CC SR 20260223 01 - City Council Goals Second Quarter Update
CITY COUNCIL MEETING DATE: 02/23/2026
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consider the Fiscal Year (FY) 2025-26 City Council Goals third quarter status update and
set City Council Goals for Fiscal Year 2026-27
RECOMMENDED COUNCIL ACTION:
1) Receive and file a third quarter status update for the FY 2025-26 City Council
Goals;
2) Consider and identify potential FY 2026-27 City Council Goals, inclusive of
Committee/Commission and staff recommendations; and
3) Direct staff to return on June 2, 2026 with a draft of the FY 2026-27 City Council
Goals for final consideration.
FISCAL IMPACT: There is no direct fiscal impact associated with this goal setting
workshop. However, setting the draft list of City Council Goals for FY 2026-27 this evening
will allow staff to begin budgeting, as needed, for the City Council’s consideration at the
next two budget workshops to determine whether funding is available to support the final
list of City Council Goals to be considered at the June 2, 2026 meeting.
Amount Budgeted: N/A
Additional Appropriation: N/A
Account Number(s): N/A
ORIGINATED BY: Irantzu Pujadas, Administrative Analyst IP
REVIEWED BY: Catherine Jun, Deputy City Manager CJ
APPROVED BY: Ara Mihranian, AICP, City Manager
ATTACHED SUPPORTING DOCUMENTS:
1) FY2025-26 City Council Goals - Implementation Plan (Page A-1)
2) FY2025-26 City Council Goals - GANTT Chart (Page B-1)
BACKGROUND:
Tonight’s workshop is the first in a series of workshops to discuss and develop the City’s
FY 2026-27 Operating Budget. During this first workshop, Staff will present a status
update on the current year’s City Council Goals and seek direction on the following year’s
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goals. This direction from the City Council will help inform the FY-2026-27 Operating
Budget as it is developed over the next several months, and a final draft of the FY 2026-
27 goals with Council’s input will be presented on June 2, 2026 for consideration.
DISCUSSION:
FY 2025-26 Goals –Status Report
This year’s City Council Goals are comprised of five overarching Goals:
Goal 1: Public Safety
Goal 2: Public Infrastructure
Goal 3: City Land and Facilities
Goal 4: Citizen Involvement and Public Outreach
Goal 5: Quality of Life
These Goals are comprised of 15 Projects (and 46 tasks) that the City Council has
prioritized over the fiscal year. Of these 15 projects, 8 are “In Progress” without
challenges, 3 “Need Attention” due to circumstantial issues that have not yet become
barriers, and 4 are “At Risk” due to major issues (i.e., insufficient funding or reliance on
third-parties) that are expected to delay project completion.
Status Updates
8 In Progress
3 Needs Attention
4 At Risk
0 Completed
Detailed status updates on each Goal, Project, and Task are available in the
Implementation Plan (Attachment A) and GANTT chart (Attachment B). Furthermore,
some of the more salient updates are as follows:
Goal 1: Public Safety
1-1 Emergency Preparedness and Response – In Progress, 75% complete
• Staff has hosted various events to enhance emergency preparedness in the City:
Home Hardening expo in September 2025, Great Shake out Drill in October 2025,
and Emergency Operations Center Functional Exercise for staff in November 2025.
Staff is preparing for Equine Readiness and Wildfire Readiness Events in May 2026.
• The City updated its Emergency Operations Plan in December 2025 and has
developed a draft, Multi-Jurisdictional Hazard Mitigation Plan with all four Peninsula
cities, which is scheduled for adoption at the March 17, 2026 meeting.
• Special projects are also underway, one of which includes an AM radio station to
communicate with residents during emergencies and when wireless connectivity is
down; projected completion date is May 2026.
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• The City received over $600K in grants for various emergency preparedness
projects, including the Multi-Jurisdictional Hazard Mitigation Plan, a regional
Memorandum of Understanding (MOU) for mutual aid during emergencies, and a
Peninsula-wide Mass Care and Evacuation Plan.
• Staff successfully increased MyRPV subscriptions by its target goal of 20% or 450
new users this year, and the task is now considered complete.
1-2 Crime Reduction and Traffic Safety – Needs Attention, 75% complete
• Staff continue to coordinate with the Los Angeles Sheriff Department (LASD)
Detective Bureau and Patrol Unit to deploy over 425 hours or $14,500 in overtime
patrols for crime suppression and traffic enforcement efforts in targeted
neighborhoods. Based on recent discussions, LASD anticipates an increasing
number of deputies able to take on overtime assignments, estimating the use of
$65,000 out of the City’s $70,000 overtime budget by end of fiscal year.
• From year to date, the City awarded $6,000 in public safety reimbursement funds to
HOAs/neighborhoods and $300 to individual residents to install and maintain
advanced and home security cameras, respectively.
• City expanded its public safety outreach with focused, educational media on tax
awareness and fraud prevention, lithium battery and home fire prevention and
holiday crime prevention and safety videos.
• Public Safety also worked with LASD and the Youth Advisory Committee (YAC) to
prepare e-bike safety videos and host a Peninsula-wide e-bike safety training for
youth across the Peninsula.
1-3 Public Safety Division (Division) – In Progress, 70% complete
• The Division continues to engage in public outreach, community meetings, and
interagency coordination with LASD to enhance safety services in the City.
• Campaigns include “When to Call the Sheriff”, “See Something, Say Something,”
and “9pm Routine.”
• Public Safety Division Staff presented quarterly updates to City Council and
attended monthly HOA meetings, Neighborhood Watch meetings, and Citywide
events to provide crime data and prevention information.
• Staff continue to review the Municipal Code to identify potential amendments to
further support LASD in their enforcement efforts, regarding towing, soliciting,
vending, and facility signage.
• The Division is developing a field training manual for its Public Safety Liaisons and
will provide intensive training through Summer 2026, so that they may begin
receiving dispatched calls from LASD for non-emergency calls for service.
1-4. Small Wireless Facilities Master Plan – At Risk, 30% complete
• Third party wireless carriers continue to be unwilling to participate in the
development of a Master Plan and are selecting sites based on what they consider
proprietary criteria.
• However, Staff and wireless carriers continue to work toward code amendments to
facilitate increased wireless installations while still meeting the needs of the City.
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Recommendations were considered by the City Council at its February 17, 2026
meeting with potential ordinance amendments to be considered in March/April 2026.
• Staff, in coordination with Crown Castle, identified suitable locations for all 12 SWF.
Applications have been submitted for nine sites, and the City continues to follow up
for updates.
• Verizon will also install 6 new SWF sites. Verizon submitted applications for 2, which
staff are expediting. Applications for the remaining 4 are expected in March 2026.
Goal 2: Public Infrastructure
2-1. Portuguese Bend Landslide - At Risk, ongoing
• Continuing to operate and maintain the deep dewatering wells, including monitoring
and re-drilling sheared wells. Winterization has been completed in January 2026.
Rescoping has been complete and engineering and environmental clearance work
has started. The completion date has been revised based on the new scope.
