Redondo Beach City Council
June 18, 2024

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

CITY COUNCIL MEETING
JUNE 18, 2024
L.2 CONTINUED PUBLIC HEARING TO CONSIDER THE FISCAL YEAR 2024-25 PROPOSED

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

RESPONSE REPORTS
ADOPT BY TITLE ONLY RESOLUTION NO. CC-2406-054, A RESOLUTION OF THE CITY

COUNCIL OF THE CITY OF REDONDO BEACH, CALIFORNIA, ADOPTING AN ANNUAL BUDGET FOR FISCAL YEAR 2024-25
a. Reconvene the Public Hearing, take testimony;
b. Close the Public Hearing;
c. Receive and file the Budget Response Reports; and
d. Adopt by title only Resolution No. CC-2406-054, including approval of Budget Response Report Nos. 1 and 56.

CONTACT: WENDY COLLAZO, FINANCE DIRECTOR
• AFTERSCHOOL PROGRAM ENROLLMENT, CAPACITY, COSTS/FEES & APPENDIX • PUBLIC COMMUNICATIONS

Hi Mayor Light,
My original purpose of writing this email was to discuss the afterschool registration process. My daughter was in the program this past year (which she / we love), but because of some confusion on registration dates (conflicting dates on website / emails), we didn't realize until about 1 hr after registration started, and ended up on the waitlist.

Its not an exaggeration that all spots are full within 2-3 minutes of registration opening (and crashed website in past years).

While doing some research to write this email, I realized the registration issues are just a symptom of the program's (post-covid) struggles to hire / retain staff to return to full capacity and meet demand. I've watched council meetings and reviewed budget documents and found that the Rec Dept is proposing raising fees to increase staff wages.

I am writing in support of approving Decision Package #6 (Afterschool Fee increase) and #35 (Afterschool PT pay increase).

However, I believe that the program can increase staff pay higher than what is proposed, and can do it with a smaller fee increase. And still have a revenue surplus after covering costs.

My calculations using the program's costs, fees and enrollment data provides different results than the Rec Dept projections. This is not to diminish the work the Rec Dept has done for these proposals, as I want the same thing - increased capacity to meet all demand. The Rec Dept does a great job with the program, and is the reason why it's so popular.

I have attached a report that outlines these estimates, as well as an appendix of supporting documents: afterschool program data (enrollment, budgets, etc), comparable programs, comparable job listings, school populations, etc
I've included a few key data points from the report below:

Incremental Cost / Revenue per 1 Staff Hired
Every $1 spent on 1 additional staff salary, generates $2+ in fee revenue, even at a higher hourly pay than proposed.

Revenue Surplus
A more modest fee increase ($250/mo) still generates significant additional revenue after covering costs (calculations in report)
Comparable Job Postings
Average pay for comparable jobs in the surrounding area are $17-20/hr (job postings are in attached appendix). Current proposal to increase to $17-19/hr still puts RB below average. A higher rate of $19-21/hr is more competitive (and still covered by a lesser fee increase).

Source: Online job postings
Comparable Programs
Comps of CDC and Right-at-School listed at 6/4 city council meeting are not really comparable.

Nearby city afterschool programs would be a better comparison. Of 9 local cities, RB is currently the 3rd most expensive. Of those that charge a fee (four are free to all), RB's current fee is right near the average ($228/mo). Proposed increase to $275/mo will make RB the most expensive.

Source: Rec Dept websites, information packets, phone call to Rec Dept’s Proportional Enrollment
The population of the 8 elementary schools varies greatly, but registration enrollment per school is equal (60 per site for 2024-2025). This is an inequitable distribution of spaces, as smaller schools get proportionally more afterschool spaces per population, and larger schools get long waitlists.

Source: RBUSD Enrollment Report 2/2/2024
The afterschool program desperately needs to increase capacity, and the increase in pay is the best and only real solution.

Chris Page
Redondo Beach Afterschool Program
Enrollment, Capacity and Costs/Fees
Chris Page
[email protected]
Page | 1
Afterschool Program
• Safe and affordable onsite after-school care option for Redondo Beach families • Rec Dept / City trying to add staff for 3 years (post-covid) to meet unmet demand and clear long waitlists • Low pay (near minimum wage) has made it difficult to hire and retain staff • Increased pay for staff is the best solution and long overdue! • Can program support higher hourly pay for staff with a smaller increase in fees, than proposed in budget? Page | 2
Enrollment
• City / Rec Dept goal is to enroll all kids, but is capacity limited by inability to hire / retain enough staff • Enrollment is still only half what it was 5 years ago (pre-covid) Source: RB Budgets 2014-2025, Appendix A
Page | 3
Waitlist / Registration
• Demand for afterschool is much greater than capacity
• CDC eliminating care for 4th and 5th grades – even more demand for afterschool • No priority registration for enrolled students – some currently enrolled families lose needed care • Demand is so high that spots are filled within just 2-3 mins of registration opening • Parents have to scramble to find (expensive) alternative care, if possible Page | 4
Budget Decision Package #6 and #35
• Recreation Dept has proposed a 25% fee increase for afterschool program next year (package #6) Source: City Council meeting, 6/4/24
• The fee increase would cover the proposed increase to part-time staff pay (package #35) Source: City Council meeting, 6/4/24
• Rec Dept projected increase in fees revenue (package #6) and part-time staff pay cost (package #35) Source: City Council meeting, 6/4/24

Page | 6
Comparable Programs
• Comps listed as CDC and Right-At-School: these programs are on same site, but are not directly comparable Source: Rec Dept, CDC, RAS websites
• Comparable programs would be Rec Dept afterschool programs in local cities – avg. fees of $228/mo Source: Rec Dept websites, information packets, phone call to Rec Dept’s; Appendix D Rec Afterschool vs CDC / Right-at-School
Rec Afterschool CDC Right at School
● Supervisory care only ● Education / learning focused ● Education / learning focused ● No educational component ● Curriculum based ● Curriculum based ● No staff certification, minimal ● Significant staff certification ● Some staff certification / education / education / experience requirements education / experience requirements experience requirements ● 1st - 5th Grades ● TK - 3rd grade, focus on TK/K (6+ hrs/day) ● 1st - 5th grade ● Open after school days ● Open before / after school days ● Open after school days ● Closed on 31 holidays ● Closed on 17 holidays ● Closed on 31 holidays ● Some holiday camps (addtl fees) ● Full Day care on 14 holidays (included) ● Some holiday camps (addtl fees) ● Open unti 6:00pm ● Open unti 6:00pm ● Open unti 5:30pm $220 / mo $517 / mo $599 / mo *
(no income assitance) (no income assitance) (ELO-P income subsidized) Comparable Rec Afterschool Programs
City
Monthly
Fee
Annual
Fee Fee Notes Registration / Waitlist Notes Other Notes Redondo Beach - PROPOSED $275 $2,475
Rec Dept. Afterschool Programs
Redondo Beach $220 $1,980 9 payments of $220/mo Spaces full within 2-3 mins after reg. opens Closed on 32 school holidays Hermosa Beach $211 $1,900 3 payments of $823, $570, $507 Spaces avail. weeks after reg. opens Closed on 31 school holidays Manhattan Beach $389 $3,700 9 payments of $389, 1 payment $199 Spaces avail. weeks after reg. opens Closed only 6 school holidays Full Day Care on Holidays -$1,300 Free full-day care (10 hrs) on 26 holidays ($50+/day value) 1:10 ratio, priority reg., daily snacks, Manhattan Beach (Comparable) $267 $2,400 "Comparable" by deducting value of 26 days of full-day care Monthly dinner/movie, workshops Torrance $269 $2,418 3 payments of $806 Spaces avail. weeks after reg. opens Closed on 29 school holidays Gardena $173 $1,560 $40 / wk x 39 Weeks Spaces avail. ~1 weeks ater reg. opnes Closed on 31 school holidays Current Avg. Monthly Fee $228
Lawndale No charge, full cost coverd via ELO-P grants / funding Hawthorne No charge, full cost coverd via ELO-P grants / funding Inglewood No charge, full cost coverd via ELO-P grants / funding Los Angeles / LA County No charge, full cost coverd via ELO-P grants / funding El Segundo No Rec Program (Has CDC equivalent run by ESUSD) Free for All Children
Free for All Children
Free for All Children
Free for All Children
Page | 7
Comparable Job Postings
• Rec Dept competes for staff with local cities and private employers that pay more (City Council meeting, 6/4/24) • Local cities pay an average of $17 - 20/hr
• Rec Dept proposed increasing pay range for Afterschool staff to $17 - 19/hr • To be more competitive, program should pay – and can support – a higher hourly rate of $19 - 21/hr ($20/hr avg) Source: Online job postings; Appendix E
Comparable Afterschool Rec Job Postings
City
Redondo Beach $15.50 - $17.00
Manhattan Beach $18.18 - $22.11
Hermosa Beach $16.00 - $19.45
El Segundo $15.75 - $19.14
Torrance $18.48 - $20.37
Hawthorne $16.50 - $16.50
Gardena $16.60 - $21.19
Inglewood $18.54 - $18.54
Los Angeles / LA County $18.68 - $23.14
Average $17.14 $19.72
Bay Club Counselor $16.90 - $30.00
Salary Range

