CC SR 20260616 06 - City Council Goals
CITY COUNCIL MEETING DATE: 06/16/2026
AGENDA REPORT AGENDA HEADING: Regular Business
AGENDA TITLE:
Consider the Fiscal Year 2025-26 City Council Goals fourth quarter status update and
approve the Fiscal Year 2026-27 City Council Goals.
RECOMMENDED COUNCIL ACTION:
1) Receive and file the Fiscal Year (FY) 2026-27 City Council Goals fourth quarter
status update; and
2) Approve the FY 2026-27 City Council Goals considered during the February 23,
2026 Goals Workshop with recommended modifications by Staff, Planning
Commission, and various advisory committees.
FISCAL IMPACT: None
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:
A. City Council Goals FY 2025-26 (4th Quarter) Implementation Plan (Page A-1)
B. City Council Goals GANTT Chart (Page B-1)
C. City Council Goals proposed FY 2026-27 Goals (Page C-1)
BACKGROUND:
On February 23, 2026, the City Council held the first in a series of workshops to aid in the
development of the FY 2026-27 Budget. At the workshop, the City Council received a
third quarter status report on the FY 2025-26 City Council Goals and a presentation on
the proposed FY 2026-27 City Council Goals inclusive of Staff, Planning Commission,
and advisory board recommendations. A discussion ensued regarding the proposed FY
2026-27 Goals, which primarily included carrying over a majority of the ongoing goals
from the current fiscal year to FY 2026-27. This evening, Staff is presenting the fourth
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and final quarterly update of the FY 2025 -26 City Council Goals and is seeking City
Council approval of the FY 2026-27 City Council Goals, inclusive of all recommendations.
DISCUSSION:
FY 2025-26 Goals – Fourth Quarter Status Report
This year’s City Council Goals are comprised of five overarching goals:
1. Public Safety
2. Public Infrastructure
3. City Land and Facilities
4. Citizen Involvement and Public Outreach
5. Quality of Life
The goals are comprised of 15 major Projects (and subtasks) that the City Council has
prioritized and directed Staff to focus the City’s resources on over the fiscal year. Of these
15 projects, 3 are completed, 6 are “In Progress” without any issues, 1 “Needs Attention”,
due to circumstantial issues that have not yet become barriers, and 5 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
6 In Progress
1 Needs Attention
5 At Risk
3 Completed
Additional status updates on each Goal are available below, with greater details available
in the FY 2025-26 City Council Goals Implementation Plan (Attachment A) and GANTT
Chart (Attachment B).
Goal 1: Public Safety
1-1 Emergency Preparedness – In Progress, 80% complete
• Staff continue to work on various emergency preparedness efforts. Some major
tasks achieved includes establishing an emergency AM radio station with the
installation of related equipment and partnering with the Peninsula cities on a
Multi-Jurisdictional Hazard Mitigation Plan.
• Staff have also conducted various public events, including the Equine Readiness
Event and Evacuation Drill, as well as a Wildfire Readiness Event.
• Staff will focus next on developing a Peninsula-wide Mass Care and Evaluation
Plan, an Earthquake Annex to the Emergency Operations Plan, and other
regional emergency preparedness projects funded through state and federal
grants.
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1-2 Crime Reduction and Traffic Safety – 100% complete (ongoing annually)
• Staff continue to manage supplemental LASD overtime patrols for targeted traffic
enforcement. Ongoing efforts include coordination with LASD, the Traffic Safety
Committee, the PPSC, and residents to identify priority enforcement areas, as well
as focused patrol operations in neighborhoods impacted by residential burglaries.
• Staff also administers reimbursement for HOA and neighborhood Flock camera
fees. In FY 2025-26, the City awarded a record number of reimbursements with a
year-to-date total of $6,000 to neighborhoods/HOAs and $500 for individuals.
• Public education and outreach efforts remain focused on c rime prevention, traffic
and e-bike safety, emergency preparedness, fraud awareness, and seasonal safety
campaigns.
1-3 Public Safety Division (Division) - In Progress, 75% complete
• Staff continue to expand objectives of the Public Safety Division through community
outreach, public safety education, staff recruitment and training, and coordination
with LASD.
• Efforts include implementation of targeted public safety awareness campaigns,
Municipal Code updates that support law enforcement initiatives and installation of
vehicle safety signs at trailheads throughout the City.
• The Division maintains an active community engagement program through quarterly
updates to the City Council, participation in Council of Homeowners Association
(CHOA) and Homeowner Association (HOA) meetings and development of recurring
quarterly town halls focused on crime prevention education and community
engagement.
• Additionally, Staff also continues to build Division capacity through implementation
of a field training program and recruitment efforts. Since the Division formation, the
City has hired three Public Safety Liaisons, including two new hires in February
2026, one Field Training Officer, and Senior Analyst in April 2026.
• The Division will now work towards completing all training for the Public Safety
Liaisons with the goal of making them dispatchable to non-emergency calls for
service by Summer 2026.
