It is unknown if service levels will be the same. Online resources, customer service support and key bank staff are vital to the smooth operations of daily banking services provided to the City.
BRR #43
CITY OF REDONDO BEACH
Budget Response Report #43
June 14, 2022
Question:
What would be the cost to increase programming at the Perry Park and Anderson Park Senior Centers as well as the Teen Center, and what is the general cost to expand these facilities?
Response:
The Community Services Department oversees the programming and facility management of the City’s three senior centers located at Veterans, Perry and Anderson Parks, in addition to the Teen Center located at Perry Park. The forced closure of these facilities as a result of the COVID-19 pandemic caused a dramatic reduction in the level of programming that could be offered to the community. While programs and activities were shifted to be held virtually, there was still a substantial decrease of available programming for senior participants and younger participants due to the continued closure of the Teen Center.
Currently, all facilities are only open during times of active programming. Extending facility hours would allow additional programs for all ages to be scheduled through the User Pay program and these would be facilitated by contract instructors. This would provide flexibility in programming to satisfy community needs across a variety of interests and age groups along with the ability to adjust the programs being offered in an effort to be responsive as demand for various programs evolves over time.
Extending facility hours at a site would require staffing by a Recreation Leader and/or part-time positions, with estimated hourly pay rates of $17-19. These individuals would be responsible for opening and closing the facility, setting up and taking down tables and chairs, assisting instructors with access to materials and supplies, and providing a general level of oversight of the facility ensuring it is safe and properly maintained. Costs to extend operational hours vary at each site depending on current usage, and are based on a daily schedule of 8:00am – 7:00pm, excluding Sundays for the senior centers, and 8:00am – 3:00pm for the teen center, with weekends available by reservation only.
BRR #43
Anderson Park Senior Center Programming
Table 1: Anderson Park Senior Center Programming Hours vs. Expanded Hours Day Current Facility Hours Expanded Facility Hours
Sunday Closed Closed
Monday Closed 8:00am – 7:00pm (11 hours)
Tuesday 9:00am – 11:00am 8:00am – 9:00am (1 hour)
11:00am – 7:00pm (8 hours)
Wednesday 12:30pm – 4:00pm 8:00am – 12:30pm (4.5 hours) 4:00pm – 7:00pm (3 hours)
Thursday Closed 8:00am – 7:00pm (11 hours)
Friday 10:30am – 2:30pm 8:00am – 10:30am (2.5 hours)
2:30pm – 7:00pm (4.5 hours)
Saturday 9:00am – 11:30am 8:00am – 9:00am (1 hour)
11:30am – 7:00pm (7.5 hours)
The expanded schedule would add 54 additional operational hours, which would require a weekly increase of $918 when staffed by a Recreation leader with an hourly pay rate of $17. Annually, this would be $47,736.
Perry Park Senior Center Programming
Table 2: Perry Park Senior Center Programming Hours vs. Expanded Hours Day Current Facility Hours Expanded Facility Hours
Sunday Closed Closed
Monday Closed 8:00am – 7:00pm (11 hours)
Tuesday 10:00am – 12:00pm 8:00am – 10:00am (2 hours)
12:00pm – 7:00pm (7 hours)
Wednesday 9:30am – 3:30pm 8:00am – 9:30am (1.5 hours)
3:30pm – 7:00pm (3.5 hours)
Thursday 10:00am – 3:30pm 8:00am – 10:00am (2 hours)
3:30pm – 7:00pm (3.5 hours)
Friday 10:00am – 4:30pm 8:00am – 10:00am (2 hours)
4:30 – 7:00pm (2.5 hours)
Saturday 9:00am – 11:30am 8:00am – 9:00am (1 hour)
11:30am – 7:00pm (7.5 hours)
The expanded schedule would add 43.5 additional operational hours, which would require a weekly increase of $740 when staffed by a Recreation leader with an hourly pay rate of $17. Annually, this would be $38,454.
BRR #43
Perry Park Teen Center Programming
The Teen Center is currently closed, as a result of limited staff resources, but is normally open Monday through Friday from 3:00pm – 8:00pm. Weekends are recommended to remain available by reservation only as the facility is a popular option for private gatherings.
