Redondo Beach City Council
June 16, 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? June 16
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?
June 9
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?
June 9
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? How does this compare to anticipated spending?
June 2/
Revised
through Blue
Folder June 9
Budget
FY 2026- 27
Table of Contents

Dept Question Submitted
10 CS/FS What is the status of the John Parsons Art Fund? June 16
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? June 9
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?
June 9
15 Fire
What is the cost for Firefighter Personal Protective Equipment ( PPE) replacement, and what is the cost to replace the City’ s Auto- Pulse devices? What is the status of the Department’ s current PPE and what does the Department’ s core budget include for annual PPE purchase? June 2/
Revised June
16 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? June 9
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?
June 9
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?
June 9
19 PW What are the options and associated costs for parkway landscaping on the medians at Flagler and Ripley and South Juanita and Camino Real? June 9
20 PW
What options exist to make improvements to Ensenada Parkette, including the addition of a shade structure, and what are the costs? June 9
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
Budget
FY 2026- 27
Table of Contents

Dept Question Submitted
22 PW
What would be the cost to add concrete benches at Heritage Court, similar to those at Franklin Park? What other bench material options are available and what are the associated installation costs?
June 9/
Revised June
16 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? June 9
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? June 16
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?
June 9
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 Park along Juanita Ave? June 9
31 FS/ CA What spending is planned in the FY 2026- 27 Budget for homeless services? What are the funding sources?
June 16
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
Budget
FY 2026- 27
Table of Contents

Dept Question Submitted
33 CS What is the status of the Seaside Lagoon, including operating balance, anticipated maintenance, attendance, and events? June 16
34 CS What use of community services facilities is projected in FY 2025- 26? June 16 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? June 9
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?
June 9
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? June 9
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? What is the estimated value of the Street Use Fee for typical annual events?
June 16
41 CS What are the options and costs to staff two attendants at Wilderness Park rather than one?
June 9
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)?
June 9
43 PW What are the options and costs for realigning the Ripley / Ives / Mackay intersection?
June 9
44 PW
How much traffic calming funding is available to support projects at crossing guard sites that will not be staffed in FY 2026- 27? What specific traffic calming improvements can be implemented before the start of the next school year?
June 9
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?
June 9
Budget
FY 2026- 27
Table of Contents

Dept Question Submitted
47 FS
What written correspondence and/ or motions have Commissions provided to the City Council regarding the FY 2026- 27 Proposed Operating Budget and 2027- 2031 Capital Improvement Program?
June 16
48 FS/
WED
What options are available to audit leases in the Harbor area on a cost recovery basis?
June 16
49 PW What is the cost to modify the pickleball court at Dale Page Park to address the uneven court surface?
June 9
Revised
through Blue
Folder
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 #01

CITY OF REDONDO BEACH
Budget Response Report
01 June 16, 2026
Question:

What changes or corrections have been made to the FY 2026-27 Proposed Budget and 2027-2031 CIP since the initial publishing on May 14, 2026? Response:

FY 2026-27 Proposed Operating Budget Changes
Page Revision & Justification
General Information
City Organizational Chart
p. 28)
Revised Boards and Commissions to reflect
reorganizations effective in FY 2024-25.

Financial Summaries
Estimated Fund Balance Changes
p. 76-80)
Revisions to the Measure W (217) and
Intergovernmental Grants (230) Fund balances
reflecting funds transfer related to two competitive
grants.

City Manager’s Message
Decision Package Summary
p. 19)
Update to Decision Package #24 text in the narrative
summary table to correct the one-time appropriation
amount from $25,600 to $12,800.

Departments
City Clerk’s Office
p. 169)
Update Org Chart and Summary of Personnel to
correct position titles.

City Treasurer’s Office
p. 181)
Update to add a Goal to Performance Measures.

City Attorney’s Office
p. 185-186)
Update Org Chart and Summary of Personnel to
match position locations with funding sources.

Financial Services
p. 220)
Update Org Chart to correct position title.

Community Services Department
p. 279-280)
Update Org Chart to match position location with
funding sources.
2027-2031 Capital Improvement Program (CIP) Budget Changes Project Descriptions
Revisions to project descriptions throughout the book to include more detail including (where applicable) past, current, and future project activities/timelines and funding history/need. Attached are examples of four projects/types: (1) Perry Park Fencing, (2) Budget
FY 2026- 27
BRR #01

2027-2031 Capital Improvement Program (CIP) Budget Changes Pickleball at Aviation Park, (3) Sidewalk Improvements and Repairs, and (4) Residential Rehabilitation
In addition to the items shown above, staff has made corrections to formatting, grammar, and typographical errors throughout the document.

Perry Park Fencing
Overview
Department PUBLIC WORKS
Project Type Park Improvements
Project Number 31040
Evaluation Criteria ( 3) Completes an Existing Project
Project Location
2301 Grant Avenue
Description
This project will replace the existing fencing along the baseball field and other sports fields at the park to enhance safety and playability of these popular recreational amenities. Staff anticipates completing the first phase of work by FY 2027 Q3.

This project was added to the CIP program by budget motion in FY 2025- 26 derived from Budget Response Report ( BRR) # 45 What is the cost to replace the fencing at the Perry Park baseball field, and would a replacement project be eligible for Quimby Funds?). The BRR identified $ 250,000 as the total amount for the full replacement of fencing. Staff plan to complete as much fence replacement as the budgeted amount will allow. Any additional work would be subject to future budget appropriations.

Details
Project Manager: Mike Klein, Deputy Public Works
Director
Project Owner/ Operator: Mike Klein, Deputy Public
Works Director
Initial Funding Year: FY 25- 26
Capital Cost
FundingSources
Detailed Breakdown
Category FY2027
Construction $ 71, 866
Total $ 71, 866
Detailed Breakdown
Category Historical Budgeted
254- Subdivision Park Trust $ 71, 866
Total $ 71, 866
Table of Contents
FY2031Page 6 City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- One-Time Funded Project
Pickleball Courts - Aviation
Overview
Department GENERAL ENGINEERING
Project Type Park Improvements
Project Number 31002
Evaluation Criteria ( 6) Implements Strategic Plan
Goal
Project Location
Description
This project concept was presented to the City Council on March 5, 2024 and the first tranche of funding was approved in FY 2024- 25, via budget motion, as initial funding to start the process of site analysis and conceptual design. The Initial funding was not intended to cover the entire construction cost to complete the project. Future appropriations were expected in order to complete the project.

The Aviation Park Pickleball Courts project will construct stand-alone pickleball courts in the open field adjacent to the existing gymnasium building. It is imagined the facility will eventually include multiple courts, benches/ bleachers, perimeter fencing, lighting, surrounding flatwork and landscaping, and technology to allow online reservation and court access capabilities. The project will likely be delivered through a design build contract, and potentially phased, so that the courts can be open for play as soon as possible. It is anticipated additional funding will be required for a complete build- out of the desired amenities.

Anticipated Schedule:

Details
Project Manager: Sean Chotikasatien, Civil Engineer
Project Owner/ Operator: Elizabeth Hause, Community
Services Director
Initial Funding Year: FY 24- 25
Capital Cost
Detailed Breakdown
Category FY2027 FY2028 Total
Construction $ 500, 000 $ 500, 000 $ 1, 000, 000
Design $ 95, 000 $ 0 $ 95, 000
Total $ 95, 000 $ 1, 000, 000 $ 1, 095, 000
Table of Contents
City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- FY2031 Page 7 Multi-year Phased Project
FY 26-27 Q1 & 2 - Pre Engineering and site plan work for Design Build RFP FY 26-27 Q3 - Approve Design Build Contract
FY 26-27 Q4 - Initiate Construction
Funding Sources
Detailed Breakdown
Category Historical Budgeted FY2027 Total
254- Subdivision Park Trust $ 595, 000 $ 500, 000 $ 1, 095, 000 Total $ 595, 000 $ 500, 000 $ 1, 095, 000
Table of Contents
FY2031Page 8 City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- Residential Street Rehabilitation
Overview
Department GENERAL ENGINEERING
Project Type Street Improvements
Project Number 40190
Evaluation Criteria ( 3) Completes an Existing
Project, (4) Operating Savings
Description
This is an ongoing project to resurface and repair residential streets citywide based on the pavement management study and Council direction that dates back to FY 2000- 01. A Pavement Management Study (PMS) is completed every three years and determines the pavement condition index (PCI) for every street in the City. This assists Staff and Council in determining which streets to focus on in a phased approach.

Identified streets for this project can be found on page 135 of the 2023 Pavement Management Program* (PMP), with the list of streets beginning on Appendix E ( page 123).

Completed Work:

Design completed for 2020 PMP Year 2 ( Cycle 2, Phase 5) and design commenced for 2023 PMP Year 1 ( Cycle 2, Phase 6) in January 2026.

Construction awarded for 2020 PMP Year 3 in Spring 2026.

Anticipated Schedule:

Complete construction of 2020 Year 3 and complete design of 2023 Year 1 in Fall 2026.

Award 2023 Year 1 construction and begin design of 2023 Year 2 (Cycle 2, Phase 7) in Winter 2026.

Complete construction of 2023 Year 1 and complete design of 2023 Year 2 in Summer 2027.

Award 2023 Year 2 construction and begin design of 2023 Year 3 (Cycle 2, Phase 8) in Winter 2027.

Complete 2023 Year 2 construction and complete design of 2023 Year 3 in Fall 2028.

Award 2023 Year 3 construction in Spring 2029.

Complete construction of 2023 Year 3 in Fall 2029.

The PMP document also includes streets for the Citywide Slurry Seal project.

Details
Project Manager: Daniel Gruezo, Civil Engineer
Project Owner/ Operator: Lauren Sablan, City Engineer
Initial Funding Year: FY 00- 01
Table of Contents
City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- FY2031 Page 13 Ongoing Phased Project
Supplemental Attachments
2023 Pavement Management Program Implementation
Capital Cost
FundingSources
Detailed Breakdown
Category FY2027 FY2028 FY2029 FY2030 FY2031 Total
Construction $ 2, 200, 000 $ 2, 000, 000 $ 2, 000, 000 $ 2, 000, 000 $ 2, 000, 000 $ 10, 200, 000 Design $ 300, 000 $ 0 $ 300, 000 $ 0 $ 0 $ 600, 000
Total $ 2, 500, 000 $ 2, 000, 000 $ 2, 300, 000 $ 2, 000, 000 $ 2, 000, 000 $ 10, 800, 000 Detailed Breakdown
Category Historical Budgeted FY2027 FY2028 FY2029 FY2030 FY2031 Total 202- State Gas Tax $ 1, 366, 421 $ 1, 300, 000 $ 1, 300, 000 $ 1, 300, 000 $ 1, 300, 000 $ 1, 300, 000 $ 7, 866, 421 211- Measure M $ 1, 653, 384 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 4, 153, 384 215- Measure R $ 394, 084 $ 400, 000 $ 400, 000 $ 400, 000 $ 400, 000 $ 400, 000 $ 2, 394, 084 300- Capital Projects $ 121, 223 $ 0 $ 0 $ 0 $ 0 $ 0 $ 121, 223 Total $ 3, 535, 112 $ 2, 200, 000 $ 2, 200, 000 $ 2, 200, 000 $ 2, 200, 000 $ 2, 200, 000 $ 14, 535, 112 Table of Contents
FY2031Page 14 City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- Sidewalk Improvements & Repairs
Overview
Department PUBLIC WORKS
Project Type Street Improvements
Project Number 41270
Evaluation Criteria ( 1) Health and Safety Issue, (2)
State and Federal Mandates, (3)
Completes an Existing Project,
4) Operating Savings
Description
This project was added to the CIP in FY 2020- 21 to address sidewalk uplifts throughout the City. This project assists in reducing the City's liability with trip and fall claims and increased pedestrian safety. This is an ongoing project that will focus on different areas in the City based on need and assessment by Public Words staff.

The project supports the City's sidewalk grinding efforts along with ongoing repairs and replacement of sidewalks. FY 2027 will focus on sidewalks around City Parks and schools.

Details
Project Manager: Mario Carranza, Streets/ Sewer
Manager
Project Owner/ Operator: Mike Klein, Deputy Public
Works Director
Initial Funding Year: FY 20- 21
Estimated Implementation Schedule: Construction
ongoing
Capital Cost
FundingSources
Detailed Breakdown
Category FY2027 FY2028 FY2029 FY2030 FY2031 Total
Construction $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 2, 500, 000 Total $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 2, 500, 000 Detailed Breakdown
Category Historical
Budgeted
FY2027 FY2028 FY2029 FY2030 FY2031 Total
202- State Gas Tax $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 3, 000, 000 300- Capital Projects $ 4, 862 $ 0 $ 0 $ 0 $ 0 $ 0 $ 4, 862 Total $ 504, 862 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 500, 000 $ 3, 004, 862 Table of Contents
City of Redondo Beach | Proposed Five- Year Capital Improvement Program FY2027- FY2031 Page 15 Ongoing Maintenance Project
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 #05

CITY OF REDONDO BEACH
Budget Response Report
05 June 9, 2026
Question:

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? Response:

The Municipal Services Unit of the Police Department oversees parking meters, parking permits, and parking citations. All three currently generate a combined $5.3M in General Fund revenue, with recent adjustments as detailed below.

Parking Meters – $3.4M Annually
There is a total of 743 parking meters, serving 1,325 parking spaces in the City. This includes the additional 89 parking spaces on Herondo Street between North Pacific Coast Highway and North Francisca Avenue, which were authorized by the City Council in FY 2025-26, and completed in April 2026.

Prior to July 1, 2024, the hourly parking meter rate was $1.50. The rate was put in place in 2014 and remained unchanged for 10 years. As part of the FY 2024-25 budget process, staff submitted a budget response report that analyzed the hourly parking rates in other jurisdictions. Based on that analysis, the City Council approved an increase to the City’s rate to $1.75 per hour for FY 2024-25, and to $2.00 per hour in FY 2025-26.

This cumulative $0.50 per hour increase over the last two fiscal years has resulted in a sustained $1.029M increase in General Fund revenue compared to prior fiscal years.

For FY 2026-27, Decision Package #2 requests an additional $0.25 increase to the hourly parking meter rate, which would bring it to $2.25 per hour. This rate is below the hourly rates charged by Hermosa Beach and Manhattan Beach, which range from $2.50 per hour to $3.50 per hour, depending on location and proximity to the beach. The $0.25 per hour increase complies with Coastal Commission policy, which limits rate increases to no more than 50% over a consecutive three-year period. If approved, the increase is anticipated to generate an additional $401,081 of ongoing General Fund revenue.

The $0.25 per hour increase is also proposed for the Pier parking structure and other pay stations in the Harbor area and is expected to generate an additional $ 46,000 and 223,000 for the Harbor Tidelands Fund and Harbor Uplands Fund, respectively.

Budget
FY 2026- 27
BRR #05

Parking Permits – $382,000 Annually
The City offers several types of parking permits including a Parking Meter Permit, Riviera Village Employee Parking Permit, and a Preferential Parking Permit.

Parking Meter Permit and Riviera Village Employee Parking Permit - $ 327,000 Annually:

The City’s parking meter permit program provides a convenient and cost-effective way for members of the public to utilize City parking meters, by allowing permit holders to park in designated spaces for a flat annual fee without having to make individual meter payments. The Riviera Village employee parking permit is available to individuals working in Riviera Village businesses and allows parking in designated spaces. The annual permits run from November 1st through October 31st of the following year.

From 2013 through 2024, the annual parking meter permit cost was $110, and the Riviera Village employee permit was $60. As part of the FY 2024-25 budget, which included a comparison of the permit fees in other cities, the annual meter permit fee was increased from $ 110 to $175, and the Riviera Village employee permit from $60 to $70. The new fees resulted in a nominal reduction to the total number of meter permits sold, from approximately 1,800 down to 1,700, but a positive 43% increase in total revenue. The number of Riviera Village employee permits sold remained consistent at approximately 400 per year.

As part of the FY 2025-26 budget process, the City Council approved an additional increase to the annual parking meter permit fee to $195. To date, this has not affected the number of permits sold. The expected year end count is roughly 1,700 permits, consistent with last year’s total.

The fee increases over the last two fiscal years have resulted in an additional 126,324 of ongoing General Fund revenue. The parking meter and Riviera Village employee permits generate $327,000 of General Fund revenue annually.

If the City Council were to increase the fees again, it could generate an additional 1,700 for every dollar added to the parking meter permit, and $400 for every dollar added to the Riviera Village employee permit, based on the current number of permits sold.

To illustrate the value of the permits, parking at a meter one day a week, for four hours, at the proposed $2.25 per hour rate, would cost $468 per year. An annual parking meter permit therefore offers a significant savings for individuals who frequently visit areas in the City that have metered parking.

Preferential Parking Permits - $55,000 Annually:

Preferential Parking zones are subject to the provisions set forth in Redondo Beach Municipal Code (RBMC) Title 3, Chapter 7, Article 17 “Preferential Parking” and established by resolution of the City Council to benefit adjacent residents. The zones are designated based on findings that certain conditions impede the Budget
FY 2026- 27
BRR #05

availability of reasonable and convenient on-street parking for area residents. The City Council has designated 10 Preferential Parking Zones, and permits are issued and renewed on a calendar year basis.

As part of the FY 2025-26 budget, the City Council increased the permit fee from 16 to $35 for non-coastal zone areas, and to $50 for coastal zone areas. While this resulted in a decreased number of permits sold from 2,780 last year to 1,878 this year, it still generated approximately $ 21,000 in additional General Fund revenue compared to the previous year.

Parking Citations – $1.6M Annually
The City’s Municipal Services Officers issue approximately 36,000 parking citations annually. Citation fees vary depending on the type of violation and have been adjusted annually over the last two fiscal years as part of the Police Department’ s Master Fee Schedule updates. Citation revenue is projected to reach $1.6M in FY 2025-26. The two most common citations are for street sweeping and parking meter violations. The street sweeping citation fee is $55 and the parking meter citation fee is $79.

Additional Municipal Services Officers
The Municipal Services Unit is currently staffed with 7 full-time Municipal Services Officers MSO), 2 Municipal Services Supervisors, and up to 5 part-time MSOs. There is currently 1 MSO vacancy for which recruitment is underway.

The MSOs perform parking enforcement animal control functions. The main focus for parking enforcement is the street sweeping routes during the weekdays, followed by parking meter enforcement during late afternoons, evenings, and weekends. MSOs also respond to parking enforcement complaints and animals control calls.

Additional full-time MSOs would allow for the creation of a dedicated mid -shift meter enforcement detail, enabling the assigned MSO to focus solely on meter enforcement without being interrupted by additional calls for service.

The fully loaded cost of a full-time MSO is $112,303 per year. Two additional full-time MSOs would allow one MSO to be assigned to parking meter enforcement 7-days a week, for a full shift, and allow for the issuance of approximately 4,500 additional parking meter citations per year. At the current citation fee of $79, this would generate $355,500 in additional revenue. This would fully offset the cost of two MSOs ($224,606) and generate an estimated $130,894 to help support administrative overhead expenses.

Towing Fees
Another option for generating additional General Fund revenue is increasing the administrative fee charged for towing vehicles. The current fee is $139, which is lower than rates charged in surrounding cities.

Budget
FY 2026- 27
BRR #05

Manhattan Beach $ 209
Hermosa Beach $ 284
Torrance $ 206
Palos Verdes $ 168
The Municipal Services Unit tows approximately 600 vehicles per year. Increasing the administrative fee by $25, to $164, would generate an additional $15,000 in General Fund revenue annually.

Budget
FY 2026- 27
BRR #06

CITY OF REDONDO BEACH
Budget Response Report
06 June 9, 2026
Question:

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?
Response:

The Police Department utilizes technology to continually evaluate service delivery, enhance public access to information, gather community feedback, support public safety messaging, and strengthen community trust. As community expectations evolve, the Police Department continues to move beyond the traditional use of individual technology systems as standalone sources of information and toward a broader public safety framework that uses public-facing transparency resources, community feedback, and operational data to help inform resource allocation, policy development, and service - delivery decisions.

