Skip to content

The PaliBu Voice

NEWS • BUSINESS • COMMUNITY • RECOVERY

September 2026

September is Here

☀️ Happy Labor Day Weekend from PaliBu!
It’s been a busy few weeks across Malibu and Pacific Palisades! We’ve celebrated new store openings, welcomed new members, wished our schools a great year ahead, and continued bringing our coastal business and recovery communities together.
A warm welcome to our newest PaliBu members: Clear Group, Epoch Projects, Lights Up Today, LA Bureau of Street Services, Palisades Village Green, Rising Series by Linda Kaye, and The Kohl Team. We’re so glad to have you with us!
And there’s plenty ahead. 🌊
September 29 | PaliBu Presents: Senate District 24 Candidate Forum
Join us virtually from 7–8:30 PM for a conversation with Senate District 24 candidates Brian Goldsmith and John Erickson. Hear directly from the candidates about the issues that matter to our coastal communities and the priorities they would bring to Sacramento. Visit PaliBu.org for information and the link to join.
October 11 | Resource & Recovery Expo
150+ businesses, nonprofits, agencies, experts and resources together in one place — our “farmers market for the recovery.”
October 18 | “Know Your Customers” with Senator Ben Allen
October 24–25 | Malibu Moves at Zuma Beach
3,000 runners and their families come together for a high-energy weekend on the coast, with sponsorship, expo, corporate team and volunteer opportunities for local businesses.
For now, we’re enjoying the last stretch of a sun-kissed summer and celebrating everything that keeps Malibu + Pacific Palisades moving forward.
Happy Labor Day from PaliBu! ☀️🌊
#PaliBu #Malibu #PacificPalisades #ShopLocal #SupportLocal #Community #RecoveryExpo #MalibuMoves

August 2026

California Wildfire Legislative Package: What’s Taking Shape in Sacramento

California Wildfire Legislative Package: What’s Taking Shape in Sacramento

California lawmakers and the Governor’s office are actively working on a major wildfire legislative package—one that could have significant implications for utilities, businesses, ratepayers, insurers and, most importantly, wildfire survivors.

No final legislative language has been released, and the concepts remain very much in flux. The discussions underway, however, offer an important window into the priorities and tradeoffs shaping the package.

At the center of the debate is a difficult question: How should California distribute the enormous costs of wildfire while ensuring survivors are compensated, utilities remain financially viable, electric rates remain manageable, and communities become safer and more resilient?

The Balancing Act

Several objectives are competing for attention in Sacramento:

  • Getting compensation to wildfire survivors more quickly
  • Maintaining the financial stability of California utilities
  • Limiting additional pressure on already-high electric rates
  • Strengthening wildfire prevention, mitigation and accountability
  • Stabilizing California’s insurance market and moving homeowners from the FAIR Plan back into standard coverage

How lawmakers balance those objectives will determine much of the final package.

Utility Accountability—and Who Ultimately Pays

A number of proposals focus on strengthening utility accountability.

Among the concepts under discussion are tying utility executive compensation and bonuses to safety and reliability metrics, increasing penalties and enforcement for safety violations, and potentially reducing the return on equity utilities receive for certain wildfire-mitigation investments.

The argument behind the latter is straightforward: wildfire mitigation is an essential responsibility of utilities and ultimately benefits the ratepayers who fund those investments.

The challenge is equally straightforward: even when policymakers reduce costs or returns on paper, ratepayers can ultimately bear much of the financial burden.

One ratepayer-relief concept being discussed is a climate-credit mechanism, similar to the existing cap-and-trade credit, that could help offset particularly high summer utility bills.

Getting Wildfire Survivors Paid Faster

Survivor compensation is another major focus.

One concept under consideration is a “fast pay” option that could allow utilities to compensate survivors more quickly without requiring them to accept the payment. Survivors who choose not to accept the offer would retain their ability to pursue litigation instead.

The emerging framework appears particularly focused on protecting individuals and households suffering the most direct consequences of wildfire—including death, physical injury, destruction of homes and other direct losses.