• Additionally, the City has submitted a grant application to the FEMA Hazard
Mitigation Grant Program to secure construction funding for the revised scope of
work and received indication that previously awarded FEMA BRIC funds for design
are continuing.
2-2. Detailed Inventory of the City’s Infrastructure – At Risk, 50% complete
• The City awarded a professional service agreement to validate inventory and
perform a conditions assessment of the City’s storm sewer system in December
2025. Staff anticipate completing the condition assessment by June 2026.
• Emergency repairs to Abalone Cove Sanitary Sewer System have been prioritized
in response to land movement. After land movement is slowed to a manageable
level, a full system assessment of Abalone Cove and other sewers will be prepared,
along with an updated Due Date.
• The City has submitted Congressional earmark requests through Rep. Lieu’s Office
to cover costs to conduct an assessment study of the existing Abalone Cove
Sanitation Sewer System.
2-3. Western Avenue Traffic Flow Improvements - In Progress, 30% complete
• Caltrans permit applications were submitted in July 2025 and final approval was
received in September 2025. Staff are now working on interagency agreements with
Caltrans and City of Los Angeles given that Western Ave. spans across their
jurisdictions as well as Rancho Palos Verdes.
• Staff estimates advertising for construction bids in February 2026 and beginning
construction by Q4 of FY25-26
Goal 3: City Land and Facilities
3-1. Updated Trails Network Plan (TNP) – In Progress, 30% complete
• Draft was previously 90% complete. However, land movement impacted trails and
resulted in closures throughout the landslide area. Staff will continue to update the
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draft for unaffected trails and return to landslide -impacted trails after access is
restored in the future.
3-2. Emergency components of the Civic Center Master Plan – At Risk, 15%
complete
• Staff and the City’s legislative advocates are actively working with General Services
Administration (GSA) and Federal legislators to appeal and lift the federal deed
restrictions entirely of the parcel that will be the site of a new Emergency Operations
Center (EOC) and other emergency components of the Master Plan. City submitted
a letter to GSA with this request in Spring 2025 but have not received a response.
• Additionally, Staff is also exploring potential funding opportunities for EOC design
and construction and will seek Congressional and state grant earmarks in 2026.
• City staff have also been identified to oversee the EOC project; once the tasks above
are achieved, staff will release an RFP for a consultant to prepare designs.
3-3. Acquisition of Battery Barnes and Point Vicente Lighthouse- Needs Attention,
30% complete
• Lobbyist is currently working with the Federal government to explore the possibility
of divesting these two federal properties through the National Defense Authorization
Act (NDAA) and on an expedited basis.
• The City continues to work with Wayfarers Chapel regarding the possibility of
relocating to the Battery Barnes site, if able to acquire the site.
• In May 2025, Staff and federal lobbyist reached out to Rep. Lieu to request support
on the acquisition efforts and possibly relocation of the Wayfarers Chapel. In January
2026, Rep. Lieu provided written testimony arguing for a bill to transfer Battery
Barnes to the City to provide a place to rebuild Wayfarers Chapel. Since then,
Transportation and Infrastructure Committee have approved draft bill language.
• This project needs attention since it is highly contingent on the Federal government
agreeing to divest these properties and remains a high priority.
• If Battery Barnes parcel is able to be acquired by the City, an update to the Civic
Center Campus Master Plan would be needed to include the approximately
additional 4 acres and the proposed improvements including the possible relocation
of Wayfarers Chapel and ancillary structures.
Goal 4: Citizen Involvement and Public Outreach
4-1. Implement YAC Goals and Programs – In Progress, 50% complete
• The YAC is working towards goals that include a TED Talk on mental health lecture
series for youth in Palos Verdes. The due date for this task depends on whether the
proposal is accepted and when TED Talk wishes to host the event. The
subcommittee is also considering a general teen event that offers mental health
resources.
• YAC successfully completed an e-bike safety social media PSA published in the
City’s social media channels. Members are currently working with RPVtv to create
PSAs on mental and emotional health for teens.
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• Additionally, Committee members are also working with the Recreation and Parks
Department to volunteer at the 2026 Whale of a Day event and will collaborate with
RPVtv to create PSAs that explain the role of each Committee or Commission in the
City.
• The Committee is also planning a youth festival, tentatively scheduled for Summer
2026 and exploring other event ideas such as a clothing drive. The Accessibility and
Inclusion Subcommittee will be coordinating with the REACH program to host a
volunteering event for participants.
Goal 5: Quality of Life
5-1. Arterial Fences and Walls Master Plan and Implementation Strategies – In
Progress, 35% complete
• Staff continue to update the City’s inventory of walls and fences along arterial
roadways. A draft is expected to be ready for public input by November 2026.
• Next steps include public outreach, presenting these recommendations to the
Planning Commission Subcommittee for their input and City Council consideration
and approval by early 2027.
5-2. Western Avenue Streetscape Beautification Master Plan – Needs Attention,
15% complete
• Engineered plans are complete but Staff will delay construction until funding is
secured. Furthermore, construction budget is unavailable at this time; as such,
obtaining a Caltrans permit for construction will be delayed until funding is identified.
Staff are currently searching for possible grants to fund the project.
5-3. Support and Grow Local Business in RPV – In Progress, 75% complete
• Community Development Staff continue to engage with the Los Angeles County
Economic Development Corporation (LAEDC) to explore effective strategies to
support local businesses. CDD Staff plan to attend the 88 Cities Summit hosted by
the LAEDC in the fall of 2026. Additionally, staff have participated in the South Bay
Cities Council of Governments (SBCCOG) Economic Development Directors
Roundtable.
• Round 3 of grant applications for the Western Avenue Storefront Program were due
in October. Staff are currently reviewing applications for eligibility and hope to
recommend awards of grants in March 2026. To increase participation, City Staff
spoke at the Chamber of Commerce and canvassed Western Avenue businesses
in late September 2025 to advertise the program. Preparations to advertise for
Round 4 are planned for March 2026. Staff is considering expanding the program to
all commercial districts.
5-4. Enhance Fiscal Sustainability to Support City Operations and Capital Projects
– In Progress, 75% complete
• City Staff continue to research and implement strategies to strengthen fiscal
sustainability. With the formation of the Fiscal Sustainability Council Subcommittee
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to oversee these efforts, the City has adopted a Master Fee Schedule with an annual
3% Consumer Price Index (CPI), Landscaping and Lighting Maintenance District
Assessment, and implemented a Community Needs Survey (with results pending at
this time). These strategies are estimated to generate revenues of approximately
$600,000 in Year 1.
•The City also hired a consultant to conduct a preliminary Developer Impact Fee
Study by Spring 2026. For the FY 2026-27 Staff recommend increasing public
outreach to inform the public about the current fiscal state of the City.
Recommended City Council Goals for FY 2026-27
This year’s City Council Goals are being utilized as the framework for FY 2026-27 Goals,
along with recommendations from Planning Commission, advisory committees, and staff.
All recommendations are summarized below for the City Council’s consideration for
inclusion in the FY 2026-27 City Council Goals.
