also preparing a regional Multi-jurisdictional Hazard Mitigation Plan in
FY2025-26 that would now include all four Peninsula cities (the City currently has
a Multi-jurisdictional Hazard Mitigation Plan with Rolling Hills Estates).
• The City was awarded a State Homeland Security grant to conduct a gap analysis
for emergency readiness, develop an asset list for the region, and establish a draft
mutual aid between the South Bay cities in FY25 -26.
• The City has also launched a new Public Safety Division, engaging in outreach
and education campaigns on e-bike safety and understanding when to call the
Lomita Sheriff’s Station.
• Staff presented a major progress update to the City Council in February 2025 and
attended CHOA, PPSC/RCLC, and various other neighborhood meetings to share
safety updates directly with residents. Furthermore, staff has launched a new
community survey to engage with residents and better understand their top public
safety concerns.
• The City is working with Crown Castle and wireless carriers in an attempt to expand
coverage on the Peninsula. They have made strides to identify 8 suitable locations
for small wireless facilities, with five more under discussions. The City will meet
with the Cellular Telecommunications Industry Association and various carriers to
discuss potential municipal code changes to facilitate and incentivize more
installations. Staff will present a detailed update to City Council in May 2025.
Infrastructure Goal:
• The Portuguese Bend Landslide Remediation Project remains among the highest
priorities in the City. As noted in regular updates to the City Council, the project
continues to move forward. 11 deep dewatering wells (DDWs) have been installed
at the toe of the landslide and winterization of Altamira and Klondike Canyons has
been substantially completed. The City Geologist has declared that movement of
the Klondike Canyon Landslide has stopped, movement of the Portuguese Bend
Landslide ranges from 1" to 4" per week, and movement of the Abalone Cove
Landslide is approximately 4" per week. Per City Council direction, Staff is working
with ACLAD on installation of 8 to 10 dewatering wells in the Abalone Cove
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Landslide using a $1.6 million City loan to ACLAD. Three wells have been installed
as of March 10.
• Staff is developing a detailed assessment of the City's public infrastructure assets,
in order to improve their management, maintenance, and future replacement on a
scheduled basis. Asset management programs for roadways and facilities are
nearly complete (99%), and staff will begin planning next for storm drains and
sanitary sewer infrastructure.
• Lastly, improving traffic flow on Western Avenue is a Project that will optimize traffic
along Western from 25th to PV Drive North, in coordination with Caltrans, Lomita,
and LA. Engineering plans are underway and will be completed by May 2025,
followed by efforts to procure Caltrans permits and interagency agreements.
City Land and Facilities
• A major priority identified in the City’s Legislative Platform is to build out the Civic
Center Project, with a heavy emphasis on prioritizing the emergency services
components that will include an EOC and other emergency-related features. Staff
is currently working to procure a project manager that can guide this effort and
work with consultants to secure funding.
• Staff is also working with Federal Legislators and the Coast Guard to explore the
feasibility of acquiring or entering in a joint use agreement for the Battery Barnes
and Point Vicente Lighthouse properties. Staff has reached out and held
discussions with both parties and will continue pursuing this effort. A site tour and
meeting with the Coast Guard is scheduled for March 18.
• The Recreation and Parks Department is also working towards implementing the
Natural Communities Conservation Plan/Habitat Conservation Plan. However,
Staff is still awaiting the issuance of a State NCCP permit for the past 5 years ,
which has been held up for various reasons, including changing conditions due to
the landslide. Staff and the City Attorney are diligently working with the State to
issue their permit. As such, staff recommends tabling this Project until the State
issues the NCCP permit, which will allow the project to move forward.
• Lastly, the Recreation and Parks Department has been working to adopt the
Updated Trails Network Plan, which updates/consolidates the City's 5 separate
trail planning documents. This will facilitate new trails, user friendly trail maps, and
trail systems to facilitate non-vehicular traffic throughout the City. However, the
landslide has closed many trails and delayed the TNP; staff will move forward with
updates to the unaffected areas and return to the landslide areas after they're
stabilized to address any potential re-routes or modifications. The modified TNP
will be presented for review and adoption by November 2025.
Citizen Involvement and Public Outreach
• The City has completed the goal to implement a Students in Local Government via
the Youth Advisory Committee, which held its first meeting in January 2024 and
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continues to meet monthly (except during summer recess). Staff is now working
with the YAC to implement their goals and programs, which include holding a
mental health awareness TED talk lecture series, expanding outreach and
education on the City’s new e-bike ordinance, a Get out the Vote Campaign to pre-
register 16-17 year olds to vote, and an educational series on local government
and its functions.
