CITY OF REDONDO BEACH | 1
September 14, 2026
DRAFT ECONOMIC
DEVELOPMENT WORKPLAN
VISION
A resilient coastal economy that supports local businesses, attracts quality investment, strengthens commercial districts, supports job creation, and delivers an excellent experience for residents and visitors.
Purpose
This plan concentrates City action on the areas it can most directly influence: business assistance, clear and flexible regulations, proactive retention and recruitment, investment-ready sites, and measurable performance. It is designed as a practical work program for the Community Development Department (CDD) and its partner departments.
Guiding Principles
• Retain and grow existing businesses while recruiting new business. • Favor quality investment that improves fiscal health, jobs, services, and place making
• Customer service first; predictability over unnecessary discretion. • Tailor solutions to the Artesia/Aviation corridors, PCH, Riviera Village, and Galleria area.
• Report progress openly through a concise annual scorecard.
Five Strategic Priorities
1. Regulatory Modernization
2. CDD Business Concierge & Outreach
3. Retention, Expansion & Attraction
4. Sites, Districts & Placemaking
5. Data, Accountability & Partnerships
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September 14, 2026
PRIORITY 1 | REGULATORY MODERNIZATION
Improve clarity, speed, flexibility, and investment readiness. • Map and simplify the permitting process, publish realistic review timelines, and expand pre-application meetings for complex projects.
• Complete Article XXVII vote on Artesia and Aviation development standards which are aligned AACAP vision for commercial activity, place making and publicrealm improvements. • Update the business permitting land-use tables to streamline the process, remove ambiguity, and make emerging business models easier to classify. • Modernize sign regulations to improve and design quality while supporting business visibility and district character.
• Adopt parking flexibility tools where appropriate, including shared parking, demand studies, and context-sensitive reductions.
• Strengthen property-maintenance standards with fair notice, technical assistance, and consistent enforcement focused on visible commercial conditions.
PRIORITY 2 | BUSINESS CONCIERGE & OUTREACH
• Establish a Business Concierge within the Community Development Department to coordinate permits, referrals, incentives, site questions, and cross-department problem solving.
• Publish a modern economic development webpage with permit roadmaps, available sites, district information, key contacts, and an inquiry form. • Create a concise marketing brochure and digital pitch package describing Redondo Beach’s market strengths, districts, workforce access, and development opportunities.
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PRIORITY 3 | RETENTION, EXPANSION & ATTRACTION
Support existing businesses, fill market gaps, and recruit selectively. • Launch structured outreach to the City’s largest or most strategically important businesses; document needs, expansion plans, and barriers. • Focus recruitment on businesses that complement local demand and place: dining and hospitality, specialty retail, health and wellness, creative and professional services, marine and coastal industries, and experiential uses. • Match prospects to suitable sites and provide coordinated information on zoning, timing, infrastructure, and approvals rather than offering broad, unfocused incentives.
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• Partner with commercial property owners, brokers, the NRBBA, Chamber of Commerce, etc.
PRIORITY 4 | SITES, DISTRICTS & PLACEMAKING
Convert opportunity sites and commercial districts into investable propositions. • Utilizing information obtained through AREAS, maintain an Opportunity Sites List with ownership, size, zoning, current use, infrastructure, constraints, status, and preferred economic-development outcome.
• Prepare one-page site profiles for priority properties and review them regularly with owners, brokers, and prospective investors.
• Coordinate private investment with streetscape, mobility, wayfinding, publicspace, safety, and maintenance improvements. • Prioritize catalytic projects that can improve adjacent property confidence, expand the tax base, and deliver visible community benefits.
PRIORITY 5 | DATA, ACCOUNTABILITY & PARTNERSHIPS
Manage economic development as a measurable Citywide program. • Formalize an interdepartmental economic development team led by Community Development with participation from Public Works, Fire, Waterfront, and the City Manager’s Office.
• Establish a baseline for sales-tax performance, business licenses, commercial vacancy, permit activity, employment, and hotel performance. Set annual targets after baseline validation.
• Use external consultants (e.g. AREAS, CoStar, etc.) and partners for market intelligence, business outreach, and project implementation.
Timing Priority Actions Lead Key Output
0-90 days .
3-6 months
6-12 months
Year 2
Years 3-5
TBD