Table 3: Teen Center Pre-Pandemic Programming Hours vs. Expanded Hours Day Current Facility Hours Expanded Facility Hours
Sunday Reservation only Reservation only
Monday 3:00pm – 8:00pm 8:00am – 3:00pm (7 hours)
Tuesday 3:00pm – 8:00pm 8:00am – 3:00pm (7 hours)
Wednesday 3:00pm – 8:00pm 8:00am – 3:00pm (7 hours)
Thursday 3:00pm – 8:00pm 8:00am – 3:00pm (7 hours)
Friday 3:00pm – 8:00pm 8:00am – 3:00pm (7 hours)
Saturday Reservation only Reservation only
The availability of the facility for contracted classes during the expanded facility hours would require additional staff resources. Following past practice, this would be a parttime employee receiving an hourly wage of $19. This would require an additional weekly allocation of $665 for part-time salaries when staffed by a part-time resource. Annually, this would be $34,580.
In addition to the need for additional part-time staff to open and close the facilities, the expansion of programming would also require additional administrative resources to oversee and manage contracts, ensure the staff schedule is followed, and oversee the enhanced use of the facility including work orders and general maintenance. Therefore, this request would require an additional Recreation Coordinator position, estimated at $91,000 annually which includes salary and a full benefits package.
Collectively, the expansion of programming at the Anderson and Perry Park Senior Centers as well as at the Perry Park Teen Center would cost approximately $211,770.
Table 4: Collective Resource Needs for Expanded Programming Facility/Resource Estimated Cost
Anderson Park Senior Center $47,736
Perry Park Senior Center $38,454
Perry Park Teen Center $34,580
Recreation Coordinator $91,000
TOTAL $211,770
BRR #43
Facility Expansion
On average, recreational facilities (per current construction material and labor expenses) are estimated to cost $1,000 per square foot to build. For estimation purposes, see Table 5 below, is a listing of each facility’s current square footage and an estimation of costs to add a second level, ultimately doubling the space. A structural analysis has not been completed on any of the facilities nor a comprehensive facility review to determine whether the existing buildings can support a second level.
Table 5: Estimate of Facility Expansion
Facility Current ft2 Expansion Estimate
@ $1,000 per ft2
Anderson Park Senior Center 3,600 $3,600,000
Perry Park Senior Center 1,500 $1,500,000
Teen Center 4,000 $4,000,000
BRR #44
CITY OF REDONDO BEACH
Budget Response Report #44
June 14, 2022
Question:
What is the annual cost and resource allocation for the City’s programs and services implemented in response to homelessness?
Response:
Programs funded by grant funding, other outside sources, and special funds In 2016, the Police Department established a full-time Quality of Life Officer to outreach to people experiencing homelessness and work closely with the Quality of Life Prosecutor to address issues that arise from the homelessness problem. The position costs roughly $215,000 per year. $200,000 of the cost is funded by the Housing Successor Agency and the balance, of approximately $15,000, is funded by the General Fund.
In 2016, the City Council approved a contract for services with PATH for $50,000 to address homelessness issues. The City Council renewed that agreement in 2017 for one year, and then approved two-year agreements in 2018 and 2020. The funding for the PATH contracts is also funded by the Housing Successor Agency, as it is an eligible expense.
In 2016, the Police Department acquired a Department of Mental Health (DMH) Mental Health Emergency Response Team (MET) clinician who covers the cities of Redondo Beach, Hermosa Beach, Manhattan Beach, and now El Segundo. The DMH clinician services are provided through a cooperative Memorandum of Understanding (MOU) between the LA County Department of Mental Health and the cities of El Segundo, Hermosa Beach, Manhattan Beach and Redondo Beach. There are no costs associated with the MOU for the DMH clinician. The County DMH clinicians’ availability is insufficient for the Police Department’s needs to respond to calls for service.
In 2017, the City Council approved an agreement for services with Harbor Interfaith for $58,000. The agreement was renewed in 2018 for one year, and then renewed again in two-year increments in 2019 and 2021. Funding for the first year of the agreement was provided through AB 109 supplemental funds, which were awarded to the City as a onetime funding source that the City used towards homelessness efforts. Since then, the agreement has been funded through a combination of AB 109 funds, Housing Successor Agency funds and General Funds, up until the current fiscal year. The agreement was amended in September 2019 to allow for the donation of a vehicle to Harbor Interfaith Service and to increase the annual reimbursable amount to $68,000. In 2020, a second amendment was approved to allow for additional COVID-19 expenses in the amount of BRR #44
$28,400 to be added, which is funded by the CDBG Cares Act. For Fiscal Year 2021- 2022, the City received CDBG grant funding from the County, which can be used to cover this agreement because Harbor Interfaith is involved with Redondo’s homeless court.