At the same time, lawmakers are examining whether some categories of non-economic damages should be modified and whether claims from large businesses and institutional interests should face different limitations.

The underlying policy question is significant: How do we preserve meaningful compensation for individual wildfire survivors while keeping the overall system financially sustainable?

Attorneys, Insurance Claims and Litigation Financing

The legal and financial machinery surrounding wildfire claims is also receiving scrutiny.

Attorney contingency fees—which can reach 30% to 40% of settlements—are part of the conversation. There is no clear solution, however, and policymakers face an obvious tension: reducing legal costs without restricting survivors’ ability to secure effective representation.

Insurance subrogation is another significant issue. Insurers seeking reimbursement for claims they have already paid have consumed a substantial portion of available wildfire funds, prompting discussion about whether those claims should be limited.

Lawmakers also appear likely to address third-party litigation financing, particularly the practice of investment and hedge funds purchasing interests in wildfire claims. The practice has attracted considerable criticism and could draw a legislative response.

The Insurance Problem Remains

One of the package’s broader ambitions is to help move Californians away from reliance on the FAIR Plan and back into the standard insurance market.

The challenge is availability.

In many fire-prone areas, insurers have substantially reduced or eliminated new coverage. Without sufficient private-market capacity, encouraging homeowners back into standard insurance remains an aspiration rather than a complete solution.

For wildfire-affected communities, the question is not simply what insurance costs. It is whether meaningful coverage will actually be available.

Paying for Wildfire Protection

Funding remains another major piece of the puzzle.

California’s Greenhouse Gas Reduction Fund, funded through cap-and-trade, was never intended to provide an indefinitely expanding source of revenue. As the emissions cap declines over time—and other demands on those revenues increase—the amount available for competing state priorities becomes increasingly constrained.

Near-term General Fund allocations have placed significant emphasis on wildfire, creating pressure on transportation, transit and other state priorities.

The broader takeaway: California's wildfire problem increasingly requires a durable funding strategy, rather than a series of temporary funding solutions.

Wildfire Will Dominate the Sacramento Agenda

The scale and complexity of the wildfire package means it is expected to consume considerable legislative attention in the coming weeks.

That has implications beyond wildfire policy. Other bills may receive less attention as lawmakers focus on the package—and, conversely, some measures could advance with less scrutiny than they otherwise might receive.

For chambers, businesses and community organizations, continued engagement in Sacramento will be important as the actual legislative language takes shape.

Chamber Advocacy Is Having an Impact

There have already been important signs that coordinated local advocacy can make a difference.

SB 1075 was held in Appropriations, following significant mobilization by local chambers.

Chambers also mobilized quickly for a recent call concerning Proposition 45, with ten chambers participating on short notice and only three voicing opposition.

These efforts underscore something we see repeatedly: Sacramento hears from organized interests every day. Local businesses and communities need to be organized, informed and present in those conversations as well.

The wildfire package is still being written. That makes now the time to understand what is being considered, identify the consequences for our communities and make sure our region has a voice in what comes next.

PaliBu will continue to follow these discussions closely and keep our members informed as specific legislative language emerges.

Disaster Recovery Requires Capital That Moves at the Speed of Business

For small businesses recovering from disaster, time matters.

A new report from the Aspen Institute, From Crisis to Continuity: Optimizing CDFI Capital and Partnerships for Natural Disaster Response, puts a national framework around something businesses in Malibu and Pacific Palisades have experienced firsthand: a business can be viable in the long term and still fail because it cannot access capital quickly enough to survive the short term.

The report notes that roughly half of small businesses have less than one month of cash reserves. After a disaster, however, expenses don’t necessarily stop when customers disappear. Businesses can continue carrying rent, payroll, insurance, inventory and other fixed costs while waiting for insurance proceeds, government assistance, loans or customers to return. (Aspen Institute)

That creates what Aspen calls a liquidity gap—and it can become the difference between temporary disruption and permanent closure.

The Role of Community Lenders

The report focuses particularly on Community Development Financial Institutions, or CDFIs, which can provide financing to businesses and communities that may not be well served by conventional lending.

