Redondo Beach City Council
June 2, 2026

Budget
FY 2026-27
Table of Contents

CITY OF REDONDO BEACH

BUDGET RESPONSE REPORTS
FY 2026-27 BUDGET
The following is a list of Budget Response Reports delivered along with the FY 2026-27 Proposed Budget. A glossary with full Department names is at the end of the document. # Dept Question Submitted
1 FS What changes or corrections have been made to the FY 2026-27 Proposed Budget and CIP since its initial publishing on May 16, 2026? 2 Police What is the status of Sworn personnel staffing in the Police Department? June 2
3 Police What is the status of Civilian personnel staffing in the Police Department? June 2
4 Police
How is the Police Department addressing traffic enforcement and safety on residential streets and the enforcement of truck routes, and what are the costs associated with these efforts?
June 2
5 Police
What is the status of collected revenues for parking meters, parking permits, and parking citations? Can these fees be adjusted? Would additional Municipal Services Officers improve City parking enforcement and, if so, at what cost?
6 Police
What technology platforms does the Police Department use to increase transparency and build trust, and what are the plans for the evolution of these programs to meet changing needs?
7 Police
How does the Police Department’s Wellness Program support employee health and morale, what are the plans for the evolution of these programs to meet changing needs, and what are the anticipated long-term benefits of investing in this initiative?
June 2
8 CS What special events were designated as Signature Events and received City subsidy in Fiscal Year 2025-26?
June 2
9 CS What was the cultural and entertainment rental activity at the RBPAC in FY 2025-26, and what rental activity is expected in FY 2026-27? June 2
Budget
FY 2026-27
Table of Contents

# Dept Question Submitted
10 CS/FS What is the status of the John Parsons Art Fund? 11 HR What is the City's FY 2025-26 reporting on vacancies under AB 2561? June 2
12 PW
How does the City’s Vehicle and Heavy Equipment Replacement Program work and what City vehicles and equipment are scheduled for replacement by the Public Works Department in the 2026-27 Fiscal Year? 13 IT
How does the City’s Information Technology Equipment Replacement Program work, and what equipment is recommended for replacement in the 2026-27 Fiscal Year?
June 2
14 PW
What is the cost to clean the Esplanade? Can dry ice be used to improve the level of cleanliness and, if so, at what cost? How does the annual sidewalk cleaning cost along the Esplanade compare to the cost of similar services in other areas of the City?
15 Fire What is the cost for Firefighter Personal Protective Equipment replacement, and what is the cost to replace the City’s Auto-Pulse devices? June 2
16 PW What is the cost associated with the LEA follow-up work for Dominguez Park, and what funding is available/proposed in the Budget for these efforts? 17 CS What is the cost to add an ADA lift to the Teen Center stage and what is the cost for an electric wheelchair for Wilderness Park?
18 PW What is the cost of a parking study for Aviation Boulevard south of Artesia, and would this support the creation of a bike lane?
19 PW What are the options and associated costs for parkway landscaping on the medians at Flagler and Ripley and S. Juanita and Camino Real? 20 PW What options exist to make improvements to Ensenada Parkette, including the addition of a shade structure, and what are the costs? 21 Fire
How have Harbor Patrol operations changed/improved since the addition of the dedicated Harbor Master position? What additional improvements are planned in the coming year?
June 2
22 PW What would be the cost to add concrete benches at Heritage Court, similar to those at Franklin Park?
Budget
FY 2026-27
Table of Contents

# Dept Question Submitted
23 CS
How will the proposed Community Services Department Senior Management Analyst position in Decision Package #29 improve Department operations, and how will it be used to enhance citywide special event coordination? June 2
24 Police How does the City utilize Automated License Plate Readers (ALPRs)? Is new ALPR technology available to further enhance police operations? June 2
25 CM/FS What Measure FP Activity and Costs do we anticipate for FY 2026-27? 26 CD What is the process, cost, impact, and benefit of obtaining state/federal historic status for Wilderness Park?
June 2
27 FS/ CD
What is the City's current process for considering waivers for business licenses, including the annual fiscal impact of the current process? What is the process to update the City's Municipal Code to more effectively license special events? What steps could the City take to streamline the processing of business license applications and what funding sources are available to support the cost of business license administration? 28 CS/
PW/
IT
What process/opportunities are there for pickleball court construction/development at Aviation Park, including possible public private partnership? Can court fees be collected for use of the future pickleball court facility, if so, how would they be collected and what is the estimated amount of revenue? What pickleball court amenities can be constructed with the current CIP allocation? What additional funding would be needed to support the installation of court night lighting and new technology/hardware for automated court reservation/use?
29 PD/
Fire/
CM
What is the cost to incorporate the new City logo on Police and Fire vehicles? June 2
30 PW What is the cost to replace/improve the fencing at Dominguez Park, Perry Ellison Play Field, and Alta Vista along Juanita Ave?
31 FS/ CA What spending is planned in the FY 2026-27 Budget for homeless services? What are the funding sources?
32 WED/
FS
What is the status of the Harbor Tidelands Fund and Harbor Uplands Fund? What activities / revenue, and / or capital items are included in the FY 2026-27 Budget?
June 2
33 CS What is the status of the Seaside Lagoon, including operating balance, anticipated maintenance, attendance, and events? 34 CS What use of community services facilities is projected in FY 2025-26? Budget
FY 2026-27
Table of Contents

# Dept Question Submitted
35 PW What is the cost to update (as efficiently as possible) the City’s monument entry and wayfinding signs with the current brand logo? 36 PW What is the cost to close the Southbound Lane onto Irena from Torrance Blvd, and to add a cul de sac on Opal?
37 PD What is the cost to purchase and provide staff support and training for a new Vapor Wake dog, and what potential funding sources could be used? June 2
38 CS What is the cost to update the RBPAC panel/tile in the main lobby with the new City logo?
June 2
39 HR What are the implications of increasing the Self-Insured Retention limit for general liability insurance from $500,000 to $1,000,000? 40 CS
What is the background/purpose of the new Special Event Street Use/Encroachment Fee in Decision Package #3, and the new Dominquez Park, Wilderness Park and Veterans Park fees in Decision Package #’s 6, 7, and 8?
41 CS What are the options and costs to staff two attendants at Wilderness Park rather than one?
42 PW
What are the options and costs to install retractable bollards at Artesia and Green and Vanderbilt and Green (around the North Redondo Beach Farmer's Market)?
43 PW What are the options and costs for realigning the Ripley / Ives / Mackay intersection?
44 PW
How much traffic calming funding is available to support projects at crossing guard sites that will not be staffed in FY 26-27? What specific traffic calming improvements can be implemented before the start of the next school year?
45 PD
What is the status of the Police Department’s Drone as a First Responder Program, and what are the plans for the evolution of the program to meet changing needs?
June 2
46 PD How does the Police Department’s Pier and Marine Enforcement Unit operate/deploy to support Pier and Harbor safety?
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
Budget
FY 2026-27
BRR #02

CITY OF REDONDO BEACH
Budget Response Report
#02
June 2, 2026
Question:

What is the status of sworn personnel staffing in the Police Department? Response:

The status for sworn personnel staffing in the Police Department is shown in the following table. The Police Department is currently budgeted for 98 sworn personnel.

Position Authorized Frozen Vacant Filled
Chief of Police 1 0 0 1
Police Captain 3 0 0 3
Police Lieutenant 6 0 0 6
Police Sergeant 15 0 0 15
Police Officer 73 0 5 68
Total 98 0 5 93
The Police Department currently has 93 sworn positions filled, which includes three trainees in the field training program and one recruit in a basic training academy. In addition, three sworn employees are out due to military deployments or other long-term leave (greater than 30-days).

The Police Department currently has eight entry level applicants in various stages of the background process including one pre-service applicant who does not need to attend a basic academy. One entry level police officer applicant was given a conditional offer of employment and is slated to attend the next academy scheduled to start on June 22, 2026.

Recruitment has been a consistent challenge for most organizations in the industry, and the Police Department is not exempt from these conditions. The Police Department continues to evaluate its marketing, messaging, and resource deployment to attract, identify, and recruit talent to the organization. This includes forming outreach teams comprised of personnel who attend events and represent the Police Department to prospective applicants rather than relying on the traditional, passive approach of evaluating applicants that apply to the organization.

Budget
FY 2026-27
BRR #02

Two significant structural changes occurred since last fiscal year. First, the authorization of an over-hire for an additional Captain position expired in December 2025. Following the retirement of Captain Michael Martinez in December 2025, this over-hire is no longer necessary and is not requested for FY 2026-27.

Second, a Sergeant position previously assigned to the Quality of Life Unit has been reassigned to the Personnel and Training unit to oversee Department training, compliance, and scheduling. When Code Enforcement was transferred to the Police Department in 2020, a dedicated Sergeant was necessary to support the new personnel during the transition and expansion. Since that time, this resource resulted in the maturation of the program, which can now be adequately supported within the existing Special Operations Bureau chain of command. Reassigning the Sergeant position to the Personnel and Training unit supports needed improvements to a function that is critical for a Unit with limited average tenure.

Budget
FY 2026-27
BRR #03

CITY OF REDONDO BEACH
Budget Response Report
#03
June 2, 2026
Question:

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

The current staffing status for civilian personnel in the Police Department is shown in the following tables:

Administrative Services
Position Authorized Vacant Filled
Executive Assistant 1 0 1
Senior Management Analyst 1 0 1
Analyst 2 0 2
Total 4 0 4
All Administrative Services positions are currently filled.

Community Service Officers
Position Authorized Vacant Filled
CSO III 3 0 3
CSO II (Jailers) 10 1 9
Total 13 1 12
CSO II (Jailer) has one vacancy. One candidate is currently in the background investigation process.

Budget
FY 2026-27
BRR #03

Communications Unit
Position Authorized Vacant Filled
Public Safety Communications
Manager 1 0 1
Communications Supervisors 4 0 4
Communication Dispatchers 9 3 6
Total 14 3 11
There are currently three vacancies for Communications Dispatcher. Six dispatch candidates are in backgrounds, with one conditional offer sent out, pending testing.

Dispatch trainee applications continue to be accepted. One retired Dispatch Supervisor has returned as a part-time employee on a 960-hour annual schedule to assist with the current shortages in the Communications Dispatch Center.

Records Unit
Position Authorized Vacant Filled
Police Records Manager 1 0 1
Lead Police Services Specialist 2 0 2
Police Services Specialist 6 0 6
Administrative Specialist 1 0 1
Office Specialist III 1 0 1
Total 11 0 11
All positions in the Records Unit are currently filled.

Investigations Division
Position Authorized Vacant Filled
Administrative Specialist 1 0 1
Crime Analyst 1 0 1
Police Identification Technician 1 0 1
Total 3 0 3
All civilian positions in the Investigations Division are currently filled.

