Budget
FY 2025 - 2026
BRR #48
CITY OF REDONDO BEACH
Budget Response Report
#48
June 3, 2025
Question:
What is the cost to systematically replace aging street signs and traffic signal poles throughout the City?
Response:
Street Name Signs:
The City Council adopted a new City logo, which resulted in an update to the design of the City’s street name signs (SNS). The new sign design also included updates to meet contemporary traffic standards, readability requirements, and the use of more modern, lower-cost, and sustainable materials. At this time, the City has installed approximately 100 new SNS, using its existing annual maintenance budget.
Generally, the City’s SNS fall into one of two categories, post-top signs, the most common, and mast arm signs. Mast arm signs have the option to be internally illuminated.
The in-house cost to replace the remaining 2,712 post-top SNS in the City is estimated as follows:
Materials: $428,480 (2,712 signs x $150 per sign + 271 telespar poles x $80 per pole)
Administrative: $179,968 (1/2 labor hours per sign x $128/hour x 2,812) Installation: $1,079,808 (3 labor hours per sign x $128/hour x 2,812) Post-Top Total $1,688,256
Prior to the approval of the new City logo and corresponding street sign design, 100 posttop signs with the former blue background and yellow sunset were installed. The $63,800 to replace those signs is included in the above estimate. In most cases the existing signpost can be reused, but a contingency for replacement poles is also included in the above estimate.
Internally Illuminated Street Name Signs (IISNS):
The estimate to replace City-owned mast-arm IISNS in the City would be as follows:
• 104 new IISNS
• 101 new pole-mounted SNS (non-illuminated)
Materials & hardware: $260,000 (104 IISNS x $2,500 per sign) $ 30,300 (101 SNS x $300 per sign)
Budget
FY 2025 - 2026
BRR #48
Administrative: $ 13,325 (1/2 labor hours per sign x $130/hour x 205) Installation: $340,000 ($5,000 per intersection x 68 intersections) IISNS Total: $643,625
It should be noted that many of these IISNS will be replaced as part of future traffic signal improvement projects. Locations where it is only feasible to install non-illuminated SNS due to pole structural integrity will be upgraded to IISNS as signals are replaced to the current standard.
Staff also recommends a CIP project to fund the replacement of large quantities of signs, due to staff labor limitations. However, for one-off replacements, of up to 100 signs, staff would be able to incorporate this work into the annual workplan. Staff has not yet sought quotes from outside contractors for mass replacements, due to the need to develop a project description and specification. For an order of magnitude estimate, staff estimates a range of $2,000,000 to $2,500,000 to account for equipment, materials, labor, design/specification development, traffic control, project management, and inspections.
Traffic Signal Poles:
The City has 108 signalized intersections:
• 58 owned/maintained by the City
• 22 shared maintenance with LA County
• 23 “signal-like” flashing red beacons (mostly obsolete and not expected to be replaced when removed)
• 5 shared with other jurisdictions who maintain those signals.
Some traffic signal poles, like those along Grant, have been replaced as part of Measure M-funded projects. The next twenty-four traffic signals due for replacement and funded for design within the City’s CIP include poles along:
• Inglewood Avenue (4)
• Prospect Avenue (12)
• Catalina Avenue (8)
Along with the poles, replacement of traffic signals often includes new signal controllers, new signal heads, modified curb ramps to meet accessibility standards, new wiring and conduits, new detection equipment, signal timing changes, and all other electrical equipment. Each full intersection signal replacement is expected to cost a minimum of $700,000. Design for new signals along Inglewood, Prospect, and Catalina are at least partially funded through the Regional Measure M program. As appropriate, City staff will continue to explore alternative intersection controls (such as roundabouts) as a reduced cost strategy for ongoing future maintenance and in some cases, to enhance safety.
The construction-only cost to replace the above identified 24 City-owned traffic signals is approximately $16,800,000. There are several other traffic signals around the City that will be due for replacement/upgrade in the near future. The construction cost to replace those traffic signals will be an additional $20,000,000. Due to the high cost and the availability of funding, staff recommends the City continue to address signal Budget
FY 2025 - 2026
BRR #48
improvements through Measure M, and other transportation restricted funding sources, to the maximum extent possible.
BUDGET
FY 2025 - 2026
BRR #49
CITY OF REDONDO BEACH
Budget Response Report
#49
June 10, 2025
Question:
What are the cost estimates and funding options to identify and perform major reconstruction on non-residential City streets that are currently unfunded though other City programs?
Response:
City staff identified two non-residential streets, Grant Avenue (Inglewood to Aviation) and Aviation Blvd. (Artesia to Harper) that require major reconstruction and are only partially funded through existing City programs. Both segments of Grant Avenue and Aviation Blvd. do not have a bus route, and, therefore, are not eligible for Proposition (Prop) C funding, a funding source used to support many of the City’s non-residential streets.
Potential future funding sources to close the existing gaps would be SB 1/State Gas Tax (~$1.8M annually), local return Measure R (~$1.2M annually), local return Measure M (~$1.3M annually), or Capital Project Funds. However, there are specific ongoing projects, including Residential Rehabilitation and Citywide Striping, that currently rely on a significant portion of the local return funds and SB 1/State Gas Tax funds. Furthermore, specific street projects, such as Artesia Blvd. from Harper Ave. to Hawthorne Blvd., Aviation Blvd. from Artesia Blvd. to Manhattan Beach Blvd., and Rindge Ln. are programmed in the City’s Capital Improvement Program (CIP). These projects are expected to be funded by local return funds over the next three fiscal years, with additional funding support from Prop C Funding. If approved in future CIP budgets as programmed in the five-year model, these projects will account for the majority of available local return funds during that time.
Grant Avenue (Inglewood Ave to Aviation Blvd):
Grant Avenue spans 1.25 miles from Inglewood Avenue on the east and Aviation Blvd. on the west. According to Nichols Consulting Engineers’ (NCE) 2024 pavement study, the total estimated cost of repaving Grant Avenue is $4.73M. Additional work that is typically required to address ADA compatibility for curb ramps and signals, is not needed due to the recent completion of traffic signal and bulb-out projects along the street.
As part of the proposed FY 2025-26 CIP, $1M was identified for the rehabilitation of a portion of Grant Avenue. Since this amount does not cover the estimated cost to repave the entire stretch of Grant Avenue, staff recommends paving the blocks of Grant Avenue that are in the greatest state of disrepair.