Public-Facing Transparency
The Police Department maintains a Police Transparency webpage that provides the public with centralized access to key policies, reports, dashboards, and accountability documents. The webpage includes links to Department demographics, officer-involved shooting information, use-of-force information, the Automatic License Plate Reader ALPR) policy, the Concealed Carry Weapon ( CCW) policy, Senate Bill ( SB) 978 documents (policies, procedures, training materials, and operating standards), SB 1421 documents (peace officer personnel records involving serious use-of-force incidents and sustained misconduct findings), the Police Department Policy Manual, Assembly Bill (AB) 481 documents (military equipment), surveys (community feedback and public perception tools), AB 2761 documents (reporting and transparency related to jail deaths), the Jail Procedure Manual, Unmanned Aerial Support (UAS)/Drone as First Responder (DFR) flight record information, a Coyote Dashboard, and a Citation Dashboard.

The web resources serve as an important focal point for public trust because it allows residents to access a large amount of information directly, rather than relying on individual public records requests or staff explanations. As community expectations evolve, the Police Department continues to improve the transparency page by adding additional information and making these resources easier to navigate.

Budget
FY 2026- 27
BRR #06

Community Feedback and Customer Service
The Police Department uses SPIDR Tech as a customer service feedback platform.

SPIDR Tech sends text or email surveys to individuals who call the Communications Center and allows the Department to receive feedback related to response time, communication, and call resolution. Approximately 20% of customers engage through the survey process, resulting in more than 1,000 customer responses annually. This feedback provides the Police Department with a measurable way to evaluate service quality following police contacts. Rather than relying on formal complaints, commendations, or anecdotal feedback, SPIDR Tech allows the Department to identify trends, recognize positive performance, and address areas needing improvement.

The Police Department also uses Zencity to gather broad community feedback through geolocated surveys distributed through social media advertisements and social media posts. These surveys help identify public safety concerns, community priorities, and resident perceptions.

Together, SPIDR Tech and Zencity provide complementary feedback. SPIDR captures feedback from individuals who recently interacted with the Police Department, while Zencity provides broader sentiment data from the community. The Police Department will continue to use these tools to better understand resident expectations and adjust services, messaging, and outreach accordingly.

Digital Communication and Social Media Engagement
Social media has become one of the Police Department’s primary tools for public communication, and relationship-building. The Police Department uses social media to distribute safety messaging, legal updates, traffic safety reminders, event information, recruitment content, emergency information, and community -oriented stories that help residents better understand who the Department is and how it serves the community.

The Police Department’s social media strategy is particularly valuable when paired with in-person outreach and education campaigns. For example, Traffic and Community Services Unit personnel use public messaging to highlight and support traffic safety, e - bike education, and neighborhood speed awareness efforts to promote responsible driving.

The Police Department also conducts bicycle and e-bike safety outreach, including safety rodeos, school partnerships, safety presentations, educational messaging, and positive reinforcement for compliant riders. These efforts are supported through social media and transparency platforms like the Department webpage so residents can see not only enforcement outcomes, but also the prevention, education, and partnership work that forms a vital part of a comprehensive public safety response.

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. In addition to enforcement, digital message boards are deployed throughout the City to provide reminders about traffic laws and safety Budget
FY 2026- 27
BRR #06

concerns, complementing the 21 fixed speed feedback signs that encourage compliance with posted speed limits.

Operational Technology with Transparency Controls
The Police Department uses several operational technology platforms that support public safety while also requiring clear public explanation, policy controls, and transparency.

These include the Axon body-worn camera system, the DFR program, ALPR systems, Racial and Identify Profiling Act (RIPA) reporting tools, and data aggregation platforms.

The Police Department’s DFR program provides real-time situational awareness during calls for service and allows officers to make better-informed decisions. In addition to making the policy publicly accessible, each flight is logged on a public dashboard to provide the transparency that is central to maintaining community support for this valuable program.

The Police Department utilizes the Axon body-worn camera system as one of its most important transparency and accountability tools. The Police Department has used bodyworn cameras for more than a decade, and these recordings have played a critical role in meeting the public’s expectation that police activity can be independently reviewed when questions or concerns are raised. Axon recordings frequently provide definitive evidence of what occurred during police contacts, helping the Police Department evaluate and recognize positive officer performance, respond to complaints, support criminal investigations, and provide objective information.

The Police Department uses ALPR technology through Motorola Vigilant and Flock Safety to identify stolen vehicles and individuals wanted for crimes. The Department’s transparency webpage includes a public link to the ALPR policy to illustrate the clear rules governing use, access, data retention, and oversight.

The Police Department also utilizes Veritone to support RIPA compliance by facilitating required demographic reporting for vehicle and pedestrian stops. In addition, Peregrine Technology further supports accountability and efficiency by aggregating data from separate systems into centralized search and dashboard functions, which is central to viewing information as a complete picture to assess performance and resource allocation instead of analyzing individual, siloed streams.

As these technologies evolve, the Police Department continues to pair operational use with public education. This includes clearly explaining what each of the tools do, what they do not do, how they are governed, and how they improve service delivery while protecting community trust.

Evolution of Programs
The Police Department’s technology strategy focuses on integration, accessibility, and measurable outcomes. Planned areas of evolution include:

1. Continuous monitoring of the Police Transparency webpage so residents can more easily locate policies, dashboards, surveys, and accountability documents .

Budget
FY 2026- 27
BRR #06

2. Expanding the use of dashboards and public-facing data summaries that explain Department activity in a format accessible to the general public.

3. Using SPIDR Tech, Zencity, Comcate, traffic complaints, and community meeting feedback together to identify recurring concerns and evaluate Department efforts in addressing them.

4. Developing recurring social media campaigns tied to specific community priorities, such as traffic safety, e-bike safety, burglary prevention, fraud prevention, recruitment, homelessness outreach, school safety, emergency preparedness, and special event safety.

5. Using Community Services Unit outreach events as opportunities to explain Police Department programs, answer questions, and direct community members to public-facing transparency resources.

6. Continuing to evaluate emerging technologies to ensure they improve service delivery, support accountability, and remain consistent with community expectations.

The Police Department uses technology to support a modern public safety model built around transparency, engagement, responsiveness, and public trust. Platforms such as SPIDR Tech, Zencity, social media, the Police Transparency webpage, Axon body-worn cameras, UAS/DFR resources, ALPR systems, RIPA reporting tools, data dashboards, and community outreach programs allow the Police Department to communicate more effectively, receive feedback, preserve objective records, and make information more accessible to the public.

The next phase of this work is not simply adding more technology, but further integrating existing tools, improving public access to information, using feedback to guide decision - making, and communicating Police Department efforts in a way that helps residents understand both what their Police Department is doing and how these efforts safeguard and improve quality of life in the City.

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 REV

CITY OF REDONDO BEACH
Budget Response Report
09 Revised
June 9, 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? How does this compare to anticipated spending? Response:

By the end of FY 2025-26, 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 REV

Table 1, on the following pages, 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.

Budget
FY 2026- 27
BRR #9 REV

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

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 CarShow 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 ComedyFundraiser 1 1 $ 9,868
9/6/25 SRR Entertainment Brian McKnight
Concert Theatre R&B/JazzConcert 1 1 $ 10,433
9/8-9 &
11-13/25 Nuestras Raices “ Noche Mexicana” Theatre MexicanFolkloric Dance 3 2 1 $ 18,480 9/27/25 Mithi Foundation 50th Anniversary
Hula Concert Theatre HawaiianMusic/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/SoulConcert 1 1 $ 7,784
Budget
FY 2026- 27
BRR #9 REV

10/20 &
22-26/25
Redondo Ballet
Company
Through The
Pages” Theatre Youth Ballet 3 3 2 $ 27,886

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 JapaneseDance 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 TributeConcert 1 1 $ 7,082
12/1-14/25 Debbie Allen Dance
Academy
Hot Chocolate
Nutcracker” Theatre ChristmasShow 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 ChristmasConcert 1 1 $ 10,544
Budget
FY 2026- 27
BRR #9 REV

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 HawaiianConcert 2 2 $ 16,295
1/23-25/26 Starbound Dance
Competition
Starbound
National Talent
Competition”
Theatre Dance
Competition 3 3 $ 41,745

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 CancellationFee 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 DanceCompetition 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 PoetryCompetition 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
Budget
FY 2026- 27
BRR #9 REV

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 DanceCompetition 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 DanceCompetition 3 3 $ 35,968
4/13-15/26 Bunny Films “ Prima” Theatre Film Shoot 3 $ 31,468

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 BollywoodDance Recitals 2 2 $ 17,631 5/10/26
Reaching
Educational
Milestones
If These Wigs
Could Talk” Theatre Musical StagePlay 1 1 $ 6,217
5/11-13/26 Encore Theatre
Group “ Seussical Jr.” Theatre MusicalPlay/Camp 3 1 $ 13,076 5/14-17/26 Kids Artistic Revue KAR Dance
Competition Theatre DanceCompetition 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 Budget
FY 2026- 27
BRR #9 REV

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

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 CityCommunity 4
Various RBFD & MBFD Fire Department
Training Theatre City – Internal 3 1
Budget
FY 2026- 27
BRR #9 REV

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 #9 REV

Table 2 below illustrates the revenue and expense anticipated for FY 2025 -26 and budgeted for FY 2026-27. Staff has budgeted FY 2026-27 revenue conservatively, and will review and adjust with midyear as needed.

Table 2: Revenue and Spending
Type FY 2025-26
Estimated Actual
FY 2026-27
Proposed
Budget
Revenue
Rents and Percentages/ Surcharge $ 1,084,330 $ 868,533
Expense
Personnel $ 630,709 $ 755,328
Maintenance & Operations $ 166,330 $ 122,628
Internal Service Funds (ISF)
Vehicle Equipment Replacement 1,212 1,212
Information Technology Equipment 60,855 60,855
Workers' Compensation Insurance 6,624 6,624
Liability Insurance 327,634 327,634
Building Occupancy 475,768 475,768
Major Facilities Repair 15,174 15,174
Overhead 158,010 158,010
Internal Services Fund Total $ 1,045,277 $ 1,045,277
Total Expense $ 1,842,316 $ 1,923,233
Note: the internal service fund charges above reflect the costs associated with running and maintaining the Performing Arts Center. The largest individual components of the ISF charges, Liability Insurance and Building Occupancy, reflect the size and value of the building (factors for Liability Insurance) and building size and use of utilities, contracts, and supplies (Building Occupancy factors). Factors used to allocate citywide total costs are established by the City’s internal Administrative Policy and Procedure 3.18.

Budget
FY 2026- 27
BRR #10

CITY OF REDONDO BEACH
Budget Response Report
10 June 16, 2026
Question:

What is the status of the John Parsons Public Art fund? Response:

The John Parsons Public Art Fund (JPPAF) has an accumulated balance of $1,242,676 for FY 2025-26 through June 2026, including balance carried over from prior years and 13,100 in deposits collected during the fiscal year. The City Council to date has allocated $ 1,074,433 of this amount to the projects listed in the table below. In addition to these allocations, there are other items impacting the available balance. Staff has completed the Sea Chatter and Skate Waves mural installations under budget, returning a cumulative total of $39,601 to the JPPAF. Additionally, per Council and Commission direction, $4,250 was spent on Utility Box Art Wrap Program projects. Finally, the balance calculation backs out the Fund’s 5% required maintenance set-aside. Including all items, there is an available balance of $151,640.

Starting Balance $ 1,242,676
Approved Allocations/
Gate Wave ($ 275,000)
Sea Chatter ($ 125,000)
Skate Waves ($ 75,000)
The Esplanade ($ 100,000)
ARTesia ($ 485,000)
Utility Box Art Wraps ($ 14,433)
Total Allocations ($ 1,074,433)
Adjustments
Sea Chatter and Gate Wave Savings $ 39,601
Completed Utility Box Wraps ($ 4,250)
Total Allocations and Adjustments $ 35,351
5% Maintenance Set-Aside ($ 51,954)
Available Fund Balance $ 151,640
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 VacancyPercentage
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 #12

CITY OF REDONDO BEACH
Budget Response Report
12 June 9, 2026
Question:

How does the City’s Vehicle and Heavy Equipment Replacement Program work and what City vehicles and equipment are scheduled for replacement in the 2026-27 Fiscal Year? Response:

The Vehicle Replacement Fund (VRF) was established by the City during the 1983 -84 Fiscal Year as a best management practice tool that allows the City to efficiently replace and maintain its vehicles and equipment. Funding is appropriated to the VRF through the Internal Services Fund mechanism and is used to support the City’s Vehicle and Heavy Equipment Replacement Program (Program). The purpose of the Program is to evaluate, maintain, and replace vehicles and equipment on an anticipated schedule that optimizes usefulness, avoids major repairs and periods of downtime, and captures ongoing technological improvements in vehicle safety, efficiency, and performance.

The Public Works Department manages the Program administratively and physically through its Fleet Division. There is a dedicated Fleet maintenance team consisting of one Maintenance Supervisor, two Senior Mechanics, one Mechanic, and one Equipment Service Worker. A Senior Management Analyst manages the tracking, purchasing, disposition, and regulatory compliance for all vehicles listed in the VRF. Each year, the Public Works Department proposes a one-time appropriation to the VRF for the upcoming fiscal year to cover the cost of all scheduled vehicle and heavy equipment replacements.

Most City vehicles have historically been replaced every 4 to 12 years, depending on their type and function, with annual appropriations ranging from $1,000,000 to $1,500,000.

Table 1 illustrates the annual Decision Package request (number of units and total appropriation) over the last five fiscal years. Due to supply chain issues, it has not always possible to acquire all vehicles identified in the appropriation prior to closure of the fiscal year. In that case, funds are typically carried forward to allow the vehicle to be replaced at the earliest possible date.

Budget
FY 2026- 27
BRR #12

Vehicle Replacement Schedule - Decision Package Request Fiscal Year Number of Units Funds Appropriated *
2025 - 2026 14 $ 1,347,474
2024 - 2025 19 $ 1,394,280
2023 - 2024 19 $ 2,637,870
2022 - 2023 19 $ 1,039,272
2021 - 2022 16 $ 1,406,547
Includes Decision Package request only. Advance purchases not included.

Table 1: Prior Fiscal Year Vehicle Replacement Schedule Decision Packages Proposed FY 2026-27 Appropriation
The FY 2026-27 proposed appropriation would support the replacement of 22 vehicles, which includes the following:

Police Department: 1Watch Commander unit, 5 Patrol units, and 5 Detective Bureau units (Total 11 units);
Fire Department: 2 Paramedic Squad units (Total 2 units); Public Works Department: Streets Division (1 roller); Pier Division (2 electric carts); Solid Waste Division (1 pickup truck), Parks Division (2 pickup trucks), Facilities Division (1 van) (Total 7 units).

The FY 2026-27 request also includes the accelerated purchase of 2 Public Works units, 1 Pier Scrubber and 1 Streets Division pickup truck, that were originally due for replacement in FY 2027-28. These units have experienced significant failures and are deemed beyond repair.

To purchase these 22 vehicles, staff recommends a one-time appropriation totaling 1,739,565 in the Vehicle Replacement Fund. Table 2 lists the vehicles proposed for replacement utilizing the recommended FY 2026-27 appropriation.

Budget
FY 2026- 27
BRR #12

Table 2: DP#13 FY 2026-27 Vehicle Replacement Schedule Proposed Replacements Unit Year Description Assigned Dept
Fund
Balance Per
Unit
Estimated
Auction
Value
Additional
Funding
Needed
Total
Funding Per
Unit
611 2021 DODGE DURANGO INVESTIGATIONS-SIU P 58,007$ 2,000$ 60,007$ 637 2013 CHEVROLET CAPRICE INVESTIGATIONS-SIU PD P 51,259$ 2,000$ 53,259$ 682 2021 HONDA ODYSSEY VAN INVESTIGATIONS-SIU P 51,344$ 2,000$ 53,344$ 683 2021 FORD EDGE INVESTIGATIONS-SIU PD P 48,956$ 2,000$ 50,956$ 685 2021 FORD EXPLORER INVESTIGATIONS-SIU P 52,538$ 2,000$ 54,538$ 135 2018 DODGE RAM 4500 P/U (R61) OPS-SPEC-SRVS F 205,285$ 2,000$ 90,000$ 297,285$ 136 2018 DODGE RAM 4500 P/U (R62) OPS-SPEC-SRVS F 205,285$ 2,000$ 90,000$ 297,285$ 250 2013 FORD F-150 P/U PARKS PW 36,079$ 2,000$ 10,000$ 48,079$ 647 2023 DODGE DURANGO PATROL P 81,536$ 2,000$ 83,536$
649 2023 DODGE DURANGO PATROL P 81,536$ 2,000$ 83,536$
665 2023 DODGE DURANGO PATROL P 81,536$ 2,000$ 83,536$
671 2023 DODGE DURANGO PATROL P 81,536$ 2,000$ 83,536$
674 2021 DODGE CHARGER PATROL P 71,178$ 2,000$ 10,000$ 83,178$ 382-132013 SOLAR GUARD LITE 50 STREETS-GAS TAX PW 5,445$ 5,445$ 800 2014 TAYLOR-DUNN ELECTRIC TRUCK TIDELANDS MAINT PW 26,257$ 5,000$ 31,257$ 855 2017 TAYLOR-DUNN ELECT CART UPLANDS MAINT PW 10,890$ 8,000$ 18,890$ 12 2013 FORD F-150 SOLID WASTE PW 27,557$ 2,000$ 29,557$ 204 2012 FORD F-350 1-TON PICKUP-EQ PARKS-SOLID WASTE PW 48,325$ 2,000$ 50,325$ 14-13 2013 FORD TRANSIT CONNECT BUILDING OCCUPANCY PW 33,505$ 2,000$ 35,505$ 677 2021 FORD UTILITY PD - WATCH COMMANDER P 92,257$ 2,000$ 94,257$ 1,597,314$
Advance Replacement (1 year advance)
344 2014 FORD F250 STREETS-GAS TAX PW 55,251$ 2,000$ 57,251$ 803 2019 POWERBOSS NAUTILUS SCRUBBER TIDELANDS MAINT PW 36,957$ 48,043$ 85,000$ 1,739,565$
Vehicle Replacement Schedule - FY2026- 27 Decision Package # 13 Budget
FY 2026- 27
BRR #12

Status of Previous Appropriations
In FY 2025-26, the Fleet Division worked to procure the vehicles approved for replacement in Decision Package #51 for FY 2025-26. The status of these purchases is shown in Table 3.

Table 3: DP#51 FY 2025-26 Vehicle Replacement Schedule Status The Public Works Department continues to experience challenges procuring larger, specialized units needed for its operations. Evolving regulations, particularly the California Air Resources Board ( CARB)’s Advanced Clean Fleet ( ACF) purchasing requirements, pose significant challenges for fleet procurement. Despite ACF exemptions granted to commercial fleet operators, government agencies remain subject to strict ACF compliance regulations. Key challenges include a limited availability of Zero Emission Vehicles (ZEVs) suitable for City demands, the complexity of upfitting ZEVs for use as specialty vehicles, and the significantly higher costs of ZEVs, which places additional strain on the VRF. Three units in Table 3 fall into this category: #333, #350 and #200. Staff has not been able to identify ZEV’s that meet the City’s performance requirements for these units.