Budget
FY 2026-27
BRR #03

Community Services Unit
Position Authorized Vacant Filled
Municipal Services Supervisor 2 0 2
Municipal Services Officer 7 1 6
Parking Meter Technician 1 0 1
Senior Code Enforcement Officer 1 1 0
Code Enforcement Officer 2 0 2
Administrative Specialist 1 0 1
Social Media Content Creator 1 0 1
Total 15 2 13
The Senior Code Enforcement position became vacant in April 2026 with the promotion of the employee to the second Municipal Services Supervisor position, which was authorized as part of the FY 2025-26 budget process. Testing to fill the Senior Code Enforcement position is currently in progress. Interviews were conducted on May 20, 2026 to fill the vacant Municipal Services Officer position.

The Social Media Content Creator is a new position authorized as part of the FY 2025-26 approved budget and has been filled since July 2025.

Budget
FY 2026-27
BRR #04

CITY OF REDONDO BEACH
Budget Response Report
#04
June 2, 2026
Question:

How is the Police Department addressing traffic enforcement and safety on residential streets and the enforcement of truck routes, and what are the costs associated with these efforts?
Response:

The Police Department, in coordination with the Public Works Department, is committed to improving traffic safety and reducing illegal truck traffic through a comprehensive approach that includes grant funding, community engagement, targeted enforcement, and public education. The following outlines the key measures currently in place to enhance safety on residential streets.

Grant Opportunities
• The Traffic Unit has secured a grant from the California Office of Traffic Safety (OTS) to support enforcement and education efforts.
• The Selective Traffic Enforcement Program (STEP) Grant provides $179,000 to reimburse overtime costs associated with traffic enforcement strategies aimed at reducing collisions and improving roadway safety. This funding supports initiatives such as DUI/CDL checkpoints targeting impaired drivers, DUI saturation patrols in high-incidence areas, and primary collision factor enforcement focused on violations that commonly lead to crashes, including speeding, distracted driving, and stop sign or red-light violations. The grant also supports joint enforcement operations with neighboring agencies and public education efforts promoting roadway safety, including bicycle and e-bike law compliance.

Traffic Complaint Hotline/Comcate
• The Police Department maintains a Traffic Complaint Hotline and utilizes the City’s Comcate system that allows residents to report concerns such as speeding, reckless driving, and problematic intersections. This system enables the Traffic Unit to identify high-risk locations and deploy enforcement resources accordingly.

Complaints are routinely reviewed and enforcement strategies are adjusted based on reported data. On average, approximately 16 locations Citywide are active on the hotline list at any given time.

Budget
FY 2026-27
BRR #04

Educational Messaging and Speed Awareness
• To reinforce safe driving behavior, the Police Department utilizes multiple educational tools. Digital message boards are deployed throughout the City to provide reminders about traffic laws and safety concerns. There are 14 operational fixed radar speed feedback signs Citywide that encourage compliance with posted speed limits, along with four portable radar trailers that are rotated through various neighborhoods. In addition, the Police Department uses social media platforms to share safety messaging, legal updates, and reminders promoting responsible driving.

Stealth Stat Device
• The Police Department utilizes the Stealth Stat system, a mobile data collection device that records vehicle speeds without alerting drivers. This tool allows officers to analyze speeding trends, validate community complaints, and determine where focused enforcement is most needed. This data-driven approach enhances the Police Department’s ability to target high-risk areas effectively.

Drive Slow Redondo Campaign
• The “Drive Slow Redondo” campaign was developed by the Community Services Unit at the direction of the City Council to promote safe driving in residential neighborhoods. The campaign features a student-designed logo depicting a snail with the slogan #DriveSlowRedondo. Since its launch, the campaign has expanded through ongoing social media promotion, community outreach, and visible messaging such as banners and yard signs placed throughout the City.

Additional outreach efforts and potential partnerships are planned to further reinforce safe driving behaviors.

Commercial Vehicle Enforcement
• The Police Department continues to enhance commercial vehicle enforcement efforts to regulate truck traffic within city limits. The Police Department has partnered with the California Highway Patrol (CHP) to conduct periodic, specialized enforcement operations. These efforts have resulted in more than 102 citations issued to commercial drivers and over fifty vehicle inspections conducted by CHP personnel to ensure compliance with safety and weight regulations. The next joint traffic enforcement operation with the CHP is scheduled for June 4, 2026, and will focus on illegal commercial vehicles/trucks along Palos Verdes Boulevard.

Bicycle and E-Bike Safety Initiatives
• Bicycles and e-bikes continue to represent an area of concern within the traffic safety category. In 2025, the Police Department responded to 64 collisions involving bicycles and e-bikes, of which 42 involved e-bikes specifically, underscoring their growing presence and associated risks. In response, the Police Department has maintained a proactive approach to education and prevention.

Budget
FY 2026-27
BRR #04

• During the year, personnel conducted 12 bicycle and e-bike safety rodeos in partnership with the Redondo Unified School District, providing hands-on safety training to more than 400 students. Additionally, traffic personnel delivered four bicycle and e-bike safety presentations, reaching over 100 individuals in the community. These efforts reflect an ongoing commitment to reducing collisions through targeted education and outreach.
• The Police Department has implemented several initiatives to improve e-bike safety and ensure compliance with traffic laws. Enforcement efforts have increased, with citations issued for violations such as riding without a helmet, ignoring traffic controls, improper lane use, and reckless operation. In calendar year 2025, traffic personnel issued 212 citations to bicycle and e-bike riders.

Digital signage has also been deployed to reinforce awareness of e-bike regulations.
• In addition to enforcement, the Police Department continues to implement a positive reinforcement program in which compliant riders receive gift cards and a QR code linking to an educational safety video. Outreach efforts include community meetings, safety seminars, and collaboration with the Redondo Beach Unified School District to educate students. The Police Department also works with the City Attorney’s Office on a bicycle diversion program through the Los Angeles County courts and coordinates with neighboring South Bay cities on joint enforcement and the distribution of consistent safety messaging.

Red Light Camera Program Research & SB 720
• Red-light camera programs have been implemented by some regional cities to improve safety by deterring violations that are a common cause of collisions.

Comparable programs, such as the one in Culver City, have shown measurable reductions in red-light violations. In 2023, Culver City’s program generated approximately $3.5 million in revenue, offsetting operational costs of about $1.3 million.
• Redondo Beach has 108 signalized intersections and has recorded 60 red-lightrelated collisions since 2020. Higher occurrence locations include Pacific Coast Highway at Torrance Boulevard and Aviation Boulevard at Grant Avenue. • A vendor such as Redflex Traffic Systems offers a program structure costing approximately $5,500 per camera, per month, with no upfront installation costs.

The fee includes equipment and operational support. Program effectiveness would depend on administrative capacity for citation processing and legal enforcement. If implemented effectively, such a program could reduce collisions while generating revenue to sustain operations. However, it should be noted, that some cities have experienced difficulty processing the citations and administering them through court challenge.

Budget
FY 2026-27
BRR #04

• Senate Bill 720 (“Safer Streets Act”) was signed by the Governor on October 13, 2025 and authorizes local jurisdictions to implement automated traffic enforcement programs to improve roadway safety and reduce traffic violations. The legislation requires that revenue generated from civil penalties associated with the program be used first to cover program administration and operating costs and that any remaining funds be dedicated to safer streets initiatives such as pedestrian, bicycle and roadway safety projects. SB 720 includes transparency, reporting, and public accountability requirements to ensure the program is focused on enhancing public safety, rather than generating revenue.

The Police Department remains committed to a comprehensive and balanced approach to traffic safety that integrates enforcement, education, engineering, and community engagement. Through the strategic use of grant funding, targeted enforcement, public outreach, and interagency collaboration, the Police Department continues to work toward safer streets for all users, including motorists, cyclists, and pedestrians.

In addition to grant-funded initiatives, the Police Department supports ongoing traffic enforcement operations through its regular operating budget and maintains a fully staffed Traffic Division comprised of eight total personnel: one Sergeant, six Motorcycle Officers, and one dedicated traffic enforcement Patrol Officer, along with one Traffic Accident Investigator in the Investigations Unit. The total annual cost of the traffic unit is $2,316,183.

Budget
FY 2026-27
BRR #07

CITY OF REDONDO BEACH
Budget Response Report
#07
June 2, 2026
Question:

How does the Police Department’s Wellness Program support employee health and morale, what are the plans for the evolution of these programs to meet changing needs, and what are the anticipated long-term benefits of investing in this initiative? Response:

The Police Department’s Wellness Program is designed to support the overall health, resiliency, and morale of Department employees by addressing the unique physical and mental demands associated with law enforcement. Recognizing that employees are routinely exposed to high-stress situations, traumatic incidents, irregular schedules, and physically demanding environments, the Police Department has made employee wellness a continued organizational priority.

The Police Department’s approach focuses on creating sustainable wellness opportunities (see below) that improve quality of life, both on and off duty, while strengthening organizational culture, operational readiness, and employee retention.

Physical Wellness
• The Police Department continues to offer in-house Brazilian Jiu-Jitsu (BJJ) training instructed by Department personnel. These sessions provide employees with opportunities to improve physical conditioning, build confidence, reduce stress, and strengthen practical defensive tactics skills in a supportive team environment.

In addition to the physical benefits, the program has also become an important outlet for camaraderie and peer support among participating employees.

Mental Wellness
• The Police Department continues to partner with Sharp Performance to provide mental performance coaching focused on improving resiliency, focus, stress management, and decision-making under pressure. Employees participate in individualized coaching sessions designed to provide practical tools that can be applied both professionally and personally.
• Additionally, the Police Department offers access to Firstgevity, an app-based wellness platform designed specifically to support long-term health and performance. The program provides employees with tools and resources aimed Budget
FY 2026-27
BRR #07

at reducing injuries, lowering stress, improving sleep quality, enhancing nutrition, and building overall longevity, both on duty and at home. • The accessibility and flexibility of both app-based formats allow employees to engage with wellness resources at their own pace and based on their individual needs.

Team Morale and Camaraderie
• Building strong relationships and maintaining employee morale remain critical components of the Police Department’s wellness efforts. The Police Department has partnered with the Jimmy Miller Memorial Foundation (JMMF), widely recognized as a leader in the developing field of Ocean/Surf Therapy. • JMMF’s First Responder Ocean Therapy Program (FROPOWR) combines therapist-led group discussions with the challenge of learning how to surf and participate in other ocean-based activities. The program was specifically developed to support police, fire, medics, and dispatch personnel and intentionally emphasizes performance optimization, wellness, and resiliency. This initiative provides employees with a unique opportunity to decompress, connect with peers, improve coping skills, and build trust in a non-traditional environment outside of the workplace.