1-4 Small Wireless Facilities Master Plan or Enhanced Wireless Coverage - At
Risk, 30% complete
• Staff continued efforts to expand wireless coverage citywide through coordination
with wireless carriers and infrastructure providers. These efforts include working with
Crown Castle on the installation of legacy Small Wireless Facilities (SWFs) and
coordinating with Verizon on the deployment of new SWF sites, including review of
recently submitted applications. Pursuant to City Council direction, the subtask was
updated from “Development of a Small Wireless Facilities Master Plan” to
“Expanding Wireless Coverage Citywide”. Additionally, consistent with City Council
direction, Staff is pursuing a plan that provides the right balance of vertical
infrastructure and including opportunities for community input.
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• Staff also prepared draft amendments to the City’s Municipal Code intended to
incentivize the installation of additional wireless facilities. The proposed
amendments were presented to the Planning Commission o n April 14, 2026 and to
the City Council on May 5, 2026. The City Council did not approve the
recommendations at this time but may revisit them with modifications based on
Council’s feedback prior to the end of the year.
Goal 2: Public Infrastructure
2-1 Portuguese Bend Landslide - At Risk, ongoing
• FY 2025-26 winterization efforts are completed, and staff continue to operate and
maintain the existing deep dewatering wells, including monitoring and re-drilling
sheared wells.
• The mitigation project has been re-scoped; Staff continue engineering and
environmental clearance work and continue to pursue federal funding opportunities
including FEMA BRIC funds for design and FEMA Hazard Mitigation Grants to fund
construction for new scope.
• Advancement of the long-term mitigation project remains highly dependent on
securing grant funding for implementation.
2-2 Detailed Inventory of the City’s Infrastructure - At Risk, 45% complete
• The implementation of the City’s infrastructure asset management program
continues through condition assessments of critical public infrastructure , including
the storm drain and sewer systems.
• The field condition assessment of the City sewer system is substantially complete.
Some of the major tasks include developing a prioritization approach, identifying
repairs and maintenance strategies and preparing costs estimates.
• Due to ongoing land movement impacts, the sewer system asset management
program has been placed on hold until land movement stabilizes. Staff proposes to
replace this item with an asset management program for Traffic Signals in FY 2026-
27.
2-3 Western Avenue Traffic Flow Improvements - In Progress, 30% complete
• Final engineered plans for the traffic flow improvements project were completed in
June 2025, and Caltrans permits were obtained in September 2025. Staff are
currently working to finalize interagency agreements with Caltrans in preparation for
construction.
• Due to staff turnover, the construction schedule has been revised and is anticipated
to begin in Fall 2026 and be completed by June 2027.
Goal 3: City Land and Facilities
3-1 Updated Trails Network Plan (TNP) - In Progress, 30% complete
• The City’s 5 separate trail planning documents are being updated into one with
updated trails, user friendly maps, and other features. This effort includes the
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development of corresponding GIS layers and will be followed by extensive
community outreach prior to consideration by the City Council in November 2026.
• The draft TNP is 90% complete; however, significant land movement affected
several trail segments and resulted in trail closures to be addressed in the final TNP.
Staff continue to update the draft for unaffected trails and will return to landslide-
impacted trails after access is restored in the future.
3-2 Emergency Components of Civic Center Master Plan - At Risk, 15% complete
• This project remains highly dependent on the Federal government’s willingness to
lift deed restrictions and secure funds to begin planning and construction. Staff
continue discussions with the General Services Administration (GSA), FEMA, and
National Park Service (NPS) regarding the proposed timeline.
• Additionally, Staff have submitted federal earmarks for 2026 for construction of an
Emergency Operations Center (EOC) and is awaiting their decision. Staff also
continue to explore potential other funding opportunities with the City’s grant writing
firm.
• The City has also assigned this project to a Public Works staff, who will begin to
oversee the EOC project after the deed question and funding for design are
identified.
3-3 Acquisition of Battery Barnes and Point Vicente Lighthouse - Needs Attention,
50% complete
• City and City’s federal lobbyist have been actively communicating with the U.S.
Coast Guard, GSA, and all Federal legislators to explore the possibility of acquiring
both properties through the National Defense Authorization Act (NDAA).
• Staff are also engaging with Wayfarers Chapel regarding the potential relocation of
chapel to the Battery Barnes site and continue to consult with the Palos Verdes
Peninsula Land Conservancy. In addition, Staff is having ongoing discussions with
U.S. Fish and Wildlife and other agencies regarding fuel modification, potential
impacts of the proposed development on the adjacent Alta Vicente Rese rve, the
NCCP, mitigation measures, and other considerations.
• 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 (TIC) have approved draft bill
language.
Goal 4: Citizen Involvement and Public Outreach
4-1 Implement Youth Advisory Committee (YAC) Goals and Programs – In
Progress, 75% complete
• The YAC continues to work towards goals that include volunteering at Whale of a
Day, participating in conferences and engaging in legislative advocacy for bills that
will benefit the City and are also supported by Council.
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• YAC members are planning a Youth Festival tentatively scheduled for March 2027.
The Festival will feature speakers on youth mental health, a craft fair, and music to
bring Peninsula youth together.
• YAC are also coordinating with City departments and committees to develop
volunteer opportunities, including events such as Whale of a Day, and the REACH
program, while continuing to collaborate with RPVtv and the City’s Public Information
Officer to develop social media content aimed at promoting the YAC and increasi ng
engagement with younger audiences.
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 to recommend uniform fencing and wall designs and materials moving
forward.
