Redondo Beach City Council
October 20, 2026

Artesia / Aviation Boulevard
Consulting Services Deliverables
Prepared for:

City of Redondo Beach
Prepared by:

Advisors Real Estate Asset Services
California, Inc.

June 24, 2026
Artesia/Aviation Boulevard Corridor – Project Deliverable Contents

1. Parcel Map Detail

2. Prospect List of Parcels, Redevelopment & Assemblage

3. Artesia / Aviation Boulevard Interactive Parcel Map

4. Void Analysis

5. Tenant Recruitment Strategy

6. Summary Recommendations Planning and Land Use

Parcel Number

ARTESIA
Property Address
Property
Type/Description Recorded Owner True Owner Contact Contact Phone Contact Email Contact Address City State Zip Tenants Availability
(y/n)
Lot Size
(acres)
Redevelopment
Potential (1 to 5)
Priority
Ranking
Inside AACAP
Activity Node
(y/n) Notes
4156-004-002 1806 Artesia Blvd Office 1806-12 Artesia LLC Chris Caras Los Angeles, CA 90010 School of Rock (300 sf) no 0.15 4 Medium no Medical Office/Dentistry. Potential opportunity for
redevelopment with neighbor (1808-1812). Both
parcels owned by LA based real estate broker.
4156-004-001 1808-1812 Artesia Blvd Office 1806-12 Artesia LLC Chris Caras Los Angeles, CA 90010 Posek & Donlevy (1050 sf), Dr.

Paul's Immediate Care (750 sf), Rcs
Properties Inc Health Care & Social
Assistance / Real Estate
yes
Possible 1000
SF 0.30 4 Medium no
Potential opportunity for redevelopment with
neighbor (1806). Both parcels owned by LA based
real estate broker.
4157-001-022 1900-1910 Phelan Ln Office Mchugh Maria T P Living Trust Gold Health & Safety Consulting
Inc. no 0.10 3 Medium yes
Zoned RBR-3. Retailer with more than one nonretail use. Borrower possibly in default so opportunity for development is there. But due to
location being off of the main Artesia street there
is less value in development unless combined with
adjacent smoke shop lot, which is Artesia facing.
4156-003-021 1900 Artesia Blvd Office Fischer Trust Encino, CA 91436 Tide Cleaners (2000 sf), Starbucks no 0.60 2 Medium yes The lot is large allowing for a redevelopment
opportunity but unlikely due to tenant occupants:

Starbucks and Tide Cleaners. The structure is well
maintained.
4155-029-074 1919 Artesia Blvd.

Freestanding chain
restaurant First Realty Capital Inc Leon Schneider Los Angeles, CA 90067 Chick-fil-A no 0.66 2 Medium yes Newer Chick-fil-A. Not a candidate for
redevelopment
4155-029-023 1921 Artesia Blvd
Single family residence
rented as retail AJ Plus Six LLC Darcy Hardin Redondo Beach, CA 90278 Chiropractor no 0.13 4 Medium yes Single family home. No obvious impediments to
redevelopment. No direct contact with the owner.
4156-003-805 1926 Artesia Blvd Specialty
S B OF E PAR 1 MAP 148-19-488;
SO CALIF EDISON CO Southern California Edison (845 sf) no 0.80 1 Medium yes Utility owned and operated. No direct contact
made.
4155-029-033 1927 Artesia Blvd
Multi story apartment
bldg. T&S Investment LLC Teddy He Redondo Beach, CA 90278 MF 7 Units (1 1BR, 4 2BR, 2 3BR) +
Kaden Chiropractic Suite 7 no 0.15 2 Medium yes
Mixed-use resi/retail property. Owner states
performing well, no desire to redevelop.
4155-029-025 1935 Artesia Blvd Multi story motel Sukha Incorporated Sandeep Patel Redondo Beach, CA 90278 28 Rooms no 0.30 2 yes Hotel has operated profitably for 40+ years. Not a
cost effective redevelopment.
4155-029-070 1951 Artesia Blvd
Multi story retail and
professional bldg. Joseph & Araxi Bezdjian Trust Joseph Bezdjian San Mateo, CA 94402 Muun Chi, Tru Center, Smileworks
Med, Inspire South Bay and others
yes
Possible lease
space(s) 0.61 2 Low yes
"Redondo Collection" professional Bldg. Owner
nonresponsive (unable to confirm phone and
email). Project is an unlikely candidate for
redevelopment given its scale and number of lease
commitments.
4155-029-028 1969 Artesia Blvd
Single story,
freestanding restaurant Virginia Albert Trust Virginia Albert Torrance, CA 90503 Las Brisas Mexican Restaurant no 0.29 3 Low yes Owner occupied operating restaurant. No
communication with owner regarding interest in
selling or redevelopment.

Excel File Attached
1 Artesia/Aviation Boulevard Corridor - Project Deliverable Prospect List of Parcels with Potential Redevelopment & Assemblage Opportunity June 24, 2026
To The City of Redondo Beach,
AREAS compiled a priority Prospect Parcel List based on the Parcel Map Detail that identified high-potential redevelopment sites categorized by availability, redevelopment suitability, and ownership capacity to sell (i.e., unencumbered by restrictive leases, corporate restraints, or external circumstances). Combined with an evaluation of parcel continuity, assemblage feasibility, existing land utilization efficiency, parking, corridor visibility and frontage, access and circulation characteristics, multifamily and mixed-use redevelopment viability, entitlement and environmental constraints, and the city’s current and proposed land use and zoning ordinances.

AREAS also took into consideration the high concentration of local and long-term ownership which could impact holdout periods due to legacy family ownership, lowbasis long-term ownership, and emotionally attached property owners. Unsolicited offers will likely be required as current ownership may not actively list their property or search for alternatives.

In relation to the existing lessees within the corridor, AREAS first identified, the categories of businesses most aligned with the redevelopment outlook and that would be most accretive to the City’s long-term objectives. The categories centered around foot traffic/activation, destination locations, local business retention, independent retailers, extended visitor uses, residential support, mixed-use activation, and increased housing support. Some categories included: community-oriented services (i.e., pet support), Boutique fitness/wellness (i.e., private gyms), Neighborhood restaurants, local/specialty (i.e., weddings), and daily use (i.e., UPS Store). Businesses less aligned centered around smoke shops, transactional retail, and auto oriented uses. Then AREAS cross referenced the supportive business categories with the existing lessee profile and discovered a high volume of multiple repetitive small businesses that fell within the same categories. It was determined the most efficient and effective approach in addressing existing lessees was to postpone lessee contact and discussions until the redevelopment opportunity zones are determined and a high-level strategy engaged for execution.
*****
2 AREAS conducted an analysis to identify the factors most likely to indicate the areas with strongest redevelopment potential.

AREAS performed a high-level analysis of corridor segments (redevelopment opportunity zones) with the greatest potential for redevelopment or assemblage solely based on parcel characteristics and ranked them according to the following:

Very High/High Potential: Strong assemblage leverage, zoning upside, underutilization, frontage, access, parking ratio inefficiencies, ownership fragmentation, or opportunity zone/transit adjacency.

Medium Potential: Viable with constraints such as existing income stream, irregular parcel layouts, tenant issues, environmental exposure, entitlement risk, or limited scale.

Low Potential: Weak economics, difficult ownership structure, constrained zoning, superior existing use, poor ingress/egress, or limited strategic value.

Then, all parcels were ranked based on the Redevelopment Potential, Availability, and Notes columns from the Parcel Map Detail gathered from AREAS expertise, site visits, and ownership engagement. The ranking is explained below with (A) representing the highest potential and (F) representing the lowest potential.

A. Redevelopment Potential with a rating of 5 coupled w/ availability (sale or lease) B. Redevelopment Potential with a rating of 4 coupled w/ availability (sale or lease) C. Redevelopment Potential with a rating of 5
D. Redevelopment Potential with a rating of 4
E. Redevelopment Potential with a rating of 3 with a unique feature increasing probability of redevelopment potential
F. Parcel with vacant leasing space could lead to higher probability of landlord amenable to sale.

The ranked parcels are highlighted within each redevelopment opportunity zone to further support the zone potential and priority parcel pursuit. It is important to reference the notes from the Parcel Master List for specific parcel information highlighted within the nodes which may contain benefits or obstacles impacting probability, timing, and execution.

Note: Parcels within the Activity Nodes are denoted in italics within the report below (i.e., 1919 Artesia)
*****
3 REPORT
This report provides a strategic redevelopment and assemblage assessment of the Artesia and Aviation Boulevard corridor within Redondo Beach. The purpose of this analysis is to identify parcels and corridor segments with the greatest potential to support revitalization, mixed-use redevelopment, housing production, economic growth, and long-term tax base enhancement. The corridor’s strongest opportunities emerge where contiguous frontage exists, parking inefficiencies are greatest, assemblage potential is strongest, and visibility and circulation advantages unite.

Redevelopment Points:

Parcel Fragmentation - Numerous corridor segments contain multiple individually owned parcels with relatively small footprints. While fragmentation can complicate redevelopment in the short term, it can create long-term assemblage opportunity by allowing phased acquisition, reducing institutional ownership barriers, creating incremental control opportunities, and supporting value creation through consolidation.

Fragmented ownership is particularly favorable when contiguous frontage can eventually be assembled into larger redevelopment blocks.

Surface Parking Inefficiency - The corridor appears to contain areas dedicated to lowefficiency surface parking, redundant circulation areas, and outdated parking ratios. In many urban redevelopment environments, parking fields represent one of the largest unrealized sources of land value. Potential opportunities include structured parking replacement, shared parking strategies, reduced parking ratios where permitted, residential-over-retail redevelopment, and enhanced pedestrian-oriented site planning.

FAR/Land Utilization Gaps - Many properties along the corridor likely operate below market FAR levels. This often indicates strong long-term redevelopment potential, particularly where housing demand and mixed-use policy initiatives continue to increase.

Visibility & Frontage - Corner parcels and contiguous frontage hold the strongest strategic value due to signage opportunities, retail activation potential, increased leasing visibility, improved access, and strong redevelopment identity creation. *****
4 ARTESIA BOULEVARD
The analysis identified four primary redevelopment opportunity zones of high priority:

1. 2300–2423 Artesia Boulevard

2. 2600–2623 Artesia Boulevard/Perkins Node

3. 2700–2772 Artesia Boulevard

4. 2500–2525 Artesia Boulevard/Mathews Avenue
______________________________________________________________________

1. VERY HIGH: 2300–2423 Artesia Boulevard
Represents the strongest redevelopment opportunity identified in the analysis for district-scale transformation and long-term institutional redevelopment interest.