1.Civic Center Advisory Committee (CCAC)
a.Continue Task 2-2 (Prepare a Conceptual Plan for the EOC) and add that the
CCAC assist with providing input on the development and design of the EOC.
b.Continue Task 3-3 (Pursue Acquisition of Battery Barnes), including the potential
rebuilding of the Wayfarers Chapel and related facilities on the site.
c.Add a task to update the Civic Center Campus Master Plan if the City is able to
acquire the Battery Barnes Bunker Parcel.
2.Emergency Preparedness Committee (EPC)
a.Continue Task 1-1 (Emergency Preparedness Efforts) with an emphasis on
enhancing community awareness on general disaster readiness and mitigation,
along with hazard specific educational campaigns for all hazards the City is at risk
of experiencing. Public education campaigns should highlight what to expect
during different emergencies, supplies and plans to prepare in advance, ways to
prevent and reduce hazard risk, and the considerations needed to make informed
decisions on when and how to evacuate and shelter in place.
3.Finance Advisory Committee (FAC)
a.Add an education and outreach component to the Fiscal Sustainability project to
improve general public understanding of the City’s fiscal condition.
b.Continue to research revenue enhancement ideas, such as a potential Transient
Occupancy Tax increase.
c.Move up Fiscal Sustainability in priority listing under Goal 5 (Quality of Life), given
its relevance to all City Goals.
d.Add a risk assessment review to major capital projects to denote the most critical
items that need to be prioritized for funding first.
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4. Planning Commission (PC)
a. Continue Task 5.1 (Arterial Fences and Walls Master Plan & Implementation
Strategies) to next year.
b. Continue Task 5.3 (Support and Grow Local Businesses in RPV).
5. Infrastructure Management Advisory Committee (IMAC)
a. Remove Task 5.2 (Western Avenue Streetscape Beautification Master Plan ) until
funding is secured and the project can proceed. If this goal is not removed, the
Committee recommends revising the Goal to include the task, “Final engineering
and construction” to display all phases of this project, from start to finish.
6. Traffic Safety Commission (TSC)
The TSC did not recommend any goals/changes for FY 2026-27.
7. Youth Advisory Committee (YAC)
The YAC did not recommend any goals/changes for FY 2026-27.
8. Staff Recommendations
In general, Staff recommend removing any completed projects and tasks, and also
carrying over all Goals, Projects, and Subtasks that are still in progress, with the
following recommended exceptions or modifications:
Under Goal 1: Public Safety
a. Remove Task 1-1-1 (Increase registrations for Alert SouthBay and MyRPV), given
this is a routine part of the Division’s public outreach and engagement efforts.
Replace with “Prepare Annexes to the Emergency Operations Plan ” which will
prepare the City to respond to specific emergency scenarios and needs ranging
from earthquake response to volunteer/donation management.
b. Update Task 1-1-3 (Develop Emergency Evacuation Plans) to add a new subtask
to develop a Peninsula-Wide Mass Care and Evacuation Plan.
c. Remove Goal 1-1-4 (Identify Funding for Emergency Preparedness Efforts) given
that grant applications are a routine part of City operations. Replace with the new
goal to “Conduct Routine Citywide and Regional Emergency Preparedness
Training” to ensure Staff and residents are knowledgeable about handling an
unexpected disaster.
d. Expand Goal 1-3-2 (Coordinate Town Hall Meetings with the Community) to
include establishing quarterly meetings to educate residents on crime prevention
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strategies; regular engagement with the business community to strengthen
communication, collaboration, and public safety education.
e. Modify Goal 1-4 (Develop and Implement Small Wireless Facilities Master Plan),
given that third party wireless carriers have indicated they are unwilling to
participate in the development of a Master Plan and continue to select sites based
on proprietary criteria. As such, broaden the goal to incorporate other strategies to
enhance wireless coverage and title it “Expand Wireless Coverage Citywide”.
Under Goal 2: Public Infrastructure
a. Replace Goal 2-2-2 (Create Asset Management Program for Abalone Cove Sewer
System), given that the City is prioritizing emergency repairs due to the landslide ,
with a Traffic Signal Asset Management Program. Staff will reintroduce a Sewer
System Asset Management Program, once land movement stabilizes.
Under Goal 5: Quality of Life
a. Expand Goal 5-3 (Support and Grow Local Businesses) by adding a task to
increase the City’s engagement with the South Bay Cities Council of Governments
(SBCCOG) economic roundtable groups to explore and implement effective
strategies to support local business.
CONCLUSION:
Staff request the City Council to receive and file the third quarter update of the FY 2025-
26 City Council Goals and provide further direction on Goals for FY 2026-27. All feedback
will be incorporated into a draft FY 2026-27 City Council Goals document for City
Council’s consideration on June 2, 2026.
ALTERNATIVES:
In addition to Staff’s 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 2026-27 Goals until more information is received.
3) Continue the discussion on the FY 2026-27 City Council Goals Update to a future
meeting and provide staff with direction.
4) Take other action as deemed appropriate.
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City Council Goals
FY 2025-2026 Implementation Plan
GOAL 1. Public Safety
Maintain a High Level of Public Safety with Public Engagement
emergency (Administration Dept.)75%6/2026
High Level Overview:
- Staff continues to work on various emergency preparedness efforts through document updates, training, exercises, educational events,
and special projects such as an AM radio station to ensure the public recieves emergency information before, during, and after a disaster
occurs.
- Staff also received over $600K in grants to support the efforts above that will enhance disaster resilience.
None.
1-1. Increase registrations for Alert SouthBay and MyRPV
by 50%, as of July 1, 2024 100%6/2026
- Increased MyRPV subscriptions by 20% (450 new users) and Alert South Bay by 2% (1,000 new users regionally) in 2025.
- Staff continues to work with Peninsula cities to develop uniform messaging about Alert South Bay and Know Your Zone, which is shared
by the EPC during City events, on social media, newsletters, and other platforms.
- Goal is to increase MyRPV subscriptions annually by 20% through clear, direct, and/or creative outreach and marketing.
None.
1-2. Implement Emergency Preparedness efforts in
coordination with the Peninsula cities.80%5/2026
Events:
- Home Hardening Expo (9/2025) sharing ways to make homes more wildfire resistant; Great Shake Out Drill (10/2025), Prepared
Peninsula Expo (10/2025), and EOC Functional Exercise (11/2025)
- Planning for the Peninsula Wide Equine Readiness Event and an RPV Wildfire Readiness Event in May 2026.
Plans:
- Updated the City's Emergency Operations Plan in 12/2025. Developing a Muti-Jursidictional Hazard Mitigation Plan with all the
Peninsula cities, utilizing a $250K Hazard Mitigation Grant received by the cities. The Plan will be complete in Spring 2026.
- Received a $187K SHSGP grant to develop a PVP Mass Care and Evacuation Plan in 2027.
Projects:
- Emergency Preparedness Committee (EPC) and Youth Advisory Committee developing Home Hardening Model contest.
- EPC/Staff developing an emergency AM radio station and expansion of the Know Your Zone Outreach Campaign.