As part of the Fiscal Year 2019-20 budget, the Mayor and City Council appropriated $250,000 from available General Funds to fund the Police Department and City Attorney’s Office response to homeless issues. This became the Enhanced Response to Homelessness Pilot Program. This appropriation funded a new Police Captain position, police overtime and the promotion of two deputy city prosecutors to senior deputy city prosecutors. $100,000 of that appropriation was meant to be used for special services such as mental health and substance abuse programs. However, CLEAR Recovery Center donated these services to the City, so that allocation was never spent. The senior city prosecutors dedicate at least half of their time towards responding to homeless issues. Through this Pilot Program, the prosecutors were able to assist the City Attorney in creating Redondo Beach’s homeless court.
For Fiscal Year 2020-21, the South Bay Cities Council of Governments (SBCCOG) awarded the City $245,287 for the Enhanced Response to Homelessness Pilot Program from Measure H Innovative Funds. Part of the funding for special services was used for a census of Redondo’s homeless population conducted by City Net because the point in time count was cancelled in 2021. Again, CLEAR Recovery Center continued to donate services to the City, so $100,000 remained available for other purposes such as bridge housing. Due to the pandemic, the county extended the term for use of these funds to December 31, 2021.
In November, 2020, the City Council approved the construction and operation of a temporary emergency housing shelter on Kingsdale Avenue, known as the Pallet Shelters. The City currently pays the County $18,884.61 a month as the City’s share pursuant to the Letter of Agreement with Los Angeles County.
For Fiscal Year 2021-22, the City received $100,000 from Los Angeles County CDBG funds for Redondo Beach’s homeless court. In addition, the SBCCOG granted Redondo Beach a new Innovation Grant in the amount of $306,299 for the term of January 2022 to June 2023 to expand Redondo’s homeless court to add Hermosa Beach cases and for Hermosa Beach to host the homeless court for six out of the 18 sessions, special services (such as the services CLEAR Recovery is now billing the City for), and bridge housing.
In January 2021, the City Council approved the rental of five Single Room Occupancy (SROs) units in a city within Service Planning Area 8 to be used as bridge housing. At first, CDBG funds were used to pay the rent on these units. After the expiration of the CDBG funds, the unexpended funds from the first grant of Innovative Funds were used to continue renting these SROs. Now the SROs are funded by the most recent Innovation Grant from the SBCCOG as described above.
The Police Department also deploys Homeless Outreach Services Teams (HOST) composed of law enforcement officers who work closely with homeless service agencies BRR #44
to increase public safety while preserving the rights and dignity of people experiencing homelessness. The City receives funding from the County through Measure H. In Fiscal Year 2019-20, the City received $93,939; in Fiscal Year 2020-21, the City received $58,864.19; and for this fiscal year, the City has received $70,438 to date.
Services Funded by Grants, Other Outside Sources, and Special Funds Expenditures Relating to Homelessness Cost Funding Source Quality of Life Officer $200,000/yr. Housing Successor Agency PATH $50,000/yr. Housing Successor Agency
DMH MET team no costs
Harbor Interfaith $68,000/yr. County CDBG funds
Harbor Interfaith COVID related expenses $28,400 one time CDBG Cares Act Redondo Beach Homeless Court $42,000/1 yr. County CDBG funds Special Services (i.e. CLEAR recovery, etc.) $150,000/18 mos. SBCCOG Innovation Grant Wilmington SRO's $94,750/18 mos. SBCCOG Innovation Grant Expansion of Homeless Court to Hermosa
Beach $61,549/18 mos. SBCCOG Innovation Grant
Pallet Shelter $18,884/mo. CDBG funds
HOST $70,438 to-date in 2022 Measure H
TOTAL $784,021
City expenses funded by the General Fund
As part of the Fiscal Year 2021-22 budget, the City Council made the Enhanced Response to Homelessness Program permanent, which included extending City Net’s contract another year, another census of Redondo’s homeless population, hiring a fulltime Housing Navigator who needs a City vehicle, and hiring a part-time clerical assistant for homeless related administration. Lila Omura, the City’s Homeless Housing Navigator, was hired on January 3, 2022. Ms. Omura gets reports, calls and texts on a daily basis, including after hours and on weekends. Since then, she has received over 30 requests from the Mayor and City Council collectively. She receives at least four requests a week from the Police Department. She also gets requests for assistance from the Library, Code Enforcement, Ericka Gonzalez – the City’s Domestic Violence Advocacy Coordinator – for domestic violence victims, the Salvation Army, and Beach Cities Health District.
At midyear of the current fiscal year, the City Council approved ongoing appropriations for the rental of electrical poles and sanitation facilities at the Pallet Shelter in the amount of $21,781 a year to the General Fund.