The City of Redondo Beach complies with ACF through the “ZEV Purchase Schedule,” which requires that 50% of larger (Class 2b and above), non-safety units purchased each Unit Year Description Assigned Dept
Total
Funding
Per Unit Status
340 2004 BOBCAT ROLLER STREETS PW 61,093$ Delivered
861 2017 TAYLOR- DUNN ELECT CART UPLANDS MAINT PW 17,890$ Delivered 862 2017 TAYLOR- DUNN ELECT CART UPLANDS MAINT PW 17,992$ Delivered 863 2017 TAYLOR- DUNN ELECT CART UPLANDS MAINT PW 17,890$ Delivered 864 2017 TAYLOR- DUNN ELECT CART UPLANDS MAINT PW 17,890$ Delivered 899 2017 TAYLOR- DUNN ELECT CART UPLANDS MAINT PW 17,890$ Delivered 364 2003 CAT RC60 FORKLIFT FLEET SERVICES PW 81,633$ Delivered 20 2013 FORD TRANSIT CONNECT BUILDING PW 35,505$ On Hold 103 2009 FORD F-250 PICKUP- EQ FLEET PW 38,367$ On Hold 333 2006 CHEVROLET CC7500 CNG DUMP TRUCK STREETS PW 203,938$ Procurement 350 2006 GMC TC 7500 CNG KNUCKLE BOOM CRANE STREETS PW 295,990$ Procurement 200 2006 GMC TC 7500 INSULATED MANLIFT CNG STREETS PW 287,546$ Procurement G-1 1999 CATEPILLAR 3306 GENERATOR SEWER PW 159,632$ On Hold G-3 2000 MQ POWER DCA-25SSIU SEWER PW 78,560$ On Hold
1,331,814$
207 PIER SCRUBBER 15,660$ Delivered
1,347,474$
Vehicle Replacement Schedule - FY2025- 26 Decision Package # 51 Budget
FY 2026- 27
BRR #12

year be ZEVs. To maintain compliance, the purchase of units #20 and #103 has been delayed so they can be acquired in the same fiscal year as the three units previously discussed, allowing the City to meet the 50% ZEV purchase requirement.

The Public Works Department continues to work with CARB, vehicle and equipment manufacturers, and vendors to determine where ACF exemptions may be possible. If exemptions cannot be secured, staff is working to identify which units may be appropriate for ZEV purchase, or where a traditional internal combustion engine (ICE) unit may be necessary to meet City needs. This work will continue into the new fiscal year.

Once the appropriate combination of vehicles is identified to satisfy both ACF requirements and City needs, staff will request a carry-forward of previously appropriated funding to support the purchases. The Public Works Department will also pursue available grant funding, including the California Clean Fuel Reward Program, Clean Power Alliance, and other identified sources to supplement the increased costs associated with the purchase of ZEVs.

The complexities of purchasing vehicles, especially following post-pandemic supply chain shortages, have continued to cause delays in purchases and deliveries from prior years.

This year, the Public Works Department accepted delivery of, and put into service, the units listed in Table 4, all of which were originally funded prior to FY 2025-26.

Table 4: Additional Units Delivered in FY2025-26
679 2025 F-550 4WD PATROL- SWAT P DELIVERED
137 2024 DODGE RAM 3500 HARBOR PATROL F DELIVERED
104 2024 DODGE RAM OPS-SPEC- SRVS F DELIVERED
648 2025 FORD INTERCEPTOR PATROL P DELIVERED
678 2025 FORD INTERCEPTOR PATROL P DELIVERED
672 2025 FORD INTERCEPTOR PATROL P DELIVERED
675 2025 FORD INTERCEPTOR PATROL P DELIVERED
620 2024 FORD F150 INVESTIGATIONS SIU P DELIVERED
622 2025 HYUNDAI SANTE FE INVESTIGATIONS- SIU P DELIVERED 808 1975 SEAWAY HARBOR PATROL F DELIVERED
348 2025 F-150 LIGHTNING BUILDING PW DELIVERED
349 2025 F-150 LIGHTNING UPLANDS- MAINT PW DELIVERED
322 2024 F-750 (CNG) BUILDING PW DELIVERED
690 2025 HONDA AFRICA TWIN PATROL- TRAFFIC P DELIVERED
691 2025 HONDA AFRICA TWIN PATROL- TRAFFIC P DELIVERED
692 2025 HONDA AFRICA TWIN PATROL- TRAFFIC P DELIVERED
688 2025 CHRYSLER PACIFICA INVESTIGATIONS- SIU P DELIVERED 102 2026 CHEVY SILVERADO 1500 ADMIN F DELIVERED
Prior Fiscal Year Orders - Delivered in FY2025-26
Budget
FY 2026- 27
BRR #12

Upcoming Developments
The Public Works Department is working to revise and modernize the vehicle replacement program. The tenets of the Program are currently documented in the City’s Fleet Administrative Policies and Procedures (APP), which was last updated in 2001.

This document will be reviewed and updated in the coming year and is expected to be presented for review and approval in FY 2026-27. The updated APP will address operational, regulatory, financial, and technology management practices consistent with American Public Works Association ( APWA) fleet management standards, California local government requirements, and applicable National Fire Protection Association NFPA) fire and emergency safety standards.

Particular emphasis will be placed on addressing policy gaps related to electric vehicle fleet transition, charging infrastructure governance, telematics, and CARB compliance requirements, which are not addressed in the current APP. These newer policy areas are increasingly important to address as they are essential to ensure compliance with evolving California regulatory requirements, operationa l resiliency standards, financial impacts, and modern public sector accountability expectations. Any cost implications resulting from proposed changes, such as reducing the service life of fleet units, will be evaluated for their impact on the VRF, as well as overall General Fund implications.

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 #14

CITY OF REDONDO BEACH
Budget Response Report
14 June 9, 2026
Question:

What is the cost to clean the Esplanade? Can dry ice be used to increase 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? Response:

The Public Works Department has developed internal cost estimates for deep-cleaning the Esplanade through power-washing. The quarterly costs of power washing the area, using existing City equipment, is approximately $7,000. The estimate does not include ancillary costs, such as the cost of water or cleaning solutions. City staff currently cleans the Esplanade four times per year, which carries annual labor and equipment costs of approximately $ 28,000.

The unit cost to power-wash the 78,000 square feet of Esplanade hardscape is $0.09 per square foot/per cleaning. The unit cost is expected to be applicable to other areas of the City, with similar maintenance accessibility.

Division # of Employees Hours Cost
Public Works Labor Costs
per Master Fee Schedule) 10 22 $ 6,994
Staff worked with a vendor to demo the dry ice cleaning application. The dry ice service was determined to be infeasible for use on the Esplanade due to its cost and limited level of effectiveness.

Budget
FY 2026- 27
BRR #15 REV

CITY OF REDONDO BEACH
Budget Response Report
15 (Revised)
June 16, 2026
Question:

What is the cost for Firefighter Personal Protective Equipment (PPE) replacement, and what is the cost to replace the City’s Auto-Pulse devices? What is the status of the Department’s current PPE and what does the Department’s core budget include for annual PPE purchase?
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. A full set of PPE costs approximately $14,000 with replacement cycles of 2, 5, and 10 years depending on type. The number of sets replaced each year varies based on hire dates and years of service. Over the past five years, the department has replaced 26 sets of structural turnouts and 150 sets of station uniforms, an average of about 5 turnouts and 30 station uniforms per year.

The Fire Department is allocated $ 96,550 in its core budget for uniform and PPE replacement for existing firefighters and to outfit newly hired firefighters. While the current core budget is close to covering average annual replacement costs, price inflation and fluctuations in hiring can create funding challenges. In some instances, the core budget may be insufficient to fully cover the costs of new uniforms for new hires. Over the past decade, the Fire Department has averaged five new employees annually, resulting in approximately $70,000 of new turnout and uniform costs each year.

Historically, the City has supplemented these costs with one-time appropriations. In FY 2023-24, the City Council approved a one-time appropriation of $ 150,000 ( Decision Packages #26 and #27), $87,000 in FY 2024-25 (Decision Package #30), and $60,000 in FY 2025-26 ( Decision Package # 13). Although costs fluctuate each year, the Fire Department would benefit from an additional $ 50,000 in annual PPE funding when citywide revenue and budget resources allow. No additional funding is required in FY 2026-27.

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 Budget
FY 2026- 27
BRR #15 REV

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. Of note, staff applied for Fiscal Year 2027 Community Project Funding, and Congressman Lieu has recommended $ 250,000 for the purchase of these devices, which is currently pending federal funding approval.

Attachment: Replacement Cycle Detail
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
Attachment: Replacement Cycle Detail
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
Attachment: Replacement Cycle Detail
Budget
FY 2026- 27
BRR #16

CITY OF REDONDO BEACH
Budget Response Report
16 June 9, 2026
Question:

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 ? Response:

The City recently completed the Dominguez Park Playground Improvement Project Project), which included the replacement and upgrade of play equipment, rubber surfacing, landscaping, walkways, benches, and fencing in the southwest section of Dominguez Park. The Project footprint is located within the bounds of the former Redondo Beach Dump, an approximately 16-acre municipal solid waste landfill that was formally closed in 1968. The closed Redondo Beach Dump falls under the regulatory jurisdiction of the Los Angeles County Department of Public Health, acting as the Local Enforcement Agency (LEA) for the State.

Because of its location, the Project triggered regulatory requirements to provide landfill management information about the site to the LEA, including a waste delineation plan and a perimeter landfill gas monitoring plan. The waste delineation plan includes field investigations to evaluate the lateral and vertical extent of the waste, the volume and types of waste, and laboratory testing to evaluate the material characteristics of the waste and cover layer.

The perimeter landfill gas monitoring plan will require the installation of landfill gas monitoring probes along the perimeter of the site to evaluate any off-site landfill gas migration. The required monitoring program will consist of an initial one-year period of monthly monitoring, landfill gas sampling, and laboratory analysis for fixed gases.

Below is an order of magnitude cost estimate and breakdown for implementation of the Field Investigation Work Plan:

Field Investigation Tasks Cost
Pre-Field Activities $ 82,000
Lateral Waste Delineation $ 55,000
Vertical Waste Delineation $ 249,000
Soil Sampling and Analysis $ 28,000
Perimeter Landfill Gas Probe Installation $ 68,000
PM and Communication $ 19,000
Total Cost Estimate $ 501,000
Perimeter Landfill Gas Probe Monitoring and Reporting (Annual)* $ 116,000 Annual landfill gas monitoring and reporting cost is listed separately as it will be a recurring cost for the City.

Budget
FY 2026- 27
BRR #16

The total estimated cost for the field investigation is approximately $ 501,000, with an additional annual monitoring cost estimated at $ 116,000. $ 550,000 of Solid Waste Funding was included in the FY 2026-27 proposed Capital Improvement Program to cover the cost of the above work.

Budget
FY 2026- 27
BRR #17

CITY OF REDONDO BEACH
Budget Response Report
17 June 9, 2026
Question:

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?
Response:

Teen Center ADA Lift
Currently, the Perry Park Teen Center has a large performance stage, perfect for performances, presentations, and community events, that is unavailable for use to the general public because of access limitations for those with physical disabilities.

Considering the space needed for the installation of a ramp, the best option to provide ADA access to the stage would be to install a vertical, ADA-complaint wheelchair platform lift similar to the one pictured below:

Based on preliminary research of commercial vertical platform lift systems, the estimated projected cost for the equipment would be $29,000. Additional fees for structural and electrical modifications would vary depending on building and safety requirements, permitting, inspection fees, and installation.

Budget
FY 2026- 27
BRR #17

Wilderness Park Electric Wheelchair
Due to the unpaved rugged terrain of Wilderness Park, which provides a fully natural landscape for visitors, it is difficult for those with physical limitations to navigate through the park. An option to expand accessibility along uneven dirt paths and trails is to have an all-terrain, electric wheelchair available for use. Overall, there are a range of options available, depending on desired features for each wheelchair unit. Following a review of current market pricing and the known needs of procuring a wheelchair for use at Wilderness Park, the following two options represent the high and low-price points within the range:

Robooter E60 Pro All
Terrain Electric Wheelchair
Magic Mobility XT4 AllTerrain Power Wheelchair
Best use Public Park loaner Premium Trail accessibility Terrain capability Very good Excellent
Wood chip
performance Very good Excellent
Ease for first-time
users
Excellent Moderate
Maintenance
complexity Moderate Higher
Weight Capacity 330 lbs. 400 lbs.
350 lbs. with elevation or tilt)
Approximate price Range from $3,800–$4,800 $ 23,140
Budget
FY 2026- 27
BRR #18

CITY OF REDONDO BEACH
Budget Response Report
18 June 9, 2026
Question:

What is the cost of a parking study for Aviation Blvd. south of Artesia, and would this support the creation of a bike lane?
Response:

The Public Works Department and the District 4 Councilmember have received safety complaints regarding excessive speeding, left -turn difficulties, near-misses, collisions, and bicycle/pedestrian safety along the commercial areas of Aviation Boulevard. Most recently, the City received feedback from families who cross the Aviation/Ford intersection to access Jefferson Elementary School. This area is within the Artesia and Aviation Corridors Area Plan (AACAP), which aims to revitalize the business district and encourage active transportation and visitor safety.

A parking study was completed in 2019 as part of the AACAP which inventoried and surveyed both on-street and off-street parking within the AACAP area. However, this data was collected before the pandemic, and travel patterns have shifted since that time.

With large increases in walking and biking Citywide, staff have received numerous requests to improve the walking and biking experience along Aviation Boulevard. An updated parking study would help determine the best usage of the public right-of-way in that area.

The cost to update the study along Aviation Boulevard is approximately $55,000. The study would gather data related to on-street and off-street (commercial parcels) parking supply and utilization along Aviation Blvd. between Artesia and the Hermosa Beach city limit at Harper Avenue. Parking occupancy would also be collected on select residential streets near Aviation. In addition, traffic counts would be collected at all intersections along Aviation to determine existing left-turn demand, and a collision review would be performed.

The purpose of this study would be to determine updated parking utilization both on-street and off-street along Aviation and record how many users are served by the available onstreet parking. In order to improve safety by adding a center left -turn lane and Class II bicycle lanes on Aviation Boulevard, parking would need to be removed on both sides of Aviation, south of Artesia Boulevard. It is not yet known the level of community support for this change, but a parking study would be a valuable source of information on how to best serve users across the various modes of transportation that utilize the various residential, commercial, and visitor-serving purposes along Aviation Boulevard.

Budget
FY 2026- 27
BRR #19

CITY OF REDONDO BEACH
Budget Response Report
19 June 9, 2026
Question:

What are the options and associated costs for parkway landscaping on the medians at Flagler and Ripley and South Juanita and Camino Real?
Response:

The southeast corner of Ripley Avenue and Flagler Lane is currently modified with an asphalt berm offset from the curb designed to narrow the entrance to Ripley as a traffic calming measure. This treatment, installed years ago, was implemented as a costeffective way to reduce traffic conflicts between vehicular traffic and pedestrians. The space between the asphalt berm and the concrete curb is awkward for pedestrian use and creates an unsightly area. Because this area is a portion of the street, there is no readily available irrigation source, so installation of landscaping for beautification is not recommended.

The potential for successful installation of landscaping here is low due to the orphaned tree well and/or planting area. Typically, medians are maintained by the City and parkways by adjacent property owners, which in this case is a residence. However, this bulb out falls somewhere in the middle, creating uncertainty regarding the adjacent property owner’s responsibilities, which leaves the City with inefficient methods to support any landscaping improvements.

A more appropriate solution maybe to install painted artwork on the asphalt surface. A recent project in Long Beach, somewhat larger than the subject space, cost approximately $25,000, according to the Bloomberg Philanthropies website*.

Photo 1 - Ripley and Flagler Photo 2 – Long Beach Pavement Art Project 2023.

Budget
FY 2026- 27
BRR #19

Alternatively, City staff could provide the labor to create a basic design and color scheme.

Internal labor and equipment costs are estimated at $4,000, with an additional $2,500 for out-of-pocket material costs.

Staff notes that this area of Ripley Avenue is due for pavement rehabilitation and is currently in design for a future phase of the Residential Rehabilitation Project cycle. At this time, the current project is only funded for the installation of a curb ramp on the existing curb line at the southeast corner, repaving of the existing asphalt, and reinstallation of a new asphalt berm bulb out. While this approach is not ideal or consistent with City standards, it is all that current funding allows. These funds could be redirected toward creating a full concrete bulb out to fill this space at sidewalk level, but additional funding would also be needed.

In the concrete bulb out option, a durable decorative surface, such as pavers, river stone, exposed aggregate, might be applied in the bulb out outside of the ADA path of travel to give the area a higher aesthetic value without requiring landscaping. Depending on the final surface or decorative treatment, the additional cost to design and construct a “to - standard” concrete bulb out at the southeast corner of Ripley and Flagler is estimated to be between $50,000 and $60,000. If budgeted, staff would incorporate this effort into the next Residential Street Rehabilitation project for Ripley Avenue.

The southeast corner of South Juanita and Camino Real presents a better opportunity for landscaping. Irrigation could be extended from the adjacent Alta Vista Park hillside to support installation of plant material, or potentially a tree. City staff could provide the labor, if the upgrade is not urgent, and out-of-pocket material costs are likely to be about 12,000.

Source: Bloomberg Philanthropies, Asphalt Art Initiative ( accessed June 2026). https://asphaltart. bloomberg. org/projects/long-beach-california- usa-increasing- student-safety-with-trafficcalming-art/ Budget
FY 2026- 27
BRR #20

CITY OF REDONDO BEACH
Budget Response Report
20 June 9, 2026
Question:

What options exist to make improvements to Ensenada Parkette, including the addition of a shade structure, and what are the costs?
Response:

The Public Works Department evaluated the addition of a fixed umbrella shade structure at Ensenada Parkette to enhance comfort and usability of the space for park visitors. The proposed improvement includes the installation of one 10 -foot by 10-foot fabric-type umbrella shade structure. The sail fabric has a five-year warranty and an expected life expectancy of ten years. The estimated cost for this improvement is $18,000, including design, permitting, and installation.

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 multi - company 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 #22 REV

CITY OF REDONDO BEACH
Budget Response Report
22 (Revised)
June 9, 2026
Question:

What would be the cost to add concrete benches at Heritage Court, similar to those at Franklin Park? What other bench material options are available and what are the associated installation costs?
Response:

The Public Works Department obtained cost estimates to purchase benches for Heritage Court. The cost to purchase benches of the same style currently installed at Franklin Park is $4,027 per bench, for a total estimated cost of $16,108 for four benches.

Small concrete pads would need to be installed if the benches cannot be installed on the existing hardscape. City crews can install them, if the installation is not urgent, to save on out-of-pocket costs. Labor and equipment for installing four concrete pads is estimated at $18,000, with an additional $2,000 in material costs.

The cost of a concrete bench cost is approximately $9,000. Concrete has the advantage of being durable, and the life expectancy is typically 15 to 20 years. Benches made from other materials, such as from plastic composites, can be less expensive initially, but they are more prone to damage/vandalism and have a much shorter life cycle, typically 5 to 10 years, depending on the product. Costs to provide the necessary concrete pad for the plastic composite benches, limit significant savings over concrete. For these reasons, and particularly when lifecycle costs are considered, the concrete bench is the less expensive alternative and staff generally recommends that concrete benches be used in City parks.

However, for Heritage Court and certain other niche locations, staff have explored other options, including the Dumor Model 490, pictured below in one of its available colors. The Dumor bench costs approximately $ 2,500 each, including shipping and taxes. It is constructed of high-density polyethylene ( HDPE), made from recycled post-consumer plastic, and has been successfully installed in numerous coastal communities along the East Coast, where it has performed well under coastal weather conditions. Staff believes this model and material warrant consideration in certain parks and locations throughout the City. For Heritage Court, where the setting is more traditional in character and includes rose gardens, the Morell House, and the City Museum, staff believes this bench style may be particularly appropriate. Its classic appearance is more consistent with the Budget
FY 2026- 27
BRR #22 REV

historic and garden-oriented character of the site and complements the surrounding amenities and architecture.

Dominguez Park is considered a Regional Park in the City’s inventory of parks, making the purchase and installation of benches eligible for Quimby (Subdivision Park Trust) funds. Given the current regulatory requirements at the park, staff would need to obtain approval from the CalRecycle Local Enforcement Agency (LEA) prior to performing the work. Given the nature of the project, staff does not expect approval to be difficult to obtain, however the process adds time and about $ 1,500 in marginal costs for the application fee and preparation of all required materials.