• Next steps include presenting these recommendations to a Planning Commission
subcommittee for input and City Council for consideration by July 2027.
5-2 Western Avenue Streetscape Beautification Master Plan – At Risk, 15%
complete
• Staff completed engineered plans in August 2025 and was planning to apply for a
Caltrans permit. However, at this time, funding is not available due to more urgent,
higher priority projects such as responding to land movement. Staff are actively
searching for grants.
• Given these challenges, Staff will be asking to remove this task from the future Goals
list until funding is identified and construction can proceed.
5-3 Support and grow local businesses in RPV- 100% complete (ongoing annually)
• Community Development Staff continue to engage with the L.A. County Economic
Development Corporation (LAEDC) to explore different strategies to support local
businesses. Community Development Staff will be attending the 88 Cities Summit
hosted by the LAEDC in fall 2026.
• Staff completed a review of the submitted grant applications for round 3 of the
Western Storefront Program for eligibility, however, none of the applications met the
program eligibility requirements. Accordingly, no awards were recommended.
Round 4 received two applications, with awards anticipated to be issued in August
2026.
5-4 Enhance Fiscal Sustainability to support City operations and Capital Projects
– 100% complete
• Staff implemented several measures to improve financial stability. Between FY
2025-26 and proposed FY 2026-27, Staff estimates these efforts resulted in
approximately $11.3 million in additional fund balances including: $600,000 in
additional annual revenues, $5.2 million in grant funding, $3.7 million lower in capital
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expenditures from reassessing budgets and reducing costs; and $1.8 million lower
in General Fund operating expenditures.
• Staff also implemented major tools including an updated Master Fee Schedul e and
hired a consultant to conduct a Developer Impact Fee study this summer.
Recommended City Council Goals for FY 2026-27
FY 2025-26 City Council Goals are being utilized as the framework for FY 2026-27 Goals,
along with recommendations from Planning Commission , advisory committees, and staff
– which were considered by the City Council during the February 2026 City Council Goals
Workshop. All recommendations have been incorporated into the FY 2026-27
Implementation Plan (Attachment C) and are also summarized below:
1. Civic Center Advisory Committee (CCAC)
a. Continue Task 2-2 (Prepare a Conceptual Plan for the EOC) and add that the
CCAC will 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 from the Coast Guard
2. Emergency Preparedness Committee (EPC)
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 she lter in place.
3. Finance Advisory Committee (FAC)
a. Consider moving up Fiscal Sustainability in priority listing.
b. Consider adding a risk assessment review for major capital projects.
c. Consider including education and outreach efforts to improve understanding
of Fiscal Sustainability.
d. Consider revenue enhancement, such as a potential TOT increase.
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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 IMAC 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 or changes for FY 2026-27.
7. Youth Advisory Committee
The YAC did not recommend any goals or changes for the FY 2026 -27.
8. Staff Recommendations
In general, Staff recommended 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 City’s 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. Updated 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 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.
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d. Expand Goal 1-3-2 (Coordinate Town Hall Meetings) to include establish
quarterly meetings to educate residents on crime prevention 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.
b. As part of the City’s fiscal sustainability efforts and to reduce overall
expenditures, discontinue the Western Ave. Storefront Improvement Program
in FY 2026-27. The City opened two rounds of applications in FY 2025-26 and
received only 2 potentially eligible applicants. Due to the limited interest, Staff
recommend discontinuing the Program at this time and revisiting it in FY 2027-
28 if there is renewed interest from Western Ave. businesses.
CONCLUSION:
Staff requests the City Council to receive and file the fourth quarter update of the FY
2025-26 City Council Goals and consider approving the FY 2026-27 City Council Goals.
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 fourth quarter update and request additional information
and updates from Staff.
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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.)80%6/2027
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 receives 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.
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.
1-2. Implement Emergency Preparedness efforts in
coordination with the Peninsula cities.100%5/2026
Events:
- Home Hardening Expo (9/2025); Great Shake Out Drill (10/2025), Prepared Peninsula Expo (10/2025), EOC Functional Exercise (11/2025);
Peninsula Wide Equine Readiness Event and an RPV Wildfire Readiness Event (5/2026)
Plans:
- Updated the City's Emergency Operations Plan in 12/2025. Developed a Muti-Jursidictional Hazard Mitigation Plan with all the Peninsula
cities, utilizing a $250K Hazard Mitigation Grant in May 2026
Projects:
- Emergency Preparedness Committee (EPC) and Youth Advisory Committee developing Home Hardening Model contest.
- EPC/Staff installed an emergency AM radio station (May 2026)
1-3. Engage an experienced vendor to develop
emergency evacuation plans with staff and public safety
agencies
50%4/2027 - In 1/2026, City approved for $187K State Homeland Security Grant to prepare a Peninsula-wide Mass Care and Evacuation Plan. Staff
will begin plan development in FY 26-27.
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 was notified it has been added to the Fire Risk Reduction Community List on May 2026. If
approved, the City will be officially added July 2026.
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.
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
2. Implement crime reduction and traffic safety
engagement strategies (Administration Dept.)100%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 upwards of $65K of its $70K budget in supplemental overtime for both traffic enforcement and crime
suppression, despite shortages in LASD deputies.