BUDGET
FY 2025 - 2026
BRR #49
Aviation Blvd (Artesia Blvd to Harper Ave):
This segment of Aviation Blvd spans 0.6 miles from Artesia Blvd to Harper Ave. According to NCE’s 2024 pavement study, the total estimated cost of repaving this portion of Aviation Blvd is $3.9M. This amount includes ADA compliance requirements. It should be noted that the stretch of Aviation Blvd north of Artesia Blvd is included in the CIP as a joint project with the City of Manhattan Beach. This portion of Aviation is eligible for transit restricted Prop C money and is therefor easier to fund.
Both estimates for Grant Avenue and Aviation Blvd are based on FY 2024 cost projections and should be adjusted for inflation when the time of anticipated construction is known.
Funding Options:
Below are the funding options for these two street segments:
1. Add them in the CIP and fund them with future General Fund/Capital Fund monies, if available.
2. Prioritize them ahead of other street projects already included in the CIP through available SB 1/State Gas Tax, local return Measure R, local return Measure M, or Capital Funds. To note, other identified segments and maintenance related CIPs would have to be postponed.*
3. Prioritize these segments in the deferred maintenance street CIP and fund them through this project account as discretionary funds become available.
4. Include them in the unfunded CIP list and/or programming for local return and capital funds in the later years of the five-year CIP plan. *It’s important to note that if the City Council were to utilize the entire allocation of SB 1/State Gas Tax, local return Measure R, and local return Measure M, it would delay Residential Rehabilitation by at least two years. This would also divert funding from the Sidewalk Improvement Project, which focuses on mitigating trip hazards, and would postpone the Citywide Striping program that aims to maintain all striping on a five-year cycle. This is not a comprehensive list of CIPs that would be impacted, but highlights the primary CIP projects that rely on these funding sources.
Budget
FY 2025 - 2026
BRR #50
CITY OF REDONDO BEACH
Budget Response Report
#50
June 3, 2025
Question:
What are the costs and options to paint murals in intersections using the City’s new logo? Response:
Per City Council direction at their February 11, 2025 meeting, City staff investigated the options and cost to paint the City’s newly adopted logo within an intersection. Neighboring cities, such as Hermosa Beach and Manhattan Beach, have painted their city logos in their downtown/pier areas on high-profile intersections. Generally, the placement of such a logo is most appropriate at locations where there are nearby commercial uses and significant pedestrian/bicycle crossing volumes. Otherwise, the logo would not be as visible from the sidewalk and would more likely be covered by moving vehicles.
In Redondo, significant intersections that could be considered for the painting of the Redondo’s City logo include:
• Torrance Blvd & Catalina Ave – 15’ radius,700 square feet (sf) • Catalina Ave & Vista del Mar – 15’ radius, 700 sf
• Artesia Blvd & Rindge Ln – 10’ radius, 315 sf
• Artesia Blvd & North Redondo Beach Bikeway (NRBB) – (4) 5’ radius circles, 315 sf
• Robinson St & Phelan Ln – 5’ radius, 80 sf
Painting the intersections of Torrance/Catalina, Artesia/Rindge, or Artesia/NRBB would require significant traffic control, estimated at $5,000, for the one-day of work required to paint the intersection. Traffic control for the intersections at Catalina/Vista del Mar or Robinson/Phelan could be accommodated using Public Works crews. The expected materials and labor cost to paint a smaller intersection is approximately $5,000. The cost to paint a larger intersection is approximately $10,000. Below are the total costs to paint each intersection, including traffic control and $1,000 in administrative costs. • Torrance/Catalina – $16,000
• Catalina/Vista del Mar – $11,000
• Artesia/Rindge – $11,000
• Artesia/NRBB – $11,000
• Robinson/Phelan – $6,000
Budget
FY 2025 - 2026
BRR #50
Staff would like to note that future CIP projects that affect Torrance/Catalina and Catalina/Vista del Mar would also affect any existing intersection paintings, but those CIP projects could incorporate the City logo in future aesthetic treatments. Staff anticipates this process would need to reoccur every three to five years to maintain a legible logo design.
Budget
FY 2025 - 2026
BRR #51
CITY OF REDONDO BEACH
Budget Response Report
#51
June 3, 2025
Question:
What are the costs associated with adding hardware and banner signs to the street light poles along Artesia Blvd and what are the costs anticipated to maintain the existing banners along Harbor Drive?
Response:
In 2023, staff prepared Budget Response Report #51 to provide City Council with an estimate to display decorative banner signs on the existing street light poles along Artesia Blvd. The cost was estimated at $43,200 and included the purchase of 53 banners (one for each pole), hardware, and a structural review of the existing light poles to ensure they could accommodate the weight and wind load stress associated with adding the banners.
The estimate did not include installation of the banners or on-going maintenance.
City Council appropriated $43,200 in funding for the banner program in 2023. To date, Public Works staff have purchased the hardware at a cost of $12,200, leaving a balance of $31,000 for execution of the project. The next step is the completion of a structural analysis of the existing light poles to confirm the amount of additional banner weight and wind load that can be accommodated. The structural analysis is anticipated to cost $11,000, leaving $20,000 for banner procurement and installation.
The North Redondo Beach Business Association (NRBBA) has volunteered to assist with the banner program. The NRBBA has designed four sets of banners that would be changed out quarterly. The estimated cost to purchase the four sets of banner signs, install the hardware and initial banners on each of the 53 light poles, perform quarterly replacement of the banners with new content, and provide associated maintenance is $53,000 for the year. This cost would be reduced by roughly $20,300 if only one set of banners is purchased and installed.
As noted above, $20,000 is expected to be available to support these costs. An additional $33,000 of funding would be required to purchase and install four sets of Artesia banners and $12,700 to purchase and install one set. The NRBBA could potentially cover costs associated with maintenance and banner swapping after the first year.
In addition to the banner program along Artesia, the City has an existing banner program along Harbor Drive. There are 23 light poles with two banner signs each for a total of 46 banners along Harbor Drive. City staff has identified a need to purchase replacement parts for the current street light pole hardware, at an estimated cost of $15,545. The labor required to cover installation of the replacement parts is estimated to be $15,000. In total, Budget
FY 2025 - 2026
BRR #51
staff estimates an additional appropriation of $30,545 would be needed for maintenance efforts associated with the existing Harbor Drive banner program.
Budget
FY 2025 - 2026
BRR #52
CITY OF REDONDO BEACH
Budget Response Report
#52
June 10, 2025
Question:
Assembly Bill 2561 was signed by Governor Newsom and became effective January 1, 2025. Under this new law, what are the City’s new reporting obligations regarding vacant job positions?