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 #25

CITY OF REDONDO BEACH
Budget Response Report
25 June 9, 2026
Question:

What Measure FP Activity and Costs do we anticipate for FY 2026 -27? Response:

As part of the FY 2025-26 Budget, $422,800 was set aside for estimated up-front Measure FP costs. To date, this has included initial program coordination and support, the contracting of an owner’s representative firm, Griffin Structures, and the completion of the Strategic Planning Phase at the end of calendar year 2025. Currently, staff is in the process of securing a contract with a design-build team for Phase 1 of the Project that is anticipated to commence this summer and conclude by the end of 2026.

The following activity categories and costs are anticipated for FY 2026-27 for continued implementation of Measure FP. All of the identified expenditures will be reimbursed by the bond proceeds once realized, as established in the City’s reimbursement resolution adopted on March 18, 2025.

Program Management (Part-Time) Support
A part-time staff member, hired in April 2025, continues to assist with overall Measure FP implementation management, including scheduling, vendor coordination, contract and documentation preparation, and other administrative duties associated with advancing the Project through critical milestones. The FY 2025-26 Budget proposed $72,800 for this supporting staff work and this personnel expense is likely to increase in the upcoming fiscal year as Phase 1 advances.

Owner’s Representative Services
On July 15, 2025, the City Council approved an agreement with Griffin Structures, Inc.

Griffin) to serve as the City’s owner’s representative and program manager for the Strategic Planning Phase in an amount of $150,000. On January 20, 2026, the Council approved an Amendment to the Project Services Agreement with Griffin throughout Phase 1 of the Progressive Design-Build (PDB) process for a cost of $877,000, and a new not to exceed contract total amount of $1,027,000 through September 30, 2027.

PDB Firm Services for Phase 1
Phase 1 of the Project will include pre-construction and design development services, and the PDB firm that is selected will utilize the City’s established programmatic space needs and functional requirements to advance design, validate scope, and confirm site conditions.

This phase also encompasses cost modeling, constructability reviews and schedule Budget
FY 2026- 27
BRR #25

refinement. Across the two Subprojects of Fire Stations 1 and 2 and the Police Department Headquarters and Annex Facility, it is anticipated that Phase 1 design and pre-construction service fees will total roughly $3,500,000 and last approximately five months in duration.

Phase 2 Design Completion Services
Assuming design development advances in Phase 1 as planned, and a guaranteed maximum price (GMP) is reached between the City and the PDB firm for Phase 2, this next step could realistically begin by February or March 2027. The drafting of construction documents, pricing, scheduling, and constructability review would take approximately four or five months from start, and the associated fees are likely to total approximately 2,200,000.

Temporary Facilities Procurement & Associated Sitework and Relocation The City intends to directly procure any necessary temporary modular facilities, while the PDB team will likely be responsible for designing and implementing any associated site improvements, grading, and utility connections required to ensure the temporary facilities are fully functional and aligned with the approved construction schedule. Current estimates indicate that the lease of modular dorms and temporary apparatus bays could cost up to $1,000,000, and sitework improvements and relocation costs could range anywhere from $ 1,500,000 to $ 4,000,000. Depending on costs, resources available, lease or buyout options, and duration, this process could begin as soon as Fall 2026.

Other / Miscellaneous Activities
The City has begun due diligence activities, particularly those related to the investigation of physical conditions of each of the Project sites, well in advance of design and construction work being contemplated. Some of these due diligence items pertain to environmental documentation under California Environmental Quality Act (CEQA) for the redevelopment and/or expansion of additional facilities on existing City properties and pre-demolition asbestos surveys and lead-based paint screenings in accordance with state and federal laws. These environmental and geotechnical reporting activities are anticipated to cost $100,000.

Bond Issuance Timeline & Costs
The City’s Municipal Financial Advisor and Bond and Disclosure Counsel will be paid as part of the bond sale, which is expected by this Fall 2026. These costs are estimated to total $200,000. Consistent with industry practice, these costs are directly payable from bond proceeds and, therefore, do not require a budget appropriation.

Budget
FY 2026- 27
BRR #25

Table 1: Anticipated FY 2026-27 Measure FP Costs
MEASURE FP Approved by voters on November 5, 2024 $ 93,350,000 FY 2025-26
General Fund
Up-Front Costs
Use of Future Bond Proceeds) $ ( 422,800)
Program Coordinator
Support (P/T) Project Mgmt. / Implementation - Hired April 2025 $ 72,800 Owner's Representative
Services Griffin Structures - Approved by CC on 7/15/25 $ 150,000 FY 2026-27
Measure FP (NEW) Revenue with Decision Packages ($92,879,200) $ ( 200,000) Program Management
Support Project Mgmt. / Implementation - Ext. / Increase $ 100,000 Owner's Representative
Services Griffin - PSA Amendment - Phase 1 - thru 9/30/27 $ 877,000 PDB Firm Services
for Phase 1
Pre-Construction & Design Development Fees $ 3,500,000
Phase 2 Design
Completion Services Post-GMP, Est. 4-5 Months Starting 2027, Fees $ 2,200,000 Temp. Facilities Procurement, Site Improvements & Relocation $ 3,000,000 Other / Misc. - Reports Due Diligence Items / Enviro & Geotechnical $ 100,000 Bond Issuance Municipal Advisor & Bond / Disclosure Counsel $ 200,000 Est. 10% in Phase 1 FY 2026-27 Estimated Expenditures $ 9,977,000 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 #27

CITY OF REDONDO BEACH
Budget Response Report
27 June 9, 2026
Question:

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 of business license applications and what funding sources are available to support eh cost of business license administration ? Response:

The City’s business licensing requirements are established in Redondo Beach Municipal Code (RBMC) Title 6, Chapter 1. Section 6-1.06 establishes requirements, including the presumption of doing business, and Section 6-1.08 lists exemptions, including the option to request a business license waiver through written application of the City Council1.

Over the past few years, the City Council has supported business license waivers for businesses participating in special events for which there is a community benefit, including for those that the City Council has designated as Signature Events.

Waiver Process and Fiscal Impact
To request a waiver, organizers and participants complete a form and submit to the City’s business license office including event information, participating vendors for which the license waiver is being requested, and a description of the event’s community benefit, which serves as the basis for the waiver approval (the form is included as Attachment 1).

City staff submits an Administrative Report presenting the waiver application as a consent item for City Council consideration, including the completed waiver application. The Administrative Report summarizes the waiver process, provides event-specific information, and estimates revenue loss expected if the waiver request is approved.

Following Council consideration, staff communicates the result of the waiver request to the event organizer and/or participating vendors.

The table below shows Council-approved waiver requests from the past two fiscal years with their associated estimated revenue loss. Note that the business license payment is one of multiple event costs and does not represent the only City fee applied to special events. There are a number of fees that may still apply, including facility rental fees (e.g. 1 Upon a written application to the Council, a person or organization may request an exemption from the business license requirements imposed by this chapter, and the Council may waive the provisions of this chapter if the Council finds and determines that the community benefit will be promoted by granting such an exemption (RBMC 6-1.08c)
Budget
FY 2026- 27
BRR #27

Seaside Lagoon) and reimbursement for other City costs, such as Police and Fire Department support.

Proposed Special Event Licensing Changes and Municipal Code Update Process The City Council has expressed interest in alternatives to the current process that would accomplish the following:
1) Clarify and streamline City procedures for special events organizers 2) Create a fee structure that is more appropriate for special event organizers and participating vendors
3) Help ensure the City maintains knowledge of businesses operating in the City for special events
4) Retain some business license tax revenue for the City related to special events, where appropriate
City staff reviewed neighboring cities and identified alternate approaches to license special events, summarized in the table below.

Budget
FY 2026- 27
BRR #27

Within these broad categories, cities offer further differentiation based on number of vendors, and most differentiate between within-city and outside of city organizers, with within-city vendors charged a lower rate.

The City Council could direct staff to create a City policy using one of the methods above, or a combination. For example, the Council could create rules based on:

Whether the event is a designated City signature event
The number of events a vendor participates in annually (e.g. a vendor could be exempt for a certain number of events in a year, but pay a daily rate beyond that number)
Whether or not the event generates revenue for the event producer Any changes to the Business License Tax Ordinance that either increase the rate or charge entities that were not originally subject to the tax would require voter approval.

However, since the proposed changes would only result in decreases to existing rates, or potential exemption from the tax, staff believes that changes could be completed through the passage of a City ordinance.

Following Council direction on a structure for business license tax related to special events, staff would return with draft ordinance language for approval. This would include additional legal review with proposed language to confirm that the changes would not require voter approval. Staff could aim to complete initial research with proposed ordinance updates by November/December 2026, so that if voter approval is required, there would be the option to place proposed changes on the March 2027 ballot.

Business License Process Streamlining
The City currently manages and processes business licenses through a module in Tyler Munis, the City’s Enterprise Resource Planning (ERP) system. In its current version, the City enters and monitors business information, generates invoices and renewals, generates licenses, and assesses payments. Business owners can pay online through the Tyler Munis payment portal and can renew their business licenses entirely online.

Budget
FY 2026- 27
BRR #27

However, other customer service items, such as requesting a business license number, requesting a reprint of a business license, and checking payment status, still require phone calls or email inquiries to the business license office and rely on City staff response.

Staff has reviewed options for additional customer-facing functionality, including a customer portal that would allow business owners to access their information, view and print business licenses, view payment history and due dates, and make payments. This added functionality would improve customer experience, improve processing times for all licenses, and provide staff additional time to focus on processing and handling complex questions. In addition to the customer-facing functionality, new systems would provide better internal data management and reporting.

There are a range of options that vary in price and relative functionality. Initial research indicates the following general cost ranges:

One-time Setup:$ 10,000-$25,000
Annual cost:$ 21,000-$50,000
With this type of service, staff could also consider functions like tax discovery and audit functions to help identify and recover unpaid and/ or delinquent business license tax.

To cover the cost of this service, the City could implement a business license application fee tied to the administrative costs for reviewing and processing business license applications as part of the City’s regulatory function. This fee could be structured as a single, flat charge for all licenses, or differentiated between license type where a slightly higher fee is charged for new licenses and a lower fee for renewals, which would reflect the additional time required to process new licenses.

Examples of similar fees from other cities are included below.

City Rates
Montebello Application/ Processing Fee: $80
Renewal Processing Fee: $31
Manhattan Beach $ 17.45 (New and Renewal)
Note: set by Ordinance at $17, increasing annually by CPI Santa Monica $ 40 (New and renewal)
Twentynine Palms $ 119.55 (first year license)

43.03 (business license renewal)
Given that the City processes between 8,000-9,000 licenses annually, a flat fee as low as $6 for new and renewal licenses could generate approximately $50,000 in revenue.

Staff believes that an increase in fees would provide value to businesses, which would benefit from independent access to their information and improved processing times.

If the City Council supports enhancing the technology behind business license processing, staff will further research options and return with a report that includes the recommended software enhancement and a new proposed fee. Implementing the Budget
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software, including vendor selection, testing, and data validation, is expected to take up to six months.

Financial Services 415 Diamond Street, P.O Box 270
Redondo Beach, California 90277-0270
www.redondo.org
Phone: 310-318- 0683
Fax: 310- 697-3091

APPLICATION OR WAIVER OF BUSINESS LICENSE TAX
Instructions
Complete and return this application to blmail@redondo. org Please submit waiver request four weeks prior to event date to provide for sufficient time to place on the City Council Agenda for consideration.

Please contact [email protected] or at the phone number listed in the form heading with questions.

Pursuant to Section 6-1.08(c) of the Redondo Beach Municipal Code Section 1: Applicant Information
Name of Event:__________________________________________________________________ Organization or Individual Business Name: _____________________________________________ Telephone Number:__________________________________________________________________ Organization or Individual Business Address:______________________________________________ Mailing Address__________________________________________________________________ If Different from Organization or Individual Business Address) Applicant’ s Name______________________________________________________________________ Applicant’s Address:_______________________________________________________________ Applicant’s Relationship to Organization or Individual Business:__________________________ Email Address:________________________________________________________________________ Describe Business or Activity for which wavier is requested:______________________________ Date(s) of the Event:_______________________________________________________________ Event Hours:________________________________________________________________________ Location Address of the Event:_________________________________________________________ Organization or Individual Business website:__________________________________________ Please list below all the vendors that will participating in the event:

Crafting Vendors:

Food Booth Vendors ( non food truck):

Please note these vendors will be still be required to provide their Health Permit and Food Handler Certificates prior to event)
Food Trucks:

Please note these vendors will be still be required to provide their Health Permit and Food Handler Certificates prior to event)
Describe how your business or organization benefits the community, including charitable activities, community service programs, educational initiatives, and job fairs.

Attach additional documentation as needed.

Section 3: Community Benefit Overview
Section 4: Compliance with all Laws
I request a waiver from the business license requirements as specified in Redondo Beach Municipal Code 6-1.08(c).

Section 2: Waiver Request Statement
I shall comply with all applicable federal, stale, and local laws, ordinances, and regulations related to this application.

Section 5: Supporting Documentation
Include any relevant supporting documents, such as evidence of business ownership or position, proof of community recognition, letters of support, or documentation of community benefits. lf a food vendor please provide a copy of the Public Health Permit or License, evidencing certification that the vendor is in compliance with the Los Angeles County Department of Public Health requirements.

Section 6: Duration of the Business License Waiver
Any business license wavier approved by City Council pursuant to this application shall only be for a short term, extending from _____________________________ to ____________________________ Section 7: Signature and Acknowledgment
I declare under penalty of perjury that I am authorized to make this statement and that the information provided is complete and accurate to the best of my knowledge. I understand the City Council will make the final decision on this waiver request.

Signature:________________________________
Print Name: ______________________________
Title: ______________________________________
Date: _____________________________________
Budget
FY 2026- 27
BRR #28

CITY OF REDONDO BEACH
Budget Response Report
28 June 9, 2026
Question:

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, and 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?
Response:

Construction Options & Funding Appropriations
The proposed pickleball court facility at Aviation Park is currently defined as a public works project and is considered new construction. Since the anticipated cost of the project is well above the $200,000 limitation for informal bidding procedures for new construction, the project will be required to follow a formal bidding process. While informal bidding procedures, such as a Sourcewell contract, is not available at this time, formal bidding procedures do allow for the traditional Design/Bid/Build or Design/Build processes.

The project currently has $595,000 in available funding, with an additional $500,000 in Subdivision Park Trust Fund funding proposed in the FY 2026 -27 Capital Improvement Program, for a total budget of approximately $1.1 million. Staff believes this funding is sufficient to fully design the project and, depending on the procurement method selected, advance the project to a point where a design-build Request for Proposals (RFP) can be issued.

The most recent cost estimate for the project was included in the 2021 Pickleball Feasibility Study, which estimated construction costs at approximately $ 599,800.

However, the study noted that additional surveying and site analysis would be required to determine the final project scope and associated costs. Furthermore, the estimate did not include pre-engineering services, design development, permitting, or other site - specific considerations related to court layout, installation requirements, operational needs, and desired amenities such as fencing, lighting, and seating.

As a result, the 2021 estimate should be viewed as a preliminary planning figure rather than a current project budget. Given inflationary pressures and the additional project components that have yet to be defined, the total project cost is expected to exceed the Budget
FY 2026- 27
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original estimate, although the extent of any additional funding needs cannot be determined until design work is completed and a more detailed scope is established.

Regardless of the procurement path selected, construction is not anticipated to begin prior to the FY 2027-28 budget cycle. This timeline will allow the City to complete the necessary design and planning work, develop a more accurate construction cost estimate, and consider any supplemental funding that may be required as part of a future budget process.

Staff is mindful of the public’s urgency to complete this project and will look for ways to potentially phase the work so that fundamentally usable courts might be opened initially, with added features, like lighting for evening use, bleachers, a computer -based reservation and court entry system, and surrounding landscaping installed at a later time.

Court Operations
Currently, the staff office at Aviation Park is on the southwest side of the gymnasium facility, which is on the opposite end of the building where the future pickleball courts will be built. The northeastern end of the facility, adjacent to the future courts, is leased to Northrop Grumman, so there are no opportunities to repurpose a space near the future pickleball courts for administrative support. Unless a staff office is built on site of the pickleball courts, which may limit the number of pickleball courts constructed, reservation and use policies would have to be modified to take staff oversight into consideration.

One option to facilitate private court use without on -site staff oversight is the installation of controlled access entrances. This could be implemented either through a single secured entrance serving all courts (Scenario 1) or through individual secured entrances at each court (Scenario 2). Under either scenario, users would reserve court time through staff or an online reservation platform. Upon confirmation of the reservation, users would receive a unique access code that would allow entry through the controlled access gate during their reserved time.

At this stage, several factors remain unknown, including site constraints, electrical requirements, and software integration needs. As a result, cost estimates are preliminary and would be refined as additional information becomes available. Based on initial assumptions, the estimated cost for a single controlled entrance ranges from approximately $ 18,000 to $ 73,000, while the estimated cost for individual controlled entrances at each court ranges from approximately $ 54,000 to $ 214,000. Ongoing maintenance, software licensing, and system support costs have not yet been determined and would require further evaluation.

A middle-ground option exists that would reduce staff oversight while still allowing courts to be reserved and remain available for public use when not reserved (Scenario 3). Under this model, courts could be reserved in advance, with staff posting schedules for each court on a periodic basis throughout the week. Courts without a reservation would remain available for public free of charge on a first-come, first-served basis. While this approach Budget
FY 2026- 27
BRR #28

would likely result in reduced revenue compared to a fully controlled access system, it offers a more cost-effective alternative and is commonly used by local agencies seeking to balance public access with reduced staffing requirements and limited infrastructure investment.

Estimated Revenue
Staff anticipates the development of a use policy that provides opportunities for court reservations, select times for drop-in play, instructional classes, and events. Included below are revenue estimates for each of the three previously mentioned scenarios based on the installation of eight pickleball courts, court use hours from 9:00 am to 8:00 pm daily, and a $10 per hour rental fee. Scenarios 1 and 2 assume a reservation rate of 75%, whereas Scenario 3 assumes a 50% reservation rate:

SCENARIO 1 SCENARIO 2 SCENARIO 3
Singular
Controlled
Entrance
Multiple
Controlled
Entrances
Open Use
Monthly Revenue
30 days) $ 18,480 $ 18,480 $ 12,320
Annual Revenue $ 221,760 $ 221,760 $ 147,840
These projections do not take into account fluctuations in rental rates for prime -time and non-prime time hours, the implementation of designated drop-in times, events, tournaments, or other activities that would limit court availability.

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 #30

CITY OF REDONDO BEACH
Budget Response Report
30 June 9, 2026
Question:

What is the cost to replace/improve the fencing at Dominquez Park, Perry Park, Ellison Play Field, and Alta Vista Park along Juanita Ave?
Response:

The Public Works Department obtained cost estimates to replace the damaged chain link fences at three locations with two replacement options: galvanized chain link and wrought iron. The costs shown in the table below include labor and materials to remove and replace damaged chain link fences and, where required, the installation of new posts and concrete footings.

Staff have identified existing materials, including gates in some areas, that can be reused to lower costs. The cost of all materials, including new gates where needed, are included in the estimates below.

Fencing Replacement Costs
Location Dimensions Chain Link Wrought Iron
Dominguez Park (southern area*) 180' x 6' $ 14,694 $ 23,826 Perry Ellison Play Field 443' x 4' $ 31,585 $ 78,435
Alta Vista 1,300' x 4' $ 45,945 $ 143,955
The replacement fencing at Dominguez Park would not match the perimeter fencing that exists on the southern edge of the park today. The recommendation would be to remove the existing fencing and install new fencing to secure only the police training facility and multi-department storage area.

Given the current regulatory requirements at Dominguez Park, staff will need to obtain approval from the CalRecycle Local Enforcement Agency (LEA) prior to installing new fencing at Dominguez Park. Staff expects the LEA will not approve the installation of replacement fencing until additional work is done to determine the extent of landfill deposits in the park, a process that is currently underway. Staff also intends to evaluate future fencing around the park as part of a larger project to address slope stability and erosion issues on both the north and south perimeters of the park.