Long-Term Benefits
• Investing in employee wellness is a long-term investment in both organizational effectiveness and public safety. Employees who are physically healthier and mentally resilient are better equipped to make sound decisions, effectively manage stressful incidents, and maintain professionalism during challenging situations. • Continued investment in wellness initiatives improves morale, strengthens employee retention, reduces burnout, decreases injury-related absences, and enhances overall job satisfaction. Programs that encourage peer connection and healthy coping mechanisms additionally contribute to a stronger organizational culture and improved teamwork across divisions and ranks.

Future Plans
• The Police Department intends to continue evaluating and refining wellness initiatives to ensure programs remain responsive to the evolving needs of Department employees. Future goals include expanding wellness partnerships within the local community and identifying additional opportunities that support both physical and mental well-being.
• One area currently being explored is a partnership with a local Pilates studio interested in opening its doors to first responders. The Police Department believes programs focused on mobility, injury prevention, flexibility, and recovery would Budget
FY 2026-27
BRR #07

provide meaningful benefits to employees working in physically demanding assignments.
• The Police Department will also continue supporting existing wellness efforts, including Brazilian Jiu-Jitsu training, Sharp Performance coaching, Firstgevity resources, and participation opportunities through the Jimmy Miller Memorial Foundation. Through continued investment in wellness programming, the Police Department aims to strengthen employee resiliency, improve workplace morale, and support a healthy, sustainable workforce for years to come.

Cost allocation of current wellness initiatives
Wellness Platform Annual Cost
Sharp Performance $50,000
Firstgevity $18,912
Total Cost $68,912
Budget
FY 2026 - 2027
BRR #08

CITY OF REDONDO BEACH
Budget Response Report
#08
June 2, 2026
Question:

What special events were designated as Signature Events and received City subsidy in Fiscal Year 2025-26?
Response:

Special events that take place on public property are categorized three ways, as a Signature Event, a City-initiated event, or an “other” event. Signature Events are those designated by the Mayor and City Council as having community benefit and receive subsidized support and/or staff assistance in order to produce a successful event. Each event receives various levels of support, which are determined by their specific needs and event details. The list of Signature Events and the amount of support for each are reviewed annually by the City Council as part of the budget process. In FY 2025-26, a total of $45,000 was allocated to support the following Signature Events:

EVENT SUBSIDY
AMOUNT

TOTAL CITY
FEES
(before subsidy)
Halloween Trick or Treat Stroll $2,500 $4,037
Riviera Village Holiday Stroll $2,500 $4,801
Christmas Boat Parade $2,500 $0
Redondo Beach Super Bowl Sunday 10K $10,000 $33,481
Springfest $10,000 $6,889
LA Kings 5K & Hydrocephalus LA Walk $5,000 $16,967
Riviera Village Summerfest $10,000 TBD
*King Harbor Sea Fair $2,500 TBD
*A FY 2025-26 Special Event Application has not been received.

Events that do not receive a City subsidy are required to pay the full cost of all applicable special event fees. Continuation of the above fee waivers (signature event subsidies) in the listed amounts has been included in the proposed Budget. Any modification to these amounts, or the number of events subsidized, would need to be accounted for in the final budget motion.

Budget
FY 2026-27
BRR #09

CITY OF REDONDO BEACH
Budget Response Report
#09
June 2, 2026
Question:

What was the cultural and entertainment rental activity at the RBPAC in FY 2025-26, and what rental activity is expected in FY 2026-27?
Response:

By the end of the 2025-26 Fiscal Year, the Redondo Beach Performing Arts Center (RBPAC) will have been utilized for a total of 178 days. Of that total, the facility will have been used by fee-paying clients (Renters) for 153 days and used without charge for City events and activities for 25 days. The 153 rental days included 46 unique clients and 71 unique events.

At the conclusion of FY 2025-26, staff estimate total facility revenue to be approximately $1,084,330. However, some minor variability in the final revenue amount may occur due to fluctuations in actual event durations for upcoming events, which can affect total charges. It is important to note that three large dance competitions unexpectedly cancelled during FY 2025- 26 for various reasons, resulting in an estimated revenue loss of approximately $110,000.

Despite these cancellations, approximately 80% of the anticipated revenue was recovered through last-minute bookings and a three-day film shoot during Springfest.

During the North Redondo Beach Business Association’s (NRBBA) annual Springfest event, the parking lot adjacent to the RBPAC is utilized to support event operations, which eliminates standard rental activity at the facility during that period. For the 2026 event, this included a total of nine days, consisting of six weekdays and two weekend days. During this timeframe, the City was unable to accommodate one potential RBPAC rental opportunity, which would have resulted in $28,000 of estimated revenue. However, a last-minute three-day film shoot that did not require use of the parking lot generated $31,468 in revenue during the same period, effectively offsetting the projected loss.

The newly adopted 3% Maintenance Surcharge Fee was established as part of the FY 2025- 26 budget. While the surcharge was applied to new rentals, it was not collected for all FY 2025- 26 facility users because some clients had prepaid for rental dates prior to the implementation of the fee. In total, approximately $26,400 in new revenue was generated through the surcharge during FY 2025-26. Staff anticipates an additional 20-25% increase in collected surcharge revenue in FY 2026-27, which would reflect a full fiscal year of bookings under the updated fee structure.

The venue was additionally utilized for internal City events for a total of 25 days. These events were intentionally scheduled during less desirable rental periods in order to avoid displacement of revenue-generating uses.

Budget
FY 2026-27
BRR #09

Table 1 includes detailed information regarding all RBPAC uses in FY 2025-26, including user group information, event types, and collected revenue. Based on current booking activity, staff anticipates a similar booking calendar in FY 2026-27 with slightly increased demand, resulting in an estimated revenue increase of approximately 5-7%.

Budget
FY 2026-27
BRR 38

TABLE 1: REDONDO BEACH PERFORMING ARTS CENTER EVENTS & REVENUE: FY 2025-26

DATE USER EVENT

THEATRE/

PARKING LOT/
LOBBY

EVENT TYPE
DAYS
USED
M-T
DAYS
USED
F-S
QTY.

PERFS. REVENUE
7/14-18/25 Proskills Basketball Camp Lunchtime Films for Camp at Gym Theatre Film Screenings 4 1 5 $1,500
7/20/24 American Cancer Society Relay for Life Car
Show Parking Lot Classic Car Show 1 1 $1,000
8/24/25 Tracy Eguchi Celebration of Life Theatre Memorial Service 1 1 $7,991 8/31/25 Hilton for Governor 2026 “Hollywood for Hilton” Theatre Political Comedy Fundraiser 1 1 $9,868
9/6/25 SRR Entertainment Brian McKnight
Concert Theatre R&B/Jazz Concert 1 1 $10,433
9/8-9 &
11-13/25 Nuestras Raices “Noche Mexicana” Theatre Mexican Folkloric Dance 3 2 1 $18,480 9/27/25 Mithi Foundation 50th Anniversary
Hula Concert Theatre Hawaiian Music/Dance 1 1 $6,947
10/10-11/25 Dakshini Bengali
Association
Anupam Roy Band &
Abhijeet Bhattacharya
in Concert
Theatre Indian Cult.

Concerts 2 2 $22,766
10/17-18/25 Ryukyukoku Matsuri
Daiko
RMDLA 30th
Anniversary Concert Theatre Taiko Concert 2 2 $12,780
10/19 &
11/1/25 Chinmaya Mission LA “Sevanjali” Theatre Indian Cult. Concert 2 2 $10,296 10/20/25
thru 5/6/26 Swan Productions, LLC Distinguished Speaker Series Theatre Season of 6
Speaking
Presentations
6 6 $28,873
10/21/25 Reaching Educational
Milestones
“Kings of Southern
Soul” Theatre R&B/Soul Concert 1 1 $7,784
10/20 &
22-26/25
Redondo Ballet
Company
“Through The
Pages” Theatre Youth Ballet 3 3 2 $27,886
Budget
FY 2026-27
BRR 38

DATE USER EVENT

THEATRE/

PARKING LOT/
LOBBY

EVENT TYPE
DAYS
USED
M-T
DAYS
USED
F-S
QTY.

PERFS. REVENUE
11/2/25 Japan America Soccer
Assoc.
“Dance, Dance,
Dance!” Theatre Japanese Dance Concert 1 1 $8,233
11/7-8/25 NDM Bollywood Dance
Production & Studios “Sisters” Theatre Bollywood Dance Recitals 2 2 $16,704 11/14-
15/25 Kalaivanar Foundation “Naatucracker: The
Dancing Nut”
Theatre Indian Dance 2 1 $11,012
11/20-
22/25
Academy of
Leadership Beyond
Beauty
Miss/Mrs./Miss Teen
Latina Global, Asia,
Europe Pageants
Theatre Beauty
Pageants 1 2 1 $23,157
11/25/25 Ballet California Backdrop Photo
Shoot Theatre Photo Shoot 1 $2,218
11/28/25 Reaching Educational
Milestones
“Ultimate Tribute
Show 2” Theatre R&B Tribute Concert 1 1 $7,082
12/1-14/25 Debbie Allen Dance
Academy
“Hot Chocolate
Nutcracker” Theatre Christmas Show 8 6 16 $141,026
12/16-
17/25
St. Anastasia
Elementary School
Annual Christmas
Pageant Theatre Elementary Christmas Show 2 1 $8,799
12/18/25 Dance1 2025 Winter Recital Theatre Dance Recital 1 1 $6,720 12/20/25 Golden State Pops
Orchestra
“Holiday Pops
Spectacular” Theatre Christmas Concert 1 1 $10,544
12/21/25 Heads Up Foundation “Dancer 4 Life” Theatre Dance Recital 1 1 $6,719 1/3-11/26 Encore Theatre Group “The Little Mermaid” Theatre Community Theater Musical 5 4 3 $46,123
1/17-18/26 Kala Koa Entertainment “So Cal Slack Key
Festival” Theatre Hawaiian Concert 2 2 $16,295
1/23-25/26 Starbound Dance
Competition
“Starbound National
Talent Competition” Theatre Dance Competition 3 3 $41,745 Budget
FY 2026-27
BRR 38

DATE USER EVENT

THEATRE/

PARKING LOT/
LOBBY

EVENT TYPE
DAYS
USED
M-T
DAYS
USED
F-S
QTY.