Page | 9
Total Labor Costs
• Rec Dept FY ‘25 proposed budget (incl. calculation of missing payroll taxes), plus cost of Decision Package #6 Source: FY 2024-25 Proposed Budget (v1-May 16, 2024), Appendix G ** Fica / Medicare are missing from FY 24-25 Proposed Budget, but are calculated at 6.2% and 1.45% of pay, respectively • Estimated annual PT salaries (incl. payroll taxes), based on enrollment and avg hourly rate Afterschool Program - Total Labor Costs
Item ERP Code
FY 2023
Actuals
FY 2024
Revised
FY 2025
Proposed
Package #6
Increase
FY 2025 w/
Package #6
Full-Time Salaries 10032900 - 500000
Part-Time Salaries 10032900 - 500010 $421,805 $366,331 $342,139 + $408,369 $750,508 Overtime 10032900 - 500020 $135
Other Pay 10032900-500120
Fica 10032900 - 501020 $26,160 $22,713 $21,213
Medicare 10032900 - 501060 $6,118 $5,312 $4,961
Unemployment 10032900 - 501110
Workers Compensation Insurance 10032900 - 550050 $3,238 $3,798 $3,798 Pension (Employer Share) 10032900 - 501080 $1,868
Principal Payment POB Misc 10032900 - 540011 $5,800
Labor Costs $465,124 $398,153 $372,111 + $408,369 $780,480 Total Annual Part-Time Salaries, by Hourly Rate & Enrollment (1:15 ratio) 420 Children
(Current, est.)
480 Children
(60/site, '24-'25 reg)
600 Children
(75/site)
720 Children
(90/site, '24-'25 goal)
840 Children
(105/site)
955 Children
(120/site, '19-'20 actual)
Hourly Rate 28 Staff 32 Staff 40 Staff 48 Staff 55 Staff 64 Staff $16 $332,234 $379,696 $474,619 $569,543 $652,602 $759,391 $17 $352,998 $403,426 $504,283 $605,140 $693,389 $806,853 $18 $373,763 $427,157 $533,947 $640,736 $734,177 $854,315 $19 $394,527 $450,888 $563,611 $676,333 $774,964 $901,777 $20 $415,292 $474,619 $593,274 $711,929 $815,752 $949,239 $21 $436,057 $498,350 $622,938 $747,526 $856,540 $996,701 $22 $456,821 $522,081 $652,602 $783,122 $897,327 $1,044,163 Page | 10
Total Other Costs
• “Other” program costs include supplies, advertising and overhead • Othe costs are similar year-to-year, even with enrollment changes(e.g. fixed $10K MOU w/ RBUSD for school sites) • Though not listed, afterschool presumably covers a portion of Rec Dept costs, such as full-time admin staff salaries • FT staff should be sufficient to manage program: 9 staff currently (~420 kids), vs 6 staff in 2019-2020 (955 kids) Source: FY 2024-25 Proposed Budget (v1-May 16, 2024); Appendix G Afterschool Program - Other Costs
Item ERP Code
FY 2023
Actuals
FY 2024
Revised
FY 2025
Proposed
Package #6
Increase
FY 2025 w/
Package #6
Workplace Uniforms/Accessories 10032900 - 510000 $1,000 $1,000 $1,000 Special Deparmental Supplies 10032900 - 510020 $28,835 $28,840 $28,840 Training/Meetings/Conferences 10032900 - 510040 $1,303 $2,556 $2,556 Mileage Reimbursement 10032900 - 510050 $1,000 $1,000 $1,000 Cell Phones 10032900 - 510310 $4,744 $5,500 $5,500
Advertising/Promotions 10032900 - 520030 $4,976 $5,000 $5,000 Overhead 10032900 - 550120 $9,285 $11,898 $11,898
Other Costs $51,143 $55,794 $55,794 + TBD + TBD
Page | 11
Revenue Surplus from Monthly Fees
• A modest monthly fee increase to $250/mo still generates significant additional revenue • Revenue Surplus: excess funds from fee revenue after paying PT staff labor and other costs • Labor Cost: Annual PT staff hours @ $19-21/hr ($20 avg), plus payroll taxes • Other Cost: FY 2023 actual cost (~420 kids) baseline, increased proportionally by % of enrollment change $220/mo $250/mo $275/mo Staff $20/hr Other % above FY '23 $220/mo $250/mo $275/mo 420 (current) $790,020 $903,420 $997,920 28 $415,292 $51,143 FY 2023 $323,585 $436,985 $531,485 480 (60/site,'24-'25 reg) $902,880 $1,032,480 $1,140,480 32 $474,619 $58,449 14% $369,811 $499,411 $607,411 600 (75/site) $1,128,600 $1,290,600 $1,425,600 40 $593,274 $73,061 43% $462,264 $624,264 $759,264 720 (90/site, '24-'25 goal) $1,354,320 $1,548,720 $1,710,720 48 $711,929 $87,674 71% $554,717 $749,117 $911,117 840 (105/site) $1,580,040 $1,806,840 $1,995,840 56 $830,584 $102,286 100% $647,170 $873,970 $1,062,970 955 (120/site, '19-'20 actual) $1,796,355 $2,054,205 $2,269,080 64 $949,239 $116,289 127% $730,827 $988,677 $1,203,552 Enrollment
Fee Revenue Labor Cost Other Cost Revenue Surplus
Page | 12
Proportional Enrollment by School Site
• School population for 1st- 5
th grade varies greatly across 8 elementary schools
• Afterschool does equal registration per site: 60 per site for 2024-2025 • This creates inequitable allotment of spaces: smaller schools get proportionally more spaces • Afterschool should register - and increase - enrollment proportional to school population Source: RBUSD Enrollment Report 2/2/2024; Appendix I
Rec Afterschool Enrollment - Proportional to School Population School 1st 2nd 3rd 4th 5th TOTAL
% of All
Students
Rec
Dept
Target
Prorated
by School
Size
Rounded
to 1:15
ratio
Rec
Dept
Target
Prorated
by School
Size
Rounded
to 1:15
ratio
Rec
Dept
Target
Prorated
by School
Size
Rounded
to 1:15
ratio
Alta Vista 92 92 90 85 105 464 14% 60 65 75 75 81 75 90 97 90 Beryl 72 73 65 71 86 367 11% 60 51 45 75 64 60 90 77 75 Birney 68 72 68 74 85 367 11% 60 51 45 75 64 60 90 77 75 Jefferson 74 80 86 89 95 424 12% 60 59 60 75 74 75 90 89 90 Lincoln 86 104 95 114 88 487 14% 60 68 75 75 85 90 90 102 105 Madison 70 80 57 77 68 352 10% 60 49 45 75 61 60 90 74 75 Tulita 66 66 56 62 68 318 9% 60 44 45 75 56 60 90 67 75 Washington 118 152 115 126 147 658 19% 60 92 90 75 115 120 90 138 135 TOTAL 3437 100% 480 480 480 600 600 600 720 720 720
Page | 13
Summary
• Afterschool program can increase PT hourly pay to $19-21/hr, with more modest fee increase to $250/mo (+ 14%) • Rec Dept can hire more staff to meet the huge unmet need for families, and is also good fiscal policy • Every $1 spent on PT staff pay generates $2 in revenue, even at higher hourly pay of $19-21/hr • Higher pay attracts more / better candidates and reduces staff turnover • Lower staff turnover reduces time / cost of constantly recruiting, hiring and training staff • Keeping experienced staff lowers labor costs by allowing 1 staff to watch more kids (City Council meeting, 6/4/24) • Site capacity should be proportional to school population to ensure equitable allotment of spaces Appendix A: Afterschool Enrollment (from RB Budgets 2014-2025) Appendix B: FY 2024-2025 Proposed Budget Decision Package #6 & #35 Appendix C: FY 2024-2025 Budget Response Report v4 (for DP #6 & #35) Appendix D: Comparable Programs
Appendix E: Comparable Job Postings
Appendix F: RBUSD 2023-2024 School Year Calendar
Appendix G: FY 2024-2025 Proposed Budget – Afterschool
Appendix H: FY 2017-2025 Actual Budgets – Recreation Dept Appendix I: RBUSD Enrollment Report (2/2/24)
Appendix J: Parks Commissioner, Parent & PTA Letters
Appendix A:

Afterschool Enrollment
(from RB Budgets 2014-2025)

C ITY OF B UDGET
REDONDO BEACH FY 2016-17

COMMUNITY SERVICES
Selected Performance Measures
Administration Actual
FY 2014-15
Estimated
FY 2015-16
Adopted
FY 2016-17
Coordinate review of the City’s six
Signature Events and evaluate/review
other special event applications on a
case by case basis throughout the year.
6 Signature
& 22 special
events
6 Signature
& 17 special
events
6 Signature
& 16 special
events
Provide monthly E-Zine highlighting the
Community Services Department’s
upcoming events
12 E-Zines 12 E-Zines 12 E-Zines
Produce quarterly online City
newsletters/program brochures that are
high quality and informative.
2 print,
2 electronic
editions
4 quarterly
electronic
editions
4 quarterly
electronic
editions
Recreation Services Actual
FY 2014-15
Estimated
FY 2015-16
Adopted
FY 2016-17
Operate an after school program that
serves students per year. 590 700 700
Manage the Seaside Lagoon’s Special
Events. 66 70 72
Provide recreation programs, camps,
and classes to registered youth and
adults
12,250 12,150 12,200
Senior and Family Services Actual
FY 2014-15
Estimated
FY 2015-16
Adopted
FY 2016-17
Coordinate excursions 15 24 27
Coordinate special events 6 9 12
Offer classes / programs 48 55 60
Cultural and Performing Arts Actual
FY 2014-15
Estimated
FY 2015-16
Adopted FY
2016-17
Rent RBPAC (number of days) 267 278 270
Collect revenue from RBPAC rentals $1,006,155 $1,000,000 $823,979 Outreach to and retain rental clients
98% of all
rental
inquiries
within 24
hours
98% of all
rental
inquiries
within 24
hours
99% of all
rental
inquiries
within 24
hours
COMMUNITY SERVICES | 245

C ITY OF B UDGET
REDONDO BEACH FY 2017-18

COMMUNITY SERVICES

Customer Service and Referrals
Adopted FY 2016-17 (2%) Total Staff Hours: 880
Adopted FY 2017-18 (3%) Total Staff Hours: 1,310
• Respond within a 24 hour period to the RBPAC's more than 1,000 non-client phone queries each year.
• Conduct customer service surveys and achieve a 90% satisfaction rating or better for all recreation and cultural services programs.
• Respond within 2 to 3 business days to all inquiries sent through the Comcate “Customer Service Center" system.
• Provide at least 30 hours of relevant training to Transit staff, including customer service skills, and BCT scheduling and webpage mapping systems. • Respond within 24 hours to transportation-related customer service inquiries; verify contractors' responses to inquiries, as applicable.
• Process and return BCT and WAVE applications from the public within 20 business days. • Respond within 2 business days to customer service inquiries received through the City's social media accounts.

Selected Performance Measures
Administration Actual
FY 2015-16
Estimated FY
2016-17
Adopted FY
2017-18
Coordinate review of the City's 6
Signature Events and other nonsignature special events and respond to special event requests
6 Signature
events and
17 special
events
6 Signature
events and 18
special events
6 Signature & 19
special events,
40 requests
Provide monthly E-Zine highlighting the
Community Services Department's
upcoming events
12 12 12
Produce quarterly online City
newsletters/program brochures that are
high quality and informative
4 4 4
Recreation Services Actual
FY 2015-16
Estimated FY
2016-17
Adopted FY
2017-18
Operate an after school program that
serves Redondo Beach students 665 700 715
Manage the Seaside Lagoon's Special
Events 69 72 70
Provide recreation programs, camps,
and classes to registered youth and
adults
12,155 12,250 12,350
COMMUNITY SERVICES | 244
COMMUNITY SERVICES | 239

C ITY OF B UDGET
REDONDO BEACH FY 2018-19

COMMUNITY SERVICES
Selected Performance Measures
Administration Actual
FY 2016-17
Estimated
FY 2017-18
Adopted
FY 2018-19
Coordinate review of the City-subsidized
events and other non- signature special
events and respond to special event
requests
6 Citysubsidized
events and 17
special events
6 Citysubsidized
events and 18
special events
8 Citysubsidized
events and 19
special events /
40 requests
Provide monthly E-Zine highlighting the
Community Services Department's upcoming
events
12 12 12
Produce quarterly online City
newsletters/program brochures that are high
quality and informative
4 4 4
Recreation Services Actual
FY 2016-17
Estimated
FY 2017-18
Adopted
FY 2018-19
Operate an after school program that serves
Redondo Beach students 665 700 715
Manage the Seaside Lagoon's special events 69 72 70
Provide recreation programs, camps, and
classes to registered youth and adults 12,155 12,250 12,350 Senior and Family Services Actual
FY 2016-17
Estimated
FY 2017-18
Adopted
FY 2018-19
Coordinate excursions 27 32 36
Coordinate special park events 2 10 12
Offer classes I programs 55 60 67
Cultural and Performing Arts Actual
FY 2016-17
Estimated
FY 2017-18
Adopted
FY 2018-19
Rent RBPAC (number of days) 278 235 270
Collect revenue from RBPAC rentals $1,000,000 $950,000 $1,050,000 Provide social media public followers N/A
lnstagram:32
Facebook:437
Twitter: 9
lnstagram:500
Facebook:3,000
Twitter: 100

