Redondo Beach City Council
June 13, 2023

BLUE FOLDER ITEM
Blue folder items are additional back up material to administrative reports and/or public comments received after the printing and distribution of the agenda packet for receive and file.

CITY COUNCIL MEETING
JUNE 13, 2023
L.1 CONTINUED PUBLIC HEARING TO CONSIDER THE FISCAL YEAR 2023-2024 PROPOSED

BUDGET, FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM, AND ASSOCIATED BUDGET

RESPONSE REPORTS
CONTACT: WENDY COLLAZO, FINANCE DIRECTOR
BUDGET RESPONSE REPORTS- #40, #57, #66, #8, #43, #36, #60, #61, #68 and #13

CITY OF REDONDO BEACH
Budget Response Report #8
June 13, 2023
Question:

Can the Wilderness Park upper pond be reconstructed to be more operationally sustainable? What would be the cost and process to do so? What would be required to reconstruct the former Wilderness Park lower pond? What is the process and cost to rehabilitate the Wilderness Park meeting room, office, and restroom facilities? Response:

Reconstruction of Upper Pond
Reconstructing the upper pond into a more sustainable water feature would involve a significant redesign. Due to the age of the pond and its infrastructure, the equipment that pumps and filters the water that flows through the feature must be replaced with modern equipment that can accommodate current wildlife needs. The design process would include geotechnical exploration, water retainment, wildlife and environmental considerations, and compliance with State safety guidelines. The pond must be shallow in depth (18” deep maximum) and be lined to reduce water seepage into adjacent properties. An approximate cost estimate for design and installation is $500,000.

An aspect of the reconstruction project that must be considered is whether ADA access to the pond needs to be provided. The cost to install an accessible path of travel could double the cost of the pond redevelopment, reaching a total of $1,000,000 with a variance of 20% to 30%. A determination by an ADA compliance expert is required prior to any reconstruction efforts being undertaken.

Maintenance costs for a new pond water system are likely to run between $2,000 to $2,500 per month initially, depending on the type of filtration system used (chlorine, biofiltration, etc.).

A consideration that emerged last year is whether development of this feature would be consistent with water restrictions that could be imposed during severe drought conditions.

Water features have been shut down as part of previous state water conservation mandates.

Current Maintenance of Upper Pond
In its current configuration, the program for regular maintenance of the upper pond could be enhanced to include the following:
- Skimming the pond surface daily to remove twigs, trash and small debris - Feeding the fish daily
- Back washing pond filters weekly
- Comprehensive cleaning once per year in the spring, which involves removing the fish to clean the sand and remove algae and other debris Performing these tasks on a committed/regular basis would require roughly 1,400 hours of dedicated part-time staff per year, which at $25 per hour, would have an annual cost of $35,000. This would be in addition to the annual cost of materials, which is estimated to be approximately $2,000 per year for fish food, algicides, and skimming nets. For comparison, when staff previously contracted out maintenance of the upper pond it cost $1,000 per month for one service per week.

Reconstruction of Lower Pond
In 2019, staff prepared a BRR discussing the cost to renovate the lower pond. In it, costs to install a shallow depth lined pond with water filtration was estimated at $475,000.

Again, a major caveat was whether ADA accessibility would be required, which could double the cost of the project. Escalation of pricing from 2019 to now, and the hyper volatility of the market in recent months, also lend themselves to much uncertainty about cost estimates. An initial budget number for the case where ADA compliance requires an accessible path of travel to the lower pond could be reasonably estimated at about $1,000,000 and could vary by 20% to 30%. Similar to a reconstructed upper pond, maintenance costs for the lower pond’s pumping and filtration system would likely be $2,000 to $3,000 per month.

Rehabilitation of the Meeting Room, Office and Other Facilities The meeting room/office facility at Wilderness Park, formerly referred to as the Nature Center, is outdated and overdue for rehabilitation. The following modifications and improvements, in suggested order of priority, are needed to update the facility:

Re-roof entire building: $ 55,000
Exterior restroom – replace partitions and equipment: $ 22,000 Repair termite damage: $ 20,000
Replace ceiling beams: $ 15,000
Kitchen upgrades: $ 5,000
Interior restroom update: $ 6,000
Replace flooring and re-paint: $ 10,000
Refurbish entry gate: $ 9,000
Project management (10%): $ 14,200
Contingency (25%): $ 35,500
Total: $191,700
BRR #NN

CITY OF REDONDO BEACH
Budget Response Report #13
June 13, 2023
Questions:

How does the City’s Information Technology Equipment Replacement Program work and what equipment is recommended for replacement in FY 2023-24? Response:

The City’s Information Technology Equipment Replacement Program (Program) was established in FY 2005-06 as a way to keep the City’s technological infrastructure up to date and to minimize failures and workplace disruption due to unreliable, outdated or failing computer hardware and software. Since the Program’s implementation, the City has enjoyed a very robust and reliable technological infrastructure.

As a part of each year’s mid-year budget process, IT staff review the equipment replacement schedule and add or remove equipment as needed. Staff extends, or reduces, the useful lifespan on items based on the condition of the equipment, pending changes in the technological cycle or emerging new technologies. For example, instead of replacing the aging on-site telephone system, the City funded the implementation of a cloud-based telephony service. At times, equipment is replaced for reasons other than simply reaching the end of its lifespan, such as technological advances or the inability of existing equipment to run current software.

The spreadsheet used to manage the IT Replacement Schedule was created by Financial Services staff and is based on the estimated useful lives of the equipment across a 10- year rolling period. The replacement value is calculated using a 3.5% compounded rate against the purchase price of the equipment, software, and services for the respective number of life span years assigned. For example:

Equipment Purchase
Price
Life Span
Years
Replacement Value
Full Life
(3.5% compounded rate)
Annual
Rental
Network Edge
Equipment $600,000 7 $971,217 $138,745
Network Core
Routers $100,000 7 $161,869 $23,124
Each fiscal year, an IT Internal Service Annual Rental charge is assessed to each department for the replacement of technological equipment, and these charges are independent of the IT Internal Service Fund charges for personnel and maintenance and operations. The number of departmental computers, computer-related equipment, telephones and telecom-related items are used to allocate equipment that cannot be BRR #NN

identified directly to a department. The total annual charge (beginning in FY 2006-07) has ranged from ~$420,000 to ~$736,000 depending on the equipment included in the replacement schedule at that point in time. The charge has trended downward over time as we move from capital equipment expenses to subscription-based and cloud services.

For example, past departmental annual rental charges are listed below:

Fiscal Year IT Internal Service
Annual Rental Charge
FY 2006-07 $420,200
FY 2007-08 $736,905
FY 2008-09 $736,905
FY 2009-10 $636,403
FY 2010-11 $588,166
FY 2011-12 $617,354
FY 2012-13 $494,909
FY 2013-14 $477,234
FY 2014-15 $495,432
FY 2015-16 $488,259
FY 2016-17 $441,795
FY 2017-18 $462,508
FY 2018-19 $462,563
FY 2019-20 $477,706
FY 2020-21* $0
FY 2021-22 $512,969
FY 2022-23 $496,711
*For FY 2020-21, due to budget restrictions, staff extended the life of equipment by one year and suspended the departmental rental charges. This pushed the lifespan and replacement cycle of all equipment out one year longer than had originally been determined and saved the General Fund $454,748 and other funds $95,158. The end result was a revenue reduction to the Information Technology Fund of $548,906, an ~19% reduction in the IT budget.

FY 2023-24 Equipment Replacement:

Each fiscal year, a budget Decision Package is recommended for Council consideration to allocate funds from the IT Replacement Fund to the IT Internal Service Fund for the equipment scheduled for replacement. Equipment is only recommended for replacement when it is fully funded - the funds to pay for the FY 2022-23 IT replacement program are currently fully accrued in the IT Replacement Fund.

The amount requested to be allocated each fiscal year depends on which equipment is scheduled to be replaced. It can be more or less than the annual departmental rental charge. Previous years allocations approved by City Council from the IT Equipment Replacement Fund to the IT Internal Service Fund are as follows:

BRR #NN

Fiscal Year Allocation
FY 2006-07 $441,600
FY 2007-08 $1,101,301
FY 2008-09 $436,452
FY 2009-10 $201,875
FY 2010-11 $136,743
FY 2011-12 $327,000
FY 2012-13 $550,298
FY 2013-14 $985,291
FY 2015-16 $246,533
FY 2016-17 $543,700
FY 2017-18 $105,710
FY 2018-19 $427,712
FY 2019-20 $234,385
FY 2020-21 $1,133,086
FY 2021-22 $432,695
FY 2022-23 $211,245
FY 2023-24
(proposed) $192,359
The following are some examples of enterprise-wide mission critical systems that have benefitted from the replacement program:
• Data Network Infrastructure - (2006, 2013, 2021)
• Telecommunications System – (2006, 2012, 2021)
• Public Safety Computer Aided Dispatch and Records Management Systems (2005, 2010, 2015)
• Network perimeter firewalls – (2010, 2016)
• Network Equipment Battery Backup – (2011, 2015, 2019) • High speed document imaging scanners – (2010, 2014, 2016, 2019) An appropriation from the IT Equipment Replacement Fund (fully funded for FY 2023-24) to the Information Technology Internal Service Fund (Decision Package #17) is necessary to implement the FY 2023-24 IT Replacement Program. Below is a listing of technological equipment scheduled for in FY 2023-24 and estimated costs that make up the requested $192,359:

Information Technology:
• Web Filter
Acquired in 2016. Equipment will be ~5 years old upon replacement. $19,748
• InfoBlox DNS Appliance – Primary
Acquired in 2017. Equipment will be ~5 years old upon replacement.

BRR #NN

$7,496
• InfoBlox DNS Appliance - Redundant
Acquired in 2017. Equipment will be ~ 5 years old upon replacement. $7,496
• Canon Varioprint Copier – Copy Center
Acquired in 2015. Equipment will be ~8 years old upon replacement. $122,463
Engineering:
• Rugged Laptop – 2 ea.

Acquired in 2019. Equipment will be ~4 years old upon replacement. $6,885
• Oversized Scanner (Engineering Plansets)
Acquired in 2013. Equipment will be ~5 years old upon replacement. $16,927
Financial Services:
• Receipt Printers – 4 Ea. .

Acquired in 2018. Equipment will be ~4 years old upon replacement. $7,901
Library:
• Precision Notification PC
Acquired in 2019. Equipment will be ~4 years old upon replacement. $3,443

CITY OF REDONDO BEACH
Budget Response Report #36
June 13, 2023
Question:

What was the cultural and entertainment rental activity at the RBPAC in FY 2022-23? How will the proposed restoration of marketing and equipment funds be used to improve RBPAC operations?
Response:

Cultural and Entertainment Rental Activity FY 2022-23
Of the eleven (11) completed months of FY 2022-23, the Redondo Beach Performing Arts Center (RBPAC) was utilized 175 days. Of that amount, it was rented 157 days and open without charge for City events another 18 days. The 175 rental days include 46 unique clients (Table 2) and 57 unique events (Table 3). Total attendance for FY 2022-23 will be more than 84,000 (Table 3).

Table 1 captures the RBPAC’s financial performance during FY 2022-23. Revenue from rents and fees is $861,123. Expenses include personnel (full-time and part-time) and operating costs. For FY 2022-23, RBPAC incurred $609,400 in personnel costs which included $315,588 in full-time salaries and benefits for its three (3) full-time employees (manager, technical director, custodian) and $184,908 in part-time salaries (custodians and stage crew). Operating expenses are $237,155.

Restoration of Marketing and Equipment Funds
Marketing
RBPAC operations require the restoration of marketing funds to address gaps and challenges currently hindering the venue’s performance. The major challenge for any performing arts center, which relies exclusively on rental income (no earned revenue from self-produced productions), is the inherent economic precariousness of the business model. While many clients are “regulars,” i.e., they return year after year, there is no guarantee that anyone who rented in one fiscal year will do so the next. Unlike selfproducing and mixed-model performing arts centers, which either produce their own events or seek them out (book them), exclusively rental venues like the RBPAC are completely dependent upon clients returning or new clients seeking the space. For the operation model the RBPAC employs, the best business plan is to reach as many potential renters (as well as promoters) as possible and market the quality of the venue and its technical support services. This includes advertising in national media in an effort to attract promoters who are touring acts around the country.