2-1. Manage overtime patrols by LASD for crime
suppression and traffic enforcement 100%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.
- LASD has used approximately $65K of a $70K overtime budget to conduct supplemental enforcement measures
- Detective Bureau and Patrol Units are concentrating efforts on areas affected by residential burglaries, incl. deployment of marked and
unmarked patrol vehicles, identifying and monitoring suspicious vehicles in the vicinity. Line deputies are actively patrolling
neighborhoods 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 100%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 $500 for individuals.
2-3. Engage in Public Safety-related messaging and
outreach campaigns 100%Ongoing
- Delivered resident focused educational content on tax awareness and fraud prevention and holiday safety and summer 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.
- Emphasized the importance of safe driving on PVDE (Switchbacks). These areas present unique challenges and urged drivers 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.)75%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 100%6/2026
- 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.
- Installed vehicle safety signage at trail heads throughout the City
on the Division (HOAs, neighborhood watch, businesses,
etc.)
100%6/2026 - 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 70%4/2026
- Hired all Public Safety Liaisons, one Field Training Officer, and one Sr. Analyst as of April 2026.
- Finalized a field training plan and will complete all LASD-related and other training by Summer 2026. Liaisons will be dispatchable to
non-emergency calls for service by July 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:
- 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.
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.
- Starting FY 26-27, City will remove this task and focus on facilitating installations by the carriers.
See above.
4-3. Work with wireless carriers to install additional
facilities and minimize coverage gaps 35%12/2026 - Currently working with Verizon on 6 new SWF sites. Verizon's applications for 2 of those sites have been expedited and approved;
applications for 3 other sites have been submitted and are under review.
facilitate the installation of additional wireless facilities by 100%5/2026 - Staff presented draft Code amendments to the Planning Commission on April 14, 2026 and subsequently City Council on May 5, 2026.
The City Council evaluated the amendments but decided not to approve the recommendations at this time.
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. Secure outside funding to construct mitigation
project 30%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.)
45%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 65%6/2026 - Field condition assessment of the city sewer system is substantially complete. Prioritization approach, repairs/maintenance strategies,
and costs estimates are being developed.
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 Fall 2026.
Due to staff turnover, construction has been
delayed from Spring 2026 to Fall 2026
3-1. Obtain Caltrans permit and interagency agreements
as needed 80%12/2026 - 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 Fall 2026.
Status
Feb. 2026
Due
Date Major Updates from FY 25-26 Quarter 3 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.
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.
0%7/2026 - 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 and securing outside funding for design/construction.
- 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.50%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.
- Discussions with GSA and the federal government have continued through FY 25-26. Staff has held recent meetings with GSA, FEMA
and the NPS to discuss the time frame and alternative paths including potential shifting of deed restictions.
See above
2-2. Seek funding opportunities to fund development 50%Ongoing - Staff submitted earmarks for 2026 and is exploring potential funding opportunities through the City's grant writing firm.See above
2-3. Prepare a conceptual plan for the EOC 5%TBD designs.
3. Pursue acquisition of Coast Guard properties of
Battery Barnes and the Point Vicente Lighthouse
(Administration and Rec & Parks Depts.)
50%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. The City has also received
input from the US Fish and Wildlife Service and Palos Verdes Peninsula Land Conservancy and continues ongoing discussions with both
agencies.
- 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.
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 5 of 9 A-5
City Council Goals
FY 2025-2026 Implementation Plan
3-1. Reach out to US Coast Guard and other Stakeholders
to explore possibility of acquisition of one or both
properties
50%TBD
- Lobbyist is currently working with the US Coast Guard 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.
- Staff are also meeting with the Palos Verdes Peninsula Land Conservancy, U.S Fish and Wildlife and other agencies regarding any
impacts or considerations prior to divestiture and potential rebuilding of Wayfarers on the site.
See above
3-2. Conduct outreach campaign to elected officials to
garner support for acquisition effort 50%TBD
- 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.)75%6/2026
High Level Overview:
- YAC is working towards its Work Plan, which includes a Youth Festival in FY 26-27, 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 mental health lecture series for youth in Palos Verdes. However, the YAC has voted to integrate
this series into a more general youth festival with entertainment and resources for teens in the City.
1-2. Participate in City events and promotions 100%4/2026
- 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 100%6/2026 - The Accessibility and Inclusion Subcommittee coordinated with the REACH program to host an event for participants in April.
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.)15%7/2027
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 July 2027.
Project slightly delayed from June to July 2027,
due to other priorities taking precedence.
1-1. Prepare draft plan.20%03/2027 - A draft inventory of walls and fences along arterial roadways is expected to be ready by March 2027.
1-2. Public outreach to interested parties and HOAs.10%5/2027 - Thus far, Staff has met with HOA representatives and will continue to engage with additional residents and groups from March to May
2027, after a draft plan with recommendations is prepared.
1-3. Obtain City Council approval and begin
implementation 0%7/2027 - 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 July. 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 grants.
- 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.
As such, this Goal will be removed until
funding is identified.
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.)100%8/2026
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 in
Oct. 2025 and received no eligible applications. Staff advertised Round No. 4 in March 2026 and received 2 applications, which will be
awarded in Aug. 2026.