Quality of Life
• The Arterial Fences and Walls Master Plan to allow the City to plan for a modern,
uniform appearance along major roads is well underway. Staff is conducting an
inventory of fencing conditions that will be included in the Plan.
• The Western Avenue Streetscape Beautification Plan is now in progress. Finale
engineering plans and cost estimates will be completed by May 2025 and will
include improvements to parkways, bus shelters, street furniture, medians, and
crosswalks.
• The City has successfully launched the Wester Avenue Storefront Improvement
Program, awarding four grants to businesses in the area. The City has opened a
second round of applications through March 28, 2025 and is seeking further
direction on whether to continue this project to next fiscal year. In order to do so,
a budget appropriation will be necessary.
• The Street Signs Improvement Project has been placed on hold, as Public Works
manages competing priorities such as landslide mitigation and road repairs.
FY 2025-26 City Council Goals
This year’s Goals are being utilized as the framework to set goals for FY 2025-26,
including feedback from Planning Commission, advisory committees, and staff. All
feedback is summarized below for the City Council’s consideration for inclusion in the FY
2025-26 City Council Goals.
Civic Center Advisory Committee (CCAC)
The CCAC recommended that the Civic Center Project (under the City Lands Goal)
should include an emphasis on prioritizing and building out the emergency services
components of the Project, given the federal government has issued a four-year deadline
to do so or risk losing the site for those components. It should be noted that on March 7,
2024, the City formally requested a two year extension to the deadline. The City’s request
has not been formally responded to, and staff will update the Council at the workshop if
a response is received by then.
Emergency Preparedness Committee (EPC)
The EPC recommends modifying an existing Public Safety Goal Project to “implement
ways to enhance readiness during an emergency” by prioritizing and incorporating work
that is already underway:
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• Peninsula-wide wildfire mitigation and readiness programs
• Updates to the Joint Use Hazard Mitigation and Emergency Operations Plans
Given the recent Los Angeles Wildfires, staff has been focusing heavily on these efforts,
and the EPC recommends prioritizing them next year.
Finance Advisory Committee (FAC)
FAC recommends the City Council consider establishing standalone goals for two of the
highest priorities in the City:
• Emergency Preparedness (currently a Project under the Public Safety goal)
• Portuguese Bend Landslide Remediation (currently a Project under the Public
Infrastructure Goal)
The FAC believes that by doing so, it would emphasize their importance and ensure
resources are dedicated to them.
Furthermore, the FAC recommends the following for the Quality of Life Goal:
• Adding language to the Streetscape Beautification Master Plan Project indicating
that it is pending and dependent on funding or support from the City of Los
Angeles. That feedback has been added to the Third Quarter report.
• Continuing the Western Avenue Storefront Program next year. This will require
a funding appropriation.
Infrastructure Management Advisory Committee (IMAC)
The IMAC provided the following feedback on existing goals:
• Public Safety Goal: Continue emphasizing the “resident readiness and response
during an emergency” Project.
• Public Safety Goal: Continue the Citywide Small Wireless Facilities Master Plan
Project but modify it to read as Close Gaps in Wireless Coverage. Wireless
coverage is a goal for a private commercial company, not the City. Thus, City
should not prepare a Master Plan but work with the companies to incentive them
to expand coverage which is currently underway as noted in the attached
Implementation Plan (Attachment A).
• Infrastructure Goal: Continue the following Projects: 1) Landslide Stabilization 2)
Detailed Inventory and Maintenance Schedule of City’s Public Infrastructure and
Assets 3) Improve traffic follow on Western Avenue
• City Lands Goal: Continue the Civic Center Project, with an emphasis on building
out the emergency services components.
• City Lands Goal: Remove the Project to update the trails network plan until a future
date when the landslide is controlled and re-opening trails can be considered.
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• Quality of Life Goal: The purpose of the street sign improvements goal should be
clarified and the need should be incorporated into the 5 year CIP.
• Other: Future goals should focus on reducing infrastructure costs given the
landslide-related expenditures.
Planning Commission (PC)
The PC has made several recommendations for consideration. Under the Quality of Life
goal, the PC recommends:
• Continue the Arterial Fences and Walls Master Plan and potentially seeking
contract consulting services to complete it.
• Continue the Western Avenue Storefront Improvement Program
If acceptable by the Council, these recommendations will require funding in FY 2025-26.
The PC also recommends adding the following new Projects:
• Assess implementation of the current 6th Cycle RHNA allocation in consideration
of the City’s designation as a Very High Fire Hazard Severity Zone.