PERFS. REVENUE
1/31/26 Culture Shock LA “Vibe Jrs.” Theatre Hip Hope Dance Competition 1 1 $10,202
2/6-8/26 Hall of Fame Dance
Competition Cancelled Event Theatre Cancellation Fee 3 $3,027 2/11-12/26 I’m Ready Foundation “Greatest Love
Singer of All Time” Theatre Musical Play 2 1 $14,890
2/13-15/26 Gravit8 Dance
Competition Dance Competition Theatre Dance Competition 3 2 $31,332 2/20/26 Millennial Events “Samay Raina Still
Alive” Theatre Comedy Show 1 1 $8,524
2/21/26 Flypoet Entertainment Flypoet Classic
Slam Theatre Poetry Competition 1 1 $9,582
2/23 & 25-
3/1/26
Redondo Ballet
Company Snow Queen Theatre Youth Ballet 3 3 2 $26,684
3/6-8/26 School of Dance and
Music “La Sylphide Theatre Youth Ballet 2 1 $12,851
3/7/26 Hoffman Murphy Real
Estate
Document
Shredding Event Parking Lot Document Shredding Event 1 $350 3/11-15/26 Hall of Fame Dance
Competition
“Hall of Fame Dance
Challenge” Theatre Dance Competition 2 3 4 $68,907
3/23-30/26 Living Art Productions “Living Art
Experience” Theatre
Easter Art Live
Models
Tableaux
w/Orchestra
5 3 2 $32,045
4/10-12/26 Las Vegas Dance Starz “Thunderstruck
Dance” Theatre Dance Competition 3 3 $35,968
4/13-15/26 Bunny Films “Prima” Theatre Film Shoot 3 $31,468 Budget
FY 2026-27
BRR 38

DATE USER EVENT

THEATRE/

PARKING LOT/
LOBBY

EVENT TYPE
DAYS
USED
M-T
DAYS
USED
F-S
QTY.

PERFS. REVENUE
5/1-3/26 Starbound Dance
Competition
“Starbound National
Talent Competition” Theatre Dance Competition 3 3 $45,768 5/8-9/26 NDM Bollywood Dance “Little Mermaid” Theatre Bollywood Dance Recitals 2 2 $17,631
5/10/26 Reaching Educational
Milestones
“If These Wigs
Could Talk” Theatre Musical Stage Play 1 1 $6,217
5/11-13/26 Encore Theatre Group “Seussical Jr.” Theatre Musical Play/Camp 3 1 $13,076
5/14-17/26 Kids Artistic Revue KAR Dance
Competition Theatre Dance Competition 1 3 3 $45,124
5/22-24/26 Angel City Chorale “The Red Thread” Theatre Choir Concert 3 1 $21,796 5/25 &
6/12-13/26
Fifth Row Center
Performing Arts 2026 Recital Theatre Dance Recital 1 2 1 $24,270 5/30 &
6/1-7/26
School of Dance and
Music 2026 Recitals Theatre Dance Recital 4 4 10 $34,715 6/8-9/26 Alliance Neuwirth HS 2026
Commencement Theatre HS Graduation 2 1 $10,603
6/9/26 Alliance Virgil Roberts
MS 2026 Culmination Theatre MS Graduation 1 1 $6,171
6/10/26 Alliance Collins Family HS
& Alliance Bloomfield HS
2026
Commencements Theatre HS Graduation 1 2 $11,655
6/11/26 Hawthorne M&S
Academy HS 2026 Commencement Theatre HS Graduation 1 1 $9,863 6/16/26 Animo Leadership Charter
HS 2026 Commencement Theatre HS Graduation 1 1 $8,037
6/20/26 Heads Up Foundation Dancer 4 Life Theatre 2026 Recital 1 1 $10,008 Budget
FY 2026-27
BRR 38

DATE USER EVENT

THEATRE/

PARKING LOT/
LOBBY

EVENT TYPE
DAYS
USED
M-T
DAYS
USED
F-S
QTY.

PERFS. REVENUE
6/27-28/26 Create A Miracle Project “The Kingdom of Lies” Theatre Musical Play 2 1 $20,585 TOTALS 65 88 106 $1,084,330

ADDITIONAL NO-FEE USE OF SITE BY CITY OF REDONDO BEACH
Various Council Districts 4 & 5 District Meetings Lobby City Community 4 4 Various Public Works Training Sessions Parking
Lot/Lobby City – Internal 6
Various PW/Athens Event Hazardous Waste/
Shredding/Compost Parking Lot City Community 4
Various RBFD & MBFD Fire Department
Training Theatre City – Internal 3 1
8/9/25 RBPD National Night Out Lobby Community Fair 1 1 Various Human Resources/RBPD Police Candidates
Testing Lobby City – Internal 3
5/18/26 Community Services
Seniors/Family Services
Volunteers
Appreciation
Luncheon
Lobby City – Internal 1 1
12/15/25 Community Services
Seniors/Family Services SFS Christmas Party Lobby City – Internal 1 1 9/25-26/25 Community Services
Seniors/Family Services Senior Health Fair Lobby City – Internal 1 1 1 TOTALS 23 2 9
Budget
FY 2026-27
BRR #11

CITY OF REDONDO BEACH
Budget Response Report
#11
June 2, 2026
Question:

What is the City’s FY 2025-26 reporting on vacancies under AB 2561? 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 2026-27
BRR #11

Bargaining Unit Total
Vacancies Total Positions Vacancy Percentage
Redondo Beach Police
Officers Association 5 88 5.6%
Redondo Beach Police
Management Unit 0 9 0%
Redondo Beach Firefighters’
Association 2 60 3.3%
Redondo Beach Fire
Management Unit 0 4 0%
Professional & Supervisory
Association (PSA) 12 83 14.4%
Redondo Beach City
Employees’ Association 10 94 10.6%
Redondo Beach Teamsters 3 79 3.7%
Management/Confidential
(unrepresented) 2 31 6.4%
Total Citywide 34 448 7.5%
As noted above, AB 2561 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. In 2025, the City Employees Association (CEA) was the only unit at a rate above 20% due to the prior absence of the HR Analyst position. After that position was filled, recruitment efforts resumed and CEA’s vacancy rate was reduced to 10.6%.

While the law requires the City to identify obstacles to the recruiting process that may preclude positions being filled in a timely manner, the City’s overall vacancy rate has been reduced from the same time period last year. In addition, 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.

It is important to note that AB 2561 was adopted to provide unions a structured opportunity to require governing bodies to review position vacancies at least once per year. The law does not affect the City's right to manage its operating budget through the use of tools such as a flexible hiring freeze. However, if a hiring freeze is used and the vacancy rate subsequently exceeds 10%, unions may request to meet and confer in order to create a plan to address the issue.

Budget
FY 2026-27
BRR #13

CITY OF REDONDO BEACH
Budget Response Report
#13
June 2, 2026
Question:

How does the City’s Information Technology Equipment Replacement Program work, and what equipment is recommended for replacement in the 2026-27 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 been able to establish a robust and reliable technological infrastructure.

Each year, IT staff review the equipment replacement schedule and add or remove equipment based on current needs. Staff extends or reduces the lifespan based on the condition of the equipment or pending changes in the technological cycle or emerging new technologies. For example, instead of replacing the aging on-site telephone system, the City funded the implementation of a cloud-based telephony service. At times, equipment is replaced for other reasons than simply reaching the end of its lifespan, such as technological advances or the inability of equipment to run current 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 life span years assigned.

At Midyear, an IT Internal Service Annual Rental charge is assessed to each department for the replacement of technological equipment, and these charges are independent of the IT Internal Service Fund charges for personnel and maintenance and operations. The number of departmental computers, computer-related equipment, telephones, and telecommunications devices are used to allocate equipment that cannot be identified directly to a department. The total yearly expenditure since 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. Expenditures have trended downward over time as the City moves from capital equipment expenses to more subscription-based cloud services.

Budget
FY 2026-27
BRR #13

FY2026-27 IT Equipment Replacement:

Each fiscal year, a budget Decision Package is submitted for City Council consideration to allocate funds from the IT Replacement Fund to the IT Internal Service Fund for equipment scheduled for replacement. Equipment is only recommended for replacement when it is fully funded. 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. Previous years’ allocations approved by City Council from the IT Replacement Fund to the IT Internal Service Fund include:

FY 2026-27
(proposed) $217,430
FY 2025-26 $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 benefitted from the IT Equipment 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 Replacement Fund (fully funded for FY 2026-27) to the IT Internal Service Fund is necessary to implement the FY 2026-27 IT Equipment Replacement Program. Technological equipment scheduled for replacement in FY 2026- 2027, the beneficiary department, and estimated costs that make up the requested $217,430 in funding are listed below:

Budget
FY 2026-27
BRR #13

Equipment and
Quantity
Beneficiary
Department(s)
Cost
Estimate
Comments
Desktop
Scanners
(Qty.75)
All Departments $98,218 Acquired in 2020. Equipment will be ~6 years old upon
replacement.

Production
Laserfiche
Scanner
City Clerk’s
Office
$5,738 Acquired in 2017. Equipment will
be ~5 years old upon
replacement
Evidence Label
Printers (Qty. 4)
Police $4,285 Acquired in 2017. Equipment will
be ~ 5 years old upon
replacement.

Conference
Room
Equipment
Public Works $2,066 Acquired in 2017. Equipment will
be ~ 5 years old upon
replacement.

Server
Virtualization
Equipment
All Departments $107,123 Acquired in 2024. Annual
payment, cost spread over 3x
years.

Total Request $217,430
Budget
FY 2026-27
BRR #15

CITY OF REDONDO BEACH
Budget Response Report
#15
May 19, 2026
Question:

What is the cost for Firefighter Personal Protective Equipment replacement, and what is the cost to replace the City’s Auto-Pulse devices?
Response:

Firefighters are issued three types of Personal Protective Equipment (PPE): station uniforms, structural turnouts, and wildland firefighting gear. All PPE is constructed and replaced in accordance with National Fire Protection Agency (NFPA) standards. While the current PPR budget covers some replacement needs, rising costs and fluctuations in hiring have created funding challenges. A full set of PPE costs approximately $14,000 and outfitting 20 new employees over the past five years has totaled $280,000. The City has covered these expenses in recent years through a combination of the Department’s core materials budget and supplemental one-time budget allocations. In the future, as citywide revenue permits, the Department would benefit from an additional $50,000 in annual PPE funding.

The Fire Department deploys the Zoll Medical AutoPulse devices and Zoll Cardiac Monitors on all emergency response vehicles. The AutoPulse mechanical cardiopulmonary resuscitation (CPR) devices have doubled cardiac arrest survival rates in Redondo Beach. Although Zoll does not specify a replacement cycle and no national service life standard exits, the Fire Department’s first generation, AutoPulse devices are no longer manufactured and will no longer be supported by Zoll in 2028, making repairs difficult and costly. This same issue applies to the Fire Department’s current Zoll Cardiac Monitors. The cost of a new second generation AutoPulse device is approximately $30,000. The cost of a new Zoll Cardiac Monitor is approximately $70,0000. The Fire Department currently deploys eight sets of AutoPulse devices and Cardiac Monitors. Full replacement of these devices would cost approximately $850,000.