Budget
FY 2026- 27
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It should be noted that the LEA to date has expressed no objection to simply removing the old fencing on the south perimeter of the park. The cost to cut/remove the posts and existing fencing is fairly minimal and can be accomplished through the Public Works Department’ s annual work plan. Staff intends to confirm LEA’s approval of the fence removal and proceed as staff time and availability permit.

Budget
FY 2026- 27
BRR #31

CITY OF REDONDO BEACH
Budget Response Report
31 June 9, 2026
Question:

What spending is planned in the FY 2026-27 Budget for homelessness? What are the funding sources?
Response:

The City of Redondo Beach responds to homelessness and provides support for unhoused individuals through its Enhanced Response to Homelessness Program initiative. This initiative supports major activities and services using both City staff and contract services, including:

Programs & Services
Homeless Court
Bridge Housing and Motel Stays
Pallet Shelter
Outreach & Support
Street Outreach and Housing Navigation
Homeless Outreach Services Teams (HOST)
Alternative Crisis Response Team (ACR)
Mental Evaluation Team (MET)
As previously reported, the City funds the majority of its programs through grant funding, with several key positions supported by ongoing General Fund appropriations.

Core Budget Funding
The FY 2026-27 Proposed Budget includes $ 3.1 million to support homelessness programs, of which, approximately $749,000 (24%) is funded through the General Fund core budget, $2.2 million (70%) is funded by grants, and about $159,000 (5%) is funded through the Housing Successor Agency and donations. For comparison, the City of Santa Monica was reported to have spent an estimated $42.5 million per year on homeless programs and services, and Culver City spends at least $13 million per year.

The attached summaries provide narrative detail for each program (Attachment 1) and program level detail by Department, funding sources and type of spending (Attachment 1A).

Budget
FY 2026- 27
BRR #31

Proposed Funding Changes
The FY 2026-27 Budget includes one Decision Package, #10-Homelessness Programs Funding, which proposes an ongoing $ 14,700 increase in appropriations to meet increasing operational needs at the City’s Pallet Shelter. With the addition, total ongoing General Fund operational support for the Pallet Shelter would increase to approximately 55,000 annually. These funds support the utility costs for 20 units, which provides housing for up to 20 individuals.

Program Status and Outlook
In May 2026, the City submitted an Innovation Partnership Fund grant application to the Commission for Behavioral Health for the continuation of the Alternative Crisis Response ACR) program. The Commission is expected to award grants in June 2026. The City is also looking at using opioid settlement funds for the continuation of homeless court behavioral health services and, potentially, Pallet Shelter operations. The South Bay Cities Council of Governments ( SBCCOG) is expected to award the City Measure A funding for the continuation of the City’s motel and Single Room Occupancy ( SRO) program for FY 2026-27. In addition, the Office of Congressman Ted Lieu has awarded the City $250,000 for permanent housing opportunities. Staff will return to the City Council to accept the award and appropriate funds. Congressman Lieu’s Office also recommended $153,000 for the ACR case management project as part of his Fiscal Year 27 Community Project Funding Request, which is pending federal funding approval.

FY 2025-26 Accomplishments
Pallet Shelter
o The City’s Pallet Shelter offers wrap-around services, including on-site case management, trauma-informed care, mental health and substance use resources and treatment options, as well as document readiness support and job training. These services help people experiencing homelessness stabilize and acclimate to a more structured lifestyle. Currently, all 20 units are occupied.
o In 2025, three residents were permanently housed, with four additional residents receiving housing matches. Since opening in 2020 with 15 units, the Pallet Shelter program has served more than 130 people, achieving a 60% exit rate into permanent housing . More than 10% of clients in the current 20 units have achieved placement into part-time or full-time work within six months of entry, demonstrating the effectiveness of the services in promoting financial stability and housing readiness for the most vulnerable residents.

Single Room Occupancy (SRO) and Motel Stay Program
o The SRO and motel stay programs play a critical role within Redondo Beach’s homelessness response system by providing both immediate shelter solutions and structured pathways to permanent housing. Its combination of flexible emergency response, bridge housing, and intensive Budget
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BRR #31

case management allows it to effectively serve individuals with complex needs, including youth, people with trauma histories, and those who have struggled to engage in traditional shelter systems. Together with the Pallet Shelter program, it forms a comprehensive continuum of care that provides individuals experiencing homelessness with multiple entry points to safety, stabilization, and long-term housing success, as demonstrated by a 52% exit rate into permanent housing.
o A recent participant illustrates this impact: a young adult who had been in and out of the foster care system and intermittently homeless since age 16, through engagement with the City’s Housing Navigation team, has successfully been brought indoors and was connected to mental health services to address childhood trauma and has demonstrated improved stability and service engagement.

Homeless Court
o The Redondo Beach Housing Initiative Court (Homeless Court) addresses the intersection of homelessness and low-level criminal offenses, particularly misdemeanor cases (e.g., citations, minor offenses), that create barriers to stability. Individuals experiencing homelessness often cycle through the court system without access to housing, services, or legal resolution, contributing to repeated contact with law enforcement and the criminal justice system. This program has served over 270 individuals since its inception in 2019. The program has a 77% attendance rate, with 109 program graduates to date and an 8% recidivism rate.

Alternative Crisis Response Team (ACR)
o The ACR program addresses the growing need for appropriate responses to behavioral health, substance use, and non -emergency crisis calls. The program aims to divert non-violent, non-medical calls to trained behavioral health specialists, improving outcomes while reducing strain on public safety systems.
o Since launching in 2025, there have been 56 documented field encounters, including calls for service regarding high-acuity behavioral health crises, substance intoxication cases, welfare checks, and general crisis intervention needs.
o Key outcomes of this program include: ( 1) reduced reliance on law enforcement and emergency medical services for appropriate calls; ( 2) increased access to field-based behavioral health support; ( 3) improved connections to housing navigation and social services; and (4) early-stage reduction in avoidable emergency room utilization.
o In addition, the MET team, which consists of a Redondo Beach Police Officer and a clinician from the Department of Mental Health, responds to people experiencing a mental health crisis and psychiatric emergencies, aiming to de-escalate crises and connect individuals to proper care.

Budget
FY 2026- 27
BRR #31

Recognition and Awards
o The overall effectiveness of Redondo Beach’s homelessness response has been recognized by the SBCCOG for achieving “ Functional Zero in Street Homelessness” as of May 22, 2025.
o In addition, Los Angeles County Supervisor Holly Mitchell awarded Housing Navigation Supervisor, Lila Omura, a “Woman of Year” designation for her continued efforts in ending homelessness in the City of Redondo Beach in 2025.
o The 2025 LAHSA annual Point-in-Time count reported 44 unsheltered persons and dwellings in Redondo Beach, which is a 39% reduction from the 2024 Point-in-time count.

Attachment 1: Homelessness Initiatives Overview & Description Attachment 1A: Homelessness Initiatives Funding
Homelessness Funding/ Spending Overview
FY 2026-27 | City of Redondo Beach BRR #31-Attachment 1 Enhanced Response to Homelessness Program
The program started with an initial $ 250,000 appropriation to support the Police Department and City Attorney’s Office in responding to homelessness related issues.

This appropriation funded a new Police Captain position, Police Department overtime, and the promotion of two Deputy City Prosecutors to Senior Deputy City Prosecutors. Of that appropriation, $ 100,000 was designated to be used for special services such as mental health and substance abuse programs. However, CLEAR Recovery Center donated these services to the City during the first year, so the allocation was not spent.

The Senior City Prosecutors dedicate at least half of their time towards responding to homelessness related issues.

Through this pilot effort, the prosecutors were able to assist the City Attorney in creating the Redondo Beach’s Homeless Court. The City Council approved the program as a pilot in FY 2019-20 and approved it as a permanent program in FY 2021-22. There are several positions dedicated to homelessness that are part of this program, which currently includes:

Quality of Life Prosecutor: oversees homeless initiatives, including Homeless Court operations for the City, as well as manages and secures funding for these programs.

Quality of Life Officer: a Police Officer who provides outreach to people experiencing homelessness and works closely with the Quality of Life Prosecutor to address issues they arise.

Mobile Evaluation Team (MET) Officer: a Police Officer who works with a Los Angeles County Department of Mental Health ( DMH) clinician to respond to psychiatric emergencies, de-escalate crises, and connect individuals to proper care.

Homeless Housing Navigator: responds to requests for assistance from the Mayor, City Council, Police Department, Library, and the public, and works directly with people experiencing homelessness to connect them to available solutions.

Homeless Housing Supervisor: supervises the housing navigator and assists with people experiencing homelessness, including assistance with housing placement, homelessness prevention, and ongoing retention after individuals are successfully housed.

Administrative Assistant ( part-time): performs administrative tasks for Homeless Court and prepares documentation for grant reports.

The program also includes the following services:

Street Outreach
o Harbor Interfaith conducts street outreach in coordination with the Homeless Housing Navigator and Homeless Housing Supervisor. This service is fully funded by the Successor Agency Fund.

Homelessness Funding/ Spending Overview
FY 2026-27 | City of Redondo Beach BRR #31-Attachment 1 o HERO, a shared Beach Cities outreach team fully funded by the South Bay Cities Council of Governments ( SBCCOG), also coordinates with the Homeless Housing Navigator and Homeless Housing Supervisor.

Pallet Shelter
o An interim emergency housing shelter located on Kingsdale Avenue, operated in partnership with Los Angeles County and primarily supported by County and State grant funds.

Bridge Housing
o The City leases apartments (single-room occupancy or SRO units) to assist people who are in the process of seeking permanent housing . Funds may also be used for short-term hotel stays. This service is fully grant-funded.

Housing Initiative Court (Homeless Court)
o An outdoor, prosecution-led diversion program that resolves low-level misdemeanor charges for unhoused individuals who agree to participate in comprehensive rehabilitation services and obtain permanent housing in exchange for dismissal of their criminal case(s).

Mental Health and Substance Use Programs
o CLEAR Behavioral Services offers mental health and substance abuse counseling for Homeless Court, as well as the Alternative Crisis Response ACR) program. The City deployed its ACR Program in November of 2025.

The City also designates a sworn police officer to work with the Mental Evaluation Team through DMH.

Homeless Outreach Services Teams (HOST)
o These are law enforcement-based teams who work closely with homeless service agencies to increase public safety while preserving the rights and dignity of people experiencing homelessness. The City receives Measure H funding from the County. This service is fully grant-funded.

FY 2026- 27 Budget Budget Response Report # 37 Attachment 1A Homelessness Spending: FY 2026- 27 Proposed Budget
Program Department Description
FY 2026- 27
Proposed Budget Type Funding Source
Enhanced Response to Homelessness City Attorney' s Office Homeless Housing Navigator 135,648 Core Budget General Fund Homeless Housing Supervisor1 23,129 Core Budget General Fund 75,167 Core Budget Intergovernmental Grants
50,000 Core Budget Housing Successor Agency
Program Coordinator 26,315 Core Budget General Fund
Overtime 26,600 Core Budget General Fund
City Attorney 39,864 Core Budget General Fund
Quality of Life Prosecutor 153,206 Core Budget General Fund Legal Secretary 36,091 Core Budget General Fund
Police Police Officer 38,450 Core Budget General Fund
MET Officer 164,788 Core Budget General Fund
Subtotal Enhanced Response to Homelessness 769,258
Housing Initiative Court ( Homeless Court) City Attorney' s Office Administrative Assistant ( Part Time) 37,463 Core Budget General Fund Police Police Officer 28,208 Core Budget General Fund
City Attorney' s Office
Judicial Council Grant from Assemblymember Al Muratsuchi - Security, Supplies, Storage 58,194 Grant Funded Intergovernmental Grants Public Works Public Works expenses ( setup and takedown) 5,920 Core Budget General Fund Subtotal Homeless Court 129,784
Homeless Outreach Services Teams ( HOST) Police Department Sergeant 27,693 Grant Funded Intergovernmental Grants Overtime 144,846 Grant Funded Intergovernmental Grants
Subtotal HOST 172,539
Pallet Shelter Public Works Project oversight ( Civil Engineer) 9,091 Core Budget General Fund Project oversight ( Construction Manager) 9,641 Core Budget General Fund Pallet Shelter City Attorney' s Office California Department Housing & Community Development - - Grant Funded Intergovernmental Grants City Attorney' s Office Utilities- Pallet Shelter 14,631 Core Budget General Fund CDBG- CV- Operational Expenses 75,538 Grant Funded Intergovernmental Grants Pallet Shelter Expansion - Project Construction 1,333,856 Grant Funded Intergovernmental Grants Subtotal Pallet Shelter 1,442, 758
Street Outreach City Attorney' s Office Successor Agency Funds for Harbor Interfaith 87,000 Externally funded Housing Successor Agency Client expenses City Attorney' s Office Collaborative Housing Program Donations 21,818 Externally funded General Fund Subtotal Street Outreach 108,818
Alternative Crisis Response Team City Attorney' s Office Health Net grant for contracts with CLEAR and HERO 358,797 Grant Funded Intergovernmental Grants Bridge Housing City Attorney' s Office
South Bay Council of Governments, FY 23-24-Single- room occupancy apartments and/ or hotel stays 89,479 Grant Funded Intergovernmental Grants TOTAL 3,071, 433
FY 2026- 27 Budget Budget Response Report # 37 Attachment 1A Funding Source Amount Percent Total
General Fund 749,044 24%
Grants 2,163, 570 70%
Other External Funding 158,818 5%
Housing Successor Agency 137, 000
Donations 21,818
Grand Total 3,071, 433
Notes:

2. All grant funded items reflect anticipated carryover from FY 2025- 26 available to spend in FY 2026- 27, and thus are not yet shown in the FY 2026- 27 Proposed Budget. Staff anticipates new grant awards for FY 2026- 27 that staff will present to the City Council for appecptance and to appropriate funds upon formal grant award.

Totals by Source

1. The Homeless Housing Supervisor is budgeted 100% in the General Fund, with offsets from CDBG- CV funds ($ 75,167, one-time, charged directly to the Intergovernmental Grants Fund) and the Housing Successor Agency ($ 50,000, ongoing, offset by a transfer in to the General Fund). The amounts shown reflect projected actual expenditure by funding source 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.

Attachment: Harbor Tidelands and Harbor Uplands Detail Tables Harbor Tidelands Revenue by Type
Harbor Tidelands Spending by Department and Type
Harbor Uplands Revenue by Type
Harbor Uplands Spending by Department and Type
Harbor Tidelands and Uplands FTE by Department
Attachment 1)
Attachment 2)
Attachment 2A)
Attachment 1A)
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 chargedto Funds, 1.0 FTE is currently vacant; only filled positions are the Funds.

Budget
FY 2026- 27
BRR #33

CITY OF REDONDO BEACH
Budget Response Report
33 June 9, 2026
Question:

What is the status of the Seaside Lagoon, including operating balance, anticipated maintenance, attendance, and events?
Response:

Seaside Lagoon (Lagoon) is a seasonal facility, open from Memorial Day to Labor Day.

During this time, ten picnic areas and a Luau Shelter are available for private rental.

These areas are available for use by City-run camps and activities but remain available to Lagoon guests when not previously reserved. During the off-season, the Lagoon is fully available for private rentals only.

In-Season Admission
While in-season, the Lagoon charges the following entry fees:

Daily Admission: Group Rates (weekdays only): Season Passes:

Adult $ 10 Adult $ 8 Individual $ 90
Children (2-17) $ 8 Children (2-17) $ 7 Family (up to 4) $ 190 Each Additional $ 35
Seniors $ 40
The revenues and expenditures outlined in this report are reflective of year-to-date numbers (as of June 7, 2026) for FY 2025-26. During the 2025 season, the operating pumps broke, which caused an unexpected closure of the Lagoon for repairs from July 15 to July 27. This resulted in a loss of revenue, which is further described in this report.

Revenue & Attendance
From July 1, 2025 through June 7, 2026, a total of 29,535 admission tickets were sold, totaling $397,020 in revenue. These tickets include daily passes, groups, and season passes.

A popular use of the Lagoon is for summer field trips for camps and youth groups.

Additional data regarding field trips throughout the FY 2025-2026 is included in the table below:

Budget
FY 2026- 27
BRR #33

FY 2025-26 Field Trip Data
of groups Total attendees Revenue Total (after refunds1) 65 5,194 $ 34,384
As previously mentioned, visitors to Seaside Lagoon can reserve picnic tables during their visit. The following table outlines rentals and revenue from this use:

FY 2025-26 Picnic Table Rentals Data
of reservations Revenue Total (after refunds2)
428 $ 27,867
Private Events vs. Commercial Events
Seaside Lagoon has become a popular location for all types of events , ranging in size and use. Private events are those that are closed to the general public with attendees invited by the host. The host may not collect money and/or donations from attendees and, ultimately, provides a free event for their guests. While vendors are allowed, they are not permitted to charge for their services under this category.

An event would be considered a commercial event if the host or vendor charges a fee or collects money and/or donations from attendees prior to or during the event. Fees such as, but not limited to, entrance fees, food or beverage, or selling any vendor items, qualify as a commercial event. Additionally, this category is also tied to an event with a number of attendees of 400 or more.

This year, the Lagoon hosted various events that included private birthday parties, Redondo Beach Chamber events, little league events, church events, volleyball tournaments, an ALS fundraiser, New Year’s Eve firework show, In-N-Out Car Show and fundraiser, Lanakila Classic Outrigger events, two Holi festivals, LSU Crawfish Boil, Beach Life Festival, and end of the school year parties. In addition, the Lagoon is home to our Recreation Beach Camp throughout nine weeks of the summer, which brings in approximately $100,000 of revenue, as well as hosts weekly field trips for our Active Zone Camp and Rec Camps from Wilderness Park & Anderson Park.

In-season reservations are typically only for the Luau Shelter area and shared with the public from 10:00 a.m. to 6:00 p.m.; however, there may be opportunities for private events in evenings. Off-season reservations are completely private. During the offseason, the Lagoon water is drained, which allows for an increase in usable space for a variety of private events.
1 Due to the July 15 – July 27 closure for pump repairs, the City processed $20,724 worth of field trip refunds 2 Due to the July 15 – July 27 closure for pump repairs, the City processed $5,510 worth of picnic table rental refunds
Budget
FY 2026- 27
BRR #33

The following table outlines FY 2025-26 year-to-date data for commercial and private events:

FY 2025-26 Commercial and Private Events
Type of Event # of Events Attendance
Total
Revenue
Total
Commercial Event 11 6,160 $ 118,582
Private Event 27 3,531 $ 38,418
Expenditures
Over 55% of Seaside Lagoon’s annual expenditures are dedicated to personnel, which includes support staff from the Public Works Department as well as the Recreation Supervisor, site-leads, lifeguards, cashiers, and maintenance staff managed by the Community Services Department. Additional recurring costs include Internal Service Funds charges for building operations, insurance, overhead, and an annual payment to the California State Water Board. Beyond these obligations, contracts, materials and supply expenses cover aquatic and custodial supplies, office supplies, uniforms, staff training, as well as general operating materials charged by both the Public Works and Community Services Departments. Collectively, these elements ensure the lagoon remains safe, clean, and fully operational for the community.

Total year-to-date (as of June 7, 2026) expenditures for FY 2025-26 include the following:

The Seaside Lagoon typically operates at an annual deficit of $150k to $225k per year, depending on weather and the number of annual NPDES related Regional Water Quality Control Board fines. Revenues to date for the facility this Fiscal Year total $616,271 against expenditures of $755,371. Accordingly, by year end, the lagoon is expected to fall within the typical subsidy range.

Personnel $ 314,794
Contracts, Materials and Supplies $ 93,711
Internal Service Funds $ 346,866
Total $ 755,371
Budget
FY 2026- 27
BRR #34

CITY OF REDONDO BEACH
Budget Response Report
34 June 9, 2026
Question:

What use of community services facilities is projected in FY 2025-26? Response:

The Community Services Department oversees and facilitates the use of a variety of Cityowned facilities, both indoors and outdoors. Sites are located throughout the City and include multiple amenities and rental opportunities at each location.