Included Parcels within range:
2300 Artesia, 2301-2315 Artesia, 2302 Artesia, 2304 Artesia, 2308 Artesia, 2310 Artesia, 2312 Artesia, 2316 Artesia, 2318 Artesia, 2400 Artesia, 2401 Artesia, 2404 Artesia, 2407-2409 Artesia, 2411 Artesia, 2414 Artesia, 2415 Artesia, 2416-2418 Artesia, 2417 Artesia, 2419-2421 Artesia, 2422 Artesia, 2423 Artesia AREAS ranked parcels:
• 2300 Artesia (E): Current vacancy
• 2422 Artesia (B): Activity node, current vacancy, age/condition of building Characteristics:
• Contiguous frontage
• Corner parcels
• Multiple small/well matched
assemblage parcels
• Favorable redevelopment scale
• Arterial visibility
• Internally connected lots through
shared parking/lanes
• Underutilized FAR capacity
• Underutilized commercial land
patterns
5 Potential redevelopment types:
• Mid-rise mixed-use residential
• Workforce housing
• Retail village concepts
• Adaptive reuse commercial
• Structured parking integration
• Public plaza or pedestrianoriented environments
Assembled redevelopment sites could support:
• Institutional-grade development
• More efficient parking layouts
• Stronger circulation planning
• Improved pedestrian activation
Recommended Assemblage Strategy:

1. Acquire corner parcels

2. Secure parking heavy properties

3. Target underperforming commercial assets

4. Expand frontage continuity

5. Secure rear circulation access where possible

6. Finalize interior parcels and holdout negotiations
______________________________________________________________________

2. HIGH: 2600–2623 Artesia Boulevard/Perkins Node
Represents one of the corridor’s strong operational redevelopment opportunities due to rear access and favorable site planning flexibility. Several parcels support depth assemblage configurations to create improved redevelopment layout, reduced circulation conflicts, and improved development efficiency to support master planned assemblage.

Included Parcels within range:
2600 Artesia, 2601-2605 Artesia, 2604 Artesia, 2606 Artesia, 2607 Artesia, 2610 Artesia, 2611 Artesia, 2612 Artesia, 2613 Artesia, 2614 Artesia, 2615-2617 Artesia, 2618 Artesia, 2620 Artesia, 2621 Artesia, 2622 Artesia, 2623 Artesia, 2003-2005 Perkins
6 AREAS ranked parcels:
• 2600 Artesia (E): Larger lot, single tenancy
• 2607 Artesia (D): Bldg. condition, combine w/ near parcels, succession transfer • 2611 Artesia (D): Owner open to participate in redevelopment • 2614 Artesia (D): Possible parcel assemblage
• 2618 Artesia (B): Vacant lease space, building condition • 2620 Artesia (D): Owner open to participate in redevelopment • 2623 Artesia/2003-2005 Artesia (C): 5 parcel assemblage, open to purchase Characteristics:

The Perkins Lane interface materially improves:
• Loading functionality
• Fire access
• Parking design efficiency
• Residential circulation planning
• Podium development feasibility
Potential redevelopment types:
• Mixed-use residential
• Workforce multifamily
• Residential over retail
• Mid-density redevelopment
Strategy: Prioritize acquisition of rear-access parcels early as these properties often become more valuable during redevelopment planning.
______________________________________________________________________

3. HIGH: 2700–2772 Artesia Boulevard
Represents a section suited for larger-format redevelopment opportunities and longerterm corridor transformation.

Included Parcels within range:
2700 Artesia, 2701 Artesia, 2702 Artesia, 2703-2705 Artesia, 2706-2708 Artesia, 2709 Artesia, 2714 Artesia, 2720 Artesia, 2740 Artesia, 2772 Artesia 7 AREAS ranked parcels:
• 2700 Artesia (C): Slow down in activity, ownership retirement • 2706-2708 Artesia (D): Bldg. condition
• 2709 Artesia (A): Vacant lease space, ownership interest to sale Characteristics:
• Larger parcels*
• Multi parcel ownership
• Strong parking conversion
opportunity
• Better economies of scale
*Larger sites improve structured parking feasibility, internal circulation redesign, and site planning flexibility
Potential redevelopment types:
• Larger mixed-use developments
• Adaptive commercial campuses
• Residential/commercial hybrid
• Mobility oriented redevelopment
______________________________________________________________________

4. HIGH: 2500–2525 Artesia Boulevard/Mathews Avenue
This node benefits from strong corner layout and gateway visibility.

Included Parcels within range:
2500 Mathews, 2500 Artesia, 2501 Artesia, 2502 Artesia, 2512 Artesia, 2515 Artesia, 2518 Artesia, 2520 Artesia, 2522 Artesia, 2525 Artesia
AREAS ranked parcels:
• 2500 Artesia (B): For sale, activity node
• 2501 Artesia (B): Vacant space, activity node, owner interest in redevelopment • 2512 Artesia (F): Vacant space, activity node
8 Characteristics:
• Prominent visibility
• Corner lot & side street access
• Ingress/egress flexibility
• Improved exposure potential
• Suitable for ground-floor retail
• Small adjacent parcels to create
land consolidation
Potential redevelopment types:
• Mixed-use or multifamily
• Residential over retail
• Community serving retail
• Hospitality oriented activation
______________________________________________________________________ The analysis identified three redevelopment opportunity zones as medium priority:

1. 2000-2123 Artesia Boulevard

2. 2201-2233 Artesia Boulevard

3. 1806-1972 Artesia Boulevard
______________________________________________________________________

1. MEDIUM: 2000–2123 Artesia Boulevard
Represents some constraints relative to inconsistent parcel depth and achievable scale.

Included Parcels within range:
2000 Artesia, 2001 Artesia, 2006 Artesia, 2007 Artesia, 2007 Perkins, 2008 Artesia, 2009-2011 Artesia, 2012 Artesia, 2013 Artesia, 2019 Artesia, 2020 Artesia, 2021 Artesia, 2023 Artesia, 2100 Artesia, 2101-2105 Artesia, 2107 Artesia, 2110 Artesia (A), 2110 Artesia (B), 2114 Artesia, 2115 Artesia, 2116 Artesia, 2120 Artesia, 2123 Artesia AREAS ranked parcels:
• 2001 Artesia (F): Vacant space, activity node
• 2006 Artesia (E): 2 parcels w/ shared drive, activity node • 2007 Perkins (D): 5 parcel assemblage, activity node
• 2008 Artesia (E): See 2006 Artesia
• 2009-2011 Artesia (D): Activity node, no impediments to redevelopment 9 • 2013 Artesia (D): Age, neighboring vacant space, activity node • 2019 Artesia (A): Vacant space for years, building condition, activity node • 2021 Artesia (D): Storefront retail on street, activity node • 2123 Artesia (D): Owner interest in redevelopment
Characteristics:
• Incremental redev. opportunity
• Frontage continuity
• Smaller assemblages
• More fragmented ownership
Potential redevelopment types:
• Smaller mixed-use infill
• Selective land banking
• Adaptive reuse modernization
• Incremental assemblage activity
______________________________________________________________________

2. MEDIUM: 2201-2233 Artesia Boulevard
Included Parcels within range:
2201 Artesia, 2202 Artesia, 2205 Artesia, 2206-2206 ½ Artesia, 2206-2220 Artesia, 2207 Artesia, 2215-2221 Artesia, 2215 Artesia, 2223-2225 Artesia, 2226 Artesia, 2227 Artesia, 2233 Artesia
AREAS ranked parcels:
• 2206-2220 Artesia (C): Possible owner default
• 2226 Artesia (C): Possible owner default
Characteristics:
• Mid-block assemblage potential
• Contiguous commercial parcels
• Some properties already
aggregated
Potential redevelopment types:
• Boutique mixed-use • Neighborhood retail positioning
10 3. MEDIUM: 1806-1927Artesia Boulevard
Included Parcels within range:
1806 Artesia, 1808-1812 Artesia, 1900-1910 Phelan, 1900 Artesia, 1919 Artesia, 1921 Artesia, 1926 Artesia, 1927 Artesia
AREAS ranked parcels:
• 1806 Artesia (D): 2 parcels/same ownership
• 1808-1812 Artesia (B): Vacant space, 2 parcels/same ownership • 1900-1910 Phelan (E): Possible default, activity node • 1921 Artesia (D): Singel family home, activity node
Characteristics:
• Early corridor positioning could
be valuable
• Some continuity exists
• Opportunity for gateway branding
Potential redevelopment types:
• Selective acquisitions • Land banking
______________________________________________________________________ The analysis identified remaining parcels as low priority as they are standalone acquisitions without immediate assemblage leverage, limited redevelopment scale, and lower negotiating leverage.

AREAS ranked parcels:
• 1951 Artesia (F): Vacant space, activity node
• 1981 Artesia (D): Parcel & adjacent lot under same ownership, activity node • 1987-1989 Artesia (D): Owns adjacent lot 1981, activity node • 1995-1997 Artesia (D): Corner lot, condition
*****
11 AVIATION BOULEVARD
Compared with the Artesia corridor, the Aviation corridor demonstrates stronger linear redevelopment continuity, larger concentrations of frontage parcels, greater opportunity for phased corridor transformation, stronger potential for mid-density mixed-use redevelopment, and higher likelihood of institutional assemblage interest.

The analysis identified three primary redevelopment opportunity zones (Very High, High, Medium):

1. 1500–1636 Aviation Boulevard

2. 1200–1426 Aviation Boulevard

3. 1700–1740 Aviation Boulevard
______________________________________________________________________

1. VERY HIGH: 1500-1636 Aviation Boulevard
Represents the strongest long-term redevelopment opportunity due to parcel continuity, assemblage scale, frontage consistency, and redevelopment flexibility, large enough to support institutional redevelopment or phased acquisition.

