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Redondo Beach staff outline upgrades and $3.45 million in deferred work at Performing Arts Center
Summary
City staff reported the Redondo Beach Performing Arts Center generated strong revenue in 2023–24 but faces roughly $3.45 million in deferred maintenance and recommended modest fee increases plus targeted capital repairs to improve marketability and safety.
Redondo Beach staff told the City Council on Tuesday the city’s Performing Arts Center (RB PAC) has recovered from the pandemic and posted one of its highest recent annual revenues, but still needs a multi‑year program of repairs and upgrades to remain competitive as a rental venue.
Jack Meyer, the city’s cultural arts manager, said “the total of the revenue, topped $1,122,000 in the last complete, fiscal year,” and laid out deferred maintenance and upgrade items staff say would both protect the building and increase rental demand. Meyer and Community Services Director Elizabeth Allis urged the council to consider a mix of capital investments, ongoing LED lighting conversions and modest fee increases.
Major deferred‑maintenance items identified by staff include re‑cushioning the auditorium seats (a phased project), replacing the facility’s uninterruptible power supply (UPS) that supports emergency egress lighting, HVAC replacement, replacement of worn carpeting, and repairs to exterior slate cladding and the entrance plaza. Meyer said a phase‑one seed of capital is available but the full scope would require additional appropriations.
Staff also recommended investments that would improve income potential: completing a transition to LED theatrical lighting, installing improved on‑stage monitoring (so renters need to bring less rented equipment), adding a motorized orchestra‑pit lift, and exploring conversion of projection and sound for limited, full‑scale motion‑picture or premiere use. The staff report asked the council to direct staff to prepare budget‑response materials (BRRs) analyzing costs and revenue impacts.
Recommendations included a planning assumption of a 3% annual user‑fee increase for three years, continued completion of the LED lighting program and prioritizing seat rehab and replacement of the UPS system for safety reasons. Staff also suggested exploring parking‑lot events, sponsorships and targeted marketing or concession strategies to grow rental income.
Council discussion focused on prioritization, revenue assumptions and options to earmark any surcharge or special fee into a dedicated capital account. Members also asked staff to return with a prioritized list of repairs and cost estimates the city could consider during the budget process.
What’s next: Staff will prepare BRRs with cost estimates, prioritized capital items and potential funding sources, and will return during the budget cycle with recommendations for which investments to sequence and how to fund them.