Ongoing Expenditures Relating to Homelessness Cost Funding Source City Net Services, including Census $170,000/yr. General Fund Homeless Housing Navigator $126,500/yr. General Fund
Annual costs for City Vehicle $4,200/yr. General Fund
BRR #44
PT Clerical for homeless issues $33,586/yr. General Fund Shelter rental of electrical poles and sanitation $21,781/yr. General Fund Total $356,067
Public Works responds to miscellaneous removal of materials abandoned by people experiencing homelessness as well as cleanups of large encampments, trash and debris.
Miscellaneous materials removal requires one Maintenance Worker and takes approximately two hours for removal. Based on the Master Fee Hourly Rate of $103.48 an hour, one incident of miscellaneous materials removal costs the City about $206.96 per incident. Large cleanups of encampments, trash and debris may involve four maintenance workers and takes approximately four hours. Based on the Master Fee Hourly Rate of $413.92, one incident of a large cleanup costs the City about $1,655.69 per incident. A dispatch report for the last year shows about 222 total calls for service for Public Works, and about half of those calls are estimated to be related to homeless issues. Estimating the actual costs of Public Works Calls for Service is difficult given that Public Works Calls for Services are not coded or differentiated. The City might get an annual average of ten large cleanup calls for encampments, trash and debris for locations such as the 405 freeway on-ramp or the Harbor area. An annual estimate of costs for Public Works based on those assumptions would be approximately $39,529.36.
Public Works Call
Out Incident Type
Crew
Size
Needed
Master Fee
Hourly
Rate
Standard
Job
Length
Grand
Total per
Incident
Avg.
Incidents
Per Year
Est. PW
Expenditures -
Homelessness
Miscellaneous
Materials Removal 1 $103.48 2 $206.96 111 $22,972.56
Large
Encampment/
Trash/Debris
Cleanup
4 $413.92 4 $1,655.68 10 $16,556.80
Total $39,529.36
The Fire Department responds to both medical and public safety calls for service. The Fire Department started tracking patients experiencing homelessness on September 21, 2021 through screening questions. From September to December of 2021, there were a total of 176 patients with documentation answering “yes” to the homeless screening question. From January to June 13, 2022, there were a total of 275 patients with documents answering “yes” to the homeless screening question. Unfortunately, it will be impossible to collect accurate data prior to the implementation of this indicator in September 2021, but based on this data, it can be roughly estimated that the Fire Department responds to approximately 550 patients experiencing homelessness a year.
The Fire Department responded to a total of 4,456 calls for service in 2018, 4,398 in 2019, 4,014 in 2020 and 4,646 in 2021. 550 is approximately 12% of the total calls in 2021.
With 58 sworn personnel each working 2,912 hours a year, there is a total of 168,896 BRR #44
total sworn personnel hours a year. Twelve percent of that is 20,268 hours.
Hypothetically, that number multiplied by an average rate of $45.00 an hour is $912,038 for the 2021 calendar year.
Estimated Fire Department Expenditures
Relating to Homelessness Cost Funding Source
Fire Department Response to Calls for Service $912,038/yr. General Fund The Police Department takes a proactive approach in dealing with homelessness as evidenced by the number of calls for service related to homelessness. In 2021, there were 4,477 calls for service to the Police related to homeless issues, approximately 6% of the total calls for service. In 2020, there were 4,241 calls for service related to homeless issues, approximately 7% of the total calls for service. In 2019, there were 4,171 calls for service related to homeless issues, approximately 6% of the total calls for service. Please note these are only the calls that are initially tagged “Homeless” and do not capture every call for service that is related to homelessness.
Year
Month Total CFS
-
Homeless
Total
CFS
Homeless
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec CFS %
2021 393 371 367 328 378 347 447 393 344 383 400 326 4477 69596 6% 2020 343 280 287 338 328 294 371 437 400 442 386 335 4241 60721 7% 2019 383 290 264 328 355 405 480 351 349 367 311 288 4171 69596 6% Each year, as part of the budget process, a Police Captain reports an estimated time of total patrol hours under Performance Measures. For Fiscal Year 2020-21, there was an estimate of 118,000 total patrol hours, and 114,400 hours for Fiscal Years 2019-20 and 2018-19. Six percent (6%) of 118,000 is 7,080 hours of patrol time dedicated to homelessness in Fiscal Year 2020-21. Hypothetically, that number multiplied by an average hourly fully-loaded police officer rate of $89.00 is $630,120 for the 2021 calendar year.