None.
1-3. Engage an experienced vendor to develop
emergency evacuation plans with staff and public safety
agencies
50%4/2027 Peninsula cities will also explore the expansion of the Infrastructure Interdependency White Paper into a regional utility outage response
plan to parallel this Plan's development.
None.
1-4. Identify funding opportunities to enhance
preparedness efforts, incl. home hardening.100%Ongoing
- Received a $250K grant for the Multi-Jurisdictional Hazard Mitigation Plan
- Received a $135K SHSGP federal grant to conduct a gap analysis for Area G cities and develop a draft MOU to enhance mutual aid and
coordination during emergencies.
- Approved for a $187k SHSGP grant to develop the PVP Mass Care and Evacuation Plan.
- Applied for a $240K Cal Fire grant to prepare the PVP Mass Care/Evac Plan, but was not awarded. To enhance competitiveness, the City
applied to be added to the Fire Risk Reduction Community List in 12/2025. If approved, the City will be added to this in July 2026.
None.
Projects Status
Feb. 2026
Due
Date Major Updates from FY 25-26 Quarter 2 Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 1 of 9 A-1
City Council Goals
FY 2025-2026 Implementation Plan
1-5. Consider amending the Municipal Code to enhance
fire resiliency via resident selection of building materials
and landscaping to create defensible spaces
100%3/2026
- Staff reviewed ways to enhance the municipal code for fire resiliency, examining defensible space and building codes. At this time, staff
does not recommend any changes as it complies with the current California Wildfire Urban Interface Code and California Residential
Class A fire rated roofs, mesh under homes and in attics, and tempered glass windows.
- City staff will continue reviewing new state codes as they are provided and updating the City's municipal code accordingly.
None.
2. Implement crime reduction and traffic safety
engagement strategies (Administration Dept.)75%Ongoing
High Level Overview:
- Manage LASD overtime patrols for crime suppression and traffic enforcement; implement the Public Safety Reimbursement Program;
engage in public safety education and outreach campaigns.
- Since July 2025, LASD has used approx. 425 hours in supplemental overtime for both traffic enforcement and crime suppression.
The City's ability to deploy overtime patrols is
dependent on availaiblity of deputies. Given
the ongoing shortage of LASD deputies,
overtime is not always guaranteed.
2-1. Manage overtime patrols by LASD for crime
suppression and traffic enforcement 75%Ongoing
- Continue to work closely with the Traffic Safety Committee, PPSC, LASD, and residents to identify high-impact traffic zones and deploy
patrols; LASD deployed intensive patrols in June/July 2025 along PVDE to enforce speeding laws along the Switchbacks.
- Since July 2025, LASD has used approx. $17,500 in supplemental overtime (out of a $70K budget) for traffic enforcement and crime
suppression. LASD estimates it will increase overtime in the 2nd half of the year and spend $65K by end of year.
- Detective Bureau and Patrol Units are concentrating efforts on areas affected by residential burglaries, incl. deployment of marked and
experiencing increased criminal activity, while the Public Safety Division are also conducting proactive patrols and engaging the
community in crime prevention education
See above.
2-2. Implement Public Safety Reimbursement Program 75%Ongoing - Increased annual reimbursements for HOA/neighborhood Flock camera fees from $2,000 to $2,500 in FY25-26. In FY 25-26, City
awarded a record number of reimbursements with a year-to-date total of $6,000 for neighborhoods and $300 for individuals.
2-3. Engage in Public Safety-related messaging and
outreach campaigns 75%Ongoing
- Staff continues to create educational campaigns committed to safeguarding and educating our residents:
- Developed and delivered resident focused educational content on tax awareness and fraud prevention and holiday safety.
- In recognition of Emergency Preparedness Month, the City prepared social media videos, important resources, and safety reminders on
lithium battery safety and home fires to help residents stay safe and resilient during an emergency.
- The City emphasized the importance of safe driving on PVDE (Switchbacks). These areas present unique challenges and urged drives to
use extra caution, reduce speeds, and remain attentive to road conditions
- City is working with the YAC to prepare e-bike safety PSAs and coordinated a Peninsula-wide safety training with LASD.
3. Establish and monitor Public Safety Division
services in-house (Administration Dept.)70%06/30/26
High Level Overview:
- Implement a Public Safety outreach; coordinate community meetings to inform residents about the new Division, develop various Public
Safety programs with LA Sheriff's Dept., and recruit/train Public Safety staff.
3-1. Implement a Public Safety education and outreach
campaign 75%06/30/26
- Implemented a "When to Call Sheriff's Dept" campaign; implementing a "See Something Say Something" and "9pm Routine campaign;
working closely with the LASD and Youth Advisory Committee to develop an e-bike safety campaign.
- Review and amend updates to City Municipal Codes to further support LASD in their enforcement efforts with towing, soliciting, vending,
and facility signange.
3-2. Coordinate townhall meetings with the community
on the Division (HOAs, neighborhood watch, businesses,
etc.)
75%6/30/2026 - Presented a quarterly Division update to Council (2/2025, 7/2025, and 11/2025), attended CHOA and various other HOA meetings, and
identifying other events to provide community outreach. 4 meetings in Q1, 6 meetings in Q2, 8 in Q3, and 6 in Q4
3-3. Recruit and train Public Safety staff 50%04/30/26 - Hired 3 Public Safety Liaisons (2 new hires in February 2026), one Field Training Officer; and recruiting for a Sr. Analyst.
- Currently developing a field training plan with training commenced in Summer 2025 and continuing through Spring 2026.
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 2 of 9 A-2
City Council Goals
FY 2025-2026 Implementation Plan
4. Develop and implement Small Wireless Facilities
Master Plan (Public Works Dept. and Community
Development Dept.)
30%6/2026
High Level Overview:
- Currently, City is working to modify the RPVMC to incentivize the installation of add'l facilities, following receipt of suggested
amendments from wireless carriers.
- City is also working with Crown Castle to facilitate the installation of 12 legacy Small Wireless Facilities (SWF).
- City also working with Verizon to facilitate the installation of 6 new SWF facilities.
- 3rd-party wireless carriers continue to be
unwilling to participate in a Master Plan. They
are selecting SWF sites based on proprietary
criteria. Thus, Staff recommends revising the
title of this Goal to be "Enhance Wireless
Coverage Citywide".
- Carriers indicated that RPV facilities may not
be their highest priority, creating challenges to
expanding coverage.
4-1. Approve 12 legacy small wireless facilities proposed
by 3rd party installer 25%6/2026
- Staff and wireless installer, Crown Castle, identified suitable locations for all 12 SWFs.
- Crown Castle was expected to submit applications for 3 SWFs by May 2025, but the City is still awaiting those applications and continue
to follow up for updates. The timeline for the remaining applications are to be determined by Crown Castle.
4-2. Complete master plan for add'l installations 0%TBD - 3rd-party wireless carriers continue to be unwilling to participate in development of a Master Plan. They are selecting sites for SWF
based on what they consider proprietary criteria.See above.