Included Parcels within range:
1500 Aviation, 1501 Aviation, 1509-1515 Aviation, 1512 Aviation, 1520 Aviation, 1535 Aviation, 1603 Aviation, 1604 Aviation, 1616 Aviation, 1620 Aviation, 1623 Aviation, 1625 Aviation, 1630 Aviation, 1632 Aviation, 1633 Aviation, 1635 Aviation, 1636 Aviation
AREAS ranked parcels:
• 1500 Aviation (C): Corner lot, possible assemblage w/ vacant space next door • 1501 Aviation (B): Vacant space, building condition
• 1512 Aviation (A): Vacant space, 4 generation ownership • 1520 Aviation (D): Prime corner lot
• 1535 Aviation (D): Prime corner lot
• 1603 Aviation (F): Vacant space
• 1620 Aviation (D): Good corner lot
• 1635 Aviation (D): Good corner lot
12 Characteristics:
• Frontage continuity
• Strong assemblage layout
• Redevelopment of compatible
parcels
• Higher redevelopment scale
potential
• Likely underutilized commercial
land patterns
Potential redevelopment types:
• Mixed-use multifamily
• Workforce housing
• Residential over retail
• Medical/professional office hybrid
• Neighborhood serving retail
• Mobility oriented redevelopment
Assembled redevelopment sites could support:
• Institutional scale redevelopment
• Cohesive site planning
• Consolidated development
• Residential podium development
• Larger mixed-use product
• Improved circulation design
Recommended Assemblage Strategy:

1. Acquire corner parcels, parking heavy sites, underperforming commercial properties

2. Expand frontage continuity and internal circulation

3. Complete remaining holdout negotiations after mass control is established ______________________________________________________________________

2. HIGH: 1200-1426 Aviation Boulevard
Represents strong incremental redevelopment potential and corridor modernization opportunities.

Included Parcels within range:
1200 Aviation (A/B), 1207 Aviation, 1212-1214 Aviation, 1312 Aviation, 1316 Aviation, 1318-1322 Aviation, 1328 Aviation, 1400 Aviation, 1401 Aviation, 1406 Aviation, 1415 Aviation, 1416 Aviation, 1421 Aviation, 1426 Aviation
13 AREAS ranked parcels:
• 1200 A/B Aviation (E): 3 holdings, own entirety of frontage, open to renovation • 1300 Aviation (D): Single tenant w/ 2026 lease expiration, age • 1312 Aviation (D): Block frontage, corner lot assemblage opportunity • 1316 Aviation (D): Interest in redevelopment
• 1400 Aviation (D): Assemblage opportunity w/ 1406
• 1401 Aviation (D): Possible anchor to a larger assemblage • 1406 Aviation (B): Experienced investor/owner, open to sale or redevelopment • 1415 Aviation (D): Assemble well w/ corner lot 1421
• 1421 Aviation (D): Assemble well a/ lot 1415
Characteristics:
• Arterial exposure
• Corridor identity potential
• Gateway positioning
• Parcels capable of mid-block
assemblage
Potential redevelopment types:
• Residential over retail
• Adaptive commercial reuse
• Small to mid-scale mixed-use
projects
______________________________________________________________________

3. MEDIUM: 1700-1740 Aviation Boulevard
Included Parcels within range:
1700-1740 Aviation, 1720-1740 Aviation
AREAS ranked parcels:
• 1720-1740 Aviation (A): Largest vacant space on the Aviation/Artesia corridor 14 Characteristics:
• Larger parcels
Potential redevelopment types:
• Larger mixed-use campus
• Residential commercial hybrid
• Mobility oriented commercial
• Adaptive reuse commercial
______________________________________________________________________ The analysis identified remaining parcels as low priority as they are standalone acquisitions without immediate assemblage leverage, limited redevelopment scale, and lower negotiating leverage.

AREAS ranked parcels:
• 1431 Aviation (D): Owner occupant, open to sale
• 1441-1443 Aviation (D): Open to sale, relationship w/ 1449 (lead to assemblage) • 1449 Aviation (D): Owner occupant, shared parking w/ 1441-1443, (see above) *****
15 Conclusion:

The Artesia and Aviation corridors already contain conditions typically associated with successful urban reinvestment, including strong regional access, sustained housing demand, underutilized commercial parcels, and multiple opportunities for assemblage, mixed-use redevelopment.

The City has taken important initial steps through the AACAP, zoning modernization, parking reforms, and latest Q1 2026 Land Use Element and Zoning Ordinance amendments. The next phase requires transitioning into active implementation through economic feasibility enhancements, parking modernization, assemblage facilitation, public realm investment, developer recruitment, entitlement streamlining, and signature project delivery.

The Artesia and Aviation corridor presents a significant opportunity for long-term reinvestment and urban revitalization within Redondo Beach. With coordinated planning, strategic assemblage activity, and supportive redevelopment policy alignment, the corridor has the potential to evolve from an auto-oriented commercial corridor into a mixed-use district that supports the City’s long-term economic and community development objectives.

Information contained herein was received from sources we consider reliable, however, is not guaranteed.

Artesia/Aviation Boulevards Interactive Parcel Ownership Map All Properties
Sample For Reference
Interactive HTML Provided On-Line
Information contained herein was received from sources we consider reliable, however, is not guaranteed.

Artesia/Aviation boulevards Interactive Parcel Ownership Map Hover and Click to Property Records.
1 1994
2026

RETAIL VOID ANALYSIS REPORT
Artesia/Aviation Boulevard Corridors
Prepared for:

The City of Redondo Beach
Prepared by:

Advisors Real Estate Asset Services California, Inc.

Information contained in this report was obtained from sources deemed to be reliable, however, not guaranteed due to market volatility and timing. All records should be confirmed prior to the execution of legally binding documents relying on the information herein.

January 2026
2 RETAIL VOID ANALYSIS REPORT
Artesia/Aviation Boulevard Corridor - City of Redondo Beach

1. Introduction
A void analysis is a structured method used in commercial real estate to identify which retail brands, categories, or services are missing from a specific trade area. It is a market‑gap diagnostic that evaluates existing retail supply to reveal voids and unmet opportunities.

A retail void analysis shows which retail brands are missing in a specific area. It identifies gaps in locations that a business could fill, using location data and nearby retailer mapping. It helps stakeholders avoid market saturation, reduce risk, and make better site‑selection decisions. Businesses that are not located in the market represent an opportunity to bring new business to the market.

While this void analysis focuses on the Aviation/Artesia Blvd. Corridor, the raw data gathered for the void analysis was designed to be applicable to the entire Redondo Beach Trade Area. Additional reports can be prepared for other Redondo Beach submarkets if the city desires.

2. Executive Summary
This Void Analysis evaluates retail gaps and opportunities within the Greater Redondo Beach Trade Area, with a particular focus on the Artesia/Aviation Boulevard Corridor.

The analysis compares retail brands operating within an approximately 2.25-mile trade area to comparable brands operating elsewhere in California and adjacent states. The objective is not only to identify retailers absent from the trade area, but to assess which of those brands are realistically compatible with the physical, economic, and functional characteristics of the Artesia/Aviation Boulevard Corridor.

Using 84 retail business categories, the analysis identified approximately 2,870 retail brands operating within the broader California market, of which roughly 1,920 brands are not currently present within the Greater Redondo Beach Trade Area and are therefore classified as “voided.” Recognizing that absence alone does not equate to market suitability, these results were refined to 18 Target Business Categories selected for their alignment with the Artesia/Aviation Boulevard Corridor’s role as a neighborhood-serving, convenience-oriented retail environment. These targeted categories include fitness, food service, personal services, daily-needs retail, and select experiential uses capable of functioning in an auto-oriented corridor with moderate rents and strong vehicle exposure.

To further improve the actionability of the analysis, brands within the targeted categories were evaluated against corridor-specific site selection criteria, including access, parking, visibility, rent sensitivity, and trip purpose. Retailers were then organized into a three-tier framework reflecting their likelihood of locating in the Artesia/Aviation Boulevard Corridor under existing conditions or with incremental public and private investment.

Tier 1 brands represent strong near-term opportunities that align with current corridor conditions. Tier 2 brands are conditionally compatible, requiring higher-quality sites, co- 3 tenancy, or modest corridor enhancements. Tier 3 brands are aspirational and require more substantial changes to the corridor’s physical environment, branding, or development pattern to be feasible.

This tiered approach provides a practical roadmap for interpreting the Void Analysis results and translating them into implementable retail attraction strategies. It allows the City and private stakeholders to distinguish between immediately achievable opportunities and longer-term goals tied to corridor reinvestment and repositioning.

3. Summary of Void Analysis Data
The analysis utilized 84 Retail Business Categories of brands to catalog and compare businesses within the trade area.

The data set includes:
• 2,870 total businesses analyzed
• 1,920 voided businesses (not operating trade area)
• 45 additional brands typically found in multi-submarket trade areas but absent from the Artesia/Aviation Corridor
• 18 of the categories were targeted as most compatible within the corridor The full data set is contained in the following appendices:
• Appendix A: Raw Retail Void Analysis - compares businesses in 84 Retail Business Categories (Appendix B) within the Greater Redondo Beach Trade Area (the Void Target) with the same categories operating in the Greater California Trade Area, defined as California and adjacent states. • Appendix B: Retail Business Categories - utilized in the Void Analysis • Appendix C: Voided Businesses by Business Category and Brand • Appendix D: Retail Brands in Targeted Business Categories - compatible with the Artesia/Aviation Blvd. Corridor submarket
4 Below are the categories analyzed: Number of “Voided” businesses (not present in the trade area) in each category are shown in parenthesis (# of brands).