Estimated Police Department Expenditures Relating
to Homelessness Cost Funding Source
Quality of Life Officer $15,000/yr. General Fund
Police Department Response to Calls for Service $630,120/yr. General Fund Total $645,120
BRR #45
CITY OF REDONDO BEACH
Budget Response Report #45
June 14, 2022
Question:
What is the total estimated cost to design and install drought tolerant landscaping, pathways, and a pollinator fountain on the SCE right-of-way property licensed by the City, west of Pacific Coast Highway?
Response:
The City’s current strategic plan includes an item to bring forward a conceptual plan for beautification and habitat restoration on the SCE right-of-way parcel, west of Pacific Coast Highway, recently licensed by the City. In preparation for that report, staff has engaged an on-call landscape architect and asked for some visioning documents regarding certain topics for future discussion such as grading and trails, planning scheme/palettes, accessibility, irrigation, signage, etc. While those plans have not been formally presented yet, the attachments include a portion of the Illustrative Site Analysis prepared by the consultant. Staff has also asked for high level budget numbers from the consultant (see attached).
The consultant’s overall price estimate for construction costs to improve the roughly five acre parcel is about $1.37M. That price includes material and construction costs (detailed on the attachment), as well as a 15% contingency and a 30% premium for prevailing wage, which the City is required to pay. The resulting cost is about $277,000 per acre, or $6.35 square foot. By comparison, the cost to install improvements to the two parcels of SCE right-of-way adjacent to Artesia Boulevard cost about $450,000 per acre. That work, however, included a parking area, solar lighting, and more decorative plant landscapes. An additional 5% is included in the grand total of $1.44M to include soft costs associated with design and construction administration.
An additional request was made to include pollinator fountains, which are small water features that function to allow water collection by various insects and birds. Anything large scale would likely not be permitted by SCE. The City’s license agreement with SCE prohibits installation of water storage tanks of any kind. However, there may be opportunity to add low profile water bubblers that could provide a similar function as part of the irrigation system and costs for these would be included in the general unit cost for irrigation included in the attached estimate.
BRR #45
Phased Approach
As an alternative, the City Council may wish to take a phased approach to completing the landscaping improvements on the right of way. For example, the Council may wish to initiate the work on the flatter eastern portion of the site, which is about 1.6 acres. Using the estimate provided by the consultant, improvements to this area could be performed for about $400,000 to $450,000. These figures include a scope of about 70,000 SF of planting area and temporary irrigation, and 12,000 SF of decomposed granite (DG) pathways. Currently there is about $138,000 available in the project account. Assuming the City Council wishes to proceed with the additional $312,000 appropriation needed to complete the work, staff would engage the consultant to prepare illustrative concepts to present to the City Council for preliminary consideration as part of the strategic planning objective and seek further direction on final design and follow up public outreach.
Funding for the additional $312,000 appropriation needed to fully install drought tolerant planting and pathways on the flatter, eastern portion of the SCE site is available in the Subdivision Park Trust (Quimby) Fund or from unallocated General Fund Balance.
Attachments
SCE ROW Improvements – Illustrative Site Analysis
SCE ROW Improvements – Cost Estimates
ATTACHMENT 45A
ARCHITERRA DESIGN GROUP
SCE COMMUNITY NATURE PARK
CITY OF REDONDO BEACH
OPINION OF PROBABLE CONSTRUCTION COSTS
ANDREW WINJE
Date: 06/09/2022
Created by: VALERIE ALEGRE
ITEM QUANTITY UNIT UNIT PRICE ITEM COST
LANDSCAPE CONSTRUCTION
•MOBILIZATION 1 ALLOW $35,000.00 $35,000.00
•DEMOLITION
Vegetation removal 126,000 S.F. $0.15 $18,900
Section Subtotal $18,900
•EARTHWORK/GRADING/SOIL PREPARATION
Soil Prep/Fine Grading 167,677 S.F. $0.60 $100,606
Section Subtotal $100,606
•SITE AMENITIES
Interpretive Display Signage with Supports 2 EA. $4,000.00 $8,000 Section Subtotal $8,000