Indoor Facilities
The table below provides an overview of all indoor facilities, indicating whether each location and individual facility provides private rental opportunities, contract activities, City-run camps/activities, existing leases, or use that is free of charge:

Table 1: Snapshot of the Variety of Uses of Indoor Facilities Location Facility Private
Rental
Contract
Activities
City-run
Camps/
Activities
Existing
Lease
Reserved
Without
Charge
Alta Vista
Park
Community Room
Racquetball
Courts
Anderson
Park
Senior Center
Boy Scout House
Girl Scout House
Artesia Office Classroom
Aviation Park
Gymnasium
large)
Gymnasium
small)
Dance Rooms
Fitness Center
NG)
Dominguez
Park
Historical Museum
Morrell House
Perry Park
Senior Center
Teen Center
Morris Scout
House
Veterans
Park Senior Center
Budget
FY 2026- 27
BRR #34

Location Facility Private
Rental
Contract
Activities
City-run
Camps/
Activities
Existing
Lease
Reserved
Without
Charge
Wilderness
Park Visitors Center
Included in Table 2 is rental usage data for all indoor facilities for FY 2025 -26. This includes only year-to-date data.

Table 2: Indoor Facilities Rental Data
Reservations Hours Revenue
Alta Vista Community Room 42 218 $ 49,162
Alta Vista Racquetball Courts 609 668 $ 6,487
Anderson Park Senior Center 15 78 $ 16,912
Aviation Park Large Gymnasium 180 804 $ 68,040
Aviation Park Small Gymnasium 233 464 $ 69,670
Aviation Park Dance Room 2 9 $ 552
Perry Park Senior Center 12 27 $ 5,661
Wilderness Park Visitors Center 3 9 $ 885
Outlined below is detailed information for each outdoor location, including rental rates and the variety of uses at each site:

Alta Vista Park
Community Room
o The rental rate is $200 per hour, plus an additional $550 in use fees, which includes the $400 refundable rental deposit. Additional staffing fees may apply
o Available for private rentals, contract activities, and community or group meetings
o Free of charge for City Council Neighborhood District Meetings Racquetball courts
o Two indoor racquetball courts available for private rental for Alta Vista members for an annual membership fee of $25
o Hourly court fees range from $9 to $11, depending on the day, time of use, and age of the player
Anderson Park
Anderson Park Senior Center
o Senior-related programs, activities, and events that are managed by City staff
o Community room is available for private rental for birthday parties, family gatherings, and other events
o Rental fees range from $85 to $130 per hour, plus additional staffing fees, as needed. A refundable $400 deposit is also required.

Budget
FY 2026- 27
BRR #34

o Easter Seals utilizes a dedicated room and office space Monday through Friday
Boy Scout and Girl Scout Houses
o Used year-round by local Boy and Girl Scout groups for meetings, small gatherings, and other scout-related activities
o Facilities are provided to Scouting Organizations at no cost o City assumes all maintenance costs
Artesia Office-Community Services Department
Classroom
o Available for contract activities such as karate, music classes, and seasonal camps
o Not available for private rental
Aviation Park
Aviation Park Gymnasiums ( small and large)
o Available for use by private rental as well as through the City’s license agreement with Northrop Grumman, which provides limited weekday use to its employees
o Used by local basketball clubs and local sports organizations for basketball camps
o Rental rates are $175 per hour for the large gymnasium and $150 per hour for the small gymnasium
o Redondo Beach Youth Basketball League ( RBYBL) also utilizes both gymnasiums for its league activities free of charge . RBYBL accounts for approximately 50% of the total annual usage
Dance Room
o Available for private rental at $45 per hour
Northrop Grumman Fitness Room
o License agreement provides exclusive use of a large room at the back of the gymnasium facility for its employees to use as a fitness area o This area is not available for members of the public or for City use o City collects $10,359 per month for the exclusive use of this space, as well as for select use of the two gymnasiums and dance room during pre - designated times
Dominguez Park-Heritage Court
Morrell House
o The Morrell House is leased to the Redondo Beach Historical Society RBHS), which maintains and programs the facility for public use o The City contributes up to $ 18,000 annually for utilities and ongoing expenses
o The Redondo Beach Historical Society may rent the space to local organizations, however, there are no reporting requirements or rental fee limits, so facility usage is unknown to staff
Budget
FY 2026- 27
BRR #34

Historical Museum
o Managed by staff and includes the City’s collection of artifacts and historically significant pieces
o Only available to the public as part of its regular operations or during Citysponsored events o Not currently available for private rental
Perry Park
Senior Center
o Provides a variety of senior-focused programs, activities, and events throughout the year
o Available for private rental for meetings, small gatherings, and events Rental fees range from $85 to $130 per hour, plus $150 in facility and staff fees, when required $400 refundable security deposit is also required o Used for free to host City Council Neighborhood District Meetings Teen Center
o Open for public, drop-in use for middle school and high school students o Facility hours are scheduled after Redondo Beach Unified School District school hours. No fees are charged for daily program use o Used for the City’s seasonal camp programs, which generate revenue for those activities
Morris Scout House
o Used by local scouting groups, free of charge, for their meetings and other small gatherings, as well as the City’s preschool program Veterans Park
Veterans Park Senior Center
o Hosts events, activities, and other senior-related programs o Not currently available for private rentals
o Used for a variety of community meetings and larger senior events Wilderness Park
Visitors Center
o Hosts a variety of activities for all ages, including City -sponsored seasonal camp programs and an early childhood education program for children aged 18 months to 6 years throughout the school year
o The early childhood education program operates under the contract class program, which allocates 30% of its registration fee revenue to the City o Periodically used free of charge by the South Bay Parkland Conservancy for organizational meetings
o Facility is available for private use
Outdoor Facilities
The Community Services Department also oversees the use of various outdoor facilities, including sports fields and courts, areas available for moon bounce rentals, and more.

Each outdoor facility noted in Table 3 is used for different purposes with varying rental Budget
FY 2026- 27
BRR #34

rates.

Table 3: Snapshot of the Variety of Uses of Outdoor Facilities Location Facility Private
Rental
Contract
Classes
City-run
Camps/
Activities
Existing
Lease
Reserved
Without
Charge
Open
Amenity
Alta Vista
Park
Picnic Shelter
Moon Bounce
Area
Tennis Courts (7)
Pickleball Courts
4)
Julia Field
Dog Run
Community
Garden
Anderson
Park
Moon Bounce
Areas (2)
Open Field
Basketball Court
half)
Tennis Courts (2)
Pickleball Court
Aviation
Park
Football/Soccer
Field
Track
Dominguez
Park
Dog Park
Sport Fields (2)
Franklin
Park
Moon Bounce
Area (2)
Basketball/Pickle
ball Courts
Pickleball Court
Field
Fulton
Playfield Open Field
Perry Park
Sports Field
Batting Cages
Basketball/Pickle
ball Courts
Skate Park
Seaside
Lagoon
Picnic Areas (10)
Luau Shelter
Wilderness
Park
Amphitheater
Camp Sites (4)
Included in Table 4 is rental usage data for all outdoor facilities for FY 2025 -26. This includes only year-to-date data as the fiscal year will not be completed until June 30, 2026:

Budget
FY 2026- 27
BRR #34

Table 4: Outdoor Facility Usage Data
Reservations Hours Revenue
Alta Vista Picnic Shelter 94 562 $ 22,073
Alta Vista Moon Bounce 21 107 $ 0
Alta Vista Tennis Courts 8,344 8,344 $ 104,795
Alta Vista Pickleball Courts 820 1,304 $ 14,870
Julia Field 2 1,200 $ 0
Anderson Park Moon Bounce Areas 194 976 $ 10,421
Aviation Field 182 756 $ 115,800
Dominguez Park Sport Fields 27 218 $ 0
Franklin Park Moon Bounce Areas 82 411 $ 4,314
Fulton Playfield Sport Field 4 12 $ 261
Perry Park Field Usage 54 395 $ 0
Seaside Lagoon Events, Picnic & Luau 561 4,135 $ 184,867 Wilderness Park 320 2,428 $ 26,655
Outlined below is detailed information for each outdoor location, including rental rates and the variety of uses:

Alta Vista Park
Picnic Shelter and Moon Bounce Area
o Typically used in tandem, however, it is not required o Picnic shelter is $125 for a half day, or $250 for a full day o Moon bounce reservations are $40 for residents and $60 for non-residents, plus a $25 electrical use fee.

Tennis Courts (7)
o Available to Alta Vista Tennis Center members for an annual membership fee of $25
o Hourly rental rates vary between $10 and $12, depending on the day and time of use
o City provides drop-in play for all levels of play during select times each week o Participation is $5 per player, per day
Pickleball Courts (4)
o Available to Alta Vista Tennis Center members for an annual membership fee of $25
o Hourly rental rates vary between $10 and $13, depending on the day, time of use, and age of the player
o City provides Round Robin play for all levels of play during select times each week for $5 per player, per day
Julia Field
o Used for softball, baseball, or soccer
o Used by the Redondo Beach Sunset Youth Baseball League as well as AYSO, Region 17, in the outfield area
o City does not charge either group for their use of the facilities Budget
FY 2026- 27
BRR #34

Dog Run
o Open to the public. Not available for private reservation o Community Garden
o Maintained and managed by the South Bay Parkland Conservancy through a license agreement with the City
Anderson Park
Moon Bounce Areas (2)
o Reservations are $40 for residents and $60 for non-residents, plus a $10 processing fee
o Open Field Area
o Used for contract activities. Not available for private rental Half-Court Basketball Court Shared with Pickleball Court o Used for camps and activities. Not available for private rental Tennis Courts
o Used periodically for contract activities. Not available for private rental Aviation Park
Turf Field
o Part of a license and concession agreement with South Bay Sports o Agreement allows South Bay Sports to utilize the field for sport activities during select dates and times, leaving the remaining times for the city to reserve for youth sport groups, including football and soccer organizations o City charges $125 per hour for field use
Track
o Open amenity that cannot be reserved for private use
Dominguez Park
Dog Park
o Not available for private use. Remains an open and available amenity for the community
Sports Fields (2)
o Used for baseball and softball activities
o Open to the community and can be reserved for private use by sports organizations for $25 per hour
o City reserves these fields for the Redondo Beach Little League organization for league play, free of charge
Franklin Park
Moon Bounce Areas (2)
o Available for private rental for $40 for residents and $60 for non-residents, plus a $10 processing fee
Shared Basketball and Pickleball courts
o Used for contract activities. Not available for private rental Pickleball Court
o Open amenity for any community member to use without a reservation Budget
FY 2026- 27
BRR #34

Open Field
o Open amenity for any community member to use without a reservation o Area is used periodically for contract activities
Fulton Playfield
Open Field
o Hosts a variety of activities
o Available for private rental for $22 per hour
Perry Park
Sports Field
o Open amenity that also serves as a location for contract activities o Used by multiple youth sports organizations, free of charge o Available for private rental at a $40 hourly rate
Batting Cages
o Not available to the public. Solely managed and operated by the Redondo Beach Little League organization
Shared Basketball and Pickleball Courts
o Open amenity when not being utilized by City-run camps or activities o Redondo Beach Youth Basketball organization utilizes the basketball courts for practices in the evenings during regular season play Skateboard Ramp Area
o Open amenity that cannot be reserved for private use
Seaside Lagoon
Seaside Lagoon is a seasonal facility, open from Memorial Day to Labor Day.

During the off-season, the lagoon is available for private use and special events.

Additional revenue and expenditure information, including rental usage, is further outlined in BRR 33
Picnic Areas and Luau Shelter
o Available for private rental during regular season dates o Single Picnic Areas are available for $60 a day
o Double Picnic Areas are available for $120 a day
o Private rental rates for the Luau Shelter range from $400 to $2,800 a day, depending on the type of group, and the day and time of use o These areas are available for use by City-run camps and activities, but remain available to lagoon guests when not previously reserved Wilderness Park
Campsite Areas (4)
o Available for private rental
o Select campsites used by City-run camps and activities o Available for reservation on weekend dates only for $450 Amphitheater
Budget
FY 2026- 27
BRR #34

o Available for private rental for $25 per hour with a $200 deposit for group use. Wedding rates start at $100 per hour for up to six hours with $80 for each additional hour.
o Used by City-run camps and activities
Budget
FY 2026- 27
BRR #35

CITY OF REDONDO BEACH
Budget Response Report
35 June 9, 2026
Question:

What is the cost to update ( as efficiently as possible) the City’s monument entry and wayfinding signs with the current brand logo?
Response:

The Public Works Department evaluated an economical way to update the City’s monument entry and wayfinding signs with the current brand logo until a longer-term solution is developed and funded. Staff reviewed the six monument signs installed in medians at major City entry points and two overhead steel wayfinding signs at additional entry points. Images of these signs are provided below. For reference, replacing the monument signs in their current form costs about $25,000 per sign.

The proposed approach would update the six median monument signs by modifying the existing concrete structures and attaching a steel panel to cover the old logo. The estimated cost for each of these updates is approximately $12,000 per sign. The two overhead steel wayfinding signs, located at Torrance/Prospect and 190th/Meyer Lane, are somewhat easier to modify, with an estimated cost of approximately $4,000 each.

The total estimated cost to update the signs at the eight locations is approximately 96,000. This amount includes a 20% allowance for other costs related to graphic design, traffic control, and other project related expense required to complete the project.

In addition to these roadway monument signs, there are 16 monument signs at various parks and parkettes that also use outdated logos.

Budget
FY 2026- 27
BRR #35

Entry Monuments
Westbound Artesia and Hawthorne
Eastbound Artesia and Aviation Way
Budget
FY 2026- 27
BRR #35

West Bound Manhattan Beach Blvd and Inglewood
West bound Herondo and Monterey
Budget
FY 2026- 27
BRR #35

Camino Real and Knob Hill
Palos Verdes Blvd and Susanna Way
Budget
FY 2026- 27
BRR #35

Wayfinding Signs
Torrance Blvd and Prospect
190th and Meyer Ln
Budget
FY 2026- 27
BRR #36

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

What is the cost to close the southbound entrance onto Irena from Torrance Boulevard, and to add a cul-de-sac on Opal Street?
Response:

Closing South Irena Avenue to traffic entering from Torrance Boulevard and creating a northbound-only lane on Irena onto Torrance Boulevard would help reduce cut through traffic on Opal Street. Another option would be to install a cul-de-sac on Opal Street at Irena. This option entails new curb, gutter, sidewalk, landscaping, drainage concerns, signage, and striping for both intersections. This level of effort would require the hiring of a civil engineering consultant to provide construction design plans. These projects may be considered independently, or together, as a means to calm traffic at this location.

Based on estimated quantities and the bid unit prices received in April 2026 for the Residential Street Rehabilitation Program, the estimated project cost including design, construction, construction management/inspection, and construction contingency is approximately $150,000 for each intersection. Constructing both projects may provide some economies of scale in design, but it is not certain. Pre-engineering costs for a Budget
FY 2026- 27
BRR #36

traffic analysis ( up to $20,000) and community outreach, including staff time, mailers, presentations, and demonstrations, could add another $10,000.

Staff strongly cautions against closing streets or creating cul-de-sacs without thorough analysis and study. Gaining clear consensus is recommended with the broader neighborhood and key stakeholders such as Redondo Beach Police and Fire, businesses, and utility providers. The grid nature of Redondo Beach streets is typically considered an asset that provides resiliency and redundancy to the broader neighborhood. Oftentimes, closing a street simply shifts traffic to adjacent streets, such as South Juanita Avenue, Camino Real, and Pearl Street.

Neighbors on adjacent streets typically do not support the redirected traffic and subsequently ask for their street to also be closed or slowed in some manner. For example, the City received such sentiments and requests for closures along North Lucia, North Juanita, North Paulina, and North Irena (all adjacent parallel streets) when N Maria Avenue was closed at Anita Street.

Residents should also be aware that street closure measures like cul-de-sacs primarily affect residents’ access, since they are the ones using the streets the most. Staff has witnessed residents on North Maria and North Paulina performing illegal maneuvers to bypass restricted movements that were implemented. Additionally, emergency access would be impacted and a cul-de-sac would require the removal of some street parking.

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
BRR #37

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
BRR #37

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 #39

CITY OF REDONDO BEACH
Budget Response Report
39 June 9, 2026
Question:

What are the impacts of increasing the Self-Insured Retention limit for general liability insurance from $500,000 to $1,000,000?
Response:

The City of Redondo Beach has participated in a risk pooling program for Citywide general liability, workers’ compensation, property and other coverages since 1986. Until June 2017, the City was a member of the Independent Cities Risk Management Association ICRMA) with a $500,000 self-insured retention (SIR) for general liability coverage. In 2017, the City transferred insurance coverage to the PRISM risk pool, which resulted in large savings on annual insurance premiums while providing the same level of coverage as ICRMA. Over the past nine years, City liability claims have only exceeded the 500,000 SIR four times. However, annual premium costs since joining PRISM have continued to climb. For example, in July 2017 the General Liability annual premium was 405,884, and climbed to $2,255,854 in July 2025.

While the current SIR has remained unchanged since 1986, inflation, increased attorneys’ fees, claims handling fees, and significant changes in the insurance marketplace have substantially altered the relationship between the City’s retained risk and commercial insurance pricing. Staff has been in discussions with PRISM regarding the potential to adjust the SIR to a level consistent with inflation and the net present value of the dollar.

Commercial insurers charge substantial premiums to entities with lower SIRs, as the inherent assumption is that the lower SIR limit indicates a relatively higher level of risk transferred to the insurance carrier. Based on staff’s analysis an increase to the SIR better aligns the City’s risk financing strategy with present-day claim realities, premiums, and industry practice. Increasing the SIR is expected to produce meaningful ongoing savings in annual insurance premium costs.

More specifically, PRISM provided the City with the following estimates regarding the 1,000,000 SIR option and its associated effect on premium costs:

SIR FY 2025-26 Premium
Current)
FY 2026-27 Premium
Low Estimate)
FY 2026-27 Premium
High Estimate)
500,000 $ 2,258,618 $ 2,724,000 $ 2,888,000
1,000,000 - $ 2,019,000 $ 2,185,000
Budget
FY 2026- 27
BRR #39

As noted above, by increasing the SIR to $1,000,000, there will be an immediate savings of approximately $700,000 in insurance premiums which are due by August 1, 2026. This savings, if invested in the City’s Local Agency Investment Fund (LAIF) at current rates, would earn about $24,000 in annualized interest. It would also effectively pay for the cost of an errant claim that might pierce the SIR, while maintaining an additional $200,000 in retained savings for FY 2026-2027. Decreases to these premiums would immediately decrease costs in the City’s Self-Insurance Fund and would make those funds available for investment. In future years, the savings would positively impact the General Fund and Harbor Tidelands and Uplands funds through decreased annual internal services contributions relative to projections based on current costs.

Risk management staff, along with the City Attorney’s and City Treasurer’s Offices, have met and conferred regarding the proposed increase, and all are in agreement with the proposed change to increase the general liability SIR to $1,000,000. The City’s historical claims data demonstrates that the vast majority of general liability claims fall far below the existing retention threshold or can be effectively managed within the City’s financial capacity. As a result, the increased retention is not anticipated to materially impact operational stability, but rather to improve overall cost efficiency. The City has developed stronger financial reserves, more sophisticated risk management practices, and enhanced claims oversight capabilities since the original $500,000 retention level was established in 1986. These factors provide confidence that the City can responsibly absorb additional retained risk while maintaining prudent fiscal safeguards.

Relying on the data and analysis above, and following Council direction at the midyear budget discussion, staff has given notice to PRISM to increase the SIR from $500,000 to 1,000,000, ensuring the application of savings in FY 2026 -27. Staff will continue to monitor costs and claims as they develop. Should the City determine a lower SIR makes sense in the future, there is an available process to make that adjustment.