Another challenge is the fact that the City does not operate its own box office, which results in clients being responsible for selling their own tickets. The value that operating a box office offers to a theatre is the ability to create a database of prospective audience members. Every year tens of thousands of people attend RBPAC events, most of whom the City could add to a mailing list which can then be used to market future events.

Operating a box office where the City could sell clients’ tickets is feasible, though complex and not cost effective given the current operating model. The City would require a subscription to a cloud-based service that has an Application Programming Interface (API) that can communicate with the City’s current accounting system. Additionally, a ticketing package from a ticket vendor would need to manage single tickets, group tickets, refunds, exchanges, digital and paper tickets, among many other customer-serving features. Both of these components would require significant financial investment that would best be made only if the RBPAC begins presenting its own productions or proactively securing a full season of events. In lieu of the box office generated database, restored marketing funds are required to bolster the RBPAC’s reach and to increase the number of touchpoints the venue can have with past and future attendees.

The City’s lack of marketing options – as well as its inability to fund new options – is a hindrance to retaining existing and attracting new rental clients and attendees. Currently the City has very few marketing tools to offer clients. This includes the digital marquee, limited City website marketing, and a monthly ad in the “Easy Reader.” In addition to not having the previously mentioned email distribution list, the RBPAC doesn’t produce a season brochure or any kind of mailer, does not produce rack cards to advertise upcoming events, and does not create any posters for the lobby. The City also has the ability to project videos of upcoming events in the lobby before and after performances and during intermissions, though the City has not previously invested in the content creation required to do so. Many of these advertising and marketing upgrades and additions will add value to the City’s ability to retain and attract clients. Should the Council approve Decision Package #11 and restore the marketing budget in FY 2023-24, many of these marketing strategies can be deployed with anticipated return on investment.

Equipment – Current Needs
RBPAC’s “Other Non-Capital Equipment” account has been budgeted at $40,000/year since FY 2009-10. Traditionally these funds are used to replace equipment that wears out with age or becomes obsolete due to changes/advances in technology (everything from sound, lighting, scenic, and video equipment to vacuum cleaners, dollies, ladders and traffic control cones). In order to retain and attract clients, the goal has always been to keep the venue competitive with the most up-to-date and user-friendly equipment possible.

In FY 2020-21, due to the pandemic lockdown, the budget was halved to $20,000. Those cuts remained in the FY 2021-22 budget. As there was an understandably slow recovery period with fewer than usual events, RBPAC was just barely able to operate on this budget. In FY 2022-23, the budget regained only $8,850 of the $20,000 previously cut despite the return of events/business to pre-pandemic levels. Some equipment that wore out was not replaced (e.g. a $6,500 concessions beverage refrigerator, leaving one entire concession location unusable). This negatively impacted some clients that depend on all of the facilities for which they contract. Other equipment that has become obsolete and needs replacement is the video distribution system, which distributes video signals to 40 locations throughout the venue and is based on 1999 technology. Due to other accounts (i.e. Special Departmental Supplies, Advertising and Promotions, etc.) not being restored in FY 2022-23, a good percentage of the funds in Other Non-Capital Equipment were diverted to backfill normal operating costs.

In FY 2023-24, approval of Decision Package #13 will allow for the following list of expenses/projects: replace the beverage refrigerator, upgrade the video distribution system to 1080p (high-def) quality building-wide, and continue replacing incandescent/halogen lighting (both theatrical and architectural) with newer LED technology as funds permit. These upgrades will both lower City maintenance and utility costs and add value to the RBPAC’s services portfolio.

Equipment – Possible Upgrades
While live performances are still engaging and pulling in audiences, it cannot be denied that customers expect more and more special effects created with technology. Special effects enhance the performance and improve the experience for the audience, and require modern technologies. Commonly used technologies in live venues include sound and lighting systems and video projection. Computer-generated graphics can create backdrops, design costumes, and create special effects. Modern audiences expect all of these items, and theatres that can provide them are the most competitive.

Many live venues have adapted to digital and automation technologies in recent years.

Musical genres may be entirely different today because of technology, as well as the ways in which musicians perform. Piano players no longer play an acoustic instrument in theatres. Nowadays they prefer fully programmed keyboards or workstations. Theatre rigging relies on automated response times in a variety of everyday tasks. Automation and 3D printing enable sets to be created faster, contain more detail, and draw viewers deeper into the story and setting. Furthermore, new technology has made it possible to incorporate video and other multimedia into theatrical performances. As technology improves, new synths, mixers, sample manipulators, and other pro tools are being introduced. Technological advancements have changed the way people experience the theatre. The more of these technologies that we can offer our clients, the more competitive we’ll be. One of the most important tools a venue today can offer its clients is video broadcasting. Many City clients are already streaming their shows, allowing them to be broadcast around the world in real time – an option the RBPAC would benefit from offering.

Table 1: Budget Summary
ITEM FY 2022-23 (11 months)

REVENUE
10033600-405010 (Rents & Percentages) $676,215
80033600-260390 (Production Expenses) $184,908
TOTAL $861,123
DIRECT EXPENSES (Without ISF)
Full-time salaries and benefits $315,588
Part-time salaries $293,812
Operating expenses $66,261
Production expenses $170,894
TOTAL $846,555
Profit (Loss) (Without ISF) $14,568
ISF Allocation Expenses to Date $440,120
Profit (Loss) (With ISF) ($425,552)
Table 2: Renters
# RENTER # RENTER
1 777 Entertainments 24 Kala Koa Entertainment
2 Alliance Collins Family/Bloomberg
School 25 Kids Artistic Revue Dance Competition
3 Alliance Neuwirth School 26 Kross-Kulture Musical
4 Alliance Virgil Roberts School 27 Las Vegas Dance Starz 5 American Cancer Society 28 Living Art Productions
6 Ballet Beyond Borders 29 Los Angeles Ballet
7 Brigham Young University 30 NDM Bollywood Dance
8 Comedy Chella 31 Private
9 Council Dist. 5 32 Private 1
10 Council District 5 Meeting 33 Reaching Educational Milestones 11 CRB Compost Event 34 Redondo Ballet Company
12 Culture Shock LA 35 Robert Group
13 Dakshini Bengali Association 36 School of Dance and Music 14 Debbie Allen Dance Academy 37 Soroptimists International Manhattan Beach
15 Distinguished Speaker Series of LA 38 South Bay Music Awards 16 Encore Theatre Group 39 South Bay Police Training
17 Fifth Row Center Dance 40 South Bay Police Training
18 Flypoet Entertainment 41 Spotlight Dance Competition 19 Full Armor Media 42 St. Anastasia School
20 Gravit8 Dance Competition 43 Starbound Dance Competition 21 Hall of Fame Dance Competition 44 Sterling Venue Ventures 22 Hoffman Murphy Real Estate 45 Telugu Association of Southern CA 23 Insider Entertainment Group 46 Virgelia Productions
Table 3: Events and Attendance
# Event Attendance
1 777 Entertainments: Javed Ali Concert 453
2 Alliance Collins Family/Bloomberg Grad. 1,900
3 Alliance Neuwirth Graduation 1,000
4 Alliance Virgil Roberts Grad. 750
5 American Cancer Society: Relay for Life Car Show 700
6 Ballet Beyond Borders 325
7 BYU Ballroom Dance Concert 475
8 Comedy Chella #3 350
9 Culture Shock LA: Vibe Jrs Dance Competition 500
10 Dakshini Bengali Concert 1,000
11 Debbie Allen Dance Academy: Hot Chocolate Nutcracker 12,548 12 Dist. Speaker Series: Adm. Stavridis 1,113
13 Dist. Speaker Series: Bob Eubanks 900
14 Dist. Speaker Series: Cristina Mittermeier 1,007
15 Dist. Speaker Series: Ken Burns 1,066
16 Dist. Speaker Series: Misty Copeland 984
17 Dist. Speaker Series: Neil deGrasse Tyson 1,400
18 Encore Theatre Group: “School of Rock” 3,500
19 Encore Theatre Group: Mary Poppins 4,038
20 Encore Theatre Group: Seussical 992
21 Fifth Row Center Dance 800
22 Flypoet Poetry Slam 1,100
23 Full Armor Media Comedy Show 2,050
24 Full Armor Media: Brian McKnight 1,100
25 Full Armor Media: Incognito 701
26 FullArmor media: Will Downing 880
27 Gravit8 Dance Competition 400
28 Hall of Fame Dance Competition 1,500
29 Kala Koa Entertainment: LA Flamenco Festival 1,000
30 Kala Koa Entertainment: So Cal Slack Key Festival 1,300 31 Kala Koa Entertainment: Taimane Gardner Concert 302
32 Kids Artistic Revue Dance Competition 2,400
33 Kross-Kulture Musical 371
34 Las Vegas Dance Starz: Thunderstruck Dance 1,600
35 Living Art Experience 4,500
36 Los Angeles Ballet: “Lady of the Camellias” 1,100
37 Los Angeles Ballet: “The Nutcracker” Ballet 4,175
38 Lunafest Film Festival 150
39 Miss Asia USA/Latina Global 910
40 Miss Filipina Pageant 1,100
41 NDM Bollywood Dance: Spring Recital 1,300
42 NDM Bollywood Dance; Winter Recital 1,128
43 Reaching Educational Milestones: February R&B Concert 300 44 Reaching Educational Milestones: July R&B Concert 400 45 Reaching Educational Milestones: May R&B Concert 478 46 Reaching Educational Milestones: November R&B Concert 150 47 Reaching Educational Milestones: October R&B Concerts 700 48 Redondo Ballet Company Spring Recital 750
49 Redondo Ballet Company Winter Recital 700
50 School of Dance and Music Spring Recital 1,100
51 School of Dance and Music: Winter Recital 1,300
52 Spotlight Dance Competition 3,600
53 Spotlight Dance Competition 3,500
54 St. Anastasia School Holiday Program 800
55 Starbound Dance Comp. 3,450
56 Sterling Venue Ventures: Leonid & Friends Concert 586 57 Telugu Assoc. Concert 1,400
TOTAL ATTENDANCE 84,082

CITY OF REDONDO BEACH
Budget Response Report #40
June 13, 2023
Question:

What are the estimated costs of adding the following maintenance & repair requests to DP #75?
a. Renovated bullpen warm up areas at Perry Park (2), Anderson Park (1), and Dominquez Park (1).
b. Regraded home plate area and first base line at Dominguez Park. c. Renovated snack bars at all 3 parks.
d. Renovated restrooms at Perry Park adjacent to the snack bar.

Response:

Maintenance and minor repairs for the baseball fields, snack bars, and other field infrastructure have traditionally been provided by league volunteers. Larger scale items, such as the ones described above, would have to be coordinated by the City. Estimated costs for these enhancements, including labor and all necessary materials, are shown below.

Perry Park
Renovate bullpen/warm up areas (1st and 3rd baselines) $2,000 Renovate snack bar: $5,000
Renovate bathrooms adjacent to snack bar: $35,000
Total $42,000
Unfortunately, vandalism has taken its toll on the restrooms at Perry Park. Fixtures have been replaced multiple times and the exterior doors have been replaced to enhance durability. The proposed upgrade would rehabilitate the restroom interiors with stainless steel fixtures to meet vandalism resistant standards.

Dominguez Park
Renovate bullpen/warm up areas (1st baseline) $1,000
Renovate snack bar $5,000
Regrade uneven baseball field sections $40,000
Replace irrigation system $45,000
Total $91,000
The south baseball field, which was built on a former landfill, is showing signs of additional soil settling. The settling has resulted in an uneven playing surface in multiple areas.