C ITY OF B UDGET
REDONDO BEACH FY 2019-20

COMMUNITY SERVICES
Selected Performance Measures
Administration Actual
FY 2017-18
Estimated
FY 2018-19
Adopted
FY 2019-20
Coordinate review of the City-subsidized
events and other non- signature special
events and respond to special event
requests
6 Citysubsidized
events and
17 special
events
6 Citysubsidized
events and
18 special
events
16 Citysubsidized
events and 11
special events
/ 40 requests
Provide monthly E-Zine highlighting the
Community Services department's
upcoming events
12 12 12
Produce quarterly online City
newsletters/program brochures that are high
quality and informative
4 4 4
Recreation Services Actual
FY 2017-18
Estimated
FY 2018-19
Adopted
FY 2019-20
Operate an afterschool program that serves
Redondo Beach students 665 700 715
Manage the Seaside Lagoon's special
events 69 72 70
Provide recreation programs, camps, and
classes to registered youth and adults 12,155 12,250 12,350 Senior and Family Services Actual
FY 2017-18
Estimated
FY 2018-19
Adopted
FY 2019-20
Coordinate excursions 27 32 32
Coordinate special park events 2 10 10
Offer classes / programs 55 60 65
Cultural and Performing Arts Actual
FY 2017-18
Estimated
FY 2018-19
Adopted
FY 2019-20
Rent RBPAC (number of days) 278 235 250
Collect revenue from RBPAC rentals $1,000,000 $950,000 $1,050,000 Provide social media public followers N/A
lnstagram:32
Facebook :437
Twitter: 9
lnstagram:1,000
Facebook:2,000
Twitter: 100
COMMUNITY SERVICES | 244
Selected Performance Measures
Administration Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Coordinate review of the City-subsidized
events and other non- signature special
events and respond to special event
requests
6 Citysubsidized
events and
17 special
events
6 Citysubsidized
events and
18 special
events
16 Citysubsidized
events and 11
special events /
40 requests
Provide monthly E-Zine highlighting the
Community Services department's
upcoming events
12 12 12
Produce quarterly online City
newsletters/program brochures that are high
quality and informative
44 4
Recreation Services
Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Operate an afterschool program that serves
Redondo Beach students 665700 825
Manage the Seaside Lagoon's special
events 69 72 70
Provide recreation programs, camps, and
classes to registered youth and adults 12,155 12,250 12,350 Senior and Family Services
Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Coordinate excursions 27 32 32
Coordinate special park events 2 10 10
Offer classes / programs 55 60 65
Cultural and Performing Arts
Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Rent RBPAC (number of days) 278235 250
Collect revenue from RBPAC rentals $1,000,000 $950,000 $1,050,000 Provide social media public followers N/A
lnstagram:32
Facebook :437
Twitter: 9
lnstagram:1,000
Facebook:2,000
Twitter: 100
Housing Authority Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Lease units 496 525 500
Collect housing assistance revenue $5,218,902 $5,343,298 $6,032,240 Collect housing administrative fee $591,832 $557,037 $537,337 CDBG Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Assist households with Mobility
Access/Emergency Repair program 18 15 12
Fund public service agencies 9 87
Conduct fair housing workshops 2 2 2
Transit
Actual
FY 2018-19
Estimated
FY 2019-20
$GRSWHG
FY 2020-21
Provide fixed route Transit service hours 33,944 33,995 34,100 Provide fixed route passenger trips 361,344 362,000 362,000 Provide Dial-A-Ride service hours 6,730 6,800 6, 800
Provide Dial-A-Ride passenger trips 14,201 14,000 14,500 Distribute BCT brochures 10,520 15,000 15,000
Sell BCT bus passes 3,780 3,700 3,700
Sell Metro bus passes 228 220 250
Serve TAP Stored Value Customers 159 200 225
Post BCT service information on Twitter 194 220 250
382

Core Service Activities
Adopted FY 2021-22 (86%) Total Staff Hours: 26,383
Adopted FY 2022-23 (89%) Total Staff Hours: 35,090
General
• Provide staff liaisons to the Redondo Beach Housing Authority and the Recreation and Parks, Historical, Youth, and Public Art Commissions. • Implement Blue Zones principles and practices throughout the department's services and program offerings.
• Process and evaluate special event applications and respond to special event inquiries throughout the year. Coordinate review of a variety of community events including the Super Bowl 10K, LA Kings 5K, RVA Trick or Treat, RVA Holiday Stroll, King Harbor Boat Parade, Walk for Life, South Bay Greek Festival and the Menorah Lighting ceremony.
• Coordinate the Memorial Day Ceremony, July 4 Fireworks and Veterans Day Tribute events with community-based organizations.
• Produce quarterly online City newsletters/program brochures that are high quality and informative.
• Produce a monthly E-Zine highlighting the Community Services department's upcoming events and activities and send it to an established resident database. • Continue to operate a U.S. Passport Service Center at the Community Services office.
• Provide administrative support to the City’s implementation of the Five-Year Plan to Address Homelessness and coordination with regional agencies on the issue of homelessness.
• Manage the City's Path of History program.
• Maintain the Community Services Instagram social media account with a goal of increasing membership to 2,000.

Recreation Services
• Operate and program 17 community, recreation and cultural facilities. • Provide recreation programs, camps, classes and qualified-contracted instructors for youth and adult participants.
• Operate an after-school program at eight RBUSD school sites that serve an estimated 420 students per year.
• Operate five City-run summer camps including Seaside Lagoon Beach Camp, Wilderness Camp, Anderson Camp, Sports Camp, and Beach Volleyball Camp in addition to seasonal camps throughout the school year.
• Manage the City's street banner program.
• Manage the City's Farmers’ Market program.
• Serve as liaison to eight local youth sports organizations and assist in the annual coordination of field/park space and other City support needs.

COMMUNITY SERVICES 243

Appendix B:

FY 2024-2025 Proposed Budget Decision Package
#6 & #35
to the staff time and equipment utilized on these items. To help offset the increase to the Parcel Map and Tract Map fees, it was recommended that the adjustment be made over two years (50% of the increase in the FY 2023-24 budget year and the remaining 50% in FY 2024-25 budget year). The initial increase was approved in FY 2023-24. This is Decision Package is for the remaining 50% increase and will be included in the proposed master fee schedule. Recommended is an ongoing increase to General Fund Revenue of $2,430.

Decision Package #4 – Police Department Master Fee Update. The Police Department Master Fee Schedule has not been comprehensively updated in over 10 years. Proposed is a 10% increase to Police Department fees to adjust for inflationary costs and increased operational expenses. Additional increases to the Parking Meter Permit, Employee Meter Permit, and Expired Meter Violation fees are also proposed and will be included in the proposed master fee schedule. Recommended is an ongoing increase to General Fund revenue of $195,000.

Decision Package #5 – Solid Waste Admin Fee Increase. As part of the City Council approved Proposition 218 Refuse Rate process, a proposal to increase the Residential Solid Waste Administrative Fee from $0.86 to $0.99 per month has been included. The fee is needed to support the administration of the City's expanding solid waste and recycling programs and cover increased personnel and administrative costs. The proposed fee would be applied to City Residential and Multi-Family Unit property owners. The total number of Residential parcels assessed this fee in FY 2023-24 was 15,991. Multi-family units are also assessed the Admin fee through their monthly refuse rate billing process. Recommended is an ongoing increase to the Solid Waste Fund revenue of $25,000.

Decision Package #6 – Community Services Department Fee Increases. A recent fee study comparing the City's recreation fees with those of neighboring cities indicated that a number of facility rental and program fees are far below current market standards. To ensure the continued quality of facility rentals and program offerings, an increase of select Community Services fees which will enable staff to maintain and enhance high-quality programs and activities provided to the community is being requested. A Budget Response Report will be provided that outlines the specific fee adjustments by type and the comparison to other cities.

The fee changes will be included for consideration as part of the proposed master fee schedule.

Recommended is an ongoing increase to General Fund revenue of $807,359.

Decision Packages that are Needed to Comply with Mandates or Fund Unavoidable Costs for Current Basic Services
Decision Package #7 – RVC March 4, 2025 Election and Voter Outreach. To conduct the General Municipal Election March 4 , 2025 for Mayor, City Council Member District 1, 2, 4, City Attorney, and Three School Board Members of the Redondo Beach Unified School District, and provide Voter Outreach to educate the community on Rank Choice Voting. The Candidate Statement offsets some of these costs with an estimated revenue of $20,000. Recommended is a one-time General Fund appropriation of $482,950 and one-time increased revenue of $20,000.

Decision Package #8 – Special Election November 5, 2024. A special election will be needed for November 5, 2024 to be consolidated with Los Angeles County to amend charter Article 27 Major Changes in Allowable Land Use that have arisen due to recent State legislation and case law. Recommended is a one-time General Fund appropriation of $243,079.

Decision Package #9 – Increase in Cost of Services and Training in the City Clerk’s Office.  An increase in services for Part-Time ($7,483) to assist in Public Records Requests, Laserfiche ($12,000), Shredding ($2,000), Minutes Secretary Work ($20,000), Legal Ads/Notices ($7,000), Membership ($1,038), and Training ($7,000) are being requested. Recommended is an ongoing increased General Fund appropriation of $56,821. th
City of Redondo Beach | FY 2024-25 Budget | City of Redondo Beach | FY 2024-25 Budget Page 9 on equipment and material for the first Seagrave engine. The same equipment and material will be needed for the second Seagrave engine, but this engine will also require extrication equipment which costs an estimated $20,000. Additionally, the Redondo Beach Fire Department maintains equipment that requires periodic testing and replacement. This includes all fire hoses and ladders. Escalating costs and an expanded reserve fleet require additional resources to remain operational-ready. $30,000 is needed in the upcoming year. Recommended is a one-time General Fund appropriation of $116,000 to cover the above costs.

Decision Package #30 – Fire Department Replacement PPE & New Hire PPE. Firefighters wear their issued personal protective ensemble (PPE) on a daily basis as a barrier to hazards encountered during emergency responses. The National Fire Protection Association/NFPA Standard 1971 identifies 10 years as the recommended service life for firefighter PPE. The requested funding will allow for the replacement of PPE reaching the end of its useful life in 2025. Twelve sets are due to be replaced in the upcoming year, and an additional two sets are needed for planned new hires. Recommended is a one-time General Fund appropriation of $87,000.

Decision Package #31 – Fire Department Emergency Medical Services (EMS) Supplies and Training. The Redondo Beach Fire Department answers over 5,000 calls for EMS annually. During each of these incidents, equipment and supplies are utilized to assess, treat, and transport patients in the continuum of care from the field through the transfer to local emergency rooms. Monthly in-service training provided for Redondo Beach Fire Department paramedics ensures that the community receives premium care in these times of need. This training also meets regular accreditation and licensing mandates established by the applicable regulatory agencies. For over 20 years, the Beach Cities Health District (BCHD) has provided annual grant funding to support the Fire Department’s EMS equipment supply and training programs. The annual grant has totaled $58,000 in recent years. The Health District has said that is it unable to provide these funds in FY 2024-25. Recommended is a one-time General Fund appropriation of $58,000 to cover the loss of these grant funds.