- Comm. Dev. staff also continues to engage with the LA County Economic Development Corp. (LAEDC) to explore different strategies to
support local businesses.
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 has budgeted 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 100%8/2026
- City opened up Round 3 of applications in Oct. 2025; none were eligible.
- 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 advertise for Round No. 4 in March 2026 and received 2 eligible applications, which will be awarded in August 2026.
- Due to reduced interest and efforts to reduce operating expenses, staff is recommending pausing the program in FY26-27.
4. Enhance Fiscal Sustainability to support City
operations and capital infrastructure investments
(Finance Dept.)
100%6/2026
High Level Overview:
Staff implemented several measures to improve financial stability. Between FY 2025-26 and proposed FY 2026-27, Staff estimates these
efforts resulted in approximately $11.3 million in additional fund balances including:
- $600,000 in additional annual revenues
- $5.2 million in grant funding
- $3.7 million lower in capital expenditures from reassessing budgets and reducing costs; and
- $1.8 million lower in General Fund operating expenditures
4-1. Conduct research on various tools and strategies to
strengthen the City's fiscal stability 100%12/2025
- 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. See below.
- FAC proposed discussing feasibility of revenue generating ideas including Transient Occupancy Tax increases for FY26-27. Illustrative
impact of TOT and Golf Tax increases are $26.7M over next 10 years.
4-2. Implement any approved tools and strategies.100%6/2026
- Adopted Master Fee Schedule on 5/19/26, 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.
- Implemented a statistically significant Community Needs Survey in 2/2026 to identify funding for the major priorities identified. Hired a
consultant to communicate the survey results and the City's fiscal condition.
- Contracted with a consultant to conduct a Developer Impact Fee study and provide recommendations by Summer 2026.
City of Rancho Palos Verdes
FY 2025-2026 City Council Goals Page 9 of 9 A-9
FY 2026-2027 City Council Goals
GOAL 1. Public Safety
Maintain a High Level of Public Safety with Public Engagement
emergency (Administration Dept.)15%6/2027
High Level Overview:
- Staff continues to work on various emergency preparedness efforts through plan updates, training, community events, and special
projects as a Mass Care and Evacuation Plan.
1-1. Prepare Annexes to the City's Emergency
Operations Plan 0%6/2027
Major tasks inlude:
The Earthquake Annex is scheduled for completion by December 2026 and will be followed by annexes for wildfire, tsunami, climate, and
communication/warning over the next 1-2 years.
1-2. Implement Emergency Preparedness efforts in
coordination with the Peninsula cities; enhance
community awareness on readiness, mitigation, and
hazard specific education
10%6/2027
Major tasks include:
- Continuing providing various training exercises and outreach efforts in coordination with the Peninsula cities, such as Equine evacuation
drills and City Functional Exercises to prepare City Staff.
- Utilize $187K SHSGP grant to develop a PVP Mass Care and Evacuation Plan in 2027.
- Utilize $135k SHSGP grant to develop a South Bay Gap Analysis, Emergency Resource Inventory, and Mutual Aid MOU
Projects:
- Develop Home Hardening Model contest for teens with Emergency Preparedness and Youth Advisory Committees
- Develop outreach plans for the emergency AM radio station and Know Your Zone Campaign.
1-3. Develop a Peninsula-wide Mass Care and
Evacuation Plan 5%12/2028 Major tasks include:
- Preparing a Peninsula-wide Mass Care and Evacuation Plan with an approved $187K State Homeland Security Grant.
1-4. Conduct Routine Citywide and Regional
Emergency Preparedness Training 25%Ongoing
Major tasks include:
- Enhance mutual aid and coordination during emergencies, and to develop the PVP Mass Care and Evacuation Plan.
be added to this in July 2026.
2. Implement crime reduction and traffic safety
engagement strategies (Administration Dept.)0%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.
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 0%Ongoing
Major tasks include:
-Manage LASD overtime patrols for coordinated and targeted traffic enforcement and crime suppression efforts; continue to work closely
with the Traffic Safety Committee, PPSC, LASD, and residents to identify high-impact traffic zones, and coordinating with LASD Detective
Bureau and Patrol Units continue to concentrate efforts on areas affected by residential burglaries, including the deployment of marked
patrols and engaging the community in crime prevention education.
See above.
Projects Status Due
Date FY 2026-27 Goals Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 1 of 10 B-1
FY 2026-2027 City Council Goals
2-2. Implement Public Safety Reimbursement Program 0%Ongoing Major tasks include:
-Continue to award reimbusements for HOA/neighborhood Flock camera fees.
2-3. Engage in Public Safety-related messaging and
outreach campaigns 0%Ongoing
Major tasks include:
-Continue to develop and implement public education and outreach campaigns focused on holiday and summer safety, emergency
preparedness, fraud prevention, traffic safety, and e-bike awareness
3. Establish and monitor Public Safety Division
services in-house (Administration Dept.)70%12/2026
High Level Overview:
- Implement outreach and 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 0%Ongoing
Major tasks include:
- Advancing public safety through targeted awareness campaigns, updating the municipal code to support law enforcement efforts.
Changes include:
- Installation of vehicle safety signage at trail heads throughout the City of RPV
3-2. Establish quarterly townhall meetings with the
community to provide education on crime prevention
strategies (HOAs, neighborhood watch, businesses, etc.)