4-3. Work with wireless carriers to install additional
facilities and minimize coverage gaps 25%12/30/26 - Currently working with Verizon on 6 new SWF sites. Verizon submitted application for 2 of those sites, which Staff are expediting.
Applications for the 4 other sites are expected in March 2026.
4-4. Amend the Municipal Code to incentivize and
facilitate the installation of additional wireless facilities by
third party carriers
75%06/30/26 - Staff has prepared draft Code amendments, which are with the carriers for their review and feedback.
- Draft amendments are expected to be considered by the City Council in March 2026.
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 3 of 9 A-3
City Council Goals
FY 2025-2026 Implementation Plan
GOAL 2. Public Infrastructure
Maintain and Improve All Public Infrastructure (including transportation systems, parking, utilities, storm drains, and sewers)
1. Complete the 2025-26 Portuguese Bend Landslide
Activities (Public Works Dept.):
a) Continue Emergency Stabilization Efforts
b) Pursue Long-Term Mitigation
Ongoing TBD
High Level Overview:
- Operation and maintainance of the existing deep dewatering wells continues; 2025-26 winterization work is completed.
- Long term mitigation project has been re-scoped, and final engineering and environmental clearance is in progress.
- Grant funding applications with the revised scope have been submitted.
Long-term work is heavily reliant on receiving
outside funding for long-term mitigation
construction, which staff is actively pursuing.
1-1. Operate and maintain dewatering wells and
implement 2025-26 winterization 100%2/2026 - Operations and maintenance of existing deep dewatering wells is ongoing, including monitoring and re-drilling sheared wells.
- Winterization substantially completed in January 2026.
60%12/2026 - Rescoping complete. Engineering and environmental clearance work started. Completion date revised based on new scope.
1-3. Identify and apply Secure outside funding to
construct mitigation project 20%TBD - City received indication that the FEMA BRIC funds for design are continuing.
- City has submitted a grant application to the FEMA Hazard Mitigation Grant Program to fund construction for the new scope.
1-4. Bid, award, and complete construction 0%TBD TBD, depending on securing grant funding for construction.See above.
2. Create and maintain a detailed inventory and
maintenance schedule of the City’s public
infrastructure and assets (Public Works Dept.)
50%6/2026
High Level Overview:
- Create and maintain a detailed inventory and maintenance schedule of the City's public infrastructure and assets. In prior years, the City
completed Roadways and Facilities inventories and schedules.
- Staff is actively working on performing a conditions assessment for the City's storm drain system (Task 2-1).
Task 2-2 for Sanitary Sewer is at risk, due to
diverting staff resources to emergency
response and maintenance of the Abalone
Cove Sewer System landslide-related damage.
2-1. Complete an asset management program for storm
drain infrastructure 25%06/2026 - City awarded a professional service agreement to validate inventory and perform a condition assessment of the City's storm sewer
system in December 2025. Staff anticipates completing the condition assessment by June 2026.
2-2. Complete an asset management program for
sanitary sewer infrastructure 0%TBD
- Staff has prioritized emergency repairs to Abalone Cove Sanitary Sewer System in response to land movement. Given the ongoing
changes, this item is currently At Risk. After land movement is slowed to a manageable level, a full system assessment of Abalone Cove
and other sewers will be prepared, along with an updated Due Date.
Staff has applied for Congressional earmarks
with Rep. Lieu's Office for a sewer study.
3. Complete the Western Avenue Traffic Flow
Improvements Project (CIP Project No. 8809) (Public
Works Dept.)
30%6/2027
High Level Overview:
- Completed final engineered plans for traffic flow improvements in June 2025.
- Obtained Caltrans permits in September 2025 and currently working on interagency agreements with Caltrans.
- Construction is anticipated to begin Spring 2026.
3-1. Obtain Caltrans permit and interagency agreements
as needed 80%12/2025 - Staff submitted Caltrans permit applications in July 2025 and received final approval in September 2025.
- Staff is now working on interagency agreements with Caltrans.
construction 0%6/2027 - Staff estimates advertising for construction bids in February 2026 and beginning construction by Q4 of FY25-26.
Status
Feb. 2026
Due
Date Major Updates from FY 25-26 Quarter 2 Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 4 of 9 A-4
City Council Goals
FY 2025-2026 Implementation Plan
GOAL 3. City Land and Facilities
Implement the remaining components of the Natural Communities Conservation Plan/Habitat Conservation Plan (NCCP/HCP)
1. Adopt the Updated Trails Network Plan (TNP) (Rec
& Parks Dept.)30%11/2026
High Level Overview:
- Staff is updating the City's 5 separate trail planning documents into one with updated trails, user friendly maps, and other features. This
work will involve completing corresponding GIS layers, following by extensive community outreach prior to seeking City Council approval.
- Due to extensive staff involvement in the
Wildlife Corridor Project (mostly completed
9/2025) and the reopening of 3.5 miles of trails
12/2025, the TNP timeline was delayed from
1/2026 to 11/2026.
- Given the completion of the 2 projects, the
TNP remains a priority for 2026.
1-1. Complete TNP draft and corresponding GIS layers 75%6/2026 draft for unaffected trails and return to landslide-impacted trails after access is restored in the future.
public workshops 0%7/2026 - This task is contingent upon completing preceding tasks.
1-3. Conduct two public workshops 0%9/2026 - This task is contingent upon completing preceding tasks.
1-4. Planning Commission approval 0%10/2026 - This task is contingent upon completing preceding tasks.
1-5. City Council approval 0%11/2026 - This task is contingent upon completing preceding tasks.
2. Complete the Emergency Components including
an Emergency Operations Center (Phase 0 - Pre-
Planning) (Public Works and Community Development
Depts.)
15%TBD
High Level Overview:
the federal deed restrictions on the EOC site to construct within a 4 year timeframe, as well as securing outside funding for design and
construction.
- Given these hurdles, staff has re-scoped the Tasks below to focus on these pre-Planning tasks, while removing existing Planning Tasks
such as the CEQA review and design competitions. These will return in future years.
- Project is highly contingent on the Federal
government's willingness to lift deed
restrictions and securing funds to begin
planning and construction.
2-1. Seek lifting of federal deed restrictions and secure
time extension to construct on the EOC site.25%TBD
- On 8/19/24, GSA indicated that the City has approx. 4 years to build out the emergency zone. This info was presented to Council on
10/15/24. Staff and the City's legislative advocates sent a letter to GSA in Spring 2025, requesting a time extenion or to lift the restrictions
entirely but have yet to receive a response.
See above
2-2. Seek funding opportunities to fund development 25%Ongoing - Staff is exploring potential funding opportunities with the City's grant firm and legislative advocates to seek federal and state grants and
earmarks in 2026.See above
2-3. Prepare a conceptual plan for the EOC 5%TBD - Identified City staff to oversee the EOC project. Once the tasks above are achieved, staff will release an RFP for a consultant to prepare
designs.
Due
Date Status
Feb. 2026 Major Updates from FY 25-26 Quarter 2 Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 5 of 9 A-5
City Council Goals
FY 2025-2026 Implementation Plan
3. Pursue acquisition of Coast Guard properties of
Battery Barnes and the Point Vicente Lighthouse
(Administration and Rec & Parks Depts.)