Category Category
Ag & Industrial EQ + Supplies (65) Insurance (11)
Agricultural Feed + Seed (1) Jewelry (36)
Amusement (28) Lending (10)
Auto Service, Parts, + Tires (69) Mass Merchant (3)
Banks + Financial Services (18) Mattress Store (3)
Books (1) Misc. Health Supplies + Services (60)
Cannabis Retail (15) Music (2)
Car + Truck Rentals (10) Natural Gas Suppliers (1)
Car Wash (14) New/Used Car Dealers (45)
Catering (1) Nursing Care (1)
Child Care (13) Office Supplies (3)
Cleaning (11) Optical (16)
Clothing - Children’s (3) Pet Health + Care (19)
Clothing - Family/Unisex (82) Pet Stores + Supplies (11) Clothing - Men’s (27) PT + Rehabilitation (9)
Clothing - Women’s (61) Printing, Copying + Publishing (9) Commercial Properties (53) Restaurant - Bakery/Desserts (73) Communications, incl.Cellular (9) Restaurant - Bar/Pub (5) Computers + Consumer Elec. (13) Restaurant - Buffet (1) Convenience Store (5) Restaurant - Casual (98)
Cosmetics + Beauty Supplies (27) Restaurant - Coffee/Tea (43) Dental (9) Restaurant - Family (1)
Department Store (9) Restaurant - Fast Casual (110)
Discount Stores (2) Restaurant - Fine Dining (22)
Drug Stores + Pharmacies (4) Restaurant - Juice Bars (118) Electronic Components (1) Restaurant - Qsr/Fast Food (82) Ev Charging Stations (2) Restaurant Group (3)
Flowers (6) Schools, Tutoring, + Education (31)
Food Retail (Non-Grocers) (20) Seasonal (1)
Footwear (33) Senior Living (14)
Furnishing Rentals (4) Shared Offices + Coworking (6)
Furnishings (45) Shipping (22)
Gas Stations (13) Spa, Massage, + Esthetics (40)
Gifts (4) Sports + Recreation (52)
Grocery (46) Staffing/Employment (9)
Gyms + Fitness Facilities (57) Storage (20)
Hair (16) Tax Services (1)
Hearing Care (4) Theatres (15)
Home + Housewares (17) Travel (3)
Home Impr. + Building Supplies (69) Used Products (14)
Hospitals, Urgent Care, + Doctors (35) Vitamins, Nutrition, & Supplements (5) Hotels (111) Weight Loss (2)
5 4. Target Business Categories
The 84 Retail Business Categories were then culled to 18 Target Categories chosen for the likelihood of success in the Corridor and potential to enhance the retail environment:

Category Category
Amusement (27) Restaurant - Qsr/Fast Food (82)
Communications, incl. Cellular (9) Shared Offices + Coworking (6) Gyms + Fitness Facilities (57) Spa, Massage, + Esthetics (40) Pet Stores + Supplies (11) Sports + Recreation (52)
Restaurant - Bakery/Desserts (73) Theatres (15)
Restaurant - Casual (98) Travel (3)
Restaurant - Coffee/Tea (43) Used Products (14)
Restaurant - Fast Casual (110) Vitamins, Nutrition, & Supplements (5) Restaurant - Juice Bars (118) Weight Loss (2)
Voided Brands in these Targeted Categories were then subjected to the Analysis below.

5. Analysis
For a Void Analysis to be most actionable it must be interpreted in the context of individual submarkets. Simply being absent from a trade area or submarket does not mean an identified retailer is willing to locate there. Retailers evaluate trade areas and submarkets based on various metrics:
• Population density
• Traffic counts
• Business access & circulation
• Income (including “spend by category”)
• Existing competition
• Desirable co-tenants
• Availability of suitable real estate and its associated parking.

Cities can enhance trade area rankings of retailers by creating new environments, upgrading existing submarkets and creating new ones. Increased population density, walkability, improved aesthetics, redeveloping and replacing existing structures and grouping coveted co-tenants together are examples of what can be done to enhance existing environments. Cities incentivize these outcomes with targeted zoning, public infrastructure improvements, public messaging and streamlined permit processing. The importance of this last condition can’t be overstated. The impact of incentives, infrastructure and messaging will be compromised if developers don’t perceive they will have a predictable, fair and efficient path to permits.

The city expressed a desire to upgrade the Corridor to attract businesses of a higher caliber. The interpretation of the Void Analysis, and the retailers it identifies, has been calibrated to the Artesia/Aviation Blvd. Corridor as it exists today, before any upgrades.

What follows is a characterization of the Artesia/Aviation Blvd. submarket with the most common metrics used for retail site selection today.
6 6. Trade Area Description
The Greater Redondo Beach Trade Area is defined as a 2.25-mile radius centered at 5326 Spencer Street, Torrence, CA. This trade area is further delineated into the following retail submarkets:
• Artesia/Aviation Boulevard Corridor
• South Bay Galleria Area
• Pacific Coast Highway (PCH) Corridor
• Riviera Village
• Waterfront Pier and Harbor Area
• King Harbor Marina Area
7 7. Artesia/Aviation Boulevard Corridor Profile
The Artesia/Aviation Blvd. Corridor functions as Redondo Beach’s primary neighborhood services and commuter retail corridor. It is auto-oriented, conveniencedriven, and cash-flow focused.

7.1 Trade Area & Demographics
• Primary Trade Area: 2-3-mile radius (Redondo Beach with Torrance/Lawndale edges)
• Median Household Income: ~$120,000-135,000+
• Households: Stable, family-oriented, health-conscious • Density: Moderate-high suburban
• Customers have discretionary income but prioritize speed, convenience, and reliability over experience

7.2 Traffic, Visibility & Access
• Vehicle Traffic: High, consistent daily volumes (arterial commuter route) • Access: Multiple curb cuts, signalized intersections, strong right-in/right-out • Pedestrian Activity: Low to moderate
• Signage and drive-by visibility are prioritized over storefront design and condition. • Easy parking is essential to convenience-oriented retailers located here

7.3 Real Estate Characteristics
• Product Type: Single-tenant buildings, strip retail, neighborhood centers, mixed use office/retail
• Typical Suite Sizes:
o Inline: 500-3,000 SF
o Mid-box: 3,000-8,000 SF
o Limited availability of space or sites accommodating retailers over 8,000 SF
• Parking: Surface parking standard, limited street parking available • Building Age: Generally older but functional
• Lots: Small lots with dense multifamily development on the back half of most blocks

7.4 Co-Tenancy & Competitive Set
• Existing Uses: Automotive, professional services, gyms, studios, QSR, dailyneeds retail & services • Local and regional operators most prevalent

7.5 Customer Behavior
• Short, purpose-driven trips
• High repeat-visit loyalty
• Parking convenience prioritized over shopping experience

7.6 Rent Economics
• Typical Rents (NNN):
o Inline: ~$32-42 PSF
o Mid-box: ~$28-36 PSF
• Retailer Sensitivity to rates: Moderate to high
8 8. Retailer Site-Selection Alignment: Tier Framework
For purposes of the Void Analysis interpretation, potential retailers are divided into 3 Tiers:

Tier 1: Strong Fit - Highest Probability of locating in submarket Tier 2: Conditional Fit - Right Site/Right Conditions
Tier 3: Aspirational - Ideal Circumstances
These correlation rankings are made in accordance with the existing conditions in the submarket. A stated purpose of conducting the Void Analysis is to create and implement a plan to upgrade the quality of the retailers and general shopping experience.

Identifying deficits between what exists today and what desired retailers require to locate in submarket provides actionable guidance for this plan.

TIER 1: Strong Fit - Highest Probability
These brands already operate successfully in corridors like Artesia/Aviation nationwide.

They prioritize access, parking, throughput, and repeat visits over ambiance. These brands do not require corridor transformation.

Gyms & Fitness (Daily-Use, Price-Sensitive)
• Chuze Fitness
• Fitness 19
• Snap Fitness
• Crunch
• EōS Fitness
• Gold’s Gym
• KidStrong
• YMCA / YWCA
• Orangetheory
Fitness
Fast Food / Fast Casual / QSR
• McDonald’s
• Taco Bell
• Del Taco
• Jack in the Box
• Wendy’s
• Burger King
• El Pollo Loco
• Chipotle Mexican
Grill
• CAVA
Coffee, Juice, Beverage
• Starbucks
• Dunkin’
• Jamba
• Pressed Juicery
• Sharetea
Pet, Nutrition, Daily Services
• Pet Supplies Plus
• Healthy Spot
• Kahoots Pet
Products
• GNC
• The Vitamin
Shoppe
• Nutrishop
9 TIER 2: Conditional Fit - Right Site / Right Conditions The brands work on Artesia/Aviation if visibility and signage are strong, parking is easy and obvious, and the site feels cohesive and intentional. The brands become viable with co-tenancy clustering, façade upgrades, shared parking, and corridor branding.

Boutique Fitness & Studios
• Barry’s Bootcamp
• SoulCycle
• StretchLab
• Solidcore
• Jetset Pilates
• Row House
• Rumble Boxing
Casual & Fast-Casual Dining (Non-Destination)
• Urban Plates
• Luna Grill
• Flower Child
• Rubio’s
• California Pizza
Kitchen
• The Counter
• Stonefire Grill
Bakeries & Desserts (Traffic-Driven)
• Porto’s Bakery
• SusieCakes
• Sprinkles
Cupcakes
• Salt & Straw
• Randy’s Donuts
Spa / Personal Care (Membership-Driven)
• Hand & Stone
• Massage Envy
• European Wax
Center
• Heyday Skincare
• Face Haus
(smaller formats)
TIER 3: Aspirational - Ideal Circumstances Only
The brands typically seek destination environments, prestige, and/or experiential clustering. They are not impossible to attract but require structural change to how the corridor is perceived. These brands would require (i) parcel consolidation or adaptive reuse, (ii) a branded sub-district within the corridor, (iii) strong public-realm investment and (iv) clear differentiation from PCH and Riviera Village High-End Fitness & Lifestyle
• Equinox • Life Time Fitness (small urban prototype only) • Club Studio Fitness
Experiential / Entertainment
• Immersive
Gamebox
• K1 Speed (large format constraint)
• Museum of Illusions
Premium Casual / Experiential Dining
• True Food
Kitchen
• Joey Restaurants
• The Henry
• Planta
Restaurant
Luxury / Travel Retail
• Away Travel • Samsonite (flagship concepts)
10 9. Conclusion
Artesia/Aviation Boulevard Corridor functions as Redondo Beach’s primary neighborhood-serving and commuter retail spine. Its strengths, high vehicle traffic, strong access, surface parking, and a customer base that prioritizes convenience and repeat visits, also define its limitations. As such, the results of this Void Analysis must be interpreted through a corridor-specific lens rather than as a generic inventory of missing retailers.

The analysis demonstrates that many voided brands, particularly within fitness, fastcasual dining, personal services, and daily-needs categories, are well aligned with the corridor’s existing characteristics and represent realistic near-term opportunities. At the same time, a meaningful subset of brands identified in the Void Analysis are either conditionally compatible or aspirational, requiring improvements to site quality, cotenancy, aesthetics, or public-realm investment before they would reasonably consider locating within the submarket.

By organizing potential retailers into Tier 1, Tier 2, and Tier 3 classifications, this study provides a clear framework for prioritizing outreach, guiding land-use decisions, and aligning public investment with desired outcomes. Importantly, the analysis also underscores that upgrading the quality of retail along Artesia/Aviation Boulevard is not solely a function of attracting new brands, but of creating the physical and regulatory conditions that allow higher-caliber retailers to operate successfully.

Used in this manner, the Void Analysis can serve not only as a static list of missing brands but as a strategic planning tool. It can inform targeted zoning, infrastructure improvements, corridor branding efforts, and developer engagement strategies that collectively support the City’s goal of enhancing the Artesia/Aviation Boulevard Corridor while maintaining its essential role as a convenient, service-oriented retail environment.