50%Ongoing
Major tasks include:
- Providing regular quarterly Division updates to Council, attending CHOA and various other HOA meetings, and identifying other events
to provide community outreach.
Changes include:
- Amendment to the subtask title to reflect a structured, recurring quarterly town halls to focus on delivering consistent crime prevention
education and engagement.
3-3. Recruit and Train Public Safety staff 50%9/2026
Major tasks include:
- Developing a field training plan with training commencing in Summer 2025 and concluding by Fall 2026
Changes include:
- Removed "Recruit"; City hired all staff (2 Public Safety Liaisons, one Field Training Officer; and one Sr. Analyst.) in FY 25-26.
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 2 of 10 B-2
FY 2026-2027 City Council Goals
4. Expand Wireless Coverage Citywide (Public Works
Dept. and Community Development Dept.)30%6/2027
High Level Overview:
Major tasks include:
- Working with Crown Castle to facilitate the installation of 12 legacy Small Wireless Facilities (SWF).
- Continuing to work with Verizon to facilitate the installation of 6 new SWF facilities.
Changes include:
-Per Council direction on 10/7/2025, the title of this task has been modified from "Develop and implement Small Wireless Facilities Master
Plan" to "Expand Wireless Coverage Citywide" given that third party carriers are unwilling to participate in a master plan.
- 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
Major tasks include:
- Continuing to work with wireless installer Crown Castle to coordinate and monitor application submittals 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
Major tasks and changes include:
- Since 3rd-party wireless carriers continue to be unwilling to participate, this subtask will be removed. Staff will focus on possible Code
amendments or other ways to work with carriers to facilitate installations.
See above.
4-2. Work with wireless carriers to install additional
facilities and minimize coverage gaps 25%12/2026
Major tasks include:
-Continuing to coordinate with Verizon on the deployment of new Small Wireless Facility sites, with multiple applications approved and
additional applications recently submitted and under review.
Changes include:
-Per City Council direction on 2/23/2026, Staff is pursuing a plan that provides the right balance of vertical infrastructure and to include
opportunities for community input.
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 3 of 10 B-3
FY 2026-2027 City Council Goals
GOAL 2. Public Infrastructure
Maintain and Improve All Public Infrastructure (including transportation systems, parking, utilities, storm drains, and sewers)
1. Complete the 2026-27 Portuguese Bend Landslide
Activities (Public Works Dept.):
a) Continue Emergency Stabilization Efforts
b) Pursue Long-Term Mitigation
Ongoing TBD
Major tasks include:
- Ongoing operations/maintenance of dewater wells and winterization efforts
- 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 2026-27 winterization Ongoing Ongoing Major tasks include:
- Operations and maintenance of existing deep dewatering wells is ongoing, including monitoring and re-drilling sheared wells.
1-2. Re-scope, engineer, and environmentally clear
modified project 60%12/2026
Major tasks include:
- Continuing engineering and environmental clearance work. Completion date revised based on new scope.
- Rescoping has been completed.
1-3. Secure outside funding to construct mitigation
project 30%TBD
Major tasks include:
-Continuing to pursue federal funding opportunities including FEMA BRIC funds for design and FEMA Hazard Mitigation Grants to fund
construction for new scope
1-4. Bid, award, and complete construction 0%TBD Major tasks include:
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.)
30%6/30/27
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) and will be followed by an
assessment for the City's traffic signals.
2-1. Complete an asset management program for storm
drain infrastructure 65%12/2026
Major tasks include:
Field condition assessment of the city sewer system is substantially complete. Prioritization approach, repairs/maintenance strategies, and
costs estimates are being developed.
2-2. Complete an asset management program for
Traffic Signals 0%6/30/27
Changes include:
- This item replaces the Sewer System asset management program, which is on hold until land movement and its impacts to the system
stabilize.
Projects Status Due
Date FY 2026-27 Goals Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 4 of 10 B-4
FY 2026-2027 City Council Goals
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 Fall 2026
Due to staff turnover, construction has been
delayed from Spring 2026 to Fall 2026
3-1. Obtain Caltrans permit and interagency agreements
as needed 80%12/2026 Major tasks include:
-Working on interagency agreements with Caltrans.
3-2. Procure construction contractor and complete
construction 0%6/2027 Major tasks include:
- Beginning construction by Fall 2026
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 5 of 10 B-5
FY 2026-2027 City Council Goals
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
Major tasks include:
- Draft was previously 90% complete. However, land movement impacted trails and resulted in closures. Staff will continue to update the
draft for unaffected trails and return to landslide-impacted trails after access is restored in the future. Draft was previously 90% complete.
However, land movement impacted trails and resulted in closures.
0%7/2026 - 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
Major tasks include:
- Continuing discussions with GSA and the federal government. GSA has recently indicated that the City's proposed time extension may
this issue including potential shifting of deed restictions.
See above
2-2. Seek funding opportunities to fund development 5%Ongoing
Major tasks include:
- Exploring potential funding opportunities with the City's grant firm and legislative advocates to seek federal and state grants and
earmarks in FY 2026-27
See above
2-3. Prepare a conceptual plan for the EOC with input
from the CCAC 5%TBD
Major tasks include:
- Identifying City staff to oversee the EOC project. Once the tasks above are achieved, staff will release an RFP for a consultant to prepare
designs.