Aspen identifies four financial tools that can be particularly important following a disaster:

  • Payment relief for businesses with existing loans;
  • Rapid-response grants, typically $5,000–$20,000, for immediate expenses;
  • Rapid working-capital loans using flexible cash-flow underwriting; and
  • Larger, longer-term loans to finance rebuilding, equipment and recovery. (Aspen Institute)

The important lesson is that these tools serve different needs at different stages of recovery. A $10,000 grant that arrives quickly may save a business today. A larger patient-capital loan may allow that same business to rebuild for tomorrow.

Local Knowledge + Larger Capital

Aspen also proposes a compelling “hub and spoke” model for disaster finance.

Local CDFIs and community organizations bring relationships, trust and knowledge of conditions on the ground. Larger regional and national institutions can bring capital, technology, staffing and the infrastructure necessary to process assistance at scale. (Aspen Institute)

Neither works as effectively alone.

That concept is particularly relevant as Malibu and Pacific Palisades move from emergency response into the much longer work of economic recovery.

What This Means for PaliBu

At the Malibu–Pacific Palisades Chamber of Commerce (PaliBu), we believe supporting business recovery requires more than directing businesses toward a single grant or loan program.

We are working toward a broader capital stack: bringing together CDFIs, banks, philanthropic capital, government programs and other financing partners so that businesses with different circumstances can be matched with the right type of capital.

A business trying to cover three months of operating expenses has a very different need from one rebuilding a destroyed location. A restaurant waiting for surrounding residents to return faces a different challenge from a retailer financing new inventory or a property owner rebuilding commercial space.

The financing ecosystem should recognize those differences.

Our goal is to help create a clearer bridge between capital available and capital needed—and to bring financial institutions into the recovery conversation alongside the businesses they are intended to serve.

Building the Infrastructure Before the Next Crisis

Perhaps the larger lesson of the Aspen report is that communities should not wait for the next disaster to build these relationships.

Effective disaster finance requires preparation: partnerships between local and national lenders, flexible pools of capital, operating support for CDFIs, loan-loss reserves and systems capable of moving money quickly when businesses need it most. (Aspen Institute)

For Malibu and Pacific Palisades, that work can begin now.

Our communities are rebuilding, but we are also learning. If we use this recovery to create stronger connections among businesses, lenders, government and philanthropy, we can build an economic infrastructure that is more responsive today—and considerably more resilient tomorrow.

Read the Aspen Institute report:
From Crisis to Continuity: Optimizing CDFI Capital and Partnerships for Natural Disaster Response

One Fire, Two Recoveries: Rebuilding the Malibu–Pacific Palisades Business Corridor

The Palisades Fire left the Malibu–Pacific Palisades business corridor facing two very different forms of commercial recovery.

In Malibu, most commercial buildings and businesses are standing. In Pacific Palisades, commercial buildings and entire business districts burned and must be rebuilt.

That distinction matters because the resources required for recovery are fundamentally different. One community needs greater access and economic flow. The other needs rebuilding capital. Both need sustained support.

Malibu: The Businesses Are Here. Customers Need to Reach Them.

In Malibu, the economic lifeline connecting businesses, residents and visitors is Pacific Coast Highway—and PCH has been fundamentally disrupted since the fire.

The corridor has moved through fire response, lot clearance and utility undergrounding and now into road repair and reconstruction. Portions of PCH have been reduced to one or two lanes, with 25-mile-per-hour speed limits, while the roadway itself remains vulnerable from two directions: the mountains above and the Pacific Ocean below.

For Malibu businesses, this creates an economic problem that is easy to overlook. The storefront may be standing, but that does not mean business has returned to normal.

Malibu's commercial recovery is therefore closely tied to access and economic flow.

We need to make it easier for customers to reach businesses while also recognizing the physical limitations of PCH and respecting the character of Malibu itself.

That means thinking creatively about mobility: a potential pier-to-pier ferry, a coastal trolley, better connections between commercial districts, and other ways of moving residents and visitors along the coast without simply putting more cars onto PCH.

