Redondo Beach City Council
June 20, 2023

CITY OF REDONDO BEACH

BUDGET RESPONSE REPORTS
(Updated List – 6/15/23)
FY 2023-24 PROPOSED BUDGET
The following is a list of questions raised regarding the FY 2023-24 Proposed Budget.

The corresponding answer to each of these questions (the “Budget Response Report”) will be provided before the final Budget Hearing.

Dept. Question Status

1. Finance
What corrections/adjustments need to be made to the FY
2023-24 Proposed Budget Document for inclusion in the
Adopted Budget?
Complete

2. Community
Services
What special events were designated as “Signature Events” and received City subsidy in Fiscal Year 2022-23? What is the City’s special event review and approval process? What are special event organizers charged for City expenses?
Complete

3. PD What is the status of sworn Police Officer staffing in the Redondo Beach Police Department? Complete

4. PD What is the status of civilian staffing in the Redondo Beach Police Department? Complete

5. PD What are the options and costs to enhance traffic enforcement and safety on residential streets? Complete

6. PD What is the cost of four additional Police Officers assigned to Traffic Patrol? Complete

7. HR What is the cost/benefit of restoring the Risk Manager position? Complete

8. PW
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?
Complete

9. PW What are the current and future annual tree trimming costs? Complete

10. PW
What is the status of the Civic Center Landscaping
Improvement and the Civic Center Storefront Improvement Projects?
Complete

11. PW What is the status of the City’s Harbor Dredging Project and the Army Corps of Engineers Breakwater Repair Project? Complete

12. PW
What is the process and cost to expand the Pallet Shelter Facility into the adjacent/vacant City owned parcel on
Kingsdale?
Complete

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

14. PW What are the costs to repair all City alleyways with a Pavement Condition Index (PCI) less than 25 and between 26 and 50? Complete

15. PW What is the cost to remove and backfill the old pool structure at Aviation Park? Complete

16. PW
What is the cost of installing exercise equipment at Aviation Park and Anderson Park and the feasibility of installing equipment in the SCE right-of-way?
Complete

17. PW / CS What is the parking utilization rate at the Transit Center? Complete

18. PW What is the cost to paint traffic signal poles and arms? Complete

19. PW What is the cost of upgrading the Franklin Park basketball court and repairing or replacing the park’s trellis structures? Complete

20. PW What is the cost to landscape the medians on Lilienthal Lane between Fisk Lane and Ives Lane? Complete

21. PW What is the cost to landscape the median on Artesia Blvd between Kingsdale Avenue and Grevillea Avenue? Complete

22. PW
How does the City’s Vehicle and Heavy Equipment
Replacement Program work and what City vehicles and
equipment are scheduled for replacement by the Public Works Department in the 2023-2024 Fiscal Year? What is the current replacement cycle for each vehicle and what is the cost to shorten the replacement cycle?
Complete

23. PW What would it cost to conduct a Citywide Traffic Analysis, including local streets? Complete

24. PW
How will the Regional Water Quality Control Board’s decision to end the Time Schedule Order (TSO) for the Seaside Lagoon impact water quality operations and the potential for additional fines from the facility’s water discharge?
Complete

25. PW What is the cost to steam clean sidewalks? Complete

26. PW
What is the cost to design and install bulb-outs, enhanced crosswalks, and to improve stop sign visibility at the Diamond Street and N. Francisca Ave intersection and other general intersections not currently included in the Capital Improvement Program?
Complete

27. PW How many City trees were planted during FY 2022-23 and how many are proposed to be planted in FY 2023-24? Complete

28. PW
When did the City adopt the new street signage plan? Where has it been deployed? How much would it cost to replace all of the remaining street name signs and the internally
illuminated box signs on traffic signals?
Complete

29. CM What is the cost to add certifying “Blue Check Marks” to the City’s Social Media Accounts? Complete

30. PW What is the cost to replace the bollards at Perry Park? Complete

31. HR / FD What is the cost of a civilian Emergency Preparedness Coordinator? Complete

32. FD / PW
What is the cost of a new fire station at the north end of Redondo Beach? What is the process and what are the costs to identify and potentially secure a location for a new station? What are the costs/options to renovate the City’s existing fire stations?
Complete

33. PD
What is the status of the Police Department’s Municipal Code enforcement efforts? How many Municipal Code citations
were issued in the past year?
Complete

34. CA What is the estimated cost to challenge the EIR for the Metro Green Line Expansion Project? Complete

35. Community
Services
What is the process and cost to re-implement the Senior Lunch Program at Perry Park? Complete

36. Community
Services
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?
Complete

37. CM
What comments were received from City Commissions
Regarding the FY 2023-24 Proposed Budget and Five-Year
Capital Improvement Program?
Complete

38. CD / CM /

CT / PD
What are the estimated revenues that would be generated by taxing existing cannabis deliveries to RB? What are the methods and costs for the enforcement and collection of those tax revenues? What are the administrative steps needed to begin collecting the taxes and what would be the timeline for implementation?
Complete

39. CA / CM
What is the process and what are the costs of identifying and acquiring, by lease or for ownership (alone or in partnership with another municipality), a vacant or otherwise usable lot (preferably in an industrial area) in a SPA 8 city for additional pallet shelters or for other temporary homeless related purposes?
Complete

40. PW
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 bathrooms at Perry park adjacent to the
snack bar.

Complete

41. PW What are the costs to repair the Dale Page park bathrooms? Complete

42. PW What are the costs to repair the steep dip in the street on the west side of the Ruhland and MacKay intersection? Complete

43. CS
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?
Complete

44. CA What are the estimated legal costs to challenge SB 423? Complete

45. PW / CS
What are the costs to make the following improvements at Franklin Park?
a. Add an all-abilities play structure (with potential
sensory den).
b. Provide more frequent cleaning of the play
structures at the park and post the cleaning
schedule to assist immunocompromised children.

Complete

46. CM
Is the City able to apply for federal grant funds to construct a closed roof shooting range facility at Dominguez Park? If so, what are the grant application timelines? What would it cost to have the City’s contract grant writing firm assist with the grant application?
Complete

47. CS What is the status of the Ito Family Park dedication plaque/monument project? Complete

48. PW
What would it cost to repair (grind and overlay) the following street segments?
a. Broadway Ave. - between Beryl and Carnelian
b. Emerald St. - between Broadway and PCH
c. Emerald St. - between PCH and Francisca
d. Emerald St. - between Juanita and Lucia
e. Emerald St. - between Lucia and Prospect
f. Spencer St. - between El Redondo and Irena
g. Juanita Ave. - between Spencer and Emerald
h. Diamond St. - between Maria and Lucia
Complete

49. PW
What would it cost to repair (grind and overlay) the following alleyway segments?
a. Alley Between Lucia and Maria
b. Alley Between Carnelian and Diamond
c. Alley Between Diamond and Del Amo
d. Alley / New High Ct between Garnet and Torrance
Complete

50. PW
Is it possible to slurry seal the street and alleyway segments identified in BRRs 48 and 49? If so, what are the estimated costs? What is the cost to slurry seal Lucia Ave. between Vincent and Emerald?
Complete

51. PW
What are the costs of erecting banner signs on street light poles along Artesia Blvd and/or in the Restaurant Node areas identified in the AACAP?
Complete

52. PD / FD What is the process and cost to enhance fire departmentbased emergency dispatch calls? Complete

53. PW / PD Is it feasible, and what is the cost, to conduct trash cleanup twice per day at Veterans park? Complete

54. PW
What are the costs to beautify and/or install raised gardens on the city owned lot at the south east corner of Grant Ave and Inglewood Ave?
Complete

55. PW What is the cost to add a pollinator fountain (basalt rock fountain) to the Civic Center Landscape Improvement Project? Complete

56. CS What is the cost to install and maintain colorful ground and wall art at the transit center? Complete

57. IT / PW What is the cost to install “hand raising” buttons and lights at the councilmember seats on the dais? Complete

58. PD
What is the total cost to the City for providing crossing guard services and how much has the cost increased over the past five years?
Complete

59. PW What is the cost to repair the alleyway between Armour Lane and 190th Street? Complete

60. PW / CS
What are alternative beautification measures for the median on Lilienthal Lane, including possible floor art installation, and what are their associated costs?
Complete

61. PD
What items are included in the Emergency Equipment
Communications Fund and what is the estimated replacement cost for these items?
Complete

62. CD
What is the cost to conduct an organizational assessment of the Community Development Department and specifically the Planning, Building, and Engineering permit workflow and counter operations?
Complete

63. FD / PW What decision packages were submitted by the Fire and Public Works Departments that were not recommended for adoption? Complete

64. PW What is the cost to repaint the poles supporting the Redondo beach King Harbor Gateway Sign? Complete

65. CS
What were the results of the fee comparison prepared by the Community Services Department for neighboring recreation programs.

Complete

66. FD
What is the average collection rate for Fire agencies that have implemented a Pre-Hospital Paramedic Assessment Fee and how is the compassionate billing clause for these fees
commonly managed?
Complete

67. WED What is the cost to install new directory signage for waterfront businesses, including digital signs? Complete

68. CM What are the results of the community survey regarding the City Budget? Complete

69. CM What letters have been prepared by City Commissions advising the City Council on the Budget? Complete

70. PW
How much revenue has the City collected for the Sidewalk Dining Program? What are the impacts of changing the Tier 2 Sidewalk Dining fee from $2 sf/month to $1 sf/month? Complete

CITY OF REDONDO BEACH
Budget Response Report #1
June 15, 2023
Question:

What corrections/adjustments need to be made to the FY 2023-24 Proposed Budget document for inclusion in the Adopted Budget?
Response:

The corrections and adjustments that need to be made to the FY 2023-24 Proposed Budget document prior to adoption are listed below. Only one of the corrections (Correction #2) has an impact on the FY 2023-24 General Fund Balance. The correction would reduce the unallocated GF Balance by $43,562, from $1,702,643 to $1,659,081.

1. Administrative re-allocation to G/L lines in the Department Financial Operating Expense section: Personnel for Police and Fire. A system default in Munis related to Salary and Benefit Projection Posting Removed Budget in the Overtime/Overtime-Special Events/Vacation Payout PERSable Line Items.

Background: When the salary projection was imported, Munis automatically overrides the original OT budgeted numbers. In some cases, it replaces figures with base budget numbers or none at all. This has occurred in past budget years and the temporary corrective measure was to extract the overtime numbers in a suspense object code and then incorporate those figures with regular overtime once the salary projection is imported. Due to transition within the Finance Department, this historical information did not transfer to incoming staff and was not available in early budget productions. Discussions with Munis are in motion to find a permanent resolution that will eliminate the issue in future budgets.

This correction will have no impact on the estimated unallocated General Fund Balance for consideration by the City Council, as there are instances within the FY 2022-23 Budget where personnel costs were overstated due to redundant core and proposed line-item budget entries that were not removed as part of the adopted Budget. The prior overstatement of costs allows for a correction to the General Fund ledger without impacting the estimated FY 2022-23 year-end and unallocated FY 2023-24 Fund balances.

The table outlines the adjustments requested for incorporation in the final budget motion:

Police Department Published
Budget
Corrected
Budget Variance
Overtime- Special Events 84,020 165,000 80,980
Overtime - 200,000 200,000
Vacation- (PERSable) 11,887 460,684 448,797
95,907 825,684 729,777
FIRE Department
Overtime- Special Events 6,000 100,000 94,000
Overtime 388,838 500,000 111,162
Vacation- (PERSable) 15,344 135,000 119,656
410,182 735,000 324,818
Total 506,089 1,560,684 1,054,595

2. Add the Ongoing Portion ($43,562) of the Pallet Shelter Repair Decision Package that was Approved for Funding in FY 2021-22 as Part of the MidYear Review but was not included in the core FY 2022-23 or FY 2023-24 budgets.

Background: During the Mid-Year review of the FY 2021-22 Budget, a portion of DP #4 (Pallet Shelter Repairs) was approved by the Council as an ongoing appropriation. The funding was identified for general facility repairs, the rental of electrical poles and sanitation facilities, and recurring utility costs. This specific ongoing appropriation was inadvertently left out of the FY 2022-23 Budget and was therefore not captured as part of the FY 2023-24 Core Budget. Approval of this BRR, as part of the Budget Motion will correct the error and re-appropriate these General Funds.

Appropriation G/L: 10014000-510020 – Special Department Supplies.

Increase of: $43,562
Incorporation of this ongoing adjustment as part of the FY 2023-24 Budget will reduce the unallocated General Fund Balance from $1,702,643 to $1,659,081.

3. Reduction to the Proposed Revenue Figure for the Subdivision Park Trust Fund (Quimby Fund) in the Financial Summaries Table on Page 23 of the Budget Book.

Background: The Proposed FY 2023-24 Subdivision Park Trust Revenue Figure on Page 23 of the Budget book, reflects last year’s $1,162,500 figure rather than this year’s revised estimate of $350,000. While the Central Budget portal was opened for FY 2023-24 revenue projection entry, a system update occurred, which restored the FY 2022-23 Proposed Revenue Figure rather than the $350,000 estimate entered for FY 2023-24.

The Capital Improvement Program, which utilizes these funds, anticipated the correct revenue amount for FY 2023-24 of $350,000 so no adjustments are needed to the proposed Budget. However, it is important to note that the projects recommended for Quimby Fund appropriation in FY 2023-24 will spend nearly all of the Fund’s available resources. As a result, no additional appropriations should be made from the Fund unless adjustments are made to the projects included in the CIP. The estimated revenue and fund balance adjustments are summarized below:

Original Financial Summary Page Estimates
Estimated F.B.

July 1,2023
Proposed Revenue
2023-24 (Published)
Original Proposed
Expenditures
2023-24
Estimated
Fund Balance
June 30,2024
476,328 1,162,500 820,000 818,828
Corrected Financial Summary Page Estimates
Estimated F.B.

July 1,2023
Proposed Revenue
2023-24 (Corrected)
Original Proposed
Expenditures
2023-24
Estimated
Fund Balance
June 30,2024
476,328 350,000 820,000 6,328

4. Missing Text for Decision Package #44.

Background: Text associated with Decision Package #44 on page XV of the FY 2023-24 Proposed Budget Book was missing due to a printing error. Below is the complete text. The correction has no impact on the General Fund Budget as the proposed appropriation was included in the final General Fund accounting.

Decision Package #44 – CAO Funding for Additional Housing Navigator Contract Services. The City of Redondo Beach’s Housing Navigation contracts with City Net and PATH have ended. A renewed contract (to be further negotiated) is recommended for continuing City outreach services and Enhanced Response to Homelessness. Recommended is a one-time General Fund appropriation of $170,000.

CITY OF REDONDO BEACH
Budget Response Report #2
June 9, 2023
Question:

What special events were designated as “Signature Events” and received City subsidy in Fiscal Year 2022-23? What is the City’s special event review and approval process? What are special event organizers charged for City expenses? Response:

Special Events on public property fall into one of three particular categories: (1) Signature Events, (2) City-Initiated Events; and (3) Other Special Events. While these three categories are commonly referred to collectively as “Special Events,” there are important distinctions between the three categories as noted below.

Signature Events
There are four Signature Events designated by the Mayor and City Council that received funding and/or staff support from the City of Redondo Beach in FY 2022-

23. The list of Signature Events and the degree of support are reviewed annually by the City Council as part of the budget process. The City waives rental, permit, and parking fees for these Signature Events. For FY 2022-23, $28,000 was allocated from the General Fund to support the following Signature Events:
• Superbowl Sunday 10K/5K - $10,000
• Springfest - waive charges up to $13,000, waive rental fee • Riviera Village Summer Festival - $2,500
• Riviera Village Holiday Stroll - $2,500
There were three additional special events that received a cost waiver in FY 2022- 23 from the City Council that were not part of the original list of Signature Events:
• King Harbor Sea Fair - $2,000
• Riviera Village Halloween Trick or Treat Stroll - $2,500 • Christmas Boat Parade - $4,000
Other Special Events
All other special events are subject to the City’s review and approval policy for special events as further outlined in this BRR. These special events are required to pay the requisite fees and to cover any costs incurred by the City as a result of the events. On an annual basis, the Community Services Department prepares an event calendar, which lists these Special Events with dates and locations to be published on the City’s website.

City-Initiated Events
Additionally, there are a limited number of City-Initiated events which are sponsored and funded through department budgets as part of their annual work program including the Community Open House, Egg Hunt, and the Senior Health Fair. These events are largely self-contained, occur at City-operated facilities, and generally do not create impacts causing concern to residents or businesses.

Special Event Approval Process
As presented to Council in April 2023, staff has implemented several improvements to the special event process to provide more efficiency and transparency for both staff and event producers, including creating a centralized invoicing process for City costs and permitting fees. This has allowed event producers to receive an estimate of costs prior to the event, so they can evaluate options before committing to their various programs and activities. Additionally, the process reduces the number of payments the sponsors are required to make to City Departments following the event. Previously, event sponsors were required to pay required permitting fees to each department separately.

Another critical change, implemented through coordination with the Police Department, is that sponsors now have the option to utilize a combination of private security and volunteer services for perimeter event security where appropriate.

This has provided a cost savings for event producers, while still providing a safe event for the community.

Looking ahead, staff will continue to refine the special event evaluation process and is considering additional enhancements to the program including the enforcement of an application submittal deadline to ensure sufficient time is available to review special event requests and allow for effective logistical planning. Specific deadlines for each event will ensure specialized permits, such as building or street closure permits, are processed well in advance of the event and will allow the sponsors more time to review the City requirements and make necessary event coordination adjustments. Additionally, staff is planning to review the special event application to determine if there is information that can be consolidated or refined to make the application more complete and concise.

The Community Services Department receives Special Event applications and coordinates the interdepartmental review of all Special Events. The Approval Process proceeds as follows:

1. Special Event Application - upon receipt of the completed application, Community Services staff will distribute an electronic copy of the completed Special Event Application to the Special Events Review Team comprised of the following individuals:
a. Traffic Engineer
b. Police Chief or designee
c. Fire Chief or designee
d. Public Works Director or designee
e. Community Services Director or designee
f. Risk Manager
g. Waterfront & Economic Development Director or designee h. Community Development Director or designee

2. Event Requirements & Fee Determination - requirements and cost estimates concerning the Special Event application are collected from each department via e-mail. In the event of significant concerns, a meeting of the above individuals will be scheduled to review the application. There may be a pre-meeting of the Special Events Review Team prior to meeting with the event promoter. The estimated event costs are then assembled and transmitted to the applicant prior to the event.

3. Fee Collection - following the event, each member of the Special Events Team submits final charges for supporting the event. Charges can vary greatly based on the size and scope of the event. Examples of charges include Public Safety staffing, Public Works support, Traffic Control Plans, and various permit fees.

City Fees - Below are the Special and Signature Events held in FY 2022-23, including subsidy amounts and total City fee amounts.

EVENT SUBSIDY
AMOUNT

TOTAL FEE
AMOUNT
July 4 5K Run/Walk - $24,506
Riviera Village July 4 Fireworks - $5,690
South Bay Greek Festival - $7,176
LA Kings 5K/Walk - $17,309
Rocktoberfest - $15,722
Halloween Trick or Treat Stroll $2,500 $2,309
Riviera Village Holiday Stroll $2,500 $3,154
Christmas Boat Parade $4,000 $150
Redondo Beach Superbowl Sunday
10K
$10,000 $24,007
Springfest $13,000
+ rental fees
$12,200
Walk for Life - $50
Riviera Village Summer Festival $2,500 TBD
King Harbor Sea Fair $2,000 No event held
By establishing the Signature Event subsidies, events such as the Springfest event was able to be reinstated in 2023. For other events such as the Riviera Village Halloween Stroll and Holiday Stroll, the subsidy covered most or all of the costs.

CITY OF REDONDO BEACH
Budget Response Report #3
June 1, 2023
Question:

What is the status of sworn Police Officer staffing in the Redondo Beach Police Department?
Response:

Current Status
The staffing status for the Police Department’s 96 budgeted sworn personnel, as of May 30, 2023 is shown on the following table.

Position Authorized Frozen Vacant Filled
Chief of Police 1 0 0 1
Police Captain 3 0 0 3
Police Lieutenant 6 0 0 6
Police Sergeant 15 0 0 15
Police Officer 71 0 9 62
Total 96 0 9 87
The Police Department currently has 87 sworn filled positions. This includes six (6) trainees currently in our field training program and six (5) recruits in the academy. This number also includes five (5) officers that are out longer-term as part of a medical absence.

There are currently four (4) candidates in the background process, three (3) of which are lateral police officers. The Police Department hosted a physical agility test last month and written exams are scheduled for the end of May 2023 with interviews shortly thereafter. Successful candidates are expected to be onboard some time in late summer 2023.

Recruitment has been a consistent challenge for the Law Enforcement profession and the Redondo Beach Police Department is not exempt from these challenges. The Department is committed to developing new and innovative ways to recruit qualified candidates via social media, academy visits, billboards, mobile sign boards, professional flyers and robust referral and recruitment efforts. Additionally, the Department intends to continue to market the City’s many video vignettes, special programs, special assignment details, and contemporary social media platforms.

CITY OF REDONDO BEACH
Budget Response Report #4
June 1, 2023
Question:

What is the status of civilian staffing in the Redondo Beach Police Department? Response:

The staffing status for the Police Department’s non-sworn personnel, as of May 30, 2023 is shown on the following tables.

Administrative Services
Position Authorized Frozen Vacant Filled
Executive Assistant 1 0 0 1
Sr Management Analyst 1 0 0 1
Administrative Specialist 1* 0 0 2
Analyst 2** 0 0 1
Total 5 0 0 5
*Currently out on long-term leave
** One (1) Analyst is currently an over-hire to supplement the Admin Specialist that is out on long-term leave
Community Service Officers
Position Authorized Frozen Vacant Filled
CSO III 3 0 1 2
CSO II (i.e. Jail Unit) 12 0 3 9
Total 15 0 4 11
The CSO III (Jail Manager) vacancy was recently created due to a promotion to Analyst.

The CSO II classification has three vacancies. One is due to being hired as a Police Recruit and the other two are due to not completing training. Both CSO III and CSO II positions are currently open for applications.

Communications Unit
Position Authorized Frozen Vacant Filled
Public Safety
Communications Manager 1 0 0 1
Communications Supervisor 4 0 2 2
Dispatcher 9 0 1 8
Total 14 0 3 11
Currently there is an internal supervisor promotional list, however, the Police Department is working on securing dispatcher staffing levels before proceeding with promotions.

Dispatcher testing took place April 2023. There are currently four (4) candidates in the background process.

Records Unit
Position Authorized Frozen Vacant Filled
Police Records Manager 1 0 1 0
Lead Police Services
Specialist 2 0 0 2
Police Services Specialist 6 0 0 6
Administrative Specialist 1 0 0 1
Office Specialist 2 0 0 2
Total 12 0 1 11
The Police Records Manager position is currently filled by an existing employee on an interim basis. This will occur until the position is permanently filled.

Investigations Division
Position Authorized Frozen Vacant Filled
Administrative Specialist 1 0 0 1
Crime Analyst 1 0 0 1
Police Identification Technician 1 0 0 1
Total 3 0 0 3
Community Services Unit
Position Authorized Frozen Vacant Filled
Municipal Services
Supervisor 1 0 0 1
Municipal Services Officer 7 0 1 6
Sr. Code Enforcement
Officer 1 0 0 1
Code Enforcement Officer 2 0 0 2
Total 12 0 0 12
This summary includes the personnel reorganization approved by City Council in December 2022.

CITY OF REDONDO BEACH
Budget Response Report #5
June 1, 2023
Question:

What are the options and costs to enhance traffic enforcement and safety on residential streets?
Response:

A comprehensive response, focused on greater public education, engineering of city streets and robust enforcement of traffic laws can increase the safety on the roadways in residential areas of the city. The response may include costs for personnel and equipment needs, as well as no or low-cost items such as building greater education through social media campaigns and other forms of public awareness.

Through the use of emergency response surveys, the Police Department is acutely aware that complaints of traffic violations consistently remain the highest area of concern for members of the community. Mitigation of traffic safety and enforcement may be facilitated through greater staffing and utilization of specialized equipment.

The City of Redondo Beach encompasses 6.2 square miles which includes a significant amount of traffic control areas and devices. Currently, Redondo Beach has approximately 1,565 stop signs, 592 traffic signals at 150 signalized intersections, and, 141 miles of roadway that includes fifty sections with speed zones established via RBMC.

While each Police Officer in the Police Department is responsible for traffic enforcement and education, it is the primary focus of Traffic Unit personnel. Authorized staffing for the Traffic Unit is currently six (7) personnel, one (1) Motor Sergeant, five (5) Motor Officers, and one (1) Traffic Investigator. Along with conducting traffic enforcement the Unit also responds to reports of traffic collisions throughout the City. Although the current Police Department organization chart includes five Motor Officer positions, only one is currently filled with a full-duty Police Officer. One position is vacant due to a recent transfer and is anticipated to be filled on June 17, 2023. Three positions are occupied by Police Officers that are not able to perform their duty due to long term industrial injuries.

A Traffic Unit Officer is a substantial visual deterrent, provides community education and enforces traffic laws. Additional staffing of a Police Officer assigned to the Traffic Unit is approximately $215,000 annually. The on-going costs have been described in Budget Response Report #6 (What is the cost of four additional Police Officers assigned to Traffic Patrol?). Other one-time costs include a police motorcycle, uniforms, and communication equipment which amount to $33,400 per traffic officer.

In addition to adding Police Officer positions for increased enforcement, options exist for the utilization of non-sworn Police Department personnel to maintain a presence in areas of concern, increase Police Department visibility, and allow for increased community education, at a reduced cost. Current civilian employees, such as Municipal Service Officers, Police Cadets, or Volunteers in Policing, could be tasked with parking vehicles at strategic residential locations as visual deterrents for motorists who might otherwise be inclined to speed or roll stop signs. The MSOs, Cadets and VIPs, drive non-enforcement vehicles that are marked with Police insignia and in addition to parking the vehicles at key spots, could distribute educational information to the community to raise awareness and/or promote the Department’s “Drive Slow Redondo” campaign. These resources could be supplemented through an increase in part-time funds that would be used for specific safety awareness efforts. An increase of $10,000 to the part-time budget would allow for 400 hours of additional (non-enforcement) personnel presence in Redondo Beach residential areas.

Grant funding from the Office of Traffic Safety provides opportunities for Police Officers to conduct public engagement and education as well as traffic law enforcement in specific areas of the City; this activity is conducted on a reimbursable overtime basis. Along with grant funding, additional budgeted overtime would allow for Police Officers to expand this type of outreach and engagement. A significant impact on residential traffic safety could be achieved with bi-monthly enforcement and education deployments throughout the fiscal year. Increasing the Department’s overtime budget by $25,000 would allow staffing of Traffic Officers for 250 hours during the fiscal year to conduct education, awareness and enforcement campaigns, in addition to any potential grant awards.

The City Council recently recommended the Police Department initiate a traffic safety campaign, “Drive Slow Redondo”. An awareness campaign has very little fiscal impact and promotes traffic safety through branding, marketing, and awareness. The “Drive Slow Redondo” campaign can be focused toward residential traffic safety awareness with negligible cost through the placement of banners, signage, and signboard trailers in residential areas.

Both fixed and mobile messaging and speed notification trailers are effective options to enhance traffic safety by posting them where traffic violations are most frequently reported. Generally, these options are placed on major arterial streets, however may also be positioned in residential areas. Fixed Electronic Speed Reminder signs provide a driver’s actual speed along with flashing light indicators when vehicle speed is excessive.

The City has several of these reminders throughout the City. The cost of the Electronic Speed Reminder is approximately $6,000 each and require City personnel to place. The installation of additional electronic feedback devices would provide a consistent and continual mechanism for reinforcement in areas of concern. This method could prove to be effective due to the considerable amount of residential areas within the City of Redondo Beach and the limited number of personnel available to engage in enforcement.

A Radar Trailer is a mobile radar system which records vehicle speed, displays the speed and provides traffic speed statistics. The Police Department purchased a single Radar Trailer in July 2021 for $13,745. This is a mobile unit that can be relocated based on need or areas of concern.

Electronic Sign Boards are another option to enhance traffic safety by positioning them where traffic violations are occurring. Digital messages may inform and warn drivers of traffic safety issues. The Police Department has purchased and utilizes three electronic sign boards. An electronic sign board costs approximately $16,000 each. The Electronic Sign Boards can have a variety of messaging and are relatively simple to relocate. A lower cost option for education and awareness can be provided through the use of fixed banners similar to the current “Drive Slow Redondo” banner campaign which has been established. Each printed banner ranges in cost from $1,500 - $2,000 depending on the size and specific design. Placement of the banners typically involves obtaining proper permits and identifying resources for installation. The downside of banners is that the message can’t be changed once printed and therefor requires the purchase of replacement banners whenever updating content.

Roadway engineering is a larger scale mitigation response which often requires a more robust process for planning, installation and, as a result, funding. Often these measures garner mixed reactions from residents, or other unintended impacts such as slowed response times for first responders. Some roadway engineering options for consideration are: speed cushions, speed bumps, flashing warning lights, illuminated stop signs, traffic circles and roadway narrowing. Each of these options would require coordination with the Public Works Department.

Below is a table summarizing the costs of each option noted in this BRR.