Correcting this issue would require regrading and leveling a 32,000-square foot area and replacing the irrigation system.

Anderson Park
Renovate bullpen/warm up areas (3rd baseline) $1,000
Renovate snack bar $5,000
Total $6,000
The Anderson Park baseball fields are under the control of RBUSD. Any efforts to improve the site would need to be coordinated with the School District.

CITY OF REDONDO BEACH
Budget Response Report #43
June 13, 2023
Question:

Is it feasible to allow free or reduced rate access to the RBUSD athletic fields during the summer months by resident-based groups, such as AYSO?
Response:

Redondo Beach Unified School District (RBUSD) field and facility use permitting has a bifurcated rate structure: exempt and non-exempt. Any request from the City of Redondo Beach for waived or reduced fees must be negotiated with RBUSD staff and presented to the RBUSD board for approval. The City of Redondo Beach is not responsible for obtaining field use permits for community youth sports organizations.

Athletic Fields and Parks Under RBUSD Jurisdiction
Permits for Use
The RBUSD permits and collects fees for use at the following locations, by the following organizations:
• Adams Middle School Field – AYSO
• Alta Vista Baseball/Softball Fields – Redondo Sunset Baseball, City-contracted Adult Sports ($25/hour for light fees)
• Alta Vista Soccer Fields – AYSO
• Anderson Park Multipurpose Field – RB Little League, AYSO Youth Sports League fees are $20 per participant per season. The youth sports organizations operate independently from the City of Redondo Beach and contract and negotiate independently with RBUSD.

Attached for reference is the current RBUSD Facility Use Fee Schedule.

Public Use
Prior to the COVID-19 pandemic, RBUSD arranged for a few school sites to remain open for public use outside of school operational hours, including weekends. During the pandemic, RBUSD closed all facilities due to the fields being damaged and vandalized and RBUSD lacking resources for monitoring and maintaining the fields. Additionally, there were a few locations that were upgraded with artificial turf and new play structures, requiring closely monitored use to protect the field and equipment. Staff contacted RBUSD to discuss the possibility of reopening some or all of the school sites for off hours use by the community. RBUSD personnel stated that the District would be open to discussions and negotiations with the City regarding expanded community use of the facilities.

Athletic Fields and Parks Under City Jurisdiction
The City of Redondo Beach Community Services Department utilizes the following parks for programming, adult sports, organized youth sports, and special events:
• Anderson Park Green Space – Community Services contracted classes and soccer camps
• Dominguez Park Ballfield – RB Little League*
• Fulton Playfield – Open, public use
• Julia Playfield – AYSO*, Redondo Sunset Baseball*, Community Services events • Perry Allison Playfield – Open, public use
• Perry Park Ballfield – RB Little League*
*These organizations are exempt from paying field use fees.

South and West Gates at Anderson Park – RBUSD Response
The north and east sides of Anderson Park are open to public access while the south and west sides are kept locked. RBUSD is aware of the residents’ preference to have the latter access points opened, but remain firm on keeping these sides gated and locked due to safety concerns. When primary renters – such as youth sports leagues (including AYSO) – make a request, RBUSD will work with those organizations to arrange special access.

Through the years, RBUSD has regularly revisited the issue with keeping the south and west side gates locked and, at this time, does not intend to change their policy. This decision is primarily based on the safety logistics of the school and its subsidiary programs. Understandably, this presents an inconvenience to the residents living on the south and west sides of the park, necessitating them to walk around to the north or east side to gain access. Alternatively, there is a parking lot on the east side, adjacent to the Senior Center off of Vail Avenue. There is ample access from this location.

Revised 2/25/2021
Elementary & Middle School EXEMPT NON-EXEMPT
Basketball Courts $ 25.00 $ 50.00
Basketball Courts - Enrichment Rate $ 10.00 $ 15.00
Cafeteria $ 30.00 $ 45.00
Classrooms $ 30.00 $ 45.00
Custodian $ 45.00 $ 55.00
Gym-Middle School $ 100.00 $ 150.00
Library $ 30.00 $ 40.00
Lunch Tables - Enrichment Rate $ 10.00 $ 15.00
Parking Lot $ 20.00 $ 25.00
Playground $ 10.00 $ 15.00
Youth Sports - League Season Rate $20 per participant See non-exempt rate Sports Fields - Turf $ 100.00 $ 150.00
Sports Fields - Grass $ 30.00 $ 50.00
Fields - Enrichment Rate $ 10.00 $ 15.00
Sports Field Lighting
Multipurpose Room $ 70.00 $ 90.00
Campus Supervision $ 45.00 $ 55.00
RUHS
Aquatics Center:

Auditorium Rehersal/Hour $ 150.00 $ 200.00
Auditorium Performance/Hour $ 200.00 $ 250.00
Stage Manager (non-overtime) $ 60.00 $ 60.00
Student Worker (non-overtime) $ 15.00 $ 15.00
Custodian $ 45.00 $ 55.00
Video Fee $200 per day $200 per day
Piano Fee $100 per event $100 per event
Pit Thrust $1,000 per event $1,000 per event
Sound Shell $1,000 per event $1,000 per event
Wireless Microphone $10 per day $10 per day
Black Box $ 50.00 $ 100.00
Band Room $ 35.00 $ 45.00
Choir Room $ 35.00 $ 45.00
Dance Room $ 35.00 $ 45.00
Fields:

Sea Hawk Bowl , Baseball, Soccer,
Lacrosse, Softball
Gym/Large: Game $ 125.00 $ 250.00
$20 to $40 per hour depending on field
See Attachment
Same as Elementary/Middle School Fields
Redondo Beach Unified School District
Facility Use Fee Schedule
Effective 7-1-2021

CURRENT RATES
Gym/Large: Practice $ 95.00 $ 190.00
Gym/Small: Game $ 100.00 $ 200.00
Gym/Small:Practice $ 85.00 $ 170.00
Field Lighting
Memorial Field $20 per participant See fields above
Parking Lot Fee $ 20.00 $ 25.00
Stadium Track $ 20.00 $ 25.00
Tennis Courts $ 15.00 $ 20.00
$20 to $40 per hour depending on field
Lane Rate per hour
Community Swim Rate
Youth (3-13 yo.) & Senior
(65 and over) Adult Resident Adult Non-Resident
*under 2 years of age are free &
Free entry with RBUSD student ID $ 3.00 $ 4.00 $ 5.00
Swim Lesson Program Resident Non-Resident
Group (4-5 per class) Lessons 8
x 25 minute lessons $ 110.00 $ 120.00
One on One Lessons (per lesson)
Number of lessons per session TBD $ 30.00 $ 40.00
* Rates for outside groups at the pool are not to go into effect until September 2021 Redondo Beach Unified School District
Facility Use Fee Schedule
Effective 7-1-2021
Aquatics Center:
$16.00
Revised November 28, 2018
RATE
Football
Softball
Volleyball
Redondo Beach Unified School District
Facility use Fee Schedule for Redondo Beach Education Foundation Dba. Sea Hawk Foundation - Youth Camps and Clinics
Effective January 1, 2019

PROGRAM
Sea Hawk Foundation Youth Camps and Clinics:
$60/hr
*Includes:

Baseball
Basketball

CITY OF REDONDO BEACH
Budget Response Report #57
June 13, 2023
Question:

What is the cost to install “hand raising” buttons and lights at the councilmember seats on the dais?
Response:

The City Council Chamber was renovated in 2021 with updated facilities, seating, audio visual and broadcasting equipment. Since that time, there has not been a tactile/visual hand raising, voting, or request to speak system in the Chamber.

Council Members and Commissioners commonly rely on verbal and non-verbal cues and gestures to facilitate requests to speak. A hand raising and voting system is currently available through the City’s Granicus Agenda and Meeting Management system which requires interaction by meeting participants with the PC computers installed at the dais as well as monitoring of a PC screen for requests by the meeting facilitator, which can be performed from any location. While an effort has been made to utilize this feature during meetings, in practice, requests to speak are occasionally overlooked due to a high level of engagement in the topics being discussed and/or a lack of visibility of the PC application during discussion.

Options
Today, the market for meeting room request to speak systems has shifted from built-in lights and buttons systems to more modern technologies such as a web application, smartphone/tablet app, physical remote control, or Audio/Visual touchscreen which not only alert the meeting facilitator to pending requests, but also facilitate queuing and the recording of votes, eliminating the need for roll calls and manual records. In all cases, these systems require the monitoring of a computer screen, mobile tablet, or separate screen for receiving and addressing incoming requests, which are options unlikely to resolve instances of overlooked requests to speak.

A tactile/visual system of buttons and lights could be installed in the dais to alert the meeting facilitator of requests to speak. The system would consist of buttons at each seat that would illuminate when pressed and a corresponding set of lights at the center position with buttons to turn off the lights once acknowledged. While limited in features in comparison to their modern counterparts and still necessitating the need to monitor a separate physical location, it is reasonable to assume that a visual light on or beneath the dais is less likely to be overlooked than a prompt on a computer screen.

Cost
The estimated cost for the buttons/lights upgrade is between $1,500 and $2,500 depending on the specific equipment purchased and complexity of installation in or below the dais top.

The system would consist of an LED-Illuminated button integrated at each seat, a panel containing lights and buttons to acknowledge each seat at the center position, a small programmable logic controller or device to control functionality, and the required wiring.

CITY OF REDONDO BEACH
Budget Response Report #60
June 13, 2023
Question:

What are alternative beautification measures for the Lilienthal Lane median and their associated costs, including a possible floor art installation? Response:

The table below demonstrates partial landscaping options for the Lilienthal median. There are two disconnected median islands between Fisk and Ives: one north of Ralston (to Ives) and one south of Ralston (to Fisk). Their lengths are close, but not exact as shown in the percentage breakdown below. The water meter cost is the same because a new meter would need to be installed irrelevant of the project being implemented at 100% or in part.

Lilienthal Lane Median Landscape
100% 45% 55%
Fisk to Ives Fisk to Ralston Ralston to Ives
Demo $ 84,000 $ 37,966 $ 46,034
Irrigation System $ 196,000 $ 88,588 $ 107,412
New Water Meter $ 8,000 $ 8,000 $ 8,000
Design & Mngmnt $ 57,600 $ 26,911 $ 32,289
Contingency $ 72,000 $ 33,638 $ 40,362
Total $ 417,600 $ 195,103 $ 234,097
In addition to landscaping, art in medians is a popular way to improve the appearance of streets. However, median art should be of a type that encourages admiration from afar and dissuades people from jaywalking to examine it more closely. For that reason, it is recommended that Council not consider floor art.

Included below are several examples for public art in medians as alternatives to floor art.

Some of the images show multiple pieces or sculptures. The sculptures for this median area would not be placed too close, but rather spread out along the Lilienthal median.

The cost for public art varies widely and is largely a function of the reputation of the artist, supplies, and installation costs.

As mentioned above, the median through Lilienthal Lane is in two segments, both being approximately 450 feet long. If sculptures were installed every 50 feet, each section could display 10 sculptures (20 sculptures total). Sculptures of the kind shown in the accompanying images cost between $5,000 and $20,000 apiece. If the City commissions a series of sculptures by the same artist, all identical or with slight variations, the cost will likely be on the lower end. If the City commissions 20 sculptures from 20 different artists all based on a theme, the cost will likely be higher. The cost for 20 sculptures, therefore, would range between $100,000 and $400,000 (or more).

Figure 1 shows possible locations for 10 sculptures on the southern section of Lilienthal Lane (placed approximately 50 feet apart).

Figure 1: Possible locations for 10 sculptures on the southern section of Lilienthal Lane (Placed approximately 50 feet apart)
Median Sculpture Options

CITY OF REDONDO BEACH
Budget Response Report #61
June 13, 2023
Question:

What items are included in the Emergency Equipment Communications Fund and what is the estimated replacement cost for these items?
Response:

The Emergency Communications Fund (ECF) is one of the City’s Internal Service Funds and sets aside money for the future replacement of emergency communication equipment and technology. The departments utilizing this equipment are Police, Fire, and Public Works, and the internal service charges are allocated to only those operations.