Item Price Qty Total Cost (2026)
Workrite Nomex Pants $171.66 2.00 $343.32
Workrite Nomex Shirt $152.59 2.00 $305.18
Uniform Belt $22.36 1.00 $22.36
TOTAL $346.61 $670.86
Item Price Qty Total Cost (2026)
Station Boots $384.95 1.00 $384.95
Rain Jacket $286.11 1.00 $286.11
TOTAL $671.06 $671.06
Item Price Qty Total Cost (2026)
Turnout Coat $2,883.93 2.00 $5,767.86
Turnout Pants $1,709.96 2.00 $3,419.92
Structure Boots $660.59 1.00 $660.59
Structure Gloves $152.00 1.00 $152.00
Utility Gloves $30.99 1.00 $30.99
Glove Strap $14.99 1.00 $14.99
Structure Helmet $278.25 1.00 $278.25
Flash Hood $155.00 2.00 $310.00
Gear Bag $63.89 1.00 $63.89
Safety Vest $57.63 1.00 $57.63
Safety Webbing $10.99 1.00 $10.99
Turnout Suspenders $101.00 1.00 $101.00
Goggles $52.25 1.00 $52.25
Wildland Gloves $54.15 1.00 $54.15
Single Layer Brush Jacket $265.00 1.00 $265.00
Mystery Ranch Web Gear $260.00 1.00 $260.00
Radio Holder $45.00 1.00 $45.00
Wildland Helmet $80.25 1.00 $80.25
Helmet Shroud $50.90 1.00 $50.90
Ruffian Gear Bag $296.95 1.00 $296.95
Wildland Uniform Belt $60.00 1.00 $60.00
Single Layer Brush Pants $211.20 1.00 $211.20
TOTAL $7,494.92 $12,243.81
Total Cost to Outfit One Employee $14,003.65
Total Amount Spent on 65 Active FTE over 10 Years: $1,718,042.57 Total Amount Spent on 65 Active FTE in One Year: $171,804.26 Total Amount Spent on One Employee over 10 Years: $26,431.42 Average Annual Replacement Cost per Employee $1,694.02
2036 Average Annual Replacement Cost per Employee $2,643.14 2 Year Replacement Cycle
5 Year Replacement Cycle
10 Year Replacement Cycle
BRR #15 Attachment (p. 1 of 2)
One-Time Purchase per Employee Price Qty Total Cost
Class A Uniform (Total) $417.92 $417.92
Shirt with Patch $117.00 1.00 $117.00
Pants $106.38 1.00 $106.38
Dress Shoes $89.95 1.00 $89.95
Uniform Tie $9.99 1.00 $9.99
Tie Bar $9.99 1.00 $9.99
Dress Cap $75.99 1.00 $75.99
Name Tag $8.62 1.00 $8.62
BRR #15 Attachment (p. 2 of 2)
Budget
FY 2026-27
BRR #21

CITY OF REDONDO BEACH
Budget Response Report
#21
June 2, 2026
Question:

How have Harbor Patrol operations changed/improved since the addition of the dedicated Harbor Master position? What additional improvements are planned in the coming year?
Response:

The Harbor Master position, which was fully funded in the FY 2025-26 Budget, has benefited the City by creating a centralized point of leadership, accountability, and coordination for King Harbor patrol operations. The position has improved emergency preparedness, maritime safety, interagency coordination, operational oversight, and community engagement while providing a more proactive and organized approach to harbor management.

Operationally, Harbor Patrol handled 855 calls for service in 2025, which included 301 emergency incidents involving medical aids and vessels in distress. The Harbor Master helped strengthen deployment coordination, emergency response readiness, and specialized marine incident management, including 78 sea life-related incidents coordinated with the Marine Mammal Rescue Center.

The position also improved training and preparedness by coordinating Boat Captain qualifications, Harbor Patrol swim testing, promotional testing processes, and multicompany boat fire simulations within King Harbor. These drills enhanced interagency coordination, tactical proficiency, and response capability during maritime emergencies.

Regionally, the Harbor Master expanded Redondo Beach’s participation in statewide tsunami exercises, maritime search-and-rescue coordination meetings, and partnerships with agencies such as the Newport Beach Harbor Master, Los Angeles County Lifeguards, Marina del Rey Sheriff’s Office, and Los Angeles Port Police.

The Harbor Master also improved coordination with the Waterfront and Economic Development Department, including successful implementation of the SAVE grant program that removed 19 abandoned vessels from King Harbor. The position has also contributed operational expertise to the Basin 3 Boat Ramp project and related grant efforts.

From a community perspective, the Harbor Master expanded boating safety education, CPR/AED training, youth outreach, and public engagement efforts. Programs included Boater Safety Day, community first aid training, school partnerships, yacht club outreach, Budget
FY 2026-27
BRR #21

and support for harbor events and water-based activities. Overall, the position has improved coordination, professionalism, operational readiness, public safety, environmental stewardship, and community involvement throughout King Harbor.

In the coming year, the Deputy Harbor Master position will focus on enhancing public safety, emergency preparedness, stakeholder engagement, coordinated harbor operations, and fostering economic growth within King Harbor. Key priorities include expanding joint Harbor Patrol and Marine Enforcement Unit operations targeting unsafe boating activity and quality-of-life issues, supporting modernization of Title 12 of the Municipal Code, improving readiness for marine emergencies and environmental incidents through interagency coordination and training, and strengthening boating safety outreach and community partnerships. The position will also assist with operational coordination between harbor stakeholders, abandoned vessel mitigation, waterfront redevelopment planning, and public safety input related to future harbor infrastructure and amenity projects designed to support a safe, welcoming, economically vibrant, and family-oriented waterfront environment.

Budget
FY 2026-27
BRR #23

CITY OF REDONDO BEACH
Budget Response Report
#23
June 2, 2026
Question:

How will the proposed Community Services Department Senior Management Analyst position in Decision Package #29 improve department operations and how will it be used to enhance citywide special event coordination?
Response:

Currently, the administrative division of the Community Services Department consists of only the Community Services Director and Deputy Director. These two positions are responsible for overseeing a broad range of critical functions, including capital project coordination, contract administration, grant management, budget oversight, interdepartmental coordination, public communication, operational planning, expenditure approvals, and ongoing supervision and support of department staff and programs.

While the Community Services Department has continued to successfully deliver projects, programs, and community initiatives, the current structure is heavily reliant on two executive management positions absorbing an increasingly complex and expanding workload. As the department continues to heavily support the advancement of major capital improvements, pursue external funding opportunities, expand programming, and coordinate large-scale community events, additional administrative and analytical support is necessary to maintain operational effectiveness, accountability, and timely project delivery.

The proposed Senior Management Analyst position would provide high-level administrative, analytical, and project management support to the Community Services Department’s executive team. The position would assist with coordinating capital projects and consultant efforts, monitoring recreation, cultural arts and special event contracts and expenditures, supporting grant administration and compliance, preparing reports and analyses, improving interdepartmental coordination, and helping to ensure projects and initiatives continue progressing efficiently and transparently.

In addition, the position would play a significant role in enhancing Citywide special event coordination. Over the past year, the City has successfully attracted and facilitated several large-scale special events that require substantial planning, coordination, and operational oversight. These events involve extensive collaboration across City departments, outside agencies, event organizers, public safety personnel, businesses, and community stakeholders. They also require careful review of operational impacts, traffic and parking considerations, public safety measures, neighborhood compatibility, Budget
FY 2026-27
BRR #23

contract requirements, community engagement efforts, and the accounting, invoicing and collection of all associated fees and reimbursed expenditures.

Currently, much of this coordination and oversight is being managed directly by the Director, Deputy Director, and Recreation Services Manager, which often requires significant evening and weekend involvement to ensure successful implementation. The proposed Senior Management Analyst position would provide dedicated administrative and project coordination capacity to support these efforts, improve communication and operational consistency across Departments, strengthen event planning and documentation processes, and help ensure special events are delivered safely, efficiently, and in a manner that reflects community expectations and City standards.

Budget
FY 2026-27
BRR #24

CITY OF REDONDO BEACH
Budget Response Report
#24
June 2, 2026
Question:

How does the City utilize Automated License Plate Readers (ALPRs)? Is new ALPR technology available to further enhance Police operations? Response:

The Police Department utilizes a combination of four mobile and nine fixed-location Automated License Plate Reader (ALPR) cameras from Motorola Solutions (Vigilant) and Flock Safety, which automatically capture and analyze vehicle license plates in real time.

Using advanced optics and software, the systems scan plates from passing or parked vehicles and alert officers to vehicles of interest, such as stolen vehicles, vehicles associated with wanted persons, or vehicles related to active investigations. These systems have assisted the Police Department to solve crimes more quickly by automatically scanning and matching license plates against law enforcement databases.

Investigators use these cameras to track vehicle movements and identify cars near crime scenes. The ALPR technology improves efficiency and public safety by speeding up the investigation process. These cameras also have the capability to identify vehicles linked to individuals with outstanding warrants or public safety alerts, such as missing persons.

Motorola Solutions – Vigilant ALPR Cameras (6)
In November 2018, the City Council approved the installation of two fixed-location ALPR cameras at the intersections of Torrance Boulevard and Prospect Avenue (westbound) and Inglewood Avenue and Artesia Boulevard (westbound).

In 2022, the Police Department acquired a Vigilant mobile ALPR camera mounted on a Parking Enforcement vehicle to address concerns with vehicles exceeding the posted parking time limit in Riviera Village.

Most recently in 2026, the Police Department was awarded State Homeland Security Program grant funds to purchase three additional Vigilant mobile ALPR cameras to be mounted on Police patrol vehicles.

Flock Safety – Fixed-Location ALPR Cameras (7)
In 2024, the Police Department expanded its ALPR systems by installing five Flock Safety fixed-location ALPR cameras at Pacific Coast Highway and Prospect Avenue, Kingsdale Avenue and Grant Avenue, Inglewood Avenue and Manhattan Beach Boulevard, Pacific Coast Highway and Anita Street, and 190th Street and Inglewood Avenue.

Budget
FY 2026-27
BRR #24

In 2025, two additional fixed-location ALPR cameras with live-view video capabilities were installed in the Harbor/Pier area, at the two entrances to the Marina (Mole D) Parking Lot, one on Portofino Way, and the other on Harbor Drive. These cameras were intended to provide increased security for the various special events and amenities that are hosted in the area.