Aviation Boulevard & Artesia Boulevard Corridors

TENANTING & ACTIVATION STRATEGY
City of Redondo Beach, California
June 24, 2026

1. Executive Summary
Aviation Boulevard and Artesia Boulevard represent Redondo Beach's most significant near-term opportunity to capture “missing middle” retail, restaurant, and service demand currently leaking to Manhattan Beach, El Segundo, and Torrance. Both corridors have the underlying ingredients for transformation — traffic counts, residential density, and proximity to high-income trade areas — but lack the cohesive identity, tenant curation, and ownership coordination that allowed Abbot Kinney, Downtown Manhattan Beach, and El Segundo Main Street to evolve into destination streets.

This report sets out a tenanting plan organized by realistic acquisition tier, a feasibility assessment of working through the City's available incentive tools — with particular emphasis on façade and tenant improvement (TI) grants — and a coordination framework with existing and prospective Business Improvement District (BID) structures. The objective is a phased, fundable program the City can put into motion within one budget cycle, while protecting AREAS' standing as a credible, executionfocused advisor rather than a planning-document author.

Key recommendation: Lead with a façade/TI grant program layered onto a small number of catalytic parcels with willing, motivated ownership — rather than a corridorwide rezoning push — to produce a visible win within 12–18 months that builds City and property-owner confidence for a larger second-phase program.

2. Corridor Diagnostic

2.1 Current Conditions
• Ownership is highly fragmented across both corridors, with a mix of unresponsive absentee owners, long-held single-family trusts, and a handful of institutional/netlease holders. • Existing tenant mix skews toward convenience and service uses (liquor stores, laundromats, donut shops, nail salons, nail/hair studios, nondescript professional offices) with isolated pockets of higher-caliber tenancy (Skin & Cancer Institute build-to-suit, Yanagi Japanese Bistro) that prove demand exists for quality concepts when product is delivered.
• Redevelopment scoring across the parcel database shows the strongest nearterm opportunity concentrated at a limited number of moderate-score, single-

tenant or vacant/underutilized sites rather than a uniform corridor-wide condition — this supports a node-based rather than blanket strategy. • Assemblage opportunities exist but are scattered (small lots under an acre dominate), meaning catalytic redevelopment will likely require 2–3 parcel assemblages rather than large single-owner consolidation.

2.2 Why This Matters for Tenanting
A tenant mix strategy cannot be designed in isolation from the ownership and physicalproduct reality. Recruiting a destination restaurant group to a corridor with no walkable cluster, inconsistent façades, and uncertain parking will fail regardless of outreach quality. The comparable corridors below succeeded because the physical and ownership conditions were addressed concurrently with tenant recruitment — not before or after it. The missing middle of the retail, restaurant and service sector is a good place to start with concepts and brands that are realistic today laying the groundwork for more aspiration brands to follow.

3. Comparable Corridor Case Studies
Each comparable solved a different version of the same problem. None is a perfect template for Aviation/Artesia, but each offers transferable mechanics.

3.1 Abbot Kinney Boulevard, Venice
• Mechanism: organic gentrification anchored by a handful of chef-driven and independent-designer “first movers” who took a risk on cheap rent and street character before institutional capital arrived.
• City/BID role: minimal direct intervention; success was market-led, with the City's main contribution being permissive zoning and tolerance for outdoor dining/sidewalk activation.
• Transferable lesson: identify and actively court a small number of credible, independent “anchor” operators — not national chains — willing to take a calculated risk in exchange for below-market rent, favorable TI support, or a grant subsidy. Their presence signals the street to other operators far more effectively than any marketing campaign.
• Limitation: Abbot Kinney's run-up took over a decade and substantial existing pedestrian/beach-adjacent traffic Aviation/Artesia does not currently have. This is a longer-horizon model unless artificially accelerated by incentives.

3.2 Downtown Manhattan Beach
• Mechanism: sophisticated, long-hold landlords actively curating tenant mix, supported by a well-funded, professionally managed BID handling marketing, streetscape, and parking management.
• City/BID role: high — active parking strategy, design guidelines enforced at point of permit, BID-funded events and place marketing sustaining footfall. • Transferable lesson: landlord coordination and a funded BID are the load-bearing elements, not city subsidy alone. Affluent trade area supports premium rents, which is the actual mechanism that attracts national-quality independents —

Redondo's trade area is comparable demographically along the Artesia corridor's western half.
• Limitation: Aviation/Artesia ownership is far more fragmented than Downtown MB's; replicating landlord coordination will require the City or AREAS to actively organize owners, not assume it will self-organize.

3.3 El Segundo Main Street
• Mechanism: deliberate City/Chamber-driven placemaking — street closures, a farmers market, programmed events — paired with a façade improvement program and small business support that lowered the entry barrier for independent operators.
• City/BID role: very high, with the City effectively acting as the lead activation agent rather than waiting for market forces.
• Transferable lesson: this is the closest analog to Redondo's fragmentedownership, mid-market condition. A City-funded façade/TI grant program paired with programmed activation (pop-up markets, street events) can manufacture momentum without waiting for a BID to mature.
• Limitation: El Segundo's Main Street is two blocks; Aviation and Artesia are full boulevard corridors, so the grant program will need to be node-targeted (3–5 catalytic blocks) rather than spread thin across the full corridor length.

3.4 Local Precedent: Riviera Village, Redondo Beach
• Mechanism: an established merchant-driven BID operating within the City of Redondo Beach itself — funded marketing, streetscape maintenance, and event programming sustained by a relatively cohesive, long-tenured ownership and merchant base in a compact, walkable footprint.
• Why it matters more than the out-of-city comps: it is direct, local proof that a BID mechanism works under Redondo Beach's own municipal code, assessment process, and Council relationships — removing the City's main objection to BID formation elsewhere (“does this even work here?”) and giving property owners a nearby, familiar reference instead of an abstract Venice or Manhattan Beach example. Riviera Village is, by any reasonable measure, the City's crown-jewel retail district and the standard Council and ownership will instinctively measure this plan against.
• The critical structural difference — not just a difference in degree: Riviera Village functions as a low-speed, pedestrian-first village grid where vehicle throughput is not the area's primary job. Aviation and Artesia Boulevards are arterial traffic corridors carrying through-traffic volumes the City cannot and should not eliminate; four-lane capacity needs to be preserved for both circulation and emergency-response planning. The BID and tenanting mechanics transfer; the physical street typology does not. This plan treats Aviation/Artesia as an arterialretail hybrid, not a Riviera Village replica, and Section 6 below addresses the streetscape implication directly.
• Key ownership difference: Riviera Village's ownership base is materially more cohesive and its merchant identity far more established than the fragmented, partly unresponsive ownership found in the parcel database for these corridors.

The precedent supports the BID mechanism and the City's ambition, not the timeline or the physical template — results will not transfer automatically.

3.5 Synthesis for Aviation/Artesia
The City's situation is closest to El Segundo's starting point (fragmented ownership, mid-market rents, no mature BID) with the demographic upside of Manhattan Beach's trade area on portions of the corridor. The recommended model therefore borrows El Segundo's City-led activation and grant mechanics, targets Abbot Kinney-style independent anchor tenants as the recruitment profile, and builds toward a BID structure modeled on Riviera Village — the City's own working example — rather than an out-of-city precedent. Because Riviera Village proves the mechanism already functions under this City's process, BID formation is sequenced earlier in this plan (Section 6) than would be advisable if the City had to rely solely on Manhattan Beach or El Segundo as reference points.

4. Tenanting Strategy
Tenant targets are organized in three tiers by category, reflecting realistic sequencing:

Tier 1 concepts can sign now under current conditions; Tier 2 concepts become viable once 2–3 catalytic Tier 1 deals are in place; Tier 3 is the aspirational ceiling once the corridor has an established identity.

4.1 Tier 1 — Realistic, Sign-Ready Categories (0–12 months) These are concept types, not necessarily specific brands, because they represent the broadest pool of qualified prospects given current rents, product condition, and parking.

Category Concept Type Why It Fits Now
Food & Beverage
Fast-casual/counter-service
concepts (poke, ramen, taco,
sandwich, coffee/roastery)
Lower buildout cost, proven
demand from South Bay
comps, fits existing strip
footprints
Food & Beverage Independent bakery / breakfast-andlunch concept Daytime anchor use, draws
repeat local traffic, modest TI
need
Service/Retail Boutique fitness (Pilates, cycling,
yoga studio)
Service uses are rent-resilient
and activate off-peak retail
hours
Service/Retail Pet services (grooming, boutique pet
supply)
Strong fit for residential density
adjacent to both corridors
Service/Retail Specialty grooming/barber, nail
studio upgrade-in-place
Existing tenant category;
upgrade-in-place via façade
grant is lower friction than new
lease-up

4.2 Tier 2 — Catalytic Concepts (12–30 months, contingent on Tier 1 momentum) Category Concept Type Why It Fits After Tier 1
Food & Beverage Chef-driven independent restaurant with beer/wine license
Requires visible foot traffic and
street character Tier 1 tenants
help establish
Food & Beverage Craft brewery/taproom or wine bar
Needs a critical mass of evening
activity; strong destination draw
once present
Retail Curated home goods / design-forward
retailer
Abbot Kinney/Silver Lake-style
anchor; benefits from
neighboring F&B traffic
Service Co-working / flex office-retail hybrid
Captures remote-work demand
from surrounding residential,
activates daytime

4.3 Tier 3 — Aspirational Anchors (30+ months, post-identity-establishment) Named for illustrative positioning only; actual outreach should target comparable independent or small-regional operators of similar caliber, since national flagship brands are unlikely to commit before the corridor has an established identity.

Category Illustrative Reference Brand/Type Positioning Rationale Restaurant Group
Regional chef-driven group in the style of
operators active in Abbot Kinney or Rose Ave
(Venice)
Signals arrival; typically
requires below-market deal
terms or key money to be
first-mover
Specialty
Grocer/Market
Erewhon-adjacent or independent specialty
market format
Anchor draw comparable to
what stabilized portions of
Abbot Kinney and Main
Street Santa Monica
Lifestyle Retail
Independent or small-regional apparel/lifestyle
retailer (Aviator Nation-style, REI Co-op
flagship-adjacent format)
Aspirational ceiling tenant;
realistic only once
comparable rents to
Manhattan Beach are
achievable

4.4 Recruitment Approach

1. Build a short list (8–12) of currently cooperative or motivated owners from the parcel database — prioritize those who have already expressed willingness to engage or have vacant/underperforming space — and approach them first with the grant program as the lead offer.