Traffic Unit Officer $215,000 Annually
Non-sworn support $10,000 One-time cost
Traffic Officer Equipment $33,400 One-time cost
O/T Traffic Deployments $25,000 One-time cost
Traffic Safety Campaign N/A
Fixed Speed Reminder $6,000 One-time cost
Radar Trailer $13,745 One-time cost
Electronic Sign Board $16,000 One-time cost
Fixed Banners $1,500 - $2,000 One-time cost

CITY OF REDONDO BEACH
Budget Response Report #6
June 1, 2023
Question:

What is the cost of four additional Police Officers assigned to Traffic Patrol? Response:

The mission of the Police Department’s Traffic Unit is to reduce the number of traffic accidents and collisions through enforcement and education. In addition to the enforcement of speeding, illegal maneuvers, stop light violations, and responding to traffic accidents, the Officers assigned to Traffic Patrol conduct special operations such as DUI Checkpoints, pedestrian safety details and targeted “Click it or Ticket” and distracted driving enforcement. The Traffic Unit is currently staffed with six (6) personnel: one (1) Motor Sergeant, four (4) Motor Officers, and one (1) Traffic Investigator. The total Unit operating budget is $2.7M including personnel, maintenance and operations, and internal service fund costs.

The breakdown to fund four (4) additional Police Officers for the Traffic Unit is as follows:

ON-GOING COSTS
Personnel $860,000 $215,000 per officer salary and fringe benefits Overtime $57,000 Current budget is $85K for 6 officers
Vehicle Replacement
Fund $15,500
Emergency Comm ISF $4,000
Maintenance and Repair $14,000
Uniform Replacement $2,000
Department Supplies $3,500
TOTAL ON-GOING $956,000

ONE-TIME COSTS
Motorcycles $92,000
Radios $28,800
Uniforms $12,800
TOTAL ONE-TIME $224,100
TOTAL YEAR 1 $1,180,100
BRR - Page 1

CITY OF REDONDO BEACH
Budget Response Report #7
June 1, 2023
Question:

What is the cost/benefit of restoring the Risk Manager position? Response:

The Human Resources Department provides City-wide support for the full employment life cycle, from the date of hire to retirement, for over 600 active employees, and risk management services to all City departments. In FY 2020-21, the full time Risk Manager position was cut from the HR budget due to COVID-related budget reductions and ongoing structural budget concerns. The value of the position at the time was approximately $180,000.

The risk management position historically worked with the City's risk pool (Public Risk, Innovation, Solutions and Management; also known as “PRISM”) to manage the City’s self-insurance program. Activities included managing participation in the City’s risk pool, determining amounts and types of coverage for the City to purchase and maintain, and managing the liability claims and workers' compensation claims programs in collaboration with Adminsure, the City’s contracted third-party administrator. In addition, the Risk Manager would perform ancillary duties such as appearing on behalf of the City in small claims court, attending mediations as a City representative, participating in unemployment hearings, analyzing and approving insurance coverage for City contracts, special events and film permits, and managing the City’s annual actuarial study of liability and workers’ compensation programs.

The Human Resources Director absorbed the bulk of the Risk Manager’s duties. It should be noted that following the elimination of the Risk Manager position, the City hired a second Human Resources Analyst to assist with general human resources duties and support some of the basic risk management functions (including claims processing).

Claims Data
In general, City claims have decreased by roughly 30% since the loss of the Risk Manager position in 2020. The reasons for the decrease aren’t entirely clear, however, some of the decrease is likely attributed to the pandemic. The total annual claims received by the City from 2017 to today are as follows:
• 2017 – 69 claims received
• 2018 – 67 claims received
• 2019 – 60 claims received
• 2020 – 12 claims received (likely an anomaly due to COVID-related lockdowns) BRR - Page 2
• 2021 – 41 claims received
• 2022 – 53 claims received
• 2023 – 20 claims received as of this report (halfway through year) Claims against the City predominantly fall into three categories; 1) property damage, 2) trip and fall, and 3) personal injury. Each claim received is investigated by the Human Resources Director (or HR designee) and the City department responsible for the involved program, service, or facility. While the Government Code provides many protections for public entities in regards to claims, oftentimes another entity is determined to be liable. In most cases, claims are rejected if the cause is determined not to be the City’s responsibility. When another party is determined to be liable, claims are not only rejected, but they are also tendered to the at-fault party. For example, this happens when a claim is determined to have occurred on private property, or was caused by a contractor or another public entity. Interestingly, since COVID, there has been an overall reduction in the number of claims received, and – of the claims received – fewer and fewer have been determined to have City responsibility.

Cost to Restore the Risk Manager Position
City bargaining units have seen a 3% increase in salary costs since the removal of the Risk Manager position, along with a marginal increase in health benefits. The total cost to restore this position at the previous salary level would be about $187,000 per year.

However, the previous Risk Manager did not have any specific certification or education in the risk management field. If this position was to be restored, it would make sense to hire a certified Risk Manager so that they would be well versed in developing risk management strategies across the organization through a comprehensive risk management plan. Activities could include collaborating with operating departments on how to mitigate risks and costs in areas that attract the most claims, such as street and sidewalk trip and falls. In addition, the Manager could develop performance measures to determine return on investment for their hire after a set period of time. Another consideration is that the labor market has changed markedly since 2021, as has been noted in the City’s recent classification and compensation study. If the City Council was to make the decision to restore the position, staff would recommend budgeting the position at a higher amount (estimated to be closer to $215,000 in total cost) in order to attract qualified candidates.

It should be noted that the City’s risk pool (PRISM) also maintains a team of experienced risk management consultants that are available to serve partner municipalities on an hourly basis.

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

CITY OF REDONDO BEACH
Budget Response Report #9
June 1, 2023
Question:

What are the current and future annual tree trimming costs? Response
The City’s urban forest is comprised of approximately 12,000 trees, located in parks, parkways, medians, and facility exteriors. Trimming is provided on a four-year cycle, with the majority of trees serviced once every four years, while most palm and Chinese elm trees are trimmed on a two-year cycle. The Public Works Department’s core budget for tree trimming is $250,600. Another $32,400 is typically available in the City’s Tree Enhancement Account to cover the cost of new tree plantings, bringing the total funds available for trimming and planting to $283,000 each year.

The City’s current agreement with West Coast Arborists for trimming and planting services will expire on July 3, 2023. Staff has negotiated terms for a four-year extension that will be brought to the Council for consideration on June 6, 2023. The proposed extension contains a total cost increase of 19.6%, which staff feels is reasonable and fair.

The pricing of the current Agreement has been fixed since July 2019, when the contract was approved through a request for proposals, and the proposed pricing for the extension period would be fixed until June 2027, so the 19.6% increase is in effect spread over an eight-year period.

If the extension is approved, the cost for services and the subsequent core funding/shortage over the next four years (absent the proposed budget modifications) would be as follows:

Projected Core Available Projected
Year Costs Funds Shortage
2023/2024 $594,781 $283,000 $311,781
2024/2025 $563,331 $283,000 $280,331
2025/2026 $652,139 $283,000 $369,139
2026/2027 $380.468 $283,000 $ 97,468
------------------------------------------------------------------------ Totals $2,190,719 $1,132,000 $1,058,719
The Urban Forrest is a key attribute to the community’s quality of life and regular trimming of the mature tree canopy is needed to protect the public from falling limbs and to protect the overall health of the tree. In order to pay for the increased costs, the City in recent years has appropriated one-time, supplemental, funds to cover the annual funding gap.

The proposed FY 2023-24 Budget, via Decision Package #32, includes an on-going increase to the tree trimming budget of $207,851 and a one-time appropriation of $103,930. The DP, if approved, would fully fund tree trimming services for FY 2023-24 and substantially reduce the gap between core contract funding and future year expenses.

CITY OF REDONDO BEACH
Budget Response Report #10
June 1, 2023
Question:

What is the status of the Civic Center Landscaping Improvement and the Civic Center Storefront Improvement Projects?
Response
Waterwise Turf Replacement
On March 21, 2023, the City Council authorized staff to pursue a grant through West Basin Municipal Water District’s Public Agency Grass Replacement Rebate Program and use the funds to replace the roughly 43,000 square feet of grass at the Civic Center property. The rebate program provides funding and design assistance for agencies to remove turf in public spaces and replace it with drought-tolerant plant materials. Grants provide rebates of $4 for each square foot of replaced turf, up to 200,000 square feet. In addition, the City Council appropriated $120,000 in the FY 2022-23 Budget to help fund the turf replacement project.

West Basin’s design consultant, Swayzer Landscapes, is in the process of preparing a plan for the City. The first section of the plan, which covers the northeast area of the property along Carnelian Street and Pacific Coast Highway, has been completed. The remaining parts of the plan are expected to be completed by the end of June 2023. Staff will then solicit bids for removal of the turf and the installation of replacement materials and return to City Council for contract award.

Civic Center Courtyard Landscaping
In January 2022, the City Council awarded an agreement to Rainville Design Studio to design a complete renovation of the landscaping in the central courtyard area of the Civic Center, as well as the planter spaces along the walkway adjacent to the Main Library.

The design, which will include a water-wise landscaping master plan, a materials plan, irrigation and lighting system plans, and construction documents, is expected to be completed in July 2023. Staff will then bring the design to Council for consideration of approval and then solicit bids for implementation of the improvements. The FY 2023-24 Capital Improvement Program (CIP) includes a recommended budget appropriation of $150,000 for the project.

Storefront Improvements
In addition to the landscaping, façade (‘storefront”) improvements will be implemented at City Hall through the replacement of windows, the repair of water damaged siding, and the modification of doorways as needed. The project currently has $222,750 in available carryover funding, and the FY 2023-24 CIP includes a recommended appropriation of an additional $200,000 to support the improvements. Staff are planning to meet with an architectural consultant to determine the scope of work that can be accomplished within the project budget. Additional funding may be required to complete all areas of the Civic Center that need improvement. The initial design work will focus on creating a detailed design standard so that the solicitation for repairs to windows and doors can match the available budget and then be reused in the future as additional funds become available.

Staff plan to engage the architectural consultant to assist with an interior space assessment at City Hall as well, to help design the tenant improvements needed to accommodate the relocation of the Community Services Department when their office lease on Artesia Blvd. expires in December 2024. $100,000 of funding for the assessment is available in the current CIP. An additional $200,000 is recommended in the FY 2023-24 CIP proposed budget to address the interior tenant improvements anticipated at City Hall.

CITY OF REDONDO BEACH
Budget Response Report #11
June 1, 2023
Question:

What is the status of the City’s Harbor Dredging Project and the Army Corps of Engineers Breakwater Repair Project?
Response:

The City’s Harbor Dredging Project has received the permits required from the US Army Corps of Engineers and is in the final stages of design. Staff expects to bring construction plans and specifications to the City Council for consideration of approval on June 6th. Due to permit limitations that allow dredging to occur only after January 1st and prior to July 15th of a given year, construction is not scheduled to begin until January 2024. A more specific time line will be available once a contractor has been awarded the project. This CIP project is funded in the amount of $4.5M. Recent engineering estimates from the design consultant suggest a lower amount will be required and staff has proposed a reduction of $500,000 from this project budget to fund other Tidelands Fund eligible projects in the FY 2023-24 CIP proposed budget.

The breakwater that surrounds King Harbor is a Federally maintained structure and the City has little say in its upkeep. The City has been communicating the need for repairs to the US Army Corps of Engineers for the last several years, and preliminary engineering and environmental work has been done by the Corps to initiate repairs. This past winter brought heavy storms that further contributed to the degradation of the breakwater. In recognition of this concern staff requested a meeting with the Corps to express the need for immediate action. That meeting was held on June 1st. At the meeting, Corps personnel stated that they are nearing both design completion and environmental approval and expect that construction/repair of the breakwater would occur in Summer of 2024. Corps staff stated that this timeframe can not be accelerated because, by regulations, they are not allowed to advertise the project for bidding until the funding has been appropriated by Congress in the new Federal Fiscal Year, which begins in October.

The Corps also indicated significant lead time is required for contractors to process materials (i.e. procure/quarry the large rocks that make up the breakwater).

On a positive note, staff from the Corps confirmed that $10M has been included in the FY 2024 President’s Budget Request for breakwater maintenance and repairs in Redondo Beach and indicated that this amount of funding would be sufficient to complete the necessary work.

The Corps has scheduled its annual inspection of the break water for June 9th and will use information gained at the inspection to confirm or modify the project design and ensure their current plan of action is sufficient in the face of a potentially difficult winter as predicted by early forecasts for a heavy “El Niño” storm season in 2023-24.

CITY OF REDONDO BEACH
Budget Response Report #12
June 15, 2023
Question:

What is the process and cost to expand the Pallet Shelter Facility into the adjacent/vacant City-owned parcel on Kingsdale?
Response
The vacant City-owned parcel adjacent to the Pallet Shelter Facility would be an ideal location if the City Council wishes to expand the number of transitional beds available as part of the City’s Enhanced Response to Homelessness. There are, however, a number of issues that would need to be addressed to expand the facility, some of which are required to continue operation of the existing Pallet Shelter Facility.

The first pallet shelter units were installed in December 2020 on a six-month interim basis, under COVID-19 State of Emergency conditions. Governor Newsom ended the COVID19 State of Emergency as of February 28, 2023 and the US Department of Health and Human Services ended it on May 11, 2023. However, on January 10, 2023, the Board of Supervisors voted to proclaim a local emergency for homelessness in the County of Los Angeles. This is the emergency declaration that the Pallet Shelter Facility is now operating under.

The Pallet Shelters themselves have a useful life of 10 years. In considering whether to expand the facility it is important to note that the current facility was installed using temporary measures (i.e. the shelters were installed using a temporary SCE power pole connection and were made level through block footings/wedges rather than concrete piles) and, as noted above, the site is operating under an emergency declaration. A permanent implementation of the pallet shelter program would require zoning action and changes to the shelter construction. Additionally, the property was originally intended for use by the Public Works Department for citywide maintenance purposes. These factors should be considered in determining how best to move forward.

The costs to expand the shelter program by 25 units on the abutting, undeveloped, northerly 7,000 square feet of the property, including the installation of required support structures, restrooms, staff quarters, security housing, and permanent electrical and utility infrastructure, are projected as follows:

Expenditure Category - Infrastructure Estimated Cost
Civil Engineering $ 50,000
Electrical Engineering $ 50,000
Plan Design and Architecture $ 75,000
Grading, Paving and Accessibility and Retainment $ 245,000 Electrical and Plumbing $ 285,000
Pallet Shelter Units, Restrooms, and General Use Unit $ 550,000 Contingency (25%) $ 313,000
Total $ 1,568,000
Civil Engineering and Plan Design
Plans would need to be developed that incorporate grading of the property to meet existing land conditions and incorporate ADA access, shelter pad placement, sewer grading for restrooms and general accessibility for a shelter of this type.

Electrical Engineering
The electrical infrastructure of the original shelter was designed for a temporary facility with a six-month to one-year lifespan. This was done utilizing temporary power poles to provide electricity to the shelter and office units. While this setup has worked effectively, it was installed as a temporary measure. An expanded shelter would need to have permanent electrical supplied to the site through the installation of long-term support structures. It should be noted that Southern California Edison is likely to require the City to proceed with a permanent electrical installation at the existing pallet site, irrespective of expansion.

Building Plan Design and Architecture
As stated before, the shelter was based on a temporary concept that has now been in place for nearly two and one-half years. New longer-term structure installations are required to be supported with restroom and shower facilities, electrical, mechanical and plumbing that meet current housing standards, and level foundations to anchor the units in a more permanent fashion.

In September 2022, new sewer lines were installed to remove wastewater from the portable showers and restrooms supplied by the Los Angeles County Health Department While this is functional for a facility with its current 20 residents, it is at full capacity.

Adding 25 to 30 more residents would require additional long-term showers and restroom facilities. For cost projection purposes, Pallet Shelter Inc. has provided a cost for new restrooms units. Additionally, solid waste and recycling enclosures need to be incorporated into the design for universal waste, recycling, and organic waste collection and disposal.

Architectural and planning designs would need to be developed for review by LACHD, Building & Safety, and the Fire Department.

Construction and Installation
Constructing and installing 25 new shelter units and support elements would require grading, paving, and accessibility upgrades, as well as the addition of permanent electrical and plumbing services to current code standards. As mentioned, the permanent electrical upgrades are likely necessary for the existing facility as well. However, these upgrades would serve purposes beyond the pallet shelter program. If/when the emergency ends and the site is restored for use by the Public Works Department, these electrical upgrades would be helpful for maintenance and operations. It is likely that the permanent power would be used to charge equipment batteries and vehicles and provide onsite lighting and camera security.

Operational Costs
The pallet shelter operational costs are estimated to be $1,135,235 from August of 2022 to September of 2023. The City only pays $372,501 of those costs and Los Angeles County covers the rest. Operational costs include Harbor Interfaith personnel, 24-hour security, food, laundry service, some utilities, insurance, and necessary supplies.

Doubling the size of the pallet shelter will increase but, likely, not double these operational costs.

The amount of County funds and other grant funds available to pay for the Infrastructure and Operational Costs would have to be determined if the City Council gives direction to move forward with the expansion of the pallet shelter facility. If the City Council approves this BRR, then the City Attorney’s Office will take the lead in further discussions with the County and identifying grants/funds for use on the expansion before our current agreement with LA County expires at the end of September.

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 #14
June 6, 2023
Question:

What are the costs to repair all City alleyways with a Pavement Condition Index (PCI) less than 25 and between 26 and 50?
Response:

The 2018 Pavement Management System Update – Alley Report (2018 Report) included a survey and evaluation of the pavement of alleys citywide and provided a Pavement Condition Index (PCI) for each alleyway segment. The alleyways are currently being resurveyed and their updated PCI will be included in the 2023 Pavement Management Program update. This information will not be available until Fall 2023.

In the 2018 Report, there were 5 alley segments that had a PCI of 25 or less. However, PCI will decline over time and it is estimated that there are approximately 20 alley segments currently with a PCI of 25 or less throughout the City and another 20 segments with a PCI between 26 and 50.

The recommended treatment for segments with a PCI of 25 or less is typically a mill and thick overlay. For segments with a PCI of 26 to 50 a mill and thin overlay treatment is recommended. The 2018 Report estimated unit costs for treatment at $30 per square yard (SY) for mill and thick overlay and $20 per square yard for mill and thin overlay.

Given recent inflationary impacts, construction bids have come in much higher due to increases in the cost of materials and labor. Based on the City’s 2022 bids, the estimated cost for construction of a mill and thick overlay treatment, including design, construction management, inspection, and contingency is $84 per square yard. The estimated cost for construction of a mill and thin overlay, plus design, construction management, inspection, and contingency is $69 per square yard.

Alleyways with a PCI of 25 or less
Total square yardage: 23,180 SY
Unit cost for grind and thick overlay: $ 84 per SY
Cost for Rehabilitation: ~ $ 1,950,000
Alleyways with a PCI of 26 to 50
Total square yardage: 21,711 SY
Unit cost for grind and thin overlay: $ 69 per SY
Cost for Rehabilitation: ~ $ 1,500,000

CITY OF REDONDO BEACH
Budget Response Report #15
June 1, 2023
Question:

What is the cost to remove and backfill the old pool structure at Aviation Park? Response
It is believed that the remnants of the old Aviation High School swimming pool remain beneath the ground in the field northeast of the Aviation Gymnasium. Records however are limited and further studies are needed to confirm this belief. In order to assess the area, boring samples must be taken throughout the property to 1) confirm that the old pool structure is in place and 2) determine the type of material used to fill the pool area in when it was covered.

If the boring samples confirm that the pool remains and an environmental assessment determines that the materials used to fill the pool, and the earth surrounding the pool, do not contain any hazardous materials, removing the pool structure would require excavation of approximately 9,400 cubic yards of materials from an area that is 140 feet long, 120 feet wide, and 15 feet deep. The materials would then be cleaned of any debris not suitable for backfilling, re-inserted, and the area would be recompacted. The estimated costs are as follows:

Boring and environmental testing: $ 18,000
Excavation, sifting and replacement of materials: $625,000 Total: $643,000
If the boring samples reveal the area contains environmentally-hazardous materials, the project scope would escalate and additional clean-up and backfill work would be needed resulting in supplementary costs of between $500,000 - $700,000.

CITY OF REDONDO BEACH
Budget Response Report # 16
June 1, 2023
Question:

What is the cost of installing exercise equipment at Aviation Park and Anderson Park and the feasibility of installing equipment in the SCE right-of-way? Response:

The estimated cost to install a standardized exercise station with two features such as the ones pictured below, including a concrete pad and poured-in-place padding to meet ADA requirements, would be as follows:

Materials and Installation: $35,000
Design (20%): $ 7,000
Project Management (20%) $ 8,400
Contingency (25%) $10,500
Cost Per Station $60,900
As both Aviation Park and Anderson Park could accommodate four stations, the total cost for each park would be approximately $243,600. This estimate assumes the exercise stations would abut existing walkways so that ADA access is more easily provided. If any of the stations are located away from walkways, there would be an additional cost to provide access.

Adding four new exercise stations to the City’s infrastructure would also create on-going costs for inspection, repairs, and preventative maintenance. The estimated 100 hours of services per year to maintain this additional equipment would cost roughly $5,000.

CITY OF REDONDO BEACH
Budget Response Report # 17
June 6, 2023
Question:

What is the parking utilization rate at the Redondo Beach Transit Center (Transit Center)? Response:

The Transit Center parking lot was fully rehabilitated as part of the recently completed Transit Center project. It contains 320 spaces, of which, 204 are dedicated to transit staff and patrons according to the Federal and Metro funding agreement that helped finance the project. The remaining 116 spaces are assigned to be available to the Galleria Mall patrons and staff as part of their seasonal overflow parking, which was a condition of the Easement and Exchange Agreement (aka “Land Swap”) between the mall ownership and the City, approved by the City Council in 2013.

The Transit Center initiated operations at the new facility in January of 2023, as such, is only limited utilization data of the parking lot during full operations is available. In an effort to capture current data, staff counted vehicles twice daily for weekdays during the period May 15 to 25, 2023 and found an average of approximately 40 cars parked in the lot at any one time. Counts ranged between 25 and 55 vehicles when the lot was observed by staff. Daytime uses of the parking lot are believed to be from transit ridership, employees of the City’s transit operations contractor, and residents and staff of the pallet shelter facility.

Changes in the permanent designated use of any portion of the lot dedicated to transit related parking would require the City to renegotiate its funding agreement with Metro, and could result in having to return some proportional share of the funding received by the City. Changes in use of the parking dedicated to the Galleria Mall (soon to become the South Bay Social District) would require negotiations with the mall’s ownership group and would potentially require some relaxation of parking requirements memorialized in the current development agreements, City ordinances, or both. Temporary, alternative, use of the parking spaces while they are underutilized for either purpose, however, could be explored on a case by case basis. Eligibility would depend on the duration of the proposed use and the new purpose.

CITY OF REDONDO BEACH
Budget Response Report #18
June 1, 2023
Question:

What is the cost to paint traffic signal poles and arms? Response
There are 56 signalized intersections in the City. Staff solicited cost estimates from an established traffic signal restoration company for painting the signal poles and arms. The company provided estimates for three categories – small, medium and large intersections, as follows:

Size Example Estimated Cost
Small Artesia & Aviation Way $18,000
Medium Artesia & Rindge Lane $20,000
Large Artesia & Inglewood Avenue $25,000
This pricing includes all labor, materials, surface preparation, and traffic control. The total cost to perform painting for all 56 intersections would be as follows:

Small Intersections: 27 x $18,000 = $486,000
Medium Intersections: 13 x $20,000 = $260,000
Large Intersections: 16 x $25,000 = $400,000
Total: $1,146,000

CITY OF REDONDO BEACH
Budget Response Report #19
June 1, 2023
Question:

What is the cost of upgrading the Franklin Park basketball court and repairing or replacing the park’s trellis structures?
Response
Basketball Courts
The park has the atypical layout of two back-to-back half basketball courts. Staff has identified two options for upgrading the facility:

Option 1 – Keep the existing layout and replace the backboards and hoops. The cost would be $6,000.

Option 2 - Convert the area to a traditional full court, which would include:
• Removing the existing poles, backboards and goals
• Installing new poles with more modern backboards and goals • Patching the court surface and striping new court lines The total estimated cost for this option is $31,000.

The basketball court could potentially also accommodate two pickleball courts.

Trellis Structures
Franklin Park’s play areas contain three wooden trellis structures that are in very poor condition, as shown in the photos below. Staff has determined that the condition of the trellis structures necessitates replacement over repair. Replacing the three structures would involve the following:

Demolition and removal of existing structures: $10,000
Installation of five new support pillars: $15,000
Lumber for new like-for-like trellis structures: $30,000 Staining new trellis structures: $25,000
New hardware: $ 5,000
Labor to install trellis structures: $35,000
Project management (10%): $12,000
Contingency (20%): $30,000
Total: $162,000

CITY OF REDONDO BEACH
Budget Response Report #20
June 1, 2023
Question:

What is the cost to landscape the medians on Lilienthal Lane between Fisk Lane and Ives Lane?
Response
The two roadway medians on Lilienthal Lane between Fisk Lane and Ives Lane contain approximately 14,000 square feet of surface area that is mostly concrete. A project to remove the concrete and install attractive, water-wise plant materials would include the following:

Demolition of poured in place concrete: $84,000
Installation of an irrigation system and plant materials: $196,000 Installation of new water meters: $8,000
Project design and management (20%): $57,600
Contingency (25%) $72,000
Total: $417,600
The medians contain 17 New Zealand Christmas Trees that would remain in place.

CITY OF REDONDO BEACH
Budget Response Report #21
June 1, 2023
Question:

What is the cost to landscape the median on Artesia Blvd. between Kingsdale Avenue and Grevillea Avenue?
Response
The small median on Artesia Boulevard, just east of Kingsdale Avenue, contains mostly dirt and some minor shrubs. The total area that would need to be landscaped is approximately 1,200 square feet. Minor field design may be necessary to follow the Artesia landscape pallet that was installed by the Public Works Department in 2018.

The median would require rehabilitation of the substrate, replacement of the irrigation system, and installation of new plant materials. The estimated cost is $22,000.

CITY OF REDONDO BEACH
Budget Response Report #22
June 15, 2023
Question:

How does the City’s Vehicle and Heavy Equipment Replacement Program work and what City vehicles and equipment are scheduled for replacement by the Public Works Department in the 2023-24 Fiscal Year? What is the current replacement cycle for each vehicle and what is the cost to shorten the replacement cycle?
Response:

The Vehicle Replacement Fund (VRF) was established by the City during the 1983-84 Fiscal Year. It is a best management practice tool that allows the City to efficiently replace and maintain vehicles and equipment. The purpose of the Vehicle and Heavy Equipment Replacement Program is to evaluate, maintain, and replace vehicles and equipment on a schedule that optimizes their usefulness, avoids major repairs and periods of downtime, and captures ongoing technological improvements in vehicle safety, efficiency, and performance. Public Works manages the City Fleet and there is a dedicated Fleet team consisting of one Maintenance Supervisor, two Senior Mechanics, one Mechanic, and one Equipment Service Worker who oversee vehicle maintenance and repair. Historically, most Redondo Beach vehicles have been replaced every 4 to 12 years, depending on their type and function, with an aggregate cost between $1,000,000 and $1,500,000 each year.

Staff is recommending the replacement of nineteen (19) vehicles/equipment in the FY 2023- 24 Fiscal Year in Decision Package #39. Staff also recommends carrying forward funds (DP #38) from FY 2022-23 to purchase seven (7) vehicles and six (6) generators that Public Works were unable to secure this year due to supply chain or inventory issues. In addition, Decision Package #34 recommends the replacement of the Combination Vacuum/Jetter Sewer truck.

Given Council direction and State objectives to convert fleets to Zero Emissions Vehicles (ZEV), the Public Works Department continues to work towards increasing the City’s electric vehicle fleet and charging infrastructure when feasible and cost effective.

Fleet Operations and Purchasing in FY 2022-23
In FY 2022-23 Public Works staff continued to see supply chain issues and significant delivery bottlenecks at all stages of vehicle purchase and maintenance. Costs across the operation, from vehicle purchase, contractor and upfitting costs, fuel, as well as parts and supplies, have all continued to rise or remained at historically high levels due to macro market issues.

Maintenance costs for the City Fleet have also been a significant issue for Fleet operations in FY 2022-23. Rising costs for third-party labor, as well as parts and supplies, have impacted the budget. Rising costs are being experienced at a time when additional maintenance, above and beyond routine maintenance, is being required to keep older vehicles in service. Units are in service longer than planned at the time of purchase because:

1. life spans were extended by prior budget action,

2. appropriate replacement vehicles are not available for purchase, and/or

3. vehicles are delayed at the manufacturing or outfitting stage.

Vehicle supply through traditional fleet purchase methods continues to be challenging. Only two (2) vehicles were purchased using government contracts in FY 2022-23. Staff worked with other agencies and vendors to secure an additional ten (10) vehicles and brought those to Council for approval.

After-market outfitting of vehicles is a critical component for many of the specialty vehicles which make up the majority of units in the City’s Fleet, particularly for Police, Fire, and Public Works. Shortages in parts and labor available for after-market outfitting vendors have caused extreme delays in getting City vehicles service-ready after the units have been delivered by the manufacturer.