The equipment inventory includes dispatch console stations, radios (stationary, mobile, and portable), batteries, charging stations, microphones, transmission equipment, computers, and software. The equipment is installed in the Police and Fire Stations, the Public Works yards, along with mobile equipment in department vehicles. Additionally, transmission equipment is located in strategic areas across the City.

The majority of equipment in the inventory has a life cycle of 10 years. The replacement cost is amortized across that time, with 3% compound interest added to adjust for cost increases at the time of future replacement.

For example, a recent installation of an additional dispatch console workstation and dispatch radio totaled $85,945. The replacement cost at the end of the 10-year life cycle is calculated at $115,503. Therefore, the internal service charge for that equipment is $14,438 per year for 10 years.

If equipment is still in good operational condition beyond its original life cycle and departments continue to utilize it, or decide not to replace it, the accumulated funds remain in the ECF, without further internal service charges.

The estimated ECF fund balance as of July 1, 2023 will be $5,819,286. If all equipment had to be replaced, the total cost would be approximately $7,210,923, including the additional compound interest for equipment significantly beyond its life cycle.

In addition to the equipment replacement costs, ECF funds are allocated for the dispatch center’s annual operating expenses, including personnel, supplies, and contract services.

The projected operational costs for FY 2023-24 are $2,385,682 before Decision Packages.

Funds to purchase replacement equipment are appropriated from the ECF as part of the annual budget adoption, or during the fiscal year through budget modifications approved by a 4/5ths vote of the City Council.

Included with this BRR is the equipment listing and amortization schedule. Highlighted is equipment which the City must retain even without operation of a dispatch center. The cost of the required equipment is $5,279,055, which is 73% of the Fund’s total. Further, the City would continue to remain part of the Interoperability Network of the South Bay (INSB) which incurs an annual assessment of $150,000.