30%TBD
High Level Overview:
- City and City's lobbyist have been actively reaching out to the US Coast Guard (which owns both properties), the General Services
Administration (GSA), and all Federal legislators to explore the possibility of acquiring both properties through the National Defense
Authorization Act (NDAA). Several site tours and meetings have been conducted; conversations will continue.
- In FY25-26, the Project will focus on acquisition. If and when acquired, future fiscal years will focus on the next Phase that includes
planning and construction.
- Highly contingent on the Federal
government agreeing to divest these
properties. It is not considered "At Risk" since
there has been no indication the Federal gov't
is unwilling to discuss.
- Due Date is "TBD" since it is reliant on the
Federal gov'ts prioritization of this effort.
to explore possibility of acquisition of one or both
properties
25%TBD
- Reached out to the US Coast Guard in Winter 2024. Lobbyist is currently working with Federal government to explore divestiture
through the NDAA and on an expedited basis.
- Continue to work with Wayfarers Chapel regarding the possibility of relocating to the Battery Barnes site.
See above
3-2. Conduct outreach campaign to elected officials to
garner support for acquisition effort 30%TBD
- Staff and federal lobbysit reached out to Senators Padilla and Schiff and State Senator Ben Allen. The Mayor met with Schiff and Lieu to
discuss the NDAA and divestiture process of Battery Barnes
- In May 2025, Staff and federal lobbyist reached out to Rep. Lieu to request support on the acquisition efforts and possibily relocation of
the Wayfarers Chapel. In Jan 2026, Rep. Lieu provided written testimony arguing for a bill to transfer Battery Barnes to the City to provide
a place to rebuild Wayfarers Chapel. Since then, Transportation and Infrastructure Committee have approved draft bill language.
See above
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 6 of 9 A-6
City Council Goals
FY 2025-2026 Implementation Plan
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 YAC goals and programs (Administration
Dept.)50%06/2026
High Level Overview:
- YAC is working towards goals including a mental health event for youth, volunteering at Whale of a Day, participating in conferences
(SBCCOG General Assembly), and engaging in legislative advocacy for bills that will benefit the City and are also supported by Council.
None.
1-1. Mental health event 25%TBD
- A subcommittee prepared a proposal for a TED Talk mental health lecture series for youth in Palos Verdes. The exact due date for this
task will depend on whether the proposal is accepted and when TED wishes to host the event. The subcommittee is also considering a
general teen event (with mental health resources).
1-2. Participate in City events and promotions 75%04/2026
- YAC successfully completed an e-bike safety social media PSA published in the City's social media channels. Members are currently
working with RPVtv to create PSAs on mental and emotional health for teens.
- YAC will coordinate with the Recreation and Parks Department to volunteer at the 2026 Whale of a Day event at Point Vicente.
- Members will also work with RPVtv on PSAs that explain the role of each Committee or Commission in the City.
1-4. Organize youth volunteer events 50%06/2026
- Members are currently exploring ideas such as a clothing drive to benefit youth in the South Bay who may not have ready access. This
item is still in the research and discussion phase.
- Members are also planning a Youth Festival tentatively scheduled for Summer 2026.
- The Accessibility and Inclusion Subcommittee will be coordinating with the REACH program to host an event for participants.
Status
Feb. 2026
Due
Date Major Updates from FY 25-26 Quarter 2 Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 7 of 9 A-7
City Council Goals
FY 2025-2026 Implementation Plan
GOAL 5. Quality of Life
Maintain and improve the quality of life for RPV residents.
1. Arterial Fences and Walls Master Plan and
Implementation Strategies (Community Dev. Dept.)35%2/2027
High Level Overview:
designs and materials moving forward. A draft is expected to be ready for public input by November 2026.
- Next steps may include presenting these recommendations to a Planning Commission subcommittee for their input and City Council
consideration by early 2027.
No risks at this time. However, project has
been slightly delayed from June to November
2026, due to other priorities taking precedence.
1-1. Prepare draft plan.20%11/2026 - A draft inventory of walls and fences along arterial roadways is expected to be ready by November 2026.
1-2. Public outreach to interested parties and HOAs.10%2/2027 - Thus far, Staff has met with HOA representatives and will continue to engage with additional residents and groups from November 2026-
February 2027, after a draft plan with recommendations is prepared.
1-3. Obtain City Council approval and begin
implementation 0%2/2027 - After public outreach, Staff will present all materials to a Planning Commission Subcommittee for additional input. Afterwards, the Plan
will go to City Council for approval in Feb. 2027. Implementation is estimated to begin in FY 26-27.
2. Western Avenue Streetscape Beautification Master
Plan (Pre-Construction Phase) (Public Works Dept.)15%TBD
High Level Overview:
- Staff completed engineered plans in Aug. 2025 and was planning to apply for a Caltrans permit. However, Staff will delay that until
construction funding is secured.
- Funding is not available due to more urgent, higher priority projects. Staff are actively searching for grant funding opportunities.
- Given these challenges, Staff re-scoped the Tasks to focus on Pre-Construction this year, while removing Construction Tasks such as
procuring a construction contractor and completing improvements to parkways, bus shelters, street furniure, medians and crosswalks.
These will return when funding is identified.
Receiving a permit is contingent on Caltrans.
Furthermore, construction budget is
unavailable at this time. Staff is working to
identify and apply for outside funding.
beautification 100%8/2025 - Engineered plans are at 100% completion.
2-2. Obtain Caltrans permit.50%TBD
2-3. Secure funding for construction in future years 0%TBD - Staff is actively searching for grants to support Construction. If funding is secured, a contractor will be procured.See above.
3. Support and grow local businesses in RPV
(Community Dev. Dept.)75%6/2026
High Level Overview:
- City Council approved $50K budget to continue the Western Ave. Storefront Program in FY 25-26. In Q1, staff initiated Round No. 3 and
is processing applications. Staff will also prepare to advertise Round No. 4 in Q3.
- Comm. Dev. staff also continues to engage with the LA County Economic Development Corp. (LAEDC) to explore different strategies to
support local businesses.
None.
3-1. Engage with LA County Economic Development
Corporation on economic development strategies and
tools.
Ongoing Ongoing
- Staff will continue to attend LAEDC meetings to identify potential strategies that may be effective in RPV.
- Staff plans to request budget to attend the 88 Cities Summit hosted by the LAEDC in Fall 2026, in order to collaborate and share ideas to
create a more resilient regional economy.
- Staff has participated in the South Bay Cities Council of Governments (SBCCOG) Economic Development Directors Roundtable
Status
Feb. 2026
Due
Date Major Updates from FY 25-26 Quarter 2 Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 8 of 9 A-8
City Council Goals
FY 2025-2026 Implementation Plan
3-2. Western Avenue Storefront Program 75%6/2026
- In FY24-25, the City opened 2 rounds of applications and awarded 4 grants totaling $53K. Round 3 of grant applications were due in
October; staff is currently reviewing applications for eligibility and hope to recommend award of grants in March 2026.