Fixed-Location ALPR Location Year Installed
Vigilant Torrance Blvd at Prospect Ave 2018
Vigilant Inglewood Ave at Artesia Blvd 2018
Flock Safety Pacific Coast Hwy at Prospect Ave 2024
Flock Safety Kingsdale Ave at Grant Ave 2024
Flock Safety Inglewood Ave at Manhattan Beach Blvd 2024 Flock Safety Pacific Coast Hwy at Anita Street 2024
Flock Safety 190th Street at Inglewood Ave 2024
Flock Safety Portofino Way at Mole D Parking Lot 2025
Flock Safety Harbor Drive at Mole D Parking Lot 2025
Total of 9 Fixed-Location ALPR cameras
Mobile ALPR Vehicle Year Installed
Vigilant Parking Enforcement (1) 2022
Vigilant Police Patrol Vehicles (3) 2026
Total of 4 Mobile ALPR cameras
Data Collection and Use
The data collected through the ALPR camera systems is owned by the City and is not sold or commercialized. Data is only shared with other law enforcement or prosecutorial agencies for official law enforcement purposes. Access to the systems is restricted to designated personnel with the Police Department, and all system usage, including login activity and search queries, is logged for audit purposes. The live-view data from the two Flock Safety cameras in the Harbor/Pier area is deleted after 30-days unless manually retained in connection with a criminal investigation.

All ALPR camera systems comply with California Senate Bill 34 (2015), “Automated License Plate Recognition Systems: Use of Data” as well as California SB 54 (2017), the “Values Act.”
Budget
FY 2026-27
BRR #24

New ALPR Technology – Static Speed and Stop Sign Cameras One emerging technology that could play a role in future traffic enforcement is the use of static speed and stop sign cameras. These cameras are fixed automated traffic enforcement systems typically installed at intersections, school zones, and other high-risk areas to detect speeding or failure to come to a complete stop at a stop sign. These systems use combinations of radar, lidar, roadway sensors, and high-resolution cameras to monitor vehicle movement and determine whether a driver exceeds the speed limit or rolls through a stop sign without fully stopping. When a violation is detected, the system records images or video of the vehicle, license plate, time, and location, which can then be reviewed by law enforcement before a citation is issued to the registered owner.

In California, automated speed enforcement is legal only in limited pilot programs authorized by recent state legislation, allowing certain cities to deploy speed cameras under strict operational and privacy rules. However, automated stop-sign cameras are generally not broadly authorized statewide in the same way as red-light cameras, and California law currently provides more explicit authority for red-light enforcement than for stop-sign-only camera enforcement.

Budget
FY 2026-27
BRR #26

CITY OF REDONDO BEACH
Budget Response Report
#26
May 19, 2026
Question:

What is the process, cost, impact, and benefit of obtaining state/federal historic status for Wilderness Park?
Response:

In order to nominate Wilderness Park to the California Register of Historical Resources (State Register), an application must be submitted to the State Office of Historic Preservation. There is no cost to submit the application, however, hiring a professional to prepare the documents and provide evidence to support the nomination is expected to cost between $3,000 and $5,000. Properties are eligible for the State Register if they meet one of the following criteria:

1. The property is associated with events that have made a significant contribution to the broad patterns of California's history and cultural heritage.

2. The property is associated with the lives of persons important in our past.

3. Embodies the distinctive characteristics of a type, period, region, or method of construction, or represents the work of an important creative individual, or possesses high artistic values.

4. Has yielded, or may be likely to yield, information important in prehistory or history.

If Wilderness Park is added to the State Register, it would be placed on a list of properties that have been designated as historic, making it eligible to receive a plaque or other forms of recognition. Wilderness Park would not be eligible for any grant funding based solely on its placement on the State Register. Properties placed on the State Register are eligible for the Mills Act and can receive reduction in property taxes. However, since the City does not pay property tax, it would not receive this benefit.

Properties listed on the California Register of Historic Resource are subject to additional protections under the California Environmental Quality Act (CEQA). Proposed future modifications to Wilderness Park would need to be evaluated for compliance with the Secretary of Interior’s Standards for Rehabilitation and could require additional CEQA evaluation, depending on the scope of the modifications. In these instances, there could be additional costs associated with staff time and the hiring of professionals to perform the required analysis.

Placement of Wilderness Park on the National Register is very similar to the State Register, in that it is based on the same four criteria, has similar benefits, and requires additional historic and CEQA review.

Budget
FY 2026-27
BRR #29

CITY OF REDONDO BEACH
Budget Response Report
#29
June 2, 2026
Question:

What is the cost to incorporate the new city logo on Police and Fire vehicles? Response:

Police Vehicles
The estimated cost to update each Police vehicle with the new city logo is $1,628.86. The Police Department operates 46 vehicles, including patrol units, civilian vehicles (such as Municipal Services and Code Enforcement), and other utility vehicles. The total cost to update the Police vehicle fleet, which includes removal of existing wraps and decals, installation of the new logo, and applicable tax, is approximately $74,928. In addition to the fleet vehicles, the Police Department has 8 traffic-unit motorcycles, which would require an additional $5,000 to update with the new logo, increasing the total cost to $79,928.

Fire Vehicles
The estimated cost to update each Fire vehicle with the new city logo is $462.90. The Fire Department operates 14 vehicles, including fire engines, fire command vehicles, and other utility vehicles. The total cost to update the Fire vehicle fleet, which includes removal of existing wraps and decals, installation of the new logo, and applicable tax, is approximately $10,985.

Budget
FY 2026-27
BRR #32

CITY OF REDONDO BEACH
Budget Response Report
#32
June 2, 2026
Question:

What is the status of the Harbor Tidelands Fund and Harbor Uplands Fund? What activities, revenue, and/ or capital items are included in the FY 2026-27 budget? Response:

The City’s Harbor Tidelands and Harbor Uplands Funds exist to track and manage activities in the Harbor area. Major revenue sources for both are leases, parking, and user fees for events and filming. Costs include City staff, consulting services to assist with property management and leasing, and maintenance and operating costs for the City’s properties, including capital spending.

Both funds have had challenges meeting operating and capital needs following a return to capital spending after the resolution of a multi-year lawsuit and a recommitment to public amenity improvements in the area. The City is currently investing in the Waterfront through proactive lease management and capital maintenance efforts. There are no new Harbor Tidelands and Uplands Fund capital appropriations planned for FY 2026-27 and the Waterfront projects that were previously approved in the Capital Improvement Program will be revisited when funding is available. Note that the proposed project deauthorizations for the Harbor Tidelands and Uplands Funds included in the proposed CIP were not associated with active encumbrances and therefore have no impact on the Harbor fund balances. In FY 2026-27, only the Seaside Lagoon and Waterfront grantfunded capital projects are planned for execution.

Harbor Tidelands
• Core Budget Funding
o Revenue: The FY 2026-27 Proposed Budget includes $7,728,303 in anticipated revenue as shown below:

Budget
FY 2026-27
BRR #32

• Spending: The FY 2026-27 Proposed Budget includes $7,992,593 in estimated spending as shown below:
*Transfers: Contributions to 2021A Bond Payment (Pension Debt Refinancing) • Proposed Funding Changes in the FY 2026-27 Budget Decision Packages result in a $213,200 positive impact:
o Parking meter hourly rate increases to $2.25 per hour: $46,000 revenue increase
o Sand contouring rental equipment: $15,000 expenditure increase o Vacancy adjustment: $182,000 expenditure offset
Additionally, staff anticipates increased special event revenue in FY 2026-27 that is not included in the core revenue budget or Decision Packages totaling roughly $200,000.

This, coupled with historical annual maintenance and operations savings, is expected to generate a moderate year-end surplus in the Tidelands Fund.

Harbor Uplands
• Core Budget Funding
o Revenue: The FY 2026-27 Proposed Budget includes $6,930,400 in anticipated revenue as shown below:
• Spending: The FY 2026-27 Proposed Budget includes $8,076,539 in estimated spending as shown below:

Budget
FY 2026-27
BRR #32

**Transfers: Contributions to 2019A and 2021A Bond Payments • Proposed Funding Changes in the FY 2026-27 Budget Decision Packages result in a $322,156 positive impact:
o Parking meter hourly rate increases to $2.25/Hour: $223,000 revenue increase
o Vacancy adjustment: $99,156 expenditure offset
Additionally, staff anticipates increased special event revenue in FY 2026-27 that is not included in the core revenue budget or Decision Packages totaling roughly $200,000.

This, coupled with historical annual maintenance and operations savings, is expected to bring the Harbor Uplands Fund close to balanced in the next fiscal year.

Future Cost Mitigation Strategies
The FY 2026-27 Budget identifies several areas of future savings which will positively impact long term Harbor Tidelands and Harbor Uplands Funds ongoing costs. • Following Council direction, staff has changed liability insurance coverage to remove earthquake coverage and has increased the City’s self-insured retention (SIR) limit, which contribute to between $1.7-$2.5 million in annual savings to the Self-Insurance Fund. Both changes will filter through to the Tidelands and Uplands Fund through annual cost allocation updates. Currently, the Tidelands Fund contributes approximately 10% of total liability costs, with the Uplands contributing approximately 31%. Reductions to liability premiums will both bring near-term cost savings, beginning with FY 2027-28 allocations and offset future cost increases to the funds.
• The Tidelands and Uplands funds each contribute a portion to the City’s annual unfunded accrued liability (UAL) payment based on the number of full-time staff budgeted in those funds. In the FY 2026-27 Budget, these amounts are as follows:
o Harbor Tidelands: $0.2 million, or 5% of the total payment o Harbor Uplands: $0.1 million, or 2% of the total payment Staff anticipates a reduction in next year’s valuation impacting the FY 2027-28 payment amounts, with further reductions expected over the next five years if CalPERS investment returns continue to meet or exceed the target.

Budget
FY 2026-27
BRR #32

• Another significant factor for the Harbor Uplands Fund is the annual $1.7 million bond payment related to the 2019 refinancing, which refunded various leaseback contingencies and financed the purchase of a sublease between the City and the Redondo Fisherman’s Cove Company property. According to the current schedule, debt service will continue through 2049. Staff may evaluate refinancing opportunities if interest rates become favorable relative to the current 4-5%. • The Waterfront and Economic Development Department (WED) is reviewing and looking to enhance property management services for properties in the Waterfront to improve operational efficiency and reduce contract service time spent on property management. WED is also reviewing operating expenses for properties in the Waterfront to adjust common area maintenance (CAM) rates so that the CAM reimbursements from tenants cover all fully loaded expenses incurred to maintain the properties. As the Council is aware, staff members are also reviewing lease rates and other user/event fees to adjust them to current market conditions. • In addition, WED and the Financial Services Department are working closely with the City’s new external auditor to improve financial reporting related to the Harbor Tidelands and Uplands assets.