LANDSCAPE CONSTRUCTION SUBTOTAL $162,506
LANDSCAPE PLANTING
•SHRUBS (167677sqft) 167,677
1 Gallon (80% at 1 per every 100sqft) 1,341 EA. $10.00 $13,414 5 Gallon (20% at 1 per every 100sqf) 335 EA. $28.00 $9,390 Hydroseed Areas 167,677 S.F. $0.14 $23,475
Section Subtotal $46,279
•MISCELLANEOUS
Decomposed Granite - 4" Compacted/Stabilized 30,090 S.F. $6.50 $195,585 Decomposed Granite - 6" On Roadside SCE Access 8,473 S.F. $8.50 $72,021 Cobble Swale Protection at toe of slopes 9,585 S.F. $18.00 $172,530 Section Subtotal $440,136
LANDSCAPE PLANTING SUBTOTAL $486,414
LANDSCAPE IRRIGATION UNIT UNIT PRICE
Automatic On-Grade Irrigation System Temp - Slope Are 98,404 S.F. $1.35 $132,845 Automatic On-Grade Irrigation System Temp - Flat Areas 69,273 S.F. $1.35 $93,519 Section Subtotal $226,364
LANDSCAPE IRRIGATION SUBTOTAL $226,364
10221-A Trademark Street, Rancho Cucamonga, CA 91730
(909) 484-2800 Fax (909) 484-2802 Page 1 of 2
ATTACHMENT 45B
ARCHITERRA DESIGN GROUP
LANDSCAPE MAINTENANCE
90 Day Maintenance Period 167,677 S.F. $0.25 $41,919
Section Subtotal $41,919
LANDSCAPE MAINTENANCE SUBTOTAL $41,919
TOTAL $917,204
15% CONTINGENCY $137,581
30% Prevailing Wage $316,435
GRAND TOTAL $1,371,220
Cost per Square Foot 215,825 S.F. $6.35
Cost per Acre 4.95 AC $276,754
DESIGN FEES (AERIAL SURVEY, CDS, CONSTRUCTION ADMIN.)
Design Plans for Bidding (Estimated at 5% of construction costs) $68,560.98 GRAND TOTAL $1,439,781
10221-A Trademark Street, Rancho Cucamonga, CA 91730
(909) 484-2800 Fax (909) 484-2802 Page 2 of 2
ATTACHMENT 45B
SCE ROW Costs (Reduce Scope Based on Architerra Estimate) Qty Unit Unit Cost Total
Earthwork
Mobilization 1 Allow 10,000.00$ 10,000$
Demo/clear&grub 69,723 SF 0.15$ 10,458$ Grading/Soil Prep 69,723 SF 0.60$ 41,834$ Site Amenities 0 EA 4,000.00$ $ ‐
Landscape Planting
1 Gallon (80% @ 1 per 100 sf) 558 EA 10.00$ 5,578$ 5 Gallon (20% @ 1 per 100 sf) 139 EA 28.00$ 3,904$ Hydroseed ‐ SF 0.14$ $ ‐ 90‐day maint period 69,723 SF 0.25$ 17,431$ Pathways
DG ‐ 4" compacted/stabilized 12000 SF 6.50$ 78,000$ DG ‐ 6" roadside SCE Access 0 SF 8.50$ $ ‐ Cobble swale protection 0 SF 18.00$ $ ‐ Irrigation
Automatic On‐grade Temp System
Slope Area 0 SF 1.35$ $ ‐
Flat Area 69,723 SF 1.35$ 94,126$ Subtotal 261,331$
15% Contingency 39,200$
30% Prevailing Wage 78,399$
Construcion Grand Total 378,930$
Design Fees (5% of Constr) 18,947$
Grand Total 397,877$
Improvement Area
Flat Area 69,723 SF
Slope Area ‐ SF
Total 69,723 SF
1.60 Acres
ATTACHMENT 45B
BRR #46
CITY OF REDONDO BEACH
Budget Response Report #46
June 21, 2022
Question:
What comments were received from City Commissions regarding the FY 2022-23 Proposed Budget and Five-Year Capital Improvement Program? Response:
Attached are letters submitted by the following commissions with input and recommendations on the FY 2022-23 Proposed Budget and Five-Year Capital Improvement Program:
• Budget and Finance Commission
• Harbor Commission
• Library Commission
Attachments
June 21, 2022 Letter – Budget and Finance Commission
June 14, 2022 Letter – Harbor Commission
April 18, 2022 Letter – Library Commission
tvlr,-ftsrr
redondo EEACH
Budget and Finance Commisrion 415 Diamond St., P.0. Box 270 Redondo Beach, Califomia 90277 4270
unmrt.redondo.org
tel: 310 318{683
fax: 310 937{666
June 21 ,2022
Honorable Mayor Brand and Members of the City Council
City of Redondo Beach
415 Diamond Street
Redondo Beach, California 90277
SUBJECT: Budget and Finance Comm:ssion Recommendations Regarding the Fiscal Year 2022-2023 Proposed B udget
Dear Mayor Brand and City Council Members:
The Budget and Finance Commission reviewed and discussed the fiscal year 2022-2023 Proposed Budget at their meetings on May 26,2022 and June 9,2022. The Commission members put forth the following recommendations for your consideration prior to adoption of the budget. a Consider a request for proposal (RFP) for the following services as soon as possible, but no later than the next contract renewal date:
. Banking contract
. Credit card processing
. lnvestment advisor
Withhold Decision Package UB - Request for a City Employee Mental Health Clinical Position, until such time that we have a formalized cost measurement and reporting process in place for all city expenses in support and treatment of the homeless population in Redondo Beach.
ln regards to Budget Response Report #13 - Signature Events, as part of City Council's agenda, we suggest formalizing the process of City funding for the Signature Events in the event that City Council decides to subsidize the event.