Decision Package #32 – Beach Cities Transit CNG Fuel and Station Maintenance. Increased funding is needed to cover Compressed Natural Gas (CNG) fuel and station costs for Beach Cities Transit (BCT) operations. Requested is an ongoing appropriation of $50,000 to the Transit Fund which will be offset by Proposition A Transportation Local Return funds and dedicated Formula Allocation Transit Funding.

Decision Package #33 – Transit Consulting Services. The upcoming procurement of fixed-route and demandresponse services will require the support of professional consulting services. The assistance of consulting services will also be critical in the planning, preparation, and implementation of the recommendations made in the most recent, Council-approved, Transit Services Study report. Requested is a one-time appropriation of $126,000 to the Transit Fund which will be offset by Formula Allocation Transit Funding.

Decision Package #34 – Beach Cities Transit and WAVE Dial A Ride Operational Expenses. An additional ongoing appropriation of transit funds is required for continued operation of Lines 102 & 109 and WAVE Dial-ARide services. Per the Agreement with the City’s transit operator, an additional $130,908 will be needed going forward. Recommended is an on-going appropriation of $130,908 to the Transit Fund which will be offset by State and Regional Transit Formula Allocations (FAP) and Proposition A Local Return funds.

Decision Package #35 – Community Services Part-Time Salaries Increase. The Community Services Department must increase its various part time salaries to adjust to new State minimum wage levels. The minimum wage increases have had a significant impact on the labor market and the City's current part-time salary ranges are no longer competitive, resulting in constraints in recruiting and retaining quality staff members. The proposed increase would support ongoing programming and facility use at eight afterschool sites, six summer camps, three senior centers, Aviation Park, Alta Vista Community/Tennis Center, Wilderness Park, teen programs, Seaside Lagoon, Perry Park Preschool, Passport Services, and Recreation Office personnel. These salary allocations are supported by revenues from each activity/program and the fee increases that will be proposed as part of the Master Fee Schedule. Recommended is an ongoing General Fund appropriation of $717,859 offset by the ongoing revenues proposed in Decision Package #6.

City of Redondo Beach | FY 2024-25 Budget | City of Redondo Beach | FY 2024-25 Budget Page 13 Appendix C:

FY 2024-2025 Budget Response Report v4
(for DP #6 & #35)

Appendix D:

Comparable Programs
City of Hermosa Beach • Community Resources Department
710 Pier Avenue, Hermosa Beach, CA 90254
(310) 318-0280 [email protected]
P.A.R.K. AFTER SCHOOL PROGRAM
Program Policies and Procedures
Welcome to the City of Hermosa Beach’s P.A.R.K. After School Program! We are excited to provide a safe, fun, and educational program this school year. P.A.R.K stands for Positive, Active Recreation for Kids. Through the program, children can learn and grow in a supportive environment, express themselves as individuals, and learn how to communicate and socialize with their peers.

To create such an atmosphere, the following policies and procedures will be enforced at all times:

Program Overview
The after-school program is a five-day program and will be held throughout the school year at the South Park Building, 425 Valley Drive. The program runs daily from 2:30 - 6:00pm, except for Wednesday, where it’s held from 1:45 - 6:00pm. An enthusiastic leadership staff of experienced Youth Program Counselors (Counselors) supervise all activities including homework time, snacks, and interactive games and activities. The Counselor to participant ratio is 1:10. Counselors will walk children from View, Vista, and Valley Schools to the program location. The program also offers a drop off option for those that prefer their child not walk. Parents or an authorized adult will be required to sign the participant out of the program by 6:00pm.

Program Staff
Counselors have prior experience working with children of all ages. They are required to pass a livescan and physical fitness test prior to employment. They are required to attend a training session on the program, including an overview of policies and procedures, prior to working in the program. Only the most experienced and trained individuals become Counselors and are qualified to fulfill the requirements and expectations to lead a safe and enjoyable program.

School Pick-Up & Transportation Procedures
P.A.R.K. offers two options of transportation:
• Parental Drop-off:
o Parents must inform the program director, Recreation Coordinator Nick Shattuck, if they wish to utilize the parental drop-off option.
o A parent or approved adult guardian will pick up their child from school and drop them off at the South Park Building.
o Parents are required to sign their children in to the program with our Counselor waiting for them at the back parking lot on the west side of the South Park Building. • Walking School Bus:
o Children will be picked up by the Counselors at their schools at the locations detailed below and walked to the South Park Building using the routes detailed below.

Walking School Bus Pickup Locations and Routes
Please instruct your child(ren) of the pickup location at their respective school. All Youth Program Counselors will be in red P.A.R.K. shirts, holding a sign with the P.A.R.K. logo on it during the first few weeks so the children can familiarize themselves with the pick-up locations and staff during this crucial time in the program. Once staff ensures all children are accounted for, staff will walk them to the South Park Building. Meetup locations and routes are detailed below.
• From Valley School: Children must meet their Counselors at the outdoor cafeteria tables right outside the “bowl.” Using the east crosswalk in front of the school, the P.A.R.K. Program will cross Valley Drive to the Greenbelt. They will walk on the Greenbelt to South Park where they will cross and proceed to the South Park Building.
• From Vista School: Children must meet their Counselors at the back gate area off of Morningside Drive.

The P.A.R.K. program will begin by walking down the ramp and into Valley Park. We cross Valley Park and onto the Greenbelt at a safe location, using designated school crossing guard locations and sidewalks when available. They will walk on the Greenbelt to South Park where they will cross and proceed to Room 1 or Room 2.
• From View School: The meetup location is to be determined (TBD) as this location changes each school year. All parents will be notified prior to the start of the program session of the pickup location. The P.A.R.K.

Program will begin by walking south on Prospect Avenue to 16th Street where we will continue west to the Greenbelt, using designated school crossing guard locations and sidewalks. We will walk on the Greenbelt to South Park where they will cross and proceed to proceed to the South Park Building.

Extreme Weather Plan
• Counselors and children will walk in rain. Umbrellas, rain jackets, and rain boots are heavily encouraged on rainy days.
• In the case of extreme weather (lightning, hail, dangerous winds, etc.) that could prevent the P.A.R.K.

Program from walking to the Community Center safely, the program will have access to a classroom or facility at each school site, where the program will remain for the entirety of the program. The Counselors will contact all parents/guardians as soon as this is deemed necessary.

Program Schedule
Although each day in the P.A.R.K. program may be different depending on the activities planned, the overall structure of each day is the same:
• Walk to program site
• Homework Time (approximately 45 minutes)
o Counselors are not tutors but will make every effort to help your child with their assigned homework. Please make sure to check their homework at the end of each evening to make sure it is completed and done correctly.
o Please keep in mind that children have different levels of homework assigned to them, so the scheduled homework time may not be sufficient for your child(ren) to fully complete their work. • Organized games, or activities until pick-up
Check Out Procedures
Children are NOT allowed to sign themselves out of the program under any circumstances. A parent, guardian or approved adult must sign each child out no later than 6:00pm. If the parent, guardian or approved adult is unable to sign out the child, or if an alternate adult (18 and over) will be picking the child up, please let the Counselors know PRIOR to pick-up. We want to make sure your child(ren) are leaving with those who are approved to pick them up, so we must be provided updates of any changes on who will pick up your child.

Please note that if our Counselors do not recognize the adult, they will ask to see their ID and will match it with the child’s Emergency Card information or any correspondence received from you, in writing.

Late Pick-Up
All children MUST be picked up from the program by 6:00pm. A $10 fee (per child) will be charged to your account for every 10 minutes your child is not picked up past 6:01pm. These additional fees are to be paid immediately following the late pick up at the Community Center offices the following business day.

Days Absent or Not Attending P.A.R.K.

It is crucial that just as you keep the school updated when your child is absent, that the P.A.R.K. Program is kept informed as well. During the pick-up process at each school site, the Counselors and the children do not leave until all children are accounted for, either as being present in the P.A.R.K. program or are confirmed to be absent for that day. If your child is not present and we were not informed of their absence, staff will not leave the site until they are able to get in touch with you to confirm their absence. If staff is unable to contact you to confirm your children’s attendance in the program after an extended amount of time, your child may be left behind.

This causes confusion, a delay in the program schedule, and frustration from parents who may have to wait at the program site for their children to arrive later than anticipated at the South Park Building.

Please contact us one of three ways:

WHAT IS INCLUDED IN THE MONTHLY FEE?
 Purchase of September 2023, gives you August 23, 24, 25, 28, 29, 30 & 31 for free. o (No walking pick up August 23,24 & 25)
 Daily snack.
 Homework help.
 Monthly worksops such as cooking, advance art activities, gardening, ceramics and much more.  Educational workshops with local agencies and paid contractors  Ten monthly Late night REC events with dinner included each month. o September 1, 2023
o October 6, 2023
o November 3, 2023
o December 1, 2023
o January 12, 2024
o February 2, 2024
o March 1, 2024
o April 12, 2024
o May 3, 2024
o June 7, 2024
 For most no-school days, we offer All Day REC from 7:30 am - 5:30 pm (Heights and Live Oak Park) And……Free access to the Vacation REC Camps! If you are not enrolled in the monthly program, the prices are below. We also offer a 10% sibling discount. Hours are 7:30 am - 5:30 pm (Heights and Live Oak Park) The Afterschool REC Program and REC Camp are closed on the following days:
 Labor Day (September 4, 2023)
 Thanksgiving (November 23 & 24, 2023)
 Christmas Day (December 25, 2023)
 New Year’s Day (January 1, 2024)
 Memorial Day (May 27, 2024)

FALL BREAK
11/20-22/2023
RES: $120 NONRES: $132/WK
LOP - A#: 40772
MHP - A#: 40773

WINTER BREAK
RES: $160/WK
WK NONRES: $176/WK
Week 1: 12/26-29/2023
LOP - A#: 40774
MHP - A#: 40775
Week 2: 1/2-5/2024
LOP - A#: 40776
MHP - A#: 40777

SKI WEEK
2/19-23/2024
RES: $199 NONRES: $220/WK
LOP - A#: 40778
MHP - A#: 40779

SPRING BREAK
4/1-5/2024
RES: $199 NONRES: $220/WK
LOP - A#: 40771
MHP - A#: 40780
City of Torrance Community Services Department | Recreation Division (310) 618-2930 | www.Recreation.TorranceCA.Gov
“Creating and Enriching Community through People, Programs and Partnerships”

AFTER SCHOOL CLUB PROGRAM APPLICATION
2024-2025
PROGRAM CURRICULUM: The After School Club program is a partnership by the City of Torrance Community Services Department and Torrance Unified School District that provides homework time, games, community service projects, arts and crafts, sports, and a variety of other activities. The After School Club is for children in grades 1st through 8th. The program is held on school campuses Monday through Friday, after school until 6:00 p.m.

PROGRAM LOCATIONS: Participants must attend the same school of the program location.