• Consider code amendments to Title 15 of the Rancho Palos Verdes Municipal
Code (RPVMC) related to enhance fire resiliency via selection of building materials
and landscaping to create defensible spaces.
• Consider revisiting the City’s policy closing Abalone Cove Park.
• Consider code amendment proceedings to Title 17 of the RPVMC related to
residential building heights for down-slope lot configurations.
• Engage with State Insurance Agency on systematic approach for credit in City -
wide fire protection measures including wildfire cameras
Traffic Safety Committee (TSC)
The TSC will provide feedback at their May 2025 meeting. Staff will present any major
feedback to City Council on June 3.
Youth Advisory Committee (YAC)
No feedback at this time.
Staff Recommendations
As part of the FY 2025-26 budget process, City Council will receive an update on available
funding for next fiscal year that will help shape and inform next year’s Goals. However,
given the recent investments in landslide mitigation efforts, the City is facing some
financial and staffing limitations that should be considered during this Workshop. As
such, staff recommends identifying only the most critical and urgent Goals and Projects
for inclusion next year. This would not preclude staff from completing other important
initiatives, but they would first and foremost prioritize the ones that are selected for next
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year. To assist with this effort, staff requests Council to consider both the Committee and
Commissions’ feedback above, as well as staff recommendations below:
1. Landslide Mitigation (currently in the Infrastructure Goal): Prioritize efforts to
identify funding and activities to mitigate the landslide. If necessary, establish this
Project as its own Goal, or trim down existing Projects in the Infrastructure Goal to
focus staff and financial resources on the landslide.
2. Emergency Preparedness (currently under the Public Safety Goal): Prioritize efforts
to identify funding and activities to enhance emergency preparedness and home
hardening. This includes prioritizing the Multi-jurisdictional Hazard Mitigation Plan
(includes both of the City’s Geologic Hazard Abatement Districts) that is underway
but not called out specifically in the Goals. If necessary, establish this Project as
its own Goal, or trim down existing Projects in the Public Safety Goal to focus staff
and financial resources on emergency preparedness and home hardening
initiatives and funding opportunities.
3. Western Avenue Storefront Improvement Program: Continue the program and
appropriate funding through the FY 2025-26 budget process. The Council may also
wish to expand this program to fund grants for other commercial centers throughout
the City. This could be implemented as a phased program.
4. Financial Sustainability: It should be noted that the City currently does not have an
overarching Goal or Project focused on fiscal sustainability . Given the City’s
funding needs for the landslide and other major projects, Staff recommends that
the City Council direct staff to research ways to ensure fiscal sustainability in the
future and return on June 3, 2025 with suggested initiatives to generate added
revenue for the City Council’s consideration. If acceptable, this would be achieved
by collaborating with the FAC and other advisory committees.
CONCLUSION:
Staff requests City Council to receive and file third quarter update on the FY 2024 -25
City Council Goals and provide further direction on Goals for FY 2025-26. All feedback
will be incorporated into an updated Implementation Plan for City Council to consider on
June 3, 2025.
ALTERNATIVES:
In addition to Staff recommendations, the following alternative actions are available for
the City Council’s consideration:
1. Do not receive and file the third quarter update and request additional information
and updates from staff.
2. Delay providing feedback on the FY 2025-26 Goals until more information is
received.
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3. Continue the discussion on the FY 2025-26 City Council Goals to a future
meeting.
4. Take other action, as deemed appropriate.
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City of Rancho Palos Verdes
FY 2024-2025 City Council Goals
Implementation Plan Third Quarter Report .
March 17, 2025 .
GOAL 1. Public Safety
Maintain a High Level of Public Safety with Public Engagement
1. Enhance resident readiness and response during an emergency
(Administration Dept.)50%6/2026
- City is reviewing/updating its Emergency Operations Plan (EOP), and developing a Donation/Volunteer
Annex and Communication Annex through November 2025. Staff will test the EOP, its annexes and
attachments during a Summer Tabletop exercise for Emergency Operations Center staff, a Fall 2025
functional exericse, and developing a training and exercise calendar at the end of 2025, after both exercise
are complete.
-Begin development of a Peninsula wide mass evacuation and care plan in early 2026.
- Preparing a regional Hazard Mitigation Plan with all four cities by FY25-26
- Marketed tools such as Alert South Bay, myRPV and emergency prep info via the Emergency Preparedness
Committee, Town Halls and Expos
- Applied for and waiting to receive a State Homeland Security grant to conduct a gap analysis for
emergency readiness, develop an asset list for the region, and establish a draft agreement for mutual aid
between the South Bay cities in FY25-26
- Entered into MOUs with Red Cross and Salvation Army in 1/2025 to establish no-cost emergency shelters
and facilities in RPV.