Police Department
Police Department
Description Building Year Purchased Cost LIFE LIFE REMAINING Replacement Year Replacement
Value (Using
Compound
Interest @3%)
Beginning Fund
Balance Balance Due
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
Annual ISF
Fiscal Year
2024-2025
Annual ISF
Fiscal Year
2025-2026
Annual ISF
Fiscal Year
2026-2027
Annual ISF
Fiscal Year
2027-2028
Annual ISF
Fiscal Year
2028-2029
1 Police Tactical Main Repeater Cal Water / Prospect 2005 $ 18,000 10 0 2014 24,190 $ $ 24,190 $ 6,1902 Police Detective Main Repeater Cal Water / Prospect 2005 $ 18,000 10 0 2014 24,190 $ $ 24,190 $ 6,1903 Municipal Services Main Repeater - 800Mhz Cal Water / Prospect 2005 $ 18,000 10 0 2014 24,190 $ $ 24,190 $ 6,1904 Police Primary Stand-by Repeater Radio Room 2004 $ 18,000 12 0 2015 25,664 $ $ 25,664 $ 5,0585 Police Primary Receiver (1 of 3) Verizon 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,5466 Police Primary Receiver (2 of 3) Northrop Grumman 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,5467 Police Primary Receiver (3 of 3) South Bay Galleria 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,5468 Police Tactical Receiver (1 of 3) Verizon 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,5469 Police Tactical Receiver (2 of 3) Northrop Grumman 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,546 10 Police Detective Receiver (1 of 3) Verizon 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,54611 Police Detective Receiver (2 of 3) Northrop Grumman 2004 $ 5,500 12 0 2015 7,842 $ $ 7,842 $ 1,546 12 Police Tactical Stand-by Repeater PD Upstairs 2006 $ 18,000 10 0 2015 24,190 $ $ 24,190 $ 4,95213 Police Primary Comparator Radio Room 2006 $ 15,000 10 0 2015 20,159 $ $ 20,159 $ 4,12714 Police Tactical Comparator Radio Room 2006 $ 15,000 10 0 2015 20,159 $ $ 20,159 $ 4,12715 Police Detective Comparator Radio Room 2006 $ 15,000 10 0 2015 20,159 $ $ 20,159 $ 4,12716 Police Primary Control Station Radio Room 2006 $ 15,000 10 0 2015 20,159 $ $ 20,159 $ 4,12717 Police Tactical Control Station Radio Room 2006 $ 15,000 10 0 2015 20,159 $ $ 20,159 $ 4,12718 XTL5000 Mobile Radios (77 each) PD 2006 $ 269,500 10 0 2015 362,185 $ $ 362,185 $ 74,14819 CDM1250 Mobile Radios - MSO (2 each) PD 2006 $ 3,200 10 0 2015 4,301 $ $ 4,301 $ 88020 XTS5000 Portable Radios (115 each) PD 2007 $ 402,500 10 0 2016 540,926 $ $ 540,926 $ 96,89821 XTS3000 Portable Radios (35 each) PD 2007 $ 122,500 10 0 2016 164,630 $ $ 164,630 $ 29,49122 Police Detective Standby Repeater Radio Room 2008 $ 18,000 10 0 2017 24,190 $ $ 24,190 $ 3,71423 Police Tactical Receiver (3 of 3) South Bay Galleria 2008 $ 5,500 10 0 2017 7,392 $ $ 7,392 $ 1,13524 Police Detective Receiver (3 of 3) South Bay Galleria 2008 $ 5,500 10 0 2017 7,392 $ $ 7,392 $ 1,13525 TXRX UHF Combiner Cal Water / Prospect 2005 $ 10,000 15 0 2019 15,580 $ $ 15,580 $ 1,50726 Pier Parking Bi-Directional Amplifier Pier Main Pkg. Structure 2005 $ 20,000 15 0 2019 31,159 $ $ 31,159 $ 3,01327 Police Primary Main Repeater BCHD 2012 $ 14,100 10 0 2021 18,949 $ $ 18,949 $ -28 Base Stations (3 each) Leonardi/Hink/Krafick 2012 $ 12,100 10 0 2021 16,261 $ $ 16,261 $ - 29 UHF CLEMARS/NALEMARS Base Station Radio Room 2013 $ 5,600 10 1 2022 7,526 $ 6,773 $ 753 $ $ 753 30 VHF CLEMARS/NALEMARS Base Station Radio Room 2013 $ 5,600 10 1 2022 7,526 $ 6,773 $ 753 $ $ 753 31 XTL1500 Mobile Radios for MSO (6 each) PD 2013 $ 9,600 10 1 2022 12,902 $ 11,612 $ 1,290 $ $ 1,290 32 Police Detective Control Station PD 2013 $ 15,000 10 1 2022 20,159 $ 18,143 $ 2,016 $ $ 2,016 33 APX 8000 Portable Radios (10) PD 2017 $ 73,186 10 4 2026 98,356 $ 59,012 $ 39,344 $ $ 9,836 $ 9,836 $ 9,836 $ 9,836 34 APX 8000 Portable Radios (83) PD 2018 $ 695,872 10 5 2027 935,194 $ 467,599 $ 467,595 $ $ 93,519 $ 93,519 $ 93,519 $ 93,519 $ 93,519 35 APX 900 Portable Radios (27) PD 2018 $ 77,571 10 5 2027 104,249 $ 52,124 $ 52,125 $ $ 10,425 $ 10,425 $ 10,425 $ 10,425 $ 10,425 36 APX 8500 Mobile Radios (77) PD 2018 $ 693,061 10 5 2027 931,416 $ 465,706 $ 465,710 $ $ 93,142 $ 93,142 $ 93,142 $ 93,142 $ 93,142 37 Chargers single-unit Impres2 (93) PD 2018 $ 13,950 10 5 2027 18,748 $ 9,373 $ 9,375 $ $ 1,875 $ 1,875 $ 1,875 $ 1,875 $ 1,875 38 Charger Multi-Unit, Impres2 6dispatch (4) PD 2018 $ 5,000 10 5 2027 6,720 $ 3,360 $ 3,360 $ $ 672 $ 672 $ 672 $ 672 $ 672 39 Mobile Antenna (78) PD vehicles 2018 $ 7,800 10 5 2027 10,483 $ 5,243 $ 5,240 $ $ 1,048 $ 1,048 $ 1,048 $ 1,048 $ 1,048 40 Portable Batteries (93) PD 2018 $ 13,578 10 5 2027 18,248 $ 9,123 $ 9,125 $ $ 1,825 $ 1,825 $ 1,825 $ 1,825 $ 1,825 41 Palm Microphone Mobile (93) PD 2018 $ 3,816 10 5 2027 5,128 $ 2,563 $ 2,565 $ $ 513 $ 513 $ 513 $ 513 $ 513 42 APX 8000 Portable Radios (20) PD 2020 $ 167,680 10 7 2029 225,348 $ 67,603 $ 157,745 $ $ 22,535 $ 22,535 $ 22,535 $ 22,535 $ 22,535 $ 22,535 $ 22,535 43 Chargers single-unit Impres2 (20) PD 2020 $ 2,936 10 7 2029 3,946 $ 1,181 $ 2,765 $ $ 395 $ 395 $ 395 $ 395 $ 395 $ 395 $ 395 44 Portable Batteries (20) PD 2020 $ 2,920 10 7 2029 3,924 $ 1,180 $ 2,744 $ $ 392 $ 392 $ 392 $ 392 $ 392 $ 392 $ 392 45 Palm Microphone Mobile (20) PD 2020 $ 820 10 7 2029 1,102 $ 332 $ 770 $ $ 110 $ 110 $ 110 $ 110 $ 110 $ 110 $ 110 $ 2,658,774 3,882,049 $ 1,223,275 $ 241,099 $ 236,287 $ 236,287 $ 236,287 $ 226,451 $ 23,432 $ 23,432 $ Fire Department
Fire Department Description Building Year Purchased Cost Life LIFE REMAINING Replacement Year Replacement
Value (Using
Compound
Interest @3%)
Beginning Fund
Balance Balance Due
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
Annual ISF
Fiscal Year
2024-2025
Annual ISF
Fiscal Year
2025-2026
Annual ISF
Fiscal Year
2026-2027
Annual ISF
Fiscal Year
2027-2028
Annual ISF
Fiscal Year
2028-2029
1 Fire Primary Control Station Radio Room 2005 15,000 $ 10 0 2014 20,159 $ $ 20,159 $ 4,127 2 Fire Primary Base Station Fire 1 2005 3,500 $ 10 0 2014 4,704 $ $ 4,704 $ 963 3 Fire Admin Base Station Fire 1 2005 3,500 $ 10 0 2014 4,704 $ $ 4,704 $ 963 4 Fire Primary Base Station Fire 2 2005 3,500 $ 10 0 2014 4,704 $ $ 4,704 $ 963 5 Fire Admin Base Station Fire 2 2005 3,500 $ 10 0 2014 4,704 $ $ 4,704 $ 963 6 Controller / Decoder Fire 1 2005 6,000 $ 10 0 2014 8,063 $ $ 8,063 $ 1,651 7 Controller / Decoder Fire 2 2005 6,000 $ 10 0 2014 8,063 $ $ 8,063 $ 1,651 8 Fire Zetron Encoder (Pod 1) Dispatch 2005 10,000 $ 10 0 2014 13,439 $ $ 13,439 $ 2,751 9 Fire Zetron Encoder (Pod 4) Dispatch 2005 10,000 $ 10 0 2014 13,439 $ $ 13,439 $ 2,751 10 Fire Admin Main Repeater Cal Water / Prospect 2008 18,000 $ 8 0 2015 22,802 $ $ 22,802 $ 4,322 11 Fire Primary Main Repeater Cal Water / Prospect 2006 18,000 $ 10 0 2015 24,190 $ $ 24,190 $ 4,333 12 Fire Primary Standby Repeater Radio Room 2006 18,740 $ 10 0 2015 25,185 $ $ 25,185 $ 4,511 13 Fire Primary Comparator -Digitac 8 Channel Radio Room 2006 17,184 $ 10 0 2015 23,094 $ $ 23,094 $ 4,137 14 CDM1250 Fire Base Station (2 each) Fire 1/Back Room 2006 10,000 $ 10 0 2015 13,439 $ $ 13,439 $ 2,407 15 CDM1250 Fire Base Station (2 each) Fire 2/Back Room 2006 5,000 $ 10 0 2015 6,720 $ $ 6,720 $ 1,204 16 XTS5000 VHF Portable Radios (12 each) FD 2007 42,000 $ 10 0 2016 56,444 $ $ 56,444 $ 8,667 17 Fire Admin Standby Repeater PD Attic 2008 18,740 $ 10 0 2017 25,185 $ $ 25,185 $ 3,222 18 Fire Primary Receiver (1 of 3) Verizon 2008 5,550 $ 10 0 2017 7,459 $ $ 7,459 $ 954 19 Fire Primary Receiver (2 of 3) Northrop Grumman 2008 5,550 $ 10 0 2017 7,459 $ $ 7,459 $ 954 20 Fire Primary Receiver (3 of 3) South Bay Galleria 2008 5,550 $ 10 0 2017 7,459 $ $ 7,459 $ 954 21 Fire Admin Receiver (1 of 3) Verizon 2008 5,600 $ 10 0 2017 7,526 $ $ 7,526 $ 963 22 Fire Admin Receiver (2 of 3) Northrop Grumman 2008 5,600 $ 10 0 2017 7,526 $ $ 7,526 $ 963 23 Fire Admin Receiver (3 of 3) South Bay Galleria 2008 5,600 $ 10 0 2017 7,526 $ $ 7,526 $ 963 24 Fire Admin Comparator - Digitac 8 Chanel Radio Room 2008 11,000 $ 10 0 2017 14,783 $ $ 14,783 $ 1,892 25 Dual Band Portable Radios (19 each) FD 2013 98,800 $ 5 0 2017 114,536 $ $ 114,536 $ 15,736 26 Fire Admin Control Station Radio Room 2013 15,000 $ 10 1 2022 20,159 $ $ 18,143 $ 2,016 2,016 $ 27 VHF Fire White/So. Bay Fire Tac Base Station Radio Room 2013 5,600 $ 10 1 2022 7,526 $ $ 6,773 $ 753 753 $ 28 Pier Parking Bi-Directional Amplifier Pier Main Pkg Structure 2013 35,000 $ 15 6 2027 54,529 $ $ 32,719 $ 21,810 3,635 $ 3,635 $ 3,635 $ 3,635 $ 3,635 $ 3,635 $ 29 APX6500 UHF Radios (2) Fire Prevention Vehicle 2013 7,531 $ 10 0 2022 10,121 $ $ 10,121 $ - 30 Motorola Impress Vehicle Chargers (10) Fire Apparatus 2013 3,391 $ 10 0 2022 4,557 $ $ 4,557 $ - 31 APX6500 UHR Portable radio (1) Fire Vehicle 2014 4,363 $ 10 1 2023 5,864 $ $ 6,450 $ 586 586 $ 32 APX7500 dual band portable radio (1) Fire Vehicle 2014 4,363 $ 10 1 2023 5,864 $ $ 6,450 $ 586 586 $ 33 APX7000XE Digital Portable radios (11) Fire Vehicle 2014 71,077 $ 10 1 2023 95,521 $ $ 105,073 $ 9,552 9,552 $ 34 Battery chargers (25) Fire Vehicle 2014 17,766 $ 10 1 2023 23,876 $ $ 26,263 $ 2,388 2,388 $ 35 APX 8000 ALL BAND Portable radio (18) FD 2017 172,509 $ 10 5 2026 231,838 $ $ 115,918 $ 115,920 23,184 $ 23,184 $ 23,184 $ 23,184 $ 23,184 $ 36 APX 8500 ALL BAND Mobile Radio (12) FD 2017 91,171 $ 10 5 2026 122,526 $ $ 61,261 $ 61,265 12,253 $ 12,253 $ 12,253 $ 12,253 $ 12,253 $ 37 APX 8000 ALL BAND Portable radio (64) FD 2018 549,376 $ 10 6 2027 738,315 $ $ 392,229 $ 346,086 57,681 $ 57,681 $ 57,681 $ 57,681 $ 57,681 $ 57,681 $ 38 APX 8500 ALL BAND Mobile Radio (32) FD 2018 288,025 $ 10 6 2027 387,082 $ $ 198,382 $ 188,700 31,450 $ 31,450 $ 31,450 $ 31,450 $ 31,450 $ 31,450 $ 39 CHARGER,CHR IMP VEH EXT NA/EU(20) Fire Vehicle 2018 8,580 $ 10 6 2027 11,531 $ $ 4,613 $ 6,918 1,153 $ 1,153 $ 1,153 $ 1,153 $ 1,153 $ 1,153 $ 40 Remote Speaker Microphone (64) FD 2018 35,200 $ 10 6 2027 47,306 $ $ 18,920 $ 28,386 4,731 $ 4,731 $ 4,731 $ 4,731 $ 4,731 $ 4,731 $ 41 Desk Set Radios (6) FD 2018 9,000 $ 10 6 2027 12,095 $ $ 4,835 $ 7,260 1,210 $ 1,210 $ 1,210 $ 1,210 $ 1,210 $ 1,210 $ 42 Bank Chargers (6) FD 2018 7,500 $ 10 6 2027 10,079 $ $ 4,031 $ 6,048 1,008 $ 1,008 $ 1,008 $ 1,008 $ 1,008 $ 1,008 $ 43 Portable Chargers (20) FD 2018 3,000 $ 10 6 2027 4,032 $ $ 1,614 $ 2,418 403 $ 403 $ 403 $ 403 $ 403 $ 403 $ 44 Hand Microphone Water Resist (40) FD 2018 2,880 $ 10 6 2027 3,870 $ $ 1,548 $ 2,322 387 $ 387 $ 387 $ 387 $ 387 $ 387 $ 45 Mobile Antenna (32) FD 2018 3,200 $ 10 6 2027 4,301 $ $ 1,721 $ 2,580 430 $ 430 $ 430 $ 430 $ 430 $ 430 $ 46 Power Cord Desk Set (3) FD 2018 300 $ 10 6 2027 403 $ $ 163 $ 240 40 $ 40 $ 40 $ 40 $ 40 $ 40 $ 47 Head Set Jack (3) FD 2018 450 $ 10 6 2027 605 $ $ 245 $ 360 60 $ 60 $ 60 $ 60 $ 60 $ 60 $ 48 Zetron FD Paging System FD 2020 6,030 $ 10 7 2029 8,104 $ $ 2,434 $ 5,670 810 $ 810 $ 810 $ 810 $ 810 $ 810 $ 810 $ 49 WestNet annoucement system FD 2021 100,000 $ 20 7 2040 280,611 $ $ 182,398 $ 98,214 14,031 $ 14,031 $ 14,031 $ 14,031 $ 14,031 $ 14,031 $ 14,031 $ $ 1,660,172 2,544,025 $ 983,045 $ 168,347 $ 152,466 $ 152,466 $ 152,466 $ 152,466 $ 117,029 $ 14,841 $ Public Works
Public Works
Description Building Year Purchased Cost Life LIFE REMAINING Replacement Year Replacement
Value (Using
Compound Interest
@3%)
Beginning
Fund Balance Balance Due
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
Annual ISF
Fiscal Year
2024-2025
Annual ISF
Fiscal Year
2025-2026
Annual ISF
Fiscal Year
2026-2027
Annual ISF
Fiscal Year
2027-2028
1 Public Works Main Repeater Cal Water / Prospect 2006 $ 18,000 10 0 2015 24,190 $ $ 24,190 $ 495 2 CDM1250 Public Works Control Station PW Admin Office 2006 $ 5,000 10 0 2015 6,720 $ $ 6,720 $ 138 3 CDM1250 Public Works Control Station Engineering 2006 $ 5,000 10 0 2015 6,720 $ $ 6,720 $ 138 4 CDM1250 Public Works Control Station PW/Attic 2006 $ 5,000 10 0 2015 6,720 $ $ 6,720 $ 138 5 MC2000 Public Works Desk Set City Yard 2006 $ 3,500 10 0 2015 4,704 $ $ 4,704 $ 96 6 MC2000 Public Works Desk Set PW Front Office 2006 $ 3,500 10 0 2015 $ 4,704 $ 4,704 $ 96 7 Motorola CDM 1250 Mobile Radio (70 each) PW 2006 $ 51,000 10 0 2015 $ 68,540 $ 68,540 $ 1,403 8 Motorola HT 1250 Portable Radios (35 each) PW 2006 $ 49,000 10 0 2015 $ 65,852 $ 65,852 $ 1,348 9 Public Works Standby Repeater PW 2008 $ 20,500 10 0 2017 $ 27,550 $ 27,198 $ 353 10 Pubic Works Receiver (1 of 3) Verizon 2008 $ 7,000 10 0 2017 9,407 $ $ 9,287 $ 120 11 Pubic Works Receiver (2 of 3) Northrop Grumman 2008 $ 7,000 10 0 2017 $ 9,407 $ 9,287 $ 120 12 Pubic Works Receiver (3 of 3) South Bay Galleria 2008 $ 7,000 10 0 2017 $ 9,407 $ 9,287 $ 120 13 8 Channel Comparator PW 2008 $ 35,000 10 0 2017 47,037 $ $ 46,435 $ 602 14 Pier Parking Bi-Directional Amplifier Pier Main Prkg Struct 2013 $ 35,000 10 1 2022 47,037 $ $ 42,333 $ 4,704 $ 4,704 15 APX 7000 Portable Radios (20) PW 2020 $ 142,140 7 4 2026 174,814 $ $ 74,922 $ 99,892 $ 24,973 $ 24,973 $ 24,973 $ 24,973 $ 512,809 $ 406,898 $ 105,911 $ 24,973 29,677 $ 24,973 $ 24,973 $ - $ - $ Dispatch
Dispatch
Description Building Year Purchased Cost Life Life Remaining Replacement Year Replacement
Value (Using
Compound
Interest @3%)
Beginning Fund
Balance Balance Due
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
Annual ISF
Fiscal Year
2024-2025
Annual ISF
Fiscal Year
2025-2026
Annual ISF
Fiscal Year
2026-2027
Annual ISF
Fiscal Year
2027-2028
Annual ISF Fiscal
Year 2028-2029
Annual ISF Fiscal
Year 2029-2030
Annual ISF
Fiscal Year
2030-2031
1 Gold Elite Radio Server (Dispatch/glass room) 2005 $ 5,047 10 0 2014 6,783 $ $ 6,783 $ 1,736 2 Gold Elite Dispatch - Back Room Equipment 2005 $ 127,926 10 0 2014 171,922 $ $ 171,922 $ 43,996 3 Dispatch Console Furniture State 9-1-1 Funds 2005 $ 60,000 10 0 2014 80,635 $ $ 80,635 $ 20,635 4 Twelve channel selectable receiver (#1) Dispatch 2013 $ 1,893 10 1 2022 2,544 $ 2,290 $ 254 $ $ 254 5 Twelve channel selectable receiver (#2) Dispatch 2013 $ 1,893 10 1 2022 2,544 $ 2,290 $ 254 $ $ 254 6 Voice Logging Recorder State 9-1-1 Funds 2014 $ 41,666 7 0 2020 51,244 $ $ 50,766 $ 4798 Net Clock Three-Port Ethernet Card State 9-1-1 Funds 2014 $ 3,408 7 0 2020 4,191 $ $ 4,152 $ 39 9 Pictomertry Interface Licenses for Dispatch Mapping SState 9-1-1 Funds 2014 $ 3,495 7 0 2020 4,298 $ $ 4,258 $ 40 10 Dispatch Console Furniture Dispatch 2020 $ 89,000 10 7 2029 119,609 $ 35,882 $ 83,727 $ $ 11,961 $ 11,961 $ 11,961 $ 11,961 $ 11,961 $ 11,961 $ 11,961 11 Avtec Dispatch (4) Dispatch 2020 $ 218,000 10 7 2029 292,974 $ 87,895 $ 205,079 $ $ 29,297 $ 29,297 $ 29,297 $ 29,297 $ 29,297 $ 29,297 $ 29,297 12 Mobile Call Center Command Post Laptop (2) Dispatch 2020 $ 57,560 10 7 2029 77,356 $ 23,204 $ 54,152 $ 7,736 $ 7,736 $ 7,736 $ 7,736 $ 7,736 $ 7,736 $ 7,736 $ 13 Docking Station/SAM (2) Dispatch 2020 $ 16,537 10 7 2029 22,224 $ 6,670 $ 15,554 $ 2,222 $ 2,222.00 $ 2,222 $ 2,222 $ 2,222 $ 2,222 $ 2,222 $ 14 Dispatch Console Workstation Dispatch 2022 $ 28,245 10 8 2031 37,959 $ 3,795 $ 34,164 $ 3,796.00 $ 3,796 $ 3,796 $ 3,796 $ 3,796 $ 3,796 $ 3,796 $ 3,796 $ 3,796 $ 15 Avtec Dispach Radio (1) Dispatch 2022 $ 57,700 10 8 2031 77,544 $ 7,758 $ 69,786 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 7,754 $ 16 Dispatch Console - Supervisor Station Dispatch 2023 $ 25,488 10 8 2032 34,254 $ 3,429 $ 30,825 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ 3,425 $ $ 480,541 986,081 $ 494,353 $ 66,699 $ 66,191 $ 66,191 $ 66,191 $ 66,191 $ 66,191 $ 66,191 $ 14,975 $ 14,975 $ EOC
EOC
Description Building Year Purchased Cost LIFE LIFE REMAINING Replacement Year Replacement
Value (Using
Compound
Interest @3%)
Beginning
Fund Balance Balance Due
Annual ISF
Fiscal Year
2021-2022
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
1 MC2500 Desk Set Radio - Police EOC / PD 2006 $ 10,000 10 0 2015 13,439 $ $ 13,439 $ 0 2 MC2500 Desk Set Radio - Fire / PW EOC / PD 2006 $ 10,000 10 0 2015 13,439 $ $ 13,439 $ 03 MC2500 Desk Set Radio - Police EOC / Glass Room 2006 $ 10,000 10 0 2015 13,439 $ $ 13,439 $ 04 MC2500 Desk Set Radio - Fire / PW EOC / Glass Room 2006 $ 10,000 10 0 2015 13,439 $ $ 13,439 $ 0 $ 53,756 53,757 $ - $ - $ - $ - $