Elementary Schools Middle Schools
Anza Elementary School Bert Lynn Middle School
Arnold Elementary School Madrona Midde School
Carr Elementary School Richardson Middle School
Edison Elementary School
Fern Elementary School (Greenwood Park)
Hickory Elementary School
Towers Elementary School
Victor Elementary School
Walteria Elementary School
PROGRAM COST AND PAYMENT POLICIES:

First Payment: $806.00 due with application Covers August 22 – November 15, 2024 Second Payment: $806.00 due October 29, 2024 Covers November 18, 2024 – March 7, 2025 Third Payment: $806.00 due February18, 2025 Covers March 10 – June 11, 2025 THERE WILL BE NO REMINDER NOTICES OR EXTENSIONS FOR PAYMENTS.

WALK-IN REGISTRATION and ONLINE:

Torrance Resident Registration begins Tuesday, April 23, 2024 Non-Torrance Residents begins Tuesday, April 30, 2024
Online: (310) 781-7598
Walk-in: Monday through Thursday, and alternating Fridays City of Torrance Community Services Department - West Annex 3031 Torrance Boulevard, Torrance, CA 90503
The Registration Office is not responsible for delayed faxes. The Registration Office will be closed on June 14, 28, July 4, 12, 26 and August 9 and 23, 2024.

METHOD OF PAYMENT: Payments can be made by check, cash, money order or credit card (Visa MasterCard, American Express or Discover). Checks and money orders should be made payable to the “City of Torrance.”
PAYMENT SOURCE: If payment is from two separate parties, they must both accompany the application. Applications with partial payment will not be accepted.

Before and After School Programs
Serving school age children from kindergarten up to 13 years old or through 12th grade Families frequently face challenges seeking services for their children before and after school and when schools are not in session. This page describes two of the larger programs – the 21st Century Community Learning Centers and the After School Education and Safety Programs - targeted to school age children from kindergarten through 12th grade. It is not comprehensive in that the availability of school age programs is often determined by the offerings available through school districts, cities and local community-based organizations. Local schools are an excellent starting place for information about resources for school age children, some of which may be located on the school site, or at a community-based organization. While not intending to omit information on how individual school districts administer and operate their school age programs, special consideration is given in this section to Los Angeles Unified School District (LAUSD) as it is the largest school district in the county as well as the state and among the largest in the country. Local libraries and County and City Park and Recreation Departments are other potential sources of services for school age children.

In addition to the programs listed in this section, income eligible families with children from birth to 13 years old may enroll in a California Department of Education/Child Development Department (CDE/CDD)-contracted program that provides subsidized early care and education services to children from birth through 12 years old as funding and space is available. For more information on these programs, visit the Office of Child Care website at www.childcare.lacounty.gov and click on “Resources for Parents and Communities”.

Program Description
21st Century Community Learning Centers (21st Century CLCs): Provides before and after school programs for disadvantaged kindergarten through 12th grade students (particularly students attending schools in need of improvement) with academic enrichment opportunities and supportive services to help the students meet state and local standards in core content areas. The 21st Century CLCs also focus on family literacy and related educational supports.

Most programs do not operate during vacation and summer breaks.

After School Education and Safety (ASES) Programs: With funding from the CDE, schools and local community resources partner to provide literacy, academic enrichment and safe constructive alternatives for students in kindergarten through eighth/ninth grade (elementary and middle schools). Program elements include: 1) education and literacy through tutoring and homework assistance in academic subjects; and 2) education enrichment that includes recreation and prevention activities. ASES Programs operate for a minimum of 15 hours per week and at least until 6:00 p.m. on regular school days. Before School Programs operate one to two hours per day. Most programs do not operate during vacation and summer breaks.

Los Angeles Unified School District (LAUSD – Beyond the Bell Branch): LAUSD, through its Beyond the Bell Branch and as the grant recipient and administrator of their district’s 21st Century CLC and ASES funds, contracts with a number of community-based organizations - such as LA’s BEST, Woodcraft Rangers, LA Conservation Corps, Afterschool All-Stars, and more - to deliver before and after school services throughout their district. LAUSD also provides services directly through units such as the Youth Development Program (YDP), Youth Services Plus (YS Plus) and “Ready, Set, Go! – Before School Program”. As such, LAUSD provides funds for the operation of the following programs that are designed to ensure that Prepared by the Office of Child Care, SIB/CEO, County of Los Angeles August 2010

school age children have access to high quality, safe and supervised educational, enrichment and recreational programs:
 Beyond the Bell Branch: An administrative department of the Los Angeles Unified School District (LAUSD), ensures that all students within the district have access to high quality, safe and supervised educational, enrichment and recreational programs that engage and inspire learning and achievement beyond the regular school day. Beyond the Bell Branch connects students and youth to their home, school and community through a variety of programs that are provided and operated by the school district and its partner agencies before and after school and on weekends. Beyond the Bell programs offer academic intervention programs, before and after school programs, and free tutoring.
☼ LA’s BEST (Better Educated Students for Tomorrow) After School Enrichment Program: In a unique partnership with the City of Los Angeles and LAUSD, provides a safe haven for children, ages 5 to 12, at 180 elementary school sites each day during the critical hours after school at no cost to parents. LA’s BEST provides its students with homework assistance, a cognitively based enrichment activity (i.e. science club, math club, literacy activity), a fun recreation activity of their choosing (i.e., dance, sports, art, cooking), and a nutritious snack. In addition to daily core activities, LA's BEST has several enhanced programs in the arts, fitness, science and technology, typing, or literacy.

Income Eligibility
21st Century CLC and ASES: Every student attending a public school operating an ASES Program is eligible to participate as space allows. Any school and public or private organization operating a 21st Century CLC must provide opportunities for the participation of both public and private school students in the area as space allows.

Beyond the Bell Branch: The before and after school programs operated under Beyond the Bell Branch are available by application to students attending that particular school site as space is available. The free tutoring is available only to students eligible for free and reduced lunches and attending need to improve (Title I) schools.

LA’s BEST: Open to children who regularly attend a school where the program is located and at no cost to parents. Students are enrolled on a first come, first served basis with some spaces reserved for special referrals by principals and counselors of students whom they feel are in great need of such a program.

How to Connect
21st Century CLC and ASES: The Child Care Resource and Referral (R&Rs) Agencies provide referrals to school age programs including 21st Century CLCs and ASES programs.

Families may call toll-free 1-888-922-4453 to be connected to their local R&R. Families are also encouraged to check with their child’s school to find out if a 21st Century CLC or ASES is hosted on the school site. If the school does not offer the services, contact the family’s school district to find out if there are programs on other school sites and whether their child may enroll in the program.

Prepared by the Office of Child Care, SIB/CEO, County of Los Angeles August 2010

Beyond the Bell Branch: For more information about Beyond the Bell and its programs, visit http://btb.lausd.net or call (213) 241-7900.

LA’s BEST: Visit www.lasbest.org to learn more about the program offerings; to locate a school offering a LA’s BEST program, click on ‘Our Programs’, then ‘Our Schools’. For those without Internet access, call (213) 745-1900.

Appendix E:

Comparable Job Postings
City of Redondo Beach
Recreation Leader Part-Time/Seasonal
SALARY $15.50 - $17.00 Hourly LOCATION City of Redondo Beach, CA JOB TYPE Part-Time DEPARTMENT Community Services
OPENING DATE 08/01/2023 CLOSING DATE Continuous
FLSA Non-Exempt BARGAINING
UNIT
Part-Time/Seasonal

DEFINITION
Are you looking for a fun, fast-paced part-time position? Do you like to lead and engage activities and programs for all ages in our community?  If so, the Recreation Leader position might be right for you! The Recreation Leader works directly with other departmental staff members to provide assistance in the administration of programs and activities such as the Afterschool Program, Alta Vista Community Center, Teen Programs, and Senior Programs. We also have summertime seasonal opportunities available for cashiers and maintenance staff at Seaside Lagoon.

This post is continuous and may close at any time without notice. Prompt application is encouraged. Only those applicants selected for follow-up will receive notifications beyond application submission. This is a part-time/seasonal, non-exempt, hourly position designated as at-will and ineligible for City benefits.

EXAMPLES OF DUTIES, RESPONSIBILITIES AND EXPECTATIONS
The duties for this part-time position may include but not be limited to the following: Participating in staff trainings and meetings, promoting the program, recruiting participants, keeping accurate records, ensuring participant safety, and planning, organizing, leading, and supervising daily activities. Activities include but are not limited to group games, sports, arts and crafts, special events and contests. Employees may be required to perform other related duties as assigned.

Avialable Opportunities and Schedules:

Afterschool Program: 2:30pm-6:00pm, Monday-Friday
City of Manhattan Beach
Recreation Leader (part-Time)
SALARY $18.18 - $22.11 Hourly LOCATION Manhattan Beach, CA JOB TYPE Part Time JOB NUMBER 2022-00052
DEPARTMENT Parks and Recreation DIVISION Recreation Services OPENING DATE 07/11/2022 FLSA Non-Exempt

BARGAINING
UNIT
UNREP

JOB SUMMARY
Under general supervision, plan and implement a variety of recreation activities at an assigned facility as part of a broad program of community recreation, park, and leisure services and perform related work as required.

ESSENTIAL DUTIES
The duties listed below are intended only as illustrations of the various types of work that may be performed. The omission of specific statements of duties does not exclude them from the position if the work is similar, related, or a logical assignment to the class:

Plan, promote, and conduct a variety of recreation and cultural activities.

Prepare and maintain accurate written reports and records.

Supervise the use of City facilities and equipment.

Maintain department equipment and supplies.

Schedule and monitor equipment use.

Act as cashier or locker room facilities attendant
Organize and assist with furniture arrangements and set ups.

Assist in facility, field, and park maintenance, including clean-up and janitorial services.

Provide leadership to assigned staff and volunteers.

Conduct visual inspections.

Display courteous and professional behavior toward the public and staff.

Observe all safety and City rules and regulations.

MINIMUM QUALIFICATION GUIDELINES
Training and Experience: Experience in leadership, volunteer work, or recreation activities is highly desirable. Must be at least 16 years of age. Some positions in this class may require a minimum age of 17 or 18.

License: Some positions in this class may require possession of a valid California driver’s license in order to carry out essential job functions.

Knowledge, Skills, and Abilities: Requires knowledge of recreation programs and activities, facilities, equipment safety and use, and program planning; skill in operating specific department tools and equipment; effective communication skills; both City of Hermosa Beach
Recreation Leader - Part-Time
SALARY $16.00 - $19.45 Hourly LOCATION City of Hermosa Beach, CA JOB TYPE Part-Time JOB NUMBER 2122-00017
DEPARTMENT Community Resources OPENING DATE 12/08/2021

INTRODUCTION
The Recreation Leader is a part-time position in the Community Resources Department.

EXAMPLES OF DUTIES
Duties may include but are not limited to, the following:

Perform a variety of custodial tasks and setup or breakdown of equipment for City facility users in accordance with diagrams or oral directions.

Periodically check in with facility users. Provide assistance as needed.

Monitor facility usage to ensure a safe environment.

Open, close and secure various facilities throughout the City.

Submit Work Orders to Administrative staff when necessary.

Purchase supplies as assigned.

Post signage, such as reservation signs and no parking signs, throughout the City.

Process class registration and memberships using recreation software.

Communicate all necessary information regarding after hours activities to Administrative staff.

Assist at Department Special Events.

Monitor activities within the Skate Park while enforcing rules and regulations.