Response:
On September 22, 2024, the California Governor signed Assembly Bill (AB) 2561 into law, with an effective date of January 1, 2025. This law added new requirements to Section 3500 of the Government Code regarding the reporting of public sector employment vacancies and recruitment efforts. Government Code Section 3500, also known as the Meyers Milias Brown Act (MMBA), governs labor relations between public sector employers and their employees in California. AB 2561 was written to amend the MMBA to address a concern among state officials regarding public sector job vacancies "affecting occupations across all wage levels and educational requirements." The Legislature specifically defined the issue as a matter of Statewide concern, and this new reporting requirement for vacancies and recruitment efforts applies to all public agencies, with or without unions.
AB 2561 requires that all California public agencies annually present the status of their employment vacancies and recruitment efforts at a public hearing, at least once per fiscal year, and before the annual budget is adopted. The law doesn't specify what timeframe must be measured when discussing the vacancy status, but that same "snapshot in time" should be generally measured each subsequent year. Agencies are also required to discuss specific recruitment efforts if the vacancies exceed a 20% threshold per bargaining unit and invite labor union representatives to speak about the job vacancies during the public hearing.
In accordance with the City Charter, the City of Redondo Beach holds three public hearings each June to discuss and ultimately adopt the budget for the upcoming fiscal year. This Budget Response Report is designed to present a snapshot of the City's current employment vacancies in accordance with AB 2561. Each unit’s vacancies have been measured, effective May 1, 2025, and are outlined in summary form by bargaining unit below:
Budget
FY 2025 - 2026
BRR #52
Bargaining Unit Total
Vacancies Total Positions Vacancy Percentage
Redondo Beach Police
Officers Association 10 88 11.36%
Redondo Beach Police
Management Unit 0 9 0%
Redondo Beach Firefighters’
Association 3 59 5.08%
Redondo Beach Fire
Management Unit 0 4 0%
Professional & Supervisory
Association (PSA) 12 83 14.4%
Redondo Beach City
Employees’ Association 21 97 21.6%
Redondo Beach Teamsters 4 79 5%
Management/Confidential
(unrepresented) 2 29 6.8%
Total Citywide 53 448 11.8%
AB 2561 also states that if the number of vacancies in any bargaining unit exceeds the number of full-time positions in that unit by 20%, the City must specifically address what measures are being taken to fill said positions. For Redondo Beach, there is only one bargaining unit that has more than a 20% vacancy rate, which is the City Employees Association (RBCEA). A chart showing the job vacancies and recruitment status for each of these positions is included below:
Redondo Beach City Employees’ Association
Position Title # of
Vacancies Recruitment Status
Accountant 2 Recruitment on hold/Potential Re-org
Police Services Specialist 2 Eligibility List Established Office Specialist III 1 Eligibility List Established
Communications
Dispatcher 4
Eligibility List Established-Recruitment
Ongoing
Admin Specialist 2 Dept in Pre-Hire Processing
Admin Coordinator 2 Eligibility List Established
Library Clerk 1 Recruitment Pending
Recycling Ranger 1On Hold/Pending proposed budget
reclassification
Municipal Services
Officer 1 Eligibility List Established
Senior Building Inspector 1Eligibility List Established/Dept Head Reviewing
Community Services
Officer II 2 Recruitment Pending
Budget
FY 2025 - 2026
BRR #52
Planning Technician 1 Filled May 19, 2025
Recreation Coordinator 1 Eligibility List Established
TOTAL VACANCIES 21
The law also requires the City to identify any obstacles to the recruiting process that may preclude the positions being filled in a timely manner. At this time, the position of Human Resources Analyst (Recruitment) is currently vacant. The Human Resources Department has proposed a Decision Package in the upcoming budget to reclassify this vacant position before filling it. While this vacancy creates a temporary obstacle to the timely filling of positions, the Human Resources Department has been able to remain competitive with other agency metrics despite this position being unfilled. At any given time, the HR Department is recruiting for approximately 40 positions. The average time to hire, from job posting to hiring, is 6 weeks, which continues to be a competitive metric in the current labor market.
Budget
FY 2025 - 2026
BRR #53
CITY OF REDONDO BEACH
Budget Response Report
#53
June 3, 2025
Question:
How does the City’s Vehicle and Heavy Equipment Replacement Program work and what City vehicles and equipment are scheduled for replacement by the Public Works Department in the 2025-2026 Fiscal Year?
Response:
The Vehicle Replacement Fund (VRF) was established by the City during the 1983-84 Fiscal Year. It is a best management practice tool that allows the City to efficiently replace and maintain vehicles and equipment. The purpose of the Vehicle and Heavy Equipment Replacement Program is to evaluate, maintain, and replace vehicles and equipment on a schedule that optimizes their usefulness, avoids major repairs and periods of downtime, and captures ongoing technological improvements in vehicle safety, efficiency, and performance. The Public Works Department manages the City Fleet and there is a dedicated Fleet Maintenance Team consisting of one Maintenance Supervisor, two Senior Mechanics, one Mechanic, and one Equipment Service Worker. A Senior Management Analyst in the Public Works Department manages the tracking, purchasing, disposition, and regulatory compliance for all vehicles listed in the VRF. Most Redondo Beach City vehicles have historically been replaced every 4 to 12 years, depending on vehicle type and function, with an aggregate cost between $1,000,000 and $1,500,000 each year.
Staff is recommending budgeting for the regular replacement of 14 vehicles/equipment in FY 2025-26 through Decision Package #51 at an estimated cost of $1,331,814. These units have reached the end of their planned lifecycle and are scheduled for replacement.
The 14 vehicles/equipment for the Public Works Department consist of one roller for the Streets Division, five electric carts for the Pier Division, one forklift and one pickup truck for the Fleet Division, and one van for the Facilities Division. In addition, there are three trucks and two generators previously approved by City Council that staff was unable to acquire in FY 2023-24 or FY 2024-25 due to supply chain issues. The table below lists the planned replacement schedule:
Budget
FY 2025 - 2026
BRR #53
Table 1: FY2025-26 Proposed Vehicle Purchases
In addition, Decision Package #51 seeks authorization to pursue/initiate the purchase of two replacement Fire Department Vehicles, Paramedic Squad Units #135 and #136, which are not due for replacement until FY 2026-27 in FY 2025-26. These units are subject to long lead/assembly times, so authorizing the purchase now allows the build to begin in order to meet the retirement date of the current vehicles. Staff will return to Council to request an appropriation from the VRF when the build specifications are completed.
Finally, Decision Package #51 addresses the recommendation to take a Parks Division vehicle planned for replacement and instead purchase a Pier scrubber unit to assist with newly installed paver maintenance and cleaning on International Boardwalk. The additional funding request for this unit (in addition to the amount appropriated for the Parks truck) is $15,660. The total recommendation for all units is a one-time VRF appropriation of $1,347,474.