Projects Status Due
Date FY 2026-27 Goals Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 6 of 10 B-6
FY 2026-2027 City Council Goals
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.
Changes include:
- Adding discussions with the US Fish and Wildlife Service and Palos Verdes Peninsula Land Conservancy.
- 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; explore potential to rebuild Wayfarers on
Battery Barnes site
25%TBD
Major tasks include:
-Continuing working with the Federal government and City lobbyist to explore divestiture through the NDAA and on an expedited basis,
continuing to work with Wayfarers Chapel regarding the possibility of relocating to the Battery Barnes site, and continuing to hold
meetings with the Palos Verdes Peninsula Land Conservancy.
Changes include:
Ongoing discussions with U.S Fish and Wildlife and other agencies regarding fuel modification, impact of the proposed development on
the adjacent Alta Vicente Reserve, the NCCP, and other issues.
See above
3-2. Conduct outreach campaign to elected officials to
garner support for acquisition effort 30%TBD
Major tasks include:
-Advancing legislative efforts to secure the transfer of Battery Barnes to the City as a potential site for the reconstruction of Wayfarers
Chapel and coordinating with federal representatives and agencies to support the approval process
Changes include:
-Rep. Lieu and Senator Schiff are planning the introduction of legislation providing up to 10 years to authorize the land transfer
See above
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 7 of 10 B-7
FY 2026-2027 City Council Goals
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%6/2027
High Level Overview:
- YAC is working towards goals including a Youth Festival, 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. Youth Festival 10%3/2027 Changes include:
- Integrating the mental health event into a larger youth festival event, tentatively scheduled for March 2027.
1-2. Participate in City events and promotions Ongoing 6/2027
Major tasks include:
and continuing working with RPVtv and the City's PIO to create content for the City's social media channels to promote the YAC and to
attract a younger audience to its social media platforms.
1-4. Organize youth volunteer events Ongoing 6/2027
Major tasks include:
- Planning a Youth Festival tentatively scheduled for March 2027
Changes include:
-Integrating the mental health event into the Youth Festival. The possibility of a clothing drive is no longer being pursued since members
shifted focus towards other priority outreach and engagement activities.
Projects Status Due
Date FY 2026-27 Goals Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 8 of 10 B-8
FY 2026-2027 City Council Goals
GOAL 5. Quality of Life
Maintain and improve the quality of life for RPV residents.
1. Enhance Fiscal Sustainability to support City
operations and capital infrastructure investments
(Finance Dept.) (Moved up from #4 to #1 in this Goals
list)
25%6/2027
High Level Overview:
- Identify revenue enhancement measures to maintain high quality City services
- Increase greater public awareness of the City's fiscal condition and challenges
- Add a risk assessment review for capital projects to assist decision makers in understanding the impacts of funding or deferring certain
projects.
1-1. Consider revenue enhancement, such as a
potential Transient Occupancy Tax (TOT) increase 50%6/2027
Major tasks include:
- Examining the potential for implementing certain revenue enhancement tools, particularly an increase to the TOT from 10% to 15% as a
means of sufficiently funding a high level of city services.
1-2. Conduct education and outreach efforts to
improve understanding of Fiscal Sustainability 0%12/2026 Major tasks include:
- Increase greater public awareness of the City's fiscal condition, strengths and challenges to engage residents in decision making.
1-3. Add a risk assessment review for major capital
projects.0%12/2026 - Add a risk assessment review for capital projects to assist decision makers in understanding the impacts of funding or deferring certain
2. Arterial Fences and Walls Master Plan and
Implementation Strategies (Community Dev. Dept.)15%7/2027 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
2-1. Prepare draft plan.20%03/2027 - A draft inventory of walls and fences along arterial roadways is expected to be ready by March 2027.
2-2. Public outreach to interested parties and HOAs.10%5/2027 - Thus far, Staff has met with HOA representatives and will continue to engage with additional residents and groups from March to May
2027, after a draft plan with recommendations is prepared.
2-3. Obtain City Council approval and begin
implementation 0%7/2027 - 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 July. 2027. Implementation is estimated to begin in FY 26-27.
3. Western Avenue Streetscape Beautification Master
Plan (Pre-Construction Phase) (Public Works Dept.) 15%TBD Recommended by IMAC to be removed, until funding is secured and construction can proceed.
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.
3-1. Obtain Caltrans permit.50%TBD
3-2. 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.
Projects Status Due
Date FY 2026-27 Goals Major Changes, Risks, and Other Issues
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 9 of 10 B-9
FY 2026-2027 City Council Goals
4. Support and grow local businesses in RPV
(Community Dev. Dept.)75%7/2026
High Level Overview:
- Comm. Dev. staff also continues to engage with the LA County Economic Development Corp. (LAEDC) to explore different strategies to
support local businesses.
None.
4-1. Engage with LA County Economic Development
Corporation and SBCCOG roundtable groups on
economic development strategies and tools.
Ongoing Ongoing to share ideas to create a more resilient regional economy. Funding has been included in the budget for Staff to attend the LAEDC 88
Cities Summit in Fall 2026. Staff will continue to participate in the South Bay Cities Council of Governments (SBCCOG) Economic
Development Directors Roundtable.