2. Engage 3–5 specific Tier 1 operators directly (not a broad RFP) with a packaged offer: façade/TI grant + AREAS-led site tour + introduction to a cooperating landlord. Speed and specificity outperform open marketing at this stage.

3. Use each signed Tier 1 deal as a case study to recruit the next — social proof is the primary lever with independent operators, more so than rent concessions alone.

4. Defer Tier 2/3 outreach until at least two Tier 1 deals are open for business; premature outreach to higher-caliber prospects before there is visible activity risks a credibility cost to both the City and AREAS.

5. Incentive Feasibility: Façade & TI Grant Program

5.1 Program Structure
A façade and tenant-improvement grant program is the most immediately fundable and politically durable lever available, and it directly addresses the physical-product gap identified in Section 2 without requiring a zoning entitlement process.

Element Recommended Approach
Funding source
General Fund allocation, CDBG (if eligible block groups overlap the corridor), or a Redevelopment/Successor Agency-equivalent fund if available
Grant structure
Matching grant, 50% City / 50% owner or tenant, capped at $25,000– $50,000 per façade; TI grants capped lower ($10,000–$20,000) and tied to executed lease with a qualifying use
Eligible uses
Storefront façade, signage, exterior lighting, outdoor seating infrastructure, ADA entry improvements; TI funds limited to qualifying Tier 1/2 tenant build-outs
Qualifying criteria
Active or new lease with a use consistent with the corridor's target tenant mix; priority points for assemblage-flagged parcels and AACAP activity nodes already identified in the parcel database Administration
City Economic Development staff or AREAS as third-party program administrator, with a simple application and 30-day review cycle to keep momentum with motivated owners

5.2 Feasibility Assessment
• Political/budget feasibility: High. Façade/TI grants are a well-precedented tool (used in El Segundo's own program) and require no rezoning, making Council approval more straightforward than a corridor overlay.
• Owner participation feasibility: Moderate. A meaningful share of owners in the parcel database have been unresponsive to direct outreach; the grant program should be marketed by the City (greater perceived legitimacy) with AREAS providing technical follow-through, since a paid third-party consultant cold-calling owners is a materially weaker opening than a City-issued grant notice. • Tenant-side feasibility: High for Tier 1 categories, who are the most rent- and buildout-sensitive and therefore most responsive to a matching grant. • Timeline: A program can realistically be drafted, approved, and opened for applications within 4–6 months; first signed deals achievable within 12 months if paired with direct outreach per Section 4.4.

5.3 Coordination with Business Districts
Neither corridor currently has a mature, funded BID comparable to Downtown Manhattan Beach's — but the City does have a working model close at hand in Riviera Village (Section 3.4), which changes the calculus on timing. Rather than treating BID formation as a distant, post-maturity step, it should be initiated in parallel with the grant program's early deals, using Riviera Village's structure as the direct template for assessment methodology, governance, and City coordination.

5. Immediate (Phase 1–2): Operate the grant program directly through the City/AREAS while simultaneously briefing engaged owners on the Riviera Village model — using a local, familiar precedent removes the credibility gap that typically stalls early BID conversations, and lets organizing begin before Tier 1 deals are fully stabilized.

6. Phase 2 target: Convene a founding coalition of grant-program participants and engaged owners and formally explore a Property and Business Improvement District (PBID) using Riviera Village's assessment structure as the starting template, rather than waiting until Phase 3 as would be appropriate without a local precedent.

7. Ongoing: Treat BID formation and the grant program as mutually reinforcing, not sequential — grant participation builds the trust needed for an assessment vote, while an emerging BID gives the grant program a long-term institutional home once City-led administration is no longer needed.

This compresses the original timeline by roughly one phase. The risk being managed is the same one noted in Section 3.4: Riviera Village's ownership cohesion took years to develop, so moving the BID conversation earlier should not be read as moving the assessment vote itself earlier than ownership engagement actually supports — if Phase 1–2 outreach shows continued owner disengagement, the City should hold the vote until Phase 3 as originally planned rather than force it on the compressed timeline.

6. Streetscape Approach: Arterial-Retail Hybrid
Because Aviation and Artesia must continue to function as four-lane traffic corridors — unlike Riviera Village's low-speed village grid — the placemaking lever has to come from the right-of-way rather than from traffic calming or lane removal. The most fundable, lowest-risk version of this is targeted median reconfiguration.

6.1 Median Removal for Sidewalk Widening
Over a limited, deliberately chosen span (recommend 2–3 blocks coinciding with the highest-scoring redevelopment node identified in the parcel database, rather than a corridor-wide change), remove the existing landscaped median and reallocate that width to the sidewalks on both sides. This preserves all four through lanes and existing turnpocket function while materially widening the pedestrian zone in front of the targeted retail node — enough to support street trees, outdoor dining, and sidewalk merchandising that the current curb-to-storefront width cannot accommodate. • Traffic engineering: requires a City traffic study to confirm no degradation to level-of-service or left-turn storage at signalized intersections within the chosen

blocks; left-turn pockets may need to be preserved as raised or painted refuge rather than landscaped median in those specific locations. • Cost profile: substantially lower than a road-diet or lane-removal project, since it does not change lane configuration, signal timing, or require a full traffic count restudy of the corridor — this also makes it easier to fund through the same economic-development or capital-improvement budget supporting the façade/TI grant program.
• Sequencing: pair the widened-sidewalk block with the first 2–3 Tier 1 grantfunded façade deals (Section 5) so the public realm improvement and the private storefront upgrades land in the same window — this is the single highestleverage perception move available, since it gives the City and AREAS a single, photographable before/after rather than two disconnected initiatives. • Tree strategy: relocate or replace median trees within the new, wider sidewalk planting strip rather than removing canopy altogether — this preserves the shade and visual softening Riviera Village is known for without requiring the lane reduction Riviera Village's grid allows.

6.2 What This Deliberately Does Not Do
This approach does not attempt a Riviera Village-style pedestrian-priority street, road diet, or lane reduction. Recommending that on an arterial carrying the traffic volumes Aviation and Artesia carry would create a defensible objection from the City's traffic engineering function and likely stall the broader plan in review. The median-to-sidewalk reallocation is the version of “making it feel like a destination” that is achievable without that fight.

7. Implementation Roadmap
Phase 1 — Program
Design Months 1–4
Finalize grant program terms with City staff; identify
8–12 priority parcels from the database; begin direct
outreach to motivated owners and Tier 1 operator
prospects; brief early engaged owners on the Riviera
Village BID model as a local precedent
Phase 2 — Launch &
First Deals Months 4–12
Open grant applications; close 2–3 catalytic façade/TI
deals; begin light programming (pop-up market or single street event); convene founding coalition of engaged
owners and formally explore PBID formation using the
Riviera Village assessment structure as template
Phase 3 — Scale &
Vote Months 12–24
Expand outreach to Tier 2 concepts using signed deals as proof points; hold PBID assessment vote if Phase 1–2
owner engagement supports it (defer to this phase if
disengagement persists); evaluate zoning/parking levers for a second-phase incentive package
Phase 4 —
Institutionalize Months 24+
Transition ongoing tenant curation, marketing, and grant administration to the operating District; pursue Tier 3 anchor recruitment

8. Risk Factors & Positioning Considerations
• Owner non-responsiveness: A meaningful number of recorded owners have not engaged with prior outreach. Recommend the City issue the initial grant notice (higher response rate than a consultant's cold outreach) with AREAS handling technical follow-up once an owner responds.
• Premature aspirational outreach: Approaching Tier 3-caliber operators before visible Tier 1 activity exists risks both a wasted relationship and a credibility cost to the City and AREAS' name in the brokerage and ownership community — sequencing discipline matters as much as the target list itself. • Programmatic overreach: A corridor-wide rezoning or PBID push before ownership trust is built is the most common failure mode for comparable cities and should be explicitly avoided in the near term.
• Perception management: Every public-facing recommendation in this plan is structured to produce a visible, attributable win within 12–18 months — this is deliberate, since a multi-year plan with no interim deliverable creates exposure for both the City's economic development team and AREAS as the engaged advisor.
1 Artesia/Aviation Boulevard Corridor – Project Deliverable Summary Recommendations for Planning and Land Use
City of Redondo Beach, California
June 24, 2026
Statement of Purpose
The City of Redondo Beach has expressed a desire to improve the experience on Artesia Blvd. and Aviation Blvd. corridors with a higher caliber of retail offerings, heightened aesthetics and an enhanced pedestrian experience. These goals are complimentary, as better aesthetics and pedestrian experience attract more people supporting a higher quality and quantity of retail. Current low rental rates and high land costs make most new construction challenging in today’s high interest rate, high building cost environment. While cities can do little to influence rents, interest rates and construction costs, they have other important levers they can pull. These include upgrading public spaces, design requirements and changing regulations governing parking requirements, allowable density, building height, allowed uses, permitting times and the cost of permits. Aligning regulations as closely as possible with what the private sector wants to build increases the likelihood that development will occur notwithstanding the headwinds of the macro fundamentals (rents, land, building cost and interest rates).

Introduction
This report summarizes the evolution of planning on the Artesia Blvd. and Aviation Blvd. corridors focusing on the Artesia & Aviation Corridors Area Plan (AACAP) adopted in 2020. It outlines major market and regulatory changes affecting corridor development, and provides recommendations intended to support economic revitalization, retail activation, placemaking and financially feasible redevelopment within the area of the AACAP. Where the Tenanting and Activation Strategy, focuses on repurposing existing high value buildings, these Summary Recommendations take a longer view with an eye towards stimulating new, ground up development.

1. Executive Summary
The Artesia Blvd. and Aviation Blvd corridors represent one of the City of Redondo Beach’s most important long-term economic development and land use opportunities.

Over more than a decade, the city has undertaken substantial public planning efforts intended to reposition the corridors from aging, auto-oriented commercial strips into a more vibrant, pedestrian-oriented retail focused mixed-use district. 2 The combined effects of post-pandemic shifts in office demand, rising construction costs, higher interest rates, and new State housing laws have materially altered the economics of urban infill development throughout California. Retail and office uses alone are generally insufficient to financially support new multi-story redevelopment projects in high-cost coastal urban environments. Residential uses, particularly multifamily housing integrated into mixed-use projects, have become the primary economic engine delivering street-level retail in an economically feasible project.