2. Implement crime reduction and traffic safety engagement strategies
(Administration Dept.)100%Ongoing
- Deployed LASD patrols in targeted areas based on crime data, TSC, and resident requests as needed.
- Replaced aging ALPR cameras citywide to enhance law enforcement efforts
- Developed RPVtv PSAs and other public outreach tools to promote safer behaviors such as e-bike, driver
and pedestrian safety.
- Awarded 50 Public Safety Reimbursement grants to individuals and HOAs since July 1, 2024.
3. Establish and monitor Public Safety Division services in-house
(Administration Dept.)60%6/2025
City launched the Division in December 2024, in coordination with LASD. Recent activities include:
- Implementing education and outreach campaigns like "When to Call LASD" and e-bike safety
- Hired and training Division staff and acquiring necessary equipment to launch operations.
- Presented a quarterly update to Council in 2/2025; attended PPSC/RCLC, CHOA and various other
neighborhood meetings to share updates directly with residents
- Launched a community survey to better understand residents' public safety concerns
- Meet routinely with LASD leadership to stay on top of RPV public safety initiatives
4. Develop citywide Small Wireless Facilities Master Plan (Public Works
Dept.)25%12/2025
- City attempted to work with Crown Castle to develop a Small Wireless Facilities Master Plan and facilitate
new installations, but they declined to commit. Staff is reaching out to the Cellular Telecommunications
Industry Association and wireless carriers to discuss potential municipal code changes that can incentivize
and facilitate more installations and improve coverage in RPV.
- Staff will present a detailed update to City Council in May 2025.
Updates for FY 2024-2025 (Third Quarter)Projects Status Due
Date
A-1
City of Rancho Palos Verdes
FY 2024-2025 City Council Goals
Implementation Plan Third Quarter Report .
March 17, 2025 .
GOAL 2. Public Infrastructure
Maintain and Improve All Public Infrastructure (including transportation systems, parking, utilities, storm drains, and sewers)
1. Complete the Portuguese Bend Landslide Remediation Project plans for
Council review (Public Works Dept.)Ongoing Ongoing
11 deep dewatering wells have been installed at the toe of the landslide and winterization of Altamira and
Klondike Canyons has been substantially completed. The City Geologist has declared that movement of the
Klondike Canyon Landslide has stopped, movement of the Portuguese Bend Landslide ranges from 1" to 4",
and movement of the Abalone Cove Landslide is approximately 4". Per City Council direction, Staff is
working with ACLAD on installation of 8 to 10 dewatering wells in the Abalone Cove Landslide using a $1.6
million City loan to ACLAD. Three wells are in the process of being installed as of March 10.
2. Create a detailed inventory and maintenance schedule of the City’s
public infrastructure and assets (Public Works Dept.)50%6/2026
Staff is developing a detailed assessment of the City's public infrastructure assets, in order to improve their
management, maintenance, and future replacement on a scheduled basis.
- Asset management programs for roadways and facilities are nearly complete (99%). They will consist of an
inventory, condition assessment, priority order maintenance schedule, and cost.
- Staff is beginning to plan next for storm drains, followed by sanitary sewer infrastructure.
3. Improve traffic flow on Western Avenue (Public Works Dept.)25%11/2026
Project is to optimize traffic along Western from 25th to PV Drive North, in coordination with Caltrans,
Lomita, and LA. Engineering plans are underway and will be completed by May 2025, followed by efforts to
procure Caltrans permits and interagency agreements.
4. Secure grants to underground one mile of utility lines within the City’s
open space areas (Administration Dept.)0%TBD
This project has not yet started, due to competing priorities such as the landslide mitigation efforts and road
repairs. Staff recommends removing this project from the Goals; while it would not be the city's
highest priority, staff would continue working towards them as resources are made available.
Updates for FY 2024-2025 (Third Quarter)Status Due
Date
A-2
City of Rancho Palos Verdes
FY 2024-2025 City Council Goals
Implementation Plan Third Quarter Report .
March 17, 2025 .
GOAL 3. City Land and Facilities
Implement the remaining components of the Natural Communities Conservation Plan/Habitat Conservation Plan (NCCP/HCP)
Due
Date
1. Implement remaining components of the Natural Communities
Conservation Plan/Habitat Conservation Plan (NCCP/HCP) (Rec & Parks
Dept.)
25%6/2027
Staff has received federal permits, but is still awaiting the issuance of a State NCCP permit for the past 5
years. Permit has been held up for various reasons, incl. the changing conditions due to the landslide. Staff
and the City Attorney are diligently working with the State to issue their permit. As such, staff recommends
tabling this Project until the State issues the NCCP permit, which will allow the project to move
forward.