Program Status and Outlook
Looking ahead, WED is exploring revenue generating initiatives for both funds. • WED is in the early stages of negotiations with an operator for the 30,000 square foot space available at 123 International Boardwalk. This deal would provide additional revenue for the Uplands Fund through gross sales, common area maintenance payments, sanitation district payments, parking, and additional tourism to the International Boardwalk and Pier.
• WED and the Community Development Department are proactively working with leaseholders to address long term vacancies on the Pier by guiding them through the entitlement and building and safety processes. Filling the vacant spaces will increase revenue for the Tidelands through gross sales and parking revenue and attract additional visitors to the Pier.
• The Waterfront has been awarded several grants that will fund visible upgrades and operational enhancements within the harbor and basins, improving the experience for slip users, harbor patrons, and visitors. WED received a $1.3 million grant to improve marina slip infrastructure in Basin III and repairs, including security and electrical upgrades. The repairs will begin in FY 2026-27. WED has also received $75,000 to fund the removal of surrendered and abandoned vessels from the harbor and waterways before they become an environmental nuisance.

The repairs to the slips that have been made to date along with the future grant funded improvements allow the City to begin adjusting rates for Basin III slip users and to generate additional Uplands Fund revenue.

Budget
FY 2026-27
BRR #32

• WED staff is proactively reviewing financials including lease rates, slip rates, and common area maintenance expenses, to ensure the rates that the City is charging sufficiently cover operating expenses and are adjusted to current market conditions.
• Starting in early 2027, the Seaside Lagoon will be closed for renovations, and it will impact the Tidelands Fund through a loss of revenue from entrance fees and will have subsequent effects on the Uplands Fund due to a potential loss in parking revenue and fee revenue from special events. A comprehensive review of these potential impacts is provided in BRR #33 - Seaside Lagoon.

FY 2025-26 Accomplishments
• Last summer, WED implemented a new parking payment system in the Marina Parking Lot, allowing visitors to be able to pay at pay stations or by mobile app.

The improvements, combined with increased enforcement, corresponded with a year-over-year increase in parking revenue. Between July 2025 and December 2025, Tidelands parking revenue increased approximately 8% compared to the same period in 2024, while Uplands parking revenue increased approximately 15% over the same period in 2024.
• In March 2026, WED finalized an option agreement with Marine Mammal Care Center (MMCC) for 230 Portofino Way (the former Joe’s Crab Shack site). If MMCC is successful in its fundraising efforts, the City will negotiate a long-term lease for the site. As part of the lease, MMCC would demolish the existing building, which will save money in maintenance, security, and landscaping costs at the site.

When the MMCC opens, it will pay minimum rent and gross sales rent to the City while attracting tourism and providing future growth for the Tidelands. • Staff successfully submitted an application for a boat launch facility on Mole D in January 2026 and conducted a site visit with staff from the Division of Boating and Waterways in April 2026.
• During FY 2025-26, the Waterfront hosted an increased number of events that attracted thousands of visitors and boosted gross sales for local businesses.

Attachments: Harbor Tidelands and Harbor Uplands Detail Tables • Harbor Tidelands Revenue by Type (Attachment 1)
• Harbor Tidelands Spending by Department and Type (Attachment 1A) • Harbor Uplands Revenue by Type (Attachment 2)
• Harbor Uplands Spending by Department and Type (Attachment 2A) • Harbor Tidelands and Uplands FTE by Department (Attachment 3) Revenue Category Object
FY 26-27
Proposed
Budget
CHARGES FOR SERVICES RECREATION PRGMS 31,350
SEASIDE LAGOON ENTRANCE FEE 235,000
FILMING REVENUE 32,000
PARKING STRUCTURE 340,000
FISHERMAN'S WHARF SAN DISTRICT 110,000
REIMB OF DAMAGED CITY 1,500
CHARGES FOR SERVICES Total 749,850
LEASE REVENUE INVESTMENT EARNINGS 150,000
RENTS AND PERCENTAGES 6,666,970
PFA KINCAIDS 153,283
LEASE REVENUE Total 6,970,253
FINES AND FORFEITURE PARKING CITATIONS 7,200
FINES AND FORFEITURE Total 7,200
OTHER REVENUES MISCELLANEOUS REVENUE 1,000
OTHER REVENUES Total 1,000
Harbor Tidelands Revenue Total 7,728,303
Harbor Tidelands
Revenue by Type
Department Expenditure Category
FY 26-27
Proposed
Budget
MAYOR & CITY COUNCIL PERSONNEL (0 FTE, Events Overtime Only) 1,383 MAYOR & CITY COUNCIL Total 1,383
CITY ATTORNEY CONTRACTS AND SERVICES 106,000
INTERNAL SERVICE ALL 10,317
CITY ATTORNEY Total 116,317
POLICE DEPARTMENT PERSONNEL (2.50 FTE) 596,123
MATERIALS AND SUPPLIES 5,480
EQUIPMENT M&O 740
INTERNAL SERVICE ALL 58,926
POLICE DEPARTMENT Total 661,269
FIRE DEPARTMENT PERSONNEL (6.14 FTE) 1,803,810
MATERIALS AND SUPPLIES 75,123
EQUIPMENT M&O 9,770
CONTRACTS AND SERVICES 7,500
INTERNAL SERVICE ALL 121,484
FIRE DEPARTMENT Total 2,017,687
COMMUNITY SERVICES PERSONNEL (1.91 FTE) 485,640
MATERIALS AND SUPPLIES 72,950
EQUIPMENT M&O 13,000
CONTRACTS AND SERVICES 15,500
INTERNAL SERVICE ALL 250,445
COMMUNITY SERVICES Total 837,535
WATERFRONT & ECONOMIC DEV PERSONNEL (1.80 FTE) 320,778
MATERIALS AND SUPPLIES 45,150
EQUIPMENT M&O 22,000
CONTRACS AND SERVICES 165,000
INTERNAL SERVICE ALL 721,164
WATERFRONT & ECONOMIC DEV Total 1,274,092
PUBLIC WORKS PERSONNEL (10.63 FTE) 1,397,289
MATERIALS AND SUPPLIES 414,382
EQUIPMENT M&O 96,700
CONTRACTS AND SERVICES 248,800
INTERNAL SERVICE ALL 358,538
PUBLIC WORKS Total 2,515,709
TRANSFERS OTHER FINANCING USES* 568,601
TRANSFERS Total 568,601
Harbor Tidelands Expenditure Total 7,992,593
Harbor Tidelands Fund
Spending by Department and Type
*Transfers: Contributions to 2021A Bond Payment (Pension Debt Refinancing) Revenue Category Object
FY 26-27
Proposed
Budget
CHARGES FOR SERVICES FILMING REVENUE 6,000
PARKING METER FEES 45,000
PARKING STRUCTURE 1,900,000
STORAGE FEES 40,000
FISHERMAN'S WHARF SAN DISTRICT 110,000
REIMB OF DAMAGED CITY 500
CHARGES FOR SERVICES Total 2,101,500
LEASE REVENUE INVESTMENT EARNINGS 50,000
RENTS AND PERCENTAGES 4,763,600
LEASE REVENUE Total 4,813,600
FINES AND FORFEITURE PARKING CITATIONS 15,300
FINES AND FORFEITURE Total 15,300
Harbor Uplands Revenue Total 6,930,400
Harbor Uplands
Revenue by Type
Department Expenditure Category
FY 26-27
Proposed
Budget
MAYOR & CITY COUNCIL INTERNAL SERVICE ALL 13
MAYOR & CITY COUNCIL Total 13
CITY ATTORNEY CONTRACTS AND SERVICES 171,000
INTERNAL SERVICE ALL 5,435
CITY ATTORNEY Total 176,435
POLICE DEPARTMENT PERSONNEL (2.50 FTE) 749,210
MATERIALS AND SUPPLIES 10,430
EQUIPMENT M&O 740
INTERNAL SERVICE ALL 31,505
POLICE DEPARTMENT Total 791,885
FIRE DEPARTMENT PERSONNEL (0.76 FTE) 166,429
FIRE DEPARTMENT Total 166,429
WATERFRONT & ECONOMIC DEV PERSONNEL (1.80 FTE) 320,821
MATERIALS AND SUPPLIES 49,750
EQUIPMENT M&O 45,000
CONTRACTS AND SERVICES 105,000
INTERNAL SERVICE ALL 2,363,210
WATERFRONT & ECONOMIC DEV Total 2,883,781
PUBLIC WORKS PERSONNEL (10.03 FTE) 1,238,776
MATERIALS AND SUPPLIES 395,982
EQUIPMENT M&O 38,000
CONTRACTS AND SERVICES 95,300
INTERNAL SERVICE ALL 446,571
PUBLIC WORKS Total 2,214,629
TRANSFERS OTHER FINANCING USES* 1,843,367
TRANSFERS Total 1,843,367
Harbor Uplands Expenditure Total 8,076,539
Harbor Uplands
Spending by Department and Type
*Transfers: Contributions to 2019A and 2021A Bond Payments Fund Department
No. Full Time
Equivalent
Positions
HARBOR TIDELANDS POLICE DEPARTMENT 2.50
FIRE DEPARTMENT 6.14
COMMUNITY SERVICES 1.91
WATERFRONT & ECONOMIC DEV 1.80
PUBLIC WORKS 10.63
HARBOR TIDELANDS Total 22.98
HARBOR UPLANDS POLICE DEPARTMENT 2.50
FIRE DEPARTMENT 0.76
WATERFRONT & ECONOMIC DEV 1.80
PUBLIC WORKS 10.03
HARBOR UPLANDS Total 15.09
Grand Total 38.07
Harbor Tidelands and Uplands
FTE by Department
Note: While 5.0 FTE Police positions are authorized for the Tidelands and Uplands Funds, 1.0 FTE is currently vacant; only filled positions are charged to the Funds.

Budget
FY 2026-27
BRR #37

CITY OF REDONDO BEACH
Budget Response Report
#37
June 2, 2026
Question:

What is the cost to purchase and provide staff support and training for a new Vapor Wake canine, and what potential funding sources could be used? Response:

In July 2016, the Redondo Beach Police Department introduced its Vapor Wake K9 program to modernize its public safety capabilities. The program evolved into a specialized and integrated component of the Department’s K9 unit, focused on mitigating modern threats in crowded, high-risk environments. In July 2025, the Department retired its Vapor Wake K9 and has not yet replaced either the canine, or the associated handler position. Auburn University Auburn University holds both a U.S. patent and a registered trademark for Vapor Wake K9 and Handler training.

Background
The Department’s use of Vapor Wake canines was introduced in July 2016 as part of a push toward advanced threat detection capability. By 2017, the program was operational, with Balton serving as the Department’s first Vapor Wake K9. Balton was trained to detect airborne explosive particles emitted from individuals moving through crowds. At that time, Balton was deployed at public events in the City and high-traffic areas, such as entrances to large gatherings, where he could screen large numbers of people without disrupting event-related movement.

The program was intended to address emerging threats, specifically person-borne explosives in crowded environments, rather than traditional static threats. The Vapor Wake capability complemented the Department’s existing K9 program and public safety resources by adding a proactive layer of detection focused on identifying individuals rather than just devices.