Fleet Operations and Purchasing in FY 2024-25
In FY 2024-25, Public Works staff continued to face supply chain challenges and significant delays throughout various stages of vehicle procurement and maintenance.
While the availability and delivery times for passenger and mid-sized vehicles have improved, lead times for larger, specialized vehicles, remain prolonged. Upfitting timelines, and associated costs, have continued to increase over the past year, particularly for the specialized units serving Police, Fire, and Public Works Departments.
Overall, costs related to vehicle acquisition, contractor services, upfitting, fuel, parts, and supplies have either continued to rise or remain at historically high levels.
Unit Year Description Assigned Dept
Fund
Balance
Per Unit
Estimated
Auction
Value
Additional
Funding
Needed
Total
Funding
Per Unit
340 2004 BOBCAT ROLLER STREETS PW $ 59,093 $ 2,000 $ 61,093 861 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW $ 10,890 $ 500 $ 6,500 $ 17,890 862 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW $ 15,092 $ 500 $ 2,400 $ 17,992 863 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW $ 10,890 $ 500 $ 6,500 $ 17,890 864 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW $ 10,890 $ 500 $ 6,500 $ 17,890 899 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW $ 10,890 $ 500 $ 6,500 $ 17,890 364 2003 CAT RC60 FORKLIFT FLEET SERVICES PW $ 79,633 $ 2,000 $ 81,633 20 2013 FORD TRANSIT CONNECT BUILDING PW $ 33,505 $ 2,000 $ 35,505 103 2009 FORD F-250 PICKUP-EQ FLEET PW $ 38,367 $ 38,367 333 2006 CHEVROLET CC7500 CNG DUMP TRUCK STREETS PW $ 199,938 $ 4,000 $ 203,938 350 2006 GMC TC 7500 CNG KNUCKLE BOOM CRANE STREETS PW $ 291,990 $ 4,000 $ 295,990 200 2006 GMC TC 7500 INSULATED MANLIFT CNG STREETS PW $ 283,546 $ 4,000 $ 287,546 G-1 1999 CATEPILLAR 3306 GENERATORSEWER PW $ 159,632 $ 159,632 G-3 2000 MQ POWER DCA-25SSIU SEWER PW $ 28,560 $ 50,000 $ 78,560 $ 1,331,814
Units Previously Approved by Council - Funding re-appropriation request Vehicle Replacement Fund - Decision Package #51
Budget
FY 2025 - 2026
BRR #53
After-market upfitting is essential for many of the specialty vehicles that make up the majority of the City Fleet, particularly those utilized by Police, Fire, and Public Works.
However, ongoing shortages in parts and labor among upfitting vendors—combined with high demand for these services—have resulted in significant delays in preparing vehicles for service after delivery from the manufacturer. Extended upfit timelines are prompting Departments and Fleet staff to reconsider vehicle procurement strategies, aiming to align new vehicle orders more closely with the end of the existing Unit's life cycle.
Public Works continues to work towards transitioning to zero-emission vehicles (ZEVs) where it is feasible. However, evolving regulations, particularly the California Air Resources Board (CARB)’s Advanced Clean Fleet (ACF) purchasing requirements, pose significant challenges for Fleet procurement. Despite recent exemptions granted to commercial fleet operators, government agencies remain subject to strict ACF compliance timelines. Key challenges include a limited availability of ZEVs suitable for purchase, the complexity of upfitting ZEVs for use as specialty vehicles, and the significantly higher costs of ZEVs, which place additional strain on the Vehicle Replacement Fund. Further obstacles include delays and expenses associated with charging infrastructure projects, as well as the need for training and preparation of maintenance staff to safely service and support zero-emission vehicles.
Vehicle Purchase Status
The FY 2024-25 Budget included authorization for the purchase of 19 vehicles. The status of the procurement of those vehicles is listed below:
Table 2: Vehicles Approved for Purchase in FY 2024-25 Budget Unit
Model
Year Current Make/Model Division Dept. Status
600 2012 DODGE RAM CHARGER ADMIN ADMIN P ORDERED CY25 DELIVERY 688 2018 HONDA ODYSSEY VAN INVESTIGATIONS P DELIVERED- BUILD 296 2013 TORO GROUNDMASTER PARKS PW ON HOLD
297 2013 TORO GROUNDMASTER PARKS PW ON HOLD
667 2021 FORD UTILITY Equipped PATROL P ORDERED CY25 DELIVERY 668 2021 FORD UTILITY Equipped PATROL P ORDERED CY25 DELIVERY 669 2021 DODGE DURANGO Equipped PATROL P ORDERED CY25 DELIVERY 670 2021 DODGE CHARGER Equipped PATROL P ORDERED CY25 DELIVERY 674 2021 DODGE CHARGER Equipped PATROL P ORDERED CY25 DELIVERY 677 2021 FORD UTILITY Equipped PATROL-WC P ORDERED CY25 DELIVERY 654 2016 FORD UTILITY K-9 Equipped PATROL-K-9 P ORDERED CY25 DELIVERY 655 2016 FORD UTILITY K-9 Equipped PATROL-K-9 P ORDERED CY25 DELIVERY 656 2016 FORD UTILITY K-9 Equipped PATROL-K-9 P ORDERED CY25 DELIVERY 657 2016 FORD UTILITY K-9 Equipped PATROL-K-9 P ORDERED CY25 DELIVERY 690 2017 HONDA AFRICA TWIN PATROL-TRAFFIC P ORDERED CY25 DELIVERY 691 2017 HONDA AFRICA TWIN PATROL-TRAFFIC P ORDERED CY25 DELIVERY 692 2016 HONDA AFRICA TWIN PATROL-TRAFFIC P ORDERED CY25 DELIVERY 379 2007 INGERSOLL RAND ROLLER STREETS PW DELIVERED
207 2011 FORD F-350 1-TON PICKUP PARKS PW
PROPOSED REPLACE AS
PIER SCRUBBER
FY 24-25 Vehicle Replacement Update
Budget
FY 2025 - 2026
BRR #53
The following 11 units were ordered prior to FY 2024-25 and were delivered and put into service in FY 2024-25:
Table 3: Vehicles delivered in FY2024-25
The following 13 vehicles were ordered prior to FY 24-25 and are in various stages of procurement, manufacturing, upfitting, and are anticipated to be delivered in FY 2025-26:
Table 4: Vehicles Ordered Awaiting Delivery
UNIT YEAR DESCRIPTION ASSIGNED DEPT
PURCHASE
PRICE
660 2024 DODGE DURANGO PATROL P $ 77,952
661 2024 DODGE DURANGO PATROL P $ 77,952
644 2024 FORD INTERCEPTOR PATROL P $ 78,080
662 2024 DODGE DURANGO PATROL P $ 81,766
666 2024 DODGE DURANGO PATROL P $ 81,766
375 2024 AIRLESCO SURE STRIPE 3350 STREETS PW $ 5,803
326 2009 GAPVAX COMBINATION JETTER SEWER PW $ 785,152
121 2024 SEAGRAVE FIRE PUMPER FD $ 1,143,253
241 2025 FORD MAVERICK PARKS PW $ 34,663
G-14 2024 CATERPILLAR D100-8S GENERATOR FIRE STATION 1 F $ 90,487 261 2025 FORD MAVERICK PIER PW $ 34,005
$ 2,490,879.66
FY24-25 Prior Year Orders Delivered- In Service
679 2025 F-550 4WD PATROL- SWAT P BUILD
137 2008 CHEVROLET TAHOE-EQ HARBOR PATROL F DELIVERED- BUILD 104 2024 DODGE RAM OPS-SPEC-SRVS F BUILD
648 2025 FORD INTERCEPTOR PATROL P ORDERED
678 2025 FORD INTERCEPTOR PATROL P ORDERED
672 2025 FORD INTERCEPTOR PATROL P ORDERED
675 2025 FORD INTERCEPTOR PATROL P ORDERED