Vehicle Purchases
In FY 2022-23 the City accepted delivery of the following 16 vehicles:

Table 1: FY 2022-23 Vehicles Delivered

UNIT YEAR DESCRIPTION ASSIGNED DEPT
323 2022 FORD F-450 STORM DRAIN PW
240 2022 FORD F-250 CNG PARKS PW
242 2022 FORD F-250 CNG PARKS PW
211 2022 FORD F-350 STREETS-GAS TAX PW
353 2022 FORD F-250 CNG STREETS-GAS TAX PW
202 2022 FORD F-250 CNG STREETS-ST LIGHTING PW
203 2022 FORD F-250 CNG STREETS-ST LIGHTING PW
325 2022 FORD F-250 CNG TIDELANDS MAINT PW
324 2022 FORD F-350 SEWER EQ PW
58 2023 CHEVY BOLT EV ENG PW
401 2023 FORD ESCAPE HYBRID PLUGIN MUNICIPAL SERVICES P 403 2023 FORD ESCAPE HYBRID PLUGIN MUNICIPAL SERVICES P 404 2023 FORD ESCAPE HYBRID PLUGIN MUNICIPAL SERVICES P 408 2023 FORD ESCAPE HYBRID PLUGIN MUNICIPAL SERVICES P 405 2023 FORD ESCAPE HYBRID CODE ENFORCEMENT P
51 2023 FORD ESCAPE HYBRID PLUGIN CODE ENFORCEMENT P
FY2022-23 Vehilces Delivered
In FY 2022-23 the City issued Purchase Orders for the following 18 units that are still awaiting delivery:

Table 2: FY 2022-23 Vehicles Ordered
Advanced Purchase of Fire Apparatus
The above chart shows the purchase of Fire apparatus unit #116. The Fire Department purchased a Seagrave Engine, replacing the Pierce Arrow XT Pumper (2015) which will be removed from the Vehicles Replacement Fund schedule upon delivery of the new unit. This purchase was not a scheduled FY 2022-23 purchase but was approved by City Council on March 21, 2023. At the time of the purchase, $422,532 had been saved for the unit during its seven years in service. An additional $609,468 was advanced from the Vehicle Replacement Fund to be replenished over the next several years.

Fleet Management Systems
In the adopted FY 2022-23 Budget, the City Council also approved funding to upgrade fleet management system and the fuel management system. Council later approved contracts with MaintStar for their fleet management system and E.J. Ward for the fuel management system. Staff continues to work on the implementation of these software tools to optimize management of scheduling, tracking, and reporting of vehicle preventative maintenance and repair, replacement, fuel usage, ISF contributions etc.

EV Charging for City Fleet
City staff worked with the City’s current EV charging station vendor, ChargePoint, to acquire an initial set of 10 FOB keycards, at no cost, for the City EV fleet. All EV and Hybrid PlugUnit Year Existing Vehicle Vehilce Ordered Assigned Dept Budget Year Estimated Delivery 651 2017 CHEVROLET TAHOE CHEVROLET TAHOE PATROL-Sergeants P FY21-22 July/August 2023 652 2017 CHEVROLET TAHOE CHEVROLET TAHOE PATROL-Sergeants P FY21-22 July/August 2023 660 2017 FORD UTILITY FORD UTILITY/INTERCEPTOR PATROL P FY21-22 Calendar Year 2023 661 2017 FORD UTILITY FORD UTILITY/INTERCEPTOR PATROL P FY21-22 Calendar Year 2023 672 2017 FORD UTILITY SLICK TOP FORD UTILITY/INTERCEPTOR PATROL P FY21-22 Calendar Year 2023 675 2017 DODGE RAM CHARGER FORD UTILITY/INTERCEPTOR PATROL P FY21-22 Calendar Year 2023 678 2017 DODGE RAM CHARGER FORD UTILITY/INTERCEPTOR PATROL P FY21-22 Calendar Year 2023 647 2018 DODGE RAM CHARGER DODGE RAM PATROL P FY22-23 July/August 2023 649 2018 FORD UTILITY Equipped DODGE RAM PATROL P FY22-23 July/August 2023 665 2018 FORD UTILITY Equipped DODGE RAM PATROL P FY22-23 July/August 2023 671 2018 FORD UTILITY Equipped DODGE RAM PATROL P FY22-23 July/August 2023 621 2008 DODGE RAM CHARGER FORD EXPLORER ADMIN P FY22-23 Calendar Year 2023 872 2013 TAYLOR-DUNN ELECT CART TAYLOR-DUNN ELECT CART UPLANDS MAINT PW FY22-23 Calendar Year 2023 243 2009 FORD F-250 FORD F-250 UPLANDS MAINT PW FY22-23 Calendar Year 2023 241 2009 FORD F-250 FORD F-250 PARKS PW FY22-23 Calendar Year 2023 663 2019 FORD UTILITY FORD UTILITY/INTERCEPTOR PATROL P FY22-23 Calendar Year 2023 664 2019 FORD UTILITY FORD UTILITY/INTERCEPTOR PATROL P FY22-23 Calendar Year 2023 116 2015 PIERCE ARROW XT PUMPER SEAGRAVE FIRE F FY22-23 Calendar Year 2023 FY22-23 Vehicles Ordered - Awaiting Delivery
In units currently in service are set up in the ChargePoint fleet system. They can utilize the FOBs at all City ChargePoint stations to access the charging stations.

Vehicle Replacement Fund Model
The Vehicle Replacement Fund is comprised of multiple funding sources including the General Fund, Sewer Fund, Building Occupancy Fund, Harbor Fund and other sources.

Each vehicle is assigned for a specific use and charged against the appropriate fund using the approved replacement formulas. There are two main components of the VRF:
1) fleet maintenance and operations and 2) vehicle replacement.

Fleet Maintenance and Operations Budget
Funding of the maintenance and operations component occurs through allocating costs to each department based on the fuel consumption and internal labor costs associated with vehicles assigned to the respective departments. Funding flows into the Vehicle Replacement Fund and is then appropriated annually into the Fleet Operating Budget.

Funding covers personnel, overhead, fuel, preventative maintenance and operations, and major repair costs.

Vehicle Replacement Funding
The funding mechanism used for the replacement of vehicles/equipment is through a depreciation formula. First the replacement value is calculated by taking the purchase price of the vehicle, adding a 3% compounding rate to account for inflation, and then aggregating that compounding amount over the life cycle of the vehicle/equipment. The replacement value is then evenly divided for the duration of the (replacement) life span of the vehicle/ equipment to calculate the annual amount set aside for future purchase. Below is a simplified example of the calculation for the vehicle replacement component.

Vehicle Purchase
Price
Life
Span
Replacement Value (3%
compounding rate)
Annual
Amount
Administrative Sedan $ 50,000 12 $ 71,288.04 $ 5,940.67 Table 3: Sample Vehicle Replacement Calculation
If the life span of a vehicle is decreased, the estimated replacement value also decreases as the model anticipates less inflationary costs. However, that replacement value is now amortized over fewer years and the annual set aside (savings) required rises accordingly.

The impact of adjusted life spans on the VRF annual savings amount is illustrated in the tables below.

Table 4: Sample Cost of Adjusting Vehicle Life Span
Historically, this model has accrued enough monies that no additional or accelerated internal service charges are necessary to fund the purchase of vehicles. In the last two years, with rapidly escalating vehicle purchase prices, as well as rising outfitting and equipment costs, it has been necessary for Public Works to request supplementary funds at the time of purchase. Additional funding covers the delta between the funding saved for a unit and the new purchase price. This has been particularly significant for: vehicles with a longer life span, vehicles that require major after market upfitting (e.g. Police Patrol units), and for alternative fuel vehicles (CNG, Hybrid, Hybrid Plug-In and Electric). Covering the cost of the funding gap experienced by a unit means drawing funding from savings associated with other units in the Vehicle Replacement Fund fleet. For example, the recently purchased Fire apparatus received an advance from the VRF of $609,468, which was saved by/for other units in the VRF. In order to maintain the savings associated with all units, and to be able to make purchases at the end of the units’ replacement lifecycles, adjustments are generally made at Mid-Year to replenish the VRF.

Increased vehicle purchase and maintenance costs result in future year increases to the amount of money charged to each operating department through the Internal Service Fund program.

Vehicle Replacement Fund Balance
In the proposed FY 2023-24 Budget the expected beginning fund balance of the VRF is $7,930,769 prior to any decision packages being approved. After City Manager recommendations and Decision Packages, the estimated FY 2023-24 end of year fund balance is $6,549,608. (See FY 2023-24 Proposed Budget - Financial Summaries pp. 24) As noted the VRF serves to fund two areas:

Vehicle Purchase Price Life Span Replacement Value (3%
compounding rate) Annual Amount
Administrative
Sedan $50,000 12 $ 71,288.04 $5,940.67
Administrative
Sedan $50,000 10 $ 67,195.82 $6,719.58
Administrative
Sedan $50,000 5 $ 57,963.70 $11,592.74
Vehicle Purchase Price Life Span Replacement Value (3%
compounding rate) Annual Amount
Fire Seagrave
Engine $1,000,000 17 $ 1,652,847.63 $97,226.33
Fire Seagrave
Engine $1,000,000 15 $ 1,557,967.42 $103,864.49
Fire Seagrave
Engine $1,000,000 10 $ 1,343,916.38 $134,391.64

1. Fleet Operations – including personal and benefits, internal services funds, overhead, vehicle maintenance and operation, fuel purchases, E.V. charging station costs, and other miscellaneous expenses/revenue.

2. Vehicle Acquisition/Replacement: The expenditures of the VRF also are comprised of multiple items including, personnel, maintenance and operations, internal service fund, overhead, and occasionally capital improvement projects.

It should be noted that in addition to the above two VRF components, Capital Improvement fleet projects are also funded from the VRF. These projects have historically been a smaller expenditure category for the Fleet. This year there is a Public Works Yard CIP for critical improvements to the garage and lift equipment. With upcoming alternative fuel infrastructure projects for fleet vehicles, these types of projects will become more common.

The City Fleet is made up of 220 active vehicles and equipment. When the purchase price of each of the 220 units is totaled, the current expenditure value is calculated at approximately $14 million. The total estimated replacement value of the active fleet at their scheduled time of replacement, after adding the 3% compounding rate, is $21.7 million.

The maintenance and operations costs have remained fairly level over time. The last two years have been an exception for the reasons noted above. Since the COVID-19 pandemic, costs in all areas of the fleet operations (e.g. fuel, supplies and materials, external labor costs) have increased and remained high, with inflation costs in related sectors tracking higher than across other indexes. The VRF internal service charges will reflect these increased costs in the next two years.

Depending on the amount of vehicles/equipment that are due for replacement in the given fiscal year, the fund balance can increase or decrease significantly. Historically, the ebbs and flows in the fund balance are dependent on the amount and type of vehicles being replaced. Given the increased costs associated with fuel, maintenance and operations, increased infrastructure needs for alternative fuel vehicles and higher purchase price of alternative fuel vehicles, staff projects that the VRF related annual expenses and fund balance will increase over time so as to meet these increased needs.

Current Fleet and Vehicle Lifecycles
As discussed, every vehicle/equipment active in the vehicle replacement fund is entered into the VRF schedule with an associated purchase price and an allocated (replacement) lifespan. These two key factors will determine the fund amount required to be contributed to the VRF by the Department each year for that vehicle’s replacement.

Fleet Make Up
The total vehicles/equipment active in the City Fleet and included in the VRF schedule is illustrated below. This graph also includes twenty-one emergency generators Public Works deploys across the City.

Table 5: Total Active Vehicle Count by Department
Recent Lifecycle Adjustments
During FY 2019-20, the Council directed staff to extend the life of vehicles/equipment by roughly 10% and for budget reduction purposes lowered the annual saving for all vehicles by 50% for FY 2020-21 and FY 2021-22. These changes added one year to vehicles that had an original life cycle between five and fourteen years, and added two years to the vehicles with an original life cycle between fifteen and twenty years. The Police Department Patrol vehicles remained at a four-year replacement cycle. The 10% recommended extension was an effort to reduce the annual internal service fund charges. Staff continue to reassess on a year to year basis the impact of these extensions and also evaluate individual vehicles/equipment to ensure the replacement cycle is in line with optimizing the full life of vehicles/equipment, without creating excessive maintenance and repair costs.

In other cases, vehicles have remained active in the fleet past their replacement life span due to market shortages and an inability to acquire replacement vehicles. Maintenance requirements associated with the aging vehicles is, on the whole, trending higher; this is at a time when the costs of that maintenance are also escalating.

Staff continues to evaluate the feasibility of currently set life spans (see below) and when early replacement is a more cost-effective option; staff will bring these options to the City Council for consideration, e.g. Decision Package #34 Replacement of the Combination Vacuum/Jetter Sewer Truck.

Current Life Spans by Department
As previously noted, each unit is entered into the VRF with an identified life span. Below is a table grouping units in each department by the department division or vehicle class.

Table 6: Vehicle Life Span by Department and Class/Division Reducing the Life Cycle of Fire Vehicles to Align with NFPA Standards Standards established by the National Fire Protection Association (NFPA) recommend Fire Departments replace Fire Rescue Vehicles every 10 years, Fire Engines every 15 years, and Ladder Trucks every 15 years. If the City were to align the replacement Life Cycle for its Fire Engines and Ladder Trucks with the NFPA standard, (reducing the scheduled replacement cycle from 19 years to 15 years) the Department’s annual ISF cost (set aside) would increase by roughly $150,000 per fiscal year.

Hold-Over Vehicles
There is also a number of hold-over vehicles, thirty-one (31) altogether in the City. Holdover vehicles are units that have come to the end of their official lifecycle but are retained by the departments as backups. The units are considered not fit for purpose as front-line vehicles but are deemed by the mechanic/department to be suitable as a hold-over. While these vehicles are not part of the active VRF fleet, and do not pay into the VRF, they allow staff across various departments (most significantly Fire, Police and Public Works) to maintain backup units without the cost associated with the purchase of an additional unit.

That said, there are costs associated with hold-over vehicles, including routine maintenance of an expanded fleet for the garage staff and the cost of extraordinary maintenance due to aged engine and equipment failures. Public Works staff constantly assess the viability of Department Vehicle Class/Dept. Division
Current Life Span
(Years)
Police Police Patrol 4
Invesitgations SIU 6
K9 8
Traffic Motors 9
Admin/Municpal Service/Code Enf 13
SWAT 17
Fire Fire Rescues 8
Admin 13
Harbor Vessels 17
Ladder Truck/Engines 19
Public Works Rider Sweeper 8
Electric Carts 9
Parks Mowers 11
Truck Class 3 and below (F-350 and below) 13
Truck Class 4 and above (F-450 and above) 17
Generators 22
Community Services Admin 13
Community Development Admin 13
I.T. Admin 13
hold-over vehicles and work with the operating departments to ensure these vehicles are still meeting appropriate operational standards, in a fiscally responsible manner.

Fire Hold Over Apparatus and Maintenance Funding
In the FY 2022-23 Approved Budget, City Council appropriated $40,000 in ongoing funding to the Fleet operating budget to supplement maintenance of the active fleet utilizing a certified outside mechanic. The Fire Department has requested to extend that program, to include hold-over apparatus. As noted above, hold-overs are not active in the Fleet and do not pay into the VRF through ISF charges. Traditionally, non-routine maintenance expense would be covered by the department holding the vehicle over. Decision Package #51 recognizes the specific needs of the Fire Department for their hold-over units. If approved by Council, the additional appropriation would fund maintenance of the Fire Department’s active fleet and hold-over units for specific maintenance with an outside vendor. This work would supplement the routine maintenance of the Fire fleet carried out by the Public Works department.

Table 7: Fire Department Hold Over Apparatus
This can be seen in the context of the Fire Department’s active fleet in the table below:

Unit # Vehicle Description
Unit 114-03 2003 American Le France Ladder truck.

Unit 112-01 2001 American Le France Pumper.

Unit 135-12 2012 Ford E-450 Medic Unit.

Unit 801-04 2004 Crystaliner Boat.
*Unit 116-15
2015 Pierce Pumper *Still Active in Fleet -
Will be removed when Seagrave Engine is
delivered
Fire Department Hold Overs
Table 8: Fire Department Vehicle Replacement Fund Fleet New Fleet Regulations
The City Council has directed staff to procure, where feasible, Low Emissions Vehicles or Zero Emissions Vehicles (ZEV). Staff has continued to bring acquisition options to Council using CNG, Electric and Hybrid Electric Plug-In options as can been seen in Table 9 showing the current fleet make-up by fuel product.

UNIT YEAR DESCRIPTION ASSIGNED DEPT

NEW LIFE
CYCLE
LIFE
REM
100 2013 DODGE CHARGER ADMIN F 13 4
101 2009 FORD F-150 FIRE PREVENTION F 13 1
102 2013 DODGE CHARGER FIRE PREVENTION F 13 4
106 2013 FORD F-150 FIRE PREVENTION F 13 5
129 2014 FORD FUSION HYBRID FIRE PREVENTION F 13 5
135 2018 DODGE RAM 4500 P/U (R61) OPS-SPEC-SRVS F 8 4
136 2018 DODGE RAM 4500 P/U (R62) OPS-SPEC-SRVS F 8 4
104 2008 CHEVROLET SUBURBAN-EQ ( OPS-SPEC-SRVS F 10 0
107 2018 DODGE RAM 3500 P/U OPS-SPEC-SRVS F 10 6
114 2018 PIERCE LADDER TRUCK OPS-SPEC-SRVS F 19 14
116 2015 PIERCE ARROW XT PUMPER OPS-SPEC-SRVS F 19 11
121 2017 PIERCE ARROW XT PUMPER OPS-SPEC-SRVS F 19 14
124 2018 PIERCE ARROW XT PUMPER OPS-SPEC-SRVS F 19 15
137 2008 CHEVROLET TAHOE-EQ HARBOR PATROL F 10
801 2004 CRYSTALINER-PRIMARY HARBOR PATROL F 17
808 2008 BOSTON WHALER HARBOR PATROL F 17 4
Fire Department Vehicle Replacement Fund Schedule
Table 9: Vehicle Count by Fuel Type (Active and Hold-Overs) State and Federal regulations in this area are rapidly evolving. Public Works staff are monitoring new regulations and working to achieve compliance. The California Air Resource Board (CARB) is the regulatory body with jurisdiction in this area. CARB has issued a series of guidelines, targets and rules for fleets in general and a specific set for public agencies, which the City Fleet would fall under. Under the Governor’s Executive Order N-70-20 the State has established the goal of 100% of in-state sale of new passenger cars and trucks to be zero-emission by 2035.

The most recent rule, known as Advanced Clean Fleets (ACF), outlines how the State plans to fully transition the medium and heavy-duty trucks that travel California roads to zeroemissions technology by 2045 and provides direction to major fleet operators – including state, local and federal government fleets. This rule was approved on April 28, 2023, and although it may face challenges, it is anticipated to go into effect along the proposed timeline, as written. ACF applies to vehicles over 8,500lbs (e.g. Ford F250 2(b) and above).

Under ACF for public fleets the key milestone and timelines are as follows:
• 50% fleet acquisitions of Class 2(b) and above to be ZEV from January 1, 2024 • 100% fleet acquisition of Class 2(b) and above to be ZEV from January 1, 2027 There will be different compliance pathways that will be available to public fleets. There will also be exemptions for public safety and if the agency can demonstrate delays to required infrastructure. However, CARB, public utility companies, vehicle manufacturers and industry experts are urging all fleets to begin planning for implementation immediately.

At this time CARB does not recognize CNG as a “near” ZEV or LEV. The only vehicle under the CARB rule that qualifies as a LEV is a Hybrid Electric Plug-In. However, as part of the April 28, 2023 action, board members directed staff to further research how non-fossil biomethane from sources related to the State’s wastewater and food waste diversion requirements under SB1383 (the Organics bill) can be used in hard-to-decarbonize sectors as part of the transition. Work is ongoing across multiple sectors to determine if SB1383 “eligible” natural gas will be an option for LEV under CARB.

Vehicle Deployment Plan – Next Steps
- Determine City Fleet applicability and requirements under regulations - Identify quantity and class of vehicles for procurement in short-medium term - What infrastructure will be needed at what locations
- Work with utility companies (SCE) to navigate infrastructure process and build out - Work with vendors to determine new vehicle options
- Continue to monitor and revise administrative processes and fleet management system to optimize fleet operations and record keeping needs
Infrastructure to Support ZEV Fleet
The Public Works Department manages and maintains the City fuel pumps at the PW Yard.

The fuel station supplies unleaded, diesel and CNG to the City Fleet. At this time there is one EV charging port at City Hall serving Engineering Fleet vehicles and one EV charging port at the PW Yard. One additional port has been purchased and will be installed before the end of FY 2022-23. Currently there is limited infrastructure capacity at City locations to add additional charging stations to existing electrical panels. Staff are working with utilities, namely Southern California Edison (SCE), to coordinate the design and deployment of electrical infrastructure to support expansion of the ZEV/LEV fleet.

Projects submitted to SCE Charge Ready Program now being transferred over to the SCE Rule 29 Program for fleet are as follows:
- City Hall Parking Lot (Proposed 20 ports)
- Police Department Main Station - 401 Diamond Street (Proposed 8 ports) - Police Department Annex – 200 N. PCH (Proposed 20 ports) The Public Works Yard is the next site identified to explore EV infrastructure. Staff will continue to work with SCE to develop the site plans and grant applications to support the City Fleet EV expansion.

The City’s EV expansion efforts will come with costs related to administration, infrastructure, and increased vehicle cost. Some of the costs may be off-set by grant funding and longerterm reduction in costs of fuel and maintenance. However, grant funding is targeted and the City of Redondo Beach may not be prioritized under the grant regulations. This considered, the first mile costs associated with a new ZEV are higher at this time and the City will need to invest considerably in its fleet infrastructure and vehicles in the coming years.

FY 2023-2024 Planned Purchases
The vehicles/equipment recommended for purchase would be acquired through the City’s regular purchasing procedures. The procedures contain a number of competitive purchasing options including the use of a “Piggyback” Bid which is a procedure of procuring goods or services by utilizing another public entity's recent Request for Proposal (RFP) or Request for Bid (RFB), or the National Joint Powers Alliance (NJPA) Contract Cooperative Purchasing Program. Cooperative purchasing programs provide valuable benefits to state and local governments. By attaching to national or regional cooperatives, an agency has immediate access to competitively solicited contracts and guaranteed pricing and delivery options without expending staff resources on the preparation of its own RFP. Pricing is often attractive because of the purchasing power of these cooperatives. Given the shortage of vehicles in the market, staff have explored multiple methods of procurement to attempt to acquire the appropriate vehicles for our safety and non-safety departments. It is anticipated that shortages, particularly for fleet purchases and base model units, will not ease up significantly in FY 2023-24. Staff will continue to explore all options for procurement.

All of the vehicles/equipment recommended for replacement are listed in the three Decision Packages below:

Decision Package #39: FY 2023-2024 Vehicle Replacement List Decision Package # 34 Purchase of Combination Vacuum/Jetter Sewer Truck Included in the FY 2023-24 Budget proposal is Decision Package #34. This Decision Package recommends the purchase of a Combination Vacuum/Jetter Sewer Truck. The Combination Vacuum/Jetter Sewer truck is an emergency vehicle used by the Public Works Sewer Division and is critical for maintenance of the City’s sanitary sewer system. The existing 2009 model year vehicle was on a 15-year life cycle that was increased to 17 years by recent budget action. Due to the vehicle’s aging components, the unit has experienced a number of significant breakdowns, which have required emergency repairs and necessitated the rental of backup equipment and increased routine maintenance costs to keep the unit in service. The proposed funding would restore replacement of the unit to its original 15-year life cycle. When ordered, the vehicle is estimated to be delivered in 12- 18 months (August - December 2024). Recommended is a one-time Vehicle Replacement Fund appropriation of $459,217 and a one-time Wastewater Fund appropriation of $360,783 for an estimated total purchase price of $820,000.

UNIT YEAR DESCRIPTION ASSIGNED DEPT
Fund
Balance Per
Unit
Estimated
Auction
Value
Additional
Estimated
Funding
Needed
Total Funding
Per Unit LEV/ZEV
620 2016 FORD UTILITY INVESTIGATIONS SIU P $ 40,652 $ 3,000 $ 43,652 LEV 622 2017 DODGE DURANGO SUV SIU INVESTIGATIONS-SIU P $ 40,590 $ 3,000 $ 43,590 LEV 101 2009 FORD F-150 FIRE PREVENTION F $ 30,597 $ 3,000 $ 30,000 $ 63,597 LEV 644 2019 DODGE RAM CHARGER Equipped PATROL P $ 47,275 $ 2,000 $ 30,000 $ 79,275 N/A 648 2019 DODGE RAM CHARGER Equipped PATROL P $ 47,275 $ 2,000 $ 30,000 $ 79,275 N/A 662 2019 DODGE RAM CHARGER Equipped PATROL P $ 47,275 $ 2,000 $ 30,000 $ 79,275 N/A 663 2019 FORD UTILITY Equipped PATROL P $ 47,275 $ 2,000 $ 30,000 $ 79,275 N/A 664 2019 FORD UTILITY Equipped PATROL P $ 57,233 $ 2,000 $ 20,000 $ 79,233 N/A 666 2019 FORD UTILITY Equipped PATROL P $ 57,233 $ 3,000 $ 19,000 $ 79,233 N/A 679 2005 CHEVROLET COMM CUT-AWY TRUCPATROL-SWAT P $ 157,924 $ 4,000 $ 150,000 $ 311,924 N/A 375 2013 LINELAZER 3400 STRIPER STREETS-GAS TAX PW $ 5,257 $ 500 $ LEV 5,757 333-06 2006 CHEVROLET CC7500 CNG DUMP TRSTREETS-GAS TAX-E PW $ 196,056 $ 4,000 $ 200,056 CNG/LEV 350-06 2006 GMC TC 7500 CNG KNUCKLE BOOM STREETS-GAS TAX-E PW $ 286,320 $ 4,000 $ 290,320 CNG/LEV 200 2006 GMC TC 7500 INSULATED MANLIFT CSTREETS-ST LIGHTIN PW $ 279,386 $ 4,000 $ 283,386 CNG/LEV 209 2003 SUN ELECTRIC TRLR MNT GENERA STREETS-ST LIGHTIN PW $ 77,037 $ 500 $ 77,537 N/A 322-06 2006 CHEVROLET CC7500 CNG FLATBED BUILDING OCCUPAN PW $ 206,122 $ 3,000 $ 209,122 CNG/LEV 352-09 2009 FORD ESCAPE HYBRID STORM PW $ 48,768 $ 48,768 LEV/ZEV 137 2008 CHEVROLET TAHOE-EQ HARBOR PATROL F $ 90,168 $ 193,853 $ LEV 284,021 104 2008 CHEVROLET SUBURBAN-EQ OPS-SPEC-SRVS F $ 188,993 $ 111,583 $ 300,576 N/A Total $ 1,951,434 $ 644,436 $ 2,637,870
Decision Package #38 FY2022-2023 Vehicle Replacement Carry Forward List In conclusion, thirty-three (33) vehicles/equipment total are recommended for replacement in FY 2023-24 at an estimated replacement cost of $4,380,111. The majority of this funding is requested from the Vehicle Replacement Fund. Additional supplementary funding was requested for eleven (11) of the vehicles scheduled for replacement. The fund balance saved for these units was not sufficient to cover inflationary cost of vehicles and increases costs associated with LEV/ZEV purchases. In the case of Decision Package #34 the Combination Vacuum/Jetter Sewer Truck, the additional supplementary funds are requested from the Waste Water Fund.

Unit Year Existing Vehicle Assigned Dept
Total Funding
per unit ZEV/LEV
57 2009 TOYOTA PRIUS HYBRID BUILDING PL $ 38,963 LEV
261-08 2008 FORD RANGER UNIT 378 MOUNTED TO UPLANDS MAINT PW $ 37,000 N/A 348-09 2009 FORD F-350 1-TON PICKUP-EQ BUILDING OCCUPANCY PW $ 71,000 LEV 349 2009 FORD F-350 1-TON PICKUP-EQ UPLANDS MAINT PW $ 71,000 LEV 354 2009 FORD F-250 3/4 TON PICKUP PARKS PW $ 60,000 LEV 59-07 2007 GMC CANYON P/U XTRA CAB BUILDING PL $ 37,000 N/A G-1 1999 CATEPILLAR 3306 GENERATOR SEWER PW $ 150,969 N/A G-11 1999 GENERAC 99A03799-S GENERATOR BUILDING OCCUPANCY PW $ 246,145 N/A G-12 1999 ONAN 175DGFB GENERATOR* BUILDING OCCUPANCY PW $ 149,210 N/A G-14 2018 GENERAC 98A06015-S GENERATOR FIRE STATION 1 PW $ 98,304 N/A G-16 1999 GENERAC 98A06019-S GENERATOR BUILDING OCCUPANCY PW $ 96,804 N/A G-2 1999 MQ POWER DCA-25SSIU SEWER PW $ 27,420 N/A
NEW VEHICLE HOMELESS OUTREACH CS $ 40,000.00 LEV

CITY OF REDONDO BEACH
Budget Response Report #23
June 6, 2023
Question:

What would it cost to conduct a Citywide Traffic Analysis, including local streets? Response:

Costs to conduct a Citywide Traffic Analysis will vary depending on the intent of the study, and the specific concerns or questions to be addressed. Typically, the data collected and analysis performed is different for thoroughfares (arterials and primary collectors) than it is for local streets (minor collectors and residential streets). The following high-level estimates are given by Fehr and Peers for various topics that are typically studied. Fehr and Peers is a traffic consulting services firm familiar with the City and assisting with the update of the City’s General Plan.