QUALIFICATIONS GUIDELINES
Must be 18 years of age or older. A High School Diploma is required. Must possess and maintain a valid Driver's License.

Ability to:

Complete work with limited supervision.

Provide exceptional customer service and respond to public inquires and complaints in an effective and tactful manner.

Manage time and prioritize workload.

Work well under pressure.

Work in a busy environment with constant disruptions and distractions.

Work cooperatively in a team environment.

Remain self-motived.

Solve problems while making sound judgment.

SUPPLEMENTAL INFORMATION

City of Torrance

PROGRAM SPECIALIST (AFTER SCHOOL CLUB) (AT-WILL)
SALARY $18.48 - $20.37 Hourly LOCATION Torrance, CA
JOB TYPE Recurrent - Variable Hours JOB NUMBER 24020023ASC DEPARTMENT Community Services OPENING DATE 02/22/2024
CLOSING DATE Continuous

DESCRIPTION

WE STRONGLY ENCOURAGE APPLICANTS TO READ THE JOB ANNOUNCEMENT IN ITS ENTIRETY BEFORE SUBMITTING AN APPLICATION FOR THIS POSITION.

The City of Torrance recognizes the principles of diversity and inclusion, and strives to ensure equal opportunities for its workforce, applicants and community members. If you are a person who wants to make a difference, give back to your community, and be a voice for change, apply to the City of Torrance today.

The City of Torrance is seeking Program Specialists to staff our After School Club programs! The Community Services Department is committed to providing quality services, activities, programs and facilities for all those who live, learn, work and play in the City of Torrance.

The Department
The mission of the Community Services Department is to enrich the community through the provision of recreational, cultural, and educational opportunities for persons of all abilities.  The Community Services Department takes pride in “Enriching the Community through People, Programs, and Partnerships”.  The Department is a diverse organization which consists of five Divisions that work collaboratively to meet the vision, mission, and goals of the department: Administrative Services, Cultural Services, Library Services, Parks Services, and Recreation Services.

The Division
The Recreation Services Division is responsible for overseeing recreation activities including youth and adult sports, management of city facilities (park buildings) and a variety of special events throughout the year.  The Recreation Services Division provides recreational and educational opportunities for persons of all ages and abilities including Adaptive Recreation and Sports, Adult Sports Leagues, After School Club, Aquatics, Day Camps, Early Childhood Education, Sea-Aire Golf Course, Senior Citizen Programs, Special Events, Teen Programs Middle School, Teen Programs High School, and

CITY OF HAWTHORNE
Human Resources
4455 W. 126th Street
Hawthorne, CA 90250
(310) 349-2950
www.cityofhawthorne.org
An Equal Opportunity Employer

EMPLOYMENT

OPPORTUNITY

RECREATION LEADER III (PARKS)
(SEASONAL/NON-CLASSIFIED)

AN OPEN COMPETITIVE RECRUITMENT
DEPARTMENT: Recreation and Community Service
SALARY: $16.50 hourly
FILING DATE: Open: Thursday, May 2, 2024
Closes: Open Until Filled. (May close at any time without advanced notice.) START DATE: Monday, June 24, 2024
EMPLOYMENT APPLICATION:
https://hawthorneca.formstack.com/forms/city of hawthorne application for employment

THE POSITION
This is a seasonal, hourly paid position and works under the direction of the Recreation Leader III and/or the Recreation Supervisor. The Recreational Leader II – Parks works directly with children and is expected to work effectively with children, the public, other City staff members in the performance of assigned duties. THIS POSITION MAY REQUIRE MORNING, EVENING, NIGHT AND HOLIDAY WORK.

ESSENTIAL FUNCTIONS
The following is a list of typical duties assigned to this classification. The duties included on this list are examples and not intended to be all-inclusive or restrictive. • Working and communicating effectively with children, the general public, and other staff members. • Supervising and planning the implementation of arts and crafts, sports, games and other child friendly activities.
• Organizing and implementing recreation programs at a designated site or facility. • Assisting the Recreation Specialist with recreation programming. • Training lower level Recreation Leaders.
• Promoting and developing the activities and services of the recreation department. • Understanding and following both oral and written direction and work effectively and productively in assisting to lead and promote the efforts of the Recreation Department in a positive, friendly, and energetic manner.
• Performs other duties as necessary and required.

MINIMUM QUALIFICATIONS
Education, Training and Experience
• Be at least 18 years of age at the time of appointment.

City of Gardena
Recreation Leader I/II
SALARY $16.60 - $21.19 Hourly LOCATION Gardena, CA
JOB TYPE Part-Time DEPARTMENT Recreation/Human Services OPENING DATE 08/19/2022 CLOSING DATE Continuous
Description
Under general direction, performs responsible, semi-professional recreation work leading and directing a wide variety of organized recreation activities and programs; supervises recreation facilities; does related work as required.

Positions will be filled at the level based on experience and needs of the Department.

Recreation Leader I: $16.59 - $21.19
Recreation Leader II: $19.24 - $24.56
Examples of Duties
Representative Duties
Plans and coordinates activities such as sports, arts and crafts, games, and special events; organizes and leads activities at a city park, community center, and/or other recreation areas within the city.

Performs score keeping, officiating and minor field maintenance, inspects facilities for safety, unlocks and opens various facilities.

Works with reservations software at facilities; assists public at counter/front desk, accepts registration, answers incoming calls.

Organizes and conducts inventory of sports equipment; maintains effective communication and harmonious relationships with the public, participants, and staff.

Communicates and enforces rules, safety and good sportsmanship.

Follows safety procedures; responds to emergency situations as they arise and follows emergency procedures.

Ensures that accidents and incidents are promptly documented and reported.

Understands and follows oral and written instruction.

Performs related duties as required.

Organizational Responsibilities
Receives general supervision from the Recreation Coordinators and Recreation Supervisor.

Typical Qualifications
Education and Experience
A high school diploma or G.E.D. equivalent. Course work in college is desired.  One (1) year paid or volunteer experience working with the public is desired.

Working Conditions

ANNOUNCES A PART TIME EMPLOYMENT OPPORTUNITY FOR A
One Manchester Boulevard • Inglewood, CA • 90301 |  (310) 412-5460 | WEB: www.cityofinglewood.org

RECREATION LEADER
SALARY: $18.54 per hour
APPLY IMMEDIATELY: Please read this flyer thoroughly prior to completing an employment application. Applications will be accepted by the Human Resources Department until a sufficient number of qualified applications have been received. This recruitment may close without further notice. Interested parties must complete an official City application online at https://www.cityofinglewood.org/Jobs.aspx
POSITION DUTIES: Depending on the area of assignment, incumbents may not be required to perform all duties listed OR may be required to perform additional, position-specific duties. More detail of assignments is on the back of the job announcement.  Maintain athletic activity areas such as preparing fields for games and practices;  Supervise recreational facilities and program participants, enforce City’s policies and procedures;  Prepare and supervise buildings for rental activities;  Set-up, breakdown, and monitor park facilities;
 Monitor and secure park facilities to include but not limited to, restrooms, gates, and fields.  The complete incident, accident and/or behavior forms as needed;  Serve meals to camp participants on an as-needed basis;  Maintain high standards of health and safety in all activities;  Attend training workshops and meetings;
 May assist in collecting, organizing, and recording records of attendance, payments and other related paperwork;  Other recreational duties assigned.

QUALIFICATIONS: High School Diploma /GED is required AND six months of experience working with children in a camp or school setting OR experience preparing and serving food to large groups in a controlled setting. Work is performed in indoor and outdoor environments. Work may require frequent standing, walking, and bending. Must be able to lift and carry up to 30lbs.

MUST BE ABLE TO:
 To participate in the training program
 Secure a CPR Certification
 Work between June 1st and September 5th up to 28-hours per week;  Express maturity in thought and demonstrate good work ethic/habits,  Follow supervision and suggestions of management for improvement of service,  Maintain effective and courteous working relationships with parents, campers, co-workers, and community members.  Demonstrate good citizenship, honesty, and ethical behavior;  Be willing to cooperate with other employees and the public.

THE SELECTION PROCESS begins with an application review for legibility and minimum qualifications. Only the applicants whose application materials clearly demonstrate the ability to and experience in performing the job tasks, as listed above, will be invited to interview with the Selection Panel. Candidates selected for a hiring interview will be contacted via email, text, or telephone with their specific interview time and location. Interviews for summer positions are tentatively scheduled for March 20th, through March 24th.

All employment offers are contingent criminal background review via fingerprint submission for applicants over 18 years of age, provision of evidence of freedom from tuberculosis, and clearance following medical exam by City approved/authorized physician or the Human Resources Department review of a medical questionnaire.

Every individual who is employed by the City must complete and sign the U.S. Government form I-9 and provide documentation required by law showing that s/he is eligible to work in the United States. A list of acceptable documentation is available in the Human Resources Office.

SEE BACKSIDE FOR MORE INFORMATION ON VARIOUS ASSIGNMENT County of Los Angeles
RECREATION SERVICES LEADER (Recurrent)
SALARY $18.68 - $23.14 Hourly LOCATION Los Angeles County, CA JOB TYPE Recurrent JOB NUMBER D8796M
DEPARTMENT PARKS AND RECREATION OPENING DATE 04/13/2022 CLOSING DATE Continuous
Position/Program Information

DEPARTMENT OF PARKS AND RECREATION
FILING BEGINS:  April 14, 2022 AT 8:00AM (PT)
Applications will be accepted until the needs of the service are met and is subject to closure without prior notice.

EXAM NUMBER: D8796M
TYPE OF RECRUITMENT: Open Competitive (OC)
This is a noncompetitive examination. This examination is intended to merely qualify applicants.