- To increase participation, staff spoke with the Chamber of Commerce and also canvassed Western Ave. businesses in late September
2025 to advertise this program.
- Staff is preparing to advertise for Round No. 4 in March 2026.
4. Enhance Fiscal Sustainability to support City
operations and capital infrastructure investments
(Finance Dept.)
75%Ongoing
High Level Overview:
- Staff has been researching and implementing strategies to strengthen fiscal sustainability: formed a Fiscal Sustainability Council
Subcommittee to oversee these efforts, adopted a Master Fee Schedule with an annual 3% CPI, Landscaping and Lighting Maintenance
District Assessment, and implemented a Community Needs Survey.
- Strategies are estimated to generate revenues of approximately $600,000 in Year 1.
- Hired a consultant and preparing to conduct a preliminary Developer Impact Fee study by Spring 2026.
None
4-1. Conduct research on various tools and strategies to
strengthen the City's fiscal stability 100%12/2025
- Researched revenue ideas for Finance Advisory Committee and Council's discussion during the 4/17/25 budget workshop.
- Formed Fiscal Sustainability Subcommittee to discuss revenue generating opportunities on an ongoing basis.
- Staff will continue to present findings from their research to the FAC, including from the Community Needs Survey which was issued in
February 2026; results are pending. See below.
4-2. Implement any approved tools and strategies.75%6/2026
- Adopted Master Fee Schedule on 6/3/25, re-establishing 3% CPI for all fees and increasing revenue by $130K annually.
- Adopted Landscaping and Lighting Maintenance District (LLMD) Assessment on 7/15/25, increasing revenue by $300K annually to help
cover operating costs.
-Reinstated busines license tax and ended assistance program, generating approximately $165,000.
Survey launched in Feb. 2026.
- Contracted with a consultant to conduct a Developer Impact Fee study and provide recommendations by Spring 2026.
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 9 of 9 A-9
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:February 23, 2026
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Assigned To Start End # of Days Status % Complete
Public Safety - Maintain a High Level of Public Safety with Public Engagement
1 Administration 7/1/25 6/30/26 261 In progress 75%
1-1 Increase registrations for Alert SouthBay and MyRPV by 50%, as of July 1, 2025 Administration 7/1/25 6/30/26 261 Completed 100%
1-2 Implement Emergency Preparedness efforts in coordination with the Peninsula cities.Administration 7/1/25 5/30/26 239 In progress 80%
1-3 Engage an experienced vendor to develop emergency evacuation plans with staff and public safety agencies Administration 3/1/25 4/30/27 565 In progress 50%
1-4 Identify funding opportunities to enhance preparedness efforts, incl. home hardening.Administration 7/1/25 6/30/26 261 Completed 100%
1-5 Consider amending the Municipal Code to enhance fire resiliency via selection of building materials and landscaping to create defensible spaces Administration 7/1/25 3/30/26 195 Completed 100%
2 Administration 7/1/25 6/30/26 261 Needs Attn 75%
2-1 Manage overtime patrols by LASD for crime enforcement and traffic suppression Administration 7/1/25 6/30/26 261 In progress 75%
2-2 Implement public safety reimbursement program Administration 7/1/25 6/30/26 261 In progress 75%
2-3 Engage in Public Safety-related messaging and outreach campaigns Administration 7/1/25 6/30/26 261 In progress 75%
3 Administration 12/1/24 6/30/26 412 In progress 70%
Implement Public Safety education and outreach campaign Administration 7/1/25 6/30/26 261 In progress 75%
Coordinate townhall meetings with the community on the Division (HOAs, neighborhood watch, businesses, etc.)Administration 7/1/25 6/30/26 261 In progress 75%
Recruit and train Public Safety staff Administration 1/31/25 4/30/26 325 In progress 50%
4 Public Works 4/30/24 6/30/26 566 At risk 25%
4-1 Approve permits for 12 legacy small wireless facilities by 3rd party installer Public Works 12/31/20 6/30/26 1,434 In progress 25%
4-2 Complete master plan for add'l installations Public Works 4/30/24 TBD N/A At risk 0%
4-3 Work with wireless carriers to install additional facilities and minimize coverage gaps Public Works 4/30/24 12/30/26 697 In progress 25%
4-4 Amend the Municipal Code to incentivize and facilitate the installation of additional wireless facilities by third party carriers Public Works 7/1/24 6/30/26 522 In progress 75%
Comments:Project 4 - 3rd-party wireless carriers continue to be unwilling to participate in a Master Plan. They are selecting SWF sites based on proprietary criteria. Thus, Staff recommends revising the title of this Goal to
be "Enhance Wireless Coverage Citywide". Carriers indicated that RPV facilities may not be their highest priority, creating challenges to expanding coverage.
CITY COUNCIL GOAL
Jul Aug Sep
Tasks
Jan Feb Mar Apr May JunSepOctNov Dec
2025 2025
FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
20252025 2025
PROJECT: Enhance resident readiness and response during an emergency
FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
2026 2026 2026 20262026 2026
Jul Aug
THIRD QUARTER FY 2025-26
2026 2026 20262025
PROJECT: Establish and monitor Public Safety Division services in-house
PROJECT: Implement crime reduction and traffic safety engagement strategies
PROJECT: Develop Citywide Small Wireless Facilities Master Plan
2-1
2-2
2-3
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 1 - Public Safety 1 of 1
B-1
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:February 23, 2026
Week Starting 6/
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Assigned To Start End # of Days Status % Complete
CITY COUNCIL GOAL Maintain and Improve all Public Infrastructure (including transportation systems, paring, utilities, storm drains, and sewers)
1 Public Works 7/1/25 TBD n/a At risk Ongoing
1-1 Operate and maintain dewatering wells and implement 2025-26 winterization Public Works 7/1/25 2/28/26 174 Completed 100%
1-2 Public Works 7/1/25 12/30/26 392 In progress 60%
1-3 Public Works 7/1/25 TBD n/a At ris 20%
1-4 Bid, award, and complete construction of long term mitigation project Public Works 7/1/25 TBD n/a At ris 0%
2 Public Works 7/1/25 6/30/26 261 At risk 50%
2-1 Complete an asset management program for storm drain infrastructure Public Works 7/1/25 6/30/26 261 In progress 25%
2-2 Complete an asset management program for sanitary sewer infrastructure Public Works 7/1/25 TBD n/a At ris 0%
3 Public Works 1/1/25 6/30/27 651 In progress 30%
3-1 Obtain Caltrans permit and interagency agreements as needed Public Works 9/30/22 12/31/25 849 In progress 80%
3-2 Procure construction contractor and complete construction Public Works 5/1/23 6/30/27 1,088 In progress 0%
Comments:Project 1 - At risk. Long-term work is heavily reliant on receiving outside funding for long-term mitigation construction, which staff is actively pursuing.
Project 2 - Task 2-2 for Sanitary Sewer is at risk, due to diverting staff resources to emergency response and maintenance of the Abalone Cove Sewer System landslide-related damage.