The distinction between a Vapor Wake canine and a traditional explosives detection canine lies not simply in training style, but in the fundamental mission each is designed to perform. Vapor Wake canines represent an evolution in explosive detection, shifting the focus from locating hidden devices to identifying threats carried by individuals in motion. A Vapor Wake canine is specifically trained to detect airborne traces of explosives coming from a person who is moving through an environment. These canines are trained for deployment in crowded, high-traffic settings such as stadiums, transit systems, or large public gatherings. Instead of searching bags or vehicles, the canine moves through a crowd, identifying and following a vapor plume back to its source. This allows the canine Budget
FY 2026-27
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to locate an individual carrying explosives without interrupting the flow of people, making it a proactive tool for identifying person-borne threats. This capability makes them a valuable complement to traditional K9 units, particularly in securing crowded public spaces.

In contrast, a traditional explosives detection canine is trained to locate explosive materials that are hidden in objects or placed in specific locations. These canines typically operate in a more controlled and methodical manner, searching vehicles, buildings, packages, or open areas. Their role is to detect the presence of an explosive device itself, rather than track a person. They are commonly used for pre-event sweeps, bomb threat responses, and at security checkpoints where environments can be secured and searched systematically.

Operationally, Vapor Wake canines are best suited for dynamic environments where people are constantly moving, while explosives detection canines are most effective in static or controlled settings where a thorough search can be conducted. Training also differs significantly. Vapor Wake canines undergo highly specialized conditioning to detect and track airborne scent in distracting environments, whereas explosives detection canines are trained under more standardized programs focused on odor recognition and passive alert behaviors.

In practice, the two capabilities complement each other. Agencies often rely on explosives detection canines for routine sweeps and investigations, while deploying Vapor Wake canines as an additional layer of security in crowded or high-risk environments. Together, they provide broader coverage by addressing both stationary explosive threats and those carried by individuals.

Current Police Department Operations
The Police Department currently maintains a total of four K9 teams to support and enhance its overall operations. These K9s have been trained in the following specialized disciplines:
• Two teams are trained in Explosives/Gun Detection and Patrol Apprehension • One team is trained in Explosives/Gun Detection
• One team is trained in Narcotics and Patrol Apprehension The Explosives/Gun Detection trained K9s are ideally suited for searching buildings, vehicles, or open areas for the presence of explosives.

If an additional Vapor Wake trained canine were to be added, it would be best suited for large special events, such as 10K runs and the BeachLife Music Festival.

In FY 2024-25, the Redondo Beach Police Department conducted 13 Vapor Wake canine deployments within the City limits in support of special events, including both of the BeachLife Festivals (which accounted for six of the 13 deployments), local 10K races, Budget
FY 2026-27
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and at Redondo Beach Union High School. These deployments were utilized as part of the Department’s comprehensive event safety and venue screening operations designed to ensure the safety of residents, visitors, and students. For comparison, during the same reporting period, one of the Department’s traditional Explosives/Gun Detection K9 teams conducted 17 deployments. Those deployments supported law enforcement operations primarily involving explosives detection, firearms-related investigations, suspicious package calls, and general public safety responses.

Fiscal Impact
The implementation of a Vapor Wake K9 program requires a substantial initial investment and an ongoing financial commitment. The purchase of a specially trained Vapor Wake canine, with Handler training, costs approximately $40,000. This is more than canine and handler training in Explosives/Gun Detection, which costs approximately $25,000. The ongoing maintenance training for a Vapor Wake canine is also more costly. A summary of the one-time and ongoing costs associated with a Vapor Wake K9 are listed below.

ONE-TIME COSTS
Purchase of Vapor Wake K9 plus Handler training $40,000 K9 Tactical Ballistic Vest $4,015
Additional K9 Police Vehicle $92,500
Total One-Time Cost $136,515

ONGOING ANNUAL COSTS

8.5% K9 Handler Pay added to the Base Salary of an Existing Officer $10,425 Vapor Wake Training Maintenance ($1,500 every 2 months) $9,000 K9 food and supplies $2,100
Veterinary Care $2,700
Vehicle Replacement ISF $12,431
Total Annual Ongoing Cost $36,656
The Redondo Beach Police and Fire Foundation (RBPFF) has previously provided grant awards for the purchase of Police K9s. Award amounts fluctuate based on the availability of funds in any given year, and, therefore, cannot be relied upon as a sustainable funding source to support all costs associated with acquiring an additional K9.

The Police Department utilizes a combination of General Fund, Supplemental Law Enforcement Services Funds (SLESF), and RBPFF grant funds to support the ongoing costs of the current K9s.

Budget
FY 2026-27
BRR #38

CITY OF REDONDO BEACH
Budget Response Report
#38
June 2, 2026
Question:

What is the cost to update the RBPAC panel/tile in the main lobby with the new City logo? Response:

The lobby of the Redondo Beach Performing Arts Center (RBPAC) has multiple acoustic panels above the entrance doors to the auditorium. Currently, six of these panels are wrapped in a decorative vinyl decal, which were installed in 2018 by AAA Flags & Banners, now known as A3 Visuals. One of the panels features the City’s old logo.

Fortunately, A3 Visuals has confirmed that it has the original artwork files, so updating the single panel with the new City logo while ensuring consistent color and design of the other three decorative panels is possible. Shown below is preliminary design of the new panel featuring the new City logo:

Budget
FY 2026-27
BRR #38

The cost estimate for the replacement of the single vinyl wrap is $1,349.76, which includes fabrication, removal of the old decal, and installation.

Budget
FY 2026-27
BRR #45

CITY OF REDONDO BEACH
Budget Response Report
#45
June 2, 2026
Question:

What is the status of the Police Department’s Drone as a First Responder Program, and what are the plans for the evolution of the program to meet changing needs? Response:

Since 2017, the Police Department has improved its response to emergency calls by integrating a Drone as First Responder (DFR) program into its tactical response capabilities. What began as a limited pilot effort has matured into an operational tool that now plays a meaningful role in the Police Department’s frontline response.

Background
The DFR program originated in 2017, when the Police Department began testing whether drones could be dispatched to incidents and arrive on scene ahead of responding officers.

In most instances, drones arrived at a location in under two minutes, often providing critical situational awareness prior to officers physically arriving on scene. This early success encouraged the Police Department to incorporate drones into routine use, embedding the equipment directly into the calls-for-service workflow.

Today, drones are regularly deployed as the first set of eyes on a wide range of incidents.

Operated by trained and certified personnel, they stream live video to officers in the field, allowing responding units to make better informed decisions. In some cases, the aerial perspective has made it possible to resolve situations without sending officers at all, reducing unnecessary risk and improving efficiency. Rather than replacing traditional policing, the technology augments it by providing officers critical information sooner.

The Police Department has made a visible effort to build public trust around the program.

Internal policies emphasize that drones are used reactively, in response to specific calls, and not for general surveillance. Safeguards around data use, camera positioning, and transparency, including public visibility into drone activity, have been central to developing and maintaining community support.

Advances in drone docking systems and dispatch integration are making it possible for drones to launch more quickly and with less manual intervention. In the future, drones may be dispatched almost instantaneously as a call is received, further reducing response times and enhancing situational awareness at the earliest stages of an incident.

Drone equipment is also improving, as newer drones offer longer flight times, better cameras, and enhanced thermal imaging, expanding their usefulness in a variety of Budget
FY 2026-27
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situations, from suspect searches to emergency response in low-visibility conditions.

These capabilities open the door to broader applications, such as search-and-rescue operations, support during natural disasters, and coordination with fire and medical services.

Current Police Department Operations
At the inception of the DFR program, the Police Department contracted with Flying Lion, Inc. for the service. Given advancements in technology, the Police Department issued a Request for Information (RFI) for drone services in 2024 to evaluate options and received six responses. The Police Department selected Aerodome, Inc. (now a subsidiary of Flock Group, Inc.) due to its innovative features, superior capabilities, and commitment to securing FAA waivers for advanced “beyond visual line of sight” (BVLS) operation. In October 2024, the City Council approved an agreement with Aerodome to utilize their DFR platform that includes commercial drone equipment and sensors with proprietary technology including ground-based radar, radio frequency sensors, and ADS-B and remote ID data, to fly beyond visual line of sight. The agreement runs through 2027, with a base cost of $180,000 annually, which was set to increase to $275,000 annually once Aerodome received the FAA Certificate of Waiver for BVLS operation.

Since January 2025, the Police Department has conducted nearly 300 drone deployments, which is an impressive achievement given that the program operates only three days a week and relies on one in-house pilot, a sworn officer who has completed training to serve as a certified drone pilot. The drone is launched from the roof of the Beach Cities Health District (BCHD) building, per an existing License Agreement, and is operated by the in-house pilot from the City’s Dispatch Center. In addition, a second person was required on the BCHD roof for visual line of sight observation. Despite this restrictive operating model, the program has proven exceptionally effective, demonstrating the significant operational value of real-time aerial support.

The DFR program ensures that officers on the ground receive timely and actionable intelligence. By providing real-time situational awareness, the DFR program enhances decision-making in the field and plays a critical role in reducing risks to personnel as they respond to potentially dangerous incidents.

Evolution of the DFR Program
Building on prior success, the Police Department plans to expand its cadre of certified drone pilots by sending additional sworn personnel to pilot training. Increased staffing will broaden availability and has the potential to allow the Police Department to support DFR operations up to seven days a week.

Additionally, Aerodome has now received the FAA Certificate of Waiver for BVLS operation, which eliminates the need for the Police Department to have a second person for visual observation.

Since April 18, 2026, the Police Department has staffed its DFR program seven days a week with a full-time sworn officer dedicated to drone operations. The Police Budget
FY 2026-27
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Department’s fully autonomous drone system has eliminated the need for personnel to access the roof of the Beach Cities Health District (BCHD) facility for deployments, increasing both efficiency and safety. Since implementation, the DFR program has responded to 242 calls for service and assisted in locating 114 subjects. The drone has arrived on scene before patrol officers 54% of the time, with an average response time of just 98 seconds. Additionally, the DFR program has cleared 41 calls for service without the need to dispatch a patrol officer, allowing resources to remain available for higherpriority incidents. The DFR program has also supported the Fire Department on critical incidents, including a water rescue and a structure fire, further demonstrating the value of rapid aerial response technology in enhancing public safety operations.

Fiscal Impact
As part of the FY 2025-26 Budget, the City Council approved an ongoing appropriation of $180,000 for the base cost of the program in the Police Department’s core operating budget. At that time, Aerodome was still working to secure the FAA Certificate of Waiver for BVLS operations.

With Aerodome securing its FAA Certificate of Waiver, the annual contract cost will increase to $275,000. Accordingly, the City Manager’s Proposed Budget for FY 2026-27 includes Decision Package (#20) recommending an additional $95,000 in ongoing funding to support the fully operational DFR program provided by the enhanced Aerodome agreement.