Concurrently, California housing legislation and court decisions have substantially reduced local discretion over housing development on commercial corridors. The City of Redondo Beach has strategic choices related to proactively shaping mixed-use redevelopment through locally crafted zoning and incentive programs. At risk is losing control over future development outcomes through State housing mandates and builderdriven entitlement pathways or, perhaps the least desirable outcome, a perpetual status quo where new construction is limited and these corridors continue to decay.

The recommendations contained in this report focus on aligning the City’s regulatory framework with modern redevelopment economics and evolving State housing policy.

Recommendations include continuing elimination of nonresidential parking minimums, expanding mixed-use zoning to allow residential uses above street-level commercial space, increasing FAR and height flexibility, implementing streamlined processing and permitting incentives, encouraging catalyst projects and district-wide parking strategies, and utilizing outside funding and infrastructure financing tools to support placemaking and redevelopment. Collectively, these recommendations improve project feasibility, stimulate reinvestment, elevate retail quality, and create a more walkable, activated and economically competitive corridor environment.

2. Recap of AACAP Efforts to Date
For more than thirteen years, the City has pursued planning and revitalization efforts focused on the Artesia Blvd. and Aviation Blvd. corridors. Early work began with the Artesia Boulevard Vitalization Strategy in 2013, which identified the corridor’s aging commercial character, fragmented parcel pattern and automobile-oriented development form as barriers to economic competitiveness and long-term reinvestment.

Subsequent planning initiatives included the City’s General Plan Update and General Plan Advisory Committee (GPAC) process beginning in 2017, followed by formation of the Artesia/Aviation Revitalization Committee in 2018. These efforts culminated in adoption of the Artesia & Aviation Corridors Area Plan (AACAP) in 2020. AACAP established a long-range vision emphasizing pedestrian-oriented design, public art, streetscape improvements, outdoor dining, enhanced walkability, and mixed-use redevelopment opportunities.
3 Since AACAP adoption, the city has implemented measures including public art initiatives, streetscape planning, parking reform and proposed zoning amendments intended to increase allowable FAR, building heights and development flexibility. Both the economic assumptions underlying AACAP feasibility analyses and private sector demand have materially changed since 2020, necessitating new evaluation reconsideration of redevelopment drivers on these corridors in 2026.

3. Important Environmental Changes Following AACAP Adoption Since AACAP adoption in 2020, the development environment affecting urban commercial corridors throughout Southern California has undergone significant transformation. The COVID-19 pandemic dramatically expanded remote and hybrid work trends, materially reducing demand nationally for traditional office space and decimating the economics of new office development, except at the most premium levels. Simultaneously, construction costs, interest rates and tenant improvement expenses have increased dramatically.

While construction and financing costs have risen sharply, retail lease rates along many South Bay corridors, like Artesia and Aviation, have remained flat or declined. By contrast, residential rents have continued to rise substantially, particularly for multifamily housing in coastal communities. This widening gap between commercial revenue potential and development costs has fundamentally altered redevelopment feasibility throughout the South Bay, raising the bar financially and changing the mix of uses.

Construction Cost Comparison
Construction Cost Comparison
Assumption 2020 AACAP Study Approximate 2026 Rates % Change Retail / Office Hard Cost $191/GSF $325–$425/GSF +70% to +123% Multifamily Hard Cost $228/GSF $375–$525/GSF +64% to +130% Townhome Hard Cost $211/GSF $350–$475/GSF +66% to +125% Retail TI Allowance $50/LSF $75–$125/LSF +50% to +150%
Office TI Allowance $25/LSF $75–$125/LSF +200% to +400% Sources: AACAP 2020 Feasibility Analysis; RSMeans Construction Cost Data; Turner Construction Cost Index; South Bay contractor interviews and current market estimates (2025–2026).
4 Financing rates have also increased materially, with commercial and multifamily construction debt rising approximately 200 to 500 basis points compared to the AACAP era market environment. These increases substantially affect project feasibility and lender underwriting standards.

Debt Rate Comparison
Debt Rate Comparison
Financing Type 2020 AACAP Era /
Market Environment
Approximate 2026 Rates Approximate Change
Construction Loan –
Commercial / Mixed-Use

4.0%–5.0% 6.5%–9.5% +250 to +450 bps
Construction Loan –
Multifamily

4.25%–5.25% 6.0%–8.5% +200 to +350 bps
Bridge / Transitional
Debt

5.0%–7.0% 8.0%–12.0% +300 to +500 bps
Permanent Loan –
Multifamily (Agency)

3.25%–4.25% 5.25%–6.50% +200 to +300 bps
Permanent Loan – Retail
/ Mixed-Use

4.0%–5.0% 5.75%–7.25% +175 to +275 bps
CMBS / Institutional
Permanent Debt

3.75%–4.75% 5.75%–7.00% +200 to +300 bps
Sources: CBRE Lending Trends Reports; Marcus & Millichap Financing Surveys; Freddie Mac Multifamily Outlook; current Southern California commercial lending market data (2025–2026).

Multifamily residential uses now generate materially higher revenue per square foot than retail or office uses. As a result, residential density increasingly functions as the economic mechanism supporting new mixed-use redevelopment activating street-level retail environments.
5 Rental Rate Comparison
Rental Rate Comparison
Rental Category 2020 AACAP Study Approximate 2026 Rates Approximate Change Retail Rent $3.63/SF/month NNN $2.50–$3.50/SF/month
NNN
-31% to -3.6%*
Office Rent $3.21/SF/month Gross $3.25–$4.25/SF/month
Gross
+1% to +32%
Multifamily Rent – 1BR
Equivalent
~$3.00/SF/month $3.75–$5.25/SF/month +25% to +75%
Multifamily Rent – 2BR
Equivalent
~$2.90–$3.10/SF/month $3.50–$5.00/SF/month +21% to +61% Sources: CoStar Market Analytics; LoopNet; CBRE South Bay Market Reports; Apartments.com; current lease listings and brokerage interviews (2025–2026). * Some local decline in retail rents attributable to aging and obsolete physical structures The regulatory environment has also changed. California housing laws, including AB 2011 and AB 130, have created streamlined approval pathways for qualifying mixed-use housing projects on commercial corridors. Recent litigation involving Redondo Beach’s Housing Element and overlay zoning strategy has put pressure on the City to demonstrate realistic housing capacity within commercial corridors.

Locally, three large scale projects on the horizon have the potential for positive impacts on the Artesia and Aviation Corridors. These are the redevelopment of the South Bay Galleria, including as much as 38,000sf feet of new retail and 650 additional residential units. The AES Power Plant redevelopment, which could accommodate as many as 2,500 new residential dwellings and significant new retail. The third is a collection of projects at the waterfront including the King Harbor Public Amenities Plan (including the boat launch), Seaside Lagoon redevelopment, potential Marine Mammel Care Center and the retail revitalization of the Horseshoe Piers. While not all these projects are directly adjacent to the corridors, the increase in residential density, tourism activity and regional visitation throughout the South Bay will carry over to Artesia and Aviation in a positive manner.
6 4. Current Planning and Land Use Initiatives
As of May 2026, the city has undertaken or initiated important measures associated with the AACAP vision. Public art initiatives, corridor branding discussions, and streetscape enhancement concepts are advancing. The City has instituted parking reform measures “right-sizing” parking and eliminating nonresidential off-street parking minimums within the AACAP area. This will have a major impact on the feasibility of new projects, promote walkability, and encourage outdoor dining and public spaces.

Importantly, the city is pursuing zoning amendments that will increase allowable Floor Area Ratios (FAR), building heights and story limits. Proposed changes contemplate increasing FAR from 0.6 to 1.5 and increasing allowable building heights from 30 feet and two stories to approximately 45 feet and three stories. These changes are powerful steps to aligning Redondo Beaches’ regulatory structure with the type of mixed-use projects the public sector is embracing today. Additional zoning flexibility, development incentives and streamlined approval mechanisms are still necessary to jumpstart meaningful reinvestment and corridor revitalization today in the face of challenging market macro-fundamentals.

5. AREAS Recommendations
Expand Allowable Uses within Retail-Focused Commercial Zones to Support Mixed-Use Development
The City should stay the course on the good work it is doing eliminating onsite, nonresidential parking minimums, increasing FARs and height limits. Working together, these regulations provide for multistory projects with rent-generating density that have the potential to support today’s inflated construction and interest costs. Retail and residential density create lively, 24/7 activated, environments that support retailers and restaurants.

The commercial frontage on Artesia and Aviation is primarily zoned C-2 or C-2PD, neither of which allow residential use. This has the potential to thwart the city’s efforts with parking minimums, FARs and height limits. These zones must be expanded to allow residential use on the upper floors provided the street level is commercial. The alternatives to residential use on the upper floors are more retail or office use. Second and third floor retail rarely receive the foot traffic they need to survive. Additional office space is no longer needed or financeable today. Multifamily residential buildings already exist today on the back half of most commercial fronting blocks along Artesia and Aviation. Moderate-density residential intensification is an evolution of existing land use patterns in keeping with the character of the corridor today.

Mixed-use residential development, including residential on the upper floors, is economically necessary to support new multi-story development projects that have retail 7 on the street level. High land prices on the Artesia and Aviation corridors dictate that only very high-volume uses, like drive-thru restaurants, generate enough revenue for new single-story construction. Multi-story projects are necessary to bring new streetlevel retail to the corridor. Residential rents are higher on a per square foot basis than retail and office rents, thereby subsidizing the retail and stabilizing revenue streams.

Mixed-use development that allows residential on upper floors is not only good for retail, State housing laws are increasingly promoting it regardless of local zoning restrictions.

Laws, like AB 2011 and AB 130, substantially reduce or eliminate local discretion over qualifying housing projects (including mixed use projects). In the case of AB2011, restricting as few as 15% of the residential units as affordable can override local zoning, eliminate CEQA litigation risk, and obtain Ministerial approval, bypassing Planning Commission and City Council. The more Redondo Beach aligns its codes with the trajectory of State and Federal legislation, the more it stands to retain decision making control over development within its boundaries. The political adage “you are either at the table or on the menu” characterizes the importance of engaging now on updating mixed-use zoning regulations.

Incentivize Catalyst Projects
The City should prioritize and incentivize projects capable of functioning as long-term retail and placemaking catalysts for the corridor. Emphasis should be placed on larger projects, assembling multiple parcels, incorporating shared parking arrangements, reducing curb cuts, and improving pedestrian circulation and “park once” patronage of multiple businesses.