620 2016 FORD UTILITY INVESTIGATIONS SIU P DELIVERED- BUILD 622 2017 DODGE DURANGO SUV SIU INVESTIGATIONS-SIU P DELIVERED- BUILD 808 1975 SEAWAY HARBOR PATROL F DELIVERED- BUILD
348 2025 F-150 LIGHTNING BUILDING PW ORDERED
349 2025 F-150 LIGHTNING UPLANDS-MAINT PW ORDERED
322 2024 F-750 (CNG) BUILDING PW BUILD
Prior Fiscal Year Orders Awaiting Delivery
Budget
FY 2025 - 2026
BRR #53
Vehicle Replacement Fund Model
The Vehicle Replacement Fund is comprised of multiple funding sources, including the General Fund, Sewer Fund, Building Occupancy Fund, Harbor Fund, and other sources.
Each vehicle is assigned for a specific use and charged against the appropriate fund using the approved replacement formulas. The replacement formula is based on two main components of the VRF, maintenance and operations, along with approved vehicle replacement timelines.
Vehicle Replacement Fund Balance
In the FY 2025-26 Proposed Budget, the expected starting VRF fund balance is $5,706,653. After City Manager recommendations and Decision Packages, the estimated FY 2025-26 end of year fund balance is $6,018,899. This includes all proposed revenues from the various Departments and all capital and operating Fleet Division expenditures for FY 2025-26. Additional information can be found in the FY 2025-26 Proposed Budget - Financial Summaries - Summary of Estimated Revenues, Appropriations, and Fund Balance Changes with City Manager Recommendations.
Fleet Maintenance and Operations Budget
With regards to the funding of the maintenance and operations component, each Department is charged based on the fuel consumption and internal labor costs associated with vehicles assigned to the respective departments. Funding is transferred into the Vehicle Replacement Fund and is appropriated annually into the Fleet Operating Budget.
Funding covers personnel, overhead, fuel, preventative maintenance and operations, and major repair costs.
Vehicle Replacement Funding
A depreciation formula is used to develop funding estimates for the replacement of the vehicles and equipment. First, the replacement value is calculated by taking the purchase price of the vehicle, multiplying it by a 3% annual compounding rate to account for inflation, and then aggregating that compounding amount over the life cycle of the vehicle/equipment. The replacement value is then evenly divided for the duration of the vehicle’s life span to calculate the annual amount. Below is a simplified example of the calculation for the vehicle replacement component.
Vehicle Purchase
Price
Life
Span
Replacement Value
(3% compounding
rate)
Annual
Amount
Administrative Sedan $ 50,000 12 $ 71,288.04 $ 5,940.67 Table 5: Sample Vehicle Replacement Calculation
Budget
FY 2025 - 2026
BRR #53
If the life span of a vehicle is decreased, the estimated replacement value also decreases as the model anticipates less inflationary costs. However, that replacement value is now amortized over fewer years and the annual savings required must rise accordingly.
Historically, this model has accrued enough monies to ensure that no additional, or accelerated internal service charges, are necessary to fund the planned vehicle/equipment replacements. In the last four years, with rapidly escalating vehicle purchase prices, as well as rising outfitting and equipment costs, it has been necessary for the Public Works Department to request supplementary funds when purchases are presented to Council for consideration. This additional funding covers the delta between the funding saved for a unit and the new purchase price. This has been particularly significant for vehicles with a longer life span, vehicles that require major after-market upfitting (e.g. Police Patrol units), and for compressed natural gas (CNG) or ZEV vehicles.
Covering the funding gap means drawing funding from savings gained from other units in the Vehicle Replacement Fund fleet. In order to maintain the savings associated with all units, and to be able to make purchases at the end of the units’ replacement lifecycle, adjustments are generally made at Mid-Year to replenish the VRF.
In the FY 2024-25 VRF Budget Response Report, it was noted that the VRF will require ongoing, careful management, and periodic adjustments to keep pace with increasing costs, shifting environmental regulations, and market dynamics. As the Fleet Division manages these challenges, one-time funding infusions towards vehicles purchases will likely be necessary to cover increased replacement costs associated with new vehicle types.
Fleet replacement strategies that rely on historical upfitting timelines are becoming increasingly outdated. Adjustments to purchasing schedules may be needed to ensure vehicles are procured, upfitted, and ready for service within the planned timeframe.
Upfitting delays have caused some vehicles to enter service 12 to 18 months late.
Decision Package #51 recommends starting the purchase process early to replace Paramedic Squad Units #135 and #136. Although these units are not scheduled for replacement for another two years, current procurement and build timelines range from 2 to 3 years. Authorizing the purchase now will help ensure that the new units are available and service-ready when the existing vehicles reach the end of their operational life in FY 2026-27. An appropriation from the VRF will be requested and brought to City Council for consideration when the vehicle specs are more developed and the specific purchase price is better known.
City staff continue to monitor both the existing fleet and industry developments in order to make accurate recommendations regarding the continuing management of the VRF.
Looking forward, the VRF will continue to require regular adjustments to address changing environmental regulations and dynamic market conditions.
Budget
FY 2025 - 2026
BRR #54
CITY OF REDONDO BEACH
Budget Response Report
#54
June 3, 2025
Questions:
How does the City’s Information Technology Equipment Replacement Program work, and what equipment is recommended for replacement in the 2025-2026 Fiscal Year? Response:
The City’s Information Technology (IT) Equipment Replacement Program was established in FY 2005-06 as a way to keep the City’s technological infrastructure up to date and to minimize failures and workplace disruption due to unreliable, outdated, or failing computer hardware and software. Since the program’s implementation, the City has maintained a robust and reliable technological infrastructure.