Updated intersection analysis in the City, $450,000
This type of study includes corridor simulation to test network cycle length. Modeling to develop and optimize corridor signal coordination would require additional work and fees.

This estimate includes anticipated data collection and modeling for approximately 88 intersections and assumes all new traffic counts. Development of a Synchro traffic model for the whole city would be prepared, with current geometries and signal timings to test intersection improvement options, including lane configuration and signal timing changes.

Neighborhood Traffic Calming Plans (citywide by neighborhood), $500,000 This includes preparation or incorporation of GIS Inventory of the locations of current traffic calming elements, GIS Inventory of stop sign locations, speed surveys on local streets, and the evaluation and updating of City Traffic Calming Tools for Residential Streets to reflect latest practices, costs, guidance, etc. Traffic calming recommendations for residential streets by neighborhood will be developed and outreach to the community will be conducted to collect feedback on proposed recommendations. The consultant would analyze potential traffic diversion associated with traffic calming to refine recommendations and prepare Final Plans (by neighborhood), assuming 8-12 different neighborhoods of focus.

Prepare Detailed SCAG model to reflect most of the City roadway network, $100,000 The entails estimating traffic diversion from one street to the next based on capacity or travel time changes (e.g. slower speeds associated with traffic calming). This work and cost would be in addition to the updates Fehr and Peers are about to run in the model to reflect the future zoning in the Land Use Element Update.

For budget purposes, staff would estimate that at least $1,000,000 would be needed to address the above topics and other questions that would likely arise in the development of a comprehensive contract scope for citywide traffic analysis.

CITY OF REDONDO BEACH
Budget Response Report #24
June 9, 2023
Question:

How will the Regional Water Quality Control Board’s decision to end the Time Schedule Order (TSO) for the Seaside Lagoon impact water quality operations and the potential for additional fines from the facility’s water discharge?
Response:

The City’s NPDES discharge permit for the Regional Board was modified with a TSO for the five-year period that ended October 31, 2022. A TSO is an approved temporary and monitored transitional program allowed by the Regional Board when a facility cannot meet the water quality objectives assigned to it by the Regional Board. In the Seaside Lagoon’s case, the TSO was for water quality objectives related to the presence and concentration of dissolved metals (copper, selenium, silver, thallium, and zinc) in the discharge water from the Lagoon into King Harbor. The five-year period allows a safe harbor from liabilities related to violations of water quality objectives while the discharger (the City) works towards compliance with the water quality objectives.

The TSO included restrictions and conditions for monitoring, reporting, and ongoing studies and improvements. The City complied with the TSO and submitted the required reports to the Regional Water Board, including annual TSO progress reports and the “Identification of Structural Modifications and Treatment Controls” which was submitted on May 28, 2021. Based on the conclusions of the report, the City determined that the best approach to achieving compliance is to reconstruct the Lagoon including designing and constructing a “closed-loop” system, thereby eliminating the discharge to the Harbor and the need for a facility NPDES Permit.

Staff applied to renew the permit, including the TSO (with additional requested constituents such as residual chlorine), commensurate with its obligations under the NPDES Permit. The Regional Board recently informed staff that it would not extend the TSO and was therefore unprepared to issue a new permit prior to the start of the 2023 operating season at the Lagoon. The Lagoon may operate, and will do so under the previous permit (without the TSO), which regulates water quality discharge with respect to a number of constituents in the water including coliform bacteria, chlorine residual, turbidity, pH, metals, oil and grease, total suspended solids, and others.

The City is required to monitor the discharge several times per week during the operating season and provide test results to the Regional Board. When the presence and or concentrations of various pollutants exceed the numerical effluent limits, the City reports an “exceedance”. The exceedances are reviewed by the enforcement arm of the Regional Board. The enforcement staff determine which of the exceedances are considered violations and the City is then fined a mandatory minimum of $3,000 per violation by the Regional Board. The City can negotiate (or sue) to have some of the fines dismissed, but over the last several years the City has been fined an increasing amount as the requirements of the permit have become stricter and the capability of the aged facility to comply with the regulations has continued to decrease.

On July 26, 2022 a Settlement Agreement and Stipulation for Entry of Administrative Civil Liability Order was executed with the Board. The City agreed to settle for the amount of three-hundred ninety thousand dollars ($390,000) to resolve violations for a 5-year operating period. The City negotiated a Supplemental Environmental Project for one hundred ninety-five thousand dollars ($195,000) of the fine, to invest in a water quality improvement project. The City has been able to implement Supplemental Environmental Projects on two occasions to redirect the fine payments and invest in water quality improvement projects benefiting the region. During the 2022 operating period, the City had 70 exceedances. The Board hasn’t issued an enforcement action for the 2022 exceedances, however, per California Water Code Section 13385, a mandatory minimum penalty of three thousand dollars ($3,000) shall be assessed for each serious violation.

Therefore, the City could face up to $210,000 of fines for the 2022 operating season.

In addition to the fines, each violation exposes the City to potential legal action by third party concerns, typically environmentally oriented NGOs. Loss of the TSO will increase the exposure to both fines and legal action in the 2023 operating season for violations related to dissolved metals. The City’s exposure will remain the same as last year for other constituents, assuming the number of exceedances is similar. However, the exceedance profile is not very predictable, as weather, Lagoon usage, and background levels in harbor pollutants (source of the intake water to the Lagoon) all contribute to the water quality of the effluent.

Historical water quality monitoring results reveal that certain dissolved metals in the discharge may not comply with effluent limitations. The City can expect more exceedances of metals without the TSO in place, however, the Permit includes intake credits for metals that will help reduce some effluent exceedances. Reviewing the historical water quality sampling data for dissolved metals, the Lagoon would have received a total of 18 metals exceedances in a 4-year period without the TSO in place (4.5 exceedances per year). The Lagoon cannot consistently comply with final effluent limits for Total Residual Chlorine, Oil and Grease, and Indicator Bacteria (i.e., enterococci, fecal coliform, total coliform) so numerous other exceedances should be expected for these constituents. If the Lagoon operates in 2023 as it has in the past, it is possible the facility could experience as many as 75 water quality exceedances resulting in as much as $225,000 of fines.

The City is working with the enforcement arm of the Regional Board to better determine when exceedances should not be considered violations, based on the background conditions not related to activities in the Lagoon. The enforcement staff has been helpful in this conversation but is bound to their statutory requirements to impose fines as required by law.

As the Council is aware, the City entered into an agreement with Nuvis Consultants to renovate/rehabilitate the Seaside Lagoon. The design will build upon the approved Public Amenities Plan, which identifies design options for Seaside Lagoon based on community outreach. Under all options, the new facility design will include a closed loop system to address the issues with exceedances. Eliminating water discharge from the Lagoon is the only true way to avoid the risk of water quality violations.

CITY OF REDONDO BEACH
Budget Response Report #25
June 9, 2023
Question:

What is the cost to steam clean sidewalks?
Response
The cost to steam clean concrete sidewalks varies and can range from $0.11 per square foot (SF) to $0.45 per square foot. This depends on how often the area is serviced, what is being removed, i.e. gum, grease, oil, soot, bird dropping, etc. and other local requirements or restrictions. Detailed quotes can be provided once specific locations and restrictions are identified.

As an example, the City’s trash hauling contract with Athens Services contains annual pricing for steam cleaning services. The contract specifically provides quotes, and metrics for rate adjustments, for two areas in the City: the commercial segment of Artesia Boulevard between Aviation Boulevard and Hawthorne Boulevard (68,000 SF of sidewalk) and the Esplanade (42,000 SF of sidewalk).

Athens has provided updated FY 2023-24 costs, as per contract, to clean the length of Artesia and the Esplanade twice per month. The cost for these services, if utilized, would be $18,304 (~$0.13/SF) per month for Artesia and $9,151 (~$0.11/SF) per month for the Esplanade.

CITY OF REDONDO BEACH
Budget Response Report #26
June 6, 2023
Question:

What is the cost to design and install bulb-outs, enhanced crosswalks, and to improve stop sign visibility at the Diamond Street and N. Francisca Ave intersection and other general intersections not currently included in the Capital Improvement Program? Response:

Bulb-outs, enhanced crosswalks and improved stop sign visibility are elements often used by the City to improve pedestrian safety when crossing a street and to implement vehicle traffic calming. The City has recently installed similar improvements in the Dow / Johnson neighborhood, along Beryl Street at Harkness, in a midblock location at Avenue I, and at certain locations addressed in the recently completed residential rehabilitation project. A contract award has been made and construction is about to begin to install similar improvements along Grant Avenue.

Prices per bulb-out, for each of these installations, vary based on economies of scale, pertaining to whether the work is part of a change order or included in a base bid, and possible complications related to buried utilities, power poles, etc. For budget/cost purposes staff estimates $10,000 to $20,000 per corner for construction of the bulb-outs and $3,500 per intersection for the installation of enhanced pavement markings (e.g. crosswalks, “STOP” legends, etc.) and updated signage. Significant drainage improvements would also add to the cost if the bulb-outs require this work.

A cursory review of the Diamond Street and N. Francisca Avenue intersection (where storm drains, street lights and/or power poles exist on every corner) suggests the improvements would be at the higher end of the range, likely $80,000 to $100,000 for the intersection if included in a base bid with other similar work.

CITY OF REDONDO BEACH
Budget Response Report #27
June 6, 2023
Question:

How many City trees were planted during FY 2022-23 and how many are proposed to be planted in FY 2023-24?
Response
Based on available funding and resources, the Public Works Department plants approximately 100 new trees each year. For FY 2022-23, the City Council approved Decision Package #63 which provided $147,000 in one-time funding to plant 350 trees.

West Coast Arborists, the vendor used for both tree trimming and planting, experienced some staffing issues during the year that resulted in scheduling delays. To date, in this Fiscal Year, 200 trees have been planted. Any funding remaining for the tree plantings not completed in FY 2022-23, will be carried over into FY 2023-24 for project execution.

As a result, the Department expects to plant roughly 250 trees in FY 2023-24.

CITY OF REDONDO BEACH
Budget Response Report #28
June 9, 2023
Question:

When did the City adopt the new street signage plan? Where has it been deployed? How much would it cost to replace all of the remaining street name signs and the internally illuminated box signs on traffic signals?
Response:

The City adopted its current wayfinding program in the early 2000s and has used it as a standard to implement wayfinding signage, including gateway/monument signs, directional signage, overhead street signs, and street name signs for both major and residential streets since that time. Generally, there has not been a Citywide effort to convert the old street name signs. The new signage is installed periodically on a project by project basis. An exception to this is the installation of overhead illuminated street signs at major intersections that have all been completed. Additionally, gateway monuments and overhead directional signage throughout the City have been installed per the adopted standard. To date, street name signs have been upgraded at approximately 80 intersections throughout the City. An excerpt of the adopted Wayfinding Signage and Graphics program related to street name signs prepared by Hunt and Associates is attached.

When a small quantity of street name replacement signs is required, City staff perform the work in-house. The cost for staff to upgrade signs at a typical residential street intersection is approximately $450 ($250 for materials and $200 for labor). For a larger volume of replacement, the City would engage a contractor. Staff estimates the cost to upgrade the 1,400 remaining intersections in the City is roughly $672,000, including a 20% contingency. However, the construction cost environment is somewhat volatile, and a more precise estimate would require a more developed project scope.

CITY OF REDONDO BEACH
Budget Response Report #29
June 9, 2023
Question:

What is the cost to add certifying “Blue Check Marks” to the City’s Social Media Accounts? Response:

The City currently has active social media accounts on Facebook, Instagram and LinkedIn. Staff attained control of the City’s LinkedIn profile in 2022, and verified it as the City’s official page through a simple email and phone confirmation process. Verification on Facebook and Instagram – distinguished by a Blue Check Mark in the profile – requires the following steps:

Instagram
Verifying the City’s page on Instagram involves a process called "Instagram verification," where the platform confirms the authenticity and legitimacy of the account. Instagram verification is primarily available for notable public figures, celebrities, brands, and entities that have a high likelihood of being impersonated. The verification process is managed through a request form on the Instagram app and is free to submit. However, verification through this option is particularly difficult as Instagram makes determinations based on account following (both number and authenticity) as well as more subjective factors such as notability of the account holder. To-date, staff has submitted 3 verification requests to Instagram, with all three being denied. There is a mandatory 30-day wait period between each verification request.

Meta, the parent company of Instagram, recently launched a “Meta Verification” program that allows Instagram account holders to pay for the Blue Check Mark verification. The program has been rolled out in phases and is not available in all areas. Staff has reviewed the status of the Program and confirmed that the City’s account is eligible for the Program.

The cost for this Program is $14.99/month for a total of $179.88/year.

Facebook
Page verification on Facebook works similarly to that of Instagram, as they share the same parent company, Meta. As with Instagram, traditional Facebook verification is also free, though difficult to attain. Requests for verification for the City’s pages have been denied, and staff will continue to submit requests at regular intervals. Staff is also requesting Facebook Help Center assistance to both attain verification as well as eliminate duplicate or unofficial City Facebook pages.

Getting verified on Instagram (traditionally or through Meta Verified program) does not automatically result in verification for the City’s connected Facebook page. Instagram and Facebook are separate platforms, and their verification processes are independent of each other. Staff reviewed the status of the Meta Verification Program for Facebook and, unfortunately, the option is not yet available for the City’s page. However, the City is able to get on the waitlist so that staff are notified of the Program’s status once it becomes available. Should the Council pursue Meta Verification for the City’s Facebook page, the cost is the same as Instagram: $14.99/month for a total of $179.88/year.

CITY OF REDONDO BEACH
Budget Response Report #30
June 6, 2023
Question:

What is the cost to replace the bollards at Perry Park? Response
The vehicular entrances to Perry Park on Rockefeller Lane and Slauson Lane contain a total of 11 eight-inch removable bollards. The estimated cost to replace all 11 bollards is $7,000, assuming installation by City crews.

CITY OF REDONDO BEACH
BUDGET RESPONSE REPORT #31
June 15, 2023
Question:

What is the cost of a civilian Emergency Preparedness Coordinator? Response
The mission of the Redondo Beach Fire Department is “Serving the community by protecting life, property, and the environment through prevention, education, and emergency services.” Assigned to the Fire Department, a civilian Emergency Preparedness Coordinator would be responsible for developing and implementing plans to prepare for, respond to and recover from emergencies or disasters as well as serving as the Community Engagement Officer. Specific emergency preparedness responsibilities would include grant writing, developing and maintaining emergency plans, conducting training and drills with City employees, assessing risks, maintaining the City’s Emergency Plans, developing and delivering emergency preparedness and response education training programs for the public, and coordinating the Community Emergency Response Team (CERT) volunteer program. A civilian Emergency Preparedness Coordinator would play a key role in ensuring the City’s resilience in a time of disaster through consistent, pre-emptive actions taken in support of the areas of preparedness, mitigation, response, and recovery.

Cost to Add Full-Time Emergency Preparedness Coordinator Position The total annual cost of a full-time civilian Emergency Preparedness Coordinator is estimated to be from $132,648 - $162,178 inclusive of salary and benefits. This range of pay represents the median rate of compensation based on a recent salary review of local jurisdictions that maintain a similar full-time position. The cities included in the salary survey were El Segundo, Gardena, Hermosa Beach, Rancho Palos Verdes, and Culver City. It should be noted that other agencies have similar but not comparable positions, such as Emergency Preparedness Administrator, Manager, or a part-time role.

Salary Survey Data
Emergency Preparedness Coordinator Full-Time Salary Information City Position Title
Annual
Minimum
Annual
Maximum
Culver City Emergency Preparedness Coordinator $90,736.44 $110,753.76 El Segundo Emergency Preparedness Coordinator $107,911.20 $131,166.72 Gardena Emergency Preparedness Coordinator $67,896.00 $86,664.00 Hermosa Beach Emergency Preparedness Coordinator $95,844.00 $116,496.00 Rancho Palos Verdes Senior Administrative Analyst $91,469.04 $118,817.04 Median Base Annual Salary $91,469.04 $116,496.00
Annual Median Salary Calculations Including Benefit Costs Median Base Annual Salary $91,469.04 $116,496.00
FICA $5,671.08 $7,222.75
Medicare $1,326.30 $1,689.19
Unemployment $500.00 $500.00
Cafeteria – Family Level $24,000.00 $24,000.00
Life Insurance $209.00 $209.00
Dependent Life $10.00 $10.00
Mental Health $5.00 $5.00
PERS Tier 3 Employer Contribution $9,457.90 $12,045.69
Annual Salary & Benefit Total $132,648.32 $162,177.63
Sample Job Classification Specification
Duties of the Emergency Preparedness Coordinator would likely include the following:
• Prepares and maintains the City's emergency readiness/preparedness plan in compliance with various local, state, and federal requirements; • Coordinates and facilitates the proper and accurate documentation of all necessary records and reports;
• Acts as the liaison for the City and coordinates emergency services planning and education between the City and local schools, business community, adjacent jurisdictions, utilities, volunteer organizations, and other governmental organizations; • Attends meetings and seminars to receive new information and developments in the discipline of emergency preparedness;
• Coordinates emergency response plans with neighboring cities, local agencies, and businesses;
• Maintains the City's emergency operations center and emergency supplies in a state of readiness;
• Maintains and tests area communications systems for readiness, effectiveness, and efficiency;
• Develops, implements, coordinates, and delivers ongoing updated emergency preparedness response and recovery training for all City employees and volunteers;
• Makes presentations to City Council, committees, the community, volunteers, and business groups;
• Researches and implements new emergency response and recovery legislation; • Reviews and updates emergency plans including, but not limited to, emergency operations, local hazard mitigation, debris management, and mass care and sheltering for accuracy and compliance with current County, State, and Federal legislation, codes, regulations, requirements, mandates, and ordinances; • Works closely with City leadership in relation to the disaster proclamation processes to include the creation, submission, and ratification of disaster proclamations within required timeframes;
• Develops, implements, and manages processes to quickly and efficiently create and submit initial damage assessments within required timelines as set forth by County, State, and Federal timelines;
• Coordinates with city departments to submit applications for disaster assistance from State or Federal governments;
• Completes, submits, and tracks claims to Federal Emergency Management Agency (FEMA) and prepares other written and/or verbal reports, logs, and statistics; • Researches and prepares grant applications for services, equipment, supplies and programs related to preparedness, mitigation, response, and recovery; • Researches, applies for, implements, and administers grants and maintains financial and other related records;
• May be required to work evenings and extended hours.

CITY OF REDONDO BEACH
Budget Response Report #32
June 15, 2023
Question:

What is the cost of a new fire station at the north end of Redondo Beach? What is the process and what are the costs to identify and potentially secure a location for a new station? What are the costs/options to renovate the City’s existing fire stations? Response:

Residential and business access to rapid emergency response is a fundamental consideration for public safety providers allocating organizational resources within a community. The addition of a temporary fourth fire station in the northern sector of Redondo Beach would allow for a more balanced distribution of local resources, thus yielding more efficient emergency service to residents, businesses, and visitors of North Redondo.

Modular Options and Prospective Locations
The addition of a temporary fourth fire station would provide support to Redondo Beach Fire Station 2 (FS2), which currently serves North Redondo. A temporary station has an expected useful lifespan of 5-7 years. During this time, the feasibility of establishing a permanent site could be researched and evaluated. The associated reallocation of resources would result in the repositioning of 1 fire engine and 3 personnel from FS2, thus circumventing any potential increase in personnel costs. The estimated total cost to construct a modular fire station is between $550,000 and $950,000, with a six (6) month build time.

Possible locations for the temporary fire station include: Aviation Park (City Owned; Appendix A); Anderson Park (City Owned; Appendix B), Northrop Grumman (Appendix C), or another location that would require Property Acquisition. With a better understanding of organizational need and available modular options, the Fire Department could engage in discussions with other Departments regarding City-owned sites, and external stakeholders for sites held by outside entities.

Logistical Consideration
Additional logistical considerations for the project include (1) the acquisition of building utilities (sewer, gas, electricity, water) for the new temporary structure; (2) conception of parking and storage of fire apparatus in the advent of a new foundation; (3) on-site parking and security (perimeter fencing); and (4) additional maintenance and operations funds.

Recent Comparable Projects

1. Ventura County Fire Department, City of Santa Paula
The Ventura County Fire Department is building a new fire station in Santa Paula and has secured a temporary fire station location.

The total project cost of $650,000 includes:
• Living quarters, 3 bedrooms with 2 bathrooms
• Storage of equipment and apparatus
• Site logistics (utilities, fencing, foundations)
• Communications setup

2. Orange County Fire Authority, Rancho Mission Viejo
Construction completed on a Modular 2600 square foot facility, recognized as the “Cadillac” of temporary stations which will be in service for 10 years.

The total project cost of $5M was paid partially by a land developer. The Project highlights include:
• 1-acre site with parking and helicopter support.
• Living quarters
• Sleeping accommodations for six firefighters
• Captain’s office
• Kitchen
• Restrooms with showers
• Gym
• Housing / storage for 3 large apparatus
***All temporary housing and storage can be repurposed for other projects citywide.

Vendors
Potential vendors for this project include Pacific Mobile Structures and Xtreme Cubes Corp.

Pacific Mobile Structures (Appendix D; www.pacificmobile.com) supplied a temporary Fire Station for the City of Hermosa Beach during the remodel of their Fire Station Headquarters. It also currently provides temporary fire stations for multiple Los Angeles Area Fire Departments. The company offers 1,500 – 3,600 square foot lease or owning options, with leasing options ranging from $3,000 – $5,000 per month and purchasing starting at $275,000. The typical completion turnaround for these facilities is 6 months from the time of contract.

Xtreme Cubes Corp (Appendix E; www.xtremecubes.com) provides custom modular structures for all business types. The company recently completed the Orange County Fire Authority Fire Station 67 in the City of Rancho Mission Viejo.

Existing Fire Stations
The FY 2023-2028 CIP contains three projects related to Fire Station facilities assessments and improvements: City Facility Rehabilitation Assessment, Fire Department Station 1 (FS1) Windows Replacement, and Fire Station Parking Lot Security Improvements.

As part of a City-wide project, $250,000 has been allocated for the City Facility Rehabilitation Assessment (pp. 55 CIP 2023-2028) for the analysis of building repair and rehabilitation options for City Hall, the Police Station, FS1 and FS2. The proposal is to bring in outside expertise to perform a holistic review of these City facilities. The assessment will evaluate current facility conditions, define potential scope of work, and provide options regarding improvements and upgrades with associated costs. The effort for FS1 and FS2 will also be informed by the work of the upcoming Citygate assessment.

Two key infrastructure projects have been identified as priorities for FS1 and FS2: window replacement and station parking lot security. These exterior building and property perimeter projects have been identified as priorities to improve the fire stations. It should also be noted that these exterior projects will not likely be impacted by the recommendations of the facilities assessment.

FS1 serves as the administrative headquarters for the Department, and is located at 401 South Broadway, Redondo Beach. Built in 1959, it has approximately 3,000 sq/ft of living space on the operations side, and approximately 2,600 sq/ft of office space on the administration side.

Proposed facility improvements to FS1 include a complete window replacement with upgraded design features, including dual-pane safety glass. The total cost for FS1 window replacement is estimated at $100,000.

The need to install an automatic security gate at the back of the FS1 station has also been identified in the Capital Improvement Program. The security gate will enclose the parking lot and harden security at FS1.

FS2 currently oversees the emergency response for the northern section of Redondo Beach, and is located at 2400 Grant Ave. It houses two (2) Fire Engines, one (1) Paramedic Rescue, and a total of eight (8) personnel on 24-hour duty.

At FS2, selected facility improvements include replacement of select windows that have been identified by Public Works staff as needing replacement at a cost of $50,000.

Steel-case fencing is also proposed to enhance security at the perimeter of FS2. The fencing will enclose the property, including the parking lot on Grant Ave. Also planned is the installation of an automatic security gate on MacKay Ave. to facilitate ingress/egress of emergency apparatus.

The total proposed cost of the fire station window replacement project is $150,000 (pp.62 CIP 2023-2028), and the total costs of station security improvements at FS1 and FS2 is estimated at $250,000 (pp. 63 CIP 2023-2028).

Fire Station 3 (FS3) is located in the Harbor at 280 Marina Way. This a two-structure campus, with an older building built over the docks, and a newer structure to its North.

The main building was built in 2012. This building has approximately 3,500 sq/ft of living space, and 1,050 sq/ft of garage/utility space. The older Harbor Office building (old building) was built in approximately 1980. It is two stories and contains approximately 1,090 sq/ft of space. It contains separate locker and shower facilities for males and females, two offices, a meeting area, a public reception counter, and a small kitchen.

In addition to the window and security upgrades listed above, each fire facility could be significantly renovated or remodeled. The proposed City Facility Rehabilitation Assessment will explore in greater detail the options for renovation of all City fire facilities and make recommendations. Any extensive renovation option will require a temporary living trailer to be placed on-site, with a lease costing approximately $5,500 per month while the stations undergo a multi-month renovation cycle. Construction costs vary, but the average cost to fully remodel a fire station is $850 per square foot. The table below shows the rough estimate of the construction costs required to fully remodel each of the three Redondo Beach Fire Stations.

Location Square Footage Estimated Cost
Fire Station 1 5,600 $4,760,000
Fire Station 2 3,000 $2,550,000
Fire Station 3 5,640 $4,794,000

APPENDIX
D) Pacific
Mobile
A) Aviation Park (East of Gym) B) Anderson Park
C) Northrop Grumman
E) Extreme
Cubes Corp.

CITY OF REDONDO BEACH
Budget Response Report #33
June 15, 2023
Question:

What is the status of the Police Department’s Municipal Code enforcement efforts? How many Municipal Code citations were issued in the past year?

Response:

Municipal Code sections are local laws enacted by City Council which can be punishable as infractions, misdemeanor, or administrative fines. Generally, Redondo Beach Municipal Code sections supplement State and Federal law. These codes endeavor to enhance neighborhood livability by regulating various activities in the City, such as vehicle parking, sound, building and construction activities, and regulated or otherwise prohibited behavior.

While each Police Officer in the Police Department is responsible for enforcement of the City’s Municipal Code sections, it is the primary focus of the personnel in the Special Operations Bureau. The units in the Special Operations Bureau which have the most impact on Municipal Code Enforcement are the Municipal Services Officers (MSO), Quality of Life Unit (QOL), and the Pier/Harbor Unit.

The staffing in both the MSO and QOL units have increased in the recent years as a result of City Council actions to ensure a safe and peaceful community. The table below shows the 2021 staffing level in each unit, compared to the current authorized staffing level:

Enforcement of various laws, including Redondo Beach Municipal Code sections, are most commonly initiated by reports phoned into the communications center, digital survey information, and by Officer observations in the field. In March of 2019, the City Council approved an agreement with Elucd Inc. (later named Zencity) for public opinion, polling, and survey software. Along with gauging public trust and overall performance of the Police Department, the software also queries residents about their greatest safety concerns.

Unit 2021 / 2022 2022 / 2023
MSO (1) Admin. Specialist
(8) F/T MSO’s
(5) P/T MSO’s
(1) MSO Supervisor
(1) Admin. Specialist
(8) F/T MSO’s
(8) P/T MSO’s
QOL (2) Police Officers
(2) Code Enforcement
(1) Police Sergeant
(2) Police Officers
(3) F/T Code Enforcement
(2) P/T Code Enforcement
The below graph depicts a Zencity annual summary of the top five (5) areas of reported community concerns for FY 2022-23.

The Zencity report indicates that over the course of 12 months, the greatest community concern related to law enforcement is traffic safety, followed by theft and issues related to homelessness.

In addition to criminal and administrative regulations, numerous parking enforcement laws are codified in the Redondo Beach Municipal Code. Some of the more common parking related Municipal Code sections are: parking at expired meters, parking during various prohibited hours, prohibited stopping in various areas and zones, prohibited parking in certain areas and in disabled spaces. Several parking violations are codified in the California Vehicle Code as well.

Table A provides a comparison of the statistical data for the enforcement of Municipal Code sections during FY 2021-22 and FY 2022-23. The data shows in FY 2021-22 207 citations were issued for violations of misdemeanor and infraction sections of the Municipal Code; by comparison, in FY 2022-23 there were 668 citations issued. The data reflects a 222% increase (461 citations) in Municipal Code enforcement actions for nonparking enforcement (primarily Quality of Life) type citations during FY 2022-23.

Table B provides a comparison of the citations issued for Municipal Code violations related to the parking enforcement laws codified in the Redondo Beach Municipal Code.

This data incorporates the same date ranges. In FY 2021-22, 27,563 citations were issued compared to FY 2022-23 where 28,453 citations have been issued to date. The increase from FY 2021-22 to FY 2022-23 (890 more citations thus far) represents over a 3% increase in Municipal Code (parking enforcement related) citations issued.