Jul Aug Sep
Tasks
Jan Feb Mar Apr May JunSepOctNov Dec
THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
2026 2026 2026 20262026 2026 2026 2026 20262025 2025
Jul Aug
Re-scope, engineer, and environmentally clear modified project
Identify and apply for outside funding to construct mitigation project
PROJECT: Complete the Western Avenue Traffic Flow Improvements Project (CIP Project No. 8809)
FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
20252025 2025 2025
PROJECT: Complete the 2025-26 Portuguese Bend Landslide Activities (Stabilization and Long Term Mitigation)
PROJECT: Create and maintain a detailed inventory and maintenance schedule of public infrastructure and assets
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 2 - Public Infrastructure 1 of 1
B-2
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:February 23, 2026
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Assigned To Start End # of Days Status % Complete
CITY COUNCIL GOAL City Land & Facilities
1 Recreation and Parks 7/1/25 11/30/26 370 In progress 30%
1-1 Complete draft document and corresponding GIS layers Recreation and Parks 7/1/25 6/30/26 261 In progress 75%
1-2 Release the draft plan for public review Recreation and Parks 2/1/26 7/31/26 130 Not started 0%
1-3 Conduct 2 public workshops Recreation and Parks 3/1/26 9/30/26 153 Not started 0%
1-4 Planning Commission approval Recreation and Parks 5/1/26 10/31/26 131 Not started 0%
1-5 City Council approval Recreation and Parks 5/21/26 11/30/26 138 Not started 0%
2 Public Works/CDD 7/28/22 TBD n/a At risk 15%
2-1 Seek lifting of federal deed restrictions and secure time extension to construct on the EOC site. Administration 7/28/22 TBD n/a At ris 25%
2-2 Seek funding opportunities to fund development Public Works 8/16/23 TBD n/a At ris 25%
2-3 Prepare a conceptual plan for the EOC Public Works 12/19/23 TBD n/a At ris 5%
4 Administration 2/23/23 TBD n/a Needs Attn 30%
4-1 Continue outreach to U.S. Coast Guard and other Stakeholders to explore possiblity of acquisition of either or both properties Administration 2/23/23 TBD n/a Needs Attn 25%
4-2 Conduct outreach campaign to elected officials to garner support for acquistion effort Administration 2/23/23 TBD n/a Needs Attn 30%
PROJECT: Adopt the Updated Trails Network Plan (TNP)
Jul Aug
2026 2026 20262025 2026 2026
Sep
Tasks
Jan Feb Mar Apr May JunNov Dec
FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26 THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
PROJECT : Complete the Emergency Components including an Emergency Operations Center (Phase 0 - Pre-Planning)
Project 1 - Due to extensive staff involvement in the Wildlife Corridor Project (mostly completed 9/2025) and the reopening of 3.5 miles of trails 12/2025, the TNP timeline was delayed from 1/2026 to 11/2026. Given the completion of the 2 projects, the TNP has
become a priority for 2026.
Project 2 - This Project is "At Risk" as it is highly contingent on the Federal government's willingness to provide - at a minimum - a time extension as well as securing several million dollars to begin planning and construction. Staff is seeking assistance from our
federal representatives. Due Date is "TBD" since it is reliant on the Federal gov'ts prioritization of this effort.
Project 3 - This Project "Needs Attention," because it is contingent on the Federal government agreeing to divest these properties. It is not considered "At Risk" since there has been no indication the Federal gov't is unwilling to discuss divestiture. Due Date is "TBD"
since it is reliant on the Federal gov'ts prioritization of this effort.
PROJECT: Pursue acquisition of Coast Guard properties of Battery Barnes and the Point Vicente Lighthouse
2025 2025 2025 2025 2025 2026 2026 2026 2026
Jul Aug Sep Oct
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 3 - City Lands and Facilities 1 of 1
B-3
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:February 23, 2026
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CITY COUNCIL GOA Citizen Involvement & Public Outreach - Engage residents and community partners in assisting the City Council, City Committees/Commissions, and City Staff facilitate the decision-making process.
1 7/1/25 6/30/26 261 In progress 50%
1-1 Mental health event Administration 7/1/25 TBD N/A In progress 25%
1-2 Participate in City events and promotions Administration 7/1/25 4/30/26 218 In progress 75%
1-3 Organize youth volunteer events Administration 7/1/25 6/30/26 261 In progress 50%
PROJECT: Implement YAC goals and programs
2025 2026 2026
Jul Aug
2026 2026 2026
JunNov Dec
Tasks
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FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26 THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
2025 2025 2025 2025 2025 2026 2026 2026 2026
Jul Aug Sep Oct SepMay
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 4 - Public Outreach and Engagement 1 of 1
B-4
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:February 23, 2026
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Assigned To Start End # of Days Status % Complete
CITY COUNCIL GOAL Quality of Life - Maintain and improve the quality of life for RPV residents
1 4/1/23 2/28/27 1,020 In progress 35%
1-1 Preparation of draft plan and materials Community Development 4/1/23 11/30/26 956 In progress 20%
1-2 Public outreach to interested parties & local homeowners associations Community Development 10/30/24 2/28/27 608 In progress 10%
1-3 Receive Council approval Community Development 5/30/26 2/28/27 195 Not started 0%
2 7/1/22 6/30/28 Needs Attn 15%
2-1 Complete engineered plans for Western Ave. beautification Public Works 7/1/22 8/30/25 826 Completed 100%
2-2 Obtain Caltrans permit. Procure construction contractor Public Works 1/1/25 TBD N/A Needs Attn 50%
2-3 Secure funding for construction in future years Public Works 1/1/26 TBD N/A Not started 0%
3 7/1/25 6/30/26 261 In progress 75%
Engage with Los Angeles County Economic Development Corporation (LAEDC) on economic development Community Development 7/1/25 Ongoing N/A In progress Ongoing
Western Avenue Storefront Program Community Development 7/1/25 6/30/26 261 In progress 75%
4 7/1/25 6/30/26 261 In progress 75%
4-1 Conduct research on various tools and strategies to strengthen the City's fiscal stability Finance 7/1/25 6/30/26 261 Completed 100%
4-2 Implement any approved tools and strategies.Finance 7/1/25 6/30/26 261 In progress 75%
Comments:
3-1
PROJECT: Enhance Fiscal Sustainability to support City operations and capital infrastructure investments
Project 2 - Project "needs attention" since receiving a permit is wholly contingent on Caltrans. Furthermore, construction budget is unavailable at this time. Staff is working to identify and apply for outside funding.
PROJECT: Arterial Fences and Walls Master Plan and Implementation Strategies
PROJECT: Streetscape Beautification Master Plan (Western Avenue)
PROJECT: Support local businesses and grow business with high-quality jobs in RPV
3-2
2025 2025
FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
20252025 2025 2025
THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
2026 2026 2026 20262026 2026 2026 2026 2026
Jul Aug Sep
Tasks
Jan Feb Mar Apr May JunSepOctNov DecJulAug
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 5 - Quality of LIfe 1 of 1
B-5