Pacific Palisades: Rebuilding Requires Capital

Travel a few miles east and the recovery challenge changes dramatically.

In Pacific Palisades, businesses did not simply lose customers. Many lost the physical places from which they operated. Commercial properties and business districts must be reconstructed alongside the surrounding residential community.

That requires capital—and in many cases, there will not be one grant, insurance payment or conventional loan large enough to make rebuilding viable.

At the Malibu Pacific Palisades Chamber of Commerce—PaliBu—we are therefore working to bring together funders, Community Development Financial Institutions (CDFIs), lenders, philanthropic partners and public resources around what we think of as a recovery capital stack.

A rebuilding business may ultimately need a combination of grant funding, affordable financing, insurance proceeds, landlord participation, technical assistance and other resources to close the gap between the cost of returning and what the business can reasonably carry.

Our job should not be to hand a business owner a list of 25 programs and say, “Good luck.”

Our goal is to understand the actual need and help match businesses with the combination of resources that can move them forward.

Bringing Economic Activity Back to the Coast

Capital is only one side of commercial recovery. Ultimately, businesses need customers.

In Malibu, we are approaching that challenge by asking: How do we generate customers, improve access and create economic activity without overwhelming the communities we are trying to help recover?

That includes working toward stronger coastal tourism marketing and looking ahead to the LA28 Olympic and Paralympic Games as an opportunity to introduce visitors to our extraordinary coastal business corridor.

But that opportunity has to be approached thoughtfully.

By 2028, Pacific Palisades should be well into a significant rebuilding cycle, with construction sites, heavy equipment, deliveries and increasing numbers of residents returning home. Keeping roadways functioning for those essential recovery activities will be critical.

Malibu presents a different consideration. Visitors and tourists are important to its commercial areas, but much of Malibu values its rural, residential and relatively untouched character. Successful economic development must respect that identity.

The objective, therefore, isn't simply more traffic.

It is better access, thoughtful mobility and economic activity directed to the places that can benefit from it.

A Coastal Recovery Strategy

We have an extraordinary economic corridor stretching from Malibu through Pacific Palisades into Santa Monica, Venice and Marina del Rey.

Approached strategically, these communities can create new opportunities for commercial recovery, build compelling coastal experiences for visitors, support local businesses and develop better ways of moving people between destinations without placing every additional trip onto PCH.

This is where transportation, tourism and small-business recovery intersect.

A ferry or trolley is not simply a mobility project when it helps customers reach recovering businesses. Tourism marketing is not simply promotion when it helps restore revenue to a commercial district. And access to capital is not simply financing when it determines whether a longtime local business can afford to return.

Recovery Is Not One Problem

One of the most important lessons of the Palisades Fire is that economic recovery cannot be reduced to a single solution.

Sometimes the storefront is gone and the business needs capital to rebuild.

Sometimes the storefront is standing and the business needs customers to reach it.

One requires investment. The other requires access. Both require sustained attention long after the emergency phase has ended.

At PaliBu, our role is increasingly to connect those needs with solutions—to bring capital and resources into Pacific Palisades, restore customers and economic flow to Malibu, advocate for our businesses, and build partnerships that can support the entire coastal economy.

Our goal isn't simply to say that our businesses survived the fire.

It is to make sure they survive the recovery—and have the opportunity to thrive for the long term.

Maryam Zar

Screenshot

Savoring Summer — Supporting Shops & Restaurants

As we head into the final stretch of August, there is still plenty of summer left to enjoy—and every reason to enjoy it locally.

Across Malibu and Pacific Palisades, our restaurants, cafés, shops and small businesses remain an essential part of our recovery. They are places we gather, reconnect and restore the rhythm of community. And right now, showing up matters.

Make the reservation. Meet a friend for coffee. Try somewhere new. Stop into a shop you haven’t visited in a while. Buy the gift locally. Bring friends to Malibu or the Palisades for the afternoon.

Every visit puts dollars back into our local economy, supports local jobs and gives businesses another reason to keep investing here.

Momentum Is Building

There is real momentum to build on.