4-2. Western Avenue Storefront Program- - In an effort to support the City's Fiscal Sustainability Goal and to reduce expenditures, the City suspended this program for FY
26-27.
City of Rancho Palos Verdes
FY 2026-2027 City Council Goals
Proposed changes for FY 26-27 are in GREEN
Page 10 of 10 B-10
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:June 16, 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 6/30/27 522 In progress 80%
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 Completed 100%
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 Completed 100%
2-1 Manage overtime patrols by LASD for crime enforcement and traffic suppression Administration 7/1/25 6/30/26 261 Completed 100%
2-2 Implement public safety reimbursement program Administration 7/1/25 6/30/26 261 Completed 100%
2-3 Engage in Public Safety-related messaging and outreach campaigns Administration 7/1/25 6/30/26 261 Completed 100%
3 Administration 12/1/24 6/30/26 412 In progress 75%
Implement Public Safety education and outreach campaign Administration 7/1/25 6/30/26 261 Completed 100%
Coordinate townhall meetings with the community on the Division (HOAs, neighborhood watch, businesses, etc.)Administration 7/1/25 6/30/26 261 Completed 100%
Recruit and train Public Safety staff Administration 1/31/25 4/30/26 325 In progress 70%
4 Public Works 4/30/24 6/30/26 566 At risk 30%
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 35%
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 Completed 100%
Comments:
PROJECT: Establish and monitor Public Safety Division services in-house
PROJECT: Implement crime reduction and traffic safety engagement strategies
2-1
2-2
2-3
PROJECT: Enhance resident readiness and response during an emergency
FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
2026 2026 2026 202620262026
Jul Aug
THIRD QUARTER FY 2025-26FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
"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 JunSepOctNovDec
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 1 - Public Safety 1 of 1C-1
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:June 16, 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 In progress 30%
1-4 Bid, award, and complete construction of long term mitigation project Public Works 7/1/25 TBD n/a At risk 0%
2 Public Works 7/1/25 6/30/26 261 At risk 45%
2-1 Complete an asset management program for storm drain infrastructure Public Works 7/1/25 6/30/26 261 In progress 65%
2-2 Complete an asset management program for sanitary sewer infrastructure Public Works 7/1/25 TBD n/a At risk 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%
PROJECT: Complete the 2025-26 Portuguese Bend Landslide Activities (Stabilization and Long Term Mitigation)
FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
202520252025202520252025
Jul Aug
PROJECT: Complete the Western Avenue Traffic Flow Improvements Project (CIP Project No. 8809)
THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27
Jul Aug Sep
Tasks
Jan Feb Mar Apr May JunSepOctNovDec
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.
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 2 - Public Infrastructure 1 of 1C-2
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:June 16, 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 risk 50%
2-2 Seek funding opportunities to fund development Public Works 8/16/23 TBD n/a At risk 50%
2-3 Prepare a conceptual plan for the EOC Public Works 12/19/23 TBD n/a At risk 5%
4 Administration 2/23/23 TBD n/a Needs Attn 50%
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 50%
4-2 Conduct outreach campaign to elected officials to garner support for acquistion effort Administration 2/23/23 TBD n/a Needs Attn 50%
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"
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
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
Sep
Tasks
Jan Feb Mar Apr May JunNovDec Jul Aug
PROJECT: Adopt the Updated Trails Network Plan (TNP)
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 3 - City Lands and Facilities 1 of 1C-3
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:June 16, 2026
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Assigned To Start End # of Days Status % Complete
CITY COUNCIL GOAL 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 75%
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 100%
1-3 Organize youth volunteer events Administration 7/1/25 6/30/26 261 In progress 100%
2025 2025 2025 2025 2025 2026 2026 2026 2026
Jul Aug Sep Oct SepMay
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
Jul AugJunMarApr
PROJECT: Implement YAC goals and programs
2025 2026 2026
Nov Dec
Tasks
Jan Feb
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 4 - Public Outreach and Engagement 1 of 1C-4
City of Rancho Palos Verdes
Start Date:July 1, 2025
Status Report:City Council FY 2025-2026 Goals
Updated:June 16, 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 7/1/27 1,109 In progress 15%
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 7/1/27 284 Not started 0%
2 7/1/22 TBD At risk 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 8/1/26 284 Completed 100%
Engage with Los Angeles County Economic Development Corporation (LAEDC) on economic development Community Development 7/1/25 Ongoing N/A Completed 100%
Western Avenue Storefront Program Community Development 7/1/25 6/30/26 261 Completed 100%
4 7/1/25 6/30/26 261 Completed 100%
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 Completed 100%
Comments:
Jul Aug Sep
Tasks
Jan Feb Mar Apr May JunSepOctNovDecJulAug
THIRD QUARTER FY 2025-26 FOURTH QUARTER FY 2025-26 FIRST QUARTER FY 2026-27FIRST QUARTER FY 2025-26 SECOND QUARTER FY 2025-26
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: Support local businesses and grow business with high-quality jobs in RPV
3-2
P:\1 City Manager\City Council Goals\FY 2025-26\FY25-26 - Goal 5 - Quality of LIfe 1 of 1C-5