During each mid-year budget discussion, IT staff review the equipment replacement schedule and add or remove equipment. Staff extends or reduces the lifespan based on the condition of the equipment or in response to changes in the technological cycle, or due to the presence of emerging technologies. For example, instead of replacing the aging on-site telephone system, the City funded the implementation of a cloud-based telephony service. At times, equipment is replaced for reasons other than reaching the end of its lifespan, such as technological advances or the inability of the equipment to run updated software.
The replacement schedule is based on the estimated useful lives of the equipment across a 10-year rolling period. The replacement value is calculated using a 3.5% compounded rate against the purchase price of the equipment, software, and services for the respective number of years assigned to the equipment’s life span.
Each fiscal year, an IT Internal Service Annual Rental charge is assessed to each department for the replacement of technological equipment (these charges are independent of the IT Internal Service Fund charges for personnel and maintenance, and operations). The number of departmental computers, computer-related equipment, telephones, and telecom-related items is used to allocate equipment that cannot be identified directly to a department. The total annual charge (beginning in FY 2006-07) has ranged from approximately $220,000 to $736,000, depending on the equipment included in the replacement schedule at that point in time. The charge has trended downward over time as we move from capital equipment expenses to subscription-based and cloud services.
Budget
FY 2025 - 2026
BRR #54
FY 2025-26 Equipment Replacement
Each fiscal year, a budget Decision Package is recommended for Council consideration to allocate funds from the IT Replacement Fund to the IT Internal Service Fund for equipment replacement. Equipment is only recommended for replacement when it is fully funded, and the funds to pay for the FY 2025-26 IT replacement program are currently fully accrued in the IT Replacement Fund.
The amount requested to be allocated each fiscal year depends on which equipment is scheduled to be replaced. It can be more or less than the annual departmental rental charge. The following table details the previous years' allocations approved by the City Council from the IT Equipment Replacement Fund to the IT Internal Service Fund:
FY 2025-26
(proposed) $239,460
FY 2024-25 $400,021
FY 2023-24 $192,359
FY 2022-23 $211,245
FY 2021-22 $432,695
FY 2020-21 $1,133,086
FY 2019-20 $234,385
FY 2018-19 $427,712
FY 2017-18 $105,710
FY 2016-17 $543,700
The following are some examples of enterprise-wide, mission-critical systems that have benefited from the replacement program:
• Data Network Infrastructure (2006, 2013, 2021)
• Telecommunications System (2006, 2012, 2021, 2023)
• Public Safety Computer Aided Dispatch and Records Management Systems (2005, 2010, 2015, 2021)
• Network perimeter firewalls (2010, 2016, 2024)
• Network Equipment Battery Backup (2011, 2015, 2019, 2025) • High speed document imaging scanners (2010, 2014, 2016, 2019, 2025) An appropriation from the IT Equipment Replacement Fund (fully funded for FY 2025-26) to the Information Technology Internal Service Fund (Decision Package #18) is necessary to implement the FY 2025-26 IT replacement program. Below is a listing of technological equipment scheduled for replacement in FY 2025-26 and the estimated costs that make up the requested $239,460:
Budget
FY 2025 - 2026
BRR #54
Information Technology
• Dell Server (Physical Domain Controller) $ 8,908
o Acquired in 2020. Equipment will be ~6 years old upon replacement. • MVIX Digital Sign Players $ 10,534
o Acquired in 2017. Equipment will be ~5 years old upon replacement. • Non-Leased Printers $ 28,688
o Acquired in 2017. Equipment will be ~ 5 years old upon replacement. • Server Virtualization Equipment (Rubrik) $103,500
o Acquired in 2024. Annual payment, cost spread over 3x years.
Fire
• MDC Replacement – 13ea. $ 28,500
o Acquired between 2016 and 2018. Equipment will be between 7 and 9 years old upon replacement.
Community Development
• Inspector iPads – 4 Ea. . $ 4,131
o Acquired in 2021. Equipment will be ~5 years old upon replacement.
Public Safety
• MDC Replacement $ 25,000
o Acquired between 2016 and 2018. Equipment will be between 7 and 9 years old upon replacement.
• Dell Server (CAD Interface Server) $ 8,033
o Acquired in 2021. Equipment will be ~5 years old upon replacement. • Dell Server (CJIS Server) $ 8,033
o Acquired in 2021. Equipment will be ~5 years old upon replacement.
Public Works
• Cradlepoint Modems – 13ea $ 14,133
o Acquired in 2020. Equipment will be ~6 years old upon replacement.
Budget
FY 2025 - 2026
BRR #55
CITY OF REDONDO BEACH
Budget Response Report
#55
June 3, 2025
Question:
What are the public safety and traffic control costs to close Catalina Avenue between Ave I and Vista Del Mar for pedestrian oriented special events? How much additional parking revenue was generated in Riviera Village in 2024 as a result of the change to the Holiday free parking waiver period?
Response:
To safely secure Catalina Avenue for pedestrian use between Vista Del Mar and Ave I, the roadway would need to be secured with barricades. For past events, the City has used Southern California Barricades to place water-filled barricades. The cost to secure the area of Catalina Avenue between Avenue I and Vista Del Mar with the water-filled barricades is approximately $5,200 per event. The street closure also requires preparation of a traffic plan coordinated by the Redondo Beach Police Department (RBPD) and the Public Works Department’s Engineering Services Division, with staff time costing approximately $1,000 (one-time cost with updates as needed).
A road closure would also require the presence of RBPD personnel. The current cost for an officer is $150 an hour ($158/hour if the proposed update to the Police Master Fee Schedule in DP #1 is approved). With two officers assigned for a 10-hour day, the total cost would be roughly $3,000. The Redondo Beach Fire Department also requires ingress and egress into the closed areas. To facilitate this, a Police vehicle is strategically placed to block the roadway and act as a staffed access point to allow the Fire Department immediate access into the area, as needed. This setup costs an additional $1,500.
Closing down vehicle access to Catalina Avenue would also result in a loss of parking meter revenue. There are 23 meters along this stretch of Catalina Avenue, which can generate up to $460 of revenue in a 10-hour period ($46 per hour). Listed costs for Police personnel and lost meter revenue are scalable based on the duration of an event.
The total cost for these items, at current personnel rates, is $11,160.