The reopening of Palisades Village has brought renewed energy and activity to the heart of Pacific Palisades. This week, we were equally thrilled to welcome back the Raw Inspiration Farmers Market, restoring another beloved community tradition and bringing residents, merchants and visitors together again.

We are also delighted to welcome a terrific group of new PaliBu members this month. Each new business joining the Chamber represents something larger than a membership: it is another vote of confidence in Malibu and Pacific Palisades and in the future of our coastal communities.

Recovery is measured in many ways. Permits, rebuilding milestones and infrastructure matter enormously. But so do busy sidewalks, full tables, open storefronts and the simple pleasure of seeing people out enjoying their community again.

An Important Recovery Milestone

At the same time, our broader recovery is reaching an important juncture.

The Los Angeles County Department of Public Health has recommended that the Board of Supervisors end the local public health emergency declared January 10, 2025, in response to the windstorm and critical fire events.

As the Board prepares to consider that recommendation, PaliBu wants our business community to understand what the change could mean—and, importantly, we want to hear from you.

What would the end of the public health emergency mean for your business or your recovery? Are there protections, programs, deadlines or other considerations you believe should be addressed before the Board acts?

Please email us with your thoughts. The Chamber’s role is not simply to report what is happening, but to make sure the experiences and needs of our businesses are represented as recovery decisions are made.

Keeping PaliBu Front and Center

That advocacy continues well beyond any single issue.

We are strengthening regional alliances, pursuing targeted outreach and creating opportunities for direct conversations with decision-makers and institutional partners. From economic recovery and tourism to rebuilding, access to capital and the return of customers and visitors, our goal is straightforward: to ensure Malibu and Pacific Palisades businesses are front and center in the conversations shaping the region’s recovery and future.

And there is a story here worth telling.

From Pacific Palisades to Malibu, the energy is returning. Our distinctive coastal character—refined, relaxed, independent and unmistakably local—is reemerging. Businesses are opening their doors, investing, rebuilding and betting on these communities.

As August winds down, let’s meet that confidence with our own.

Eat out. Linger over coffee. Browse the shops. Visit the farmers market. Try somewhere new. Bring a friend. Support the businesses that are helping bring our communities back.

There is still plenty of summer left to savor. Let’s savor it locally.

The Excitement

The Excitement Ahead

There is a new energy taking hold across Malibu and Pacific Palisades—and increasingly, there is a lot to celebrate.

This August brings several important signs of progress. We are welcoming new members to the PaliBu family, looking ahead to the much-anticipated Grand Reopening of Palisades Village on August 15, and preparing to welcome back the Pacific Palisades Farmers Market on August 19. New stores, restaurants, and businesses are opening their doors, our Connections Breakfasts continue bringing business and civic leaders together, and a growing calendar of events is giving our communities more reasons to gather, connect, and come back.

At the same time, important conversations about the future of our communities are gaining momentum. From thoughtful approaches to rebuilding and economic recovery to transportation solutions that could improve safety and mobility along PCH, there is a growing willingness to explore new ideas and build partnerships around them.

Among those ideas is a limited-capacity ferry concept for the Malibu coastline, now supported by Senator Ben Allen, Assemblymember Jacqui Irwin, Supervisor Lindsey Horvath, and the Calabasas, Malibu, and Santa Monica Chambers of Commerce. It is one example of the kind of regional collaboration and creative thinking that can help address long-standing challenges while supporting recovery.

There is still much work ahead. Recovery is neither quick nor linear, and many businesses and residents continue to face significant challenges. But alongside that reality, something else is becoming increasingly visible: momentum, optimism, and enthusiasm for what comes next.

At PaliBu, we believe commercial recovery happens one storefront, one business, one connection—and one good idea—at a time.

And right now, there are a lot of good ideas taking shape.

We invite you to stay engaged. Attend an event, support a local business, introduce a prospective member, sponsor a program, or simply help spread the word about the work we’re doing together. Your participation makes a difference.

Stay connected with PaliBu.

Visit palibu.org for events, membership, resources and community updates.

Scroll To Top