ALT PSAP
Alternate PSAP
Description Building Year Purchased Cost Life LIFE REMAINING Replacement Year Replacement
Value (Using
Compound
Interest @3%)
Beginning
Fund Balance Balance Due
Annual ISF
Fiscal Year
2022-2023
Annual ISF
Fiscal Year
2023-2024
Annual ISF
Fiscal Year
2024-2025
Annual ISF
Fiscal Year
2025-2026
Annual ISF
Fiscal Year
2026-2027
Annual ISF
Fiscal Year
2027-2028
Annual ISF
Fiscal Year 2028-
2029
Annual ISF
Fiscal Year 2029-
2030
1 So. Bay Fire Base Station FS2 / Alt PSAP 2005 $ 15,000 10 0 2014 20,159 $ $ 20,159 $ 5,159 2 MC2500 Desk Set - north wall FS2 / Alt PSAP 2005 $ 3,500 10 0 2014 4,704 $ $ 4,704 $ 1,204 3 MC2500 Desk Set - east wall FS2 / Alt PSAP 2005 $ 3,500 10 0 2014 4,704 $ $ 4,704 $ 1,2044 Fire Admin Control Station FS2 / Alt PSAP 2011 $ 5,600 10 0 2020 7,526 $ $ 7,526 $ 5785 Police Primary Radio FS2 / Alt PSAP 2012 $ 4,100 10 0 2021 5,510 $ $ 5,510 $ 4236 Police Tactical Radio FS2 / Alt PSAP 2012 $ 4,100 10 0 2021 5,510 $ $ 5,510 $ 07 Mobile Call Center Command Post Laptop FS2 / Alt PSAP 2013 $ 24,103 10 1 2022 32,393 $ 16,197 $ $ 3,239 3,239 $ 8 Docking Station/SAM FS2 / Alt PSAP 2014 $ 6,925 10 2 2023 9,307 $ 3,721 $ $ 1,862 931 $ 931 $ 9 Microwave Link 2020 $ 100,000 10 7 2029 134,392 $ 40,319 $ $ 94,073 13,439 $ 13,439 $ 13,439 $ 13,439 $ 13,439 $ 13,439 $ 13,439 $ 10 Alternate PSAP Laptop Scout EX Console DISPATCH 2020 $ 30,100 10 8 2029 40,452 $ 8,092 $ $ 32,360 4,045 $ 4,045 $ 4,045 $ 4,045 $ 4,045 $ 4,045 $ 4,045 $ 4,045 $ $ 116,442 255,248 $ 132,535 $ 21,654 $ 18,415 $ 17,484 $ 17,484 $ 17,484 $ 17,484 $ 17,484 $ 4,045 $

CITY OF REDONDO BEACH
Budget Response Report #66
June 13, 2023
Question:

What is the average collection rate for Fire agencies that have implemented a PreHospital Paramedic Assessment Fee and how is the compassionate billing clause for these fees commonly managed?
Response:

The Redondo Beach Fire Department provides pre-hospital paramedic care to approximately 6000 patients per year. The current fee for this service is $100, though it has never been implemented. If the City were to raise the fee from $100 to $313 and implement billing, it would generate fees of roughly $1.87M per year. Similarly, many cities in California and throughout the United States charge a pre-hospital paramedic assessment fee to cover costs that are normally not covered under basic fire protection.

These fees are also referred to as “First Responder Fees”, “EMS Fees” and other terms.

While a total of approximately $1.87M would likely be billed as a result of the new fee, the amount of revenue actually collected by the City is expected to be far less, especially with the implementation of a compassionate billing clause that is designed to waive charges for recipients who do not have medical insurance that covers the fee.

Determining collection rate of this fee is difficult to define, as there are many factors that impact the rate. To provide a comparison, the Redondo Beach Fire Department has a 95% collection rate under the Fire Department Inspection Program (which charges $113 per fire inspection). To analyze the pre-hospital paramedic assessments fee and collection rates further, City staff conducted a survey of eight (8) California fire departments that have implemented a similar pre-hospital paramedic assessment fee.

The average collection rate identified by reporting fire departments in the survey is 59% of recoverable funds. There is limited data as it pertains to collection rates and, as such, this number is the best estimate available. Despite best efforts, the survey did not procure details such as the contract rate for insurance companies or usual/customary charges.

Also, to be considered, is that not all cities have advanced medical/paramedic skills like Redondo Beach Fire Department; some cities charge for Basic Life Support skills (nonparamedic).

Given the experiences of other Fire Departments who charge a paramedic assessment fee and the fact that there is likely to be a learning curve during the first year of implementation, staff applied an approximate 50% collection rate to the $1.87M of total possible revenue and estimated the revenue associated with DP #4 at $935K.

The fire departments surveyed by staff include:

1. Long Beach FD

2. Huntington Beach FD

3. City of Buena Park (served by the Orange County Fire Authority)

4. Anaheim FD

5. Sacramento FD

6. Newport Beach FD

7. Orange FD

8. Corona FD
The average fee rate of the agencies surveyed is $366.21. Three (3) of the eight (8) surveyed fire departments reported internally retained collection rate data.

The compassionate billing clause is applied as determined by the individual municipality.

The clause is generally enacted to waive the pre-hospital paramedic assessment fee for those that verify financial hardship. The Federal Poverty Line (FPL) is the measure most often used to gauge financial hardship. Application of how the FPL (or the variance from the FPL) is utilized by each agency and the means by which financial hardship is verified is determined by the organization’s specific compassionate billing policy.

Seven (7) of the eight (8) surveyed fire departments utilize an outside, contracted billing agency to process fee collection at a flat rate of $10 - $17 per patient bill.

CITY OF REDONDO BEACH
Budget Response Report #68
June 13, 2023
Question:

What are the results of the community survey regarding the City Budget? Response:

On May 24, 2023, the City launched the FY 2023-24 Budget Survey. The survey remained open for two (2) weeks and was designed to capture the community’s input and opinion on budget priorities and current spending. The survey was published to the City’s website and social media platforms. 333 responses were captured by the survey, the results of which are attached to this BRR.
0 20 40 60 80 100 120 140 160 180 200
Library Services (e.g. literary programming, library hours) Community Development (e.g. building permits, planning review, inspections)
Public Art (e.g. murals, permanent installations, gateways) Public Works (e.g. roads, sidewalks)
Waterfront/Harbor area (e.g. amenity improvements, events) Economic development (e.g. job creation, business incentives) Environmental sustainability (e.g. renewable energy, waste reduction, water conservation)
Housing and homelessness (e.g. affordable housing, homeless services)
Parks and recreation (e.g. parks, playgrounds, community centers) Transportation (e.g. public transit, alternate modes of transportation)
Public safety (e.g. police, fire, emergency services)

1. What are the top three areas, in priority order, you think should be prioritized for funding in the City’s budget?
Priority 1 Priority 2 Priority 3
3%
24%
38%
23%
12%

2. How satisfied are you with how the city currently spends its budget? Very satisfied
Somewhat satisfied
Neither satisfied nor dissatisfied
Somewhat dissatisfied
Very dissatisfied

3. In your opinion, what would be the best way to allocate additional budget funding? The Pier & waterfront amenities
Paying staff fair wages, building protected bike lanes on high speed streets, funding updated playgrounds and outdoor workout equipment, more traffic calming projects, parking permit program for North Redondo neighborhoods Towards City Employees
Determine root cause of all the lawsuits against the city and stop the bleeding.

Sustainability
Fund the basics. Keep our fire department local. Fill the potholes. Make the trash is collected. Make sure the sewers work.

Dept Heads and other CM favorites are paid above the pay structure- more money should be spent on employees Parks, open space, and education to residents about what it costs to run the City, and why increased housing density will overburden those costs (City services, infrastructure, schools, with no extra funding to cover the increased costs). Very tired that our laws are NOT enforced. We hired extra code enforcement and don't see TICKETS for: loud vehicle noise, leaf blowers, dogs on the beach and in parks that don't allow them - on the pier - in restaurants - on the International Boardwalk, e-bikes on sidewalks and in the Pier area where not allowed, skateboards in the Pier area, City licenses for dogs, smoking in public, etc. AND SPEND SOME MONEY ON PROPER, VISIBLE SIGNAGE, ESPECIALLY WHERE TOURISTS COME AND VIOLATE OUR LAWS. Great example of lack of enforcement is Memorial Day and Veteran's Day ceremonies at Veteran's Park. That park DOES NOT ALLOW DOGS. The RBPD and RBFD show up in force and literally watch people RIGHT IN FRONT OF THEM bring their dogs into the park. THEY NEVER SAY A WORD TO THE VIOLATORS! I think the best way to utilize additional budget funding would be to add it to existing or upcoming projects to finish them on time and in a manner that is done well.

We need to improve the waterfront, invest in the village & Artesia corridor.

Infrastructure and services that impact residents on a daily level, then everything else. Ways to improve services, such as online and automated services.

Redondo Beach community event. Like Hermosa Beach does
Line item budgeting
Beautification and Parking solutions residential neighborhoods Expanding and improving our parkland and public open spaces.

Enhance library collection.

Traffic enforcemenet
Prudently
Hello, thank you for asking.

Our kids and teens desperately need TEEN CENTERS with outdoor access ( see El Segundo Teen center as an example). Especially lacking in South Redondo.