Water-filled Barricades $5,200
Traffic Plan $1,000
Police Personnel (3) $4,500 (10 hours)
Meter Revenue Loss $460 (10 hours)
Total Cost $11,160
Budget
FY 2025 - 2026
BRR #55
Riviera Village Holiday Parking Fee Waiver
As part of the FY 2024-25 Budget, the City Council reduced free parking in the Riviera Village during the holidays from three weeks to one week. Free parking was offered starting on Christmas Eve and ran through New Year’s Day. The following table shows the difference in December revenue for the 398 parking meters and 536 parking spaces in Riviera Village between the 2023-24 and 2024-25 Fiscal Years.
FY 2023-24 FY 2024-25 VARIANCE
Riviera Village
Meter Revenue $4,820 $96,230 $91,410
A portion of this variance may also be attributed to the FY 2024-25 increase in the hourly parking meter rate from $1.50/hour to $1.75/hour, which represents a 17% adjustment.
Taking this into account, the net revenue increase is estimated to be $75,870 ($37,935 per week).
Budget
FY 2025 - 2026
BRR #56
CITY OF REDONDO BEACH
Budget Response Report
#56
June 10, 2025
Question:
When did the City last update Seaside Lagoon Fees? What are options to increase these fees, and what revenue could this generate?
Response:
The current Seaside Lagoon entrance fees are listed in Table 1 and were last updated in July 2023. At that time, a $1 increase was implemented across all daily entrance fee categories.
Table 1: Current Entry Fees
Description Current Fee 2024 Admission 2024 Revenue
Adult (18+) $9 22,639 $203,751
Child (2-17) $7 23,509 $164,563
Group rate
(weekday only) $6/child $7/adult 7,011 $42,066
Season Pass
Individual $88
Senior $39
Family $165
Additional $33
Individual 2
Senior 4
Family 72
Additional 10
$12,542
The table below summarizes the projected additional revenue, based on a $1 increase to each daily entrance fee category and marginal increases to the various Season Pass rates.
Table 2: Proposed Entry Fees with Projected Revenue
Description Proposed New
Fee
Projected
Attendance
Additional
Revenue
Adult (18+) $10 22,639 $22,639
Child (2-17) $8 23,509 $23,509
Group rate
(weekday only) $7/child $8/adult 7,011 $7,011
Season Pass
Individual $90
Senior $40
Family $190
Additional $35
Individual 2
Senior 4
Family 72
Additional 10
$1,828
Budget
FY 2025 - 2026
BRR #56
If the Seaside Lagoon entrance fees are increased to the levels indicated in Table 2, the City projects additional ongoing revenue of roughly $55,000 per year, which would cover the cost of reclassifying the Recreation Coordinator position to a Recreation Supervisor position as presented in BRR #59 ($40,939.21).
Budget
FY 2025 - 2026
BRR #57
CITY OF REDONDO BEACH
Budget Response Report
#57
June 3, 2025
Question:
How many preferential parking zones does the City maintain? How many permits are issued in each of the zones? What are the current permit fees and when were they last adjusted? What is the estimated cost to maintain and enforce the preferential parking program?
Response:
Preferential Parking zones are established by the City Council resolutions for the benefit of adjacent residents, and subject to the provisions set forth in Redondo Beach Municipal Code (RBMC) Title 3, Chapter 7, Article 17 “Preferential Parking.” The zones are designated based on findings that certain conditions impede the availability of reasonable and convenient parking for adjacent residents. The City Council has designated 10 Preferential Parking Zones, listed below.
Zone Hours Permits Issued
1300 block Clark Lane 6:00am-6:00pm daily 24
Esplanade (East side only) 24-hours daily 698
400-500 blocks Ave F 10:00pm-3:00am daily 203
400-500 blocks Ave G / Ave H 8:00pm-3:00am daily 842
800 block Knob Hill (South side only) 24-hours daily 18 500-600 blocks Phelan Lane/
2400 block Fisk Lane
8:00am-6:00pm
Mon-Fri 82
2500 block Rockefeller Lane 7:00pm-6:00am daily 89
Vincent Area 1
9:00am-4:00pm
Mon-Fri 204
Vincent Area 2
2:00pm-10:00pm
Mon-Fri
8:00am-10:00pm Sat
620
Holiday (Kingsdale/Firmona/Condon
Aves, West of South Bay Galleria)
10:00am-8:00pm daily
Nov-Dec Vary
Total Permits 2,780
Budget
FY 2025 - 2026
BRR #57
Permit Fees and Expiration
Preferential Parking Permits are issued and renewed on a calendar year basis. The current cost is $16 per year. The most recent price adjustment occurred with the Police Master Fee Schedule Update in FY 2024-25, when the fee was increased by $1. At that time, City Council also increased the parking meter permit fee from $110 to $175 annually.
The proposed Police Master Fee Schedule Update for FY 2025-26 (DP#1) would increase the Preferential Permit fee to $17 annually. Each $1 fee increase generates roughly $2,780 in additional annual revenue.
There is no fee associated with the Holiday Permit for residences west of the Galleria during the months of November and December each year.
Residents are allowed one permit for each noncommercial vehicle registered to their residence. Each dwelling is also allowed to purchase up to two guest permits. One-day daily visitor permits are also available. Non-resident property owners are allowed one guest permit annually for the property owner’s personal use.
Permit Type Current Fee Term
Preferential Permit $16.00/year Jan 1 to Dec 31
Plastic Hanger (Optional) $2.91 N/A
Holiday Permit Free Nov 15 to Dec 31
Parking Meter Permit $175.00/year Nov 1 to Oct 31
Program Maintenance and Enforcement Costs
Annual General Fund revenue generated by Preferential Parking Permits is approximately $45,000 from sales and an additional $23,000 from citations for violations.
The staff time to manage and enforce the City’s ten designated Preferential Parking Zones far exceeds the level of current revenue. The process is manual, requiring residents to submit applications in person at City Hall. Significant staff time is then spent across multiple departments verifying eligibility documents and issuing permits.
Additionally, the annual material cost for the decals alone averages $2,700. Enforcement is conducted during the Municipal Services Unit’s routine operations, resulting in approximately 600 citations issued annually for parking without a permit in a Preferential Parking Zone.
The Police Department recently issued a Request for Proposal (RFP) for a new Parking Citation Management system that would have the capability to incorporate a preferential Parking Permit Management solution. This would streamline the submittal, review, and issuance process, significantly reducing the staff time required to administer the program.
Residents would be able to apply online and upload supporting documents, rather than having to complete the tasks in-person. City staff would be able to review all applications through the online portal and issue permits. The estimated annual cost of implementing this service is $8,000.