Table A
Table B

CITY OF REDONDO BEACH
Budget Response Report #34
June 15, 2023
Question:

What is the estimated cost to challenge the EIR for the Metro Green Line Expansion Project?
Response:

The work required to challenge the EIR for the Metro Green Line Expansion is split into three phases: Pre-Litigation, Litigation, and Appeal. During the Pre-Litigation phase, the City participates in two upcoming hearings regarding the EIR (this summer and early next year) and submits comments setting forth its arguments. These are critical as they will form the basis of the City’s arguments in litigation.

Once the project is approved and the EIR is certified – assuming the City still wants to challenge the outcome – the City would work with outside counsel to file a writ petition, assemble the record, submit briefs, and go to hearing.

Rough cost estimates for the work are provided below.

The total estimated cost, through appeal, is $530,000. The actual amount will depend on the complexity of the case, the number of issues to be litigated, and the hourly rate of the outside counsel retained.

CITY OF REDONDO BEACH
Budget Response Report #35
June 9, 2023
Question:

What is the process and cost to re-implement the Senior Lunch Program at Perry Park? Response:

Prior to the pandemic, the City of Redondo Beach hosted a senior lunch program in partnership with the Young Men, Women and Children Association (YMCA) of Torrance.

The YMCA served lunch at Perry Park Senior Center Mondays, Wednesdays, and Fridays and averaged 18 participants (50% were non-residents). The YMCA also served lunch at Veteran’s Park Senior Center Tuesdays and Thursdays and averaged 3 participants. As a result of low participation at the Veterans Park Senior Center, funding provided to the YMCA by LA County for the program was pulled in November 2019, resulting in the elimination of lunch service at that location. In 2020, in response to strict COVID-19 guidelines, the program was paused at Perry Park until protective regulations were lifted. Staff and representatives from the YMCA have, over the last few months, held several meetings to discuss the necessary steps to reinstate the program, specifically at the Perry Park Senior Center.

Recently, staff held multiple walkthroughs of the facility, and coordinated a facility audit by Los Angeles County Department of Public Health personnel, to ascertain facility needs for the service of food. It was determined that the facility would need electrical upgrades to support required kitchen equipment such as a commercial freezer and steam table.

The Public Works Department reviewed the specs for the equipment to determine the necessary facility upgrades and estimated that the work would cost $30,000. Currently, there are no funds dedicated specifically for this purpose. The YMCA has offered to provide the necessary equipment, but is relying on the City to enhance the facility’s electrical infrastructure. A budget appropriation in the above amount would be needed for completion of the improvements prior to reinstating the lunch program or, in the alternative, the Council could direct that a portion of the $144,000 dedicated to the Perry Park Teen Center Renovation Project be used to fund the electrical upgrades.

If funding is provided to upgrade the electrical infrastructure at the Perry Park Senior Center, staff would work with YMCA representatives to obtain the required certifications and permits once the upgrades are completed. In this scenario, the YMCA meals are estimated to cost seniors $4 per meal, as long as the City agrees to contribute $17,000 annually to subsidize YMCA’s expenses similar to the previous program. In the meantime, staff has inquired if the YMCA has other meal service opportunities that seniors could participate in such as home delivery or cold meals. Unfortunately, all options provided by the YMCA are reliant on the electrical infrastructure repairs needed at the Perry Park Senior Center.

The YMCA program is not the only option available to the City to reinstate the senior lunch program. In researching alternatives, staff consulted with the City of Manhattan Beach, which intends to resume its senior lunch program using a private catering company in July of 2023. The cost from their identified provider, Diana’s Catering Inc, is $8 per meal and the service can accommodate pre-packaged, frozen, or hot meals. If the cost to program participants remains $4 per meal, the City would be responsible for half of the overall catering costs.

Below are options/costs for usage of Diana’s Catering vs YMCA for an average of 18 meal service participants.

Catering
Provider
Days Services can
be offered
Cost to
participant
per meal
Estimated Annual Cost to City
Diana’s
Catering
Monday,
Wednesday, Friday $4 $11,232 (City covers $4 per meal)
Diana’s
Catering Monday-Friday $4 $18,720 (City covers $4 per meal) YMCA Monday-Friday $4 $17,000 (subsidizes YMCA costs)

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 #37
June 15, 2023
Question:

What comments were received from City Commissions Regarding the FY 2023-24 Proposed Budget and Five-Year Capital Improvement Program? Response:

Below is a summary of the comments/motions provided by City Commissions regarding the FY 2023-24 Budget and CIP:

Budget and Finance Commission
The Commission made a motion on June 8, 2023 to accept the Proposed FY 2023-24 Budget and Five-Year Capital Improvement Program as presented with no additional changes. The motion passed unanimously 5-0.

Harbor Commission
The Commission expressed overall support for both the proposed budget and CIP and directed the Waterfront and Economic Development Director to prepare a letter summarizing their feedback. The letter is attached to BRR #69. The Commission recommended the City Council approve $2,000 fee waivers/subsidies for the annual King Harbor Boat Parade and Sea Fair/Open House special events.

Historical Commission
The Commission discussed budget recommendations at the April 19, 2023 meeting. A motion was approved by the Commission requesting the City Council approve funding for the following recommendations:
• Computer system and scanner - $2,000
• Painting of the trellis request - $3,000
• Audio tour studio time performances - $2,500
• Wi/Fi - $1,200 a year, $1,000 to $,2,000 for setup and installation • More display equipment - $400
• Movable walls - $2,000
• Stanchions – 4 at $300 each for $1,200
• Museum archival storage - $1,000
• Easels - $150
• Path of History - $5,000
• Monitor/wall screen - $2,000
• Two part-time staff - $60,000
• Fountain - $1,000
• Community Service publicity recommendation
• Maps and signs - $4,000
• Researcher - $1,000
• Tent - $800
Library Commission
After a thorough discussion on the Library's budget, the Library Commission concluded that additional budget recommendations should wait until after the Open+ system has been successfully implemented at the North Branch Library.

Planning Commission
The Planning Commission’s review is scheduled for June 15, 2023. Feedback from the commission will be provided as a blue folder item on June 20th.

Preservation Commission
No letter was prepared. The Commission thanked the City for funding the Historic Resources Survey in FY 2022-23 and suggested that in future years money for plaques and historic landmarks be considered for appropriation.

Public Art Commission
The FY 2023-24 Proposed Budget was discussed, but no action was taken nor any direction provided.

Public Safety Commission
The FY 2023-24 Proposed Budget was discussed, but no action was taken nor any direction provided.

Public Works and Sustainability Commission
The Commission reviewed the CIP Budget on April 24, 2023 and the Proposed Budget on May 22, 2023. The Commission was very supportive of the proposed budget and CIP and suggested no changes.

Recreation and Parks Commission
The Commission did not generate a letter, but provided the following requests/feedback on the proposed budget:
• A focus on Alta Vista fields including updates to the backstops, shade over the dugouts and potentially a new baseball/t-ball field
• Installation of drinking fountains/water bottle refill stations at Wilderness Park • Initiatives to install more trees throughout the parks

CITY OF REDONDO BEACH
Budget Response Report #38
Question:

What are the estimated revenues that would be generated by taxing existing cannabis deliveries to RB? What are the methods and costs for the enforcement and collection of those tax revenues? What are the administrative steps needed to begin collecting the taxes and what would be the timeline for implementation? Response:

Staff reached out to the City’s cannabis consultant to determine if there are other municipalities that have addressed the questions raised above, as collecting this type of business tax is known to be difficult.

Not all cannabis delivery businesses are licensed. The Redondo Beach tax measure does allow the City to collect from both licensed and unlicensed (illicit) cannabis retailers, but identifying and then capturing the taxes from the unlicensed businesses that are already non-compliant with regulations would be difficult and not anticipated to be a significant revenue generator.

Additionally, even for the licensed retailers in nearby jurisdictions, there is no data set regarding deliveries that the City would have access to in order to determine their delivery practices and taxation. As well, the City does not have the authority to audit businesses outside the city limits to gather that information. As staff periodically evaluate citywide sales tax revenues, the City’s sales tax consultant might be able to search for businesses that are self-reporting cannabis delivery information, but this is not expected to yield a comprehensive record of all businesses in this space.

One option for collection of those tax revenues would be to research all cannabis businesses advertising delivery in Redondo Beach (on websites such as Weedmaps) and sending letters to those firms to request that they register with the City and start paying the required taxes. There may be some businesses willing to do this, but this is asking for voluntary compliance without a clear way to enforce. Area Police Chiefs have discussed possible cannabis delivery enforcement mechanisms and have yet to identify a reasonable procedure to ensure tax compliance.

Finally, the taxation of businesses located outside of city limits is not as simple as “you deliver here, so you must pay business tax here.” Since what is being taxed is the business, and much of that operation occurs in a different municipality, Redondo Beach may have to share in that tax revenue with the municipality issuing the license.

The total amount of taxes that could be collected through these efforts is currently unknown but is expected to be fairly minimal.

CITY OF REDONDO BEACH
Budget Response Report #39
June 15, 2023
Question:

What is the process and what are the costs of identifying and acquiring, by lease or for ownership (alone or in partnership with another municipality), a vacant or otherwise usable lot (preferably in an industrial area) in a SPA 8 city for additional pallet shelters or for other temporary homeless related purposes?
Response:

Service Planning Area 8, also known as SPA-8, encompasses various communities in the South Bay, including Redondo Beach, Hermosa Beach, Carson, Gardena, Inglewood, and other municipalities (refer to the attached map). The process and costs involved in identifying and acquiring a vacant or usable lot within SPA-8 for pallet shelters or other temporary homeless-related purposes differ significantly from acquiring a lot for other purposes. Initially, the City would conduct extensive research to find potential lots by utilizing a range of real estate resources, such as online property listing websites, local real estate agents, or public auctions. Once a potential lot is identified, staff would assess the zoning and regulations applicable to the site and collaborate with the City staff and leadership of the municipality in which the lot is situated. Thorough due diligence would be carried out, including property inspections, environmental assessments, and any other investigations necessary to uncover any possible issues or liabilities associated with the lot. If a willing partnership is established with the respective municipality, the City would proceed to secure the necessary funding for the acquisition, which may involve utilizing City funds, grant funds, or a combination of both.

However, City staff believes that the likelihood of finding a partnering city willing to allow the relocation, and temporary housing, of unhoused Redondo Beach residents into their city is very remote. In fact, the City’s previous efforts to house Redondo Beach persons in this way have been met with great resistance from elected officials in those cities. (See “Redondo Beach to rent five units at private homeless shelter — in Wilmington – Daily Breeze” December 16, 2020). One exception to this could be the expanded utilization of apartments in other communities. The landlord of the Wilmington Apartments (Swami International) is asking whether the City would be interested in renting rooms in addition to the six (6) the City already leases for transitional housing. Currently, there are thirteen (13) vacant rooms available.

BRR#12 describes the costs to expand the City’s Pallet Shelter Program into the vacant City-owned lot on Kingsdale Ave.

Altadena
Acton
Lake Los Angeles
Hacienda Heights
Rowland Heights
East Los Angeles
South Whittier
Quartz Hill
Willowbrook
Valinda
Florence-Graham
Vincent
Ladera Heights
Westmont
West Carson
Avocado Heights
Littlerock
Citrus
Lennox
La Crescenta-Montrose
Del Aire
West Compton
West Athens
Marina del Rey West Whittier-Los Nietos
East San Gabriel
West Puente Valley
Alondra Park
East Pasadena
View ParkWindsor Hills
Charter Oak
East La Mirada
South San Jose Hills
Walnut Park
South
San Gabriel
Mayflower Village
East Compton
Val Verde
North El Monte
Desert View Highlands
12-Greig Smith
5-Jack Weiss
11-Cindy Miscikowski
2-Wendy Greuel
3-Dennis P. Zine
15-Janice Hahn
7-Alex Padilla
4-Tom LaBonge
9-Jan Perry
6-Tony Cardenas
14-Antonio Villaraigosa
1-Ed P. Reyes
8-Bernard C. Parks
13-Eric Garcetti
10-Martin Ludlow
Palmdale
Lancaster
Long Beach
Santa Clarita
Glendale
Malibu
Pomona
Pasadena
Torrance
Glendora
Burbank
Whittier
Downey
Monrovia
Arcadia
Azusa
Walnut
Calabasas
Norwalk
El Monte
Carson
San Dimas
Industry
Claremont
West Covina
Compton
Diamond Bar
Cerritos
Covina
Irwindale
Duarte
La Verne
Lakewood
Inglewood
La Mirada
Alhambra
Pico Rivera
Montebello Vernon
Bell
Gardena
South Gate
Agoura Hills
Rancho Palos Verdes
Bellflower
Santa Monica
Commerce
Hawthorne Lynwood
Monterey Park
Santa Fe Springs
Baldwin Park
Rosemead
El Segundo
Culver City
Beverly Hills
Paramount
La Canada Flintridge
Redondo Beach
San Gabriel
La Habra
Heights
La Puente
Westlake
Village
Temple City
San Marino
Lomita
Rolling Hills
Sierra Madre
Artesia
Palos Verdes Estates
Manhattan
Beach
Signal Hill
South
Pasadena
Lawndale
Bradbury
Bell Gardens
Rolling Hills Estates
Huntington Park
San Fernando
Cudahy
Hidden Hills
West Hollywood
Hermosa Beach
Hawaiian
Gardens
South El Monte
Maywood
1 2
3 8
5 7
4 SERVICE PLANNING AREAS 6
SPA 1 - Antelope Valley
SPA 2 - San Fernando
SPA 3 - San Gabriel
SPA 4 - Metro
SPA 5 - West
SPA 6 - South
SPA 7 - East
SPA 8 - South Bay
0 5 10
Miles
Labels: Incorporated Cities
Census Designated Places - Unincorporated Areas
City of Los Angeles - City Council Districts
8 Avalon
Catalina
Island
Not to scale
Cities and Communities of Los Angeles County
by Service Planning Area (SPA)

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 #41
June 9, 2023
Question:

What are the costs to repair the Dale Page Park bathrooms? Response:

As part of Regional Park Restroom Improvement CIP, Project No. 30790, the Public Works Department is in the process of ordering materials for renovation of the restrooms at Del Page Park. This will include the replacement of the bathroom partitions, light fixtures, hand dryers, and interior/exterior painting.

This work is currently scheduled for August 2023. Portable restrooms will be made available during the course of renovations.

The cost of the work is $25,000 and funding is available in the Regional Park Restroom Project Account. No additional appropriation is needed at this time.

CITY OF REDONDO BEACH
Budget Response Report #42
June 13, 2023
Question:

What are the costs to repair the steep dip in the street on the west side of the Ruhland and MacKay intersection?
Response
The “dip” is an old deteriorated cross gutter along the west side of the Ruhland and MacKay intersection. Repairing the area would include replacing the dip with a wider 6- foot cross gutter, per Standard Plan 122-3 of the Greenbook, and installing surrounding pavement. This work is estimated to cost $18,000, is already on the Public Works Department’s annual maintenance schedule, and is set to begin the week of June 12, 2023. Funding for the work is available in the Department’s FY 2022-23 operating budget.

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 #44
June 15, 2023
Question:

What are the estimated legal costs to challenge SB 423? Response:

Senate Bill (SB) 423 would expand SB 35, to nearly all cities, including those in the coastal zone. It would also allow the state to approve housing developments on property it owns or leases and prohibit a city from enforcing its inclusionary housing ordinance if the income limits are higher than those in SB 35. The Mayor and City Council have expressed interest in challenging the parameters proposed by SB 423, if it is passed into law as currently written. Funding for this activity is not within the City Attorney’s Office’s core budget for legal services.

The estimated legal costs to challenge SB 423 are $250,000. This is based on the amount spent in the City’s successful challenge of SB 415 through appeal (City of Redondo Beach v. Padilla (2020) 46 Cal. App. 5th 902).

Factors that could increase or decrease costs are:

1. In the SB 415 case, the City Attorney personally spent a significant amount of time on the case including arguing it at the trial court level. If the City Attorney cannot spend the same amount of time in the challenge to SB 423, the legal costs will increase due to additional use of outside counsel.

2. The League of California Cities (CalCities) was very involved in the SB 415 case.

CalCities has taken an official position of opposition to SB 423; however, Redondo Beach has suspended its membership in the League. If the City is the only plaintiff (see point 3 below), League rules will prevent them from assisting in the litigation.

If CalCities is not involved in the SB 423 case, costs will likely increase.

3. Redondo Beach was the only city willing to challenge SB 415 and had to bear the costs alone. If other cities are willing to serve as Plaintiffs in the challenge to SB 423, the City can share the costs equally. Currently, there are other pending cases in which this is occurring: the challenge to SB 9 lawsuit (costs are shared with four other plaintiffs); the challenge to SB 10 lawsuit (costs are shared with one other plaintiff); and the challenge to RHNA lawsuit (costs are shared with six other plaintiffs).

CITY OF REDONDO BEACH
Budget Response Report # 45
June 6, 2023
Question:

What are the costs to make the following improvements at Franklin Park:
• Add an all-abilities play structure (with potential sensory den) • Provide more frequent cleaning of the play structures at the park and post the cleaning schedule to assist immunocompromised children
Response:

Franklin Park is a neighborhood park located at 807 Inglewood Avenue. The park includes a playground, restrooms, and two half-court basketball courts. The playground, located on the south end of the park, includes partially covered equipment, multiple slides, bridges, and climbing features.

Staff contacted Great Western Playground, the company providing the equipment for the Dominguez Park playground replacement, to inquire about all-inclusive playgrounds. The following playground system was provided as an example of what is possible within the existing footprint of the Franklin Park playground; there are many options for fullyinclusive equipment, ranging in a variety of costs and abilities.

The estimated cost for the playground shown above is $338,000, which would include demolition of the existing playground and surfacing and installation of new replacement equipment and playground surfacing. This inclusive playground design includes a series of low-level ramps that provide access throughout the structure that allow those relying on wheeled devices to navigate any space. There are a wide range of sensory options for supplemental equipment that can be incorporated into the playground for an additional cost.

Enhanced cleaning of the playground would total approximately $140 per cleaning, and take approximately four (4) hours to complete, each time. One cleaning per week would total $7,280 annually. Twice weekly cleaning would cost $14,560. This cleaning would not guarantee that the playground remains free of germs at all times, but would eliminate the buildup of dirt and work towards lowering the spread of germs on high-touch surface areas as much as possible. Signage would cost an additional $500 per sign, and could be posted throughout the playground area, noting the dates that cleaning is scheduled to occur.

CITY OF REDONDO BEACH
Budget Response Report #46
June 15, 2023
Question:

Is the City able to apply for federal grant funds to construct a closed roof shooting range facility at Dominguez Park? If so, what are the grant application timelines? What would it cost to have the City’s contract grant writing firm assist with the grant application? Response:

Currently, staff is aware of one federal grant opportunity available for the construction of a closed roof shooting range facility at Dominguez Park – the Defense Community Infrastructure Pilot (DCIP) Program. The DCIP Program, administered under the Department of Defense, provides funding to assist state and local governments in addressing deficiencies in community infrastructure that support military installations.

The program focuses on projects related to transportation, schools, hospitals, police, fire, emergency response, community support facilities and utility projects. Staff has been in communication with Los Angeles Air Force Base personnel who have shared their interest in supporting the City’s application for DCIP funds, as the proposed closed roof shooting range would serve and support their training needs as well as the City’s Police Department.

The DCIP program offers a total of $100M in funding for fiscal year 2023, and grant amounts range from a minimum of $250,000 to a maximum of $20M. Should the City pursue this grant opportunity, there is a match requirement of at least 30%. Preliminary estimates for the Dominguez Park Shooting Range Project with a proposed 4-lane modular structure, are roughly $2M. A 6-lane modular shooting range is estimated to cost between $2.8M-$4.8M. These estimates, it should be noted, do not include site preparation work. Initial discussions with Air Force Base personnel indicate a requirement of a minimum of 8 lanes to meet Air Force standards. The cost of an 8-lane facility, assuming it could be accommodated at the Dominguez Park site, would be significantly more expensive. The City has hired an architect to prepare site plans for the shooting range project. Better construction cost estimates will be available as the plans are developed.

The deadline for submitting complete proposals for the DCIP Program is 5 P.M. PDT on June 23, 2023.

The City’s grant writing consultant, Evan Brooks and Associates (EBA), has reviewed the grant requirements and deadline and has determined that the current status of the project would not allow for the submittal of a complete application. As such, EBA has advised the City to wait until the next round of funding is available, so that all of the submittal requirements can be met and the application can be more competitive. Due to time constraints and staff availability, EBA is unable to provide a formal quote to submit the grant application for the June 23, 2023 deadline.

After further consideration of the grant requirements and continued discussion with Air Force Base personnel, staff has determined that the City would be far better positioned to submit an application in 2024. The year is needed to allow time for comprehensive site analysis, environmental studies, engineering and design work. This would also provide EBA sufficient time to collect all pertinent data, designs, and maps and help prepare and submit the application on the City’s behalf.

CITY OF REDONDO BEACH
Budget Response Report #47
June 9, 2023
Question:

What is the status of the Ito Family Park dedication plaque/monument project? Response:

In 2021, the Historical Commission requested the Public Art Commission consider the installation of a historical mural or art installation at the Ito Family Open Space, located on the corner of Ripley Avenue and Flagler Lane. This installation would focus on art and history, specifically in celebration of the park’s namesake, the Ito family. The Public Art Commission assigned this task to the Mural Subcommittee and then later to the Historical Commission Liaison group who developed a preliminary conceptual plan that includes select plants, trees, monument pieces, signage and fencing.

This conceptual plan was provided as an update at the Public Art Commission’s June 1, 2022 meeting. A formal review and discussion of the conceptual plan was provided to the Public Art Commission at its July 27, 2022 meeting. Overwhelmingly, the Public Art Commission was in support of the concepts and overall design of the park. The Historical Commission reviewed the recommended conceptual plan at its August 17, 2022 meeting and similarly, supported the work and park enhancements provided by the liaison group.

The conceptual plan was then presented to the Recreation and Parks Commission at its regular meeting on October 12, 2022. The commission fully supported the concept and requested that there be community outreach efforts implemented when finalizing the design to ensure updates to the park meet the needs of regular park users and are consistent with the cultural theme.

Recently, a plaque was installed at the park to commemorate the Ito family and the naming of the park in their honor. The plaque language and format were prepared by the Historical Commission.

Should the City Council want to move forward with the full renovation of the park, preliminary funding would be required to develop the final design. The cost to design and prepare construction plans and specifications for the proposed project is estimated to be $50,000 to $75,000. The cost to construct the proposed project (depending on the final design) is estimated to be $400,000 to $800,000.

CITY OF REDONDO BEACH
Budget Response Report #48
June 9, 2023
Question:

What would it cost to repair (grind and overlay) the following street segments? a. Broadway Ave. - between Beryl and Carnelian
b. Emerald St. - between Broadway and PCH
c. Emerald St. - between PCH and Francisca
d. Emerald St. - between Juanita and Lucia
e. Emerald St. - between Lucia and Prospect
f. Spencer St. - between El Redondo and Irena
g. Juanita Ave. - between Spencer and Emerald
h. Diamond St. - between Maria and Lucia
Response:

Below are the estimated costs to grind and overlay the identified street segments, assuming they are constructed as part of a larger project rather than a standalone effort:

Cost per Unit Resource
Mill & Thick Overlay $ 30.00 SY 2020 PMS Report
Construction Cost $ 54.00 SY 2022 Res St Rehab Bid - Construction costs only Project Costs $ 72.90 SY Construction costs x 1.35 (CM, Inspection, Design) Estimated Total Project
Cost $ 84.00 SY Includes 15% for contingency & escalation Street Begin End PCI Area
(SF)
Area
(SY)
Estimated
Cost Comments
a. Broadway Beryl Carnelian 52 32112 3568 $ 299,712
b. Emerald* Broadway PCH 50 11808 1312 $ 110,208 *Caltrans Permit required
c. Emerald* PCH Francisca 56 12744 1416 $ 118,944 *Caltrans Permit required
d. Emerald Juanita Lucia 52 13824 1536 $ 129,024
e. Emerald Lucia Prospect 49 12168 1352 $ 113,568
f. Spencer* El Redondo Irena 47 14508 1612 $ 135,408
*Various private
encroachments in
ROW. Without Curb,
Gutter and Sidewalk.
g. Juanita Spencer Emerald 48 7380 820 $ 68,880
h. Diamond Maria Lucia 53/57 22334 2482 $ 208,451
Total $1,200,000
*May require additional funding and time to obtain permits. **Constructing these segments as standalone projects would significantly increase the cost.

CITY OF REDONDO BEACH
Budget Response Report #49
June 9, 2023
Question:

What would it cost to repair (grind and overlay) the following alleyway segments? a. Alley Between Lucia and Maria, between Carnelian and Diamond b. Alley Between Lucia and Maria, between Diamond and Del Amo c. Alley / New High Ct between Garnet and Torrance
Response:

Below are the estimated costs to grind and overlay the identified alleyway segments assuming the work is part of a larger project and isn’t performed on a standalone basis:

Cost per
Unit Resource
Mill & Thick Overlay $30.00 SY 2018 Alley PMS Report
Construction Cost $54.00 SY 2022 Res St Rehab Bid - Construction costs only Project Costs $72.90 SY Construction costs x 1.35 (CM, Inspection, Design) Estimated Total Project
Cost $84.00 SY Includes 15% for contingency & escalation Alleyway Begin End PCI Area
(SF)
Area
(SY)
Estimated
Cost Comments
a. Lucia Carnelian Diamond 28 12,800 1422 $119,467 *Only 1/2 of alley has a v-gutter
b. Lucia Diamond Del Amo 25 10,900 1211 $101,734
c. New High Ct Garnet Torrance 38 10,890 1210 $101,640
Total $325,000
*May require additional funding.
**Any alleyway segment repaired on a standalone basis would significantly increase the estimated cost for construction.

CITY OF REDONDO BEACH
Budget Response Report #50
June 9, 2023
Question:

Is it possible to slurry seal the street and alleyway segments identified in BRRs 48 and 49? If so, what are the estimated costs? What is the cost to slurry seal Lucia Ave. between Vincent and Emerald?
Response:

Three of the street segments identified in BRR 48 are eligible for slurry seal. Below are the estimated costs for those segments and the cost to slurry seal Lucia Ave between Vincent and Emerald assuming they are part of a larger project:

Cost per Unit Resource
Slurry with Base
Repairs $8.00 SY 2020 PMS Report
Construction Cost $16.15 SY 2022 Citywide Slurry Seal Bid - Construction costs only Project Costs $21.80 SY Construction costs x 1.35 (CM, Inspection, Design) Estimated Total Project
Cost $25.00 SY Includes 15% for contingency & escalation Street Begin End PCI Area
(SF)
Area
(SY)
Estimated Project
Cost Comments
Emerald* Broadway PCH 50 11808 1312 $ 32,800 *Requires
Caltrans Permit
Emerald PCH Francisca 56 12744 1416 $ 35,400 *Requires
Caltrans Permit
Emerald Juanita Lucia 52 13824 1536 $ 38,400
Lucia Vincent Emerald 54/58 40350 4483 $112,084
Total $218,684
*May require additional funding and time to obtain permits. **Constructing any of these segments as standalone projects would significantly increase the cost.

Notes:

1. Streets designated as an Arterial or Collector are not recommended for slurry treatment.

2. Streets designated as Residential or Other (alleyways) and have a PCI less than 50 are not recommended for slurry treatment.

CITY OF REDONDO BEACH
Budget Response Report #51
June 9, 2023
Question:

What are the costs of erecting banner signs on street light poles along Artesia Blvd and/or in the Restaurant Node areas identified in the AACAP?
Response:

The installation of banner bracket hardware to display decorative signs on street light poles would require structural inspection and analysis of the existing light poles. This process would help identify any issues caused by the added structural load the banners may present, including possible wind load stress. Additional materials testing may be needed to ensure structural integrity of the light poles and confirm that the poles can accommodate the brackets and banners.

A banner sign program on Artesia Blvd and in the Restaurant Node area would require approximately 140 bracket sets. Estimated costs are as follows, assuming the existing street light poles can safely accommodate the installation following the structural review:

Structural review: $11,000
Purchase and installation of hardware: $32,200
Total: $43,200
This estimate does not include the manufacture, installation and removal of the banners as this would be based on the type of seasonal displays and advertising promotions.

The anticipated cost for on-going maintenance of the bracket hardware is $10,000 per year.

CITY OF REDONDO BEACH
Budget Response Report #52
June 15, 2023
Question:

What is the process and cost to enhance Fire Department-based emergency dispatch calls?
Response:

Emergency Medical Dispatch (EMD) is a system that provides enhanced medical assistance from a Public Safety Answering Point (PSAP), also known as an Emergency Communications Unit. EMD is performed by Emergency Services Dispatchers (ESD) through a process that allows them to screen and narrow down the type of medical emergency associated with an incoming call quickly. EMD recommends the appropriate resources to send to a call and provides scripted medical instructions to assist bystanders in providing care prior to the arrival of emergency services. If funded, an EMD program can be implemented by December 2023.

Historically, the Redondo Beach Emergency Communications Center has not performed EMD or provided pre-arrival instructions for medical emergencies. The Los Angeles County Department of Health Services currently mandates all agencies that dispatch Emergency Medical Services (EMS) incorporate pre-arrival instructions for callers. The implementation of an EMD program would meet and exceed this mandate and provide the highest level of care for individuals calling 911 in Redondo Beach.