These kids are really suffering from post lock down and too much social media and need safe places to ‘hang out’ and get physical activity and make social connections —for their mental health!
The ‘ community center’ ( tennis) at Alta Vista park seems to have ‘ space’. Might the City consider converting this into a Teen Center? Also, it’s baffling Why the elementary and middle schools do not allow our kids to be on the basketball courts, soccer fields, etc during non- school hours! They need places to ‘play’!
If it’s regarding security or …etc. then hire a security guard. Our tax dollars should to pay for.

Thank you!
More police to monitor crime, streets and the pier area.

Funding public works
I would strongly encourage Redondo Beach to put greater emphasis on creating affordable housing and improving alternative transportation methods (i.e. improving bus service and creating class 1 bike lanes).

Less $ suing people, hiring consultants to block housing. More $ for ages 8-80 bike lanes safe for wheelchairs and children, complete streets, rewrite parking and zoning regulations so we can fit in gentle density to satisfy RHNA, enforce traffic safety laws for the largest (especially for trucks/SUVs) Put it up to a vote of the residents.

Cover the basics. Maintain the roads and sewers. Keep our Fire Department local. Stop wasting money in the harbor.

To infrastructure and programs already in place.

Create more parks.

Pickleball courts
Get credible business at the Pier and clean it up. Once upon a time it was a economic engine for Redondo Beach.

Public safety; paying to employ more highly qualified people at the city staff level (community services comes to mind as sorely lacking despite having lots of contact with the public)
Keep the fire department
Allocate funds to improve our infrastructure and business districts Grate a panel of property and business owners to determine best allocation For north redondo
Bring business to redondo
Park amenities like dedicated pickleball courts
After school care for families. Both parents have to work and cannot secure afterschool care Each council district's needs should be addressed & funds allocated according instead of taking an averaging of the collective (priority list) to arrive at an overall city budget picture.

Parks and Rec- build dedicated Pickleball Courts and facility Permanent pickleball facilities
Construct dedicated pickleball courts/build pickleball facility Dedicated Pickleball facilities
More recreational opportunities especially dedicated pickleball facilities.

Park amenities - construct dedicated pickleball courts/build pickleball facility. more money to the police department
Listen to the needs brought forward by the residents of Redondo Beach - Dedicated Pickleball Courts Waterfront development
Keep up of the remaining open spaces/parks/mediums. Avoid adding temporary or permanent structures to the open spaces/parks. Beautify the city’s gateways.

Police and Fire.

Invest in bicycle master plan. More protected bike lanes. Equitable investments in parks across north and south. not spend it on litigation
Would like to see a greater beautification of the city. I like how Hermosa has done this on Pier Avenue specifically, and how Santa Monica has done it. We need more art and more color, since this gives people a bigger reason to go out for a walk, or draw in more visitors to the commercial areas (South Redondo, the pier, and Artesia Blvd - which really needs a major revamp).

To non-profit enterprises with minimal management pay.

Pot holes and improved community spaces like parks and repairing fields at parks Bike and walking infrastructure
Services and facilities in North Redondo. Especially for teenagers.

Please consider permanent pickleball courts with court surface...not cement) in Redondo Beach. They will serve a wide variety of ages...youth to elderly.

Fully fund the Redondo Beach Fire Department. Stop wasting money on outsourcing consultants.

You are wasting money trying to destroy the fire department. Get a permanent chief and full funding for RBPD! RBFD needs a permanent chief and full staffing. Don't go to county! Fire Department funded. No county fire!
RBFD
Fire dept, police and street paving
Fully funded local fire department
Fully fund Redondo Beach Fire Department & stop wasting tax-payer money on outsourcing consultants.

Code enforcement and Environmental Education - recycling, water conservation, signage re no pollution, runoff, electric vehicle incentives for residents. And replace fireworks with laser show or other environmentally friendly alternative. Fireworks = pollution and harm to environment.

You need to hire an arbitrator. With all of the two on a lots you are allowing to be built in Redondo Beach not having an arbitrator to help enforce the CC&Rs is irresponsible. Having a mediator is not enough. I have an extremely unreasonable neighbor and just went through mediation and since the mediator has no authority to enforce the CC&Rs nothing got taken care of.

Priority is to be sure we keep our Fire Department in Redondo Beach, instead of spending more money to have LA County take over and charge us more than we'd spend to have LACF and so we keep response times quick. Make sure you are attending to the harbor inprovements, which haven't been done. Stop doing what makes our city get sued, just because you want what you want, vs. what is legal. Our city has to pay so much money on law suites, it's such a waste of money. And don't have "special" elections that cost the city $225,000 more than it should spend, such as last year. I see the waste because Bill Brand, and his posse of 3, now 4, who just want it their way and not the right way. I am so ashamed of the way the city mayor and council has wasted our money. One thing you need to do though, is pay our city workers a wage that is up to date with other cities. I'll agree to spend money to increase wages.

Not on a NON-COASTAL DEPENDENT skate park at the waterfront that needs major rebuild and not bandaids Purchase the AES site
Youth programming and North Redondo Beach Revitalization safety and planning
Quit killing economic development and improve economic opportunities to reverse the decline in our budgets for essential services, public works and quality of life for all residents. Spend money on developing and fostering business in the city rather than stifling growth. The current politically based budget policies have damaged our current economy endanger our economic future. When our economy prospers, residents, the city and our budget prosper.Recognize the tangible and intangible value of our premier existing emergency services (police and fire) and fully fund them to eliminate overtime and other needless, short-sighted strategies. Quit paying for outside companies and consultants to make proposals for diluted, second-rate services at equivalent costs. Don't give away irreplaceable capital infrastructure. Again, current shortsighted and expensive initiatives endanger our future as an independent city. Stop spending money on them.Optimize election schedules to maximize participation and reduce costs. Opportunistic and extremely expensive out of cycle election scheduling to minimize participation for political gain is anti-democratic and is budget busting.Create affordable housing opportunities to allow more people to join our community and fuel additional economic growth. Our community grows stronger when the people who work here can afford to live here. Affordable housing and homeless housing are key elements to having a complete spectrum of residents in our community and it is our obligation as a functioning democratic society.Analyze and adapt traffic corridors to recognize our geographic position relative to our neighboring communities. Spend money to foster new thinking about how to manage and optimize traffic issues rather than on denial and petty political agendas. Let's get past the same old slogans and deal with our reality.

We can and must do better.

Keep the roads up.

I would like to see development around the green belt bike path in Redondo. So much wasted space and so much opportunity for community development.

Maintaining our city facilities and city staff
Additional funding to homelessness
Parks
Deliver on your promise to actually make an amazing waterfront - and partner with a developer - and also DONT take away our RBFD! The focus needs to be North RB, namely Artesia Blvd. If we can focus attendance here, then by the time the new mall is complete, it’ll be a nice transition from mall to Artesia. Art is needed on Artesia. We also need to pour money into RB Fire Department. Do the improvements and whatever else needed to keep them local
Alternative energy solutions like this: https://www.ecowavepower.com/ More parkettes in the north Redondo area north of Artesia.

Focus on improving quality of life of the current citizens to help smaller businesses increase their economic standing.

Support first responders
Hire more people to work for the City, e.g. Public Works, Planning Affordable housing
Address drug addiction and mental health issues that lead to homelessness in our area Promote sources of REVENUE
Public work
Beautifying and making safe area around galleria.

Keeping our fire dept and improving parks
Programs / projects for long term resiliency.

Less money on lawsuits and expensive off cycle elections police funding
Our streets and sidewalks are in dire need of repairs. Traffic safety seems to need a boost. Not sure how to educate drivers/bicyclists but perhaps another city in the world has had success with this and we can learn from their program. IF I could allocate enough, I'd bury the electrical and get rid of the miles of towers and wires.

Public spaces and transportation
Keep homeless people from coming into the city and settling here. I see new mentally ill people every day, panhandling, disrupting traffic, littering, and being a general disruption. I don't feel safe shopping in certain areas anymore Tickets for violation of existing speeding/parking laws and regulations to stop BCHD from overdevelopment. In my opinion that organization should cease to exist as there is no hospital. Include current services under a new city department and save the money that BCHD is spending on publicity.

After school REC programs! They need more funding. There are too many families where both families need to work now and there are not enough staff to support more students.

Enforce parking, without bullying people.

Infra-structure and safety
Street resurfacing and street median plantings
I do not know about the budget allocation, but the condition of the pier area and the Galleria is embarrassing. I brought visitors to the pier area last summer and will never do it again. Way more than a new boat ramp and a skate park at the Galleria is needed. We have a beautiful community that is not taking advantage of two major economic assets that could substantially improve the community if our city leadership had any idea what they were doing. They are inept from a financial perspective. They are going to outsource the fire department to the long term detriment of the city because they don’t know what they’re doing and have sat on their hands for way too long and they need the short term pop to make it look like they’re doing something. Sad. I hope our new treasurer has some independence from the current city administration and can present some financial ideas that make sense.

Get rid of the ugly wires around us everywhere.

Doing everything possible to keep Redondo Redondo: we are an area of green spaces that need to be valued and kept up, we need to clean up our waterfront area BIGTIME but without overdevelopment (it could be amazing but it's too trashy!!), and we need a solid police dept. to keep our city from falling victim to those who come here and treat us badly - (cracking down on theft, tagging, extreme loud exhaust and speeding/racing, dogs off leash....) we need to be treated like the lovely community that we are and not an urban Hell. Zero tolerance for crime!!!! Residential development
First, stop wasting money needlessly, as with the special election last year. Second, some residential streets are in need of attention. Our area is plagued by cracks and raised areas due to the roots of trees that the city requires be maintained between the street and sidewalks. On my block rainwater no longer drains to the storm drain due to the buckled gutter and roadway.

Business incentives to fix the Galleria situation
since I don't know what the current budget allocation is, can't answer this question Consistent planning. After Covid we need to go back to a city plan. So much has been spent on items that should be stopped; and a going forward plan should take the lead. Ideas and budgets should reflect this. Citizens and children of citizens should come first! Prioritize the greatest immediate needs first, not what makes the best sound bytes.

Pickleball Courts! Keep RB Fire.

Redondo Beach City Library needs funding for building upgrades On the things we pay taxes for- roads, drains, clean water, safe parks, local police and fire departments. The land here is too compacted for affordable living spaces to be built. Homelessness within the city is unacceptable. Work with the county to design an ethical relocation program.

Fund the busses so they are actually useable. Make them connect to each other and to places people want to go.

Public safety, police funding not civilian services like other cities, that have been failures. Improving traffic especially reducing traffic off Inglewood Avenue.

Homeless and economic development
Address homelessness, keep parks safe for kids
Less lawsuits to settle would help
restore library hours
North Redondo
Designated Pickleball courts that bring in revenue. El Segundo is an excellent local model. Leave Fire Department under City. Road repair! Fix the fact there is not enough affordable child care in our schools since covid. The Rec programs used to help over 100 kids and now they accept 45 leaving parents without affordable after school care. If we except parents to work and pay taxes we need many different options without limited spots Most parks are in need of repairs.

To augment or enhance environmental development throughout the city. The city is starting to look run down and not keeping up with neighboring cities in the south bay. Allocate more to north redondo as the gateway to the city.

Law enforcement for safer communities.

Public safety should be the priority - roads, traffic calming, additional police and fire, crossing guards, etc.

Fully fund the RBFD, stop with the outsourcing, stop rewarding your friends' businesses.

You need to restore the Arbitrator position, empty since the previous Arbitrator passed away. There are a lot of folks in small condo developments such as 2 on a lots and if one party doesn't want to follow the rules, even after mediation the other one is stuck.... unless they want to sue their neighbor, which is expensive and stressing.
afforable housing projects and public transportation improvements Working towards a modernized town with a sustainable outlook and a comprehensive compassionate solution for our area’s homeless I’m starting to see homeless folks at Lilienthal Park and at the bus stop kiosks (e.g. Anza at 190th). I propose that we budget funds to support either building “tiny homes” near the police stations or other alternative housing for them, along with the corresponding mental health services. Having the homeless camped out on our city’s street corners is sad. Most of these folks appear to be mentally ill.