Budget
FY 2026- 27
BRR #40

CITY OF REDONDO BEACH
Budget Response Report
40 June 16, 2026
Question:

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?
Response:

Decision Package #3 - Special Event Street Use Fee
The proposed Special Event Street Use/Encroachment Fee was developed to establish a standardized and transparent framework for the use of public streets and rights -of-way during permitted large-scale, street block, and street route-based events. These events typically include activities such as marathons, half-marathons, 5K and 10K races, charity walks, cycling races, triathlons, and similar corridor-based events that require full or rolling closures across multiple blocks of roadway. In Redondo Beach, these events often utilize major corridors such as the Esplanade, Catalina Avenue, and Harbor Drive, impacting circulation across multiple neighborhoods and commercial areas simultaneously.

The operational impact of these events is significant. They require extensive traffic control planning, coordinated detour routing, emergency access planning, and substantial collaboration among the Police Department, Fire Department, Public Works Department, Community Services Department, and the City Traffic Engineer. In addition to the direct staff effort required to plan and manage these events, they can affect commuter traffic patterns, parking availability, business access, and circulation throughout the community.

The proposed fee recognizes that public streets and rights-of-way are valuable municipal assets and that exclusive or priority use of those assets for private or commercial event purposes carries value independent of direct City service costs. The proposed rate of 8,000 per mile is intended to reflect the relative scale of corridor occupancy and the community and operational impact associated with these events and would be applied proportionally based on actual route mileage.

As staff further evaluated the proposed fee structure, it became apparent that a distinction could be made between large-scale route-based events and smaller, community-based events that also utilize public rights-of-way. While all special events create some level of temporary disruption, the nature, intensity, and geographic reach of those impacts differ substantially.

Budget
FY 2026- 27
BRR #40

Smaller events such as block parties, neighborhood festivals, farmers markets, and street fairs are generally confined to a limited area, occur over shorter durations, and are often organized to promote local engagement and economic activity. These events are already managed through existing City permitting frameworks, including street closure permits, block party permits, and the broader special event permitting process. While localized events can create impacts within their immediate footprint, they generally do not require the same level of traffic management, coordinated detours, emergency access planning, or multi-department operational oversight required by route-based events. Moreover, these events are typically community-serving in nature and provide direct benefits to local residents, businesses, and neighborhood districts.

Accordingly, the Council could consider a two-tier framework for special event street usage. Under a two-tiered approach, the proposed mileage-based fee would apply only to large-scale, route-based events, while local community events would be subject to the City's existing permitting and cost-recovery processes. This approach would allow the City to support community-based programming without needing to approve increased individual subsidies, while also ensuring that large-scale corridor events are evaluated in a manner that appropriately reflects their broader operational footprint and exclusive use of public rights-of-way.

The following annual fee collection is estimated for the City’s typical recurring, large-scale, route-based events.

Annual Event Event Distance Approximate
Total Mileage
Proposed
Fee Rate Total Fee
Superbowl 10k Run 10 K/6.2 Miles 4.59 $ 8,000 $ 36,720
St. Patrick’s Day Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400 4th of July Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400
LA Kings 5K Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400
Total $ 73,920
If the fee is applied to all street-occupying special events, the following revenue would be collected for the City’s annual special events:

Annual Event Approximate
Distance
Approximate
Total Mileage
Proposed
Fee Rate Total Fee
Superbowl 10k Run 10 K/6.2 Miles 4.59 $ 8,000 $ 36,720
St. Patrick’s Day Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400 4th of July Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400
LA Kings 5K Run 5 K/3.1 Miles 1.55 $ 8,000 $ 12,400
RVA - Summerfest 2700 LF 0.51 $ 8,000 $ 4,080
RVA - Trick or Treat 1510 LF 0.28 $ 8,000 $ 2,240
RVA- Holiday Stroll 2330 LF 0.44 $ 8,000 $ 3,520
Total $ 83,760
Budget
FY 2026- 27
BRR #40

The City Council also has the option to apply additional subsidies to any of the recurring events as part of the annual Budget approval process . As an example, the subsidies could be increased to fully offset the new street -use fees for community-based events that do not charge admission and are not intended to generate income. The previous year subsidies for special events are listed in BRR #8.

Decision Package #6 – Dominguez Park Picnic Shelter Rental Fee The picnic tables adjacent to the Dominguez Park playground is regularly requested for private gatherings, such as birthday parties and other family events. Interest in this area has increased significantly since the opening of the new playground. The proposed fee of $ 125 per rental, plus an additional, refundable $ 200 deposit, are consistent with existing picnic shelter fees already charged at other park locations in the City.

Decision Package #7 – Hopkins Wilderness Park Whole Park Daytime Event Fee and Deposit
On occasion, staff has received requests to reserve Hopkins Wilderness Park for large events. Under the current fee structure, organizers are charged for reserving each individual campsite and the amphitheater, even though this may not reflect the total park usage. Additionally, the current deposit of $200 is applied uniformly, whether a renter reserves a single camp site or the entire park. The proposed Whole Park Daytime Event Fee of $1,500 and updated refundable deposit of $1,000 provides an opportunity for staff to more accurately issue permits for these larger park uses and for fees to be better aligned with overall impacts to the park.

The proposed fees were calculated using current park use fees as a baseline and deposit standards to determine an applicable rate for usage of Wilderness Park.

Decision Package #8 – Veteran’s Park Use Fee
Veterans Park is one of the City's most desirable locations for outdoor gatherings and special events; however, there is currently no fee associated with the private use of this park space. The proposed fee of $175 per hour would allow for exclusive use of the open lawn area between the playground and the memorial, while a proposed fee of $250 per hour would allow for exclusive use of the ocean-facing area located on the southwest side of the park. Limiting reservations to these designated areas would help preserve public access to the remainder of the park while providing an opportunity for private events in a highly sought-after setting.

The two reservable areas are proposed as separate fee categories in order to provide the Community Services Director with discretion to evaluate the anticipated impacts of an event on public access, recreational use, and overall park operations when determining the most appropriate location for a reservation.

Given the importance of Veterans Park as a community gathering space, private events would be approved sparingly and at the discretion of the Community Services Director to ensure public access is maintained and that reservations do not conflict with contracted Budget
FY 2026- 27
BRR #40

uses associated with the concessionaire operating the Veterans Park Historic Library and Community Center.

This Decision Package also includes a $0 fee for use of the Veterans Park Memorial.

Private use of the Memorial would be limited to active-duty military personnel, veterans, and their immediate families for military-oriented ceremonies, commemorations, and celebrations. Eligibility requirements and permitted uses would be established through a forthcoming Veterans Park Memorial Reservation Policy.

Budget
FY 2026- 27
BRR #41

CITY OF REDONDO BEACH
Budget Response Report
41 June 9, 2026
Question:

What are the options and costs to staff two attendees at Wilderness Park rather than one? Response:

Currently, Wilderness Park is open from 10:00 a.m. to 4:30 p.m. between Labor Day and Memorial Day, and from 10:00 a.m. to 7:00 p.m. between Memorial Day and Labor Day.

The park is fully closed on Wednesdays throughout the year. During all open hours, a Part-Time Recreation Leader is on site to support safe and appropriate park use, serve as the first point of contact for visitors entering the park, and respond to questions or general inquiries at the entryway. The position also includes periodic circulation through the park to monitor conditions and ensure safe use, as well as provide initial response to any unexpected needs or incidents that arise. This coverage is provided through a rotating roster of part-time staff, rather than a single dedicated employee, with assignments scheduled based on staff availability and operational needs across the various Parks and Recreation programs.

The total cost associated with adding one additional, part-time employee at Wilderness Park during regular park hours is estimated at $50,526 annually.

An alternative approach that would allow for increased staffing within existing funding allocations would be to expand the current closure schedule from one day per week Wednesday) to four days per week, leaving the park open three days per week. Under this model, two staff members would be scheduled during open days to provide coverage and support operations. However, this option would reduce overall park availability and result in decreased revenue from private rentals, special events, and film permits due to the further limitation on the number of days available for revenue-generating uses. The potential loss in revenue is difficult to estimate, as it is not clear whether existing rentals would be forfeited entirely or simply shifted to days when the park remains open.

Budget
FY 2026- 27
BRR #42

CITY OF REDONDO BEACH
Budget Response Report
42 June 9, 2026
Question:

What are the costs and options to install retractable bollards at Artesia and Green and Vanderbilt and Green (around the Farmer’s Market)?
Response:

The Public Works Department reviewed several possible bollard options to improve vehicle access control and pedestrian safety around the North Redondo Farmers Market area at Artesia Boulevard and Green Lane , and Vanderbilt Lane and Green Lane. The options evaluated include the following:

1. Option 1: Installation of 10 automatic retractable hydraulic bollards, including engineering, project management, and installation. These bollards are permanently installed, with an automated hydraulic mechanism to raise and lower each one. Estimated cost: $385,000.

2. Option 2: Installation of 10 manually retractable hydraulic bollards, including engineering, project management, and installation. These bollards are permanently installed, with a manual hydraulic mechanism to raise and lower each one. Estimated cost: $360,000

3. Option 3: Installation of 10 manually removable fixed-bollards, similar to those used at Avenue H holiday closure, including engineering, project management, and installation. Estimated cost: $35,000.

4. Option 4: Purchase of a portable vehicle barrier system (such as this example from Meridian shown in the image below) with storage trailer for temporary lane closures enough to address all ingress and egress points). This system is mobile and can be utilized at other events. Estimated cost: $150,000.

Budget
FY 2026- 27
BRR #42

Regardless of the preferred option, staff recommends involving a design professional to determine or confirm that assumptions made about traffic rating requirements and the placement of the temporary traffic control devices are accurate.

Budget
FY 2026- 27
BRR #43

CITY OF REDONDO BEACH
Budget Response Report
43 June 9, 2026
Question:

What are the options and associated costs for realigning the Ripley / Ives / Mackay intersection?
Response:

The intersection of Ripley Avenue, Ives Lane, and Mackay Lane is unusual due to Ripley Avenue’s diagonal alignment. Asphalt berms were installed along Ripley Avenue to slow down and channelize drivers entering and exiting Ives Lane from Ripley and Mackay.

These berms also serve to increase buffer distance between the 2300 Ives Lane driveway and drivers making shallow right-turns from eastbound Ripley Avenue to eastbound Ives.

Photo 1 – Aerial view of existing configuration Photo 2 – Street view of existing configuration While these asphalt berms have been adequate at slowing down turns onto Ives Lane, they are problematic as they are not very visible or expected by motorists. They have been hit numerous times and the City is no longer able to place a street name signpost at the intersection.

Ripley Avenue is due for rehabilitation, and the project is currently in the design phase.

At this time, funding for the project only covers the installation of a necessary curb ramp on the existing curb line and repaving of the existing asphalt. The curb ramp may not be technically feasible, and reinstalling the existing asphalt berm may also not be possible.

Staff is interested in extending the 2300 Ives Lane driveway apron to connect directly onto Ripley Avenue, provided there is cooperation from the property owner. This change would improve visibility and safety to existing conditions and would allow the City to add approximately 1,000 square feet of sidewalk space to reduce the eastbound Ripley to Budget
FY 2026- 27
BRR #43

Ives right-turn angle. However, the feasibility of this option is still unknown because the residential rehabilitation project is not funded to explore or construct these potential improvements.

The estimated cost to design and construct the proper concrete bulb-out and intersection improvements at Ripley, Ives, and Mackay is approximately $ 60,000 to $80,000, which includes both hard and soft costs associated with the changes. If budgeted, staff would incorporate this effort into the next Residential Street Rehabilitation project for Ripley Avenue, which is expected to be completed in the next two years.

Budget
FY 2026- 27
BRR #44

CITY OF REDONDO BEACH
Budget Response Report
44 June 9, 2026
Question:

How much traffic calming funding is available to support projects at crossing guard sites that will not be staffed in FY 2026-27? What specific traffic calming improvements can be implemented before the start of the next school year?
Response:

Recently, the City made modifications to its crossing guard program due to staffing challenges and budget constraints. For FY 2026-27, the budget includes funding for staffing 18 crossing guard locations, a reduction from the previous 27 locations. To mitigate the impact of this reduction, locations that will no longer have a crossing guard are being considered for operational and engineering improvements. Staff also plan to review and improve corner lot visibility and seek to remove potential obstructions.

In addition, the City is evaluating prospective traffic calming measures at 10 intersections to improve pedestrian safety. These measures include painted curb extensions and flexible bollards to highlight school area intersections and prevent vehicles from blocking daylighting zones, as well as left-turn calming treatments designed to reduce turning speeds and improve the channelization of turning movements.

The ten intersections under consideration are shown in the table below.

No. Location School Served Proposed Measures
1 Julia &
Serpentine
Alta Vista Elementary 184 LF white striping
1,000 SF painted curb extensions
2 Prospect &
Knob Hill
Alta Vista Elementary 256 LF white striping
1,400 SF painted curb extensions
3 Beryl &
Prospect
Beryl Heights Elementary ( 8) yellow K71 bollards
2) sets of left-turn calming bumps
4 Harkness &
Carlson
Jefferson Elementary 65 LF white striping
410 SF painted curb extension
5 Robinson &
Vail
Lincoln Elementary 70 LF white striping
363 SF painted curb extension
1) set left-turn calming
6 Vincent &
Lucia
Parras Middle 173 LF white striping
550 SF painted curb extension
2) sets left-turn calming
7 Prospect &
Avenue G
St. Lawrence Martyr 188 LF white striping
784 SF painted curb extension
2) sets left-turn calming
Budget
FY 2026- 27
BRR #44

No. Location School Served Proposed Measures
8 Prospect &
PV Blvd
Tulita Elementary TBD
9 Ralston &
Lilienthal
Washington Elementary
Adams Middle
550 LF striping removal
250 LF white striping
850 SF painted curb extensions
It is estimated that proposed installations at the 10 locations could be completed by City crews for approximately $ 100,000 in materials and $40,000 in labor. Because this work is in addition to regularly scheduled duties, it would be performed on an overtime basis.

The Public Works Department’s Street Maintenance Division Sign Shop, comprised of three trained staff members responsible for providing this type of service for the City, would complete the installations. Given that only 8 non-holiday weekends are available during the summer recess, staff anticipates being able to complete installation at 4 to 5 intersections before the start of the new school year, with the remaining locations completed by early October.

The City has a Traffic Calming/Safety Capital Improvement Program (CIP) project fund that is typically replenished each year to respond to resident requests, such as speed bumps, stop signs, and traffic calming measures. As of May 2026, the available project balance is $ 672,923. However, much of this amount is earmarked for previously approved projects that have yet to be encumbered by a purchase order ( e.g. curb extensions on Emerald Street). That said, staff expects there to be sufficient remaining funds to support school area intersection safety treatments while still having a balance for undefined needs that come up in a typical year. Therefore, no additional funding would be needed beyond the recommended proposed appropriation to the Traffic Calming/Safety CIP project.

North Redondo Beach Bikeway
Staff is also considering traffic calming efforts in response to other requests aligned with broader student safety. These concerns have to do with street crossing safety associated with collisions along the North Redondo Beach Bikeway (NRBB), which is heavily used by students on their route to and from school. At this time, staff is exploring adding asphalt speed bumps on nearly all residential street approaches to the NRBB to decrease vehicular speeds. This would decrease the number and severity of collisions, as it would help slow vehicles and promote communication, such as eye-contact, between drivers, cyclists, and pedestrians to better determine right-of-way order at NRBB crossings.

The cost to install an asphalt speed bump at all ten feasible street approaches is approximately $ 60,000. These locations are Gates ( 2), Ruhland ( 2), Nelson ( 1), Vanderbilt (1), Carnegie (1), Rockefeller (1), Felton (1), and Perkins (1). NRBB crossings at Graham, Curtis, Mathews, and Voorhees are excluded and not recommended at this time due to lower pavement quality along those segments. Staff expects there will be sufficient funding in the Traffic Calming/Safety CIP project account to support these installations, should the proposed CIP funding be adopted. Additionally, the City is scheduled to slurry and/or rehabilitate the NRBB crossings at Nelson Avenue, Carnegie Budget
FY 2026- 27
BRR #44

Lane, and Perkins Lane this summer, with the potential for further improvement this Summer.

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
BRR #45

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
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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 higher - priority 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.

Budget
FY 2026- 27
BRR #46

CITY OF REDONDO BEACH
Budget Response Report
46 June 9, 2026
Question:

How does the Police Department’s Pier and Marine Enforcement Unit operate/deploy to support Pier and Harbor safety?
Response:

The Police Department’s Pier and Marine Enforcement Unit (Pier Unit) helps keep the Redondo Beach Pier and King Harbor safe through a combination of waterfront patrols, law enforcement, emergency response, and public assistance. Operating from the Pierarea substation, officers maintain a visible presence on the Pier and in the Harbor, enforce boating and local ordinances, manage crowds during busy periods and special events, respond to incidents (e.g., medical emergencies, persons in the water, security threats), and coordinate closely with lifeguards, Fire-Rescue personnel, Harbor staff, and federal maritime agencies. This specialized unit provides rapid-response capabilities on both land and water, supporting the safety of residents, visitors, boaters, and businesses throughout the Waterfront area.

For the past five years, the Pier Unit has been staffed by a dedicated team consisting of one Sergeant and two Police Officers. The Sergeant works Thursday through Saturday from 6:00 am to 6:30 pm, while the two officers are assigned Friday through Sunday from 11:30 am to 12:00 am. Although the Police Departments’ Summary of Personnel lists four sworn positions for the Pier Unit, actual staffing charges reflect current personnel levels, as the Department has not yet reached its authorized staffing of 98 sworn officers.

As a result, available personnel have been prioritized to support core public safety functions and other specialized assignments, including patrol operations, traffic enforcement, and community-based policing units.

Funding for the Pier Unit is provided through the Tidelands and Uplands funds, which cover Pier personnel costs throughout the year. When a Sergeant or Officer assigned to the unit is unavailable due to a vacancy, those positions are not backfilled with overtime staffing. During periods when the Pier Unit experiences a staffing vacancy, the remaining assigned officer is generally paired with the adjacent Patrol Beat Officer to maintain operational effectiveness and continue providing a high level of public safety services throughout the Pier and Harbor area.

The Pier Unit, in conjunction with regular patrol officers, conducts a wide range of proactive enforcement and public safety activities, including high-visibility foot patrols, enforcement of dog, fishing, and bicycle regulations, graffiti abatement and enforcement operations, and periodic boat patrols throughout King Harbor. During the summer Budget
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months, when schools are not in session and visitor activity increases, School Resource Officers have supplemented Pier staffing to enhance visibility and public safety. During major holidays such as Memorial Day, 4th of July, and Labor Day, staffing is further augmented with an additional four to six Officers to accommodate larger crowds and support a safe environment for residents and visitors. Part-time Municipal Service Officers (MSOs) have also assisted with enforcement efforts when needed.

Since July 2025, assigned Pier personnel have maintained an active enforcement and public safety presence throughout the Pier and Harbor area. During this period, they have responded to a significant volume of incidents and proactively addressed community concerns through enforcement, education, and investigative activities. Pier personnel supported the following activity over the past 11 months:

Responded to 1,623 calls for service
Conducted 867 self-initiated investigatory stops
Made 90 arrests
Completed 275 police reports
Issued 79 citations
During the same period, other supplemental Police Department personnel supported the following activity in the Pier area:

Responded to 3,367 calls for service
Conducted 1,869 self-initiated investigatory stops
Made 165 arrests
Completed 360 police reports
Issued 514 citations
In total, the Department supported the following activity in the Pier area over the past 11 months:

Responded to 4,990 calls for service
Conducted 2,736 self-initiated investigatory stops
Made 255 arrests
Completed 635 police reports
Issued 593 citations
These figures represent a significant portion (approximately 10%) of the Department’s total police activity/response citywide. The below stats show citywide activity over the past 11 months without the Pier area included.