EMD would also improve how emergency resources are used. The Communications Unit currently uses a single, high-level response package for most medical emergencies. An EMD program would initiate the closest resource to respond upon receiving a 911 call.

The Emergency Services Dispatch would utilize a nationally validated questioning process, provided by the EMD program, to tailor additional resources appropriate for the medical emergency. This process improves response times and would enable the City to use its emergency resources more efficiently.

Required Training
To obtain EMD certification, ESD’s are required to complete 24-hours of training and pass various examinations. ESD’s must also complete a recertification every two years by completing 24-hours of continued training. EMD is also evaluated by a Quality Assessment/Quality Improvement (QA/QI) program to confirm program outcomes. A Communications Supervisor, or a third-party, reviews emergency calls and confirms that ESD operators follow EMD protocol. Training content to improve EMD performance is administered by an authorized medical advisor who provides oversight of the program.

Dr. Sam Stratton currently serves as the City’s Medical Director for Emergency Medical Services and would provide EMD program oversight.

The addition of an EMD program would be considered a change in working conditions for the staff that support the Emergency Communications Unit. This change in working conditions would trigger a meet and confer process with representatives from each affected employee labor group (CEA and PSA) to discuss options and possibilities for a an agreement to allow for the training and implementation of the EMD program. As a point of reference, the cost of additional duties pay, in a range of 5-10%, for the employees that would be trained in EMD and responsible for the program is included below.

EMD Product, Software, Licensing and Training Costs
The cost to implement PowerPhone EMD:

Software & Licensing:

Training & Certification for all Communications Unit personnel Total one-time cost
Total recurring annual cost for software, licensing, training and certifications. This begins in year two.
$ 5,994
$ 15,997
$ 21,991
$ 6,471
Potential Annual Communications Unit Incentive Pay Costs 5% Incentive Pay Bonus for ESD Supervisors and Operators $ 48,524 10% Incentive Pay Bonus $ 97,048

CITY OF REDONDO BEACH
Budget Response Report # 53
June 6, 2023
Question:

Is it feasible, and what is the cost, to conduct trash cleanup twice per day at Veterans Park?
Response:

The trash collection in the Veterans Park area is conducted by a number of different parties, including Public Works Parks and Pier divisions, as well as Athens Services. If staff levels allow, it is feasible to increase the collection in the park to twice daily and to increase the collection along George Freeth Way to once daily Monday- Saturday.

Currently, the Public Works Parks Division collects the trash from the mixed-waste City receptacles in Veterans Park daily (Monday – Sunday) in the morning. The work is carried out by two staff members and takes approximately one hour. The fully-loaded hourly rate of the two-person team is $83.65. The annual cost to add an additional Parks Division trash collection daily would be $30,532. The increased cost to add one additional trash pick-up during the busier summer months only (May - October) would be approximately $15,224.

Athens Services collects the trash from the thirteen mixed-waste City receptacles beside Veterans Park, along George Freeth Way, once a day on Monday, Wednesday and Friday. As per the contract with Athens Services, this service level may be increased if demands necessitate at no additional cost to the City. It may be prudent to include George Freeth Way in the summer schedule for collection to mirror the Esplanade collection. That schedule is once a day Monday – Saturday in the summer and Monday, Wednesday and Friday in the winter. An annual cost estimate for increased service in Veterans Park for 15 hours of additional clean-up service is $1,255.

Redondo Beach Municipal Code section 2-7.02 (a) identifies the regulation for care of abandoned property. Any items which reasonably appear to be a person’s possessions, such as clothing, books, bags, appliances, hobby equipment, electronics or bedding are marked by Police Department personnel. After 48 hours, the items are removed and stored for up to 90 days. Van Lingen Tow Company provides the removal and storage of personal property. Any other items which are reasonably identified by the Police Department as refuse, such as food waste, recyclables or personal items infested with vermin will be collected and disposed of properly by the Public Works Department. Public Works crews are dispatched to remove these items on a case by case basis.

CITY OF REDONDO BEACH
Budget Response Report #54
June 9, 2023
Question:

What are the costs to beautify and/or install raised gardens on the City owned lot at the south east corner of Grant Ave and Inglewood Ave?
Response:

The City has received Metro funding for (and is finalizing) purchase of a ~6,300 square foot (SF) parcel at the south east corner of Grant Avenue and Inglewood Blvd. The City already owns a small ~1,630 SF parcel adjacent to this site, and holds ~13,000 SF of public right-of-way (platted as the extension of Ripley Avenue) to the east of Inglewood Blvd. Together these parcels will form a City owned lot of about 20,000 square feet. The portion purchased with Metro’s grant funding must be used for Active Transportation purposes, though the City is not similarly restricted in improvement options for the remainder of the property. The ~20,000 SF area adjoins the Pacific Crest Cemetery on its southeasterly side along an approximately 300-foot fence line. See map below for reference.

Beautifying the southeasterly boundary can be accomplished with landscaping and the installation of vertical structures. Concepts for the vertical portion could range from a simple trellis to support a vegetation screen to a much more substantial multi-level tiered concrete planter. A preliminary cost estimate for the vertical structures to screen the 300- foot fence line can range from $25,000 to $100,000. In addition, landscaping needs to be purchased and installed for the 300-foot by 10-foot space in front of the screen. The typical unit cost for installation of landscaping and irrigation is estimated at $12 per square foot, resulting in a landscape cost of $36,000 for these assumptions.

Adding the structural and landscaping elements together and escalating their costs by another 25% to 30% for overall project management, design services, contractor overhead, etc., amounts to a high-level budget range of about $75,000 to $175,000 for landscape beautification installation along the southeasterly property line. As mentioned above, the lower end of the estimate ($75,000) would include a more traditional landscaped planter space with a trellis backdrop. The higher end of the estimate ($175,000) would provide for the inclusion of terraced concrete.

CITY OF REDONDO BEACH
Budget Response Report #55
June 9, 2023
Question:

What is the cost to add a pollinator fountain (basalt rock fountain) to the Civic Center Landscape Improvement Project?
Response
On March 21, 2023, the City Council authorized staff to pursue a grant through West Basin Municipal Water District’s Public Agency Grass Replacement Rebate Program and use the funds to replace the roughly 43,000 square feet of turf at the Civic Center property with water-wise plants and shrubs. West Basin’s design consultant, Swayzer Landscapes, is in the process of preparing a plan for the City, which is expected to be completed by the end of June 2023.

Pollinator fountains and gardens are designed to provide food, water, and shelter to animals that pollinate plants to support the local ecosystem, such as bees and butterflies. The cost to add a pollinator fountain to the Civic Center Project, such as the ones shown below, would be about $4,000 per fountain, including materials, irrigation adjustments, and installation.

Basalt Rock Fountain Pollinator Fountain

CITY OF REDONDO BEACH
Budget Response Report #56
June 15, 2023
Question:

What is the cost to install and maintain colorful ground and wall art at the transit center? Response:

The City has considered options for art at the New Transit Center since 2011, when both the Redondo Beach Public Art Commission and the Redondo Beach City Council approved the public art proposal “Gate Wave” by Artist Volkan Alkanoglu for $75,000. By the winter of 2017, however, construction had yet to begin on the New Transit Center, and due to a variety of design modification requests and rising installation costs, the cost for “Gate Wave” had risen to $175,000. In November of 2021, City Council voted not to locate “Gate Wave” at the New Transit Center primarily due to the location for the artwork being changed from a prominent location along the driveway to a site on the west side of the parking lot where it would have far less public visibility.

Though the “Gate Wave” piece was not installed, other artistic features were incorporated into the Transit Center design. The approach sidewalks to the Transit Center building and raised island passenger waiting areas are built from colored concrete arranged in a concentric circular pattern, with score lines emphasizing the sweeping circular shapes (see Exhibit A below). Landscaping, some of which will be climbing vines, also makes an artistic contribution at the island trellises and against the building itself. The project design also proposed brightly colored crosswalks from the parking areas to the passenger island, but these concepts were rejected by Metro.

There are spaces at the Transit Center that could be enhanced with colorful ground art or building art. The long ramp/sidewalk connecting the upper parking area (roughly 1,500 square feet in size) and the passenger drop off area adjacent to the kiss and ride lot (also roughly 1,500 square feet in size) are two suggested locations. Additionally, the Transit Maintenance building, which is immediately adjacent to the Transit Center parking area and passenger area, provides both street facing (east) and Target facing (north) vertical walls (the east wall is roughly 3,000 square feet in size and the north wall is roughly 800 square feet in size) that could be enhanced.

Paint-Based Options
The primary costs for painted murals on walls or sidewalks are design, supplies, and installation. If this work is to be funded by the John Parsons Public Art Fund, then both the Ordinance establishing that fund and the Council-approved Public Art Master Plan require a professional artist to create the design. Design fees for professional artists will vary according to the artistry, reputation, and skill of the artist. A low-end estimate for a professional design is $5,000. High-end estimates could exceed $100,000. If a sidewalk mural is considered, high quality primer, paint, sealer, anti-graffiti coating, etc., will be required; there are also slip concerns that must be addressed. Adding installation and contingency to supplies, the cost per square foot (exclusive of the design) will be between $5.00 and $15.00.

A major factor in the range of non-design costs is installation which will vary according to the quality of the labor. If the design is intricate and requires the artist to do the painting, the cost will be much higher than if the artist can create an outline which is then “filled-in” by assistants or volunteers (think paint-by-numbers). Within Exhibit B, examples 1-4 show designs that were, most likely, executed with the help of paid and/or volunteer assistants supervised by the artist. Examples 5-8 were almost certainly installed primarily by the artist.

A table comparing the cost of paint vs. other concrete treatment techniques appears at the conclusion of this report.

Non-Paint Options
There are methods other than painting which can be used to create designs on concrete.

Stamped Concrete
Stamped concrete is concrete that has had color, pattern, and/or texture added to it to make it resemble another material, such as brick, stone, or tile. In some cases, stamped concrete is more affordable than the materials it's designed to mimic.

Stenciled Concrete
With stenciled concrete, a stencil is used to stain or resurface the concrete to give it a texture. There are many different commercially available stencils in addition to custom designs by artists. Commercially available stencils include bricks or stonework in a variety of shapes and sizes, fish scale, diamond tile, basket weave, or herringbone. This can create the look of multiple bricks or stonework without the hassle of laying each individual stone.

Engraved Concrete
Concrete engraving is the method of remodeling existing (cured) concrete by cutting patterns and texture into the surface. Engraved designs and patterns simulate building materials such as brick, tile, stone, pavers or graphic elements. Geometric patterns with straight, circular or serpentine lines and custom designs are cut directly into the surface of the concrete. Decorative concrete engraving adds depth and dimension plus it is commonly used as a color separation technique.

Costs
The costs for stamped, stenciled and engraved concrete can vary just like with paint.

Factors that can impact the total cost include the following:
• Design: The more detailed and intricate the design, the higher the costs for stencils, overlays, etc.
• Thickness: The thicker concrete slabs will cost more to “treat” • Shape: If the concrete slab has an elaborate or unusual shape • Reinforcements: Reinforcements help make a concrete slab less susceptible to cracking
• Grade of Concrete: The concrete’s grade will determine its quality and price • Location: If the slab’s site has poor drainage, is uneven, or is difficult to access The following tables are estimates of total public art project costs exclusive of artist (design) fees:
per square foot
Method Low Med High
Paint $ 5 $ 10 $ 15
Stamping $ 10 $ 20 $ 30
Stenciling $ 15 $ 25 $ 35
Engraving $ 5 $ 10 $ 15
per 10,000 square feet
Method Low Med High
Paint $ 50,000 $ 100,000 $ 150,000
Stamping $ 100,000 $ 200,000 $ 300,000
Stenciling $ 150,000 $ 250,000 $ 350,000
Engraving $ 50,000 $ 100,000 $ 150,000
Amendments to the Public Art Ordinance and Public Art Master Plan Paint on a sidewalk, no matter how good the quality of paint, would likely not be considered “permanent,” and both the Public Art Ordinance and the Public Art Master Plan define Public Art as “an original artwork of a permanent nature….” Non-paint techniques all have commercially available stencils, patterns, etc. that could eliminate or significantly reduce the design fee. Using a commercially available design, however, may not be considered an appropriate use of the John Parsons Public Art Fund as the design would not be considered “original artwork.” If City Council chooses to use funds from the John Parsons Public Art Fund to pay for a painted sidewalk or wall installation or to use commercially available designs at the Transit Center, pending a formal opinion from the City Attorney’s Office, the Public Art Ordinance and/or the Public Art Master Plan may need to be amended.

Exhibit A: Transit Center Colored Concrete Design
Exhibit B: Examples of Ground Art

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 #58
June 6, 2023
Question:

What is the total cost of the City for providing crossing guard services and how much has the cost increased over the past five years?
Response:

Crossing guards offer a valuable community service by ensuring safety for students and other pedestrians who walk to and from various school locations in Redondo Beach each day. The Crossing Guard program is managed by the Special Operations Bureau of the Police Department. The City provides crossing guards for 25 locations which have been identified by the Police Department and the City Council as high traffic pedestrian crossing areas in close proximity to schools. The locations are noted in the chart below.

Part-time City employed Crossing Guards are hired through the Police Department, along with the use of contract services to bridge gaps in coverage. When vacant locations occur, personnel from other areas of the Police Department, such as Municipal Services or Code Enforcement, are diverted from their primary assignment to assist with coverage.

Historically, there has been difficulty in hiring, retaining, and consistently filling part-time crossing guard positions based on the limited candidate pool. During FY 2022-23, City Council approved an increase to the pay range of $20-25 per hour for the Crossing Guard positions, with the goal to improve recruitment and move away from the more costly contract services.

Crossing guard staffing is split into morning and afternoon shifts of two (2) hours each, for a total of four (4) hours, for the 180 days in each school year. Using an average pay rate of $23 per hour, the total rate for a single City-employed Crossing Guard for the entire school year is $16,560. The estimated average cost to staff all 25 locations is therefore $414,000.

Additionally, the Police Department has an annual agreement with All Cities Management, Inc. (ACM) for contract services to supplement vacant crossing guard positions in order to avoid the Police Department from reassigning other full-time personnel to Crossing Guard coverage. All Cities Management has quoted a cost of $32.28 per hour for FY 2023-24 to renew the agreement for the next school year. The cost for a single contracted Crossing Guard through ACM for the entire school year is $23,242, almost $7,000 more than a City-employed Crossing Guard.

The total cost related to crossing guard services has increased significantly over the last five (5) years. In FY 2018-19 the total amount expended for part-time personnel was $182,361 for the coverage of 22 locations. However, this cost does not account for the full-time Police personnel that were pulled from other duties in order to cover vacant locations. Contract services were not utilized in FY 2018-19.

Fiscal Years 2019-20 and 2020-21 were outlier years due to COVID-19 school closures.

These years also presented new and continuing challenges in recruiting Crossing Guards as the candidate pool for employees decreased. More individuals opted to limit public contact and pursue jobs that allowed them to work from home.

In FY 2021-22, contract crossing guard services were implemented to reduce the number of times full-time staff were redirected from other duties. Program expenditures totaled $273,379 for part-time personnel and an additional $82,823 for contract services, for a grand total of $356,202 in FY 2021-22. Although contract services eased some of the burden of assigning full-time staff for coverage, they did not fully offset that need.

Based on Year-to-Date expenditures for FY 2022-23, the projected costs will be similar to FY 2021-22, approximately $350K, with an additional three (3) locations added for a total of 25 intersections. However, again, this cost does not account for the full-time Police personnel that were regularly pulled from other duties to cover vacant locations.

For FY 2023-24, there is hope that a combination of higher paid City of Redondo Beach employed Crossing Guards and contract services through ACM will allow for a consistent staffing of all 25 locations and eliminate the use of other full-time resources. The estimated costs for the FY 2023-24 Crossing Guard program are as follows if all 25 locations are consistently staffed without pulling Police personnel from other assignments:
19 – City employed positions at a maximum cost of $314,640. 6 – contracted crossing guards at a cost not to exceed $135,000.

Total cost not to exceed $449,640. This hard cost total is more than double what was provided to the Crossing Guard program five years ago.

CITY OF REDONDO BEACH
Budget Response Report #59
June 9, 2023
Question:

What is the cost to repair the alleyway between Armour Lane and 190th Street? Response:

Below are the estimated costs to grind and overlay the three identified alleyway segments between Armour Lane and 190th Street, assuming they are constructed as part of a larger street rehabilitation project. Constructing these alley segments as a standalone effort would significantly increase the estimated costs:

Cost per
Unit Resource
Mill & Thick Overlay $ 30.00 SY 2018 Alley PMS Report
Construction Cost $ 54.00 SY 2022 Res St Rehab Bid - Construction costs only Project Costs $ 72.90 SY Construction costs x 1.35 (CM, Inspection, Design) Estimated Total
Project Cost $ 84.00 SY Includes 15% for contingency & escalation Alleyway Begin End PCI Area
(SF)
Area
(SY) Estimated Cost Comments
a.

Armour to
190th
Pruitt Inglewood 46 20700 2300 $ 193,200
b. Armour to
190th
Firmona west end 25 7700 856 $ 71,867
c.

Armour to
190th
Firmona east end 18 5200 578 $ 48,534
Total $ 313,601

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 #62
June 15, 2023
Question:

What is the cost to conduct an organizational assessment of the Community Development Department and specifically the Planning, Building, and Engineering permit workflow and counter operations?
Response:

Modernizing the permit processes for the Building & Safety Division was identified by the City Council as a strategic planning objective. To accomplish this goal, a multiDepartment team was formed which identified core workflow requirements and researched software platforms that could assist with streamlining department practices.

City Tech Solutions’ Permits Pro application was identified as the preferred provider of a cloud-based building permit and inspection application that will provide the City with the tools necessary to improve operations and enhance services for the building community.

City Council approved the contract with City Tech Solutions on March 21, 2023.

The application will also serve the needs of other departments and divisions, moving all plan checks and a number of permit processes fully online where they can be managed in a user-friendly portal that provides accurate, timely and informative updates to applicants and internal staff. The City is working with the consultant to get the software ready for implementation by September 2023.

Although this software is expected to create operational efficiencies and improve services, there may be other workflow and communication tools that could improve the interrelated functions of the various counter services provided by the Community Development, Public Works and Finance (cashier and business licensing) Departments.

Additionally, the Planning and Building & Safety Divisions workload distribution model is older and efficiencies may be identified in evaluating workload management and assignment options and tools. A third-party assessment of the Divisions’ operating structures would be helpful in identifying more contemporary practices.

The cost for providing an assessment is estimated to be $75,000 - $100,000.

CITY OF REDONDO BEACH
Budget Response Report #63
June 15, 2023
Question:

What decision packages were submitted by the Fire and Public Works Departments that were not recommended for adoption?
Response:

This year, an extensive pre-screening process took place that limited the number of Decision Packages prepared for submission by City Departments. Specifically, the City Manager met with each Department Director to discuss their Decision Package ideas and concepts before they were fully drafted and gave general direction on which items to prepare. This saved the Departments time in putting together their annual budgets and allowed them to focus on assembling analysis and detail for only the most critical Decision Packages. As a result, there was only one formal request from the Fire and Public Works Departments that was submitted to the City Manager for review, but not included in the proposed Budget. The Decision Package (drafted below) is not recommended for approval at this time.

Establishment of an Assistant Fire Chief Position
The Assistant Fire Chief (AC) position would allow for administrative and operational support throughout the Fire Department on a 40-hour/week work assignment. The AC would hold administrative duties including, but not be limited to, City liaison, budget administration, program management, project support, equipment acquisitions, contract maintenance, administrative support in all RBFD programmatic divisions and payroll review and approval. Operational support would be provided for response to large scale emergencies, coverage for Duty Chiefs (as needed), Area G training, LA region agency representative, and personnel development. The AC would also be actively involved in all levels of community engagement and collaborative relationships between other City departments, service providers, community stakeholders and partner groups would be established, maintained and grown. The estimated annual cost of the position is $400,000.

CITY OF REDONDO BEACH
Budget Response Report #64
June 9, 2023
Question:

What is the cost to repaint the poles supporting the Redondo Beach King Harbor Gateway Sign?
Response
The estimated cost to repaint the poles supporting the Redondo Beach King Harbor sign is $74,000, including materials, labor, and a 20% contingency. The re-painting process would include one coat of rust preventative coating on visibly rusted areas, followed by two coats of epoxy primer, and one coat of epoxy polymer.

CITY OF REDONDO BEACH
Budget Response Report #65
June 15, 2023
Questions:

What were the results of the fee comparison prepared by the Community Services Department for neighboring recreation programs?
Response:

In April, the Community Services Department engaged the services of a consultant to conduct a fee study that would compare the City’s recreation fees with similar fees charged by neighboring municipalities. The following cities were included in the comparison of recreation fees:
• El Segundo
• Gardena
• Hawthorne
• Hermosa Beach
• Lawndale
• Manhattan Beach
• Rancho Palos Verdes
• Torrance
Due to a variety of business models, fees related to the Redondo Beach Performing Arts Center have yet to be analyzed. Finding comparative data, similar fee structures and comparable facilities requires a different level of analysis. These fees will be included as part of Phase II of the fee study, which will be completed later this summer.

Currently, staff has received the comparative data collected by the consultant for the following categories of fees: Programs, Facilities & Fields, Seaside Lagoon and Alta Vista Tennis Center. While staff awaits the final report that provides a comprehensive analysis of the recreation fee comparison, included below is a summary of the findings for each category.

Program Fees
The Program Fees category is the broadest range of fees as it includes all general recreation fees such as park rentals, moon bounce permits, street banner permits, Afterschool Program registration, seasonal camps, preschool program, sailing, Senior & Family Services activity fees, and adult sport programs. A number of fees were difficult to find comparative data for including street banners, Senior & Family Services fees (such as technology assistance and membership programs), preschool programming and sailing classes and membership fees.

The data collected shows that Redondo Beach is, on average, below the industry standard for many program fees, including those in seasonal camps and adult sports, as shown respectively in Tables 1 and 2 below.

Table 1: Seasonal Camps Weekly Rate
Redondo
Beach Gardena Hermosa Beach
Manhattan
Beach Torrance
Thanksgiving
Camp $125 $130
$198 - $340
$120 - $132 ---
Winter Break
Camp $200 $130 $199 - $220 ---
Spring Break
Camp $200 $130 $199 - $220 $138 - $153
Table 2: Adult Sports
Redondo
Beach
Hermosa
Beach
Manhattan
Beach Torrance
Men’s Softball $425 $346 - $356 $485 $625 - $645
Co-ed Softball $425 --- $485 $625 - $645
Men’s Basketball $300 $725
Co-ed Volleyball $250 $330 - $340 $160 - $176
Please note that cities not shown in the tables were omitted because they have no comparative data for the listed activity.

Facilities & Fields
Facilities & Fields is a difficult category to find comparative information on since each municipality has its own unique facilities and features which impact rental rates.

Additionally, there are many different models of rental rates, so finding comparative data can be challenging. A snapshot of facility rental rates is included below for Alta Vista, Wilderness Park, and the senior centers.

Table 3: Alta Vista Facility Rentals
Redondo
Beach El Segundo Hermosa Beach Lawndale
Rancho
Palos
Verdes
Torrance
Community Room
(per hour) $100 $150 $31 $200 $88 - $137 $96 - $110
Refundable Deposit $100 $203 --- $500
(if alcohol) $300 $500
Picnic Shelter
(per hour) $16.67 $25 $13 --- --- $50 - $300
Table 4: Wilderness Park Rentals
Redondo
Beach El Segundo Gardena
Rancho
Palos
Verdes
Torrance
Picnic Area (per hour) $20 $152 $56.25 $422 - $458 $50 - $300 Refundable Deposit $100 $203 $250 --- ---
Table 5: Senior Center Rentals
Redondo
Beach El Segundo Manhattan Beach
South
Pasadena
Facility Rental
(per hour) $40-$50 $50 - $150 $165 - $200 $90 - $112
Staff is working with the consultant to further refine rental fees for artificial turf fields so that Aviation Park rates can be analyzed.

Seaside Lagoon
Seaside Lagoon is a facility very unique in not only its features but its proximity to the ocean. For comparative purposes, the study looked at fees charged at the Lompoc Aquatic Center and Splash Water Park in La Mirada. Included in Table 6 are comparable facility entry fees.

Table 6: Seaside Lagoon Entry Fees
Redondo
Beach
Lompoc
Aquatic
Center
Splash
Water Park
Adult Entry $8 $5 $25
Child Entry $6 $4.50 $20 - $25
Under 2 Entry $0 $1 $0
Staff will be reviewing rental fee models at each location to determine if there are better methods to develop fee schedules for picnic bench reservations since there was a variety found across the facilities.

Alta Vista Tennis Center
Tennis and racquetball court reservation methods vary greatly among the cities included in the survey. Hawthorne, Torrance and Gardena provide their courts for free and are on a first-come, first-served basis. The cities of Lawndale and Rancho Palos Verdes do not have public tennis or racquetball facilities. Included in table 7 are tennis court reservation rates for the remaining cities of El Segundo and Manhattan Beach.

Table 7: Alta Vista Tennis Court Reservations
Redondo
Beach El Segundo Manhattan Beach
*Adult - prime hours/per hour $8 $15 $10
**Adult - non-prime hours/per hour $6 $15 $14
**Senior non-prime hours/per hour $5 $15 ---
**Youth non-prime hours/per hour $5 $15 ---
*Prime hours include Monday through Friday from 8:00am – 12:00pm and 6:00 – 10:00pm; and weekends from $8:00am – 5:00pm.
**Non-prime hours include Monday through Friday from 12:00 – 6:00pm and weekends from 5:00 – 8:00pm.

El Segundo was the only city that had a racquetball court. The City of Redondo Beach currently charges between $6 to $10 per hour for its racquetball court, whereas El Segundo charges a flat fee of $10 per hour, regardless of the age of the participant and the time of day of the reservation.

Across the board, the majority of fees charged by the City were below comparative fees found in neighboring municipalities. Decision Package #3 of the FY 2023-24 proposed budget recommends an increase to recreation fees by 10%, bringing City fees within range of the market rates noted in the comparative data survey and report. Staff anticipates that additional fee increases will be recommended in the future to further bring fees in line with neighboring municipalities.

Community Services
Fee Survey
for the
City of Redondo Beach
JUNE 2023
Revenue & Cost Specialists
1519 East Chapman Ave, Suite C
Fullerton, CA 92831
www.revenuecost.com
(714) 992-9020
June 14, 2023
Ms. Kelly Orta, Senior Management Analyst
Community Services Department
City of Redondo Beach
1922 Artesia Blvd.

Redondo Beach, CA 90278
Ms. Orta,
This Report is submitted pursuant to our contract with the City to perform a survey of Community Services fees charged by the City with other similar cities and programs.

RCS wishes to thank City staff for their assistance and cooperation extended to us during the accomplishment of our work. The information gathered in this Report will allow the City to make decisions based on current market considerations.