Projects that include rooftop dining, outdoor seating, enhanced pedestrian right-of-way improvements and street-level activation should receive meaningful zoning and processing incentives. Such projects are more likely to establish destination-oriented retail environments capable of increasing visitation, improving tenant quality and supporting future private investment. The nature and type of incentives recommended are explored below.

Facilitate Unique Placemaking and District Identity
The corridor should be branded as a distinct district with a recognizable identity, reinforced through coordinated signage, public art, gateway features, streetscape design and event programming. A robust calendar of events including farmers markets, art walks, seasonal festivals and food-oriented events can help establish the corridor as a community destination rather than merely a pass-through commercial strip. 8 Coordinating parking opportunities to promote “park once” behavior where patrons leave their car and visit multiple businesses on foot is an important objective. Strategies to accomplish this include incentivizing property owners to allow cross-parking/crossshopping between businesses and encouraging multi-modal transportation including bikes, scooters efficient bus services and possibly a trolley, can play a role. Creating city-owned public parking lots is expensive but effective. The SCE Utility Easement provides one opportunity for this. Additional opportunities could include combining the acquisition of private lots with vacating adjacent ROW. Do the studies done during the AACAP supporting vacating Green Lane (Library) and Mackay Lane for “Streetlets” suggest one of these two streets could be closed for surface or structured parking? Public art, coordinated wayfinding systems and pedestrian-oriented streetscape improvements should continue to play an important role in establishing a cohesive district identity. These investments improve community perception, increase visitation and support long-term retail competitiveness.

Implement Stronger Incentive Tools and Development Facilitation Mechanisms The City should implement additional tools to reduce development uncertainty, entitlement risk and processing timelines. Streamlined processing pathways should include a dedicated single point of contact (“Concierge” or “Ombudsman” processing) capable of coordinating interdepartmental review comments and ensuring predictable review timelines. Guaranteed plan check timelines, third-party consultant reimbursement programs and pre-application coordination meetings to reduce entitlement uncertainty. These systems improve predictability for applicants while still maintaining design and technical review standards. Ministerial approval pathways for qualifying projects should be considered where legally permissible.

Additional incentives can include density bonuses, fee reductions or deferrals (payable at Certificate of Occupancy or Project Stabilization), infrastructure participation programs, tax incentives and targeted grant opportunities, tax increment financing (TIF) participation, and public-private infrastructure cost sharing.

Existing and future City-sponsored grant programs should be coordinated with available County, State and Federal economic development funding opportunities. The AACAP identified several relevant mechanisms including Metro transportation grants, public art funding programs, active transportation infrastructure funding and economic revitalization programs. Many of these remain relevant today. Additional outside funding opportunities may include California Active Transportation Program grants, Affordable Housing and Sustainable Communities funding, Enhanced Infrastructure Financing Districts (EIFD) financing tools, infrastructure grants and County economic development 9 assistance programs capable of bringing outside capital into the corridor. Educating and connecting building owners and development applicants with potential applicable programs is a way the city can add value and enhance project feasibility.

Collectively, these measures can substantially improve redevelopment feasibility while allowing the city to proactively shape the quality, form and character of future corridor development.

6. Conclusion
Retail vacancy on the Artesia Boulevard and Aviation Boulevard corridors is consistently low, but rents remain affordable and below the level justifying replacement or major improvements to many properties. This has resulted in an aging inventory of commercial properties, many dated and in need of repairs or replacement. The caliber of new tenants entering the submarket is consistent with these buildings and the tenants operating there today. Change is needed to shake things up and spur redevelopment.

Redondo Beach has undertaken substantial planning work and community engagement related to the corridor, summarized effectively in the Artesia & Aviation Corridors Area Plan (AACAP). While macro-economic conditions and demand for certain products (office space) have changed, the AACAP, and its recommendations remain pertinent and relevant today.

Redondo Beach is acting on these recommendations. Aligning zoning with private sector demand, considering development incentives for desirable projects, streamlining processing systems and making placemaking investments will positively impact growth.

By proactively shaping mixed-use redevelopment and supporting economically feasible reinvestment, the city can promote retail growth and submarket economic advancement with curated public spaces that are pedestrian friendly while still preserving the autooriented connector role these corridors serve today. `
Artesia/Aviation Boulevard Corridor - Project Deliverable Landlord Prospect List of Parcels with High Potential Opportunity City of Redondo Beach, California
July 29, 2026
AREAS extracted a priority Landlord Prospect List of parcels from the Parcel Map Detail to identify high-potential opportunity sites for the first phase of outreach.

The list was compiled to represent Landlords with:
• Interest in Selling, Redevelopment, Expansion, or Partnerships • Succession Changes
• Potential Defaults on Taxes and Debt
Landlords that expressed interest in selling, redevelopment, expansion, or partnerships were derived directly from contact with the landlords during the data gathering phase of the project. This list could expand as AREAS continues contact attempts with local landlords.

Unsolicited offers will be required for Landlords with succession changes and potential defaults as current ownership may not actively list their property or search for alternatives. AREAS believes there is increased opportunity for these two categories based on related factors.
• Succession changes face major challenges such as the lack of readiness, experience, and desire of the successor; and the resistance to let go and the family dynamics of the predecessor.
• Landlords in potential default (mortgage) and/or delinquent property taxes, may be open to sale to avoid foreclosure/bankruptcy, protect their credit score, and recover any remaining equity.

Currently, there are 22 Artesia parcels (not addresses) and 11 Aviation parcels that fall within the above categories. Parcels within the designated Redevelopment Opportunity Zones are in italics, parcels within the Activity Nodes are denoted in bold, and parcels with a default are in red (if they fall within Landlord Interest or Succussion Changes) to further highlight zone potential and priority parcel pursuit. It is important to reference the notes from the Parcel Map Detail Landlord Opportunity list for specific parcel information.
*****
2 ARTESIA BOULEVARD
The Artesia parcels are highlighted below and ranked according to priority reach. ______________________________________________________________________

1. Landlord Expressed Interest:

Landlords that expressed interest in selling, redevelopment, expansion, or partnerships were derived directly from contact with the landlords during the data gathering phase of the project.

Included Parcels:
2123 Artesia, 2300 Artesia, 2417 Artesia, 2500 Artesia, 2515 Artesia, 2611 Artesia, 2620 Artesia, 2621 Artesia, 2623 Artesia, 2003 – 2005 Perkins, 2709 Artesia Note: There are a cluster of parcels from 2611 Artesia to 2709 Artesia (top right corner of the map), that would take priority due to the possibility of assemblage and/or multiple adjacent parcels to purchase. Additionally, 2500 Artesia is a priority checking the box for an Activity Node and Potential Default.
______________________________________________________________________

2. Succession Changes:

Unsolicited offers will be required for Landlords with succession changes as current ownership may not actively list their property or search for alternatives. AREAS believes there is increased opportunity for this category based on the following factors:
succession changes face major challenges such as the lack of readiness, experience, and desire of the successor; and the resistance to let go and the family dynamics of the predecessor.

Included Parcels:
2607 Artesia, 2700 Artesia, 2701 Artesia
3 ______________________________________________________________________

3. Potential Default:

Unsolicited offers will be required for Landlords with potential defaults as current ownership may not actively list their property or search for alternatives. AREAS believes there is increased opportunity for this category based on related factors: landlords in potential mortgage default or delinquent property taxes, may be open to sale to avoid foreclosure/bankruptcy, protect their credit score, and recover any remaining equity.

Included Parcels (Mortgage):
1900-1910 Phelan Ln, 2226 Artesia
Included Parcels (Property Taxes):
2008 Artesia, 2009-2011 Artesia, 2110 Artesia, 2116 Artesia, 2400 Artesia, 2404 Artesia, 2500 Artesia
NOTE: 2500 Artesia appears under both Expressed Interest and Tax Delinquency. ______________________________________________________________________ *****
4 AVIATION BOULEVARD
The Aviation parcels are highlighted below and ranked according to priority reach. ______________________________________________________________________

1. Landlord Expressed Interest:

Landlords that expressed interest in selling, redevelopment, expansion, or partnerships were derived directly from contact with the landlords during the data gathering phase of the project.

Included Parcels:
1200 Aviation (Bldg.A), 1212 Aviation, 1316 Aviation, 1406 Aviation, 1431 Aviation, 1441 Aviation, 1623 Aviation, 1625 Aviation
______________________________________________________________________

2. Succession Changes:

Unsolicited offers will likely be required for Landlords with succession changes as current ownership may not actively list their property or search for alternatives. AREAS believes there is increased opportunity for this category based on the following factors:
succession changes face major challenges such as the lack of readiness, experience, and desire of the successor; and the resistance to let go and the family dynamics of the predecessor.

Included Parcels:
1512 Aviation
______________________________________________________________________ 5 3. Potential Default:

Unsolicited offers will be required for Landlords with potential defaults as current ownership may not actively list their property or search for alternatives. AREAS believes there is increased opportunity for this category based on related factors: landlords in potential default may be open to sale to avoid foreclosure/bankruptcy, protect their credit score, and recover any remaining equity. There are no known parcels in mortgage default on Aviation Blvd.

Included Parcels (Property Taxes):
1406 Aviation, 1630 Aviation
NOTE: 1406 Aviation appears under both Expressed Interest and Tax Delinquency. ______________________________________________________________________ *****
6 Conclusion
The Landlord Prospect List establishes a focused, strategic foundation for this phase of outreach across the corridors. By identifying 33 key opportunity parcels, AREAS has mapped out targeted entry points for acquisition, redevelopment, and strategic partnerships.

To maximize outreach effectiveness, the strategy leverages two pathways; direct outreach and unsolicited outreach.

Direct outreach includes engaging landlords who have expressed active interest with immediate emphasis on high-priority clusters like 2611 – 2709 Artesia Blvd (including 2003 – 2005 Perkins). This section of Artesia contains 6 parcels in close proximity.

Combined with nearby succession sites (2607 & 2700 – 2701 Artesia), this represents the highest density site-assembly opportunity along the corridor as mapped below:

Unsolicited outreach includes initiating discussions with landlords impacted by ownership succession challenges or potential defaults (mortgage and property tax delinquencies). There are two distinct cross-category overlap parcels, one in each corridor: 2500 Artesia & 1406 Aviation, which make them strong candidates for direct outreach as financial distress may accelerate their willingness to execute a deal. Also noting, 2500 Artesia is in an Activity Node.

Moving forward, if engaged, AREAS can maintain continuous contact with corridor property owners to expand this candidate list. Prioritizing outreach based on Activity Nodes and designated Redevelopment Opportunity Zones to align with the City’s revitalization goals.