Waterfront area improvement, better public transport with in beach cities , public swimming pool Maintenance of our current assets.

Hire additional police officers. I don’t feel safe here.

Give it back to actual tax payers
Law enforcement and fire/paramedic services. Loitering and transient population is rising in the city.

Safe and clean play areas for children. As well as more cross walks with signage/flashing lights so the community can safely cross the street and make the city more walkable for example on Inglewood Ave and more on Artesia.

Fix the roads / infrastructure
Through public participation and community vote
Improve fire / police
City of Redondo infrastructure improvements. Pier, AES, waterfront Taking care of infrastructure ie pier/ areas of high public use.

I would like to see better transportation alternatives to cars such as bike paths and transportation to the beach. I would also like to see more parks.

Parks and open space
We need pickleball courts. Redondo is chasing money away to El Segundo and MH I can’t answer because I don’t know the current budget.

Fully fund our core public safety services rather than spending money on getting recommendations for inferior service offerings. Implement former Chief Kaufmann's recommendations
Invest in the business community rather than bashing them. Economic investment lifts all boats and results in more money for the community.

Keep public works going including injecting some realism into analysis of our traffic issues. Spend money on finding new approaches.

Allocate the budget based on the real needs of the community. Recognize that the funding comes from economic activity, so if we want more money in our city budget, we need to invest in that activity. That in turn will fund opportunity to invest in other essential areas.

In the near term, we need to keep our top notch fire department and fund it fully instead of looking for ways to rent and give away our capital infrastructure.

Affordable housing and housing options for the homeless must be a component of our budget planning. NIMBY attitudes are anti-democratic and ignore the obligations of good government in a civil society to support all residents, not just those with deep pockets. It is just not right that so many folks who have spent their lives working in our beautiful city cannot dream of living here.

Many of those folks who provide the core services that assure us safety and security or basic daily support, simply cannot afford the Gatsby like housing prices.

While there is likely no perfect solution, we can make the investment to provide some mitigation and thus some new opportunities to the folks we so dearly depend on.

Artesia blvd. Imorivenents
Renovate carefully and on a small scale improve the waterfront with sustainability in mind Pick a project that enhances the community
Keep the fire department local. Allocate more resources to rbpd as well.

Keeping the fire department local
Street repairs, additional stop signs and taking care of overgrown foliage. Ticketing vehicles for infractions. Redondo pier revitalization.

Our harbor and pier area! It's our crown jewel and continues to be neglected.

Refund to residents.

Allocate additional funding w/long term vision
To repair street surfaces and clean up the waterfront
Traffic enforcement!
Have a plan to attract business and development to Redondo - not overgrowth but not NO growth stop following the wef global evironmental woke agendas Waterfront
Fund the Redondo Beach Fire Department instead of contracting it out.

More balance between North Redondo and South Redondo
#1: bike lanes. Lack of bike lanes increases risk of serious accidents. More bike lanes solves parking issues. #2: increase staff so we can complete existing funded projects like moonstone park that don’t get attention and get funding from new sources. #3: keep working homeless and quality of life issues.

No new taxes
We need to re-allocate to keep our fire department in-house. DO NOT let it go to LA.

Continue to address public works backlogs
Find means to keep small businesses in place, avoid the now popular vacant small strip malls that indicate small businesses are leaving the city.

Invest in LOCAL fire department
Public safety. Catalytic converter theft is on the rise.

More police, firefighters, and paramedics to keep the community safe from all of the violence that is happening around us. cleaning it up. Some areas look very rundown and unappealing Number of deaths/ injuries/ damage 1st, problems that effect the most people 2nd Economic development, harbor revitalization, housing density equity in all districts Keeping RBFD local and funded! Stop spending at the water front and please focus on North Redondo - specifically Artesia & Inglewood. Better yet, invest and move the power lines UNDER GROUND! The best way to support the city is improving the land value and safety of residents - move those lines underground.

Please ensure that there is funding for the crossing guard for Washington/Adams in the corner of Lilienthal and Ralston.

Honestly and improving life in the South bay. Keeping our small business alive and thriving.

Stop raising taxes so it isnt afforable to live here.

Enforce driving laws ie: running stop signs, bicycle laws especially e-bikes.

Avoid wasteful lawsuits and fiscally irresponsible special elections.

Street Maintenance, or lower taxes.

Define attributes of "Quality of Life" based on community input, then allocate based on that.

The community development dept needs more resources. They are slow, they receive a ton of funding from permit fees, but yet it takes them over 8 weeks to do a 15 minute review.

I think there are two primary things to consider: 1) By the extent to which the idea and associated spending positively and sustainably impact Public Safety and Quality of Life for the greatest number of tax-paying citizens of Redondo Beach...because this is the foundation upon which everything else can and needs to be built...and I would start with increased traffic enforcement by the police...because it's a highly leveraged activity; and 2) By the extent to which the idea and spending contribute to Redondo Beach being or becoming what it aspires to be. For example, if Redondo Beach's self-determined purpose and point of differentiation versus neighboring communities (e.g Hermosa Beach, Manhattan Beach, etc) is to be a more affordable (i.e. lower and middle household income) and more demographically diversified beach community in the Southern California South Bay area, then certain projects and spending make more sense...as opposed to if it aspires to be something else, like Manhattan Beach or Hermosa Beach. I've looked for, but have not been able to find an operable statement in which Redondo Beach defines and documents what it is or aspires to be. Without this, it is virtually impossible to prioritize and allocate.

Redondo Beach has some wonderful areas and some very attractive features, but in some places it reminds me of a village in a third world country - the condition streets and sidewalks; the upkeep of homes; the unnecessarily loud vehicles roaring up and down the streets; too many drivers whose driving is illegal and dangerous... and now including e-bikes; parents and nannies pushing baby strollers literally in the middle of the street; people bringing their dogs into gyms, grocery stores and hardware stores; the quality of some of the instruction in the public schools; fewer and fewer trees but more and more concrete, asphalt and structures; Artesia Blvd looks down market and is not inviting; the power lines coming out of the power plant; for example.

Thank you for the opportunity to provide input.

Police & Fire Services
More police enforcement, less homeless benefits and welfare Population distribution
cycling infrasructure
Abstain from actions that open up the City to litigation & stick to budget allocations that actually benefit the residents, i.e., youth & senior programs, economic development, waterfront amenities, police services, infrastructure projects.

Add the senior lunch program at Perry Park to what it was pre-pandemic, More dog space, at least one more sizable dog park (currently Dominguez attracts the entire South Bay and is packed on weekends), more dog friendly outdoor dining (does not have to be on the pier), more dog friendly public awareness efforts, poopy bag dispensers and more frequent sidewalk washing on Esplanade.

Stop attacking the BCHD and the fire department. Fund city services. Restore city staff positions. Stop the money grab for your cronies Beachlife SBPC ROW and BBR!!!!
giving our senior citizens better quality programs and pay fairly to the instructors that deliver safe and healthy experiences to them.

RBFD - Keep it local!
Police and Homelessness problems
Infrastructure to ensure that Redondo Beach stays a well maintained city with resources that allows citizens young and old to life healthy and balanced lifestyle.

Porter service, security (Park Ranger) and maintenance at the City parks.

Based on what is best for the city as a whole and not local political alliances.

Our children need to be able to walk to school safely. We need enough crossing guards and they need competitive pay.

In addition to above, Transportation, Waterfront, Library all to serve the community better I want to see more money allocated to making Redondo Beach more walkable and bicycle friendly. To me the money spent on rehabilitation of the pier is a waste.

Funding for R.B. Fire Department
Keep our fire and police local. Fund them.

Stop running business out of town, invest in our economic engine.

Make it easy for folks to get around and connect to the larger LA transit system. more cameras
To have a City Attorney who is willing to litigate. Mike Webb hires out to other lawyers to do this and in so doing, causes additional expenses that his hefty salary should, by rights, cover. In effect he becomes a referral agency rather than undertaking the legal battles himself.

Keep us safe in our homes and community. Invest in Fire and Police. Keep it local.

Mindful investment to attract and retain new business and keep existing businesses.

Forward thinking and initiatives to foster sustainable living through BCHD and other agencies dedicated to the health and well being of our community.

I have no idea what you’re asking. If there’s additional funds available put them into the pier redevelopment Economic development would be my focus. If the business community flourishes, the city will be more vibrant and generate more tax revenue.

Community input based on data and needs
Stop attacking the BCHD!
Stop attacking businesses that you don't like and supporting the ones run by your friends! Stop starving the fire department! Stop wasting money on outsourcing studies! Bring the RBFD back to full staffing, including a permanent chief!!! Same for staff in general - restore full staffing levels, including the arbitrator position!!! Attrition is a terrible way to make staffing decisions and is just not a good management practice.

There are almost 70K residents in this city. Most of us don't own surfboards, skateboards or boats, and can't afford tickets to BeachLife. Pay attention to the majority outside of your little bubble!
You are NOT resident focused! Most residents don't even know about this survey.

Make Artesia Blvd a nice main street, tear down all the older buildings, make parks look nicer like Hermosa or Manhattan B.

Infrastructure
Dedicated pickleball courts
Reduce funding in other areas
Stop funding organizations known to sue the City: SBPC
Stop providing legal defense for council members who misbehave in Stop pushing away public private partnerships
Stop wasting taxpayer money on skateparks
Decommission Jim Light from Harbor Commission
Fully staff the RBFD!
We need a Fire Chief - not an Acting Fire Chief. We need full staffing of the FD and the city.

By yearly budget meetings
Remove waste in spending. Competitively bid most work. Allocate to better the streets.

Clean up Artesia Blvd and the walk ways. Fire and police housing.

Sustainable updates to outdoor infrastructure including parks and waterfront Public safety. Ensuring police force is well funded. Having officers patrolling near schools. Other than that , I would like continued investments in our parks, trails.

Library. Streets.

Improving the pier and waterfront area
Assessing and addressing solutions for the homeless
Community mental health services
Safer streets
Promote small business that are not massage parlors or smoke shops. Promote businesses where families would want to spend time and money.

If their is budget to place trees along public spaces they should be native drought resident not trees where roots tear up walk paths and front yards.

Combat petty crime/crime
More parks/open spaces
Some transparency into the budget- what is the budgets, who decides where to spend etc. not an answer to the question but stating it anyway. The parkettes in north redondo need TLC. A proper structure would be nice since it’s considered a ‘park’. And less density…stop allowing tear downs of single family homes so developers can put up two/three on a lot.

Keep fire dept in RB and add more police.

Keep RBFD. Fire the consultants. Fill out all shifts. Permanent Fire Chief.

No more $ to SBPC or BeachLife.

Expanded affordable housing
There’s way too much money funneled into the Harbor. We need much more attention in North RB. We must make North RB a place people want to hang out and spend money in. We need art. The gatewave art structure was taken from District 4 despite the money being budgeted for it specifically for District 4 years ago. Beautification of North RB must be a priority. Also, keep the fire department local. Give RBFD whatever they need to keep them safe and make them not want to go to county.

Housing for low income families. I’d also like to see a current list of updated section 8 homes that are available.

Bring city staffing levels, especially Fire, to full levels.

Why are you wasting time and money talking about outsourcing RBFD? Just give them the budget they need and keep them in-house.

Not sure - just plant more trees :)
Using surveys like this and getting input from citizens Schools/kids programs

4. What city services/facilities in your view need more support? (Check all that apply) 0 50 100 150 200 250
Public Arts
Youth Camps and Programs
Senior Programming and Services
Recreation
Performing Arts Center
Economic Development
Waterfront Amenities
Library Operating Hours
Police Services
Code Enforcement & Quality of Life
Fire Suppression
Emergency Medical Services (EMS)
Parks & Landscape Maintenance
Building & Safety Services
Planning and Plan Check Services
Street Repairs/Improvements
Sewers
Capital Infrastructure Projects
Information Technology Projects