Budget
FY 2025 - 2026
BRR #58
CITY OF REDONDO BEACH
Budget Response Report
#58
June 10, 2025
Question:
What would it cost to trim the palm trees on Artesia Boulevard every year? Response:
The City’s contract for tree trimming services with West Coast Arborists calls for trees in certain key corridors and parks to be trimmed every two years. The 168 palm trees along Artesia Boulevard are included in this category. The cost for trimming a palm tree, including two feet of skinning old fronds and sheaths, is $78 per year. Servicing all of the 168 palm trees on Artesia Blvd. would cost an additional $13,104 during off-contract years.
Budget
FY 2025 - 2026
BRR #59
CITY OF REDONDO BEACH
Budget Response Report
#59
June 10, 2025
Question:
What is the cost to add a Supervisor Position to the Recreation Services Division of the Community Services Department?
Response:
The Community Services Department’s Recreation Services Division (Division) is currently staffed by one Recreation Manager, one Senior Recreation Coordinator, five Recreation Coordinators, one Office Coordinator, and one Office Specialist. This team oversees a broad range of services, including senior and family programs, youth and teen activities, City facility reservations, special event coordination, afterschool and summer programming, City holiday events, passport services, the user pay program, quarterly newsletter, Wilderness Park, Alta Vista Tennis Center, sports fields, adult leagues, and the Seaside Lagoon.
Due to the increasing growth and success of these programs, the Division is facing operational challenges. Recreational programming is highly dynamic and requires intensive, hands-on management. The ability to respond quickly to staff absences, illnesses, and other day-to-day issues is essential to maintaining service continuity.
Currently, only the Recreation Manager is available to handle after-hours, weekend, holiday events, and emergency staffing needs, as the Memorandum of Understanding (MOU) negotiated with the bargaining unit representing all other full-time staff restricts their availability during these times. The attached organizational chart illustrates the limited management hierarchy, which leads to high demand being placed on the Recreation Services Manager.
The current staffing model significantly burdens the Recreation Manager and future growth in the Division is becoming increasingly unsustainable. Without additional supervisory capacity, the Division cannot effectively enhance its offerings by supporting new initiatives or adapting to evolving community needs.
One option to cost effectively address this concern, assuming the City wants to continue to expand its level of Recreation programming, is to convert one, currently vacant, Recreation Coordinator position to a Recreation Supervisor position. The vacant Coordinator position is primarily assigned to overseeing Seaside Lagoon operations and is funded through the Lagoon’s Tidelands Account. The responsibilities of this position, due to the vacancy, are currently being covered by the Recreation Services Manager.
Budget
FY 2025 - 2026
BRR #59
If the Recreation Supervisor position were to be created, it would oversee the Lagoon and could support the Division’s other complex operations, which include eight full-time staff and approximately 175 part-time staff, as needed. The Recreation Services Manager would then be able to focus on the Division’s daily operational demands.
Additionally, reclassifying the Coordinator position to Recreation Supervisor would:
• Provide additional supervisory coverage during absences and high-volume periods
• Strengthen personnel management and team support
• Improve Division responsiveness, consistency, and overall program quality • Enhance the Division’s high-level planning and organizational development, including the rollout of key initiatives, including the expansion of teen programming, continued growth of After School Program, the implementation of Perry Park Teen Center rentals, and the possible addition of tennis tournament programming at Alta Vista Park. The additional leadership capacity would ensure these projects can be executed in a more timely and effective manner
The reclassification would result in an ongoing cost of $40,939.21 annually. The change would create a more sustainable staffing model, reinforce public confidence in City services, and enhance the City’s ability to deliver high-quality, community-aligned recreation programming.
As outlined in BRR #56, a $1 increase in daily entry fees and a modest adjustment to the cost of seasonal passes at Seaside Lagoon would generate an additional $55,000 in annual revenue. This additional funding could be used to offset the cost of the Coordinator to Supervisor reclassification.
Rec Coordinator Office Coordinator Office Specialist Recreation Manager Recreation Manager Afterschool
Program
Summer
Camps Sports Senior Programs Community Events Office Operations Farmer's Market Wilderness Park AVCC Sailing Teens Seaside Lagoon Contracted Classes* Passports Facilities Newsletter & Promo Materials Social Media & Promotions Additional Programs Administration 2 PT Staff 1 PT Staff PT Gym Staff Contracted PT Staff 2 PT Staff PT Staff PT- Program Coordinator 3 PT Onsite Supervisors 1 PT Staff 2 PT Staff 1 PT staff PT STAFF RecTrac RecTrac Adult Sports: Softball/ Volleyball/ Basketball Classes Halloween Customer Service Customer Service Contracted Service Reservations/ Camp Coordination Court Reservations Sailing membership Teen Center Summer Operations RecTrac - Administrator passort processing Facility Reservations Newsletter Design & publication Social Media Content & Management PreppyK/ Kinderstarter Public Works Daily operations - 8 sites 5 City Camps Contracted Officials Excursions Community Picnic Activity Registration/ RecTrac Activity Registration/ RecTrac Weekly Revenue Entry Overnight Reservations Rentals Boat Maintenance Teen events/programs Daily Balancing Independent Contractor Agreements RecTrac support Ads/ Flyers Knob Hill Volleyball Camp IT service requests Staff/Program Management
Staff/Program Management
Aviation Gym/Track/ Field Clubs @ facilities Egg Hunt Time Card entry Senior Family Services Classes Family Camp Night Daily Balancing Sailing Instruction Year round large Party Rentals ICA Proposals Bounce House Payroll Approvals School Year Camps
Liaison - Contracted Camps
Parks/Field rentals/ contracts Senior Lunch Senior Events Munis/Invoice Payments Munis/Invoice Payments Rec Trac support Chlorine Management Contractor Rosters Approvals for Munis/ Purchasing Special Event staff Banners Resource Guide Senior Dance Daily Balancing Contracted Class assistance*
Contractor Invoices Facility Alarm codes/permits
Health Fair Sectran/Safe/
Postage Facility Keys
Class Content Communication -
quarterly
Coordinating & Leading City Special Event Meetings
Office equipment/ Supplies
Cash pick up Farmer's Market
RecTrac - manage and administrator
Artesia Facility Youth Commission
Website Maintenance
Recreation Coordinator Rec Coordinator Sr. Recreation Coordinator 2 PT Staff
Rec Coordinator Rec Coordinator- VACANT (Rec Manager Filling In) Recreation Manager Recreation Manager
2 PT Staff
Budget
FY 2025 - 2026
Department Glossary
Dept.
Abbreviation Full Name
CCO City Clerk’s Office
CT City Treasurer
CA City Attorney
CM City Manager
IT Information Technology
HR Human Resources
FS Financial Services
PD Police Department
FD Fire Department
LIB Library
CS Community Services
CD Community Development
WED Waterfront and Economic Development
PW Public Works