Responded to 49,334 calls for service
Conducted 19,136 self-initiated investigatory stops
Made 1,628 arrests
Budget
FY 2026- 27
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Completed 5,252 police reports
Issued 6,074 citations
The statistics show that the Department provides significant enforcement in the Pier area not only from the assigned Pier Unit personnel, but through supplemental patrol efforts and other supporting resources. The Pier Unit’s visible presence, proactive engagement, and rapid response capabilities are essential to addressing quality-of-life concerns, criminal activity, traffic and pedestrian safety issues, and the unique public safety challenges associated with a high-volume tourist destination.

Additionally, it should be noted that the Redondo Beach Police Detective Bureau provides comprehensive investigative support to the pier area by reviewing, conducting follow-up investigations, examining evidence, and filing cases generated by the activity outlined above. This represents a substantial commitment of investigative resources and underscores the broader organizational impact associated with incidents originating at the Pier.

Since May 2026, in response to ongoing concerns from the boating community regarding the enforcement of marine and water activities, the Unit has also strengthened its partnership with the Fire Department’s Harbor Patrol Unit. Through cross-training efforts, personnel from both agencies work collaboratively to educate boaters, promote safe boating practices, and enforce applicable maritime safety regulations. This coordinated approach enhances both public safety and emergency response capabilities in the area and will continue in earnest during the waterfront’s high season.

Fiscal Impact
Funding for the Pier Unit personnel is split roughly 50/50 between Uplands and Tidelands.

The fully loaded cost for the current staffing level of four (4) full -time sworn personnel is approximately $1.5 Million.

Historically, the Uplands and Tidelands Funds have also supported the cost equivalent of one (1) full-time Community Services Officer II (CSO II) position for custody intake in the City Jail for arrestees from the Waterfront area. Based on the number of arrests generated in the Pier and Harbor area (roughly 13.5% of the citywide total) the CSO II position charged to the Uplands and Tidelands Funds is supported.

Budget
FY 2026- 27
BRR #47

CITY OF REDONDO BEACH
Budget Response Report
47 June 16, 2026
Question:

What written correspondence and/or motions have Commissions provided to the City Council regarding the FY 2026-27 Proposed Budget and 2027-2031 CIP? Response:

As part of the FY 2026-27 Budget development process, the City Manager attended several Commission meetings to share budget themes, solicit input on priorities for the upcoming Fiscal Year Budget and Capital Improvement Program ( CIP), and to request Commission feedback prior to completion of the proposed documents. Additionally, the Budget and Finance, Cultural Arts, and Planning Commissions held meetings to review the proposed Budget and to provide input to the City Council. The dates of the various commission meetings pertaining to the Budget are shown below:

Date 2026 Commission
May 26, June 11 Budget & Finance Commission
April 22, May 27 Cultural Arts Commission
April 13 Harbor Commission
May 21 Planning Commission – General Plan Consistency Review April 8 Public Amenities Commission
April 27* Public Works & Sustainability Commission
May 7 Youth Commission
The following information summarizes feedback from the budget-focused meetings Commissions listed in alphabetical order). Commissions identified above, but not listed below, discussed the FY 2026-27 Proposed Budget and CIP and asked questions of City staff but did not provide formal feedback or recommendations to the City Council.

Budget & Finance Commission
The Budget & Finance Commission discussed the budget on May 26, 2026, and will meet again on June 11, 2026 to finalize their recommendations to the City Council.

Cultural Arts Commission
The Cultural Arts Commission met on April 26, 2026 and again on May 27, 2026 to discuss the Budget. The Commission recommended the following items for the FY 2026 - 27 Budget:

Develop and maintain a mobile app in a technologically advanced and aesthetically attractive design so as to be able to provide GPS-based geo location of Public Art throughout Redondo Beach.

Budget
FY 2026- 27
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Return unexpended funds from two completed murals, “Sea Chatter” and “Skate Waves” to John Parsons Pubic Art Fund for future Pubic Art projects.

Allocate funds to restart defunct “Chalk Art Festival.” Staff prepared a separate memo ( Attachment 1) with additional details on each recommendation.

Harbor Commission
The Harbor Commission discussed the Budget on April 13, 2026. The Commission recommended the following items for the FY 2026-27 Budget:

Improve Moonstone Park.

Support the equipment and staffing needs of the Harbor Patrol.

Support the Boat launch facility for the Lanakila Outrigger Canoe Club.

Continue progress on the Amenities Plan.

Planning Commission
The Planning Commission discussed the Budget on May 21, 2026, and the Commission recommended the following items for the FY 2026-27 Budget:

Update the City’s Residential Objective Standards.

Develop requirements for water capture and on-site stormwater retention that apply to all private development projects Citywide.
o Threshold for requirement: Demo and rebuild, redevelopment of site.

Develop an Area Plan covering the area bounded by Catalina, PCH, Francisca, and Herondo Avenue.

At this meeting, the Commission also adopted , by a 7-0 vote, a Resolution finding that the Proposed Five-Year CIP is consistent with the City’s Adopted General Plan. The Resolution is included as Attachment 21.

Public Amenities Commission
At the April 8, 2026 meeting of the Public Amenities Commission, the Budget Subcommittee shared the following recommendations for the FY 2026-27 Budget:

Replace Alta Vista Park Snack Shack and Restroom Facility.

Increase funding for Citywide Tree Canopy and Parkway Forestry.

Develop a City Climate Action Plan.

Install permanent field and park lighting at Alta Vista Park.

Conduct a feasibility study for a recreational space under Southern California Edison power lines.

Explore community garden expansion in North Redondo Beach.

Develop and install an updated park map at Wilderness Park.

Expand lighting hours at Perry Park to maximize basketball play.

Request a budget response report for adding lighting at Anderson Park basketball courts.

Extend chain link fence to completely separate tennis courts and pickleball courts. 1 The attached Resolution is unsigned. A signed Resolution is anticipated on June 18. Click here to find the Resolution once it becomes available.

Budget
FY 2026- 27
BRR #47

Provide a budget for Preservation outreach and educational events and activities.

Youth Commission
At the May 7, 2026 meeting of the Youth Commission, Commissioners discussed recommendations for the FY 2025-26 Budget. The Youth Commission is requesting Council’s consideration of the following items:

Pier revitalization.

Continued E-bike trainings and educational opportunities for the community.

Ensure the City balances private use of public property (e.g. use of Seaside Lagoon for BeachLife Festival).

Attachments:

Attachment 1: Cultural Arts Commission FY 2026-27 Budget Recommendations Attachment 2: 2026-2031 CIP Consistency Planning Commission Resolution

M E M O R A N D U M
Date:

To:

From:

May 26, 2026
Mayor and City Council
Jack Meyer, Cultural Arts Manager
Reference: Cultural Arts Commission Meeting, May 27, 2026 – Recommendations to Mayor and City Council regarding FY26-27 Budget
The Cultural Arts Commission ( CAC) held their regularly scheduled meeting on May 27, 2026 at 7:00 PM in the City Council Chambers. During Agenda Item I.1, the CAC conducted a discussion, heard public comments and then moved, seconded and voted 6-0, with one absence, to offer the following recommendations to the Mayor and City Council for consideration as part of the FY2026- 27 Budget. Please note that cost estimates were provided by CAC, and Staff has not researched or verified them:

Develop and maintain a mobile app in a technologically advanced and aesthetically attractive design so as to be able to provide GPS-based geolocation of Public Art throughout Redondo Beach With the approaching 2028 Olympics, there will never be a better time to make the investment to draw visitors to Redondo Beach, with an excellent method being to demonstrate how “ art forward” Redondo Beach has become and continues to progress in. Self-guided walking tours that can be customized with pin drops, and that provide artist info, history, context, etc., are becoming the standard in other municipalities that emphasize public art as a quality- of-life must-have. It may be possible to monetize monthly/ annual maintenance costs of the app by creatively including restaurant and other attraction information via links along the way, and geo-location functionality that pops up such information via GPS as the user moves through the City. Even without monetization, this app would be a superior tool to introduce the world to Redondo Beach as a rising cultural destination.

Cost of Development ( estimated) $50,000
Cost of Site Maintenance (estimated) $1,200-2,400/month, ongoing Source: General Fund
Return unexpended funds from two completed murals, “ Sea Chatter” and Skate Waves” to John Parsons Pubic Art Fund for future Pubic Art projects Two public art murals have been completed and dedicated, including “ Sea Chatter” at the Public Works Maintenance Facility on Gertruda Ave. and Catalina Ave., and Skate Waves” at the Skate Park on the Redondo Beach Pier. Both were funded, partially or completely, by the John Parsons Public Art Fund (JPPAF), and both were completed under budget. There is currently $ 23,780 in unspent funds from “ Sea Chatter” and $ 15,821 from “ Skate Waves”. CAC recommends that the total of 39,601 unexpended funds be returned to JPPAF for additional public art projects.

Allocate funds to re-start defunct “ Chalk Art Festival” The Chalk Art Festival, formerly held annually by the Pier Association, has been defunct for a while. CAC believes that this would be a fun, family-friendly, low-cost and art-centric event to re-establish, whether in its former location on the Pier or another location to be determined. This event would be produced by CAC, with coordination and possible assistance from Community Services.

Cost estimated at $5,000 per event.

Source: General Fund
Sincerely,
Jack Meyer, Cultural Arts Manager
Cultural Arts Commission Liaison
Community Services Department
Submitted on behalf of the Cultural Arts Commission
The RB MAP
APP
Traditional city maps are flat,
static, and outdated the second
they are printed.

We propose a dynamic, 3D,
interactive digital application,
changing the way residents and
visitors experience our city.

A Living 3D Experience
PURPOSE Cultural Enrichment (Art, Music & Community)
Core Feature: This wouldn’t just a directory; it will be a cultural hub. The app will directly highlight the soul of our city—its art and music scene. Additionally this will aid us in positioning Redondo Beach for the Olympics (July 14-30, 2028).

Public Art Tracker: Residents and visitors can take a walking tour using the 3D map to locate public murals, sculptures, and historical landmarks. Guiding them past or towards local businesses too!
Live Events: Pop-up art galleries, live music venues, and cultural festivals are pinned dynamically on the map, so residents always know what’s happening in real time.

The Problem(s):

Disconnection: As of now, everything is fragmented. If a resident or visitor wanted to find out the on-goings within the city, they’d have to dig through cluttered websites, dead social media pages, and boring, flat directories. Our public art and cultural events remain hidden.

Invisibility: Redondo Beach has incredible public art, murals, and local music, but they are invisible to the average person driving by.

Economic Issue: Because people don't know the art is there, they don't walk the streets. And because they don't walk the streets, our surrounding local businesses are losing out on massive amounts of potential foot traffic. *The Olympics are coming!!! The Core Challenge: Our city's unique culture is undiscovered and our local economy untapped simply because we lack a modern bridge to connect people to the streets.

SOLUTION An Interactive, Gamified
Cultural Canvas
The 3D Bridge: We solve cultural invisibility by
mapping the city in an immersive, 3D interface
leveraging advanced platforms like Mapme. com). It
turns looking for things to do into a visually stunning, interactive experience.

Gamifying the Streets: To turn drivers into
pedestrians by introducing city-wide Cultural
Scavenger Hunts. Residents and visitors follow
curated " Mural Trails" or "History Walks," checking
in at landmarks to unlock digital badges and
achievements.

The Business Plug-In (The Byproduct): When
users are exploring an art trail, nearby local
businesses are naturally highlighted on the 3D map.

A Win-Win Ecosystem: Local shops sponsor a trail
or offer a reward. For example, a user who
completes the "Downtown Mural Walk" unlocks a
15% coupon to a local coffee shop right next to the
final art piece.
gif footage of Downtown Decatur from mapme. com
We develop a small business package and/ or packages for RB local businesses to buy in early to help recoup the costs of implementation.
1OPTION
01 Option 1 – The Budget-Friendly Native Integration (Low Cost) Header: Option 1: City-Curated Map Overlays ( Google or Apple Maps) The Approach: Utilize existing infrastructure by building a custom, curated layer directly on top of Google Maps or Apple Maps.

How it Works: The city maintains a verified creator profile. We plot the public art landmarks, walking trails, and participating cultural zones as standard custom points of interest that users can toggle on their phones.

The Cost & Pay Structure:

Google Maps Platform: Offers a robust, scalable pay-as-you-go model (with a free recurring $200 monthly credit). Costs are tied directly to active map lookups and user traffic.

Apple Maps Server API: Offers tiered usage options. It integrates seamlessly for native iOS users but requires web implementation for Android visitors.

The Catch: While highly cost-effective, it remains flat and static. It cannot run automated scavenger hunts, live countdown timers, or custom merchant dashboards.

OPTION
02 Option 2 – The Mid-Tier SaaS Platform (The Mapme.com Route) Header: Option 2: Turnkey Interactive Mapping (SaaS & Enterprise) The Approach: Leverage an existing software-as-a-service (SaaS) platform like Mapme.com to build a stylized web-based experience.

How it Works: Mapme allows us to bypass expensive scratch- built coding. It supports smooth 3D building extrusions, customizable map colors to fit our city branding, and clickable media pins loaded with audio tours, event details, and artist biographies.

The Tiered Cost Structure:

Standard Tiers: Low-cost monthly subscriptions for basic visual mapping and location tagging.

Enterprise Choice: Custom- quoted pricing that unlocks deeper data integration, high-capacity traffic capabilities, and advanced filtering tools.

The Catch: Great for visuals, but hits a hard ceiling. It lacks the built-in data engine to handle live coupon generation, real-time business timers, or GPS-verified scavenger hunt validation.

OPTION
03 The Custom Built "Lego-Block" Application (The Ideal Goal) Header: Option 3: A Custom 3D & Gamified Local Commerce App The Approach: Build a lightweight, custom Progressive Web App ( PWA) tailored specifically for a coastal community like Redondo Beach, using existing software " building blocks" APIs) to save hundreds of thousands in development costs.

The Blueprint for a $50,000 Proof-of-Concept (POC):

The Visuals ($15k): Use Mapbox Studio to turn on pre-built 3D terrain and building blocks for the city—no manual 3D modeling required.

The Business Plug-In ($10k): Use a simple Airtable + Softr backend. Business owners get a dead-simple form to type in active deals, which instantly updates the map pins.

The Gamification ($15k): Integrate Radar.io to geofence 5 specific art pieces (e.g., around Riviera Village or the Pier) to verify a user's real-world GPS location for the scavenger hunt.

The Pilot Strategy: Launch a hyper-localized 90-day pilot on one main corridor to prove that 3D gamification drives real foot traffic to local businesses before scaling city-wide.

LOOKING FORWARD
Putting Our City on the Map
The Development Path: Partner with a development
team capable of taking the stunning 3D visual
interface seen in Decatur demo and translating it
into a seamless, native mobile application for iOS,
Android, and online versions.

Phase 1 Focus: Secure council approval to move into a formal prototyping phase, vetting developers who specialize in geofenced mapping and gamified app design.

The Ultimate Goal: To give our modern coastal city a digital centerpiece that celebrates our local artists, engages our community, and revitalizes our local economy. An app like this will future proof Redondo Beach.

On behalf of
The CulturalArts Commission,
thank you for your time.

RESOLUTION NO. 2026-05-PCR- 07
2026-2031 CIP CONSISTENCY WITH GENERAL PLAN
PAGE NO. 1
RESOLUTION NO. 2026-05-PCR-07

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF

REDONDO BEACH, CALIFORNIA, FINDING THAT THE PROPOSED
2026-2031 CAPITAL IMPROVEMENT PROGRAM ( CIP) IS

CONSISTENT WITH THE ADOPTED GENERAL PLAN OF THE CITY
OF REDONDO BEACH, AS REQUIRED BY SECTION 65401 OF THE

CALIFORNIA GOVERNMENT CODE
WHEREAS, Section 65401 of the California Government Code requires that the Planning Agency" ( i.e. Planning Commission) of a municipality review any Capital Improvement Program ( CIP) within its jurisdiction for conformance with the adopted General Plan for the jurisdiction; and
WHEREAS, at its duly noticed regular public meeting on May 21st, 2026 the Planning Commission of the City of Redondo Beach reviewed the proposed 2026-2031 CIP for the City as to its conformance and consistency with the adopted City of Redondo Beach General Plan; and
WHEREAS, the projects proposed reflect the need for public roadways, public utilities and other community facilities during the next five-years in concert with the provisions of the General Plan.

NOW, THEREFORE, THE PLANNING COMMISSION OF THE CITY OF
REDONDO BEACH DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The City of Redondo Beach’ s General Plan, Land Use Element, Conservation, Recreation and Parks, and Open Space Elements, Utilities Element, and Circulation Element include numerous Goals, Objectives, and Policies that reflect the need for the continuation of existing and the development of new public service and recreation uses and facilities, utility infrastructure, and transportation facilities.

SECTION 2. The proposed 2025-2030 CIP for the City of Redondo Beach includes numerous projects in support of existing and new public service and recreation uses and facilities, utility infrastructure, and transportation facilities and is therefore consistent with the adopted General Plan for the City of Redondo Beach, pursuant to Section 65401 of the California Government Code.

SECTION 3. The Planning Commission shall forward a copy of this resolution to the City Council so the Council will be informed of the action of the Planning Commission.

RESOLUTION NO. 2026-05-PCR- 07
2026-2031 CIP CONSISTENCY WITH GENERAL PLAN
PAGE NO. 2
PASSED, APPROVED AND ADOPTED this 21st day of May, 2026.

Wayne Craig, Chair
Planning Commission
City of Redondo Beach
ATTEST:

STATE OF CALIFORNIA )

COUNTY OF LOS ANGELES ) SS

CITY OF REDONDO BEACH )
I, Marc Wiener, Community Development Director of the City of Redondo Beach, California, do hereby certify that the foregoing Resolution No. 2026-05-PCR-07 was duly passed, approved, and adopted by the Planning Commission of the City of Redondo Beach, California, at a regular meeting of said Planning Commission held on the 21st day of May, 2026 by the following roll call vote:

AYES:

NOES:

ABSENT:

Marc Wiener, AICP
Community Development Director
APPROVED AS TO FORM:

City Attorney’ s Office
Budget
FY 2026- 27
BRR #48

CITY OF REDONDO BEACH
Budget Response Report
48 June 16, 2026
Question:

What options are available to audit leases in the Harbor area on a cost recovery basis? Response:

The Waterfront and Economic Development Department (WED) administers leases for property and facilities within the Redondo Beach Harbor Enterprise area. Property within the waterfront is leased to private sector entities that pay rent to the City using a base rent or percentage of gross sales structure. Lessees must report all gross sales and rental revenues to the City to ensure the accuracy of the rent calculations. As the landlord, the City has a fiduciary duty to ensure lease compliance by its private sector tenants, and the lease agreements include language that entitle the City to audit and investigate the accuracy of reports detailing the amount of rent paid. The City manages leases in coordination with Concord Property Management, which collects and remits lease revenue on the City’s behalf and provides monthly financial reporting to the City.

The City has historically conducted at least one Harbor Enterprise leasehold sales and revenue examination annually through an agreement with Lance, Soll & Lunghard, LLP LSL). The audits use agreed-upon procedures to examine tenant financial records and verify that reported revenues are consistent with amounts owed to the City under the terms of each lease. These audits are comprehensive in nature, and staff intends to continue the practice.

In addition to this service, the City has an interest in exploring a broader cost-effective audit of Harbor area lease revenue. Through initial research, staff has identified at least two external partners with the appropriate expertise that are willing to perform the work on a cost-recovery basis. This would mean that the selected firm would collect a percentage of any revenue identified and recovered on the City’s behalf, rather than receiving a direct payment from the City for the audit review. The benefit of this arrangement is that it requires no expenditure outlay, and the City would not pay for audits that do not result in revenue collection. It should be noted that the arrangement could also incentivize firms to be more aggressive than they might otherwise be in their audit approach. With this in mind, staff would monitor the consultant to ensure that the approach and the investigations pursued are consistent with the City’s intent and the clear language of the lease.

If the City Council is interested in proceeding with collection / commission-based audits, staff would return at a later date with more detailed information regarding vendor options and pricing.

Budget
FY 2026- 27
BRR #49 (Revised)