2. Adopt the Updated Trails Network Plan (TNP) (Rec & Parks Dept.)30%11/2025
- The TNP updates/consolidates the City's 5 separate trail planning documents. This will facilitate new trails,
user friendly trail maps, and trail systems to facilitate non-vehicular traffic throughout the City.
- The landslide impacting many trails have delayed the TNP; staff will move forward with updates to the
unaffected areas and return to the landslide areas after they're stabilized to address any potential re-routes
or modifications.
- The modified TNP will be presented for public review and adoption by Nov. 2025.
3. Complete Civic Center Project Feasibility, Site Planning and Financing;
Design Development, CEQA Process and Design. (Public Works Dept.)15%FY 2027-
2028
- FEMA approved a revised Civic Center plan that outlines the emergency services components for the
easterly portion of the project site on 5/2024. City has 4 years to build out those components and
submitted a request on 3/10/25 for a six year time extension.
- City is procuring a project management firm and working with grant and legislative consultants to identify
funding to complete the development of the site. The current priority is the Emergency components.
4. Pursue acquisition of Coast Guard properties of Battery Barnes and the
Point Vicente Lighthouse (Administration and Rec & Parks Depts.)20%6/2026
- Staff met with field staff for Representative Lieu and U.S Senators Padilla and Butler on October 21, 2024;
representatives recommended exploring joint use agreements with the USCG (vs. acquisition)
- Staff has reached out to request a meeting with the Commander Pointinger and other USCG personnel to
request a meeting. A site tour is tentatively scheduled for March 18.
- City is exploring the potential of siting the dismantled Wayfarers Chapel on either property.
Projects Status Updates for FY 2024-2025 (Third Quarter)
A-3
City of Rancho Palos Verdes
FY 2024-2025 City Council Goals
Implementation Plan Third Quarter Report .
March 17, 2025 .
GOAL 4. Citizen Involvement and Public Outreach
Engage residents and community partners in assisting the City Council, Committees/Commissions and staff facilitate the decision making process.
1. Implement a Students in Local Government Program (Administration
Dept.)100%10/2025
The YAC held its first meeting in Jan. 2024 with a membership of 13 students. The City filled four scheduled
vacancies in Fall 2025 and reconvened in October 2025 for the FY24-25 school year. Additional details about
their work is below.
2. Implement YAC goals and programs (Administration Dept.)30%06/2025
Since launching, the YAC has held monthly meetings (except during summer recess) and established
subcommittees to work towards various goals including a mental health awareness TED talk lecture series
for youth, e-bike ordinance and safety education with LASD, a Get out the Vote campaign to pre-register 16-
17 years olds to vote, and learning more about local government.
Status Due
Date Updates for FY 2024-2025 (Third Quarter)
A-4
City of Rancho Palos Verdes
FY 2024-2025 City Council Goals
Implementation Plan Third Quarter Report .
March 17, 2025 .
GOAL 5. Quality of Life
Maintain and improve the quality of life for RPV residents.
1. Complete the Arterial Fences and Walls Master Plan and
implementation strategies (Community Dev. Dept.)30%6/2026 Staff is conducting an inventory of fencing conditions to include in a master plan that would allow the City
to plan for a modern uniform appearance along arterial roads.
2. Streetscape Beautification Master Plan (Western Avenue) (Public Works
Dept.)10%TBD
- Finalizing engineered plans and estimates by May 2025 to enhance aesthetics on Western from PV Drive
to Summerland to enhance the City's only commercial corridor (contingent on funding).
- Project impacted by a Caltrans pedestrian and bike improvement project and requires revisions to avoid
conflicts.
- Segment is owned by Caltrans and lies in RPV and City of LA; LA has declined to contribute towards the
improvements.
3. Support local businesses; grow business with high-quality jobs in RPV
(Community Dev. Dept.)100%2/2025
- City Council adopted a revised Housing Element that included a mixed-use overlay district in certain zones
in April 2024.
- City Council has also awarded four Western Ave. Storefront grants to eligible businesses for storefront
improvements on 2/18/25. City is soliciting additional applications for a second round of grants through
3/28/25.
- Staff seeks Council direction on continuing to fund the Storefront Grant Program in FY 25-26 and
where.
4. Street sign improvements (Public Works Dept.)0%TBD This project has not yet started, due to competing priorities such as the landslide mitigation efforts and road
repairs.
Status Due
Date Updates for FY 2024-2025 (Third Quarter)
A-5