Respectfully submitted,

ERIC JOHNSON
President
City of Redondo Beach
Community Services Survey
Table of Contents
1) Facility and Field Rentals
2) Recreation Programs
3) Alta Vista Tennis Center
4) Seaside Lagoon
1 FACILITY & FIELD RENTALS
COMMUNITY CENTER - 4 HOUR
RENTAL
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
PRIVATE/NON-RESIDENT $505 $600 N/A N/A $150 $800 $825 $548 $200NON-PROFIT/RESIDENT $405 $400 N/A N/A $130 $400 $685 $236 $160 $0
$100$200$300$400$500$600$700$800$900
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach
Rancho Palos
Verdes
Torrance
Community Center - 4 Hour Rental

PRIVATE/NON-RESIDENT NON-PROFIT/RESIDENT
CLASSROOM/MEETING ROOM - 2

HOUR RENTAL
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
PRIVATE/NON-RESIDENT $110 $64 N/A N/A $88 $200 $175 $94 $100NON-PROFIT/RESIDENT $90 $64 N/A N/A $78 $100 $145 $44 $80 $0
$50
$100$150$200$250
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach
Rancho Palos
Verdes
Torrance
Classroom/Meeting Room - 2 Hour Rental

PRIVATE/NON-RESIDENT NON-PROFIT/RESIDENT
PICNIC SHELTER - 4 HOURS
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
PRIVATE/NON-RESIDENT $172 $96 $300 $208 $234 N/A $205 N/A $300NON-PROFIT/RESIDENT $172 $96 $120 $160 $234 N/A $125 N/A $200 $0
$50
$100$150$200$250$300$350
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach
Rancho Palos
Verdes
Torrance
Picnic Shelter - 4 Hour Rental

PRIVATE/NON-RESIDENT NON-PROFIT/RESIDENT
BALLFIELD - 4 HOURS (DAYTIME)
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
PRIVATE/NON-RESIDENT $500 $480 $1,004 N/A $66 $240 $208 N/A $80NON-PROFIT/RESIDENT $500 $480 $700 N/A $66 $120 $182 N/A $80 $0
$200$400$600$800
$1,000$1,200
Redondo
Beach
El Segundo Gardena Hawthorne Hermosa
Beach
Lawndale Manhattan
Beach
Rancho Palos
Verdes
Torrance
Ballfield Rental - 4 Hours (Daytime)

PRIVATE/NON-RESIDENT NON-PROFIT/RESIDENT
BALLFIELD - 4 HOURS (NIGHTTIME)
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
PRIVATE/NON-RESIDENT $600 $480 $1,144 N/A $158 $240 $208 N/A $200NON-PROFIT/RESIDENT $600 $480 $840 N/A $158 $120 $182 N/A $200 $0
$200$400$600$800
$1,000$1,200$1,400
Redondo
Beach
El Segundo Gardena Hawthorne Hermosa
Beach
Lawndale Manhattan
Beach
Rancho Palos
Verdes
Torrance
Ballfield Rental - 4 Hours (Nightime)

PRIVATE/NON-RESIDENT NON-PROFIT/RESIDENT

FACILITIES AND FIELDS
Redondo Beach El Segundo Gardena Hawthorne
Alta Vista (2,000 sq.ft) Community Room (Private Party) Social Hall (Non-Resident) Community Center Community Room (Private Party) Application fee: N/A N/A N/A N/AHourly Rate $100 $75 per half hour N/A N/ASet up/Tear down fee: $50 flat rate N/A N/A N/AMaintenance Fee: $50 flat rate N/A N/A N/AKitchen Fee: $50 flate rate $5.50/half hour N/A N/ARefundable Deposit: $100 $203 N/A N/ATransaction Fee: $5 N/A N/A N/AAfter-hours Hrly Rate: $40 $25.50 per hour N/A N/ASecurity Deposit Community Room (Non-Profit) Social Hall (For Profit) Community Room (Non-Profit) Community Room (Non-Profit) Hourly Rate $100 $50 per half hour ($100 per hour) N/A N/ASet up/Tear down fee: wavied N/A N/A N/AMaintenance Fee: waived N/A N/A N/AKitchen Fee: waived N/A N/A N/ARefundable Deposit: $100 $203 N/A N/ATransaction Fee: $5 N/A N/A N/AAfter-hours Hrly Rate: N/A $25.50 per hour N/A N/ASecurity Deposit Picnic Shelter Picnic Shelter Picnic Shelter Picnic Shelter Hourly Rate $50/ 3 hours ($16.67 per hour) $12/ half hour ($25 per hour) $30 - 4 hrs (Resident) - $7.50/hr
$75 - 4 hrs (non-Resident) - $18.75/hr
Formal Picnic areas include park rental rate
(below) and additional $19-$31.

Set up/Tear down fee:

Additional Hours after the first 3 hours:
$17/hour N/A N/A N/A
Maintenance Fee: N/A N/A N/A N/AKitchen Fee: N/A N/A N/A N/ARefundable Deposit: $100 $203 $100 N/ATransaction Fee: $5 N/A N/A N/AAfter-hours Hrly Rate: N/A N/A N/A N/A Redondo Beach El Segundo Gardena Hawthorne
Teen Center (not currently available) Teen Center Teen Center Teen Center Application fee: N/A N/A N/A N/ARate $350 for 5 hours $100/hr - For Profit and $150/hr - Non- Residents N/A N/AAdditional Hours $100/ hour N/A N/A N/AMaintenance Fee: - N/A N/A N/AKitchen Fee: - N/A N/A N/A Refundable Deposit: $100 $203 N/A N/A
Transaction Fee: - N/A N/A N/AAfter-hours Hrly Rate: - N/A N/A N/AStaff Fees: N/A $25.50 per hour N/A N/ALiability Insurance: N/A N/A N/A N/A

FACILITIES AND FIELDS
Redondo Beach
Alta Vista (2,000 sq.ft) Community Room (Private Party) Application fee: N/AHourly Rate $100Set up/Tear down fee: $50 flat rateMaintenance Fee: $50 flat rateKitchen Fee: $50 flate rateRefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: $40Security Deposit Community Room (Non-Profit)
Hourly Rate $100Set up/Tear down fee: waviedMaintenance Fee: waivedKitchen Fee: waivedRefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: N/ASecurity Deposit Picnic Shelter
Hourly Rate $50/ 3 hours ($16.67 per hour)Set up/Tear down fee:

Additional Hours after the first 3 hours:
$17/hour
Maintenance Fee: N/AKitchen Fee: N/ARefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: N/A Redondo Beach
Teen Center (not currently available)
Application fee: N/ARate $350 for 5 hoursAdditional Hours $100/ hourMaintenance Fee: - Kitchen Fee: - Refundable Deposit: $100Transaction Fee: - After-hours Hrly Rate: - Staff Fees: N/ALiability Insurance: N/A Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Community Room (Commercial) Community Room (Full Room) Community Room (Non-Resident) Community Room (Non-Resident) $26 N/A $25 (Nonrefundable) N/A$31 $200 $200/hr (Ocean Banquet Hall) $88-$137 N/A N/A N/A N/AN/A N/A N/A N/AN/A $500 per rental $45 per hour $85 flat rateN/A $500 alcohol deposit $50 refundable Cleaning Deposit (outdoor
facilities) $300 refundable (indoor
facilities/outdoor facilities with 100 or
more people in attendance) $300

N/A N/A N/A
$17/hr (if required) $25 $24.21/ hour $18
$68 $1,000 $300
Community Room (Non-Profit) Community Room (Half Room) Community Room (Resident) Community Room (Resident) $26 $100 $165/hr (Ocean Banquet Hall) $42-$59
N/A N/A N/A N/AN/A N/A N/A N/AN/A $250 per rental $35 per hour $85 flat rateN/A $500 alcohol deposit $50 refundable Cleaning Deposit (outdoor
facilities) $300 refundable (indoor
facilities/outdoor facilities with 100 or
more people in attendance) $300

N/A N/A N/A
$17/hr (if required) $25 $24.21/ hour $18
$68 $500 $300
Picnic Shelter Picnic Shelter Picnic Shelter Picnic Shelter $52 for 4 hours ($13 /hour) N/A
$15, $25, $35/hr for Residents and $30,
$45, $55/hr for Non Residents N/A

N/A N/A N/A N/A
N/A N/A N/A N/AN/A N/A N/A N/AN/A N/A $50 N/A
$26 N/A $25 N/A
N/A N/A $24.21/ hour N/A
Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Teen Center Teen Center
Manhattan Heights Park and
Community Center Robert E. Ryan Community Park
N/A N/A $25 (Nonrefundable) N/AN/A N/A
$135/hr for Residents and $175/hr for
Non Residents (Mt. Whitney Banquet Hall)
$22/hr for Residents and $47/hr for Non
Residents

N/A N/AN/A N/AN/A N/A
$35/hr for Residents and $45/hr for Non
Residents

N/A N/A
$300 refundable (indoor facilities/outdoor
facilities with 100 or more people in
attendance) $175 security deposit
N/A N/AN/A N/A $24.21/ hourN/A N/A N/A $18/hrN/A N/A N/A $81-$141 (Serving Liquor)

FACILITIES AND FIELDS
Redondo Beach
Alta Vista (2,000 sq.ft) Community Room (Private Party) Application fee: N/AHourly Rate $100Set up/Tear down fee: $50 flat rateMaintenance Fee: $50 flat rateKitchen Fee: $50 flate rateRefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: $40Security Deposit Community Room (Non-Profit)
Hourly Rate $100Set up/Tear down fee: waviedMaintenance Fee: waivedKitchen Fee: waivedRefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: N/ASecurity Deposit Picnic Shelter
Hourly Rate $50/ 3 hours ($16.67 per hour)Set up/Tear down fee:

Additional Hours after the first 3 hours:
$17/hour
Maintenance Fee: N/AKitchen Fee: N/ARefundable Deposit: $100Transaction Fee: $5After-hours Hrly Rate: N/A Redondo Beach
Teen Center (not currently available)
Application fee: N/ARate $350 for 5 hoursAdditional Hours $100/ hourMaintenance Fee: - Kitchen Fee: - Refundable Deposit: $100Transaction Fee: - After-hours Hrly Rate: - Staff Fees: N/ALiability Insurance: N/A Torrance
Ken Miller Recreation Center Assemby Room
(2,000 sq. ft.)
N/A
$96 (Resident) & $110 ( Non-Resident)
$321
N/A
$80
$500
N/A
$39
$500 ( Refundable Deposit)
Community Room (Non-Profit)
$40 (Resident) & $50 ( Non-Resident)

N/AN/AN/AN/AN/AN/A
Picnic Shelter
$50-$200 (Resident)
$75-$300( Non-Resident)
N/A

N/AN/AN/AN/AN/A
Torrance
THE ATTIC TEEN CENTER (MultiPurpose Room)
N/A
$60/hr for Residents, $50/hr (Resident) &
$60/hr (Non-Resident) for Non- Profit and
$100/hr Non-Resident/Commercial

N/AN/AN/A
$500

N/AN/AN/AN/A

FACILITIES AND FIELDS
Redondo Beach El Segundo Gardena Hawthorne
Wilderness Park (11 acre) Picnic Area Day Use (Private Party) Constitution Park Rowley Park Picnic Area Day Use (Private Party) Hourly rate: $20 $76/half hour ($152/hour)
$43.75/hr for Residents and $56.25/hr. for Non
Residents $19-$31 Rates vary for group size.

Additional Fees: After Hour rate $40/hr N/A N/A N/ARefundable Deposit: $100 $203 $250 N/ATransaction Fee: $5 N/A N/A N/AStaff Fees: $25.50 for after hours rental N/A N/ALiability Insurance: N/A N/A N/A N/AHourly rate: N/A N/A N/AAdditional Fees: N/A N/A N/ARefundable Deposit: N/A N/A N/ATransaction Fee: $5 N/A N/AStaff Fees: N/A N/ALiability Insurance:

Amphitheater Amphitheater Amphitheater Amphitheater
Hourly rate: $20 N/A N/A N/AAdditional Fees:

Wedding rate: $200 for 3 hours and $400
for 6 hours N/A N/A N/A
Refundable Deposit: $100 N/A N/A N/ATransaction Fee: $5 N/A N/A N/AStaff Fees:

Classroom (Non-Profit/Schools) Classroom (Non-Profit/Schools) Classroom (Non-Profit/Schools) Classroom (Non-Profit/Schools) Hourly rate: $30 $16 per half hour ($32 per hour) N/A N/AAdditional Fees: Set up/tear down fee: $25 flat rate N/A N/A N/ARefundable Deposit: $100 $203 N/A N/ATransaction Fee: $5 N/A N/A N/AStaff Fees: After Hour Rate: $40/hour $25.50 per hour Classroom (Private Party) Classroom (Private Party) Classroom (Private Party) Classroom (Private Party) Hourly rate: $40 $16 per half hour ($32/hour) N/A N/AAdditional Fees: Set up/tear down fee: $25 flat rate N/A N/A N/ARefundable Deposit: $100 $203 N/A N/ATransaction Fee: $5 N/A N/A N/AStaff Fees: After Hour Rate: $40/hour $25.50 per hour N/A N/A Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am) Hourly rate:
$320 flat rate to reserve the whole park
(no per camper fee charged) N/A N/A N/A
Additional Fees:

Per camper fee: $6/ per adults and $5/
per kids (If only reserving one site) N/A N/A N/A
Refundable Deposit: $100 N/A N/A N/ATransaction Fee: $5 N/A N/A N/AStaff Fees: $340 flat rate N/A N/A N/A

FACILITIES AND FIELDS
Redondo Beach
Wilderness Park (11 acre) Picnic Area Day Use (Private Party) Hourly rate: $20Additional Fees: After Hour rate $40/hrRefundable Deposit: $100Transaction Fee: $5Staff Fees: Liability Insurance: N/AHourly rate: N/AAdditional Fees: N/ARefundable Deposit: N/ATransaction Fee: $5Staff Fees: Liability Insurance:

Amphitheater
Hourly rate: $20Additional Fees:

Wedding rate: $200 for 3 hours and $400
for 6 hours
Refundable Deposit: $100Transaction Fee: $5Staff Fees:

Classroom (Non-Profit/Schools)
Hourly rate: $30Additional Fees: Set up/tear down fee: $25 flat rateRefundable Deposit: $100Transaction Fee: $5Staff Fees: After Hour Rate: $40/hour Classroom (Private Party)
Hourly rate: $40Additional Fees: Set up/tear down fee: $25 flat rateRefundable Deposit: $100Transaction Fee: $5Staff Fees: After Hour Rate: $40/hour Overnight (Sat 2pm- Sun 10am)
Hourly rate:
$320 flat rate to reserve the whole park
(no per camper fee charged)
Additional Fees:

Per camper fee: $6/ per adults and $5/
per kids (If only reserving one site)
Refundable Deposit: $100Transaction Fee: $5Staff Fees: $340 flat rate Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Picnic Area Day Use (Private Party) Picnic Area Day Use (Private Party) Point Vicente Interpretive Center $52 for 4 hours ($13/hour) N/A N/A
$422 per hour before 5:00 P.M. and $458 per
hour after 5:00 P.M.

N/A N/A N/A $500.00 security depositN/A N/A N/A
$26 N/A N/A

N/A N/A N/AN/A N/A N/A
If the attendance is 1-100, the fee is $85, and
if alcohol is served, $148. If the attendance is
101-150, the fee is $119, and if alcohol is
served, $182.

Founders Park (5.5 acre park)
N/A N/A N/A $735 for one hour weddingN/A N/A N/AN/A N/A N/A included aboveN/A N/A N/AN/A N/A N/A included above
Amphitheater Amphitheater Amphitheater Amphitheater

N/A N/A
$75 per hour -Resident
$120per hour - Non-Resident N/A

N/A N/A N/A N/A
N/A N/A $50 N/AN/A N/A $25 N/A
$24.21/ hour
Meeting Room (Non-Profit) Meeting Room (Half Room) Meeting Room (Resident) Meeting Room (Resident) $26 $50 $60 $22$26 N/A N/A N/A$68 $250 N/A $175
N/A N/A $25 N/A
$17/hour $25 per hour $24.21/ hour $18 per hour
Meeting Room (Commercail) Meeting Room (Full Room) Meeting Room (Non-Resident) Meeting Room (Non-Resident) $31 $100 $75 $47$26 N/A N/A N/A$68 $500 N/A $175
N/A N/A $25 N/A
$17/hour $25 per hour $24.21/ hour $18 per hour
Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am) Overnight (Sat 2pm- Sun 10am)

N/A N/A N/A N/AN/A N/A N/A N/AN/A N/A N/A N/AN/A N/A N/A N/AN/A N/A N/A N/A

FACILITIES AND FIELDS
Redondo Beach
Wilderness Park (11 acre) Picnic Area Day Use (Private Party) Hourly rate: $20Additional Fees: After Hour rate $40/hrRefundable Deposit: $100Transaction Fee: $5Staff Fees: Liability Insurance: N/AHourly rate: N/AAdditional Fees: N/ARefundable Deposit: N/ATransaction Fee: $5Staff Fees: Liability Insurance:

Amphitheater
Hourly rate: $20Additional Fees:

Wedding rate: $200 for 3 hours and $400
for 6 hours
Refundable Deposit: $100Transaction Fee: $5Staff Fees:

Classroom (Non-Profit/Schools)
Hourly rate: $30Additional Fees: Set up/tear down fee: $25 flat rateRefundable Deposit: $100Transaction Fee: $5Staff Fees: After Hour Rate: $40/hour Classroom (Private Party)
Hourly rate: $40Additional Fees: Set up/tear down fee: $25 flat rateRefundable Deposit: $100Transaction Fee: $5Staff Fees: After Hour Rate: $40/hour Overnight (Sat 2pm- Sun 10am)
Hourly rate:
$320 flat rate to reserve the whole park
(no per camper fee charged)
Additional Fees:

Per camper fee: $6/ per adults and $5/
per kids (If only reserving one site)
Refundable Deposit: $100Transaction Fee: $5Staff Fees: $340 flat rate Torrance
Picnic Area Day Use (Private Party)
$50-$200 (Resident)
$75-$300( Non-Resident)

N/AN/AN/AN/AN/AN/AN/AN/AN/AN/A
Wilson Amphitheater
$150 (Resident)
$200 ( Non-Resident)
N/A
N/AN/A
Meeting Room (Non-Profit)
$0 (Resident) & $40 ( Non-Resident)

N/AN/AN/A
Meeting Room (Private)
$40 (Resident) & $50 ( Non-Resident)

N/AN/AN/AN/A
Overnight (Sat 2pm- Sun 10am)

N/AN/AN/AN/AN/A

FACILITIES AND FIELDS
Redondo Beach El Segundo Gardena Hawthorne
Aviation Gym Sports Center
Large Gym (12,000 sq. ft.) $100.00 N/A
$200 - 4 hrs (Resident) - $50/hour
$250 - 4 hrs (non-Resident) - $62.50/hour N/A
Small Gym (6,300 sq.ft.) $75.00 N/A
$40 - 1.5 hrs (Resident) - $26.67/hour
$50 - 1.5 hrs (non-Resident) - $33.33/hour N/A
Dance Room (1,221 sq. ft.) $40.00 N/A N/A N/A
Kitchen $10.00 N/A N/A N/AStaff $16.00 N/A N/A N/AEquipment Redondo Beach El Segundo Gardena Hawthorne
Aviation Field Hourly Rate Campus El Segundo Hourly Rate Sports Field (track/soccer field) $125.00
$60 (Non-Profit/Individual) $120 (For Profit) $180
(Non-Resident Groups)
$175 - 4 hrs (Resident) - $43.75/hour
$251 - 4 hrs (non-Resident) - $62.75/hour
N/A The City of Hawthorne does not have a
soccer field.

Field Lights $25.00
$0 (Non-Profit/Individual) $20.50 (For Profit) $20.50
(Non-Resident Groups) $35-$40 N/A
Artifical Turf facility Two - Synthetic turf fields. 100 x 65 yard Redondo Beach El Segundo Gardena Hawthorne
Parks and Playfields Hourly Rate Parks Parks
Perry Park $25.00 $12/Half Hour (Acacia Park) - $24/hour $75 - 4 hours ($18.75/hour) $21 (15 to 50 people), $34(51-100), $53
(100+people)
Dominguez Park $25.00 N/A N/A
$21 (15 to 50 people), $34(51-100), $53
(100+people)
Julia Field $25.00 $30/Half Hour (Raytheon Field) - $60/hour N/A N/AFullton Playfield $20.00 $30.50 per hour for El Segundo residents with a valid
Recreation ID $61 per hour - El Segundo resident
without a valid Recreation ID $91 per hour – NonResident user (George Brett Field & Softball Field) N/A N/A

FACILITIES AND FIELDS
Redondo Beach
Aviation Gym
Large Gym (12,000 sq. ft.) $100.00Small Gym (6,300 sq.ft.) $75.00Dance Room (1,221 sq. ft.) $40.00Kitchen $10.00Staff $16.00Equipment Redondo Beach
Aviation Field Hourly Rate
Sports Field (track/soccer field) $125.00Field Lights $25.00Artifical Turf facility Redondo Beach
Parks and Playfields Hourly Rate
Perry Park $25.00Dominguez Park $25.00Julia Field $25.00Fullton Playfield $20.00 Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes $31 - Non-Profit
$67 - Commercial
$30 - Res Non-Profit
$40 - Res Private
$50 - Non-Res Non-Profit
$60 - Non-Res Private N/A N/A
N/A
$30 - Res Non-Profit
$40 - Res Private
$50 - Non-Res Non-Profit
$60 - Non-Res Private N/A N/A

N/A N/A N/A N/A

N/A N/A N/A N/AN/A N/A N/A N/A
Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Clark Field
Used only for practices and not
tournaments. Use requires a contract
and special Event permit.
$30 - Res Non-Profit
$40 - Res Private
$50 - Non-Res Non-Profit
$60 - Non-Res Private
$45.50/hr for grass field (Residents)
$122.50 for artifical turf field (Residents)
and $52/hr for grass field $140/hour for
artifical turf field Non Residents
N/A The City of Rancho Palos Verdes does
not have a soccer field.

N/A N/A N/A N/A
Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Parks Parks
$52 for 4 hours ($13/hr) plus $26
application fee N/A N/A N/A

N/A N/A N/A N/A
N/A N/A N/A N/AN/A N/A $122.50 $140 $175 N/A

FACILITIES AND FIELDS
Redondo Beach
Aviation Gym
Large Gym (12,000 sq. ft.) $100.00Small Gym (6,300 sq.ft.) $75.00Dance Room (1,221 sq. ft.) $40.00Kitchen $10.00Staff $16.00Equipment Redondo Beach
Aviation Field Hourly Rate
Sports Field (track/soccer field) $125.00Field Lights $25.00Artifical Turf facility Redondo Beach
Parks and Playfields Hourly Rate
Perry Park $25.00Dominguez Park $25.00Julia Field $25.00Fullton Playfield $20.00 Torrance
Dee Hardison Sport Center at
Wilson Park
$80/Hour (Non-Profit) $100/Hour (Private)
$180 (Commercial) (2 Courts/Whole gym)
$40/Hour (Non-Profit) $50/Hour (Private) $90
(Commercial) (1 Court)
Multi-Purpose Room Hourly Rental$40/Hour
(Non-Proft)$50/Hour (Private) $90/Hour
(Commercial)
N/A
$18/Hour
$18/Hour (scoreboard rental)
Torrance
LA Galaxy Sports Complex
NonPeak Hourly - $85-$135/hour
Peak Hourly - $85-$160/hour
$15
Yes
Torrance

N/AN/AN/AN/A

FACILITIES AND FIELDS
Redondo Beach El Segundo Gardena Hawthorne
Senior Centers Anderson & Perry Park Senior Centers Joslyn Center (Hourly Rate) Hawthorne Senior CenterFacility Dimensions Social Hall for 150 people N/A N/AHourly Rate Profit/ Nonprofit $50/$40 $50 per Hour (With Rec ID discount.Rec ID is $15.)
Resident $100 per Hour Residents $150 per hour) NonResident N/A Available for Nonprofits. Rates vary.

Hourly Patio Use Profit/ Nonprofit $30/$20 N/A N/A N/ASet up/Tear down fee: - N/A N/A N/AMaintenance Fee: $25 N/A N/A N/AKitchen Fee: 75 N/A N/A N/ARefundable Deposit: $300 $203 N/A N/ATransaction Fee: $5 N/A N/A N/AAfter-hours Hrly Rate: - N/A N/A N/AStaff Fee: $30/hr $25/hr (staffing fee for additional hours. Beyond
normal center operating hours) N/A N/A
Veterans Park Senior Center
Hourly Rate Profit/ Nonprofit $125/ $100Meeting Room use hourly $40Patio Use Fee: $40Set up/Tear down fee: - Maintenance Fee: $25Kitchen Fee: $75Refundable Deposit: $300Transaction Fee: $5After-hours Hrly Rate: - Staff Fee: $35/hr

FACILITIES AND FIELDS
Redondo Beach
Senior Centers Anderson & Perry Park Senior CentersFacility DimensionsHourly Rate Profit/ Nonprofit $50/$40Hourly Patio Use Profit/ Nonprofit $30/$20Set up/Tear down fee: - Maintenance Fee: $25Kitchen Fee: 75Refundable Deposit: $300Transaction Fee: $5After-hours Hrly Rate: - Staff Fee: $30/hr Veterans Park Senior Center
Hourly Rate Profit/ Nonprofit $125/ $100Meeting Room use hourly $40Patio Use Fee: $40Set up/Tear down fee: - Maintenance Fee: $25Kitchen Fee: $75Refundable Deposit: $300Transaction Fee: $5After-hours Hrly Rate: - Staff Fee: $35/hr Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verdes Five-0 Senior Center William E. Hofmann Community Center Joslyn Community Center N/A N/A Banquet Hall N/A (City does not have a Senior center.) N/A (Senior Center recieves funding and
is used exculsively by Seniors.)
N/A (Senior Center is not available for
rentals because of Covid.)
$165 per hour (Resident) $200 per hour
(Non-Resident) Ocean Banquet Hall N/A
N/A N/A N/A N/AN/A N/A N/A N/AN/A N/A N/A N/AN/A N/A $35 per hour (Resident) $45 (Non-Resident ) N/AN/A N/A $300 (indoor facilities with 100 or more
people in attendance) N/A

N/A N/A N/A N/AN/A N/A N/A N/AN/A N/A N/A N/A

FACILITIES AND FIELDS
Redondo Beach
Senior Centers Anderson & Perry Park Senior CentersFacility DimensionsHourly Rate Profit/ Nonprofit $50/$40Hourly Patio Use Profit/ Nonprofit $30/$20Set up/Tear down fee: - Maintenance Fee: $25Kitchen Fee: 75Refundable Deposit: $300Transaction Fee: $5After-hours Hrly Rate: - Staff Fee: $30/hr Veterans Park Senior Center
Hourly Rate Profit/ Nonprofit $125/ $100Meeting Room use hourly $40Patio Use Fee: $40Set up/Tear down fee: - Maintenance Fee: $25Kitchen Fee: $75Refundable Deposit: $300Transaction Fee: $5After-hours Hrly Rate: - Staff Fee: $35/hr Torrance South Pasdena
Barlett Senior Citizens Center South Pasdena Senior Center N/A (Senior center is not available for rent). N/A
N/A
$90/Hour (Resident) $112/Hour (Non-Resident)
$101/Hour (Non-Profit)
N/A N/AN/A N/AN/A $56N/A $280N/A N/AN/A N/AN/A N/AN/A $45 2 RECREATION PROGRAMS

RECREATION PROGRAMS
Redondo Beach Notes El Segundo Notes Gardena Notes
Fees/ PermitsRegistration Fee (per program) $5.00 Online registration Fee N/A A 2.75% fee is applied for credit card transaction. $2.75 Special Event application fee $50 N/A N/AMoon Bounce Permit Fee - Resident $35.00 Anderson, Franklin, and Alta Vista Parks $50.00 Surcharge per event $30Moon Bounce Permit Fee - Non Resident $55.00 Anderson, Franklin, and Alta Vista Parks $75.00 Surcharge per event $30Street Banner Permit/ Installation: King Harbor Sign $400.00 for 2 weeks N/A N/A Street Banner Permit/ Installation: Inglewood/ Artesia $325.00 for 2 weeks N/A N/AStreet Banner Permit/ Installation: Prospect/ Del Amo $325.00 for 2 weeks N/A N/AStreet Banner Permit/ Installation: PCH/ Elena $275.00 for 2 weeks N/A N/A Passport Processing Fee $35 N/A $35
Redondo Beach Notes El Segundo Notes Gardena Notes
Afterschool Program1st child $200.00 per session--9 sessions total N/A N/A2nd child $100.00 per session--9 sessions total N/A N/AEvery child thereafter $50.00 per session--9 sessions total N/A N/A Redondo Beach Notes El Segundo Notes Gardena Notes
School Year Camps (9 hrs. per day)
Thanksgiving Camp $125.00 3 days N/A $130.00 per weekWinter Break Camp $200.00 per week N/A $130.00 per weekSpring break Camp $200.00 per week N/A $130.00 per week Redondo Beach Notes El Segundo Notes Gardena Notes
Summer Camps
Anderson Camp (Rec Camp) (9 hrs./day; 5 days) $225.00 per week $499.00 Per Week. Champ Camp @ the Beach (6 hrs./days; 5 days) N/A Beach Camp @ Seaside Lagoon (9 hrs./day; 5 days) $260.00 per week $250.00 Per Week. Camp Cowbunga (9 hrs./day; 5 days) N/A
Sports Camp @ Perry (9 hrs./day; 5 days) $260.00 per week $255.00 Per Week. Welcome Spanish (3 hrs./day; 5 days) N/A
Wilderness Camp (Rec Camp) (9 hrs./day; 5 days) $225.00 per week $220*-$275 Per Week. *Discount with valid Rec ID. Basketball Camp (3rd-8th Grade) (3 hrs./day; 5 days) N/A Knob Hill Volleyball Camp (3.5 hrs./day; 5 days) $160.00 per week $149*-$186 Per Week. *Discount with Valid Rec IDUK Soccer (4-14 Years) (3 hrs./day; 5 days) N/A

RECREATION PROGRAMS
Redondo Beach
Fees/ PermitsRegistration Fee (per program) $5.00Special Event application fee $50Moon Bounce Permit Fee - Resident $35.00Moon Bounce Permit Fee - Non Resident $55.00Street Banner Permit/ Installation: King Harbor Sign $400.00Street Banner Permit/ Installation: Inglewood/ Artesia $325.00Street Banner Permit/ Installation: Prospect/ Del Amo $325.00Street Banner Permit/ Installation: PCH/ Elena $275.00 Passport Processing Fee $35
Redondo Beach
Afterschool Program1st child $200.002nd child $100.00Every child thereafter $50.00 Redondo Beach
School Year Camps (9 hrs. per day)
Thanksgiving Camp $125.00Winter Break Camp $200.00Spring break Camp $200.00 Redondo Beach
Summer Camps
Anderson Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Beach Camp @ Seaside Lagoon (9 hrs./day; 5 days) $260.00Sports Camp @ Perry (9 hrs./day; 5 days) $260.00Wilderness Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Knob Hill Volleyball Camp (3.5 hrs./day; 5 days) $160.00 Hawthorne Notes Hermosa Beach Notes
N/A
City does not charge a registeration fee but does charge a $1.50 transaction fee for a credit card payment. N/A N/A
Comercial Event on Private Property - $585
Commercial Event in Public R-O-W - $996
N/A $26N/A $26N/A N/A

N/A N/AN/A N/AN/A N/AN/A N/A
Hawthorne Notes Hermosa Beach Notes
N/A
Session 1 - $696.63Session 2 - $601.35Session 3 - $601.35 Each session is approximately 3 months

N/A N/AN/A N/A
Hawthorne Notes Hermosa Beach Notes

N/A N/AN/A N/AN/A
$198-$330* (Resident)
$208-$340* (Non-Resident)
5 classes-Spring BreakTennis Camp & Super Soccer Stars* Hawthorne Notes Hermosa Beach Notes
N/A $330 (Resident) $340 (Non-Resident)
Musical Theatre: Act, Sing & Dance Camp 3 hrs./days; 5 days) N/A $314 (Resident) $324 (Non-Resident)
Beachsports Skate Camp 5hrs/days; 5 days
N/A $150 (Resident) $160 (Non-Resident)
Youth Volleyball Camp 3 hrs./days; 5 days
N/A $192.50 (Resident) $202.50 (Non-Resident)
Adventures in STEM using Lego Materials Summer Camp 3 hrs./days, 5 days $55.00 per week (4 hr/day; 5 days) $330 Resident) $340 (Non-Resident) Sinjin Smith Summer Beach Volleyball Advanced Camp 3 hrs./days, 5 days

RECREATION PROGRAMS
Redondo Beach
Fees/ PermitsRegistration Fee (per program) $5.00Special Event application fee $50Moon Bounce Permit Fee - Resident $35.00Moon Bounce Permit Fee - Non Resident $55.00Street Banner Permit/ Installation: King Harbor Sign $400.00Street Banner Permit/ Installation: Inglewood/ Artesia $325.00Street Banner Permit/ Installation: Prospect/ Del Amo $325.00Street Banner Permit/ Installation: PCH/ Elena $275.00 Passport Processing Fee $35
Redondo Beach
Afterschool Program1st child $200.002nd child $100.00Every child thereafter $50.00 Redondo Beach
School Year Camps (9 hrs. per day)
Thanksgiving Camp $125.00Winter Break Camp $200.00Spring break Camp $200.00 Redondo Beach
Summer Camps
Anderson Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Beach Camp @ Seaside Lagoon (9 hrs./day; 5 days) $260.00Sports Camp @ Perry (9 hrs./day; 5 days) $260.00Wilderness Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Knob Hill Volleyball Camp (3.5 hrs./day; 5 days) $160.00 Lawndale Notes Manhattan Beach Notes
N/A
Registration fee is included in cost of class.