We appreciate the opportunity to submit these recommendations to you and hope they wil! be considered for the FY 2022-23 Budget.
Regards, It
/
\t'l.t
Jerry ham
Chair ndo Beach Budget and Finance Commission
a
cc: J. Paul, M. Witzansky, E. Manzano
ATTACHMENT 46A
14 June 2022
The Honorable Mayor Brand and City Council Members
City of Redondo Beach
415 Diamond Street
Redondo Beach, CA 90277
SUBJECT: Harbor Commission feedback on 2022-27 Capital Improvement Plan and 2022-23 Budget Decision Packages
Mayor Brand and City Council Members,
At the Harbor Commission meeting on June 14, the Commission received a presentation from City Manager Mike Witzansky, and held a lengthy discussion regarding the 2022-27 Capital Improvement Plan and 2022-23 Budget Decision Packages.
The Harbor Commission would like to thank the Council for requesting the Commission’s input, and would like to thank Mike Witzansky and staff for preparing an extensive budget package and for their time with the Commission.
The Harbor Commission is very pleased with the extent of harbor area improvements among the capital projects and decision packages.
The Harbor Commission unanimously supports the implementation of the following 2022-2027 Capital Improvement Plan items which are associated with the harbor area:
• Santa Monica Bay Near/Offshore Debris Total Maximum Daily Load • We hope to reduce other sources of marine pollution, including improving Harbor Patrol field time to inspect vessels and find sources of oil and fuel leaks, and to eliminate decaying styrofoam dock floats as a source of plastic pellets within the harbor. This is out of scope for this item, but we hope to address these sources through other methods.
• Bicycle Transportation Plan Implementation
• Harbor area implementation should be in concert with Amenities Plan. • Basin 3 Seawall Improvements
• The seawalls in Basins 1 and 2, and the concrete Galveston wall along the Northern breakwall, have not been evaluated for their condition. This evaluation should be performed so that the scope of work is known for these other areas, as it is known for Basin 3. This knowledge will enable better master lease negotiations or better access to infrastructure improvement funding and overall sea level rise planning.
ATTACHMENT 46B
• Boat Launch Design and Reconstruction
• The Boat Launch and other Amenities Plan improvements will increase Harbor usage and increase the need for a dedicated Harbor Master.
• Harbor Dredging - Construction
• International Boardwalk Surface Repair
• We recognize this is a bit of a temporary band-aid and not a long term solution which accommodates sea level rise, but feel it is necessary.
• Redondo Beach Marina Parking Lot Pay Stations
• We hope that this will allow opening the parking lot entrance on Portofino Way. Use of this entrance allows traffic to cross the Harbor Drive bike path with a traffic light.
Use of this entrance should be encouraged with signage, particularly for the hoist and future boat ramp.
• We hope that these pay stations can implement the various discounted parking rates required by Measure C.
• Pier Parking Structure Security
• Camera security should also be provided for the International Boardwalk dining deck area. Businesses have reported ongoing vandalism to their furnishings in the dining deck area.
• Camera security should be provided to the Pad 10 skate park. • If possible, fiber or other network cabling should be provided to International Boardwalk businesses during installation of camera cabling. • Sea Level Rise Preparation Master Planning
• Seaside Lagoon
• Sport Fishing Pier Demolition and Reconstruction
• We recognize that bandwidth and staff time are limited, and regret that this project is not funded until FY25/26.
• Skatepark Improvements
• We again recommend that the council fund both phase 1 and phase 2 of the park and perform the work at one time.
• We had previously decided to proceed with only Phase 1 to enable construction of the park by summer, which does not now seem possible.
• The phase 2 features, including the half pipe wall and public art, make the park much more interesting and fun.
• The half pipe wall should reduce the sound reflected from the flat wall towards the Village condominiums.
• Performing the work at 2 different times means paying for mobilization of heavy equipment twice, and we are learning that this mobilization is more difficult and expensive than previously estimated. A single mobilization will reduce total project costs.