JOB TYPE:   RECURRENT - HOURLY

About You: Do you love working with people of all ages? Our Recreation Services Leaders are a key part of our recreation team.  You will assist our Recreation Staff with various organized sports, special programs and classes from aerobics to Teen Clubs. If this sounds good, keep reading!
About Us: We work directly with members of the public as they enjoy our 181 parks throughout Los Angeles County. We are

Appendix F:

RBUSD 2023-2024 School Year Calendar

Appendix G:

FY 2024-2025 Proposed Budget – Afterschool

Appendix H:

FY 2017-2025 Actual Budgets – Recreation Dept
Note: Afterschool budget only separated out in FY 2024-2025 Proposed Budget. All previous years only have full Recreation Dept. budget, inclusive of all programs

CITY OF BUDGET
REDONDO BEACH FY 2023-24
FY 19-20 FY 20-21 FY 21-22 FY 22-23 FY 22-23 FY 23-24 Increase/ Actual Actual Actual Adopted Midyear Proposed Decrease
500000 Full-Time Salaries 359,984 363,622 345,225 410,078 410,078 380,478 (29,600) (7%) 500010 Part-Time Salaries 845,630 398,006 770,314 711,410 711,410 711,410 - 0% 500020 Overtime 7,794 5,882 3,825 (3,000) (3,000) - 3,000 (100%) 500070 Vacation/Holiday Cashout (Non-PERSable) 5,545 7,473 39,976 11,354 11,354 101,050 89,696 790% 500100 Personnel Adjustments - - - - - - - 0%
500120 Other Pay 7,320 7,983 6,567 13,421 13,421 8,201 (5,220) (39%) 500130 Sick Leave Bonus 225 225 450 - - - - 0%
500150 Cell Phone Allowance 422 421 18 420 420 - (420) (100%) 501020 FICA 75,102 47,596 72,174 26,769 26,769 27,761 992 4% 501030 Life Insurance 781 736 712 863 863 739 (124) (14%) 501050 Medical Insurance 72,287 70,009 80,020 111,600 111,600 99,000 (12,600) (11%) 501060 Medicare 17,564 11,111 16,880 6,261 6,261 7,208 947 15% 501070 Psychological Insurance 25 26 26 34 34 30 (4) (12%) 501075 GASB 68 Pension Expense 62,605 (13,271) - - - - - 0% 501076 GASB 75 OPEB Expense (883) (348) - - - - - 0%
501080 Pension (Employer Share) 37,671 25,255 36,667 21,628 21,628 23,323 1,695 8% 501085 Pension (Unfunded Liability) 31,206 75,574 - - - - - 0% 501086 Pension (POB) - - 9,787 - - - - 0%
501090 Pension (Employee Share) 24,489 22,919 18,085 25,728 25,728 18,791 (6,937) (27%) 501095 Other Post Employment Benefits (OPEB) 15,708 14,874 13,132 16,580 16,580 12,153 (4,427) (27%) 501110 Unemployment 1,844 1,860 1,826 2,184 2,184 3,000 816 37% Total Personnel 1,565,319 1,039,953 1,415,684 1,355,330 1,355,330 1,393,144 37,814 3% 510000 Workplace Uniforms/Accessories 322 1,047 981 1,400 1,400 1,400 - 0% 510010 Office Supplies 812 341 1,299 1,900 1,900 1,900 - 0% 510020 Special Departmental Supplies 124,246 93,969 138,951 203,847 209,756 203,847 (5,909) (3%) 510040 Training/Meetings/Conferences 4,762 155 15 3,370 3,370 3,370 - 0% 510050 Mileage Reimbursement 994 1,153 1,283 3,770 3,770 3,770 - 0% 510200 Postage 253 180 170 2,102 2,102 2,102 - 0%
510220 Memberships/Dues 3,858 - 223 2,360 2,360 2,360 - 0% 510310 Cell Phones 1,187 2,723 4,311 5,500 5,500 5,500 - 0% 520000 Maintenance Agreements 11,638 14,716 23,456 18,500 18,500 18,500 - 0% 520010 Maintenance/Repair 12,199 - 6,253 28,280 28,280 19,780 (8,500) (30%) 520030 Advertising/Promotions 10,000 859 613 5,500 5,500 5,500 - 0% 520040 Contracts/Professional Services 374,119 207,088 382,499 384,001 489,001 354,001 (135,000) (28%) 520050 Rent/Lease - Equipment 234 242 763 1,200 1,200 1,200 - 0% 520060 Rent/Lease - Building 207,989 222,604 218,633 227,777 227,777 227,777 - 0% 530000 Other Non-Capital Equipment 129 - - 2,000 2,000 2,000 - 0% 530080 Donation Expenditures 2,380 - - 14,000 95,587 14,000 (81,587) (85%) 530130 Debt Issuance Cost - - 1,512 - - - - 0%
540040 Cash Overage/Shortage 7,314 - 136 - - - - 0%
Total Maintenance and Operations 762,436 545,077 781,098 905,507 1,098,003 867,007 (230,996) (21%) 540011 Principal Payment POB Misc - - - 53,792 53,792 53,792 - 0% 540020 Interest Expense - - 5,230 - - - - 0%
540021 Interest Expense POB Misc - - - 39,807 39,807 39,807 - 0% Total POB Debt - - 5,230 93,599 93,599 93,599 - 0%

COMMUNITY SERVICES

RECREATION SERVICES
Operating Expenses
Purpose: To manage the operation of the Alta Vista Tennis Complex; Aviation Park Gymnasium, Track and Field; Wilderness Park; Artesia Center; Senior Centers; Veterans Park Community Center; Teen Center; Seaside Lagoon; the After-School and Summer Camp Playground programs; Summer and school year camps and adult sports leagues, passport services, , coordinate the Memorial Day and Veterans Day ceremonies, manage the City's street banners program, provide liaison services to the Recreation and Parks and Youth Commissions, publish the City quarterly newsletter and monthly e-blast and provide a variety of quality and innovative user-pay programs, classes, venues and activities for Redondo Beach residents to improve the livability of the City's neighborhoods, provide positive activities for the youth of the community and promote the community's health and quality of life.

COMMUNITY SERVICES 234

Appendix I:

RBUSD Enrollment Report (2/2/24)
Month Ending: February 2, 2024
TK/ Subtotal GRAND SDC
SCHOOL KGN 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th Reg. Ed. SDC TOTAL PKAlta Vista 82 92 92 90 85 105 546 546 59 Beryl 52 72 73 65 71 86 419 419Birney 66 68 72 68 74 85 433 433Jefferson 164 74 80 86 89 95 588 588 Lincoln 68 86 104 95 114 88 555 27 582Madison 116 70 80 57 77 68 468 468 Tulita 122 66 66 56 62 68 440 440
Washington 132 118 152 115 126 147 790 790
0 Adams 386 385 366 1137 1137
Parras 344 331 354 1029 1029
0 RUHS 722 731 716 751 2,920 2,920Transition 0 21 21Dreizler 1 20 22 43 43 Virtual Learning 1 1 3 2 1 2 1 11 11TOTAL 802 646 719 632 698 742 731 717 723 724 733 738 774 9,379 48 9,427 59 Sub Change SDC
P-2 TK/ Total From Change Grand Change
Previous Year KGN 1st 2nd 3rd 4th 5th 6th 7th 8th 9th 10th 11th 12th (Reg Ed) PY SDC From PY Total From PY 2022-2023 760 707 649 697 745 707 705 705 717 733 756 780 758 9,419 -21 57 6 9,476 -152021-2022 756 636 685 743 702 706 723 709 700 779 800 771 730 9,440 -101 51 3 9,491 -982020-2021 672 687 748 692 732 721 728 707 770 815 796 727 746 9,541 -385 48 0 9,589 -3852019-2020 805 791 733 748 744 762 726 764 788 812 760 759 734 9,926 150 48 -132 9,974 182018-2019 837 730 742 754 765 718 757 776 739 764 766 733 695 9,776 713 180 -39 9,956 755 TK-8 9-12
This Month 6,410 2,969 9,427Last Month 6,388 2,998 9,437Difference 22 -29 -10Add/(Loss) from last month K-8 Add/(Loss:) 6 Out of Area 5 First Entry to School 9-12 Add/(Loss): -8 Out of Area 0 First Entry to School 0 Out of Country -2 Home School -1 Out of Country -1 Home School -3 Out of State 0 Medical Withdrawal -2 Out of State 0 Medical Withdrawal-1 Private/Charter 0 Private/Charter -4 Diploma Completion -1 To RBLA 0 Dropout
Year to date change
K-8 Add/(Loss:) 17 Out of Area 25 First Entry to School 9-12 Add/(Loss): -6 Out of Area 0 First Entry to School -5 Out of Country -4 Home School -3 Out of Country -1 Home School-4 Out of State -1 Medical Withdrawal 1 Out of State -1 Medical Withdrawal -7 Private/Charter 0 From/To NPS -7 Private/Charter -12 Diploma Completion -2 To RBLA 0 Dropout
0 RUHS/Shores to ISP 0 From/To NPS
48 REDONDO BEACH UNIFIED SCHOOL DISTRICT

ENROLLMENT REPORT
TK-8 9-12 SDC Total SDC Total
6,410 2,969 48 9,427 This Month
-3
6,405 2,983 51 9,439 1st Mo. (Sept) 51
5 -14 -3 -12 Difference
Appendix J:

Parks Commissioner, Parent & PTA Letters

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

RECREATION AND PARKS
JULY 13, 2022
I.1. REVIEW AND CONSIDERATION OF A COMMISSION-DRAFTED LETTER

ADDRESSED TO THE CITY COUNCIL REGARDING STAFFING
CONCERNS OF THE CITY’S AFTER SCHOOL PROGRAM
CONTACT: CAMERON HARDING, COMMUNITY SERVICES

DIRECTOR

LETTER FROM KATE KORMAN-SOOPER
Dear City Council,
I'm requesting respectfully that City Council please place the staffing issue for the City's REC program as a high priority item on an agenda for this month or next. As you heard at a meeting last month from several constituents, this is an ongoing issue that has not gotten better over the past three years. Unless the issue has improved such that more candidates have been hired and/or many more students have been given spaces from the waitlists leading up to school start next month, this issue absolutely deserves City Council's full attention ASAP, as it involves working, school-aged parents city-wide, which is a VAST number of your residents.

A program that once was able to provide before and after-care for nearly 100 Redondo kids per elementary site now only provides care for approximately 30. This is absolutely unacceptable for the rapidly approaching school year. While staffing is an issue nationwide, we need to look at how the City can hire more qualified candidates as quickly as possible. We need to explore stronger and more aggressive recruitment efforts, make sure that wages are competitive with surrounding cities (I'm told they may not be), and make sure our drug testing of potential candidates is legal and/or appropriate. (There was an issue about whether marijuana is something that could legally be tested for, dependent on whether they are considered a Federal employee?) Perhaps the City needs to partner with RBUSD to make sure their students are not stranded and left without after-school care. Right now many parents are being left with unaffordable or untenable childcare solutions, and this needs to be changed ASAP.

At the very least, please request updated numbers and hiring stats ensuring that actual progress is being made toward moving some of these students off of the waitlists.

Thank you.

Sincerely,
Kate Korman-Sooper
Recreation & Parks Commissioner
Sincerely,
Wendy Rudick and Joe Leibfried
Redondo Beach Residents
District 5
Karen Aguilar
Location:

Submitted At: 4:40pm 06-14-22
As a member of our huge and ever growing pickleball community, I am in support of pickleball courts being built in Redondo Beach. Pickleball is played by people of all ages and athletic experiences. It’s even more than just great exercise, it’s a social game that brings people together. What other sport can you just show up for open play by yourself and rotate through games with people of all ages. Or you can reserve a court and play with your own group.

Pickleball would be a great investment for Redondo Beach through tournaments which would draw large numbers of people as both players and spectators. Pickleball would definitely be an asset for Redondo Beach. Please vote in favor of pickleball courts at the Aviation location.

Kerry Smith
Location:

Submitted At: 2:13pm 06-14-22
I am requesting that City Council please place the staffing issue for the City's After School REC program as a high priority item on an agenda for this month or next. As mother of three who is trying to return to work (having taken a career break to raise them), I am heavily reliant on affordable and flexible childcare options such as the REC program to make this possible. This program once offered places for 100 children, and now only offers 30, leaving a gap of 70 and therefore affecting a possible 70 families. As a single income family, we struggle each month, and my return to work is needed in order for my family to continue to live in this area. At the moment it is impossible to find reasonable childcare, making a return to work for me very hard. Any income earned would need to be spent solely on childcare, making working non purposeful in supporting my family. I ask the City Council to examine the program and to support the families in the area by increasing the number of childcare spaces available.