5.84% of class cost are charged for
online registration. This charge is
waived if you register in person.

N/A N/AN/A N/AN/A N/AN/A N/A

N/A N/AN/A N/AN/A N/AN/A N/A
Lawndale Notes Manhattan Beach Notes
N/A
^$389/month (Resident) $428/month
(Non-Resident)
*$199/month (Resident) $219/month
(Non-Resident)
^Sept 1 to May 31 session*June 1 session
N/A 10% discountN/A 10% discount
Lawndale Notes Manhattan Beach Notes
N/A $120 (Resident) $132 (Non-Resident) 3 daysN/A $199 (Resident) $220 (Non-Resident) per weekN/A $199 (Resident) $220 (Non-Resident) per week Lawndale Notes Manhattan Beach Notes
$100 (Resident)
$140 (NonResident) per week (M-Th) $299 (Resident) $329 (Non-Resident) per week N/A $210 (Resident) $231 (Non-Resident) per week
N/A wide variety of feesN/A N/A per week
N/A N/A per week

RECREATION PROGRAMS
Redondo Beach
Fees/ PermitsRegistration Fee (per program) $5.00Special Event application fee $50Moon Bounce Permit Fee - Resident $35.00Moon Bounce Permit Fee - Non Resident $55.00Street Banner Permit/ Installation: King Harbor Sign $400.00Street Banner Permit/ Installation: Inglewood/ Artesia $325.00Street Banner Permit/ Installation: Prospect/ Del Amo $325.00Street Banner Permit/ Installation: PCH/ Elena $275.00 Passport Processing Fee $35
Redondo Beach
Afterschool Program1st child $200.002nd child $100.00Every child thereafter $50.00 Redondo Beach
School Year Camps (9 hrs. per day)
Thanksgiving Camp $125.00Winter Break Camp $200.00Spring break Camp $200.00 Redondo Beach
Summer Camps
Anderson Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Beach Camp @ Seaside Lagoon (9 hrs./day; 5 days) $260.00Sports Camp @ Perry (9 hrs./day; 5 days) $260.00Wilderness Camp (Rec Camp) (9 hrs./day; 5 days) $225.00Knob Hill Volleyball Camp (3.5 hrs./day; 5 days) $160.00 Rancho Palos
Verdes Notes Torrance Notes
N/A
No registration fee is charged with class registration. Cost is absorbed by City.

2.19% of class cost is
charged per class.
$300
Processed by Public Works Department, with various fee exemptions N/A N/A Anderson, Franklin, and Alta Vista Parks $35N/A Anderson, Franklin, and Alta Vista Parks $35N/A N/A

N/A N/AN/A N/AN/A N/AN/A N/A
Rancho Palos
Verdes Notes Torrance Notes
N/A
$598 (Resident)
$624 (Non-Resident) per session -3 sessions

N/A N/AN/A N/A
Rancho Palos
Verdes Notes Torrance Notes
N/A N/A 3 daysN/A N/A per weekN/A
$138 (Resident)
$153 (Non-Resident) per week
Rancho Palos
Verdes Notes Torrance Notes
N/A
$248-$275 (Resident)
$268-$295 (Non-Res) per week
N/A N/A per weekN/A
$248-$275 (Resident)
$268-$295 (Non-Res) per week
N/A
$248-$275 (Resident)
$268-$295 (Non-Res) per week
N/A N/A per week

2.19% of the class cost

RECREATION PROGRAMS
Redondo Beach Notes El Segundo Notes Gardena Notes
Technology assistance at Veterans SC $5 30 mins N/A N/ATechnology assistance at Veterans SC $10 1 hour N/A N/AVeterans Senior Center Membership dues $10 per year (classified as donations) N/A N/AExcursions Range $25-$100 varies per excursion N/A N/APerry Park Child Development Classes (run by city staff)Preppy K (3 hrs.) $480.00 16 classes per session N/A N/A Kinderstarter (3 hrs.) $450.00 15 classes per session N/A N/A Kinderstarter - Fridays (3 hrs.) $210.00 7 classes per session N/A N/ASailing (run by city staff)Sailing ASA 101 (3 hrs./day) $350.00 5 week; total of 15 hours N/A N/ASailing ASA 103 (3 hrs./day) $350.00 5 week; total of 15 hours N/A N/ASailing ASA 105 (2 hrs./day) $350.00 6 weeks; total of 12 hours N/A N/AChallenge $250.00 1 time fee N/A N/ASailing Club $300.00 per year N/A N/AContract Class Fees are not included since the contractor determines the rate. Senior & Family Services Division Fees Charged

RECREATION PROGRAMS
Redondo Beach
Technology assistance at Veterans SC $5Technology assistance at Veterans SC $10 Veterans Senior Center Membership dues $10 Excursions Range $25-$100Perry Park Child Development Classes (run by city staff)Preppy K (3 hrs.) $480.00Kinderstarter (3 hrs.) $450.00Kinderstarter - Fridays (3 hrs.) $210.00Sailing (run by city staff)Sailing ASA 101 (3 hrs./day) $350.00Sailing ASA 103 (3 hrs./day) $350.00Sailing ASA 105 (2 hrs./day) $350.00Challenge $250.00Sailing Club $300.00Contract Class Fees are not included since the contractor determines the rate. Senior & Family Services Division Fees Charged Hawthorne Notes Hermosa Beach Notes

N/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/A

RECREATION PROGRAMS
Redondo Beach
Technology assistance at Veterans SC $5Technology assistance at Veterans SC $10 Veterans Senior Center Membership dues $10 Excursions Range $25-$100Perry Park Child Development Classes (run by city staff)Preppy K (3 hrs.) $480.00Kinderstarter (3 hrs.) $450.00Kinderstarter - Fridays (3 hrs.) $210.00Sailing (run by city staff)Sailing ASA 101 (3 hrs./day) $350.00Sailing ASA 103 (3 hrs./day) $350.00Sailing ASA 105 (2 hrs./day) $350.00Challenge $250.00Sailing Club $300.00Contract Class Fees are not included since the contractor determines the rate. Senior & Family Services Division Fees Charged Lawndale Notes Manhattan Beach Notes
N/A N/AN/A N/AN/A N/AN/A $2-$41 & $10 refundable deposit varies per excursionN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/A

RECREATION PROGRAMS
Redondo Beach
Technology assistance at Veterans SC $5Technology assistance at Veterans SC $10 Veterans Senior Center Membership dues $10 Excursions Range $25-$100Perry Park Child Development Classes (run by city staff)Preppy K (3 hrs.) $480.00Kinderstarter (3 hrs.) $450.00Kinderstarter - Fridays (3 hrs.) $210.00Sailing (run by city staff)Sailing ASA 101 (3 hrs./day) $350.00Sailing ASA 103 (3 hrs./day) $350.00Sailing ASA 105 (2 hrs./day) $350.00Challenge $250.00Sailing Club $300.00Contract Class Fees are not included since the contractor determines the rate. Senior & Family Services Division Fees Charged Rancho Palos
Verdes Notes $68per courtt Notes Cost for renting gym at Wilson Park N/A N/A 30 minsN/A Free 1 hour (every Thursday)N/A $5 per year (classified as donations)N/A N/A varies per excursionN/A $374 (Resident)
$394 (Non-Resident) 30 classes per session (Fun and Friends) $140.00
8 classes per session. 45 minutes- Thursday (Early Childhood Music Class - Preschool) $259 (Resident)
$279 (Non-Resident) 15 classes per session (Lollipop Tree)

N/AN/A N/AN/A N/AN/A N/AN/A N/AN/A N/A

RECREATION PROGRAMS
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach Rancho Palos Verde Torrance Adult Sports Cost per teamMens Softball $425.00 N/A N/A N/A $346 Resident
$356 (Non-Resident)
Slow Pitch Softball N/A $485.00 N/A
$625 Resident Team
$645 Non-Resident
Team
Co-ed Softball $425.00 N/A $300.00 N/A N/A N/A $485.00 N/A $625 Resident Team
$645 Non-Resident
Team
Mens Basketball $300.00
$203.00 Resident
$243.00 (Non-Resident) N/A N/A N/A N/A N/A N/A $725.00
Co-ed Volleyball $250.00 N/A N/A N/A
$330.00 Resident
$340.00 (Non-Resident)
Beach Volleyball N/A
$160 Resident $176
Non-Resident (Beach
Volleyball) N/A N/A
Non Resident Fee $3.00 N/A N/A N/A N/A N/A N/A N/A N/A
3 ALTA VISTA TENNIS CENTER

TENNIS COURTS - ADULT PRIME TIME
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
RESIDENT $8 $15 N/A N/A $11 N/A $10 N/A N/ANON-RESIDENT $8 $15 N/A N/A $11 N/A $14 N/A N/A $0$2$4$6$8
$10$12$14$16
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach
Rancho Palos
Verdes
Torrance
Tennis Court Per Hour - Adult Prime Time

RESIDENT NON-RESIDENT

TENNIS COURTS - ADULT NON-PRIME
TIME
Redondo
Beach El Segundo Gardena Hawthorne
Hermosa
Beach Lawndale
Manhattan
Beach
Rancho
Palos
Verdes Torrance
RESIDENT $6 $15 N/A N/A $9 N/A $10 N/A N/ANON-RESIDENT $6 $15 N/A N/A $9 N/A $14 N/A N/A $0$2$4$6$8
$10$12$14$16
Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan Beach
Rancho Palos
Verdes
Torrance
Tennis Court Per Hour - Adult Non-Prime Time

RESIDENT NON-RESIDENT

TENNIS CENTER
Redondo Beach Redondo Beach El Segundo Gardena Hawthorne Hermosa Beach Lawndale Manhattan
Beach
Rancho Palos
Verdes Torrance
Tennis court rates per hour Recreation Park
Community CenterTennis Courts Pointe Vicente Park Wilson Park Adult Prime: $8 $15 (Resident) Free
Free and tennis courts
are available on a first
come first serve basis.
$9 per hour (8 AM7PM) $11 per hour
(7PM-10 PM: Lighted
courts) N/A $10 (Resident)
Free and tennis
courts are
available on a
first come first
serve basis.

Tennis courts
are available
on a first come
first serve
policy. Free.

Adult Non-Prime: $6 $15 per hour Free
Free and tennis courts
are available on a first
come first serve basis. N/A
$14 (NonResident)
Free and tennis
courts are
available on a
first come first
serve basis.

Tennis courts
are available
on a first come
first serve
policy. Free.

Senior Non-Prime: $5 $15 per hour Free
Free and tennis courts
are available on a first
come first serve basis. N/A
Free and tennis
courts are
available on a
first come first
serve basis.

Tennis courts
are available
on a first come
first serve
policy. Free.

Youth Non-Prime: $5 $15 per hour $135 for 5 classes
Free and tennis courts
are available on a first
come first serve basis. N/A
Free and tennis
courts are
available on a
first come first
serve basis.

Tennis courts
are available
on a first come
first serve
policy. Free.

Tennis Pros: $10 per hour N/A N/A
$17 per hour (8 AM7PM) $22 per hour
(7PM-10 PM: Lighted
courts) N/A
Contact Tennis Pro
for fees N/A N/A
Racquetball
Adult Prime $10 $10 per hour N/A N/A N/A N/A N/A N/A
Adult Non-Prime: $8 $10 per hour N/A N/A N/A N/A N/A N/A Senior Non-Prime: $6 $10 per hour N/A N/A N/A N/A N/A N/A Youth Non-Prime: $0 $10 per hour N/A N/A N/A N/A N/A N/A Round Robin
$5 Recreation Park N/A N/A N/A N/A N/A
Membership/Accessories Hourly Rate
Membership: $15/year (required to play on courts) $15 N/A N/A $17 (Resident) $30 (Preapproved Private
Instructor) N/A N/A N/A
$50 (Residents)
$75 (NonResident)
Tennis Balls: $3.75 N/A N/A N/A N/A N/A N/A N/A
Lights: 3/hour N/A N/A N/A N/A N/A N/A N/A
Pro Lights: $5/hour N/A N/A N/A N/A N/A N/A N/A
Marine Leauge Matches: $96 (3 courts for 4 hours) N/A N/A N/A N/A N/A N/A N/A N/A USTA League Matches: $48 (3courts for 2 hours) N/A N/A N/A N/A N/A N/A N/A N/A 4 SEASIDE LAGOON

SEASIDE LAGOON
Rental Rental
Description Fee Description FeeRates (pp) Rates (pp) CommentAdult (18+) $8.00 Adult (18+) $5 (18-59 years) $4 (Seniors) (May to June or June to August includes access to waterslides, shallow pool & Aquaplay structure) Child (2-17) $6.00 Child (2-17) $4.50
(May to June or June to August includes access to waterslides, shallow pool & Aquaplay structure) Under 2 $0 Under 2 $1
(May to June or June to August includes access to waterslides, shallow pool & Aquaplay structure) Group Rates (pp) Group Rates (pp)Adult (18+) $6.00 Adult (18+)Child (2-17) $5.00 Child (2-17)Under 2 $0 Under 2Season Passes Season PassesFamily of 4 $150.00 Family of 4Additional Family Member $30.00 Additional Family MemberIndividual $80.00 Individual $80 (Summer Rec Swim Pass from June to August )Seniors (Over 60) $35.00 Seniors (Over 60)Look-up fee with photo ID $2.00 Look-up fee with photo IDCard replacement $6.00 Card replacementPicnic Tables w/ BBQ Picnic Tables w/ BBQOne Table Area with Barbecue $50.00 One Table Area with BarbecueTwo Table Area with Barbecue $100.00 Two Table Area with BarbecueAdditional Charges for Table Rental Additional Charges for Table RentalEach Additional 15 minutes past 5:00pm $50.00 Each Additional 15 minutes past 5:00pmInadequate clean-up $100.00 Inadequate clean-up

SEASIDE LAGOON FEES LOMPOC AQUATIC CENTER

SEASIDE LAGOON
Rental
Description FeeRates (pp)Adult (18+) $8.00Child (2-17) $6.00Under 2 $0Group Rates (pp)Adult (18+) $6.00Child (2-17) $5.00Under 2 $0Season PassesFamily of 4 $150.00Additional Family Member $30.00Individual $80.00Seniors (Over 60) $35.00Look-up fee with photo ID $2.00Card replacement $6.00Picnic Tables w/ BBQOne Table Area with Barbecue $50.00Two Table Area with Barbecue $100.00Additional Charges for Table RentalEach Additional 15 minutes past 5:00pm $50.00Inadequate clean-up $100.00

SEASIDE LAGOON FEES
Rental
Description FeeRates (pp)Adult (18+) $25 (General) $20 (Seniors)Child (2-17) $25 (48 inches and above) $20 (under 48 inches) Under 2 Free (2 and under free)Group Rates (pp)Adult (18+)Child (2-17)Under 2Season PassesFamily of 4 N/AAdditional Family Member Children (2 and under free)Individual $65.00Seniors (Over 60) $65.00Look-up fee with photo IDCard replacementPicnic Tables w/ BBQOne Table Area with BarbecueTwo Table Area with BarbecueAdditional Charges for Table RentalEach Additional 15 minutes past 5:00pmInadequate clean-up

LA MIRADA SPLASH WATER PARK

SEASIDE LAGOON
Rental
Description FeeRates (pp)Adult (18+) $8.00Child (2-17) $6.00Under 2 $0Group Rates (pp)Adult (18+) $6.00Child (2-17) $5.00Under 2 $0Season PassesFamily of 4 $150.00Additional Family Member $30.00Individual $80.00Seniors (Over 60) $35.00Look-up fee with photo ID $2.00Card replacement $6.00Picnic Tables w/ BBQOne Table Area with Barbecue $50.00Two Table Area with Barbecue $100.00Additional Charges for Table RentalEach Additional 15 minutes past 5:00pm $50.00Inadequate clean-up $100.00

SEASIDE LAGOON FEES
Rental
Description FeeRates (pp)Adult (18+)Child (2-17)Under 2Group Rates (pp)Adult (18+)Child (2-17)Under 2Season PassesFamily of 4Additional Family MemberIndividual Seniors (Over 60)Look-up fee with photo IDCard replacementPicnic Tables w/ BBQOne Table Area with BarbecueTwo Table Area with BarbecueAdditional Charges for Table RentalEach Additional 15 minutes past 5:00pmInadequate clean-up

SANTA CLARITA SPLASH

SEASIDE LAGOON
Rental 151-300 301-capacity Rental 151-300 301-capacity Description Fee Per Person Fee Per Person Fee Description Fee Per Person Fee Per Person FeeExclusive Use Exclusive UseDay Party - Weekday, 10am-4pm $950.00 $3.00 $1.75 Rentals $190/hr (Private-Non-profit) $200/hr + up to 5% of gross (Commercial)Entire Activity Pool (AquaPlay, Activity Lap Pool, & Water Slides) $150/hr (Private- Non-profit) $160/hr + up to 5% of gross (CommercialWater Slides & Lap Pool) $20 (per hour for every 25 persons over rental maximum of 100 people) $20 (per hour for every 25 persons over
rental maximum of 100 people)
Night Party - Weekday, 6pm-10pm $575.00 $3.00 $1.75 Birthday Package 1 - $300 - Includes 90 minutes use of the entire Activity Pool area – AquaPlay, lap pool, and water slides.$395-2-hour rental time $20 (per hour for every 25 persons over rental maximum of 100 people) $20 (per hour for every 25 persons over
rental maximum of 100 people)
Night Party - Weekend, 6pm-midnight $900.00 $3.00 $1.75 Birthday Package 2 - $275 -Includes 90 minutes use of the AquaPlay and lap pool (water slides not included.) $355-2-hour rental time $20 (per hour for every 25 persons over rental maximum of 100 people) $20 (per hour for every 25 persons over
rental maximum of 100 people)
In-Season In-SeasonDay Party - Any day, 10am-4pm $750.00 $3.00 $1.75 Day Party - Any day, 10am-4pmSchools - Weekday, 10am-4pm $350.00 $1.00 $1.00 Schools - Weekday, 10am-4pmEntire Day Entire DayAll Day/Night - 10am-midnight $1,500.00 $3.75 $1.75 All Day/Night - 10am-midnightAdditional Charges Additional ChargesTables and Chairs $65.00 Tables and ChairsKitchen and Refrigerator usage $30.00 Kitchen and Refrigerator usageOvertime fee - set-up time or take-down $100.00 per hour Overtime fee - set-up time or take-down Additional Liguard fee $20.00 an hour per lifeguardFacilities notes:
• AquaPlay Structure. Zero-depth pool, 2 small slides, water bucket, interactive spray features• Activity Lap Pool. Four lane, 25-yard lap pool, 85°F, 3.6 to 4.6 feet deep • Water Slides. Two 125-foot elevated water slides SEASIDE LAGOON LARGE PARTY RENTALS Additional Fees LOMPOC AQUATIC CENTER Additional Fees

SEASIDE LAGOON
Rental 151-300 301-capacity
Description Fee Per Person Fee Per Person FeeExclusive UseDay Party - Weekday, 10am-4pm $950.00 $3.00 $1.75Night Party - Weekday, 6pm-10pm $575.00 $3.00 $1.75Night Party - Weekend, 6pm-midnight $900.00 $3.00 $1.75In-SeasonDay Party - Any day, 10am-4pm $750.00 $3.00 $1.75Schools - Weekday, 10am-4pm $350.00 $1.00 $1.00Entire DayAll Day/Night - 10am-midnight $1,500.00 $3.75 $1.75Additional ChargesTables and Chairs $65.00Kitchen and Refrigerator usage $30.00Overtime fee - set-up time or take-down $100.00 per hour SEASIDE LAGOON LARGE PARTY RENTALS Additional Fees
Rental 151-300 301-capacity
Description Fee Per Person Fee Per Person FeeExclusive UseDay Party $475 (Pirate Party Area-15 General Admission Passesto Buccaneer Bay & 20'X10' private shaded area for 15 to 20 people) $510 (Captain's Party Area-15 General Admission Passes to Buccaneer Bay & 20'X10' private shaded area located near entrance of lazy river for 15 to 20 people) N/A N/A Night Party - Weekday, 6pm-10pmNight Party - Weekend, 6pm-midnightIn-SeasonDay Party - Any day, 10am-4pmSchools - Weekday, 10am-4pmEntire DayAll Day/Night - 10am-midnightAdditional ChargesTables and ChairsKitchen and Refrigerator usageOvertime fee - set-up time or take-down LA MIRADA SPLASH WATER PARK Additional Fees

SEASIDE LAGOON
Rental 151-300 301-capacity
Description Fee Per Person Fee Per Person FeeExclusive UseDay Party - Weekday, 10am-4pm $950.00 $3.00 $1.75Night Party - Weekday, 6pm-10pm $575.00 $3.00 $1.75Night Party - Weekend, 6pm-midnight $900.00 $3.00 $1.75In-SeasonDay Party - Any day, 10am-4pm $750.00 $3.00 $1.75Schools - Weekday, 10am-4pm $350.00 $1.00 $1.00Entire DayAll Day/Night - 10am-midnight $1,500.00 $3.75 $1.75Additional ChargesTables and Chairs $65.00Kitchen and Refrigerator usage $30.00Overtime fee - set-up time or take-down $100.00 per hour SEASIDE LAGOON LARGE PARTY RENTALS Additional Fees
Rental 151-300 301-capacity
Description Fee Per Person Fee Per Person FeeExclusive UseDay Party - Weekends only from June to September $280 (Large Pool Party) (50 person-maximum-3 Tables)$200 (Medium Pool Party) (35 personmaximum-2 tables) $150 (Small Pool Party-25 person-maximum-2 Tables) N/A N/A Night Party - Weekday, 6pm-10pmNight Party - Weekend, 6pm-midnight In-SeasonDay Party - Any day, 10am-4pmSchools - Weekday, 10am-4pmEntire DayAll Day/Night - 10am-midnightAdditional ChargesTables and ChairsKitchen and Refrigerator usageOvertime fee - set-up time or take-down SANTA CLARITA SPLASH Additional Fees

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 #67
June 15, 2023
Question:

What is the cost to install new directory signage for waterfront businesses, including digital signs?
Response:

Currently, the City has a contract with NUVIS to revitalize parts of Seaside Lagoon and the promenade as part of the Waterfront Amenities Plan. The scope of this ongoing contract includes updating the signage & wayfinding along the promenade. Directional signs will be used along the future promenade to help make visitors aware of the various businesses and amenities throughout the entire waterfront, while also further beautifying the shared spaces of King Harbor. Staff has been asked to explore the costs associated with updating two existing directory signs (to replace the existing ones near Kincaid’s & the George Freeth Statue) as well as the costs associated with installation of blade signs for the waterfront business community. Staff has researched the potential purchasing and installation costs for each type of sign.

Electronic Directory
The Information Technology (IT) Department currently operates a digital signage platform capable of displaying static signage, directory listings, news, information, maps, and rotating images/text in a slideshow format. The system is highly configurable and low cost, requiring only a small digital sign unit and a television screen which could be mounted in the existing sign cabinetry at both of the directory sign locations (Kincaid’s & George Freeth Statue). The digital signage system requires standard/household power and an internet connection for management. Each of the existing sign locations has the necessary power hookup to accommodate the upgrade to digital signage. The internet connectivity can be provided by a cellular modem, with relatively minimal monthly cost, until a longer-term connectivity solution is implemented throughout the waterfront area.

Staff estimates the cost to be between $1,500 and $2,500 per digital sign, which would include initial purchase of the necessary sign equipment, weatherproofing, and installation. IT staff also anticipates minimal operational costs for software licensing and digital communications.

Example of an electronic sign employed by IT
Business Blade Signs
Prices for business blade signs can vary based on how detailed and intricate the sign is, whether it incorporates logos, lighting, and other possible add-on options. The cost of an individual blade sign can vary from $500 - $1,500 depending on the complexity and features of the sign. Public Works estimates the installation of the blade signs to cost roughly $250 - $500 per sign. The signs would require a permit (for each business location) that would be reviewed/issued by the Community Development Department to ensure compliance with the Redondo beach Municipal Code.

Example of a blade sign on the exterior of a business

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

CITY OF REDONDO BEACH
Budget Response Report #69
June 15, 2023
Question:

What letters have been prepared by City Commissions advising the City Council on the Budget?
Response:

Only one letter was provided this year on the proposed FY 2023-24 Budget. The letter was prepared by the Waterfront and Economic Development Director at the direction of the Harbor Commission (see attached). BRR #37 provides a summary of the comments/motions provided by the City’s other Commissions on the proposed Budget and CIP.

HARBOR COMMISSION FISCAL YEAR 2023-24 BUDGET AND CIP RECOMMENDATIONS 1 To: City Council
From: Harbor Commission
Date: June 13, 2023
Subject: Proposed Fiscal Year 2023-24 Budget and CIP
At the 12 June 23 meeting of the Harbor Commission the Harbor Commission deliberated recommendations for the proposed FY 2023-24 Budget and CIP. After much discussion and input from the public, the Harbor Commission and the public expressed overall support for both documents as presented and proposed by staff. The Harbor Commission unanimously agreed to recommend subsidies be included for the King Harbor Boat Parade and for a Sea Fair/Open House event within the Waterfront. In budgets prior to 2020, waivers of $2,000 for each event were included to offset the costs associated with permit fees. In the 2020-21 and 2021-22 budgets, the subsidies were eliminated due to budget cuts. Upon a recommendation from the Harbor Commission, the City Council approved the reinstatement of the subsidies in last year’s budget. The Harbor Commission recommends City Council include the subsidies in the 2023-24 budget as an ongoing expense so the waivers are included in future budgets.

Thank you,
Greg Kapovich, Waterfront & Economic Development Director On behalf of the Harbor Commission

CITY OF REDONDO BEACH
Budget Response Report #70
June 15, 2023
Question:

How much revenue has the City collected for the Sidewalk Dining Program? What are the impacts of changing the Tier 2 Sidewalk Dining fee from $2 sf/month to $1 sf/month? Response:

The City’s outdoor dining program can be categorized into three groups: Tier 1 Sidewalk Dining (alcohol service), Tier 2 Sidewalk Dining (no alcohol service), and Riviera Village (RVA) Parklette (on street) Dining. In the current fiscal year, revenues to date for each category are:

Tier 1 Sidewalk Dining $ 14,194
Tier 2 Sidewalk Dining $ 1,542
RVA Parklette Dining $ 241,952
Revenue projections from all categories of outdoor dining were estimated in the proposed FY 2023-24 Budget to be $250,000. Only $2,800 of the total is attributed to Tier 2 Sidewalk Dining revenue. Reducing the fee for Tier 2 Sidewalk Dining to $1 per square foot, per month would negatively impact annual revenue collection by roughly $1,400.

This amount is within a standard range of annual revenue deviation and is not significant enough to require an adjustment to the $250,000 projection, if implemented. As such, no adjustments to the Budget would be needed to accommodate the Tier 2 Sidewalk Dining (no alcohol service) fee change from $2 to $1 per square foot, per month.