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The Harbor Commission would like to recommend that Moonstone Park be included among capital improvement projects. The Commission recognizes that the city has an extensive set of projects and limited staff time. However, Moonstone Park was slated and funded for improvements several years ago, and the project became blocked by extenuating circumstances.
The Harbor Commission also unanimously supports the implementation of the following 2022-2023 Budget Decision Package items which are associated with the harbor area:
• Decision Package #10 - Restoration of a Fire Department Administrative Specialist Position for General Fire Administration.
• Decision Package #11 - Restoration of the Pier/Harbor Public Services Leadworker Position. • DecisionPackage #12- RestorationofPier/HarborPart-TimeBudgets • Decision Package #14- Restoration ofWaterfront Falconry and Audit Service Contracts • Administrative report from Council 10/15/2019 details the extensive nuisances which had built up from the pest bird population prior to the falconry program (2 hours daily cleaning of seaside lagoon; birds stealing food from patio diners; dead birds, debris, and rats on rooftops, etc). Ongoing funding of the falconry program will prevent a return to this condition.
• Decision Package #15 - Restoration of Waterfront Contract Landscape Maintenance Services • Decision Package #18 - Restoration of Fire Training Budget • We hope this can be increased to restore the specialized training the Harbor Patrol once received (scuba, vessel recovery, etc)
• Decision Package #43 - Quality-of-Life Unit Police Sergeant Position • Decision Package #44 - New Code Enforcement Officer Position for the Quality-of-Life Unit. • Decision Package #45 - Community Service Officer II Over Hire for Quality-of-Life Unit • Decision Package #46 - New Municipal Service Officer Position • Decision Package #62 - New Pier/Harbor Maintenance Manager Position • The Harbor Commission is particularly supportive of this decision package. • Decision Package #66. New Engineering Services Civil Engineer and Capital Projects Construction Manager Positions.
• Decision Package #70 - Contract for Supplemental Pier/Harbor Restroom Contract CleaningServices • We hope this can be expanded to include any additional cleaning needed on the dining decks on the Pier or International boardwalk.
• Decision Package #83 - Grant Writing Consultant Services The Harbor Commission would like to recommend an additional item: A $4000 fee waiver for services related to the King Harbor Holiday Boat Parade, to be used for public safety services and bleachers in Moonstone Park. Waivers have been given at the same level in previous years.
Respectfully,
Roger Carlson
Chair
Redondo Beach Harbor Commission
CC: G. Kapovich , M. Witzansky, E. Manzano
ATTACHMENT 46B
Library Commission
April 18, 2022
303 North Pacific Coast Highway
Redondo Beach, California 90277-2838
www.redondo.org
The Honorable Mayor of Redondo Beach
The Honorable Redondo Beach City Council
Redondo Beach Council Chambers
415 Diamond Street
Redondo Beach, CA 90277
tel 310 318-0676
fax 310 3 18-3809
Subject: FY2022-23: Request for funding to restore hours and supplement the collection budget Dear Honorable Mayor and Councilmembers:
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redondo
B E A C H
This is the third letter to this esteemed body since December. The first letter dated 12/6/21 requested adding open+access to the strategic plan, which allows the North Branch to provide additional open hours at a lower cost than staffed open hours. open+access was included in the City's strategic plan and will be brought back to Council on 6/7 /22. The second letter dated 2/8/22 requested additional 2021-22 funding for the libraries' physical and digital collections (similar to what has been provided in prior fiscal years during the annual budget process). This letter requests increased funding to restore some open hours and to supplement the collection and budget for FY 2022-23 and announces support for the Redondo Beach Public Library going fine free.
The Library Commission recommends restoring the open staffed hours that were cut at both the Main Library and the North Branch during the FY 2020-21 budget. The hours of the Main Library were reduced by 16 hours per week and the hours of the North Branch were reduced by 8 hours per week due to the effect of COVID-19 on the City budget. As things return to normal, the Library Commiss ,
ion requests that
the Library get closer to pre-COVID accessibility in the coming fiscal year. For reference, the Manhattan Beach Library restored its hours to pre-COVID levels effective 2/14/22.
Restoration of 8 hours at the North Branch Library would cost approximately $30,000 in part-time personnel, while restoration of 8 hours (in order to restore morning service on Mondays and Fridays) at the Main Library would cost approximately $77,000 in part-time personnel. These hours could be restored while keeping all full-time staff on one shift. Full restoration of pre-COVID hours at the Main Library would cost an additional $77,000 in part-time personnel and would require two work shifts and the restoration of a full-time clerk position, which remains frozen.
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