Kelley Mayeda
Location:

Submitted At: 2:01pm 06-14-22
Dedicated Pickleball Facility:

To: Mayor Brand, Todd Loewenstein, Zein Obagi, Nils Nehrenheim, Christian Horvath and Laura Emdee (and Cameron Harding):

Permanent pickleball courts are basically a no-brainer at this time. Pickleball is the fastest growing sport in America and has increased by leaps and bounds in the last few years. Redondo Beach is a big city and needs permanent and dedicated courts which will be used at all hours of the day once built. To me, Aviation Park seems the most advantageous because it is a “Sports” park….makes a lot of sense for courts to be built there….not to mention a convenient place for the Aerospace employees to join in. How great it would be to run a couple of laps around the track for warm up before playing some great pickleball!!! My family has 3 generations of pickleball players…it keeps my 87 year old mother moving and provides a great activity for her, me and my adult children to play together. The grandchildren already love holding paddles and swiping at pickleball!!! It’s rare that a multi-generation family can play an active sport together.

In the meantime, it is very easy to temporarily tape one tennis court at Alta Vista to make 4 pickleball courts with movable nets. This way, the court could be used for a dual purpose…..and 16 people can play pickleball on one tennis court!!! Makes sense monetarily. Give us one court on either end of the courts…doesn’t have to be in the middle. If pickleball players don’ t utilize the court, it can still be used for tennis.

In summary, please consider:

1. Permanent dedicated courts at Aviation Park ( my 1st choice), Marina Complex ( my 2nd choice)

2. Temporary taping of 4 courts at Alta Vista until permanent courts are established

3. Not spending money on painting lines at Franklin and/ or Perry Parks. As stated by a councilmember, there is already play going on there.

Thanks so much,
Kelley Mayeda (my family lives in District 5)
Sarah Shaholli
Location:

Submitted At: 10:58am 06- 14- 22
The purpose of this eComment is to request that the staffing issues affecting the City's afterschool REC program are triaged as high priority and be included as a critical item on the upcoming or next month's agenda. Redondo Beach residents rely on our city council to prioritize issues directly affecting the well-being of our community, which directly encompasses the issue of REC staffing and the need to significantly expand the volume of children that are accepted into the program moving forward.

As set forth below, this issue also not only impacts families with school-aged children, but the Redondo Beach community as a whole. Greater policy attention to ensuring the REC program is amply staffed to accommodate more student participation is warranted for many reasons:

1. The afterschool REC program promotes the development and learning of our children and fosters further connections with their peers in a safe and supervised environment. This program is beneficial to students' social development and provides the opportunity for them to make additional connections with their school peers in a non-academic environment that is still within the school system.

2. The afterschool REC program is a critical element of ensuring stability of the economic infrastructure, and mitigates socioeconomic and other types of inequalities that would be exacerbated by a lack of access to affordable childcare options.

3. The afterschool REC program promotes the self-sufficiency of families, including promoting full-time parental employment and other contributions to the community. Working families depend on local, affordable childcare to sustain employment and allow for ongoing contributions to ensure a functioning community.

4. While there are other afterschool care options such as CDC, there has been recent indication that CDC will move to a lottery system for the 2023-2024 class year, which further exacerbates the need for alternative flexible and more affordable options like REC.

Based on the above, I respectfully request that this issue is prioritized on the agenda for the benefit of Redondo Beach families and the community as a whole.

Sarah Shaholli
Samantha White
Location:

Submitted At: 7:05pm 06-13-22
I am respectfully requesting that City Council makes staffing the Afterschool Rec Program for the 2022/23 school year a TOP PRIORITY IMMEDIATELY.

Currently, AS LITTLE AS 3% OF THE STUDENT POPULATION PER SCHOOL ARE BEING SUPPORTED WITH AFTER SCHOOL CHILD CARE BY THE CITY.

While the rest of the world including RBUSD has opened up (and companies are expecting their employees to come back into the office) Rec has not been able to gain ANY additional staff. I ask the city council to please explore creative solutions toward staffing the Rec program as our neighboring cities and other companies have done to combat this universal staffing issue. This community is made up of many families with two working parents and/or single parents.

In the city's proposed 2022/23 Budget, Redondo Beach anticipates an influx of revenue from its residents:
- General Tax Fund: Increase of $3.4M YOY
- Property Tax Revenue: Increase 5% YOY
- Sales Tax Revenue: Increase 8.5% YOY
I request that you utilize some of this increase of funding towards supporting the families of this city.

Child care is an essential need for our community and needs to be addressed.

Respectfully,
Samantha White
Olivia McLaughlin
Location:

Submitted At: 4:41pm 06-13-22
I am requesting that City Council please place the staffing issue for the City's After School REC program as a high priority item on an agenda for this month or next. Pre-covid, parents were greatly supported with flexible and reasonable after-school care options by both the REC program and CDC within our schools. It was understandable that both these programs had to make changes when the pandemic hit in March 2020, but now 2 years later, these programs, especially REC, remain limited in capacity due to staffing issues. I would like to request that the city work alongside RBUSD to support the working parents of our community to look into all possible options to help recruit and retain staff for the REC program to increase capacity back to pre-covid levels.

Thank you.

Page Sacks
Location:

Submitted At: 4:24pm 06-13-22
I am requesting that City Council please place the staffing issue for the City's After School REC program as a high priority item on an agenda for this month or next. While nationwide we are facing a hiring crisis, businesses have had to adapt to changing needs from prospective employees, including higher living wages and other benefits, and it's time for City Council to examine this on a local level especially as it pertains to the City's REC program. Working parents in the city have had to endure many challenges when it comes to childcare since March 2020 and while other childcare providers have seemingly come back to full participation, the City's REC program is still operating at less than half of pre-pandemic enrollment. Please explore all possible options to recruit and retain employees so that you can increase capacity for the City's REC after-school program at elementary schools so that working parents can rest assured their children have a safe place to go. Thank you.

Kate Korman-Sooper
Location:

Submitted At: 11:22am 06- 13- 22
I'm requesting that City Council please place the staffing issue for the City's REC program as a high priority item on an agenda for this month or next. This is an ongoing issue that has not been addressed over the past three years. It absolutely deserves City Council's full attention, as it involves working parents and children citywide. A program that once was able to provide before and after care for 100 Redondo kids per elementary site now only provides care for 30. This is absolutely unacceptable for next year, now that parents have fully returned to work outside the home. While staffing is an issue nationwide, we need to look at how we can hire more qualified candidates as quickly as possible. We need to explore stronger and more aggressive recruitment efforts, make sure that wages are competitive with surrounding cities (I'm told they are NOT), and make sure our drug testing of potential candidates is legal. (There was an issue about whether marijuana is something that could legally be tested for, dependent on whether they are considered a Federal employee?) Perhaps the City needs to partner with RBUSD to make sure their kids are not stranded and left without after school care. Right now many parents are being left with only unaffordable or unfeasible childcare options, and this needs to be changed ASAP. Thank you.

Kate Korman-Sooper
Rec and Parks Commissioner
Jackie Glenn
Location:

Submitted At: 11:22am 06- 13- 22
I would like to express my concern over the staffing issues with the after- school Rec program on the RBUSD elementary school campuses. My family depends on afterschool care so that I can work. This entire past school year the program struggled to get staff to take more than 30 kids, which puts at least 70 kids out of a place to go, considering the program normally takes around 100. It was somewhat understandable in the first part of the school year as COVID guidelines were in effect but never in my wildest dreams did I expect to not get in the entire school year. When they announced that the fall will be restricted to the same numbers I was floored. I do understand that COVID changed everything here so I am hoping the City Council can help the Rec program adapt as well. As a sole parent working full-time, I am desperate for help.

Braley Klatt
Location:

Submitted At: 6:51pm 06-11-22
I am writing the board to express my frustration with the REC program that is run at the elementary school sites.

Once a program for 100 students per school site now only allows 30 students per site. We have patiently waited for a year for staffing issues to be addressed. This excuse is not cutting it anymore. My call to action is that the city council work with the Parks and Rec depot address the “inability “ to hire additional staff. It is my belief (and a large number of other families) that the REC needs to reassess how they hire, and what they can offer. The city is simply not meeting the needs of the families in this town. It is my opinion that our concerns have not bee adequately address throughout the school year. During this time, many families are having to return back to the office and or both parents are having to be present in the work force. Having the city support the importance of offering childcare for the school age families is of importance and should be something the council addresses before the school year begins. Simply saying that staff cannot be hired is not cutting it anymore.

One suggestion would be to offer either jobs or internships to high school students. Internships for those who are interested in going into teaching or child development would be beneficial to the students futures and enhance their resume. Another option is to hire staff from the high school. Redondo Union has wonderful students who baby sit as their after school or weekend jobs. These responsible students should be given a chance to help make a positive impact on the city.

Thank you for your time.

From: Mark Nelson (Home Gmail)
To: CityClerk; Michael Webb; Planredondo
Subject: Public Comment Pg 1160 Agenda Document 6-18-24 Date: Monday, June 17, 2024 3:09:27 PM
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Due to BCHD's lack of planning and funding for allcove, a 91% non-resident of the District program from Avalon to Long Beach to LAX, I strongly recommend that the City of Redondo Beach remaining fully insulated financially from BCHD and allcove.

According to a CPRA response from BCHD, it never even assessed the 30-year obligation of District taxpayers for allcove prior to accepting the 30-year obligation as part of the building grant funding. As such, we have assessed the cost and deem it to be up to $175M over 30 years. BCHD funding for allcove expires June 30, 2026, again, per a CPRA response. Absent $175M in funding for allcove, BCHD will have to consume nearly all of the Property Tax revenues in order to service the 91% non-resident service area.

On page 1160, the following:

From: Mark Nelson (Home Gmail)
To: CityClerk; Michael Webb; Planredondo
Cc: Communications; Jane Diehl; Noel Chun; Michelle Bholat; Martha Koo; Garth Meyer; [email protected] Subject: Re: Public Comment Pg 1160 Agenda Document 6-18-24 Date: Monday, June 17, 2024 3:18:26 PM
Attachments: image.png
image.png
image.png
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CAUTION: Email is from an external source; Stop, Look, and Think before opening attachments or links.

Updated with information on page 1163 of agenda packet demonstrating that the City may be on a path of $175M liability via joint funding of programs involving allcove.

No BCHD 30 Year Analysis
Required BCHD 30 Year Building and Services Operation for allcove Estimated of 30 Year Exposure that BCHD FAILED to Compute Prior to CONTRACT

EXECUTION

On Mon, Jun 17, 2024 at 3:08 PM Mark Nelson (Home Gmail) < wrote:

Due to BCHD's lack of planning and funding for allcove, a 91% non-resident of the District program from Avalon to Long Beach to LAX, I strongly recommend that the City of Redondo Beach remaining fully insulated financially from BCHD and allcove.

According to a CPRA response from BCHD, it never even assessed the 30-year obligation of District taxpayers for allcove prior to accepting the 30-year obligation as part of the building grant funding. As such, we have assessed the cost and deem it to be up to $175M over 30 years. BCHD funding for allcove expires June 30, 2026, again, per a CPRA response. Absent $175M in funding for allcove, BCHD will have to consume nearly all of the Property Tax revenues in order to service the 91% non-resident service area.

On page 1160, the following: